GRADIAN SYSTEMS LTD

RedSift DNS Guardian

Red Sift DNS Guardian is an advanced security capability built into Red Sift OnDMARC. It is designed to identify, prevent, and remediate domain takeover risks, including emerging threats such as SubdoMailing, CNAME takeovers, and dangling DNS records. The service fills the gap between DNS hygiene and DMARC enforcement.

Features

• Continuous DNS Monitoring
• Subdomain Discovery
• Dangling DNS Detection
• Bad Actor Identification
• Risk Assessment & Severity Analysis
• Actionable Remediation Guidance
• Integrated Protection with OnDMARC

Benefits

• Stop Domain Takeovers Before They Happen
• Protect Brand Reputation & Customer Trust
• Strengthened DMARC Enforcement
• Reduced Operational Burden on Security Teams
• Financial Risk Reduction
• Comprehensive Attack Surface Coverage

• Free trial available

Service documents

• Pricing document

  PDF

• Service definition document

  PDF

• Terms and conditions

  PDF

Request an accessible format

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

Framework

G-Cloud 15

Service ID

695916094583427

Contact

Stuart Case
07770 377936
stuart.case@gradian.co.uk

About the service

• Service categories:
  • Application Development and Deployment
    • Application platforms
      • Model driven application platforms
        • Model driven application platforms
• Multi cloud support: No

Service scope

• Software add-on or extension: No
• Cloud deployment model: Public cloud
• Service constraints: Service constraints - We operate a continuous development delivery model for most updates. For maintenance: Planned maintenance - notifications are sent 1 week before. Emergency maintenance - notify as soon as possible (for any service degradation).
• System requirements: Access to DNS or collaboration with team that manages DNS

User support

• Email or online ticketing support: Yes
• Support response times: Please see Gradian Support Guide attached.
• 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: 24 hours, 7 days a week
• Web chat support: No
• Onsite support: Yes, at extra cost
• Support levels: Please see Gradian Support Guide attached.
• Support available to third parties: No

Onboarding and offboarding

• Getting started: You will begin using the service with a kick-off meeting, organised by your named Customer Success Manager, during which your success plan, implementation project, and preparation phase will be defined. We provide a blueprint Gantt chart and RACI matrix, which can be tailored to suit your specific implementation requirements. You will be assigned a Customer Success Engineer (CSE) who will assess the scale of the implementation, contribute to detailed planning, and help define realistic timeframes. User documentation is available within the application, through our knowledge base, and via our online community, SiftSpace, allowing you to choose the format most convenient for you. You can choose between online or onsite training, scheduled at times that suit your organisation. Training can also be requested both before and after implementation, as required. During the implementation process, you will be given access to the application to begin the necessary configuration activities..
• Service documentation: Yes
• Documentation formats:
  • HTML
  • PDF
• Documentation accessibility standard: None or don’t know
• How the documentation is accessible: Our onboarding and offboarding documentation is designed to be accessible and flexible, allowing users to consume information in the format that best suits their needs. Documentation is available directly within the application, through our online knowledge base, and via our customer community, SiftSpace, providing multiple access points and reducing barriers to use. Content is written with clear structure, straightforward navigation, and readable typography to support ease of understanding. We provide guided onboarding through a structured implementation process, supported by a named Customer Success Manager and Customer Success Engineer, with supporting materials such as configurable Gantt charts and RACI matrices. Training materials are available for both online and onsite delivery and can be requested at any stage, including during onboarding and offboarding, to support different learning preferences. We are committed to continuously improving the accessibility of our documentation. This includes plans to introduce formal accessibility testing and design improvements, alongside engaging with accessibility specialists and users with disabilities to gather feedback and ensure our onboarding and offboarding materials remain inclusive and usable for all users.
• End-of-contract data extraction: At the Customer’s request, made either before or within 45 days after the effective date of expiration or termination of this EULA or any Order Form, Red Sift will make available a complete download of the associated Customer-Provided Technology and User Data in its then-current file or database format, or in another format agreed in writing by both parties. Any services provided by Red Sift in connection with data export, including the download itself and any related assistance, will be billable at Red Sift’s then-current time and materials rates. The Customer acknowledges that Red Sift will not be liable to the Customer, any authorised user, or any third party for any loss of access to the Services or Red Sift products following expiration or termination of this EULA or any Order Form, including any damages arising from reliance on the continued availability of those Services or products
• End-of-contract process: Users may cancel their agreement at the end of each contracted period by providing 30 days’ notice, or they may choose to allow the agreement to renew automatically. If a user elects to cancel, the service will terminate on the final day of the current contract period. There are no additional costs associated with extracting data prior to the end of the contract. Upon termination or cancellation, all service data will be deleted at the customer’s request or, if no request is made, automatically deleted after 12 months.

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: No
• Service interface: Yes
• Description of service interface: The OnDMARC interface provides an executive dashboard that delivers a comprehensive view of an organisation’s domains and their email security configurations. This includes visibility into DMARC enforcement status (none, quarantine, or reject), total email volumes across domains, and the configuration status of MTA-STS and BIMI. The platform includes a full suite of DMARC reporting capabilities, covering forensic reports, sending sources, and performance metrics, with clear, recommended actions to resolve configuration issues or unauthorised sending. OnDMARC also offers MTA-STS reporting with dynamic policy management, alongside an integrated dashboard for BIMI and Verified Mark Certificate (VMC) management.
• Accessibility standards: None or don’t know
• Description of accessibility: We provide a baseline level of accessibility through clear navigation and readable typography. We are committed to continuously improving accessibility and have plans to introduce formal accessibility testing and targeted design enhancements. Future initiatives include working with accessibility specialists and engaging directly with users with disabilities to gather feedback and inform ongoing improvements. We recognise the importance of inclusive design and are actively working to embed accessibility as a core principle in the ongoing development of our services.
• Accessibility testing: No interface testing has been done yet.
• User support accessibility: None or don’t know
• API: Yes
• What users can and can't do using the API: OnDMARC provides full API access through a RESTful API, enabling you to manage administration and reporting functions directly from your own environment. The API allows you to add, configure, manage, and update sending domains individually or in bulk, configure alerting across a range of parameters, build and retrieve all reports available within OnDMARC, and access detailed audit logs covering user and system activity.
• API documentation: Yes
• API documentation formats: Open API (also known as Swagger)
• API sandbox or test environment: Yes
• Customisation available: No

Scaling

• Independence of resources: The Red Sift Pulse Platform is designed for high scalability and to operate reliably under varying and peak processing demands. The service automatically scales to accommodate changes in usage and email volumes without performance degradation under normal operating conditions. The platform is engineered to support very high processing volumes, with capacity managed to ensure consistent performance as demand increases.

Analytics

• Service usage metrics: Yes
• Metrics types: OnDMARC provides a comprehensive set of service metrics, including visibility into sending domains by policy status (reject, quarantine, none, or no policy), DMARC pass rates, and individual pass rates for DKIM and SPF. The platform also reports on domain configuration status, email volume by sending source, and top sending domains. Additional metrics include overall DMARC compliance rates and sender reputation scores.
• Reporting types:
  • API access
  • Real-time dashboards
  • Regular reports
  • Reports on request
• Resource tagging: Yes
• FOCUS resource tagging: No

Supplier type

• Supplier type: Reseller providing extra features and support
• Organisation whose services are being resold: RedSift

Staff security

• Staff security clearance: Other security clearance
• Government security clearance: Developed Vetting (DV)

Asset protection

• Knowledge of data storage and processing locations: Yes
• Data storage and processing locations:
  • United Kingdom
  • European Economic Area (EEA)
• User control over data storage and processing locations: No
• Datacentre security standards: Complies with a recognised standard (for example CSA CCM version 4.0)
• Penetration testing frequency: At least once a year
• Penetration testing approach: ‘IT Health Check’ performed by a CREST-approved service provider
• Protecting data at rest:
  • Physical access control, complying with CSA CCM v4.0
  • Physical access control, complying with SSAE-18 / ISAE 3402
  • Physical access control, complying with another standard
  • Encryption of all physical media
  • Scale, obfuscating techniques, or data storage sharding
• Data sanitisation process: Yes
• Data sanitisation type:
  • Deleted data can’t be directly accessed / Cryptographic Erasure
  • Explicit overwriting of storage before reallocation / Secure Erase
• Equipment disposal approach: Complying with a recognised standard, for example CSA CCM v4.0, CAS (Sanitisation) or ISO/IEC 27001

Data importing and exporting

• Data export approach: User can download their data and reports directly from the application or by using the API.
• Data export formats:
  • CSV
  • Other
• Other data export formats: JSON
• Data import formats: CSV

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)
  • IPsec or TLS VPN gateway

Availability and resilience

• Guaranteed availability: Guaranteed availabilityRed Sift provides customers with access to the SaaS production application on a 24x7 basis, with a product-specific uptime target of 99.9%. The uptime obligation begins on the Go Live Date, defined as the point at which end-user testing has been completed, the production environment has been prepared, and the service has been made available to the customer. Uptime is measured monthly using the total measurable hours in the month, excluding any scheduled maintenance, as the denominator. The numerator is calculated by subtracting the total duration of any Severity 1 (S1) outages during the month from the measurable hours, resulting in the percentage of available uptime. An outage is defined as an S1 incident lasting at least five minutes, continuing until the issue is resolved, a workaround is provided, or the incident is downgraded to Severity 2 (S2). Where required as part of a contract, service crs may be agreed on a case-by-case basis.
• Approach to resilience: We operate multiple availability zones within our primary data centre and use a geographically distributed cluster architecture with dual redundancy, including warm standby clusters, to maximise service availability. Full backup snapshots are taken every 45 minutes and stored on resilient, NFS-based object storage. The platform is built on a scalable microservices architecture with a persistent job queue, providing resilience and fault tolerance across most planned and unplanned outages.
• Outage reporting: Outages are communicated to customers via email alerts, notices published in our customer community, and updates posted to our public status page to ensure timely and transparent communication during service incidents.

Identity and authentication

• User authentication needed: Yes
• User authentication:
  • Multi-Factor Authentication (MFA)
  • Identity federation with existing provider (for example Google Apps)
• Access restrictions in management interfaces and support channels: Red Sift supports role-based user permissions within the application, allowing different users to be assigned varying levels of access. This approach is used to restrict access to management and administrative interfaces, while providing observer roles for read-only access.
• Access restriction testing frequency: At least every 6 months
• Management access authentication:
  • Multi-Factor Authentication (MFA)
  • Identity federation with existing provider (for example Google Apps)

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 have access to real-time 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
• Software Security Code of Practice: Yes
• Security governance certified: Yes
• Security governance standards: Other
• Other security governance standards: SOC 2 Type 2 Cyber Essentials
• Information security policies and processes: Red Sift has adopted ISO 27001 as the foundation for its information security programme and Information Security Management System (ISMS). Other relevant standards, frameworks, and regulatory requirements are mapped to the ISMS to ensure alignment with industry best practices and support continual improvement. The ISMS is governed by defined objectives and supported by a comprehensive set of policies, including classification and handling, asset management and acceptable use, access control, third-party management, secure development, incident management, business continuity, competence and awareness, risk management, and compliance. The ISMS is actively operated and reviewed throughout the year, supported by regular Information Security Committee meetings, scheduled risk reviews, and an internal audit programme. Red Sift undergoes annual external assessments by independent professional bodies to verify continued alignment with ISO 27001, SOC 2, and other applicable standards mapped to the ISMS. Adherence to the ISMS is enforced through the Competence and Awareness policy, which defines information security requirements for new and existing employees. Overall responsibility for the ISMS rests with the Information Security Manager, currently the Chief Technology Officer, who is accountable for ensuring compliance with ISO 27001:2022 and other standards, and for reporting on the effectiveness of the ISMS to internal and external stakeholders.

Operational security

• Configuration and change management standard: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Configuration and change management approach: Our Secure Development Policy and ISMS processes support a continuous delivery model with layers of change management and verification throughout the lifecycle. These processes ensure components are tracked end to end and the security impact of changes is assessed. Security is embedded at each stage of development, including requirements in the design phase, secure coding practices, story creation, sprint planning, assignment and design, security review, implementation documentation, peer review, dependency review, quality assurance, deployment to staging, deployment approval, deployment to production, and post-deployment monitoring. Security training and prioritisation of security and user-facing issues after deployment are integral to the process.
• Vulnerability management type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Vulnerability management approach: Vulnerability scans of our infrastructure are performed monthly. We operate a responsible disclosure process that rewards researchers for the reporting of vulnerabilities. Our infrastructure is based on a microservices architecture, with container images scanned for vulnerabilities during the build process. Source code is hosted on GitHub, with Dependabot enabled to identify outdated or vulnerable dependencies. We monitor vulnerability information from mailing lists and other sources. A third party conducts a penetration test. All vulnerabilities identified through these activities are managed through our vulnerability management process, categorised by severity, and remediated as quickly as possible, typically within one week or sooner.
• Protective monitoring type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Protective monitoring approach: We use pattern-based alerts in Datadog to detect anomalous activity. Alerts are delivered to our Slack channels, where they are assessed, analysed, and actioned by the team. Out-of-hours coverage is provided through a 24x7 on-call schedule, with critical alerts escalated via PagerDuty. All access to production systems is logged, with additional alerts configured to support forensic investigation.
• Incident management type: Complies with a recognised standard, for example, CSA CCM v4.0 or ISO/IEC 27035:2011 or SSAE-18 / ISAE 3402
• Post-quantum cryptography secure: Yes
• Incident management approach: Our incident management process follows the SANS Institute PICERL model and includes predefined procedures for common incident types. Users are required to report any security-related incidents, events, or weaknesses immediately via internal messaging for management review. Incidents originating from third-party suppliers are reported through the same process. Anomaly detection alerts are also in place to identify unusual system activity. Lessons learned from incidents are documented as corrective actions within the same tracking system, with appropriate tagging based on the required follow-up. All incidents are formally documented, with incident reports created and logged separately.

Secure development

• Approach to secure software development best practice: Independent review of processes (for example CESG CPA Build Standard, ISO/IEC 27034, ISO/IEC 27001 or CSA CCM v4.0)

Public sector networks

• Connection to public sector networks: No

Pricing

• Discount for educational organisations: No
• Free trial available: Yes
• Description of free trial: Initial domain analysis which provides reporting on the global emailing activity for primary and secondary domains.
• Link to free trial: Information on request.

Discount percentage by annual call-off contract value (excluding VAT)

• Less than £250,000: 0%
• Between £250,000 and £500,000: 2%
• Between £500,001 and £1,000,000: 4%
• Between £1,000,001 and £2,500,000: 6%
• Between £2,500,001 and £5,000,000: 8%
• Over £5,000,001: 10%

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: None of the criteria
• Cyber essentials plus: Yes
• Cyber Essentials Plus Certificate Number: Bff75006-e36d-467b-b02d-0273cfd02c0d
• Other security certifications: No

Social value

• Mission: Kick start economic growth:

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

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

  • New or retained jobs on the contract workforce in the relevant area that meet the criteria set out in MAC 1b, 1c and 1d
  • Providing opportunities for, and measuring and monitoring of, staff workforce conditions over time, including employee engagement, involvement in decision-making and satisfaction and adapting to any changes in the results, with clear processes for acting on issues identified
  • Plans to engage the contract workforce in deciding the most important workplace issues to address
  • 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

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

  • Understanding of employment and relevant skills issues, and of the education and training issues relating to the contract. Illustrative examples: demographics, skills shortages, new opportunities in high growth sectors, geographic/local community and skills/employment challenges
  • Support for educational attainment relevant to the contract, including training schemes that address skills gaps and result in recognised qualifications

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

  • Understanding of the types of businesses in the market and the level of participation by new businesses, entrepreneurs, start-ups, SMEs, VCSEs and mutuals
  • Activities that demonstrate a collaborative way to work with a diverse range of businesses as part of the supply chain
  • Ensuring accessibility to contracting and subcontracting opportunities for disabled business owners and employees
  • Structuring of the supply chain selection process to ensure fairness (e.g. anti-corruption) and encourages participation by a diverse range of businesses, including with regard to new businesses, entrepreneurs, start-ups, SMEs, VCSEs and mutual
  • 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)
  • Measures to engage users and communities and build relationships to increase community integration build trust and influence how the contract is delivered
• 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
• Mission: Break down barriers to opportunity:

  By reforming our childcare and education systems, to make sure there is no class ceiling on the ambitions of young people in Britain

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

  • Understanding of employment and skills issues, and of the skills and employment shortages of high growth sectors relating to the contract
  • Understanding of the issues affecting the representation of disabled people in the workforce in the market, industry or sector relevant to the contract, and in the supplier’s own organisation and those of its key sub-contractors
  • Inclusive and accessible recruitment practices, and retention-focused activities, including those provided in the Guide for line managers on recruiting, managing and developing people with a disability or health condition
  • Working conditions which promote an inclusive working environment and promote retention and progression
  • Understanding of the issues affecting inequality in employment, skills and pay in the market, industry or sector relevant to the contract, and in the supplier’s own organisation and those of its key sub-contractors. Measures to tackle inequality in employment, skills and pay in the contract workforce

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

  • Understanding of 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
  • Understanding of issues relating to entering the contract workforce
• 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

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 stuart.case@gradian.co.uk. Tell them what format you need. It will help if you say what assistive technology you use.