MHR INTERNATIONAL UK LIMITED

CCH Tagetik

Tagetik CPM provides Budgeting, Forecasting, Reporting analysis, group consolidation, disclosures and compliance reporting/analytics.

Features

• Budgeting
• Forecasting
• Management, financial & statutory reporting
• Analysis
• Financial consolidation
• IFRS 16
• Disclosure reporting
• Workflow
• Account reconciliation
• Sustainability/ESG reporting

Benefits

• Single corporate performance management platform
• Pre built IFRS/FRS 102 lease accounting solution
• Pre built sustainability / ESG reporting solution
• Provides consistent, accurate and timely management information
• Promotes a collaborative approach to business decision making
• Single platform for budgeting forecasting and reforecasting
• Strong Office365 Excel, Word, PowerPoint, Sharepoint Copilot integration
• Integrated workflow for all financial processes including consolidation
• Automated and streamlined Consolidation & FP&A
• Automated and controlled reconciliation process with approval workflow

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 bidteam@mhrglobal.com. Tell them what format you need. It will help if you say what assistive technology you use.

Framework

G-Cloud 15

Service ID

704920712483282

Contact

Mary Watkinson
0115 945 6000
bidteam@mhrglobal.com

About your service

• Service categories:

  Application Development and Deployment

  Analytics and business intelligence

  • Business Intelligence
• Multi cloud support: Yes

Service scope

• Software add-on or extension: No
• Cloud deployment model: Private cloud
• Service constraints: None
• System requirements:
  • Requires a compatible browser
  • Requires Microsoft Excel or Office365

User support

• Email or online ticketing support: Yes
• Support response times: The standard support SLAs are: Blocker: 4 hours Major: 8 hours Minor: 16 hours For an additional cost, customers can select the following SLAs: Blocker: 2 hours Major: 4 hours Minor: 16 hours Standard support hours are 9am-5pm Mon-Fri, with 24hrs and 7 days/week support available at additional cost
• User can manage status and priority of support tickets: Yes
• Online ticketing support accessibility: EN 301 549
• Phone support: Yes
• Phone support availability: 9 to 5 (UK time), Monday to Friday
• Web chat support: No
• Onsite support: Yes, at extra cost
• Support levels: All our customers receive the same service level, our standard support includes: • Service Desk logging, available via the portal or by telephone, the manned service desk available from 09:00 to 17.00 hours (Monday to Friday excluding English Bank Holidays). • Through the dedicated support line customers are able to contact the service desk whereupon each call is given a unique reference number. The call is assigned to the appropriate member of the support team for resolution and is owned and tracked at all times by the service desk. • a Customer Portal where customers can log new calls, track the progress of open calls, browse frequently asked questions (FAQs), view closed calls and receive forward notice of imminent releases. A rolling two week patch and fix schedule is published on the extranet, as is an up-to-date list of all existing patches and fixes. • the customer portal comprises a powerful search facility of existing support materials (e.g. documentation, articles, patches, calls) and is available 24/7. • an account manager who will discuss with you your ongoing support. Regular scheduled meetings with your account manager ensure you are able to obtain the most from your implementation.
• Support available to third parties: Yes

Onboarding and offboarding

• Getting started: MHR and partners provide all services to design the solution to your requirements. This is mapped out through one of our consultants with the customer using our standard design documentation.
• Service documentation: Yes
• Documentation formats: PDF
• End-of-contract data extraction: There are a number of ways to extract the customer data at the end of the contract which include flat file, CSV or by using a BI tool. If the customer wishes MHR to do this, we will charge the standard consultancy rates for the number of days effort required.
• End-of-contract process: There are a number of ways to extract the customer data at the end of the contract which include flat file, CSV or by using a BI tool. If the customer wishes MHR to do this, we will charge the standard consultancy rates for the number of days effort required.
• Documentation accessibility standard: EN 301 549

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Microsoft Edge
  • Firefox
  • Chrome
  • Safari
• Application to install: No
• Designed for use on mobile devices: Yes
• Differences between the mobile and desktop service: Responsive design detects screen size. This automatically adapts its user interface to best suit the device being used to access. The majority of tasks can be completed using mobile devices. Limitations to mobile devices reside more around setup and system configuration.
• Service interface: Yes
• User support accessibility: EN 301 549
• Description of service interface: Our solutions are web based and designed to be accessed over the internet via a web browser for all aspects of the solution. Supported for use on laptops, desktops, thin clients and mobile devices including smartphones and tablets and supported for use on mainstream browsers including IE, Edge, Chrome, Firefox and Safari. Mobile devices supported include Android and Apple and access using devices native browser.
• Accessibility standards: WCAG 2.2 AA
• Accessibility testing: Service interface to assist users with disabilities is available
• API: Yes
• What users can and can't do using the API: Shared data between Payroll, HR & GL
• API documentation: Yes
• API documentation formats: Other
• API sandbox or test environment: Yes
• Customisation available: Yes
• Description of customisation: The CCH Tagetik solution is both highly configurable and finance owned. User configuration changes are driven by simple on screen menus, dropdowns and intuitive option buttons to allow your teams to manage the system appropriately. There is also an Excel based interface included to allow users to make changes to their forms and calculations within a controlled environment that they are familiar with (from an easier adoption standpoint). Core processes within the solution such as Consolidation, Budgeting & Planning and Financial Reporting can all be configured to integrate with your core internal systems, meet your business requirements and reflect your BAU scenarios.

Scaling

• Independence of resources: Through a SAAS model and dedicated tenant environments with scalability discussed at the outset.

Analytics

• Service usage metrics: Yes
• Metrics types: Provided on request and/or through reporting. These are user driven dependent on requirements.
• Reporting types: Reports on request
• Resource tagging: No
• FOCUS resource tagging: No

Resellers

• Supplier type: Reseller providing extra features and support
• Organisation whose services are being resold: CCH Tagetik

Staff security

• Staff security clearance: Conforms to BS7858:2019
• Government security clearance: Security Clearance (SC)

Asset protection

• Knowledge of data storage and processing locations: Yes
• Data storage and processing locations:
  • United Kingdom
  • European Economic Area (EEA)
• 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: Another external penetration testing organisation
• Protecting data at rest: Other
• Other data at rest protection approach: Data protection is dependent on the partner SaaS solution provided.
• Data sanitisation process: No
• Equipment disposal approach: Complying with a recognised standard, for example CSA CCM v4.0, CAS (Sanitisation) or ISO/IEC 27001

Data importing and exporting

• Data export approach: Data can easily imported and exported via inbuilt 2-way ETL's.
• Data export formats:
  • CSV
  • Other
• Other data export formats:
  • PDF
  • Excel
• Data import formats:
  • CSV
  • Other
• Other data import formats:
  • PDF
  • 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)
  • IPsec or TLS VPN gateway

Availability and resilience

• Guaranteed availability: An availability level of 99.5%+.
• Approach to resilience: Microsoft https://docs.microsoft.com/en-us/compliance/assurance/assurance-data-resiliency-overview IBM https://www.ibm.com/docs/en/i/7.1?topic=availability-data-resilience
• Outage reporting: MHR use a host of tools to ensure all aspects of the service are being monitored, and where needed, alerts are configured. Notifications are configured in the event of an alert, emails, text messaging and on-screen notifications are sent. On-screen real time dashboards are available on display in the office as well as being available remotely. Any outages or issues are promptly notified to affected customers by telephone, email and through the service portal. MHR operates 6 maintenance windows per year which take place out of hours (Fri - Mon) and are notified to the customer a year in advance. For up-grades and patches to customer environments, necessary work is communicated to customers with plenty of notice. Customers can then schedule a suitable time for work to be completed by MHR's hosted IT team.

Identity and authentication

• User authentication needed: Yes
• User authentication: Multi-Factor Authentication (MFA)
• Access restrictions in management interfaces and support channels: For the application layer, we pass responsibility to the customer to control access using security profiles. Data and functionality access is assigned according to user definable security profiles. Once the user has logged on with their password, they will be granted access according to security profile. Access to data may be controlled at functional/screen/field level. Access to list content can be restricted with access defined as, fully editable/read-only/non-visible. When accessing support, user accounts are created on MHR’s Service cloud portal. These are linked to an email address. Support calls are verified on details, such as address/email address/phone number etc.
• Access restriction testing frequency: At least every 6 months
• Management access authentication: 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 contact the support team to get audit information
• How long supplier audit data is stored for: Between 1 month and 6 months
• How long system logs are stored for: Between 6 months and 12 months

Security governance

• Named board-level person responsible for service security: Yes
• Security governance certified: Yes
• Security governance standards:
  • ISO/IEC 27001
  • Other
• Other security governance standards: Cyber Essentials Plus SOC2
• Information security policies and processes: We have 21 policies covering security. Our security policies and processes are all aligned to ISO27001 standards. Here at MHR, we take data security very seriously, by implementing and constantly improving our Information Security Management System and supply chain; to ensure your information is protected, giving peace of mind to your business. This is a rigorous, structured and independently verified system of data processing; overseen by our in-house team of specialist security, compliance, data protection and software experts, who all to ensure compliance, as well as the protection of your company and employee data.
• 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: MHR use change control process which is built in line with ISO9001:2008 and ISO27001:2013.; MHR has asset management and configuration management database in place forming part of our Information Security Management System (ISMS).
• Vulnerability management type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Vulnerability management approach: MHR has vulnerability management in place and perform an annual CREST penetration testing using an external CREST approved provider. We run both external perimeter scans and internal server and client vulnerability scans. Weekly reporting combines scanning results and threat intelligence feeds from NCSC, CERT and security industry bodies and is reviewed with the IT operations for effectiveness of patch management and vulnerability remediation.
• Protective monitoring type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Protective monitoring approach: Security systems are monitored for exploits and vulnerabilities by our in-house cyber security team and our MSSP security partner 24x7x365 using a specialist Security Operations Centre (SOC). All perimeter devices are monitored real time using the SOC to a service level where all critical events are responded to within 30mins.
• 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: MHR has our own in-house security team with forensic tools; in addition, we are supported by a 24x7x365 SOC team and can call on incident response specialists from our security supply chain or through the cyber insurance we hold. We aim to notify any impacted customers as soon as possible in the event of MHR becoming aware of any incident involving their systems/data. We contact the customer through CRM/Service Desk authorised contacts and start joint investigation process using Teams/WebEx/secure mail. All incidents undergo full investigation including root-cause analysis. MHR incident management procedures require all staff to log incidents.
• Post-quantum cryptography secure: Yes

Secure development

• Approach to secure software development best practice: Independent review of processes (for example CESG CPA Build Standard, ISO/IEC 27034, ISO/IEC 27001 or CSA CCM v4.0)

Public sector networks

• Connection to public sector networks: No

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

Non-mandatory Standards and certifications

• ISO/IEC 27001 certification: Yes
• Who accredited the ISO/IEC 27001: BSI Assurance UK Limited
• ISO/IEC 27001 accreditation date: Tuesday 1 July 2025
• What the ISO/IEC 27001 doesn’t cover: N/A ; All ISO controls are in place.
• ISO 28000:2022 certification: No
• ISO 9001 certification: Yes
• Who accredited the ISO 9001 certification: BSI Assurance UK Limited
• ISO 9001 accreditation date: Tuesday 1 July 2025
• What the ISO 9001 doesn’t cover: N/A ; All ISO controls are in place.
• Quality management systems (QMS): Yes
• CSA STAR certification: No
• PCI certification: No
• Cyber essentials: Yes
• Please provide your Cyber Essentials Certificate Number: 8405a0b9-9be3-4280-b968-ede64e028eef
• Cyber essentials plus: Yes
• Please provide your Cyber Essentials Plus Certificate Number: F9152a93-3eb2-4289-95d2-aaea86180873
• Other security certifications: Yes
• Any other security certifications: SOC2 reporting

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 2: Skills for growth: Supporting growth sectors and addressing skills gaps.

    • Understanding of employment and relevant skills issues, and of the education and training issues relating to the contract. Illustrative examples: demographics, skills shortages, new opportunities in high growth sectors, geographic/local community and skills/employment challenges
    • Support for educational attainment relevant to the contract, including training schemes that address skills gaps and result in recognised qualifications
    • Activities to support relevant sector related skills growth and sustainability in the contract workforce. Illustrative examples: careers talks, curriculum support, literacy support, safety talks and volunteering
    • Delivery of apprenticeships, supported internships and T Level industry placement opportunities (Level 2, 3 and 4+) in relation to the contract

  • Mission: Kick start economic growth. To secure the highest sustained growth in the G7 - with good jobs and productivity growth in every part of the country making everyone, not just a few, better off.

    Policy Outcome 3: Resilient, innovative and flexible supply chains: Support economic growth through enabling resilient businesses, opportunities for small businesses and voluntary, community and social enterprises

    • Understanding of the types of businesses in the market and the level of participation by new businesses, entrepreneurs, start-ups, SMEs, VCSEs and mutuals
    • Activities to identify opportunities to open up sub-contracts under the prime contract to a diverse range of businesses, including new businesses, entrepreneurs, start-ups, SMEs, VCSEs and mutuals
    • Plans for engaging a diverse range of businesses in engagement activities prior to appointing subcontractors (including activities prior to award of the main contract and during the contract term)
    • Activities that demonstrate a collaborative way to work with a diverse range of businesses as part of the supply chain
    • Advertising of supply chain opportunities openly and to ensure they are accessible to a diverse range of businesses, including advertising all subcontracting opportunities on Contracts Finder
    • Ensuring accessibility to contracting and subcontracting opportunities for disabled business owners and employees
    • Structuring of the supply chain selection process to ensure fairness (e.g. anti-corruption) and encourages participation by a diverse range of businesses, including with regard to new businesses, entrepreneurs, start-ups, SMEs, VCSEs and mutual
    • Understanding of local demographics, needs and opportunities for the co-design of the goods, services and works to be delivered under the contract
    • Methods for engaging with different parts of the community (including the education system and charities representing the community) and how communities come together to inform decisions, strategy and projects to leave a positive legacy for future generations
    • Measures to involve local stakeholders and/or users in design (e.g. in the design of services, systems, products or buildings)
    • Plans for positive actions with community groups.
    • Measures for making facilities used in the delivery of the contract available for community groups, education or training
    • Measures to engage users and communities and build relationships to increase community integration build trust and influence how the contract is delivered
    • Plans to respond flexibly and adapt approaches to community engagement and initiatives
    • Support for community-led initiatives relevant to the contract. Illustrative examples: improving transport links; reducing loneliness; helping with English language proficiency; and facilitating social mixing among people with different backgrounds
    • Collaborating with anchor institutions and community groups to make facilities available for education, training or community events

  • Mission: Make Britain a clean energy superpower: To cut bills, create jobs and deliver security with cheaper, zero-carbon electricity by 2030, accelerating to net zero

    Policy Outcome 4: Sustainable procurement practices: Reducing carbon footprints, minimising waste, and promoting the use of clean energy and green technologies.

    • Understanding of opportunities for additional environmental benefits delivery in the performance of the contract, including working towards net zero carbon emissions and use of clean energy and green technologies
    • Collaborative ways of working with the supply chain to deliver additional environmental benefits in the performance of the contract, including working towards net zero carbon emissions and use of clean energy and green technologies
    • Delivery of additional environmental benefits through the performance of the contract, including working towards net zero carbon emissions and use of clean energy and green technologies
    • Understanding of how to influence staff, suppliers, customers, communities and/or any other appropriate stakeholders through the delivery of the contract to support climate and nature protection and improvement
    • Activities to reconnect people with the environment and increase awareness of ways to protect and enhance it

  • Mission: Break down barriers to opportunity: By reforming our childcare and education systems, to make sure there is no class ceiling on the ambitions of young people in Britain

    Policy Outcome 6: Employment and training: For those who face barriers to employment

    • Understanding of employment and skills issues, and of the skills and employment shortages of high growth sectors relating to the contract
    • Creation of employment opportunities particularly for those who face barriers to employment, such as prison leavers, care leavers and/or who are located in deprived areas, and for people in industries with known skills shortages or in high growth sectors
    • Delivery of training schemes and programmes to address any identified skills gaps and under-representation in the workforce for the contract (e.g. prison leavers, care leavers, kinship carers, disabled people)
    • 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
    • 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 bidteam@mhrglobal.com. Tell them what format you need. It will help if you say what assistive technology you use.