BMT LIMITED

Cyber Security Analytics

BMT provides cybersecurity and data analytical services that help organizations assess the cyber threat landscape and develop analytical solutions. BMT design, build, test, deploy, and run big data detective and predictive cyber analytics solutions. Our expertise covers vulnerabilities, threat intelligence, analysing attack patterns, and understanding the behaviours of threat actors.

Features

• Detective cyber analytics: baselining, anomaly detection, empirical rules
• Predictive cyber analytics: Bayesian networks, Markov chains, etc.
• Big Data Cyber Platforms: Requirements, Design, Architecture, Modelling, Analytics
• Real-time streaming data, log processing: NiFi, Kafka, Spark Streaming
• Analytical engines, Apache Spark, Elastic Search, Hadoop
• Fusion of structured/unstructured data, threat intelligence, Data enrichment
• Advanced Big Data Analytics, forensic attack analysis, threat hunting
• Data sources: DNS, web proxy, netflow, AD, event logs, other
• AI/ML: Supervised and unsupervised techniques
• Advanced AI techniques: DNN, NLP, PF

Benefits

• Advanced early threat detection of known/unknown cyber threats
• Advanced Analytics to inform security decision making
• AI and Machine Learning tailored to analyse vulnerabilities, threats, incidents
• Cyber analytics strategy to inform business case and cost-effective solutions
• Provision of scalable, resilient open source analytical platforms/ solutions
• Anticipating and predicting attack behaviour and driving mitigation efforts
• Targeted collection and processing of meaningful data sets/logs for analytics
• Adoption of open-source ML/AI technologies
• Reducing alert fatigue by increasing true positive alert rates
• Attack detection/prediction using standards e.g. Cyber Kill Chain, MITRE ATT&CK

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 Bidding.UK-Europe@uk.bmt.org. Tell them what format you need. It will help if you say what assistive technology you use.

Framework

G-Cloud 15

Service ID

736652402901237

Contact

Edyta Redfern
07717705919
Bidding.UK-Europe@uk.bmt.org

About your service

• Service categories:

  Systems Infrastructure Software

  Security

  • Security analytics
• Multi cloud support: No

Service scope

• Software add-on or extension: No
• Cloud deployment model:
  • Public cloud
  • Private cloud
  • Hybrid cloud
• Service constraints: N/A
• System requirements: N/A

User support

• Email or online ticketing support: Yes
• Support response times: Consultants are available during standard working hours (Monday–Friday) and support is provided on-site or remotely, as required. We provide timely assistance with day-to-day operational queries and guidance. This support is based upon the agreed call off.
• User can manage status and priority of support tickets: No
• Phone support: Yes
• Phone support availability: 9 to 5 (UK time), Monday to Friday
• Web chat support: No
• Onsite support: Yes
• Support levels: We provide a collaborative support model where our consultants work in harmony with clients, to deliver seamless assistance both on-site and remotely. Our goal is to ensure continuity and efficiency in every engagement. Consultants are available during standard working hours (Monday–Friday) and support is provided on-site or remotely, as required. We provide timely assistance with day-to-day operational queries and guidance. This support is based upon the agreed call off.
• Support available to third parties: Yes

Onboarding and offboarding

• Getting started: BMT supports customers through a structured on‑boarding and project start‑up process designed to enable users to begin using the service quickly and effectively. At contract award, BMT works with the customer to agree a project start‑up plan, including objectives, scope, timescales, roles, and governance arrangements. An initial kick‑off meeting is held to confirm requirements, align stakeholders, introduce the delivery team, and agree delivery and communication arrangements. Users are supported through a managed on‑boarding process, which may include service configuration, user set‑up, and access enablement. Support arrangements are confirmed at the outset, ensuring users know how to access help and ongoing service support.
• Service documentation: No
• End-of-contract data extraction: Upon contract expiry or termination, BMT enables end users to extract their data during an agreed exit period. Data is made available in standard, non‑proprietary formats via secure transfer mechanisms, with scope and support defined by the commercial agreement. Security controls are maintained throughout, and data is securely deleted in accordance with contractual and regulatory requirements once extraction is complete.
• End-of-contract process: At the end of the contract, whether through expiry or termination, BMT will support an agreed and orderly exit process in line with G‑Cloud principles. During an agreed exit period, customers will be able to access and extract their data using secure mechanisms and in commonly used, non‑proprietary formats to enable onward use or migration. Access to the service will be maintained for the duration of the exit period solely for the purposes of data retrieval. Once data extraction is complete, and subject to contractual and statutory obligations, BMT will securely delete or anonymise customer data in accordance with its information security and data retention policies. Any additional exit support requirements will be agreed in advance.

Using the service

• Web browser interface: No
• Application to install: No
• Designed for use on mobile devices: No
• Service interface: No
• User support accessibility: WCAG 2.2 AA
• API: No
• Customisation available: Yes
• Description of customisation: BMT offers bespoke, client‑focused services designed to align with individual customer needs. Through a flexible and collaborative engagement model, services can be tailored to meet specific operational, technical, and commercial requirements. Delivery will be defined and governed through an agreed call off arrangement, ensuring clarity, value for money, and outcomes that are fully aligned with our client’s objectives.

Scaling

• Independence of resources: At BMT, we deliver consultancy through planned capacity, ring‑fenced delivery teams, and surge mechanisms, so that service levels for one customer are not adversely affected by concurrent demand from others. We use structured resource planning and transparent performance reporting to ensure we deliver our clients outcomes to time and quality.

Analytics

• Service usage metrics: No

Resellers

• Supplier type: Not a reseller

Staff security

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

Asset protection

• Knowledge of data storage and processing locations: Yes
• Data storage and processing locations: United Kingdom
• User control over data storage and processing locations: No
• Datacentre security standards: Managed by a third party
• Penetration testing frequency: At least once a year
• Penetration testing approach: ‘IT Health Check’ performed by a CHECK service provider
• Protecting data at rest:
  • Physical access control, complying with CSA CCM v4.0
  • Physical access control, complying with another standard
  • Encryption of all physical media
• Data sanitisation process: Yes
• Equipment disposal approach: Complying with a recognised standard, for example CSA CCM v4.0, CAS (Sanitisation) or ISO/IEC 27001
• Data sanitisation type:
  • Deleted data can’t be directly accessed / Cryptographic Erasure
  • Data Erasure
  • Explicit overwriting of storage before reallocation / Secure Erase
  • Physical Destruction / Hardware containing data is completely destroyed

Data importing and exporting

• Data export approach: Users can export their data via a managed export provided by BMT. Data is supplied in commonly used, non‑proprietary formats (such as CSV, JSON, or XML) and delivered via secure transfer methods. Access controls and encryption are applied to ensure data security.
• Data export formats:
  • CSV
  • Other
• Other data export formats:
  • JSON
  • XML
  • PDF
  • HTML
• Data import formats:
  • CSV
  • Other
• Other data import formats:
  • Xlsx
  • Word

Data-in-transit protection

• Data protection between buyer and supplier networks:
  • Private network or public sector network
  • 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: At BMT, we deliver consultancy through planned capacity, ring‑fenced delivery teams, and surge mechanisms. We use structured resource planning and transparent performance reporting to ensure we deliver our clients outcomes to time and quality. Any SLAs and their associated terms can be agreed at individual call off level.
• Approach to resilience: Further information is available on request.
• Outage reporting: BMT communicates service outages to clients through timely and transparent notifications. In the event of a planned or unplanned outage, affected customers are notified via agreed communication channels, such as email or a designated service contact, as soon as practicable. For planned maintenance, advance notice is provided wherever possible, including details of the expected impact and duration. For unplanned incidents, BMT issues an initial notification once the issue is identified, followed by regular status updates until service is restored. After resolution, BMT can provide a post‑incident summary outlining the cause, impact, and corrective actions taken. Service availability and incident responses are managed in line with contractual commitments and SLAs.

Identity and authentication

• User authentication needed: No
• Access restrictions in management interfaces and support channels: All of our software developments utilise a full user permissions RBAC mechanism, allowing user-defined fine-grained control of which users have ability to access and use every functional area of the product.
• Access restriction testing frequency: Less than once a year
• Management access authentication:
  • Multi-Factor Authentication (MFA)
  • Other
• Description of management access authentication: As a consultancy provider, management access relates to our staff’s access to internal systems and customer information used to deliver services. Access is authenticated using mandatory multi‑factor authentication and role‑based access control. Username/password access is permitted only when combined with MFA. Secure VPN access may be used where customer environments require it. We apply device compliance checks, audit logging, and rapid access revocation to ensure management access is secure, controlled, and proportionate.

Audit information for users

• Access to user activity audit information: No audit information available
• Access to supplier activity audit information: No audit information available
• How long system logs are stored for: Less than 1 month

Security governance

• Named board-level person responsible for service security: Yes
• Security governance certified: Yes
• Security governance standards: ISO/IEC 27001
• Information security policies and processes: BMT operates a comprehensive Information Security Management System (ISMS) aligned with ISO/IEC 27001:2022, which sets out the policies, processes and controls required to protect the confidentiality, integrity and availability of information. BMT's Information Security Policy defines our security objectives, principles, and responsibilities, and is supported by a suite of policies and procedures covering areas such as access control, asset management, incident management, supplier security, and physical and environmental security. Overall accountability for information security sits with senior management, with day‑to‑day oversight provided through the designated information security lead and supporting governance forums. Information security risks are identified, assessed, and managed through a formal risk management process, and security controls are selected and reviewed based on risk and business need. Regular internal audits, management reviews, and independent external audits are used to provide assurance that the ISMS remains effective and compliant. Compliance with information security policies is ensured through mandatory staff induction and ongoing security awareness training, supported by clear reporting mechanisms for security incidents and concerns. Policies are reviewed at planned intervals or following significant change to ensure they remain current, effective, and aligned with regulatory, contractual, and business requirements.
• Software Security Code of Practice: Yes

Operational security

• Configuration and change management standard: Supplier-defined controls
• Configuration and change management approach: BMT manages configuration and change through a formal Configuration Control and Governance Procedure. Service components, including documentation, systems, and supporting assets, are uniquely identified, version‑controlled, and maintained within controlled repositories to ensure traceability throughout their lifecycle. Changes are raised through a defined change process, assessed for business, operational, and information security impact, and reviewed by appropriate technical and governance authorities before approval. Security considerations form part of impact assessment, ensuring risks to confidentiality, integrity, and availability are identified and mitigated. Approved changes are implemented in a controlled manner, with records retained to support audit, accountability, and continual improvement.
• Vulnerability management type: Supplier-defined controls
• Vulnerability management approach: BMT operates a formal vulnerability management process within its ISO/IEC 27001‑certified Information Security Management System. Potential threats to services are assessed using a risk‑based approach, considering likelihood, impact, and exposure, with priority given to vulnerabilities affecting confidentiality, integrity, or availability. Patches and mitigations are deployed in line with defined timescales based on risk severity, with critical issues addressed as a priority and tracked through to closure. Information on potential threats is obtained from multiple sources, including software suppliers, security advisories, vulnerability databases, threat intelligence feeds, and internal monitoring, ensuring timely awareness and response to emerging risks.
• Protective monitoring type: Supplier-defined controls
• Protective monitoring approach: BMT operates protective monitoring as part of its ISO/IEC 27001‑certified Information Security Management System. Potential compromises are identified through monitoring of security‑relevant logs, alerts from systems and services, and reports from staff or suppliers. Monitoring focuses on detecting unauthorised access, abnormal activity, and indicators of compromise. When a potential security incident is identified, it is logged, assessed, and escalated in line with BMT’s incident management process. Containment, investigation, and remediation actions are taken based on risk and impact. BMT responds to security incidents promptly, with higher‑severity incidents prioritised for immediate action and tracked through to resolution and review.
• Incident management type: Supplier-defined controls
• Incident management approach: BMT operates a formal incident management process within its ISO/IEC 27001‑certified ISMS. Pre‑defined procedures are in place for common events, including security incidents and service disruptions, to ensure a consistent and timely response. Users report incidents via established support and security reporting channels or through designated project and account management contacts. All incidents are logged, assessed, and escalated according to impact and severity. Incident reports are produced throughout response and closure, documenting actions taken, outcomes, and lessons learned, and are shared with affected customers and stakeholders where appropriate to support transparency and continual improvement.
• Post-quantum cryptography secure: No

Secure development

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

Public sector networks

• Connection to public sector networks: No

Pricing

• Discount for educational organisations: No
• Free trial available: No

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

• Less than £250,000: 0%
• Between £250,000 and £500,000: 1%
• Between £500,001 and £1,000,000: 2%
• Between £1,000,001 and £2,500,000: 3%
• Between £2,500,001 and £5,000,000: 4%
• Over £5,000,001: 5%

Non-mandatory Standards and certifications

• ISO/IEC 27001 certification: Yes
• Who accredited the ISO/IEC 27001: LRQA
• ISO/IEC 27001 accreditation date: Thursday 1 January 2026
• What the ISO/IEC 27001 doesn’t cover: N/A
• ISO 28000:2022 certification: No
• ISO 9001 certification: Yes
• Who accredited the ISO 9001 certification: LRQA
• ISO 9001 accreditation date: Wednesday 12 March 2025
• What the ISO 9001 doesn’t cover: N/A
• Quality management systems (QMS): Yes
• CSA STAR certification: No
• PCI certification: No
• Cyber essentials: Yes
• Please provide your Cyber Essentials Certificate Number: F07edee0-2dd7-4cc6-b418-f638cfffed34
• Cyber essentials plus: Yes
• Please provide your Cyber Essentials Plus Certificate Number: 4c571f8f-28b6-4cb2-a932-a56cf653d116
• 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
    • 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
    • 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

    • 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
    • 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 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
    • Delivery of training schemes and programmes to address any identified skills gaps and under-representation in the workforce for the contract (e.g. prison leavers, care leavers, kinship carers, disabled people)
    • Understanding of the issues affecting the representation of disabled people in the workforce in the market, industry or sector relevant to the contract, and in the supplier’s own organisation and those of its key sub-contractors
    • Collection of the views and expertise of disabled people and their representative organisations on successfully supporting disabled employees or applicants
    • Inclusive and accessible recruitment practices, and retention-focused activities, including those provided in the Guide for line managers on recruiting, managing and developing people with a disability or health condition
    • Introducing transparency to pay and reward processes
    • Working conditions which promote an inclusive working environment and promote retention and progression
    • Understanding of the issues affecting inequality in employment, skills and pay in the market, industry or sector relevant to the contract, and in the supplier’s own organisation and those of its key sub-contractors. Measures to tackle inequality in employment, skills and pay in the contract workforce
    • Inclusive and accessible development practices, including guidance for line managers on recruiting, managing and developing people with a disability or health condition

  • 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
    • Advertising, promotional and outreach activities designed to raise awareness of the offer to reach the target cohort
    • Understanding of issues relating to entering the contract workforce
    • Creation of outreach activities to create a pipeline of employees for the future contract delivery
    • Content of the outreach activity is designed to suit the target cohort
    • Advertising, promotional and outreach activities designed to raise awareness of the offer to reach the target cohort

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

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

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

Service documents

• Pricing document

  PDF

• Service definition document

  PDF

• Terms and conditions

  PDF

Request an accessible format

If you use assistive technology (such as a screen reader) and need versions of these documents in a more accessible format, email the supplier at Bidding.UK-Europe@uk.bmt.org. Tell them what format you need. It will help if you say what assistive technology you use.