CGI IT UK LIMITED

CGI SignalSense - Intelligence As A Service

CGI SignalSense is a Maritime Intelligence, Optical, Synthetic Aperture Radar and Signals Intelligence data processing platform with global reach. CGI SignalSense provides a single pane of glass through which such data can be visualised to provide insights.

Features

• Understand location of signal emitters
• Rapidly task, fuse and visualise synthetic aperture radar
• Complete Spectrum Analysis
• Integrate ground or airborne sensors to alert in near-real-time
• Containerised scalable processing of satellite imagery
• Graphical feedback enabling signals analysis and visualisation
• Detect dark vessels at scale
• Detect spoofing, ship to ship transfers

Benefits

• Improve national security
• Rapid delivery of 'eyes on' signal and maritime risks
• Security Cleared staff and Secure Facility Security Clearance
• Access to one of the largest security cleared IT workforces
• Proven capability leveraged by Defence and Security Sector
• Understand and share maritime intelligence
• Understand and share open-source signals

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 uk.gen.ccsframeworks@cgi.com. Tell them what format you need. It will help if you say what assistive technology you use.

Framework

G-Cloud 15

Service ID

258439223600788

Contact

GCA Frameworks Team
08450707765
uk.gen.ccsframeworks@cgi.com

About your service

• Service categories:

  Application Development and Deployment

  Analytics and business intelligence

  • 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: Defence Geospatial Platforms
• Cloud deployment model: Hybrid cloud
• Service constraints: SignalSense data are provided in partnership with third-party providers and are subject to the licensing terms of those providers.
• System requirements: To be discussed as part of contracting

User support

• Email or online ticketing support: No
• Phone support: Yes
• Phone support availability: 9 to 5 (UK time), Monday to Friday
• Web chat support: No
• Onsite support: No
• Support levels: Support is provided during delivery only
• Support available to third parties: No

Onboarding and offboarding

• Getting started: An initial assessment of the client’s tasking needs in addition to area of interest for maritime intelligence tasking is made, to assess whether the base intelligence data package provided is suitable for the client's needs. An initial satellite tasking schedule is agreed, and CGI works with the client to ensure CGI SignalSense data is suitably protected if delivered within the Client estate by API, including suitable protection to required security levels.; Additional data bundles or customisation / integration of new data sources is available via time and materials contracting vehicle as additional services listed within our Pricing Document.; Initial API test data sets and data protection tests are then completed, following which the service and live data is delivered facilitating the required maritime situational awareness, and tasking outputs for signals intelligence, synthetic aperture radar and electro optical satellite datasets.
• Service documentation: Yes
• Documentation formats: PDF
• End-of-contract data extraction: SignalSense data is delivered via to the client location via secure network for onward ingest on a daily basis. There is therefore no data to extract at end-of-contract.
• End-of-contract process: At end of contract the final data delivery is issued to the client via the secure network to conclude the contract on the contract end date.
• Documentation accessibility standard: None or don’t know
• How the documentation is accessible: On-boarding and off-boarding documentation will be provided via email .

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Microsoft Edge
  • Firefox
  • Chrome
  • Safari
  • Opera
• Application to install: No
• Designed for use on mobile devices: No
• Service interface: No
• User support accessibility: None or don’t know
• API: Yes
• What users can and can't do using the API: Details on access mechanism and form of API available as part of contracting.
• API documentation: Yes
• API documentation formats: PDF
• API sandbox or test environment: Yes
• Customisation available: Yes
• Description of customisation: Details on customisation as part of contracting.

Scaling

• Independence of resources: Each SignalSense instance is deployed for each client, Resources are scaled appropriately

Analytics

• Service usage metrics: No

Resellers

• Supplier type: Not a reseller

Staff security

• Staff security clearance: Conforms to BS7858:2019
• Government security clearance: Developed Vetting (DV)

Asset protection

• Knowledge of data storage and processing locations: Yes
• Data storage and processing locations: United Kingdom
• User control over data storage and processing locations: Yes
• Datacentre security standards: Complies with a recognised standard (for example CSA CCM version 4.0)
• Penetration testing frequency: At least once a year
• Penetration testing approach: ‘IT Health Check’ performed by a CHECK service provider
• Protecting data at rest: Physical access control, complying with CSA CCM v4.0
• Data sanitisation process: Yes
• Equipment disposal approach: Complying with a recognised standard, for example CSA CCM v4.0, CAS (Sanitisation) or ISO/IEC 27001
• Data sanitisation type: Data Erasure

Data importing and exporting

• Data export approach: N/A
• Data export formats: Other
• Data import formats: Other
• Other data import formats: N/A

Data-in-transit protection

• Data protection between buyer and supplier networks: Other
• Other protection between networks: Secure File Transfer Protocol (SFTP) is used to deliver all SignalSense data to the client. SFTP operates over Secure Shell and provides encrypted file transfer without relying on Secure Sockets Layer or Transport Layer Security.
• Data protection within supplier network: TLS (version 1.2 or above)

Availability and resilience

• Guaranteed availability: Service availability is discussed and agreed with the client during the onboarding phase. The service is designed to be resilient and availability is monitored in operation. Any availability targets, service levels, or associated remedies are defined on a contract-by-contract basis where required.
• Approach to resilience: The service is designed for resilience through the use of a clustered and mirrored architecture. Core components are deployed across multiple nodes to avoid single points of failure and to support continued operation in the event of individual component or node failure.; ; The environment is monitored to detect failures or degraded performance, and failed components can be isolated and recovered without requiring a full service outage. ; ; Maintenance activities are planned to minimise service disruption where possible. The underlying infrastructure supports data replication and backup to reduce the risk of data loss. ; ; Detailed information on datacentre configuration, failover mechanisms, and recovery processes can be made available to clients on request.
• Outage reporting: Service outages and significant incidents are communicated to clients via email alerts or through client-specific support or service management processes.

Identity and authentication

• User authentication needed: Yes
• User authentication: Public key authentication (including by TLS client certificate)
• Access restrictions in management interfaces and support channels: Access to management interfaces and support channels is restricted to authorised personnel only. Access is granted based on defined roles and the principle of least privilege. Authentication controls are enforced, and access rights are reviewed periodically. Support channels are monitored, and sensitive actions are logged for audit purposes. Administrative access is limited to approved networks and secured using appropriate technical and procedural controls.
• Access restriction testing frequency: At least every 6 months
• Management access authentication: Public key authentication (including by TLS client certificate)

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: Between 1 month and 6 months
• Access to supplier activity audit information: No audit information available
• How long system logs are stored for: Between 1 month and 6 months

Security governance

• Named board-level person responsible for service security: No
• Security governance certified: Yes
• Security governance standards: ISO/IEC 27001
• Information security policies and processes: CGI follow a comprehensive suite of information security policies and processes that are part of our corporate governance framework. These policies align with recognised standards such as ISO/IEC 27001 and cover areas including access control, risk management, data protection, incident management, and secure software development.; ; Information security is overseen by a dedicated security governance team, with responsibility for policy development, review, and enforcement. All staff receive security awareness training, and compliance is monitored through regular audits and reporting.; ; Policies are supported by documented processes, including secure configuration management, change control, vulnerability management, and incident response. We ensure adherence to these policies through ongoing monitoring, periodic internal and external assessments, and corrective action planning.
• Software Security Code of Practice: Yes

Operational security

• Configuration and change management standard: Supplier-defined controls
• Configuration and change management approach: Configuration and change management are managed through documented processes. Service components are recorded and tracked throughout their lifecycle, from deployment through to change and decommissioning.; All changes are assessed for technical and security impact prior to implementation and are subject to appropriate approval. Changes are tested where applicable and implemented in a controlled manner to minimise risk and service disruption. Configuration baselines are maintained, and changes are logged and auditable.
• Vulnerability management type: Supplier-defined controls
• Vulnerability management approach: Vulnerabilities are identified through security advisories, vendor notifications, and routine monitoring. Potential threats are assessed to determine risk and impact. Remediation activities, including patching and configuration changes, are prioritised based on severity and implemented through controlled change management processes. Information on potential threats is obtained from trusted industry sources, suppliers, and internal security monitoring.
• Protective monitoring type: Supplier-defined controls
• Protective monitoring approach: Protective monitoring is performed through continuous logging and monitoring of systems and services to identify potential security events or compromises. Alerts are reviewed by authorised personnel and investigated in accordance with incident management procedures. Confirmed or suspected security incidents are prioritised based on risk and impact, with response actions taken promptly to contain and remediate issues. Incident response activities are logged and reviewed to support continuous improvement.
• Incident management type: Complies with a recognised standard, for example, CSA CCM v4.0 or ISO/IEC 27035:2011 or SSAE-18 / ISAE 3402
• Incident management approach: Incident management is governed by predefined processes for common operational and security events. Incidents are reported via email and logged within the CGI's IT service management system for tracking and resolution. Each incident is assessed, prioritised, and managed in line with documented procedures. Incident status and outcomes are recorded, and incident reports can be provided to customers as required.
• Post-quantum cryptography secure: No

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%

Non-mandatory Standards and certifications

• ISO/IEC 27001 certification: Yes
• Who accredited the ISO/IEC 27001: UKAS (UK Accreditation Service)
• ISO/IEC 27001 accreditation date: Monday 28 April 2025
• What the ISO/IEC 27001 doesn’t cover: CGI’s ISO/IEC 27001 certification applies to the defined scope of services, legal entities, and locations set out in the certificate and associated appendices. Activities, services, or locations outside this defined scope are not covered.
• ISO 28000:2022 certification: No
• ISO 9001 certification: Yes
• Who accredited the ISO 9001 certification: UKAS (UK Accreditation Service)
• ISO 9001 accreditation date: Tuesday 30 July 2024
• What the ISO 9001 doesn’t cover: CGI’s ISO 9001 certification applies to the defined scope of end-to-end information technology and business consulting services, as delivered by the legal entities and locations listed in the certificate and associated appendices. Activities, services, or locations outside this defined scope are not covered.
• Quality management systems (QMS): No
• CSA STAR certification: No
• PCI certification: No
• Cyber essentials: Yes
• Please provide your Cyber Essentials Certificate Number: C62b32fc-c6a1-4191-b693-75040ca11655
• Cyber essentials plus: Yes
• Please provide your Cyber Essentials Plus Certificate Number: 68b897db-c248-49c1-944c-6b7087754b00
• 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

  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 uk.gen.ccsframeworks@cgi.com. Tell them what format you need. It will help if you say what assistive technology you use.