GoZupees

VERSIGHT

VerSight is an AI-powered conversation intelligence platform for contact centres. It analyses 100% of customer interactions (calls, and optionally chat/email) to identify contact drivers, operational inefficiencies, compliance risks, and agent coaching opportunities. It provides evidence-linked insights, dashboards, and recommendations so teams can improve customer experience, reduce cost-to-serve, and increase revenue.

Features

• Automated transcription and interaction ingestion (calls; optional chat/email)
• 100% interaction coverage (no sampling) analytics
• Contact driver discovery and reason taxonomy classification
• Evidence-linked insights with timestamps and confidence scoring
• Sentiment, effort, and escalation/complaint detection
• Compliance and risk monitoring with configurable policies/alerts
• Agent performance scoring, QA automation, and coaching recommendations
• Operational efficiency analytics (hold time, transfers, repeat contact, AHT drivers)
• Executive dashboards for trends, anomalies, and root-cause analysis
• Integration APIs/connectors for CCaaS, storage, CRM, and ticketing systems

Benefits

• Identify top contact drivers to prioritise demand reduction actions.
• Pinpoint root causes of volume spikes across journeys and products.
• Reduce repeat and avoidable contacts by spotting recurring failure patterns.
• Improve agent performance fast with targeted, evidence-based coaching.
• Automate QA by scoring 100% and focusing on risks.
• Detect compliance breaches early with automated checks and evidence.
• Cut handle time by revealing hold and transfer drivers.
• Improve customer experience by tracking sentiment and emerging issues.
• Protect revenue by flagging churn risk and upsell signals.
• Accelerate decisions with dashboards converting insights into actions.

• Education pricing available
• Free trial available

Service documents

• Pricing document

  ODT

• Service definition document

  ODT

• Terms and conditions

  ODT

Request an accessible format

If you use assistive technology (such as a screen reader) and need versions of these documents in a more accessible format, email the supplier at sandeep@gozupees.com. Tell them what format you need. It will help if you say what assistive technology you use.

Framework

G-Cloud 15

Service ID

551468320255682

Contact

SANDEEP BANSAL
02082404464
sandeep@gozupees.com

About your service

• Service categories:

  Applications

  Customer relationship management

  • Marketing campaign management
  • Digital commerce
  • Sales force productivity and management
  • Customer service
  • Contact centre

  Advertising

  • Advertising Measurement
• 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: VerSight is typically an extension to:; ; Contact centre/CCaaS platforms (for calls, recordings, agent metadata); ; Call recording / quality management suites; ; CRM systems (e.g., customer context and case outcomes); ; Ticketing / case management tools; ; Workforce management (WFM) tools; ; Data platforms (cloud storage/data lakes and BI tools)
• Cloud deployment model:
  • Public cloud
  • Private cloud
  • Hybrid cloud
• Service constraints: VerSight requires secure access to interaction audio/transcripts and metadata (agent, queue, timestamps) via supported CCaaS/recording connectors or a buyer-managed export. Insight accuracy depends on input quality; noisy audio, missing metadata or incomplete transcripts can reduce confidence. Initial onboarding is required to configure connectors, map contact reasons, set dashboards, and define roles, permissions, retention and redaction rules. Planned maintenance and upgrades may cause brief service interruptions; these are scheduled and communicated in advance. For hybrid/private deployments, buyers must provide compatible cloud/storage environments and network connectivity to data sources.
• System requirements:
  • Secure access to call recordings and/or transcripts via supported connector.
  • Interaction metadata provided: agent ID, queue, timestamps, call IDs.
  • Network connectivity from data sources to VerSight ingestion endpoints.
  • Supported cloud storage access (AWS S3, Azure, or Google Cloud).
  • Buyer provides SSO/SAML details if single sign-on required.
  • Modern browser for dashboards (latest Chrome, Edge, or Firefox).
  • Role-based access inputs: users, teams, permissions, and data scopes.
  • Defined retention, redaction, and compliance policies for interaction data.
  • API access credentials for CRM/ticketing integrations, if enabled.
  • For private deployments: buyer-managed compute and Kubernetes support.

User support

• Email or online ticketing support: Yes
• Support response times: Support requests are acknowledged during UK business hours, Monday to Friday, excluding public holidays. Initial responses are typically provided within one business day. Weekend support may be available by prior agreement for customers with enhanced support arrangements. Response times may vary depending on the nature and priority of the request.
• User can manage status and priority of support tickets: Yes
• Online ticketing support accessibility: WCAG 2.2 AA
• Phone support: Yes
• Phone support availability: 9 to 5 (UK time), Monday to Friday
• Web chat support: Yes
• Web chat support availability: 9 to 5 (UK time), Monday to Friday
• Web chat support accessibility standard: WCAG 2.2 AA
• Web chat accessibility testing: We test the VerSight web chat user interface for accessibility against WCAG 2.2 AA requirements as part of routine QA. This includes keyboard-only navigation checks to ensure all chat functionality can be completed without a mouse, verifying logical focus order, and confirming visible focus indicators are present and consistent. We perform contrast checks on text, icons and interactive components, and verify that buttons, form fields and other controls have appropriate, descriptive labels and accessible names.; ; We also carry out basic screen reader checks using commonly available assistive technologies (for example, VoiceOver and NVDA) to confirm that chat controls, buttons, input fields and status messages are announced correctly, and that users receive clear feedback when actions succeed or fail. We review typical chat flows to minimise the impact of timeouts, and to ensure users can pause, resume or continue interactions where appropriate, reducing time pressure on users who need more time to read or respond.; ; Where buyers have specific accessibility requirements or use particular assistive technology configurations, we can work with them to validate compatibility in their environment. We incorporate feedback into our product backlog, prioritise remediation based on user impact and severity, and re-test changes to confirm improvements.
• Onsite support: Yes, at extra cost
• Support levels: We provide three support levels for VerSight.; ; Standard Support (included) provides email and online ticketing support during UK business hours (Monday to Friday, excluding public holidays). It includes platform incident triage, troubleshooting guidance and standard product guidance. Our target initial response time is within 1 business day. This level is included within the service subscription.; ; Enhanced Support (additional cost) provides priority handling for incidents and service-impacting issues, with faster target response times aligned to agreed severity levels. Where required, we can provide scheduled support outside normal business hours (including weekends) by agreement. Enhanced Support is charged as an additional fee, priced either as a percentage uplift on the subscription or as a fixed monthly charge, agreed with the buyer.; ; Premium Support / Managed Service (additional cost) is proactive service, including monitoring where applicable, regular service reviews and operational support. It also includes support for integrations, configuration changes and release coordination. Premium Support is priced as a fixed monthly managed service fee, scoped and agreed with the buyer.; ; For account management, This includes a named support contact via our shared support team. For Enhanced and Premium, buyers can opt for a named Technical Account Manager, subject to agreement and pricing.
• Support available to third parties: Yes
• AI chatbot: Yes

Onboarding and offboarding

• Getting started: We help users start using VerSight through a structured onboarding and enablement approach, tailored to the buyer’s environment and goals. During onboarding we work with the buyer to connect data sources (for example CCaaS/recording platforms or secure storage), validate ingestion, and configure core settings such as user roles, permissions, retention and any required redaction. We then set up the initial dashboards and reporting views, and agree the contact reason taxonomy and key measures that matter to the organisation (for example operational efficiency, compliance or coaching).; ; Enablement is delivered primarily through online sessions, including administrator training (configuration, users/roles, policies and integrations) and end-user training for operational leaders, QA, analysts and supervisors (how to use dashboards, investigate drivers, and drill into evidence-linked interactions). We provide user documentation to support day-to-day use, including “how to” guidance for common workflows such as searching, filtering, tagging, exporting insights and tracking actions. Where appropriate, we also run role-based walkthroughs using the buyer’s own data to accelerate adoption and ensure the service supports existing working practices. Onsite training can be provided by agreement where required, but most onboarding and training is delivered remotely to minimise disruption.
• Service documentation: Yes
• Documentation formats:
  • HTML
  • ODF
  • PDF
• End-of-contract data extraction: At end of contract, users can extract their data from VerSight in agreed formats and within an agreed timeframe. Data extraction is typically delivered through one or more of the following: (1) exporting reports and dashboards outputs (for example contact driver trends, performance and risk metrics) to standard formats such as CSV/Excel; (2) API-based export of insights and interaction-level outputs for loading into the buyer’s data platform; and/or (3) providing a bulk export from the underlying storage location where the buyer’s interaction data is held (for example where recordings/transcripts remain in the buyer’s cloud storage in a hybrid deployment).; ; Before contract end, we agree the scope of data to be extracted (for example derived analytics, configurations such as taxonomies and policies, and audit logs where applicable), the destination, and any security requirements. After successful extraction and confirmation, we support data deletion in line with the contract and the buyer’s retention requirements, with access revoked and any VerSight-held copies removed where applicable.
• End-of-contract process: End of the contract, we run an agreed offboarding process to ensure an orderly transition and protect the buyer’s data. We confirm the contract end date, agree a final service plan (Eg: final reporting and user access), and confirm the scope and method for data extraction. During the notice period, users can export their data using standard export functions (for example reports/metrics to CSV) and, where enabled, via API-based export of insights and interaction-level outputs to the buyer’s environment. We agree timelines, security controls, and the destination for any bulk exports.; ; Once extraction is confirmed by the buyer, we revoke user access, disable integrations/connectors, and execute data deletion in line with contractual terms and the buyer’s retention requirements. We can provide written confirmation of service decommissioning and deletion where required.; ; Included in the contract price: standard offboarding management, access to standard export capabilities, and deletion of VerSight-held data in accordance with agreed retention and the contract.; ; Additional cost (if required): enhanced or bespoke data extraction (for example large-scale historical exports, bespoke formats, or accelerated timelines), professional services for migration support, and any Premium/Managed Service support required during offboarding. Any additional work is scoped and agreed with the buyer in advance.
• Documentation accessibility standard: WCAG 2.2 AA

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Microsoft Edge
  • Firefox
  • Chrome
  • Safari
  • Opera
  • Other
• Application to install: No
• Designed for use on mobile devices: Yes
• Differences between the mobile and desktop service: VerSight is browser-based and responsive, so core dashboards and reports are available on mobile and desktop. On mobile, the interface optimises for smaller screens (stacked layouts, simplified navigation and fewer on-screen panels) and some deep-dive workflows are less convenient. Detailed investigation tasks—such as long transcript/audio review, side-by-side comparisons, bulk filtering, and complex configuration/administration—are best performed on desktop for efficiency.
• Service interface: Yes
• User support accessibility: WCAG 2.2 AA
• Description of service interface: VerSight provides a secure, browser-based web interface with role-based access. Users can view executive and operational dashboards showing trends, contact drivers, performance and risk signals, and drill down from summaries into individual interactions. Each insight links back to supporting evidence in the transcript and/or audio with timestamps and confidence indicators. The interface includes search and filtering across time periods, queues, teams, and topics, plus workflow features for actions such as tagging, assigning follow-ups, and tracking improvement over time. Administration screens allow configuration of users and roles, data sources/connectors, reason taxonomies, policies (for example compliance rules), and retention/redaction settings.
• Accessibility standards: WCAG 2.2 AA
• Accessibility testing: We test the VerSight service interface for accessibility against WCAG 2.2 AA requirements as part of routine QA. This includes keyboard-only navigation checks to ensure all functionality is usable without a mouse, verifying logical focus order and visible focus indicators, and performing contrast checks across text and interactive components. We confirm that form fields, buttons, menus and other controls have appropriate labels and accessible names.; ; We also perform basic screen reader checks using commonly available assistive technologies (for example, VoiceOver and NVDA). These checks validate that key interface elements—navigation, filters, tables, charts controls, action buttons, and status messages—are announced correctly and that users receive clear feedback when actions complete or errors occur. We review key user journeys to minimise time pressure, for example ensuring users can pause or continue workflows without unexpected timeouts.; ; Where buyers have specific accessibility requirements or use particular assistive technology configurations, we can work with them to validate compatibility within their environment and incorporate feedback into improvements.
• API: Yes
• What users can and can't do using the API: Users can use the VerSight API to integrate the service with their existing platforms and automate operational tasks. Through the API, buyers can support service setup activities such as registering data sources/connectors, providing integration credentials or endpoints, and submitting interaction data and metadata where a connector is not used. The API can also be used to make changes such as updating configuration data (for example contact reason taxonomies, tags, and policy/rule parameters where enabled), managing user access in line with role-based access controls, and exporting insights and interaction-level outputs to downstream systems (for example BI tools, CRM, ticketing or data platforms).; ; Users cannot use the API to bypass the VerSight user interface for all administration and governance controls. Some configuration actions—particularly those that affect security, privacy, or data retention (for example retention schedules, redaction rules, and high-impact compliance policies)—may require administrator approval and/or be managed through the interface to maintain auditability. API capabilities may also be limited by the deployment model and the third-party systems being integrated; for example, available fields and actions depend on what metadata the CCaaS/recording platform provides. Rate limits and authentication controls apply, and API access is provided only to authorised users with appropriate permissions.
• API documentation: Yes
• API documentation formats: Open API (also known as Swagger)
• API sandbox or test environment: Yes
• Customisation available: Yes
• Description of customisation: Users can customise VerSight to reflect their operating model, data sources and reporting needs.; ; What can be customised; Contact reason taxonomy and driver categories (including buyer-specific labels and hierarchies).; Dashboards, views and filters (for example teams, queues, regions, time periods).; Insight rules and thresholds (for example compliance policies, risk flags, alerts).; Scoring and evaluation frameworks (for example QA/agent performance criteria, coaching focus areas).; Workflows and outputs (tags, action tracking, and exports to CRM/ticketing/BI).; Data governance settings (role-based access, retention, redaction, and data scopes).; Integrations and data mappings (CCaaS, storage, CRM, ticketing, data platforms).; ; How users can customise; Primarily through the secure web admin interface using configuration screens, templates and guided setup.; Where enabled, via API/configuration endpoints for automation (for example taxonomy updates, tags, exports).; With optional professional services for complex taxonomy design, dashboard build-out, and integration work.; ; Who can customise; Buyer administrators with appropriate permissions (RBAC).; Designated power users (for example QA/ops leads) for taxonomy, dashboards and scoring, as permitted.; ; VerSight support/implementation team, when engaged, under buyer approval and governance.

Scaling

• Independence of resources: VerSight prevents “noisy neighbour” impact through tenant isolation, capacity controls and monitoring. Each buyer operates in a logically isolated tenant with tenant-scoped configuration, storage/indexing and strict role-based access controls. Interactive dashboards are separated from background ingestion and analytics so batch spikes don’t degrade UI performance. Workloads run on independently scalable components (such as queues and worker pools) so one tenant’s peaks don’t consume shared capacity indefinitely. We apply tenant-level rate limiting, concurrency limits, quotas and back-pressure on API and ingestion endpoints. We monitor latency, error rates, queue depth and throughput with alerting, runbooks, automated scaling and capacity planning.

Analytics

• Service usage metrics: Yes
• Metrics types: VerSight provides service metrics across demand, drivers, efficiency, risk and performance, with drill-down from each metric to evidence in the underlying interactions. It reports total interactions analysed, volume trends, and duration distribution (p50/p90/p95). It tracks top contact drivers by taxonomy share and “biggest movers” to surface emerging issues. Operational efficiency metrics include hold/transfer/silence indicators and waste signals. CX and risk metrics include sentiment trends and compliance flags with confidence and evidence links.
• Reporting types:
  • API access
  • Real-time dashboards
  • Regular reports
  • Reports on request
• Resource tagging: Yes
• FOCUS resource tagging: No

Resellers

• Supplier type: Not a reseller

Staff security

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

Asset protection

• Knowledge of data storage and processing locations: Yes
• Data storage and processing locations: United Kingdom
• User control over data storage and processing locations: Yes
• 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: Encryption of all physical media
• Data sanitisation process: Yes
• Equipment disposal approach: A third-party destruction service
• Data sanitisation type:
  • Deleted data can’t be directly accessed / Cryptographic Erasure
  • Data Erasure

Data importing and exporting

• Data export approach: Users export data from VerSight through built-in reporting exports and, where enabled, via API-based integrations. Dashboards and reports (for example contact drivers, operational metrics, coaching and compliance outputs) can be exported to common formats such as CSV/Excel for offline analysis and sharing. For automated downstream use, the API can be used to extract insights and interaction-level outputs and load them into the buyer’s BI or data platform. Where VerSight is deployed in a hybrid model and interaction data remains in the buyer’s cloud storage, users can also export raw source data directly from their storage environment.
• Data export formats:
  • CSV
  • Other
• Other data export formats: JSON
• Data import formats:
  • CSV
  • Other
• Other data import formats:
  • JSON
  • S3 / Azure Blob / Google Cloud Storage (via connector)
  • WAV, MP3

Data-in-transit protection

• Data protection between buyer and supplier networks: TLS (version 1.2 or above)
• Data protection within supplier network: TLS (version 1.2 or above)

Availability and resilience

• Guaranteed availability: VerSight is designed for high availability and we provide an availability service level agreement (SLA) for the standard SaaS service. We guarantee 99.9% monthly availability for the core platform (service interface and APIs), measured over each calendar month. Availability is calculated as the percentage of total minutes in the month that the service is available, excluding pre-notified planned maintenance and events outside our reasonable control (for example, widespread internet or third-party carrier outages).; ; Planned maintenance is scheduled outside UK business hours wherever possible and notified in advance. We monitor service health (availability, error rates and latency) and operate incident management procedures to restore service quickly, including escalation and communication for service-impacting incidents.; ; Service credits / refunds: If monthly availability falls below the guaranteed level, buyers are eligible for service credits calculated against the usage charges for the affected service during the relevant billing month (excluding one-off implementation/integration fees and third-party pass-through costs). Credits are applied to the next invoice (or refunded if the contract has ended):; ; <99.9% and ≥99.5%: 1% service credit; ; <99.5% and ≥99.0%: 3% service credit; ; <99.0%: 5% service credit; ; Buyers request credits by raising a support ticket within 30 days of the end of the affected month.
• Approach to resilience: VerSight is designed for resilience across infrastructure, application components, and operations. The service is deployed on cloud infrastructure with redundancy across multiple availability zones to reduce the impact of datacentre failures. Critical components (such as the service interface, APIs, ingestion pipelines and processing services) are deployed in a highly available configuration with health checks and automated failover. Stateless services scale horizontally and can be replaced automatically if a node fails.; ; We decouple interactive user workloads from background processing using queues and worker pools. This prevents spikes in ingestion or analytics from impacting the availability of dashboards and APIs, and allows processing to recover cleanly after interruptions. Data is stored in resilient cloud storage with built-in replication and regular backups to protect against corruption or accidental deletion, and we test restoration procedures as part of operational readiness.; ; We continuously monitor availability, latency, error rates, queue depth and capacity. Incident management procedures include automated alerting, on-call escalation (depending on support level), and clear customer communications during service-impacting events. Planned maintenance is scheduled and pre-notified to minimise disruption. Details of the specific cloud regions, availability zone design, and recovery configurations can be provided to buyers on request where they require deeper assurance.
• Outage reporting: VerSight reports outages and service issues through proactive communications and the support process. For service-impacting incidents, we notify nominated buyer contacts by email and provide regular status updates until service is restored. Updates include the nature of the incident, affected service components (for example the web interface or APIs), current status, mitigations in progress, and an estimated time to restore where available. Buyers can also raise and track incidents through online ticketing, which provides an auditable record of communications, actions and escalation.; ; Planned maintenance is communicated in advance by email and/or support ticket, and is scheduled outside UK business hours wherever possible to minimise disruption. Where appropriate, we also use in-service messaging to inform users of degraded performance or temporary limitations.; ; On request, we provide incident summaries and post-incident reports for significant events, including impact, root cause, corrective actions and preventative measures. During onboarding we agree the buyer’s notification and escalation preferences, including named operational contacts, distribution lists, severity definitions, update frequency and response targets. This ensures that outage reporting aligns with the buyer’s operational processes and governance requirements, and that key stakeholders receive timely, consistent communications throughout the incident lifecycle.

Identity and authentication

• User authentication needed: Yes
• User authentication:
  • Multi-Factor Authentication (MFA)
  • Identity federation with existing provider (for example Google Apps)
  • Username or password
• Access restrictions in management interfaces and support channels: VerSight restricts access to management interfaces and support channels using strong authentication, least privilege and auditability. Management functions are separated from standard user access and protected by role-based access control (RBAC). Only authorised administrators can manage users, roles, integrations/connectors, policies, and retention/redaction settings. Access requires authentication with support for SSO/identity federation (and MFA via the buyer’s identity provider where used) and/or platform credentials. Administrative actions are logged for audit. Support is provided via controlled channels (email and online ticketing). Only nominated buyer contacts can request or approve sensitive changes, with identity verification and approval checks for access, integrations or exports.
• Access restriction testing frequency: At least every 6 months
• Management access authentication:
  • Multi-Factor Authentication (MFA)
  • Username or password

Audit information for users

• Access to user activity audit information: Users have access to real-time audit information
• How long user audit data is stored for: At least 12 months
• Access to supplier activity audit information: Users contact the support team to get audit information
• How long supplier audit data is stored for: At least 12 months
• How long system logs are stored for: At least 12 months

Security governance

• Named board-level person responsible for service security: Yes
• Security governance certified: No
• Security governance approach: Security governance is managed through defined accountability, policies and continuous assurance. We maintain an information security management framework covering access control, secure development, vulnerability management, incident response, supplier risk and business continuity. Security is considered in design and delivery through peer review, controlled CI/CD, least-privilege access and audit logging. We run routine vulnerability and dependency scanning with triage and remediation tracking, prioritised by risk. Independent penetration testing is performed at least annually and after material changes, with findings tracked to closure and retested where required. We monitor service health, manage incidents via documented runbooks, and conduct post-incident reviews.
• Information security policies and processes: We follow a set of information security policies and operational processes that cover the full service lifecycle and align to recognised industry good practice.; ; Policies and processes include: access control and identity management (least privilege, role-based access controls and administrative MFA where applicable); secure development lifecycle (security requirements, design considerations, peer review, controlled CI/CD and change management); vulnerability and patch management (routine scanning, dependency monitoring, risk-based prioritisation, tracked remediation and retesting); logging, monitoring and alerting (audit logs, security event monitoring and anomaly detection); incident management (documented runbooks, escalation paths, customer communications and post-incident reviews); data protection and privacy (data handling, retention, sanitisation and sub-processor management); supplier/third-party risk management (due diligence and periodic review of critical suppliers); and business continuity (backups, recovery procedures and continuity planning).; ; Reporting structure: Security governance has named ownership at leadership level responsible for security risk, policy approval and oversight. Day-to-day security management is led by engineering/operations leads, with issues escalated through defined severity levels and operational meetings.; ; Ensuring policies are followed: Policies are communicated through staff onboarding and periodic training. Compliance is supported by technical controls (RBAC, approvals, encryption, monitoring), access reviews, change control, ticketed evidence, and management review of incidents and vulnerabilities to drive improvement.
• Software Security Code of Practice: Yes

Operational security

• Configuration and change management standard: Supplier-defined controls
• Configuration and change management approach: We manage configuration and change through documented controls across the service lifecycle. Application code, infrastructure configuration and deployment artefacts are kept in version control with clear ownership, change history and linked work items. CI/CD pipelines build, test and release versioned artefacts and maintain deployment records so we can identify what is running in each environment. Configuration is managed using infrastructure-as-code, with auditable parameters and logged production changes. Security impact is assessed for each change (authentication/authorisation, data handling, new integrations/endpoints and dependency risk) supported by peer review, automated testing and vulnerability/dependency scanning.
• Vulnerability management type: Supplier-defined controls
• Vulnerability management approach: We manage vulnerabilities through continuous monitoring, risk-based triage and controlled remediation. We assess threats by reviewing our attack surface (endpoints, integrations, identities and permissions) and evaluating security impact for changes. We run routine vulnerability and dependency scanning and perform penetration testing at least annually and after material changes. Findings are risk-rated by severity, exploitability and impact, assigned to owners, tracked to closure, remediated and retested. Critical issues affecting exposed services are fixed urgently using accelerated change control; others are addressed in scheduled releases. Threat intelligence is informed by vendor advisories, CVE feeds, tooling alerts, penetration tests and responsible disclosure.
• Protective monitoring type: Supplier-defined controls
• Protective monitoring approach: VerSight uses protective monitoring to detect and respond to potential compromise across the platform and cloud infrastructure. We centralise security logs and telemetry (authentication, admin actions, API activity, configuration changes and infrastructure signals) and alert on suspicious patterns such as anomalous logins, repeated failures, unusual data access, unexpected privilege changes, and abnormal service behaviour. When alerts trigger, we triage and validate, then contain risk (disable accounts, rotate keys, restrict access or isolate components), preserve evidence, investigate root cause, and remediate with actions tracked to closure and post-incident review. For suspected active compromise (P1), we start triage immediately and engage.
• Incident management type: Supplier-defined controls
• Incident management approach: We manage incidents using documented runbooks and defined severity levels. We have pre-defined processes for common events such as outages, service degradation, integration failures, access/authentication issues and suspected security incidents. Users report incidents via online ticketing or email during UK business hours, and urgent incidents can be raised by phone during support hours (out-of-hours escalation by agreement). We provide status updates during incidents and a closure summary. On request, we issue an incident report with timeline, impact, root cause, actions taken and preventative measures.
• Post-quantum cryptography secure: No

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: Yes
• Free trial available: Yes
• Description of free trial: VerSight offers an optional 7-day free trial analysing up to 500 interactions. It includes access to the web interface, basic setup (users/roles, starter taxonomy), limited analytics (for example contact drivers and basic trends), evidence-linked drill-down to transcript/audio, and remote onboarding plus email/ticket support in UK business hours.

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: 15%
• Between £2,500,001 and £5,000,000: 20%
• Over £5,000,001: 25%

Non-mandatory Standards and certifications

• ISO/IEC 27001 certification: No
• ISO 28000:2022 certification: No
• ISO 9001 certification: No
• Quality management systems (QMS): Yes
• CSA STAR certification: No
• PCI certification: No
• Cyber essentials: 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: In relation to the services you do not have a current and valid Cyber Essentials Plus certificate which has been awarded by one of the government approved Cyber Essentials accreditation bodies but you are working towards gaining it, and will be in a position to confirm that you have been awarded a current and valid Cyber Essentials Plus certificate by one of the government approved accreditation bodies within 12 months of the date of award.
• Other security certifications: No

Social value

• Section B - Commitment for Future: Delivery:

  • Mission: Kick start economic growth. To secure the highest sustained growth in the G7 - with good jobs and productivity growth in every part of the country making everyone, not just a few, better off.

    Policy Outcome 1: Fair work: That offers fair wages and good working conditions. Help people get a job, stay in work, and progress in their careers, with good employment opportunities across the country. Notes: Where there is a large proportion of labour costs in the contract, commercial teams should consider MAC in Outcome 1 as a priority

    • New or retained jobs on the contract workforce in the relevant area that meet the criteria set out in MAC 1b, 1c and 1d
    • New apprenticeships on the contract workforce in the relevant area that meet the criteria set out in MAC 1b
    • Providing opportunities for, and measuring and monitoring of, staff workforce conditions over time, including employee engagement, involvement in decision-making and satisfaction and adapting to any changes in the results, with clear processes for acting on issues identified
    • Plans to engage the contract workforce in deciding the most important workplace issues to address
    • Ensuring new workers are informed of their right to join a trade union
    • Monitoring of employee engagement rates (by protected characteristic) and, where necessary, the development of actions to ensure all voices are heard across the diversity of the workforce
    • Employment contracts that reflect actual hours worked; steps taken to ensure employees understand their contracts and have the ability to review and adjust them if actual hours regularly exceed contracted hours
    • Activities that support an environment where staff are educated about, and feel empowered to, address their physical wellbeing
    • Activities that support an environment where staff are educated about and feel empowered to report and address bullying and harassment
    • Activities to cascade good practice on fair working conditions throughout the supply chain
    • Offer a pay and leave entitlement to all eligible staff who become kinship carers, ideally equivalent to statutory adoption pay and leave
    • Payment of more than the National Minimum Wage or National Living Wage (as appropriate) to the contract workforce
    • Monitoring and reporting of gender and ethnicity pay gaps and plans to address them where necessary
    • Entitlement to sick pay for the contract workforce, with provision in place for any staff who do not meet the earnings threshold for statutory sick pay, payment of sick pay from day one of absence and payment of staff on the contract workforce who are off sick a replacement income of 100% of their usual earnings for as long as possible
    • Plans for an appropriate income replacement policy for staff who are required to spend time away from work to care for a sick dependent or close relative
    • Understanding of in-work progression issues affecting the market, industry or sector relevant to the contract, and in the supplier’s own organisation and those of its key sub-contractors
    • Measures to support in-work progression to help people in the contract workforce, to move into higher paid work by developing new skills relevant to the contract
    • Support for the contract workforce by providing career advice, and providing opportunities for staff working on the contract with in-work progression career development into known skills shortages or high growth areas
    • Support for educational attainment relevant to the contract, including training schemes that address skills gaps and result in recognised qualifications
    • Volunteering opportunities for staff
    • Understanding of the modern slavery risks and issues affecting the market, industry, sector or country (of origin or of source) relevant to the contract, and the workforce in the supplier’s own organisation and those of its key subcontractors
    • Measures to identify, mitigate and manage modern slavery risks relating to the contract and how these will be implemented
    • Outline policies and practices to be applied to or put in place for the contract to mitigate and manage modern slavery risks, including: Pre-employment checks, recruitment practices. Workplace conditions, safeguarding plans and processes in place and regular monitoring with relevant groups considered, which may include sampling
    • How these flow down the supply chain and are monitored Illustrative examples include reporting, site visits, audits, etc.
    • How to ensure business decisions re: price/cost, short lead times, payment timescales do not create modern slavery risks in the supply chain
    • How the supplier will work with NGOs, trade unions or other businesses to address modern slavery risk
    • Means of influencing staff, suppliers, customers, communities and/or any other appropriate stakeholders with respect to modern slavery risks relating to the contract

  • Mission: Kick start economic growth. To secure the highest sustained growth in the G7 - with good jobs and productivity growth in every part of the country making everyone, not just a few, better off.

    Policy Outcome 2: Skills for growth: Supporting growth sectors and addressing skills gaps.

    • Understanding of employment and relevant skills issues, and of the education and training issues relating to the contract. Illustrative examples: demographics, skills shortages, new opportunities in high growth sectors, geographic/local community and skills/employment challenges
    • Support for educational attainment relevant to the contract, including training schemes that address skills gaps and result in recognised qualifications
    • Activities to support relevant sector related skills growth and sustainability in the contract workforce. Illustrative examples: careers talks, curriculum support, literacy support, safety talks and volunteering
    • Delivery of apprenticeships, supported internships and T Level industry placement opportunities (Level 2, 3 and 4+) in relation to the contract

  • Mission: Kick start economic growth. To secure the highest sustained growth in the G7 - with good jobs and productivity growth in every part of the country making everyone, not just a few, better off.

    Policy Outcome 3: Resilient, innovative and flexible supply chains: Support economic growth through enabling resilient businesses, opportunities for small businesses and voluntary, community and social enterprises

    • Understanding of the types of businesses in the market and the level of participation by new businesses, entrepreneurs, start-ups, SMEs, VCSEs and mutuals
    • Activities to identify opportunities to open up sub-contracts under the prime contract to a diverse range of businesses, including new businesses, entrepreneurs, start-ups, SMEs, VCSEs and mutuals
    • Plans for engaging a diverse range of businesses in engagement activities prior to appointing subcontractors (including activities prior to award of the main contract and during the contract term)
    • Activities that demonstrate a collaborative way to work with a diverse range of businesses as part of the supply chain
    • Advertising of supply chain opportunities openly and to ensure they are accessible to a diverse range of businesses, including advertising all subcontracting opportunities on Contracts Finder
    • Ensuring accessibility to contracting and subcontracting opportunities for disabled business owners and employees
    • Structuring of the supply chain selection process to ensure fairness (e.g. anti-corruption) and encourages participation by a diverse range of businesses, including with regard to new businesses, entrepreneurs, start-ups, SMEs, VCSEs and mutual
    • Understanding of local demographics, needs and opportunities for the co-design of the goods, services and works to be delivered under the contract
    • Methods for engaging with different parts of the community (including the education system and charities representing the community) and how communities come together to inform decisions, strategy and projects to leave a positive legacy for future generations
    • Measures to involve local stakeholders and/or users in design (e.g. in the design of services, systems, products or buildings)
    • Plans for positive actions with community groups.
    • Measures for making facilities used in the delivery of the contract available for community groups, education or training
    • Measures to engage users and communities and build relationships to increase community integration build trust and influence how the contract is delivered
    • Plans to respond flexibly and adapt approaches to community engagement and initiatives
    • Support for community-led initiatives relevant to the contract. Illustrative examples: improving transport links; reducing loneliness; helping with English language proficiency; and facilitating social mixing among people with different backgrounds
    • Collaborating with anchor institutions and community groups to make facilities available for education, training or community events

  • Mission: Make Britain a clean energy superpower: To cut bills, create jobs and deliver security with cheaper, zero-carbon electricity by 2030, accelerating to net zero

    Policy Outcome 4: Sustainable procurement practices: Reducing carbon footprints, minimising waste, and promoting the use of clean energy and green technologies.

    • Understanding of opportunities for additional environmental benefits delivery in the performance of the contract, including working towards net zero carbon emissions and use of clean energy and green technologies
    • Collaborative ways of working with the supply chain to deliver additional environmental benefits in the performance of the contract, including working towards net zero carbon emissions and use of clean energy and green technologies
    • Delivery of additional environmental benefits through the performance of the contract, including working towards net zero carbon emissions and use of clean energy and green technologies
    • Understanding of how to influence staff, suppliers, customers, communities and/or any other appropriate stakeholders through the delivery of the contract to support climate and nature protection and improvement
    • Activities to reconnect people with the environment and increase awareness of ways to protect and enhance it

  • Mission: Break down barriers to opportunity: By reforming our childcare and education systems, to make sure there is no class ceiling on the ambitions of young people in Britain

    Policy Outcome 6: Employment and training: For those who face barriers to employment

    • Understanding of employment and skills issues, and of the skills and employment shortages of high growth sectors relating to the contract
    • Creation of employment opportunities particularly for those who face barriers to employment, such as prison leavers, care leavers and/or who are located in deprived areas, and for people in industries with known skills shortages or in high growth sectors
    • Delivery of training schemes and programmes to address any identified skills gaps and under-representation in the workforce for the contract (e.g. prison leavers, care leavers, kinship carers, disabled people)
    • Advertising, promotional and outreach activities designed to raise awareness of the offer to reach the target cohort
    • Understanding of the issues affecting the representation of disabled people in the workforce in the market, industry or sector relevant to the contract, and in the supplier’s own organisation and those of its key sub-contractors
    • Collection of the views and expertise of disabled people and their representative organisations on successfully supporting disabled employees or applicants
    • Inclusive and accessible recruitment practices, and retention-focused activities, including those provided in the Guide for line managers on recruiting, managing and developing people with a disability or health condition
    • Introducing transparency to pay and reward processes
    • Offering a range of quality opportunities with routes of progression if appropriate, e.g. T Level industry placements, students supported into higher level apprenticeships.
    • Working conditions which promote an inclusive working environment and promote retention and progression
    • Other measures to provide equality of opportunity for disabled people and those with health conditions into employment, including becoming a Disability Confident employer and inclusion of supported businesses in the contract supply chain
    • Understanding of the issues affecting inequality in employment, skills and pay in the market, industry or sector relevant to the contract, and in the supplier’s own organisation and those of its key sub-contractors. Measures to tackle inequality in employment, skills and pay in the contract workforce
    • Inclusive and accessible development practices, including guidance for line managers on recruiting, managing and developing people with a disability or health condition

  • Mission: Break down barriers to opportunity: By reforming our childcare and education systems, to make sure there is no class ceiling on the ambitions of young people in Britain

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

    • Understanding of the issues affecting the development of new skills by target cohort
    • Understanding of the underlying factors affecting improvements to reduce barriers to entry and training schemes for the target cohort(s) related to the contract workforce
    • Other measures to offer development opportunities for the target cohort(s) in the contract workforce
    • Advertising, promotional and outreach activities designed to raise awareness of the offer to reach the target cohort
    • Understanding of issues relating to entering the contract workforce
    • Creation of outreach activities to create a pipeline of employees for the future contract delivery
    • Content of the outreach activity is designed to suit the target cohort
    • Advertising, promotional and outreach activities designed to raise awareness of the offer to reach the target cohort

  • Mission: Build an NHS fit for the future: That is there when people need it; with fewer lives lost to the biggest killers; in a fairer Britain, where everyone lives well for longer.

    Policy Outcome 8: Increasing productivity through physical and mental wellbeing: In the supply chain and communities in the relevant area.

    • Understanding of issues relating to health and wellbeing, including physical and mental health, in the contract workforce
    • Understanding barriers to access to health and social care services or employment opportunities e.g. digital inclusion
    • Inclusive and accessible recruitment practices, development practices and retention policies that support-focused activities including those provided in the Guide for line managers on recruiting, managing and developing which support people with a disability or health condition
    • Actions to invest in the physical and mental health and wellbeing of the contract workforce

Service documents

• Pricing document

  ODT

• Service definition document

  ODT

• Terms and conditions

  ODT

Request an accessible format

If you use assistive technology (such as a screen reader) and need versions of these documents in a more accessible format, email the supplier at sandeep@gozupees.com. Tell them what format you need. It will help if you say what assistive technology you use.