GEOLOGIX LIMITED

Software Development and Support

We develop and support software engineering solutions to optimise drilling and production performance in the oil and gas industry and increasingly in other industry sectors such as fertiliser manufacturing and chemicals. We will introduce AIML into future solutions where appropriate.

Features

• Custom software development
• Oil and gas drilling geological interpretation software
• Oil and gas production optimisation software
• Custom software for engineering solutions
• Energy workflow management
• Application of AI into engineering solutions
• Human factors engagement for AI
• Training courses
• AIML to deliver operational excellence

Benefits

• Small one-off applications for problem solving
• Drilling optimisation and automatic regulatory reporting
• Achieving maximum production and minimum downtime in process plants
• We are good for small scale problem solving solutions
• IT solutions do not deliver without aligned workflows
• We are adapting our engineering solutions to incorporate AIML
• We help clients to set internal expectations with AI
• We have delivered energy IT training for many years
• Overcoming hype to deliver real value performance from AIML

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

Framework

G-Cloud 15

Service ID

483346000569210

Contact

Dr Julian Pickering
07770430017
accounts@geologix.com

About the service

• Service categories:
  • Application Development and Deployment
    • Analytics and business intelligence
      • Business Intelligence
        • 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: Control systems and performance monitoring systems
• Cloud deployment model:
  • Public cloud
  • Private cloud
• Service constraints: For a public cloud solution we would rely on a third party provider such as AWS or Microsoft. As plant information is normally sensitive many clients might prefer a private cloud solution.
• System requirements:
  • We would use typically a client's existing data architecture.
  • We would work with the client's existing cyber security solutions.
  • We work with on-premise and cloud architectures.
  • We can advise on data management.

User support

• Email or online ticketing support: Yes, at extra cost
• Support response times: At a level required by the client.
• User can manage status and priority of support tickets: Yes
• Online ticketing support accessibility: None or don’t know
• Phone support: Yes
• Phone support availability: 9 to 5 (UK time), Monday to Friday
• Web chat support: No
• Onsite support: No
• Support levels: We offer tiered support to meet the diverse operational needs of our Buyers. All support levels include 24/7 access to our customer portal for ticket submission, tracking, and knowledge base resources.; Standard Support is provided at no additional cost and is suitable for non-production environments. It covers standard business hours (9.00-17.00, Monday to Friday) with a target response time of under 8 hours for critical issues. This level does not include a dedicated Technical Account Manager (TAM) or Cloud Support Engineer (CSE).; For production environments requiring more responsive support, our Professional Support level is available at a fixed monthly fee. It provides business-hours coverage with faster response times, including under 4 hours for critical issues. This tier includes access to a dedicated pool of CSE’s. Typical cost: 10–15% of annual contract value, depending on service scope.; Our premium Enterprise Support level is designed for business-critical systems requiring maximum uptime and strategic partnership. Provided at a higher fixed monthly fee, it offers 24/7/365 coverage with the most aggressive response targets, including under 1 hour for critical issues. This tier includes a dedicated, named TAM. Cost is typically 15–20% of annual contract value or as agreed at Call-Off.
• Support available to third parties: Yes

Onboarding and offboarding

• Getting started: We provide onsite or remote training and full operating instructions.
• Service documentation: Yes
• Documentation formats: PDF
• Documentation accessibility standard: None or don’t know
• How the documentation is accessible: Onboarding is accessible through training courses and a user manual is provided. ; ; Both onboarding and offboarding documentation can be provided via e-mail also.
• End-of-contract data extraction: In a manner agreed in the contract.
• End-of-contract process: We aim to leave the client in a self-sufficient position where the need for ongoing support from us is minimal. If continued support is required, this will be provided at a rate agreed within the contract.

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Microsoft Edge
  • Safari
• Application to install: Yes
• Compatible operating systems: Other
• 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: Terms and levels of support can be customised and discussion can be had with the client to this effect and we will try to accomodate what the client needs.

Scaling

• Independence of resources: It is our responsibility to ensure that we are resourced to fulfil our commitments.

Analytics

• Service usage metrics: Yes
• Metrics types: We would provide metrics to meet the client's requirements typically in a dashboard or report format.
• Resource tagging: No
• FOCUS resource tagging: No

Supplier type

• Supplier type: Not a reseller

Staff security

• Staff security clearance: Staff screening not performed
• 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: At least once a year
• Penetration testing approach: In-house
• Protecting data at rest: Other
• Other data at rest protection approach: Data is held with AWS and Microsoft Azure
• Data sanitisation process: No
• Equipment disposal approach: A third-party destruction service

Data importing and exporting

• Data export approach: We aim to accommodate whatever format is acceptable to the client. We would encourage open standards as much as possible.
• Data export formats:
  • CSV
  • ODF
  • Other
• Data import formats:
  • CSV
  • ODF
  • Other

Data-in-transit protection

• Data protection between buyer and supplier networks: Other
• Other protection between networks: This would be agreed with a client in the contract.
• Data protection within supplier network: Other
• Other protection within supplier network: We would expect to use a cloud solution and not hold client data on our premises.

Availability and resilience

• Guaranteed availability: We would expect to use major data centre suppliers such as AWS or Microsoft. We cannot guarantee availability beyond the availability they provide and cannot be held accountable.
• Approach to resilience: Our service is architected for high resilience and continuous availability, in strict alignment with Cloud Security Principle 2: Asset Protection and Resilience. The platform is hosted on leading hyperscale cloud providers, utilising geographically separate, Tier III+ datacentres that provide redundant power, cooling, and network connectivity to eliminate single points of failure.; Our production systems use tiered redundancy, from in-Availability Zone high availability components to full instance-level failover. This ensures automatic failover and load balancing during hardware or site-level issues, with resilience options that scale to business cost and availability needs. To protect data assets, customer data is replicated synchronously in real-time for high availability, with regular backups and integrity checks stored in secure, offsite locations to support robust disaster recovery.; Network resilience is maintained through diverse routing, advanced load balancing, and always-on DDoS protection that mitigate external threats. Service uptime and performance are continuously monitored, with metrics tracked through automated dashboards and alerting systems that trigger immediate operational response.; This resilient architecture is validated through regular testing of our BCDR processes, ensuring that defined RPO/RTO are consistently met. Detailed datacentre architecture, including specific physical security controls and resilience configurations, is available to authorised Buyers upon request.
• Outage reporting: We will provide information as agreed in the contract.

Identity and authentication

• User authentication needed: No
• Access restrictions in management interfaces and support channels: It would depend on the application. We can and do provide appropriate access restriction to software environment as agreed in the contract.
• Access restriction testing frequency: At least once a year
• Management access authentication:
  • Multi-Factor Authentication (MFA)
  • Username or password

Audit information for users

• Access to user activity audit information: You control when users can access audit information
• How long user audit data is stored for: User-defined
• Access to supplier activity audit information: You control when users can access 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: No
• Security governance certified: No
• Security governance approach: We are dependent on the security available from third party datacentres. We do not store client data.
• Information security policies and processes: We operate an ISO 27001-aligned Information Security Management System (ISMS) that governs policies for access control, data protection, incident response, supplier security, and business continuity. These policies define the technical and organisational measures required to preserve confidentiality, integrity, and availability across all services.; Governance is overseen by our Information Security Officer (ISO), who reports directly to the Directors and chairs the Information Security Steering Group responsible for policy oversight, risk assessment, and continual improvement. All policies are formally approved by the Directors, communicated to all staff, and reviewed at least annually or in response to significant operational or regulatory change.; To ensure compliance, all personnel complete mandatory security and data protection training on induction and annually thereafter. Access to systems is managed through role-based permissions, enforced multi-factor authentication, and regular entitlement reviews. Adherence to policies is monitored via internal audits, vulnerability scans, penetration testing, and log monitoring, supported by the ISO 27001 audit cycle.; Any non-conformities, security incidents, or potential breaches are promptly logged through our ISMS incident process, investigated by the Information Security Officer, and reported to senior management with defined corrective and preventive actions.

Operational security

• Configuration and change management standard: Supplier-defined controls
• Configuration and change management approach: We operate an ISO 27001-aligned Configuration and Change Management process to maintain full traceability and security of all service components. Each configuration item is recorded in a controlled CMDB, with versioning and relationship mapping maintained through automated monitoring and deployment tools. Proposed changes follow a documented request/approval workflow, including risk and security impact assessments reviewing potential effects on confidentiality, integrity, and availability. Significant changes are reviewed by our Software Action (SWAT) Team, which includes senior business and technical leaders, before implementation, and all updates are logged, tested, and verified post-deployment to ensure configuration integrity and compliance with our ISMS controls.
• Vulnerability management type: Undisclosed
• Vulnerability management approach: We operate a proactive Vulnerability Management process aligned to ISO 27001 and NCSC guidance to identify, assess, and remediate security service risks. Potential threats are continuously assessed through automated vulnerability scanning, threat intelligence feeds, and vendor security advisories. Patches for critical or high-severity vulnerabilities are typically deployed within 24–72 hours, following testing and change control procedures, while lower-risk updates follow a scheduled maintenance cycle. Threat information is sourced from the NCSC, vendor bulletins, CERT/CC, and CVE databases. All actions are logged with regular reviews to verify patch compliance and ensure timely remediation of emerging threats.
• Protective monitoring type: Undisclosed
• Protective monitoring approach: We maintain continuous protective monitoring aligned to ISO 27001 and are working towards NCSC Cloud Security Principles, using SIEM and intrusion detection systems to analyse logs and identify anomalies or indicators of compromise across environments. This will be in place for future Government contracts. Alerts are triaged by our Security Operations Team, investigating potential incidents using threat intelligence and behavioural analytics. On detection of a suspected compromise, containment/isolation procedures are initiated, with critical incidents investigated within 15 minutes and mitigated as soon as possible. Incidents are logged, reviewed, and followed by root-cause analysis to prevent recurrence, strengthening our security posture.
• Incident management type: Undisclosed
• Post-quantum cryptography secure: No
• Incident management approach: We operate a Incident Management process aligned to ISO 27001, ensuring rapid detection, classification, and resolution of incidents. Service outages, access issues, performance degradation are managed through pre-defined playbooks and runbooks, currently under development that will be in place for future contracts. Users can report incidents via service desk, email, or 24/7 support line, where tickets are automatically logged, prioritised, tracked to resolution. Each incident is assigned a severity level and managed through defined response and escalation timelines. Root cause analysis is conducted for major incidents, with incident reports. Lessons learned are reviewed to prevent recurrence and improve service resilience.

Secure development

• Approach to secure software development best practice: Supplier-defined process

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: 5%
• Between £500,001 and £1,000,000: 10%
• Between £1,000,001 and £2,500,000: 10%
• Between £2,500,001 and £5,000,000: 10%
• Over £5,000,001: 10%

Standards and certifications

• ISO/IEC 27001 certification: Yes
• ISO/IEC 27001 accredited by: IMSM
• ISO/IEC 27001 accreditation date: Thursday 30 January 2025
• What the ISO/IEC 27001 doesn’t cover: N/A
• ISO 28000:2022 certification: No
• ISO 9001 certification: Yes
• ISO 9001 certification accredited by: IMSM
• ISO 9001 accreditation date: Friday 7 February 2025
• What the ISO 9001 doesn’t cover: N/A
• 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: None of the criteria
• 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
  • 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
  • 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 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
  • 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
  • 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
  • Activities to support relevant sector related skills growth and sustainability in the contract workforce. Illustrative examples: careers talks, curriculum support, literacy support, safety talks and volunteering
  • Delivery of apprenticeships, supported internships and T Level industry placement opportunities (Level 2, 3 and 4+) in relation to the contract

  Policy Outcome 3: Resilient, innovative and flexible supply chains: 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
  • 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
• 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
  • 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)
  • 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
  • Other measures to offer development opportunities for the target cohort(s) in the contract workforce
  • Understanding of issues relating to entering the contract workforce
  • Creation of outreach activities to create a pipeline of employees for the future contract delivery
• 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 accounts@geologix.com. Tell them what format you need. It will help if you say what assistive technology you use.