DNH Sahar

One contract. One timeline. One organisation answering the phone.

Software, hardware, consumables, civil works, power, connectivity, training and operations — specified, supplied, installed and run under a single contract. When something goes wrong, there is no vendor triangle to referee.

A newly commissioned enrolment centre with workstations, capture devices and card printers in place
The integration risk is the real risk.

Multi-vendor identity programmes fail at the interfaces. The scanner's SDK doesn't expose the quality score the matcher needs. The card stock delaminates on the personalisation line. The UPS was sized for the workstations but not the printers. The generator fuel contract was never signed.

Each is somebody's fault, and none of them are yours to fix — but all of them are yours to explain to a minister. Turnkey moves that risk onto the contractor's balance sheet, where it belongs.

Everything between the decision and the working service.

Design and specification

Solution design, site surveys, capacity modelling, bill of materials, standards conformance plan.

Systems and software

Platform delivery or configuration, integration with existing registries, and the operational tooling your staff will spend their day in.

Hardware supply

Capture devices, workstations, card printers, laminators, servers, network, UPS and generators — qualified as a working set rather than assembled from separate procurements.

Civil works and site readiness

Enrolment centre fit-out, counters, queue management, lighting specified for capture quality, physical security, cabling, power conditioning and cooling.

Logistics and customs

Freight, in-country clearance, bonded storage, last-mile distribution to remote sites, asset tagging on arrival.

Installation and commissioning

Site-by-site installation, calibration, acceptance testing against a signed test script, and a list of outstanding defects closed before sign-off.

Training

Operator, supervisor, administrator and train-the-trainer curricula, in the working language of the site, with competency testing.

Operations and support

Helpdesk, field engineers, spares pool, consumables replenishment, preventive maintenance and SLA-backed response.

Most of these sites are not office buildings.

A district registration office with four hours of mains power a day. A mobile unit working a market town for three days. A border post where the nearest engineer is 400 kilometres away. These are normal conditions in our regions, and they change the design, not just the deployment.

A mobile enrolment unit operating in a rural district

Power

Solar and battery-backed configurations, generator interfacing, supplies that keep working through voltage drops, and hardware selected for low draw.

Connectivity

Offline-first enrolment with cryptographically signed local queues, store-and-forward sync, and satellite fallback where fibre doesn't reach.

Environment

Dust and humidity ratings, operating-temperature headroom, sealed optics, and consumables that survive storage in heat.

Support distance

Modular units a trained local operator can swap without tools, and remote diagnostics that work over a narrow link.

Four ways to pay for it.
Capital purchase
How it works:You buy the system outright; DNH delivers and optionally operates.
Suits:Funded programmes with capital budget available.
Milestone-based delivery
How it works:Payment against accepted deliverables, gate by gate.
Suits:Most programmes. Our default.
Build–operate–transfer (BOT)
How it works:DNH builds and runs it, then transfers ownership on an agreed date.
Suits:Building internal capability alongside delivery.
Per-transaction
How it works:Payment per enrolment, verification or document issued.
Suits:Programmes where volume is uncertain at the outset.
Gates, not milestones.
  1. 01

    Discovery and baseline

    2–4 weeks

    What exists, what it costs to run, what's broken, and what the data looks like underneath.

  2. 02

    Target design

    6–12 weeks

    Operating model, architecture, migration strategy, security architecture, cost model.

  3. 03

    Build and integrate

    phased

    Increments of 6–10 weeks, each ending in something demonstrable in a real environment.

  4. 04

    Parallel run

    4–12 weeks

    Old and new both live, output reconciled daily; cutover only when reconciliation is clean.

  5. 05

    Cutover and hypercare

    4–8 weeks

    Staged by region, service or volume. Hypercare is intensive on-site support right after go-live, held until ticket volume flattens.

  6. 06

    Operate and hand back

    Managed service with a contracted transition date to your team.

Questions we're asked first.

What's the smallest turnkey engagement you'll take?

A single fully-equipped enrolment centre — designed, supplied, installed, commissioned and supported end to end. Below that, our consulting or supply-only options usually fit better than a turnkey contract.

Who owns the system at the end?

You do, in every model. The difference is when — and BOT contracts state the transfer date up front.

What SLA do you offer?

Tiered by site criticality, with a spares pool sized to your uptime target and response times committed in the contract rather than in a brochure.

Can you take over a stalled programme from another vendor?

Yes. It starts with a paid two-week assessment — nobody should quote a recovery without first seeing the state of the assets and the data.

How do you handle customs and clearance?

As part of scope. In our regions, clearance delays are one of the most common causes of slipped commissioning dates, so we plan and carry them rather than leaving them with the client.

Send us the site list.

Locations, volumes and timeline. We'll come back with an indicative architecture, a bill of materials and a programme shape.