MAPLE NETWORKS LIMITED

Firewall as a Service

Maple Firewall as a Service delivers 24x7 managed firewall support, monitoring, and remediation across leading vendors. Our experts provide proactive defence, rapid incident response, and ongoing optimisation to keep networks secure, stable, and compliant across on-prem, cloud, and hybrid environments.

Features

• Rapid onboarding of firewall environments
• 24x7x365 remote firewall support
• Multi-vendor firewall expertise (Cisco, Palo Alto, Fortinet, etc.)
• Customisable SME, proactive, or hybrid support models
• AI/ML-based firewall monitoring (optional or included with proactive support)
• Regular firewall health checks
• Integrated support portal for incidents, changes, and requests

Benefits

• Strengthen network security with expert, continuous firewall management
• Reduce downtime through rapid 24x7 incident response
• Improve protection with proactive monitoring and alerting
• Free internal teams from complex firewall administration
• Enhance compliance through consistent rule and policy management
• Maintain stability with regular firewall health checks
• Accelerate troubleshooting with direct vendor escalation
• Support hybrid and multi-cloud environments seamlessly
• Increase visibility using Maple’s support portal
• Optimise performance through ongoing configuration reviews

• Education pricing available

Service documents

• Pricing document

  PDF

• Service definition document

  PDF

• Terms and conditions

  PDF

Request an accessible format

If you use assistive technology (such as a screen reader) and need versions of these documents in a more accessible format, email the supplier at info@maplenetworks.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

852864839938294

Contact

Jonny Zammer
0203 858 0048
info@maplenetworks.co.uk

About your service

• Service categories:

  Systems Infrastructure Software

  Security

  Network security

  • Trusted network access and protection
• Multi cloud support: Yes

Service scope

• Software add-on or extension: No
• Cloud deployment model:
  • Public cloud
  • Private cloud
  • Hybrid cloud
• Service constraints: None
• System requirements:
  • Supported firewall vendor/platform
  • Ability to establish an agreed remote access method

User support

• Email or online ticketing support: Yes
• Support response times: SLAs are defined by each customer.
• 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: 24 hours, 7 days a week
• Web chat support: No
• Onsite support: Yes
• Support levels: SLAs are defined by each customer. Each customer received a dedicated account team with a technical lead.
• Support available to third parties: No

Onboarding and offboarding

• Getting started: Before any work begins, we provide a detailed Statement of Work (SoW) outlining scope, deliverables, timelines, and responsibilities to ensure clarity and alignment. Once agreed, we support onboarding through flexible training options tailored to customer needs. This includes on-site training for hands-on guidance or online training for remote accessibility, delivered by experienced professionals.; Comprehensive user documentation is supplied, covering setup, configuration, and best practices to enable self-service learning. We also offer interactive sessions, Q&A support, and follow-up assistance to ensure users are confident and productive from day one. Our approach prioritises customer requirements, ensuring a smooth transition and maximum value from the service.
• Service documentation: Yes
• Documentation formats: PDF
• End-of-contract data extraction: Users can request their data at any time during the contract period or upon termination. We provide secure and efficient methods for data extraction, ensuring all information is delivered in a commonly used format agreed with the customer. Prior to contract completion, we work closely with the customer to confirm requirements for data transfer and retention.; ; Once the data has been successfully extracted and verified, we follow the agreed data deletion policy. Data is permanently removed after a duration specified by the customer and documented in the contract, ensuring compliance with regulatory and organisational standards.
• End-of-contract process: At the end of the contract, Maple Networks will cease the provision of the service and associated support. Included in the contract price are the offboarding activities necessary to ensure a secure and orderly transition, such as the removal of Maple access, handover of documentation, and final reporting. Customers retain access to the self-service support portal for a defined period to retrieve any required data or reports. Any additional services outside the agreed scope—such as extended support, data migration, or bespoke consultancy—are subject to additional cost and must be agreed separately.
• Documentation accessibility standard: None or don’t know
• How the documentation is accessible: All documentation is provided by docusign. Documentation can be provided in any accessible format required by the customer upon request.

Using the service

• Web browser interface: No
• Application to install: No
• Designed for use on mobile devices: No
• Service interface: Yes
• User support accessibility: WCAG 2.2 AA
• Description of service interface: Freshservice ITSM provides a cloud-based self-service portal where end users can raise incidents, submit service requests, track ticket progress, and access knowledge articles. Customers interact with our service through this Freshservice portal, which acts as the primary interface for ticket submission and communication. The interface supports web access via modern browsers and offers email-to-ticket functionality. It also provides role-based views for end users, approvers, and administrators.
• Accessibility standards: WCAG 2.2 AA
• Accessibility testing: Freshservice performs its own accessibility testing as part of its product development lifecycle, including automated scans and manual review against WCAG 2.2 AA. As a service provider using Freshservice as our ITSM platform, we conduct practical testing with users who rely on screen readers (such as NVDA and JAWS) to ensure they can raise and update tickets, read notifications, and navigate key areas of the portal. We have also validated basic functionality using keyboard-only navigation and browser-based accessibility tools. Feedback is reviewed with our customers, and where Freshservice provides configuration options, we adjust layouts, field labels, and portal text to improve usability.
• API: No
• Customisation available: Yes
• Description of customisation: Maple FWaaS is designed to be highly flexible, allowing customers to tailor the service to their unique requirements. Users can customise several aspects, including:; ; Support Levels: Choose between subject matter expert (SME) support, proactive support, or a hybrid model. Support hours and escalation paths can be tailored to organisational needs.; Health Checks: The frequency of environment health checks is customisable, from annual to more frequent intervals.; Service Level Agreements (SLAs): SLAs can be defined and adjusted in collaboration with Maple to reflect specific business priorities.; Monitoring and Upgrades: Optional 24x7 AI/ML-based monitoring and bespoke system upgrade schedules are available.; ; Customisation is achieved through direct engagement with Maple during onboarding and throughout the contract. Operational processes, escalation paths, and service definitions are agreed and documented with each customer. Typically, IT managers or designated customer contacts are authorised to request and approve customisations, ensuring the service aligns with business objectives and compliance needs.

Scaling

• Independence of resources: Maple Networks guarantees users aren’t affected by the demand other users place on the service.

Analytics

• Service usage metrics: Yes
• Metrics types: Maple Firewall as a Service provides customers with service usage metrics via an online portal. Metrics include incident and service request volumes, response and resolution times, system and service availability, health check results, and monitoring alerts (if enabled). These metrics are accessible to authorised users and can be tailored to organisational needs, ensuring transparency and effective service management.
• Reporting types:
  • Real-time dashboards
  • Regular reports
  • 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: Baseline Personnel Security Standard (BPSS)

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: Managed by a third party
• Penetration testing frequency: At least every 6 months
• Penetration testing approach: In-house
• Protecting data at rest: Encryption of all physical media
• 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
  • Data Erasure

Data importing and exporting

• Data export approach: Users can request data export at any time during the contract or upon termination. We provide secure export in commonly used formats such as CSV, JSON, or other agreed standards. Data is transferred through encrypted channels to ensure confidentiality and integrity. Prior to export, we validate the scope and confirm with the customer to avoid omissions. Once the export is complete, data deletion follows the retention period agreed in the contract. This process ensures compliance with regulatory requirements and customer preferences while maintaining security throughout the transfer.
• Data export formats:
  • CSV
  • Other
• Other data export formats:
  • CSV
  • JSON
• Data import formats: CSV

Data-in-transit protection

• Data protection between buyer and supplier networks: TLS (version 1.2 or above)
• Data protection within supplier network: TLS (version 1.2 or above)

Availability and resilience

• Guaranteed availability: 99%
• Approach to resilience: Available on request.
• Outage reporting: Public dashboard, automated emails and alerts from Maple account team.

Identity and authentication

• User authentication needed: Yes
• User authentication: Multi-Factor Authentication (MFA)
• Access restrictions in management interfaces and support channels: Access to management interfaces and support channels is restricted using role-based access control, least privilege principles, and formal authorisation. Privileged accounts are only granted following written approval from a Director and are not used for routine tasks. Remote access requires multi-factor authentication and Director sign-off. All user account changes are processed by the Internal IT Team and tracked. Access to sensitive systems is protected by firewalls, network segregation, and secure log-on procedures.
• Access restriction testing frequency: At least every 6 months
• Management access authentication: Multi-Factor Authentication (MFA)

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 have access to real-time audit information
• 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: Maple Networks maintains a robust Information Security Policy that governs the confidentiality, integrity, and availability of its data across all systems and services. Policies are enforced through classification standards, role-based access controls, and regular audits. All staff and third parties are required to comply with supporting codes of practice and procedures. The reporting structure includes designated roles such as the CTO, Cyber Security Lead, and Network Operations Manager, with incidents escalated to the Incident Response Team led by the CEO and Directors. Breaches are reported to the Information Commissioner’s Office within 24 hours, and quarterly testing ensures continuous improvement and remediation.
• 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: We operate a configuration management process aligned with ITIL and ISO 27001 standards. All service components are recorded in a configuration management database (CMDB) from creation through retirement, providing complete lifecycle traceability. Change management follows a structured workflow where each proposed change undergoes a formal security impact assessment to identify risks and compliance implications. The Change Approval Board, including security specialists, reviews and authorises changes before implementation. Approved changes are documented, tested, and monitored after deployment to maintain system integrity and prevent vulnerabilities, ensuring security considerations are embedded throughout the process.
• Vulnerability management type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Vulnerability management approach: Maple's vulnerability management process is designed to identify, assess, and remediate risks swiftly and effectively with continuous scanning of all critical systems using approved tools Microsoft Defender, ensuring vulnerabilities are detected promptly. Threats are assessed through severity scoring (CVSS), asset criticality, and exploitability, supported by intelligence feeds from vendor advisories. Patching follows strict timelines: critical vulnerabilities within 24–48 hours, high within seven days, and others within a week, aligning with NCSC and ISO 27001 standards. All patches are tested in controlled environments before deployment and verified post-installation. Exceptions require documented risk acceptance and compensating controls.
• Protective monitoring type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Protective monitoring approach: We identify potential compromises through continuous monitoring using SIEM tools, threat intelligence feeds, and anomaly detection against behavioural baselines. Alerts are triaged immediately by our Security Operations Centre, which investigates using forensic analysis and predefined playbooks. When a compromise is confirmed, containment actions such as isolating affected systems and disabling accounts are executed promptly, followed by eradication and recovery steps. Post-incident reviews ensure lessons learned are applied. Response times adhere to strict SLAs: critical incidents within 15 minutes, high-priority within two hours, and standard incidents within three working hours, ensuring rapid mitigation and compliance with security standards.
• 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: We operate pre-defined workflows for common events such as phishing, malware, and service outages, aligned with ITIL and ISO 27035 standards. Users report incidents via the service desk portal, dedicated email, or 24/7 hotline, ensuring rapid logging and prioritisation. Each incident is tracked in our ITSM platform, where automated categorisation and escalation rules apply. Incident reports are provided through secure channels, including PDF summaries and dashboard access, detailing root cause, impact, and corrective actions. Post-incident reviews are conducted for major events to improve resilience and compliance.
• 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: Yes
• Free trial available: No

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

• Less than £250,000: 7%
• Between £250,000 and £500,000: 9%
• Between £500,001 and £1,000,000: 12%
• Between £1,000,001 and £2,500,000: 15%
• Between £2,500,001 and £5,000,000: 17%
• Over £5,000,001: 20%

Non-mandatory Standards and certifications

• ISO/IEC 27001 certification: Yes
• Who accredited the ISO/IEC 27001: British Assessment Bureau
• ISO/IEC 27001 accreditation date: Thursday 23 October 2025
• What the ISO/IEC 27001 doesn’t cover: Full coverage.
• ISO 28000:2022 certification: No
• ISO 9001 certification: Yes
• Who accredited the ISO 9001 certification: British Assessment Bureau
• ISO 9001 accreditation date: Thursday 23 October 2025
• What the ISO 9001 doesn’t cover: Full coverage.
• Quality management systems (QMS): Yes
• CSA STAR certification: No
• PCI certification: No
• Cyber essentials: Yes
• Please provide your Cyber Essentials Certificate Number: 2ecd2beb-0d46-4394-b0e0-3b695228db5f
• Cyber essentials plus: Yes
• Please provide your Cyber Essentials Plus Certificate Number: 6255a6f6-77f6-4c79-871c-c76bfc9c591b
• Other security certifications: Yes
• Any other security certifications:
  • CREST/NCSC Cyber Incident Response Standard Level
  • CREST Penetration Testing

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
    • 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 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
    • Plans for positive actions with community groups.
    • 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

  • 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
    • 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
    • Working conditions which promote an inclusive working environment and promote retention and progression
    • Other measures to provide equality of opportunity for disabled people and those with health conditions into employment, including becoming a Disability Confident employer and inclusion of supported businesses in the contract supply chain
    • Understanding of the issues affecting inequality in employment, skills and pay in the market, industry or sector relevant to the contract, and in the supplier’s own organisation and those of its key sub-contractors. Measures to tackle inequality in employment, skills and pay in the contract workforce
    • Inclusive and accessible development practices, including guidance for line managers on recruiting, managing and developing people with a disability or health condition

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

    Policy Outcome 7: Creating a pipeline of opportunities: For the contract workforce, reducing barriers to entry for under-represented groups.

    • Understanding of the issues affecting the development of new skills by target cohort
    • Understanding of the underlying factors affecting improvements to reduce barriers to entry and training schemes for the target cohort(s) related to the contract workforce
    • Other measures to offer development opportunities for the target cohort(s) in the contract workforce
    • Advertising, promotional and outreach activities designed to raise awareness of the offer to reach the target cohort
    • Understanding of issues relating to entering the contract workforce
    • Creation of outreach activities to create a pipeline of employees for the future contract delivery
    • Content of the outreach activity is designed to suit the target cohort
    • Advertising, promotional and outreach activities designed to raise awareness of the offer to reach the target cohort

  • Mission: Build an NHS fit for the future: That is there when people need it; with fewer lives lost to the biggest killers; in a fairer Britain, where everyone lives well for longer.

    Policy Outcome 8: Increasing productivity through physical and mental wellbeing: In the supply chain and communities in the relevant area.

    • Understanding of issues relating to health and wellbeing, including physical and mental health, in the contract workforce
    • Understanding barriers to access to health and social care services or employment opportunities e.g. digital inclusion
    • Inclusive and accessible recruitment practices, development practices and retention policies that support-focused activities including those provided in the Guide for line managers on recruiting, managing and developing which support people with a disability or health condition
    • Actions to invest in the physical and mental health and wellbeing of the contract workforce

Service documents

• Pricing document

  PDF

• Service definition document

  PDF

• Terms and conditions

  PDF

Request an accessible format

If you use assistive technology (such as a screen reader) and need versions of these documents in a more accessible format, email the supplier at info@maplenetworks.co.uk. Tell them what format you need. It will help if you say what assistive technology you use.