Automation Anywhere Consultancy Services - Set Up and Migration
Sempre Analytics are a leading provider of comprehensive data, automation and analytics solutions. As a trusted partner of Automation Anywhere, we can help you successfully implement Automation Anywhere's Process Automation (RPA/APA) SaaS solutions, provide Fast Start bundles for quicker ROI, and simplify the set up and migration process for you.
Features
- Consultancy and delivery teams with decades of experience
- Extensive scoping to ensure project success
- Architecture, design, strategy & implementation consultancy & reviews
- Pre-built quick starts delivering rapid time to value
- Solutions proven through our industry knowledge and expertise
- Dedicated UK implementation and consultancy teams
- Customisable content for your specific business needs
- Business Value Assessments
- Fast and effective knowledge transfer
- Technical support helpdesk services
Benefits
- Established Automation Anywhere Partner, leading experts in data and analytics
- Proven ability to deliver for/support large and complex organisations
- Reduced errors and improved accuracy in set up and maintenance
- Tailored data strategy bespoke to our customers
- Improved reliability and future proofing
- Expert consultants who can deliver real value to your business
- Reduced manual task processing time
- Reduced process execution costs
- Reduced human error
- Faster, more accurate availability of data
Pricing
- Education pricing available
Service documents
Request an accessible format
Framework
G-Cloud 15
Service ID
6 4 3 9 2 0 9 7 1 3 2 4 5 2 9
Contact
SEMPRE ANALYTICS LIMITED
Commercials
Telephone: 020 3137 9944
Email: commercials@sempreanalytics.com
About your service
- Service categories
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Cloud Support Services
Set Up and Migration
- Data auditing and organising
- Data/information structure design
- Engagement and communication planning
- Project management and governance
- Service optimisation/right sizing
- Mobilisation coordination
- Other
Service scope
- Service constraints
- See service definition document
User support
- Email or online ticketing support
- Yes
- Support response times
- We provide guaranteed response times based on the impact level of the support ticket: - Priority level 1: <1 hour initial response - Priority level 2: <2 hours initial response - Priority level 3: <4 hours initial response - Priority level 4: <8 hours initial response
- 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
- Support levels
- Our SLAs are dependant on impact priority levels: Priority level 1 - An urgent, business-critical problem that severely impacts system availability/business operations. Immediate attention is required to resolve the issue and minimise downtime. A resolution will be pursued as a top priority to restore service as quickly as possible. Priority level 2 - A significant problem that affects system functionality but does not halt business operations entirely. While not critical, prompt attention is necessary to ensure minimal disruption to users and business processes. It will be addressed as a high priority. Priority level 3 - A moderate concern that causes some inconvenience to users or functionality but does not have a major impact on business processes. It will be handled within a reasonable timeframe, with a focus on preventing escalation to a higher severity level. Priority level 4 - Advisory in nature and typically does not impact day-to-day operations. It may involve general inquiries, non-urgent enhancements, or minor issues. These tickets will be handled at a lower priority, based on available resources and during routine service intervals. Our clients receive access to our expert consultancy team on any support package.
Resellers
- Supplier type
- Not a reseller
Staff security
- Staff security clearance
- Conforms to BS7858:2019
- Government security clearance
- Developed Vetting (DV)
Pricing
- Discount for educational organisations
- Yes
Architecture roles
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Data architect | £1,516.49 | |
| Senior data architect | £1,701.71 | |
| Chief data architect | £1,823.26 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Enterprise architect | £1,516.49 | |
| Senior enterprise architect | £1,701.71 | |
| Lead enterprise architect | £1,752.64 | |
| Principal enterprise architect | £1,823.26 |
Data roles
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Associate analyst | £926.10 | |
| Data analyst | £1,215.51 | |
| Senior data analyst | £1,516.49 | |
| Principal data analyst | £1,701.71 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Lead data governance manager | £1,701.71 | |
| Head of data governance | £1,823.26 |
Product and delivery roles
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Delivery manager | £1,516.49 | |
| Senior delivery manager | £1,701.71 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Product manager | £1,516.49 | |
| Senior product manager | £1,701.71 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Programme delivery manager | £1,701.71 |
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
- Yes
- Please provide your Cyber Essentials Certificate Number
- C05f7ec6-f1ce-4ad4-a692-836be910c547
- Cyber essentials plus
- No
- Cyber Essentials Alternative
- None of the criteria
- Other security certifications
- No
Social value
- Section B - Commitment for Future: Delivery
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Mission: Kick start economic growth. To secure the highest sustained growth in the G7 - with good jobs and productivity growth in every part of the country making everyone, not just a few, better off.
Policy Outcome 1: Fair work: That offers fair wages and good working conditions. Help people get a job, stay in work, and progress in their careers, with good employment opportunities across the country. Notes: Where there is a large proportion of labour costs in the contract, commercial teams should consider MAC in Outcome 1 as a priority
- New or retained jobs on the contract workforce in the relevant area that meet the criteria set out in MAC 1b, 1c and 1d
- Providing opportunities for, and measuring and monitoring of, staff workforce conditions over time, including employee engagement, involvement in decision-making and satisfaction and adapting to any changes in the results, with clear processes for acting on issues identified
- Plans to engage the contract workforce in deciding the most important workplace issues to address
- Ensuring new workers are informed of their right to join a trade union
- Monitoring of employee engagement rates (by protected characteristic) and, where necessary, the development of actions to ensure all voices are heard across the diversity of the workforce
- Employment contracts that reflect actual hours worked; steps taken to ensure employees understand their contracts and have the ability to review and adjust them if actual hours regularly exceed contracted hours
- Activities that support an environment where staff are educated about, and feel empowered to, address their physical wellbeing
- Activities that support an environment where staff are educated about and feel empowered to report and address bullying and harassment
- Offer a pay and leave entitlement to all eligible staff who become kinship carers, ideally equivalent to statutory adoption pay and leave
- Payment of more than the National Minimum Wage or National Living Wage (as appropriate) to the contract workforce
- Entitlement to sick pay for the contract workforce, with provision in place for any staff who do not meet the earnings threshold for statutory sick pay, payment of sick pay from day one of absence and payment of staff on the contract workforce who are off sick a replacement income of 100% of their usual earnings for as long as possible
- 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 educational attainment relevant to the contract, including training schemes that address skills gaps and result in recognised qualifications
- 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
- 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
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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
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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 that demonstrate a collaborative way to work with a diverse range of businesses as part of the supply chain
- Understanding of local demographics, needs and opportunities for the co-design of the goods, services and works to be delivered under the contract
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Mission: Make Britain a clean energy superpower: To cut bills, create jobs and deliver security with cheaper, zero-carbon electricity by 2030, accelerating to net zero
Policy Outcome 4: Sustainable procurement practices: Reducing carbon footprints, minimising waste, and promoting the use of clean energy and green technologies.
- Understanding of opportunities for additional environmental benefits delivery in the performance of the contract, including working towards net zero carbon emissions and use of clean energy and green technologies
- Understanding of how to influence staff, suppliers, customers, communities and/or any other appropriate stakeholders through the delivery of the contract to support climate and nature protection and improvement
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Mission: Break down barriers to opportunity: By reforming our childcare and education systems, to make sure there is no class ceiling on the ambitions of young people in Britain
Policy Outcome 6: Employment and training: For those who face barriers to employment
- Understanding of employment and skills issues, and of the skills and employment shortages of high growth sectors relating to the contract
- Understanding of the issues affecting the representation of disabled people in the workforce in the market, industry or sector relevant to the contract, and in the supplier’s own organisation and those of its key sub-contractors
- Inclusive and accessible recruitment practices, and retention-focused activities, including those provided in the Guide for line managers on recruiting, managing and developing people with a disability or health condition
- Working conditions which promote an inclusive working environment and promote retention and progression
- Understanding of the issues affecting inequality in employment, skills and pay in the market, industry or sector relevant to the contract, and in the supplier’s own organisation and those of its key sub-contractors. Measures to tackle inequality in employment, skills and pay in the contract workforce
- Inclusive and accessible development practices, including guidance for line managers on recruiting, managing and developing people with a disability or health condition
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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 issues relating to entering the contract workforce
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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
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