RISKHIVE SOFTWARE SOLUTIONS LTD

Enterprise Risk Manager (ERM)

riskHive Enterprise Risk Manager® is a secure private-cloud risk management database that supports all your risk management needs and is fully configurable to meet the changing requirements of your risk management journey. riskHive ERM supports the management of risk, opportunity, actions, controls, issues, dependencies, BIA, assumptions, benefits and modelling.

Features

• Simple but incredibly capable and powerful - novices to experts
• Highly configurable interface that you define rather than 'defines you'
• Provides aggregation presents your whole 'risk universe' in one place
• Interactive graphical interfaces like Bow-Ties and Heatmaps
• Monte Carlo Simulation and Analysis for Cost, Schedule and Combined
• Alignment with ISO 31000 and other industry standards
• Policy Groups based security with highly configurable access controls
• Highly scalable licencing model
• Integration with riskHive Agile GRC products (Governance & Compliance)
• Fast and simple drag-n-drop import of existing data

Benefits

• Implements collaborative risk management working environment
• Accessible on any device that supports browser internet access
• Saves hundreds or thousands of hours vs using traditional spreadsheets
• Generate consistent reports and outputs at a mouse-click
• Consolidation of projects into programmes and portfolios
• Instant search, filter and locate across entire portfolio
• Simplify identification of duplicates and commonality
• Consolidates data from multiple sources into Single Version of Truth
• Assists identification and recovery of unspent risk allocations
• Implementation can significantly reduce insurance premiums

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 sandu.hellings@riskhive.com. Tell them what format you need. It will help if you say what assistive technology you use.

Framework

G-Cloud 15

Service ID

345331392674189

Contact

Sandu Hellings
01275545874
sandu.hellings@riskhive.com

About your service

• Service categories:

  Applications

  Enterprise resource management

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

  Financial

  • Treasury and Risk Management Applications
• Multi cloud support: Yes

Service scope

• Software add-on or extension: No
• Cloud deployment model:
  • Public cloud
  • Private cloud
  • Hybrid cloud
• Service constraints: There will be planned maintenance arrangements but these will be pre-agreed with customer and are generally outside of normal working hours.
• System requirements: Internet access to the cloud solution via a browser

User support

• Email or online ticketing support: Yes
• Support response times: Usually within 15 minutes but 1 hour is our max target time to respond.
• User can manage status and priority of support tickets: Yes
• Online ticketing support accessibility: WCAG 2.2 A
• Phone support: Yes
• Phone support availability: 9 to 5 (UK time), Monday to Friday
• Web chat support: Yes, at an extra cost
• 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: None - reply on using third-party applications that have WCAG compliance.
• Onsite support: Yes, at extra cost
• Support levels: 1) Standard Support: This is included in the basic fee. It provides application technical support by ticket-system, email, chat or telephone during UK business hours (0900-1730) 5 days a week guaranteed and on weekends. This support is covered by the SLAs in our contract and is valid whilst in-contract. COST £ included. 2) Enhanced Customer Aftercare and Database Administration Support: This is available where the client does not have the confidence or the resources to administer and operate the system themselves. COST: £7,500 pcm. We provide both technical account manager and cloud/system support engineer. Both are directly available to the assigned client within normal UK business hours by ticket, email, chat or telephone.
• Support available to third parties: Yes
• AI chatbot: No

Onboarding and offboarding

• Getting started: We provide online or on-site training, quick-start videos on-demand, PowerPoint slides and bespoke courses. System Administrator training is included within the initial system setup and configuration fee.
• Service documentation: Yes
• Documentation formats:
  • HTML
  • PDF
  • Other
• Other documentation formats:
  • Word
  • Video
• End-of-contract data extraction: Data may be extracted to various formats (including XML and Excel) or archived at any time by an authorised system administrator. This is a system command and is very quick and simple to do. It is encouraged.
• End-of-contract process: At the end of the contract the system is retained for three months such that it may be accessed by authorised users to extract data or information and to generate system archive files. After this time the system image is destroyed
• Documentation accessibility standard: WCAG 2.2 A

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: Differences between the mobile and desktop service; Dependent on screen size the view may be reduced slightly.
• Service interface: No
• User support accessibility: WCAG 2.2 A
• API: Yes
• What users can and can't do using the API: We provide a RESTful web API to access and insert data and provide web hooks.
• API documentation: Yes
• API documentation formats:
  • HTML
  • PDF
• API sandbox or test environment: Yes
• Customisation available: Yes
• Description of customisation: Pretty much anything can be customised (configured by the customer) including data fields, views, reports, lists, colours, schema and structures to match the required client framework. The riskHive ERM solution is currently the most configurable solution of its type on the market. Customisation via application UI. Access is permissions controlled.

Scaling

• Independence of resources: 1) Each customer is on a single-tenant platform so unaffected by other clients. 2) We monitor performance and increase system resources as necessary dependent on user or system activity.

Analytics

• Service usage metrics: Yes
• Metrics types: We provide live access to user metrics to authorised system users. This includes things like access (attempts and successful logins), activity type and duration.
• Reporting types:
  • API access
  • Real-time dashboards
  • Reports on request
• Resource tagging: No
• FOCUS resource tagging: 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: Yes
• Datacentre security standards: Complies with a recognised standard (for example CSA CCM version 4.0)
• Penetration testing frequency: At least every 6 months
• Penetration testing approach: ‘IT Health Check’ performed by a CREST-approved service provider
• Protecting data at rest:
  • Physical access control, complying with CSA CCM v4.0
  • Physical access control, complying with SSAE-18 / ISAE 3402
  • 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:
  • Deleted data can’t be directly accessed / Cryptographic Erasure
  • Explicit overwriting of storage before reallocation / Secure Erase

Data importing and exporting

• Data export approach: Data can be exported by a user with appropriate privileges to various formats including XML, JSON, Excel, Office formats and PDF. This is quick and simple to do and is a primary system capability. Users can only export the data to which they have been granted access.
• Data export formats:
  • CSV
  • Other
• Other data export formats:
  • Excel
  • JSON
  • XML
• Data import formats:
  • CSV
  • Other
• Other data import formats: Excel

Data-in-transit protection

• Data protection between buyer and supplier networks:
  • Private network or public sector network
  • TLS (version 1.2 or above)
  • IPsec or TLS VPN gateway
• Data protection within supplier network: TLS (version 1.2 or above)

Availability and resilience

• Guaranteed availability: Uptime of 99.5% (excluding planned maintenance and upgrades). Actual measured uptime across systems averaged 99.9% in 2025. Users are refunded pro-rata based on the percentage of non-availability over the period e.g. 10% additional downtime over SLA (88.5%) would trigger a 10% refund for that period.
• Approach to resilience: This and other security and architecture information is available upon request. The system is designed from the ground-up to be inherently secure, resilient and scalable.
• Outage reporting: 1) a public dashboard - 1 minute monitor with automated alert function (requires a login to be assigned to the customer in order to access service) 2) email alerts 3) SMS alerts

Identity and authentication

• User authentication needed: Yes
• User authentication:
  • Multi-Factor Authentication (MFA)
  • Public key authentication (including by TLS client certificate)
  • Identity federation with existing provider (for example Google Apps)
  • Username or password
• Access restrictions in management interfaces and support channels: The system has a user (admin) configurable data access model to control which groups or individual users have access to which information. Access may be restricted in both breadth and depth within the data cube. It is possible to restrict and segregate data in supply chain and client third-party collaborators. Support resource must be UK security cleared to gain access to full systems. Lower-level (IT support) does not have access to client data.
• Access restriction testing frequency: At least every 6 months
• Management access authentication:
  • Multi-Factor Authentication (MFA)
  • Public key authentication (including by TLS client certificate)
  • 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: User-defined
• Access to supplier activity audit information: Users receive audit information on a regular basis
• How long supplier audit data is stored for: User-defined
• How long system logs are stored for: User-defined

Security governance

• Named board-level person responsible for service security: Yes
• Security governance certified: Yes
• Security governance standards:
  • CSA CSM version 4.0
  • ISO/IEC 27001
• Information security policies and processes: 1) Data Protection Policy 2) Information Security Policy 3) Business Continuity Management Policy 4) CAIQ The Managing Director is responsible for: • Reviewing, endorsing, and achieving the policy’s aims. • Ensuring ongoing compliance to this policy and is the responsible person for Data Protection. riskHive employees are responsible for: • Carrying out their work in line with policies and associated procedures. • Identifying any breaches of policies and reporting them to the appointed Data Protection Officer.
• 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: CAIQ: All features and major changes are subject to technical review before implementation, including assessment of security impact. All changes are tested prior to release and tracked in source control. As part of ongoing architectural stability and security evaluation, which takes place at both ad-hoc and at milestone releases, libraries and features are evaluated for new and changed capabilities, including threats, and activities are added to the development plan to manage these. New and updated features are assessed for impact on existing deployments and either offer progressive enhancement (supporting both old and new functionality) or automated migration.
• Vulnerability management type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Vulnerability management approach: CAIQ: Potential vulnerabilities are identified by regular pentesting, ad-hoc external security evaluation, and ongoing awareness of threat reports for technologies in use. Potential vulnerabilities are logged to our vulnerability record and then formally assessed for impact. Depending on the assessed impact, mitigation actions are taken and included either in a security hotfix, released as soon as possible, or as part of the next version, released approximately quarterly. Mitigation actions and post-mitigation impact are added to the vulnerability record.
• Protective monitoring type: Supplier-defined controls
• Protective monitoring approach: Security events, including new application sessions, authentication successes and failures, potential session abuses, and more along with pertinent security details (e.g. IP address, browser details, activity, route, etc) are automatically logged and visible to application administrators. Threats are highlighted in the log for easy identification. Security events are reviewed ad-hoc and recent events are reviewed as part of regular system maintenance. Reports of potential issues are evaluated against the application log and cross-referenced with the logs captured by the operating system (e.g. from IIS) to assess impact and then managed as part of our formal data & system protection process.
• Incident management type: Complies with a recognised standard, for example, CSA CCM v4.0 or ISO/IEC 27035:2011 or SSAE-18 / ISAE 3402
• Incident management approach: CAIQ: We have a formal Incident Management Procedure which describes how events are identified, logged, validated, assigned, managed through to closure, and reported. This also covers lessons-learned. We use a formal ticket system to manage responses to incidents.
• 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: Yes
• Connected networks:
  • Public Services Network (PSN)
  • Police National Network (PNN)
  • Joint Academic Network (JANET)
  • Health and Social Care Network (HSCN)

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: 0%
• Between £500,001 and £1,000,000: 2.5%
• Between £1,000,001 and £2,500,000: 5%
• Between £2,500,001 and £5,000,000: 5%
• Over £5,000,001: 5%

Non-mandatory Standards and certifications

• ISO/IEC 27001 certification: Yes
• Who accredited the ISO/IEC 27001: Schellman Compliance, LLC
• ISO/IEC 27001 accreditation date: Wednesday 11 June 2025
• What the ISO/IEC 27001 doesn’t cover: All delivery and data hosting is covered. Development is not covered as there is no client data involved in development activities and non of the client hosting platforms are used in development.
• ISO 28000:2022 certification: No
• ISO 9001 certification: No
• Quality management systems (QMS): Yes
• CSA STAR certification: Yes
• CSA STAR accreditation date: Wednesday 15 May 2024
• CSA STAR certification level: Level 2: CSA STAR Attestation
• What the CSA STAR doesn’t cover: Development - there are no third-parties involved.
• PCI certification: No
• Cyber essentials: Yes
• Please provide your Cyber Essentials Certificate Number: 54d05132-130b-4bb0-a233-4c5921240701
• Cyber essentials plus: Yes
• Please provide your Cyber Essentials Plus Certificate Number: 27761faa-d085-4bd3-807e-5076b08e2261
• Other security certifications: Yes
• Any other security certifications:
  • CAIQ Accreditaion
  • DART (MoD)
  • CyDR (MoD)
  • JOSCAR (Helios)
  • Picasso (Babcock)
  • COUPA
  • Achilles
  • Jaggaer

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
    • 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

  • 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 sandu.hellings@riskhive.com. Tell them what format you need. It will help if you say what assistive technology you use.