BORIS SOFTWARE LIMITED

BORIS Software SaaS Cloud Platform

BORIS Sofrware provides a hosted, cloud based platform to streamline business operations from field teams to office staff. The system provides workforce, asset management, job scheduling, compliance, gps fleet management. This reduces manual process enabiling companies to manage their operations real time on IOS, Andriod and via web.

Features

• Job Scheduling
• Real time reporting
• Marking up floor plans & Aslaid drawings
• Pricing and Costing Projects
• Health & Safety Compliance Management
• Clock cards (Fleet management, GPS, Time Stamped Time Sheets)
• Job Management
• Asset Management
• CRM
• Workforce Field Management

Benefits

• Manage Site Data Live
• Improved efficiency and cost savings
• Supports Online & Offline Working
• Compliance capability
• Real-time data capture & reporting
• Live job scheduling and resourcing
• Environmental reduction due to digital process
• Custom output and report generation
• Asset lifecycle management
• Live job scheduling and resourcing

• 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 info@boris-software.com. Tell them what format you need. It will help if you say what assistive technology you use.

Framework

G-Cloud 15

Service ID

309493750721829

Contact

Joanne Holmes
03300414880
info@boris-software.com

About your service

• Service categories:

  Applications

  Enterprise resource management

  • Enterprise performance management
  • Project and portfolio management
  • Asset life-cycle management

  Human capital management

  • Core Human Resources Applications
• Multi cloud support: Yes

Service scope

• Software add-on or extension: Yes, but can also be used as a standalone service
• What software services is the service an extension to: External CRM Tools; External Accounting Tools
• Cloud deployment model:
  • Public cloud
  • Private cloud
• Service constraints: No Constraints
• System requirements:
  • Chrome Web Browser
  • IPhone 10 and above
  • Android 12 and above

User support

• Email or online ticketing support: Yes
• Support response times: P1 (Critical): Response Time - 1 hour, Resolution Time - 4 to 8 hours. ; ; P2 (High): Response Time - 2 to 4 hours, Resolution Time - 1 to 2 business days.; ; P3 (Medium): Response Time - 4 to 8 hours, Resolution Time - 2 to 5 business days.; ; P4 (Low): Response Time - 24 hours, Resolution Time - 5 to 10 business days.; ; P5 (Very Low): Response Time - 48 to 72 hours, Resolution Time - 10 to 15 business days.
• 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 AAA
• Web chat accessibility testing: Although at BORIS Sofrware we have not conducted formal testing with assistive technology, we have carried out manual testing so that we ensure our platform is intuitive, accessible, and easy to navigate.
• Onsite support: Yes, at extra cost
• Support levels: We have dedicated account management and technicians to support our clients. We categorise support tickets into five priority levels based on their impact on the business we have different levels of support, high, critical, medium, low, very low these are included free of charge. When bespoke developments, integration are required we would support our clients with scope meetings, scope documents when development is agreed against the agreed timescale we provide an quote, we would then charge accordingly based on our day rate of £817.50. Technical support (outside SLA) is £52.50.
• Support available to third parties: Yes
• AI chatbot: Yes

Onboarding and offboarding

• Getting started: The onboarding for our client is the following processes, cnce the client has signed the agreement and completed payment, we will schedule a scoping meeting within 24–48 hours. During this session, we’ll review the full system build, discuss any bespoke development requirements, and ensure all specifications are clearly defined. Following that meeting, our Implementation Manager will produce a detailed Scope Document outlining the agreed system structure and any custom features. This document will then be signed by both Boris and then sent to the client to confirm mutual understanding. Once this has been approved the build will start, we will confirm the build turnaround time and begin development. Our team will proceed with the build, followed by thorough testing and quality assurance to ensure the system meets our standards. A pre-handover session will then be arranged to present the completed system to the client for review by our implementation manager and feedback. Finally, we will conduct the official system handover, which includes comprehensive training, delivered either onsite or remotely, depending on what has been agreed.
• Service documentation: Yes
• Documentation formats:
  • PDF
  • Other
• Other documentation formats:
  • Word
  • Powerpoint
• End-of-contract data extraction: When clients choses to no longer use the BORIS system the client can extract all their data into excel, pdf or word depending on what they use on the system free of charge as they have that ability on our BORIS back office portal, we also provide our clients the service where we can extract all the data out of the system into an excel or csv file at an extra cost as our technical team will handle this process.
• End-of-contract process: Once the client choses to end their contract with BORIS they will need to give us 30 days written notice, we will then confirm to them the length they have left on there contract if there is any time left and the remaining that they need to pay, if they have only the last month left, they will pay through the usual invoicing and direct debt and we will then stop the access of the system at the end of the contract. clients have no additional fee's to exit the contract besides what is left within the contract if there is any outstanding payments.
• Documentation accessibility standard: WCAG 2.2 AAA

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Microsoft Edge
  • Firefox
  • Chrome
  • Safari
• Application to install: Yes
• Compatible operating systems:
  • Android
  • IOS
• Designed for use on mobile devices: Yes
• Differences between the mobile and desktop service: The browser version offers a full administrative and reporting experience, while the app is optimised for mobile, field-based use. Together, they provide a complete, cloud-hosted solution for both office and field staff.
• Service interface: No
• User support accessibility: WCAG 2.2 AAA
• API: Yes
• What users can and can't do using the API: API service access is available based on request and the integration allows you to perform user, customer, project and job management.
• API documentation: Yes
• API documentation formats: Open API (also known as Swagger)
• API sandbox or test environment: Yes
• Customisation available: Yes
• Description of customisation: Boris Software allows clients to customise the platform to suit their operational needs. Our client users can create and edit their own digital forms, templates, workflows, they will give the specific the user type that can complete this and they can create reports without needing developer support, including job sheets, inspection checklists, and compliance forms. Administrators can use the built-in form designer and configuration tools to build or adjust forms and tailor output reports with custom layouts, and export formats such as Word, Excel, or PDF. These customisations can be carried out directly through the Boris web portal by authorised users with the right permissions. For clients requiring more advanced or bespoke configurations that will require more in depth development of the system such as complex workflows, integrations, or detailed reporting the Boris Software team provides full support and development services to deliver a solution tailored to their business processes a scoping meeting will be held all works will be agreed and our technical team will do the required changes. BORIS Software can build many bespoke requirements,

Scaling

• Independence of resources: We have a multi-tenant architecture and we segregate high demand users to their own infrastructure as needed based on their usage.

Analytics

• Service usage metrics: Yes
• Metrics types: We provide reports such as performance reports, API request reports and error reports.
• Reporting types: Reports on request
• Resource tagging: Yes
• FOCUS resource tagging: No

Resellers

• Supplier type: Not a reseller

Staff security

• Staff security clearance: Conforms to BS7858:2019
• Government security clearance: None

Asset protection

• Knowledge of data storage and processing locations: Yes
• Data storage and processing locations:
  • United Kingdom
  • European Economic Area (EEA)
  • Other locations
• User control over data storage and processing locations: Yes
• 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:
  • 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
• 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: BORIS Clients can export data in several ways, excel, word, pdf, csv files.
• Data export formats:
  • CSV
  • Other
• Other data export formats:
  • PDF
  • WORD
  • Excel
• Data import formats:
  • CSV
  • Other
• Other data import formats:
  • Excel
  • JPEG
  • PDF

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: P1 (Critical): Response Time - 1 hour, Resolution Time - 4 to 8 hours. ; ; P2 (High): Response Time - 2 to 4 hours, Resolution Time - 1 to 2 business days. ; ; P3 (Medium): Response Time - 4 to 8 hours, Resolution Time - 2 to 5 business days. ; ; P4 (Low): Response Time - 24 hours, Resolution Time - 5 to 10 business days. ; ; P5 (Very Low): Response Time - 48 to 72 hours, Resolution Time - 10 to 15 business days.; ; If issues are resolved within SLA, we don't have a refund policy. If we don't we negotiate the refund.
• Approach to resilience: It is available on request.
• Outage reporting: Email Alerts

Identity and authentication

• User authentication needed: Yes
• User authentication:
  • Multi-Factor Authentication (MFA)
  • Identity federation with existing provider (for example Google Apps)
  • Username or password
• Access restrictions in management interfaces and support channels: Management interfaces are only available for whitelisted staff members and is managed via RBAC.; ; Internally it is only provided on a need to use basis and is controlled by RBAC.
• Access restriction testing frequency: At least once a year
• Management access authentication:
  • Multi-Factor Authentication (MFA)
  • Identity federation with existing provider (for example Google Apps)
  • Dedicated link (for example VPN)
  • Username or password

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
• Security governance certified: Yes
• Security governance standards: Other
• Other security governance standards: Cyber Essentials and working towards Cyber Essentials Plus
• Information security policies and processes: Cyber Essentials and working towards Cyber Essentials Plus
• Software Security Code of Practice: Yes

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: The configuration and change management follows a change / configuration request process. Once this is signed off, the changes are planned and a release date is provided with any down time access needed.; ; All changes to code are tracked via software change protocols and configurations are tracked via change audit logs.
• Vulnerability management type: Supplier-defined controls
• Vulnerability management approach: We use third party tool called intruder.io and internal security testers run OWASP tests on the product. Any vulnerabilities identified are patched with up coming releases and if critical they are patch immediately.
• Protective monitoring type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Protective monitoring approach: BORIS uses Azure infrastructure to protect BORIS services. Services provided by Azure monitor for anomalies and send alerts to relevant team members.; ; When a compromise is detected we immediately verify the situation, alert the relevant personal and take the necessary steps to mitigate and recover.
• Incident management type: Supplier-defined controls
• Incident management approach: We have a pre-defined process for common events. Otherwise the users report it via our support desk and raise as critical impact to our hotline. We triage, handle and resolve the situation first with hourly updates.; ; After that the incident report is provided with 7 working days.
• 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: The service offers a single module with limited number of credits to be utilised for submitting forms.

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: 15%
• Between £1,000,001 and £2,500,000: 15%
• Between £2,500,001 and £5,000,000: 15%
• Over £5,000,001: 15%

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: Bbd033d7-060a-486b-a41c-d7f7758a5960
• Cyber essentials plus: No
• Cyber Essentials Alternative: In relation to the services you do not have a current and valid Cyber Essentials Plus certificate which has been awarded by one of the government approved Cyber Essentials accreditation bodies but you are working towards gaining it, and will be in a position to confirm that you have been awarded a current and valid Cyber Essentials Plus certificate by one of the government approved accreditation bodies within 12 months of the date of award.
• 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
    • 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

  • 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 info@boris-software.com. Tell them what format you need. It will help if you say what assistive technology you use.