SKYRAL DEFENCE LIMITED

Skyral Modelling and Simulation Development as a Service for Mobility and Infrastructure

Skyral Development as a Service (Mobility and Infrastructure Edition) is a 3‑ or 6‑month fixed‑term engagement that builds or extends synthetic environments and digital twins on Skyral CORE for transport, mobility and infrastructure customers. Planning and operational questions become reusable twins for network design, timetables, evaluation, resilience and continuous optimisation.

Features

• Build validated synthetic models of mobility and infrastructure networks.
• Support multimodal demand, capacity and disruption scenario analysis.
• Uses Skyral Core for rapid mobility modelling and system integration.
• Calibrate models using real mobility and infrastructure data.
• Capture land‑use, modal shift and network dependencies.
• Provide scenario interface for strategic corridor and route testing.
• Host decision‑support environments for multi‑agency collaboration.
• Deliver insights reports on impacts, trade‑offs and strategies.
• Include post‑delivery support to embed models operationally.

Benefits

• Test mobility and infrastructure strategies before major capital spend.
• Understand system‑wide effects of demand growth or disruptions.
• Identify high‑impact interventions improving network reliability.
• Quantify resilience under climate, operational and asset failures.
• Support spatial planning with integrated mobility–land‑use modelling.
• Reveal unintended consequences of routing or timetable changes.
• Strengthen business cases with validated modelling evidence.
• Align agencies via a shared modelling environment.
• Evaluate emissions, congestion and environmental outcomes together.
• Enable iterative, adaptive mobility planning with reusable twins.

• 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 enquiries@skyral.io. Tell them what format you need. It will help if you say what assistive technology you use.

Framework

G-Cloud 15

Service ID

239213374917693

Contact

Mark Holland
07809612857
enquiries@skyral.io

About the service

• Service categories:
  • Application Development and Deployment
    • Analytics and business intelligence
      • Advanced and predictive analytics
        • Advanced and predictive analytics
      • Location and geospatial data management and analytics
        • Location and geospatial data management and analytics
• 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: Skyral Core Licencing (Lot 2b)
• Cloud deployment model:
  • Public cloud
  • Private cloud
  • Community cloud
  • Hybrid cloud
• Service constraints: These services are delivered against a customer-defined north-star outcome, with inputs and outputs agreed upfront and delivery managed through an agile backlog. Customers must define outcomes, questions, metrics, and constraints to shape initial epics, features, and acceptance criteria. Required inputs—such as domain expertise, architectural or process views, key datasets, reference models, and relevant policies—must be provided at the start. Access to empowered product owners and SMEs is essential for ceremonies, reviews, re-prioritisation, and acceptance. Customers must confirm platform, security, regulatory, and interoperability constraints. The work assumes development on Skyral platforms and/or integration into partner systems, with dependencies agreed upfront early.
• System requirements: Building on Skyral Core deployment or licencing through Skyral Core

User support

• Email or online ticketing support: Yes
• Support response times: Support during the engagement is delivered through the named Skyral delivery team rather than a generic ticket desk. Queries raised via agreed channels (email, collaboration tools, ceremonies) typically receive an initial response within one UK business day, aligned to sprint cadence and delivery milestones. Issues affecting development environments are triaged and addressed directly by the team using Skyral operational practices. Formal incident response times and SLAs apply only where separately contracted under platform or managed-service agreements. Security is embedded throughout delivery, with certified controls, secure deployment options, and compliance with applicable data-protection requirements.
• 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: Support during the engagement prioritises agile delivery and close collaboration rather than a generic, ticket-based helpdesk. Primary support is provided by the named Skyral delivery team, including the Product Owner, SMEs, Applied Scientists and Engineers, via agreed channels such as email, collaboration tools, and scheduled ceremonies or workshops. Support coverage is typically aligned to UK business hours, with response and resolution expectations set in line with sprint cadence, delivery milestones, and the agreed engagement plan.; ; Issues affecting temporary Skyral-hosted development environments are triaged and resolved directly by the Skyral team using established CORE/SPORE operational practices. Where formal incident management or service-level agreements are required, these are provided under separate platform or managed-service arrangements.; ; Security is embedded from the outset, whether developing on Skyral platforms or integrating Skyral assets into customer systems. Delivery follows secure-by-design and DevSecOps principles, including controlled environments, access management, automated testing, and monitoring appropriate to deployment sensitivity. Skyral platforms support secure cloud, on-premises, sovereign and air-gapped deployments, including up to SECRET in defence contexts. Skyral holds Cyber Essentials, Cyber Essentials Plus, ISO 9001 and ISO 27001 certifications. All data processing complies with applicable data-protection laws and customer policies, with responsibilities defined contractually.
• Support available to third parties: Yes

Onboarding and offboarding

• Getting started: Onboarding establishes the north star, guardrails and initial backlog; delivery then proceeds in an agile way towards the customer‑defined requirement.; Indicative approach:; Kick‑off and north‑star definition; ; Confirm target outcomes, users, use cases and scope across domains such as defence, healthcare, mobility and infrastructure, or business optimisation.; ; Define requisite inputs and outputs (e.g. environments, models, integrations, documentation, insights), capturing them as backlog items with clear acceptance criteria.; ; Backlog creation and refinement; ; Translate the north star into an initial, prioritised backlog covering model features, data pipelines, UX/views, integrations, validation and documentation.; ; Agree iteration cadence, ceremonies (backlog reviews, showcases, retros) and decision forums with the customer product owner.; ; Iterative build and validation; ; Deliver increments of capability on Skyral platforms or integrated environments, demonstrating value early and adjusting priorities via backlog reviews rather than changing the overall north star.; ; Incorporate feedback, test results and data learnings into backlog refinement so the solution converges on the agreed requirement within the fixed 3‑ or 6‑month window.
• Service documentation: Yes
• Documentation formats:
  • PDF
  • Other
• Other documentation formats: Microsoft Office
• Documentation accessibility standard: WCAG 2.2 AA
• End-of-contract data extraction: Exit ensures the customer can use, operate and extend what has been built, with clarity on data and IP.; Final iterations focus on stabilisation, documentation and handover of agreed outputs (environments, models, configurations, integrations, documentation, insights).; ; Handover sessions are run for nominated users and technical staff, covering operation, basic configuration and how to work within Skyral CORE governance or integration patterns.; ; Customer data in Skyral‑controlled environments is removed or anonymised in line with contractual retention and security requirements, and access to temporary environments can be wound down or transitioned under separate arrangements.; ; Background IP in Skyral platforms and generic components remains with Skyral; customer‑specific code, configurations or models are owned and licensed as set out in the contract.
• End-of-contract process: Closure and transition; ; Stabilise and document the most valuable capabilities in final iterations; prepare for handover and any follow‑on phases.; ; Confirm that agreed outputs and acceptance criteria are met, and capture a forward backlog/roadmap for future development where appropriate.

Using the service

• Web browser interface: No
• Application to install: No
• Designed for use on mobile devices: Yes
• Differences between the mobile and desktop service: Not applicable
• Service interface: No
• User support accessibility: WCAG 2.2 AA
• API: Yes
• What users can and can't do using the API: APIs are provided for integration to third party products
• API documentation: Yes
• API documentation formats: PDF
• API sandbox or test environment: Yes
• Customisation available: Yes
• Description of customisation: This is a customer driven service, the initial engagement sets a backlog from user requirements against which an agile process is executed.

Scaling

• Independence of resources: Target response to engagement‑related questions and backlog changes within agreed working hours and timeframes, with escalation routes for issues that could affect critical milestones.; ; For work delivered on Skyral platforms or Skyral‑hosted environments, operational behaviour (e.g. performance, availability) follows Skyral CORE/SPORE practices for the chosen hosting model; formal numerical availability SLAs are normally defined in separate managed‑service or platform agreements, not this build‑focused engagement.

Analytics

• Service usage metrics: Yes
• Metrics types: Service levels prioritise predictable, high-quality agile delivery toward the agreed north star rather than 24x7 operational SLAs. A 3- or 6-month delivery plan is agreed at initiation, defining iteration boundaries, backlog review cycles, and key decision points aligned to customer governance. Regular showcases demonstrate delivered increments, support trade-off decisions across scope, time, and fidelity, and confirm continued alignment to priorities. Engagement-related questions and backlog changes receive responses within agreed working hours and timeframes, with clear escalation for risks to milestones. Where work uses Skyral platforms or hosted environments, operational behaviour follows CORE/SPORE practices, with formal availability SLAs handled separately.
• Reporting types: Regular reports
• Resource tagging: No
• FOCUS resource tagging: No

Supplier type

• 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
  • European Economic Area (EEA)
  • Other locations
• User control over data storage and processing locations: Yes
• Datacentre security standards: Supplier-defined controls
• Penetration testing frequency: Never
• Protecting data at rest: Other
• Other data at rest protection approach: Dependent on customer cloud deployment choice and requirements.
• Data sanitisation process: No
• Equipment disposal approach: A third-party destruction service

Data importing and exporting

• Data export approach: Portability and export – Final outputs and agreed artefacts (e.g. models at suitable granularity, configuration sets, documentation) are provided in commonly used formats to support reuse by customer teams and partners; further export and documentation support can be provided subject to licensing and IP terms.
• Data export formats:
  • CSV
  • ODF
• Data import formats:
  • CSV
  • ODF

Data-in-transit protection

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

Availability and resilience

• Guaranteed availability: Service levels focus on predictable, high‑quality agile delivery towards the agreed north star, not on 24x7 operational SLAs.; Delivery cadence and governance; ; A 3‑ or 6‑month delivery plan agreed at initiation, with iteration boundaries, backlog‑review cycles and key decision points aligned with customer governance and planning cycles.; ; Regular showcases to demonstrate increments against the north star, manage trade‑offs between scope, time and fidelity, and confirm ongoing alignment to priorities.
• Approach to resilience: For this build‑focused service, continuity is about sustaining momentum towards the north star despite issues affecting people, tools or environments.; Plans allow resequencing of work so that design, modelling, analysis or documentation can proceed while specific systems or datasets are restored.; ; DR metrics and obligations for any enduring environments or platforms are normally covered under separate platform or managed‑service agreements; they are not typically defined at the agile development engagement level.
• Outage reporting: Not applicable for this service

Identity and authentication

• User authentication needed: Yes
• User authentication:
  • Multi-Factor Authentication (MFA)
  • Identity federation with existing provider (for example Google Apps)
  • Limited access network (for example PSN)
  • Username or password
• Access restrictions in management interfaces and support channels: Skyral restricts access to management interfaces and support channels through role‑based controls, secure environments and strong audit. Management interfaces (e.g. orchestration, data and configuration layers) are deployed into secure MOD/NATO‑aligned hosting, with access limited to authorised admins and engineers, and all actions captured in provenance/audit logs. For support, Skyral works within customer‑approved secure networks, using formal change‑management and DevSecOps pipelines so only vetted personnel can make configuration changes, all fully traceable. When using partner platforms such as Microsoft secure cloud and IBM governance tools, their identity and access‑management controls further constrain support access.
• Access restriction testing frequency: At least once a year
• Management access authentication:
  • Multi-Factor Authentication (MFA)
  • Identity federation with existing provider (for example Google Apps)
  • Limited access network (for example PSN)
  • Username or password

Audit information for users

• Access to user activity audit information: Users have access to real-time 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: User-defined
• 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:
  • CSA CSM version 4.0
  • ISO/IEC 27001
• Information security policies and processes: Skyral operates under formal information security and data‑protection policies that ensure full compliance with UK data protection law and ISO‑style quality processes across the organisation. The platform and services are engineered and accredited for deployment up to UK MOD SECRET level, with technical and procedural controls aligned to defence‑sector requirements.; ​; ; Security is embedded through DevSecOps practices: security‑by‑design, continuous integration, automated testing and security checks are built into the software lifecycle, with gated pipelines preventing insecure builds from progressing to production. Cloud‑native, modular architecture and common data‑pipeline standards allow consistent enforcement of access control, segregation, provenance and audit across on‑prem, cloud, edge and sovereign environments.; ​; ; Executive leadership (CEO, CCO and board) own overall governance, with technical leadership responsible for security, data protection and DevSecOps reporting into this structure and applying common policies to engineering, delivery and commercial teams. Compliance is evidenced through provenance and audit capabilities in the core platform, rigorous supplier‑assurance and counterfeit‑risk controls, and ongoing scrutiny from defence and government customers who operate Skyral solutions in classified environments.

Operational security

• Configuration and change management standard: Supplier-defined controls
• Configuration and change management approach: Change is managed within an agile framework, preserving the north star while allowing backlog reprioritisation.; The initial backlog and high‑level scope are agreed at kick‑off; within that, priorities and details are adjusted via regular backlog reviews with the customer product owner.; ; Where new requirements would materially alter scope, cost or timelines (e.g. major additional integrations, domains, or fidelity changes), they are assessed jointly and, if accepted, incorporated via formal change notes or follow‑on phases.; ; Minor changes and refinements are handled through normal agile backlog management, making trade‑offs within the fixed engagement duration.; ; Exit and offboarding (including data export and handover)
• Vulnerability management type: Supplier-defined controls
• Vulnerability management approach: Continuous integration pipelines run automated tests and security checks to detect code and dependency vulnerabilities early. A cloud‑native, modular architecture and common data‑pipeline standards help limit blast radius and simplify impact assessment when an issue is found. Security‑by‑design practices mean remediation happens through code, configuration and architectural controls, all captured via provenance and audit trails. For deployments up to UK MOD SECRET, Skyral follows MOD assurance expectations (patching, configuration control, formal change management) within ISO‑style quality and data‑protection processes.
• Protective monitoring type: Undisclosed
• Protective monitoring approach: When suspicious activity is identified, Skyral uses configuration control, change management and DevSecOps pipelines to isolate affected components, roll back changes, and apply patches or configuration fixes.; ​; Knowledge‑management and audit capabilities provide an evidence trail to support incident investigation with the customer’s security teams and authorities.; ; The CORE platform embeds comprehensive provenance and audit, logging how data, models and simulations are created, changed and used, so anomalous or unauthorised activity is detectable.; ; Skyral’s 3‑3‑3 delivery and DevSecOps model means changes and remediations can be designed, tested and deployed rapidly across on‑prem, cloud and edge environments.
• Incident management type: Supplier-defined controls
• Post-quantum cryptography secure: No
• Incident management approach: Support during the engagement is focused on agile delivery and collaboration rather than a generic, ticket‑based helpdesk.; Primary support is provided by the named Skyral team (Product Owner, SME, Applied Scientist, Engineers), through agreed channels such as email, collaboration tools and scheduled ceremonies/workshops.; ; Coverage is typically during UK business hours, with response and resolution expectations aligned to iteration cadence and key milestones, and defined in the engagement plan.; ; Issues affecting temporary Skyral‑hosted environments used during development are triaged and resolved by Skyral using CORE/SPORE operational practices; formal incident and SLA frameworks, if required, are handled under separate platform/managed‑service agreements.

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: 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%

Standards and certifications

• ISO/IEC 27001 certification: Yes
• ISO/IEC 27001 accredited by: British Assessment Bureau
• ISO/IEC 27001 accreditation date: Sunday 20 June 2027
• What the ISO/IEC 27001 doesn’t cover: None
• ISO 28000:2022 certification: No
• ISO 9001 certification: Yes
• ISO 9001 certification accredited by: British Assessment Bureau
• ISO 9001 accreditation date: Sunday 20 June 2027
• What the ISO 9001 doesn’t cover: None
• Quality management systems (QMS): Yes
• CSA STAR certification: No
• PCI certification: No
• Cyber essentials: Yes
• Cyber Essentials Certificate Number: Cded3d66-35ee-4fc6-a5aa-34cac9042091
• Cyber essentials plus: Yes
• Cyber Essentials Plus Certificate Number: 75889843-ec98-4aad-bfbb-f3a00c806bbc
• Other security certifications: No

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
  • 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
  • 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: 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

  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
  • 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
  • Measures to involve local stakeholders and/or users in design (e.g. in the design of services, systems, products or buildings)
• 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
• 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
  • 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
  • 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

  Policy Outcome 7: Creating a pipeline of opportunities: For the contract workforce, reducing barriers to entry for under-represented groups.

  • Understanding of issues relating to entering the contract workforce
  • Creation of outreach activities to create a pipeline of employees for the future contract delivery
• 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
  • 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 enquiries@skyral.io. Tell them what format you need. It will help if you say what assistive technology you use.