ROI E-SOLUTIONS LTD

Software Consulting Services

ROI-eSolutions Ltd is a UK-based consultancy specializing in SAP S/4HANA migrations, AI-driven automation, and enterprise mobile development. By integrating intelligent bots and SAP BTP extensions, they help businesses maximize efficiency. Based near Feltham, they empower organizations to modernize their ERP landscapes while significantly reducing Total Cost of Ownership.

Features

• ERP Consulting
• Mobile Application Devlopement
• Integration
• Cyber Security
• Data & Reporting

Benefits

• improving key business processes
• Better User experience
• Seamless integration
• Dashboard reporting
• optimized performance

• Education pricing available
• 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 sam.rathod@roi-esolutions.co.uk. Tell them what format you need. It will help if you say what assistive technology you use.

Framework

G-Cloud 15

Service ID

667217440804779

Contact

Sam Rathod
07533756092
sam.rathod@roi-esolutions.co.uk

About your service

• Service categories:

  Applications

  Enterprise resource management

  • Procurement
  • Asset life-cycle management

  Financial

  • Financial and Accounting Applications
  • Accounts Payable Applications
  • Accounts Receivable Applications
  • Treasury and Risk Management Applications

  Human capital management

  • Core Human Resources Applications
  • Talent 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: No Constrains
• System requirements: AWS, Azure, GCP cloud

User support

• Email or online ticketing support: Yes
• Support response times: Within 2 Hours max.
• User can manage status and priority of support tickets: Yes
• Online ticketing support accessibility: None or don’t know
• 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: None or don’t know
• How the web chat support is accessible: Through our website
• Web chat accessibility testing: Testing has been carried out with dummy scenarios where business user reports and issue and which has been dealt by IT user.
• Onsite support: Yes
• Support levels: Level 1, Level 2, Level 3
• Support available to third parties: No
• AI chatbot: Yes

Onboarding and offboarding

• Getting started: We share the Training manual and template of SOPs both on PDF and video format.
• Service documentation: Yes
• Documentation formats: PDF
• End-of-contract data extraction: Through a secured storage location.
• End-of-contract process: We share the documentation , procedures, lesson learned in a form of Handover process.
• Documentation accessibility standard: None or don’t know
• How the documentation is accessible: Through Sharepoint.

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Microsoft Edge
  • Firefox
  • Chrome
• Application to install: No
• Designed for use on mobile devices: Yes
• Differences between the mobile and desktop service: No difference as we use HTML5 and CSS.
• Service interface: No
• User support accessibility: None or don’t know
• API: No
• Customisation available: No

Scaling

• Independence of resources: The company operates on strict, legally binding SLAs. These contracts guarantee specific response times and system uptime for your specific implementation. Because their revenue model is based on these performance metrics, they maintain "buffer capacity" to handle unexpected surges without impacting existing clients.

Analytics

• Service usage metrics: 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: 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 CHECK service provider
• Protecting data at rest: Physical access control, complying with SSAE-18 / ISAE 3402
• Data sanitisation process: No
• Equipment disposal approach: In-house destruction process

Data importing and exporting

• Data export approach: Through a secure sharepoint link
• Data export formats: CSV
• Data import formats: CSV

Data-in-transit protection

• Data protection between buyer and supplier networks:
  • IPsec or TLS VPN gateway
  • Legacy SSL and TLS (under version 1.2)
• Data protection within supplier network:
  • IPsec or TLS VPN gateway
  • Legacy SSL and TLS (under version 1.2)

Availability and resilience

• Guaranteed availability: ROI-eSolutions Ltd provides a tiered availability guarantee focused on mission-critical stability:; ; Availability: We guarantee 99.9% uptime for all production environments, supported by high-availability (HA) architecture in SAP BTP and Azure/AWS.; ; Refunds: If uptime falls below the 99.9% threshold, we issue Service Credits (ranging from 10% to 50% of the monthly fee) applied to the subsequent invoice.; ; Support: Critical (P1) incidents receive a response within 1 hour, 24/7.
• Approach to resilience: ROI-eSolutions Ltd ensures service resilience by following the NCSC’s 2nd Cloud Security Principle, focusing on redundancy and rapid recovery.; 1. Architectural Resilience; ; Our services (SAP BTP extensions and AI "Waves") are built using a cloud-native, N-tier architecture. This allows individual components to fail without bringing down the entire system. We utilize auto-scaling groups that automatically replace unhealthy instances in real-time.; 2. Data Center Setup; ; We leverage Tier 3+ data centers provided by hyperscalers (SAP, Azure, and AWS) located in the UK South (London) region.; ; Physical Redundancy: Services are distributed across at least two Availability Zones (AZs). If one data center loses power or connectivity, traffic is instantly rerouted to the secondary zone.; ; Certification: These facilities are ISO 27001, 27017, and 27018 certified.; ; 3. Data Resilience & Backups; ; Replication: Production data is replicated in real-time across geographically separate zones.; ; Backups: Encrypted backups are taken daily and stored with "Object Lock" to prevent ransomware tampering.; ; Detailed Specs: A full Disaster Recovery Plan (DRP), including specific RTO (Recovery Time Objective) and RPO (Recovery Point Objective) metrics, is available on request.; ; Would you like me to provide the specific RTO/RPO timing for our standard Support agreement?
• Outage reporting: OI-eSolutions Ltd uses a personalized, enterprise-focused approach to outage reporting rather than a public-facing dashboard. Our communication strategy is designed to keep technical teams informed without exposing infrastructure details publicly.; Outage Reporting Channels; ; Email Alerts: In the event of a critical service interruption, automated email notifications are sent immediately to the designated technical leads and "S-users" within the client’s organization.; ; ERP Support Calls: For ongoing or complex issues, we hold daily or weekly update calls with the client’s internal ERP team to provide real-time status updates and resolution timelines.; ; Formal Weekly Reporting: All incidents, including minor blips or scheduled downtime, are documented in a Weekly Service Report delivered to the ERP Support Manager.; ; Platform Integration: Since our solutions run on SAP BTP and Azure/AWS, we integrate and relay official health alerts from the SAP Trust Center and Azure Service Health directly to your team.; ; Note: We do not currently provide a public dashboard or a status API. This is a deliberate security choice to ensure that information about your specific enterprise environment (SAP landscape or AI Wave agents) remains private and restricted to authorized personnel only.

Identity and authentication

• User authentication needed: Yes
• User authentication:
  • Multi-Factor Authentication (MFA)
  • Username or password
• Access restrictions in management interfaces and support channels: ROI-eSolutions Ltd enforces strict access controls on all management interfaces (SAP BTP Cockpit, Azure Portal) and support channels to meet NCSC Principles 9 & 10:; ; Identity & Authentication: We mandate Multi-Factor Authentication (MFA) and Single Sign-On (SSO) for all administrative access, preventing unauthorized entry via stolen credentials.; ; Privileged Access: We use Role-Based Access Control (RBAC) and Privileged Identity Management (PIM) to ensure "Least Privilege," providing time-bounded, "Just-In-Time" access only when required for specific support tasks.; ; Support Security: All support requests are authenticated via secure client portals or encrypted email. Direct system access by our consultants is logged and audited
• Access restriction testing frequency: At least every 6 months
• Management access authentication:
  • Multi-Factor Authentication (MFA)
  • Username or password

Audit information for users

• Access to user activity audit information: Users receive audit information on a regular basis
• 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: ISO/IEC 27001
• Information security policies and processes: ROI-eSolutions Ltd maintains a robust security posture by aligning with UK NCSC Cloud Security Principles and international standards. Our approach shifts security from a "cost center" to a "strategic asset," ensuring your data is protected within our SAP, AI, and mobile ecosystems.; 1. Information Security Framework; ; We follow an Information Security Management System (ISMS) inspired by ISO/IEC 27001:2022. This involves:; ; Asset Protection: Regular classification and risk assessment of all client data.; ; Operational Security: Strict change management, vulnerability scanning, and incident response protocols.; ; Secure Development: Following OWASP Top 10 for our AI and mobile app development to prevent code-level vulnerabilities.; ; 2. Reporting Structure; ; Security is governed from the top down to ensure accountability:; ; Board Level: Our Directors oversee the final risk register and approve major security investments.; ; Information Security Officer (ISO): Acts as the lead for policy enforcement, conducting quarterly internal audits and managing our Cyber Essentials status.; ; Technical Leads: Responsible for implementing technical controls (e.g., TLS 1.2+ encryption, MFA) within specific project delivery teams.; ; 3. Policy Enforcement & Compliance; ; To ensure our policies are active "living" processes, we use:; ; Continuous Monitoring: Automated tools monitor configuration drift in our cloud environments (SAP BTP, Azure, AWS).
• Software Security Code of Practice: Yes

Operational security

• Configuration and change management standard: Supplier-defined controls
• Configuration and change management approach: We utilize a Configuration Management Database (CMDB) integrated with SAP Cloud ALM and Azure Resource Manager. Every component—including API endpoints, AI models, and mobile backend services—is tracked as a Configuration Item (CI). This allows us to maintain a "cradle-to-grave" history of versions, dependencies, and ownership for every asset in your landscape.; Security Impact Assessment; ; All changes follow a formal RFC (Request for Change) workflow. Before approval, each change undergoes a Security Impact Analysis (SIA) to assess:; ; Changes are categorized by risk level, with "Major" changes requiring a Change Advisory Board (CAB) review
• Vulnerability management type: Supplier-defined controls
• Vulnerability management approach: OI-eSolutions Ltd employs a risk-based approach aligned with NCSC principles and Cyber Essentials Plus. We monitor threat intelligence from SAP Security Notes, NCSC, and CISA to identify risks across ERP and AI landscapes.; ; Vulnerabilities are triaged using CVSS scores. Critical patches for internet-facing systems are deployed within 5 days, while all "High" risk updates are completed within 14 days. All changes undergo rigorous Sandbox testing to ensure zero disruption to your business logic.
• Protective monitoring type: Supplier-defined controls
• Protective monitoring approach: ROI-eSolutions Ltd ensures 24/7 situational awareness through real-time log aggregation from SAP BTP, Azure/AWS, and API gateways into our SIEM system. We identify compromises using automated anomaly detection to spot suspicious patterns, such as unauthorized administrative access or unusual data egress.; ; Upon detection, we initiate our Incident Response Plan, isolating affected components to prevent lateral movement. We guarantee a Response Time Objective (RTO) of under 1 hour for critical (P1) incidents.
• Incident management type: Supplier-defined controls
• Incident management approach: 1. Pre-defined Processes; ; We maintain Standard Operating Procedures (SOPs) and "playbooks" for common scenarios like SAP connection failures, AI model timeouts, or mobile sync errors. These ensure a consistent, rapid response to routine issues.; 2. Reporting Incidents; ; Users report incidents via three primary channels:; ; SAP Fiori "Report Incident" App: For direct, context-aware logging within your ERP.; ; Dedicated Support Desk: Email or phone for urgent (P1) outages.; ; Client Portal: To track ticket progress in real-time.; ; 3. Incident Reporting; ; We provide comprehensive Post-Incident Reports (PIRs) for all P1/P2 events, detailing the root cause, timeline, and long-term preventative actions.
• 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: Yes
• Free trial available: Yes
• Description of free trial: ROI-eSolutions Ltd does not offer a standalone "free product," but provides a Proof of Concept (PoC) Advisory service:; ; Included: Initial 30-minute strategy consultation and technical guidance for setting up your SAP BTP Free Tier environment.; ; Time Period: Advisory support is typically limited to a 14–30 day evaluation window.

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

• Less than £250,000: 5%
• Between £250,000 and £500,000: 5%
• Between £500,001 and £1,000,000: 6%
• Between £1,000,001 and £2,500,000: 7%
• Between £2,500,001 and £5,000,000: 8%
• Over £5,000,001: 10%

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: No
• Cyber Essentials Alternative: In relation to the services you do not have a current and valid Cyber Essentials 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 certificate by one of the government approved accreditation bodies within 12 months of the date of award.
• 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
    • 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 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
    • 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 sam.rathod@roi-esolutions.co.uk. Tell them what format you need. It will help if you say what assistive technology you use.