OPTIMISE-AI LTD

Net Zero Execution

OptimiseAI is an award-winning energy, water and air-quality technology and services, that utilises Digital Twins with AI to produce and execute your roadmap to net zero buildings from day one.

Features

• netzero roadmaps
• energy and carbon minimisation in buildings
• water minimisation in buildings
• compliance with building and sustainability standards
• data aggregation
• ML and AI data insights
• digital twin analysis platform
• real time optimisation of assets via a digital twin
• ML and AI led optimisation algorithm creation
• energy modelling and insight

Benefits

• Create costed road maps to net zero
• Save water energy and carbon emissions via your smart meters
• Utilise optimisation scenarios to improve the management of your assets
• Aggregate your disparate data via our cloud platform
• Plan and execute improvements with real time monitoring
• Utilise our deep data knowledge base and AI/ML toolkits
• Prioritise the improvement of your assets at a portfolio level
• Costed EPC and energy roadmaps supported by live business cases
• Move from data silos to compliance reports in seconds
• Prove the savings with triple validated data

• 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 nicktune@optimise-ai.com. Tell them what format you need. It will help if you say what assistive technology you use.

Framework

G-Cloud 15

Service ID

918374018066070

Contact

Nick Tune
07471947346
nicktune@optimise-ai.com

About your service

• Service categories:

  Applications

  Engineering

  • Computer-Aided Design Applications
  • Computer-Aided Engineering Applications
  • Collaborative product data management

  Other engineering

  • Building Information Modelling Applications
  • Electronic Design Automation Applications
  • Engineering Support Applications
• Multi cloud support: Yes

Service scope

• Software add-on or extension: No
• Cloud deployment model: Private cloud
• Service constraints: Yes — there are some service constraints that buyers should be aware of:; ; Each asset must have a smart meter and or a Building Management System that we can connect to.; ; Planned maintenance or updates may occasionally affect service availability, though buyers will be notified in advance.; ; Integration with on-site systems or controls can require configuration work depending on hardware and network setups.; ; Automated control features may depend on permissions and configurations of local building systems.; ; Support coverage and critical response times depend on the level of support contract in place.
• System requirements:
  • Access to smart meter or BMS data
  • Appropriate firewall and network configuration to permit outbound encrypted connections
  • Subscription licence required to access the service

User support

• Email or online ticketing support: Yes
• Support response times: Responses are by the next working day.
• 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: Yes
• Web chat support availability: 9 to 5 (UK time), Monday to Friday
• Web chat support accessibility standard: WCAG 2.2 A
• Web chat accessibility testing: WCAG 2.1 AA principles considered where applicable
• Onsite support: Yes, at extra cost
• Support levels: We provide tiered support for our cloud-delivered Optimise platform:; ; Standard Support: Included with all subscriptions; email support (support@optimise-ai.com) with a commitment to respond by the next business day.; ; Enhanced Support: Optional priority support with faster response times, dedicated technical contacts, and extended hours, priced according to the level of engagement required.; ; Enterprise Support: Custom SLA for critical systems, including designated Technical Account Managers and Cloud Support Engineers to assist with onboarding, integration, optimisation, and escalation.; ; Support Costs:; ; Standard support is provided at no additional cost.; ; Enhanced and enterprise support tiers are priced based on service level and volume. These are typically agreed on a case by case basis and included in the overall subscription or support agreement.; ; Technical Account Management:; Yes — for customers requiring dedicated technical ownership, a Technical Account Manager (TAM) or cloud support engineer is provided as part of the enhanced/enterprise support agreements.
• Support available to third parties: Yes
• AI chatbot: No

Onboarding and offboarding

• Getting started: To help users start using the OptimiseAI service, we provide structured onboarding support including integration assistance for data sources, online training and live walkthroughs, comprehensive user documentation, and interactive demos that get users productive quickly. For customers with complex needs, we also offer enhanced onboarding support such as dedicated sessions or on-site assistance as part of enterprise agreements
• Service documentation: Yes
• Documentation formats: HTML
• End-of-contract data extraction: OptimiseAI uses Mollie as its payment and subscription management provider. Mollie automatically sends renewal reminder emails to users in advance of the contract renewal date, giving them the opportunity to cancel their subscription before renewal.; If a user chooses to cancel, the service remains available until the end of the current billing period. The contract is not renewed once cancellation is confirmed.; When a contract ends, users can request a copy of their data. Upon request, Optimise-AI provides the user’s data in a commonly used, machine-readable CSV format, allowing customers to easily retain, review, or transfer their data to another system.; Data extraction requests are handled securely and in line with contractual and data protection requirements.
• End-of-contract process: At the end of the contract, the customer’s account is frozen and access to live services ends. Customers can request their data in CSV format at no additional cost. If they wish to continue, they can renew the contract for an additional term, which is charged separately. Additional services such as enhanced support or custom data exports may incur extra costs.
• Documentation accessibility standard: None or don’t know
• How the documentation is accessible: Onboarding and offboarding documentation for OptimiseAI is provided in accessible, web-based formats and shared electronically with customers. Documentation can be accessed remotely using standard web browsers without specialist software. Offboarding guidance is made available at service exit and includes clear instructions for data export, account closure, and service termination, with support available if required.

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Microsoft Edge
  • Firefox
  • Chrome
  • Safari
  • Opera
• Application to install: No
• Designed for use on mobile devices: Yes
• Differences between the mobile and desktop service: There are no obvious differences between desktop and mobile in regards to functionality, other than the mobile has a slightly different User View
• Service interface: No
• User support accessibility: None or don’t know
• API: Yes
• What users can and can't do using the API: Users can access their data via our API. We are very flexible in how we utilise our API with our customers. We often create bespoke solutions for our customers data needs.
• API documentation: Yes
• API documentation formats: Open API (also known as Swagger)
• API sandbox or test environment: No
• Customisation available: Yes
• Description of customisation: Every user customises their input and user experience, in regards to information about their buildings, how they utilise their buildings, the energy saving scenarios, how they view their data and so on.

Scaling

• Independence of resources: OptimiseAI is delivered using Microsoft Azure cloud infrastructure, which is designed to support multi-tenant services while isolating customer workloads.; ; The service uses horizontal scaling and cloud native resource management to ensure that increases in demand from one customer do not negatively impact others. This includes:; ; Elastic scaling of compute resources to handle changes in demand automatically.; ; Logical separation of customer data and workloads to prevent contention between tenants.; ; Azure platform controls that manage resource allocation and performance across the service.; ; Monitoring and capacity management to identify and address performance issues before they impact users.

Analytics

• Service usage metrics: Yes
• Metrics types: OptimiseAI provides service usage metrics to customers as part of the service.; ; Service usage metrics are available to authorised users through the web-based service and may include:; ; User activity and access to the service.; ; Usage of key service features and functions.; ; Data availability and ingestion status from connected data sources.; ; High-level performance and outcome metrics generated by the service.; ; These metrics allow customers to:; ; Monitor service usage and adoption.; ; Support service management and operational oversight.; Inform internal reporting and governance activities.; ; Where required, usage information can be exported in a standard format to support audit or management reporting.
• Reporting types:
  • Real-time dashboards
  • Reports on request
• Resource tagging: No
• FOCUS resource tagging: No

Resellers

• Supplier type: Not a reseller

Staff security

• Staff security clearance: Other security clearance
• Government security clearance: None

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: In-house
• Protecting data at rest: Other
• Other data at rest protection approach: Data at rest is protected using Microsoft Azure storage services, including encryption at rest, secure UK data centres, logical data separation, and strict access controls. Azure services meet UK G-Cloud and public-sector security requirements.
• 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: Data Erasure

Data importing and exporting

• Data export approach: In csv format. It is provided on a request basis
• Data export formats: CSV
• Data import formats:
  • CSV
  • ODF
  • Other
• Other data import formats: Excel

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: 99%
• Approach to resilience: Redundant services are hosted in azure.
• Outage reporting: Email alerts

Identity and authentication

• User authentication needed: Yes
• User authentication:
  • Multi-Factor Authentication (MFA)
  • Username or password
• Access restrictions in management interfaces and support channels: Restricted to staff only, staff accessed by a separate o365 tenant
• Access restriction testing frequency: At least once a year
• Management access authentication:
  • Multi-Factor Authentication (MFA)
  • Username or password

Audit information for users

• Access to user activity audit information: Users contact the support team to get 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: Yes
• Security governance standards: Other
• Other security governance standards: UK Cyber Essentials
• Information security policies and processes: OptimiseAI operates a documented Information Security Policy and follows Cyber Essentials controls. Information security is owned at senior management level with clear reporting and escalation routes. Mandatory security training is provided to all staff, and compliance is supported through defined processes, access controls, and ongoing management oversight.
• Software Security Code of Practice: Yes

Operational security

• Configuration and change management standard: Supplier-defined controls
• Configuration and change management approach: Service components are version-controlled and tracked throughout their lifecycle. All configuration changes are peer reviewed, logged, and assessed for potential security impact prior to deployment. Change records provide full traceability and support rollback where required.
• Vulnerability management type: Undisclosed
• Vulnerability management approach: Vulnerabilities are identified through monitoring of vendor advisories, CVE disclosures, cloud provider alerts, and security scanning tools. Third-party dependencies are patched promptly, and vulnerabilities in custom code are typically remediated within two working days. Critical fixes are prioritised and deployed as required.
• Protective monitoring type: Undisclosed
• Protective monitoring approach: Intrusion detection systems are in place to monitor for suspicious activity. Incidents are triaged and responded to on the same working day based on severity.
• Incident management type: Undisclosed
• Incident management approach: Incidents are reported via email and logged, triaged, and prioritised using defined response processes. Customers receive regular updates during investigation and are provided with confirmation and a summary of actions taken once the incident is resolved.
• Post-quantum cryptography secure: No

Secure development

• Approach to secure software development best practice: Conforms to a recognised standard, but self-assessed

Public sector networks

• Connection to public sector networks: No

Pricing

• Discount for educational organisations: No
• Free trial available: Yes
• Description of free trial: We provide a free version with limited functionality, it does not include detailed analysis of the buildings performance. We also provide a demo version
• Link to free trial: https://app.optimise-ai.com/predict/de69bb93-a2e9-442f-8af6-08a2ead24226/Chat%20to%20us/diagnose

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

• Less than £250,000: 15%
• Between £250,000 and £500,000: 15%
• Between £500,001 and £1,000,000: 20%
• Between £1,000,001 and £2,500,000: 25%
• Between £2,500,001 and £5,000,000: 30%
• Over £5,000,001: 35%

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: 71ffeb3a-7afa-49a7-a90d-237846978f64
• Cyber essentials plus: No
• Cyber Essentials Alternative: None of the criteria
• 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
    • 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

  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 nicktune@optimise-ai.com. Tell them what format you need. It will help if you say what assistive technology you use.