Property Inspect

Radweb Property Inspect - Housing Compliance, Audit and Inspection Software

Property Inspect is a digital property inspection platform supporting compliant, auditable inspections and risk assessments across commercial, local authority, housing, and estates portfolios. It enables structured inspections, reporting, issue tracking, and compliance workflows, helping organisations meet statutory obligations, manage risk, and maintain consistent property standards.

Features

• Browser-based inspection reporting
• Mobile inspections with offline capture
• Configurable inspection templates
• Risk assessment workflows
• Photo and evidence capture
• Issue tracking and action management
• Audit trails and inspection history
• Role-based user access
• API integration support
• Secure cloud hosting

Benefits

• Improves statutory compliance
• Reduces operational risk
• Standardises inspections
• Supports mobile working
• Improves audit readiness
• Speeds up reporting
• Centralises inspection data
• Improves accountability
• Supports multi-site estates
• Reduces manual processes

• 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 bids@propertyinspect.uk. Tell them what format you need. It will help if you say what assistive technology you use.

Framework

G-Cloud 15

Service ID

864068685161190

Contact

Sian Hemming-Metcalfe
03309 125 005
bids@propertyinspect.uk

About your service

• Service categories:

  Applications

  Enterprise resource management

  • Asset life-cycle management
• Multi cloud support: Yes

Service scope

• Software add-on or extension: Yes
• What software services is the service an extension to: Property Inspect can be used as a standalone inspection and compliance platform. It can also integrate with third-party systems such as property management, asset management, or reporting tools via public API where required.
• Cloud deployment model: Public cloud
• Service constraints: Property Inspect requires an internet connection for some functionality, although mobile inspections can be captured offline and synchronised later. Planned maintenance windows are communicated in advance. Performance may be affected on unsupported browsers or legacy devices. No specialist hardware is required beyond standard mobile or desktop devices.
• System requirements:
  • Modern web browser (suggest no older than 2 years)
  • Internet connection (only when syncing and managing desktop functionalities)
  • IOS or Android device (mobile / tablet / pad)
  • JavaScript enabled
  • Secure login credentials
  • Email access
  • Supported operating system
  • PDF viewer
  • Camera-enabled device
  • Standard screen resolution

User support

• Email or online ticketing support: Yes
• Support response times: Support requests are acknowledged within a 10 min SLA during the core working week and certainly within one business day. Standard support operates Monday to Friday, 9:30am–5:30pm UK time. Weekend coverage is supported on Saturdays and all critical incidents throughout the weekend / evenings.. Response and resolution times vary by issue severity and support level.
• User can manage status and priority of support tickets: Yes
• Online ticketing support accessibility: WCAG 2.2 AA
• Phone support: Yes
• Phone support availability: 9 to 5 (UK time), Monday to Friday
• Web chat support: Yes
• Web chat support availability: 9 to 5 (UK time), Monday to Friday
• Web chat support accessibility standard: WCAG 2.2 AA
• Web chat accessibility testing: Web chat accessibility is provided through Intercom. Accessibility considerations are informed by Intercom’s published accessibility standards and internal testing. While we have not conducted bespoke assistive technology testing with end users, accessibility feedback is reviewed and issues are addressed as part of ongoing service improvement.
• Onsite support: Yes, at extra cost
• Support levels: Property Inspect offers tiered support. Standard support is included and provides email/ticketing/phone support during UK business hours. Enhanced support packages can be made available at additional cost and may include faster response times, named contacts, and onboarding assistance. Dedicated technical account management can be provided for larger or public-sector deployments by agreement.
• Support available to third parties: Yes
• AI chatbot: Yes

Onboarding and offboarding

• Getting started: Onboarding includes online training, self-accessed documentation, and account-manager guided setup. Optional onboarding sessions and training workshops are available. Public-sector customers can request tailored onboarding support.
• Service documentation: Yes
• Documentation formats:
  • HTML
  • PDF
• End-of-contract data extraction: Users can export their data before contract termination via self-service tools, csv files, PDF downloads. Data is provided in standard open formats. Support is available to assist with extraction.
• End-of-contract process: Upon termination, access is retained for a defined notice period. Data export is included. Extended support or migration assistance may incur additional cost. Data is securely deleted after agreed retention periods.
• Documentation accessibility standard: WCAG 2.2 AA

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Microsoft Edge
  • Firefox
  • Chrome
  • Safari
  • Opera
  • Other
• Application to install: No
• Designed for use on mobile devices: Yes
• Differences between the mobile and desktop service: Mobile supports offline inspections, photo capture, and on-site data entry. Desktop is optimised for report review, administration, configuration, and data analysis. Core functionality remains consistent across devices.
• Service interface: Yes
• User support accessibility: WCAG 2.2 AA
• Description of service interface: Property Inspect provides a web-based user interface for inspection management, reporting, and administration. Users access role-based dashboards, inspection workflows, and reporting tools through a secure browser interface.
• Accessibility standards: WCAG 2.2 AA
• Accessibility testing: User feedback and internal testing inform accessibility improvements. Assistive technologies are supported where compatible with browser standards.
• API: Yes
• What users can and can't do using the API: The public API allows users to integrate inspection data with third-party systems, automate data exchange, and manage records programmatically. Users can retrieve inspection data, create or update records, and synchronise metadata. Some administrative functions remain restricted for security reasons.
• API documentation: Yes
• API documentation formats:
  • Open API (also known as Swagger)
  • HTML
  • PDF
• API sandbox or test environment: Yes
• Customisation available: Yes
• Description of customisation: Authorised users / account owners can customise accounts, layout, emails, desktop, inspection templates, workflows, user roles, fields, scoring logic, and reporting outputs (white label). Configuration is managed through the admin interface. Customisation is restricted to maintain system integrity and security.

Scaling

• Independence of resources: The service uses logically isolated environments with scalable cloud infrastructure to ensure customer performance is not impacted by other users’ demand. This is managed and monitored daily.

Analytics

• Service usage metrics: Yes
• Metrics types: Metrics include inspection volumes, user activity, completion rates, and system usage.
• Reporting types:
  • API access
  • Real-time dashboards
  • Regular reports
  • Reports on request
• Resource tagging: Yes
• FOCUS resource tagging: No

Resellers

• Supplier type: Not a reseller

Staff security

• Staff security clearance: Other security clearance
• Government security clearance: Baseline Personnel Security Standard (BPSS)

Asset protection

• Knowledge of data storage and processing locations: Yes
• Data storage and processing locations: European Economic Area (EEA)
• User control over data storage and processing locations: No
• Datacentre security standards: Managed by a third party
• Penetration testing frequency: At least once a year
• Penetration testing approach: ‘IT Health Check’ performed by a CREST-approved service provider
• Protecting data at rest: Encryption of all physical media
• Data sanitisation process: Yes
• Equipment disposal approach: A third-party destruction service
• Data sanitisation type: Deleted data can’t be directly accessed / Cryptographic Erasure

Data importing and exporting

• Data export approach: Data can be exported via the platform interface or in structured formats such as PDF’s.
• Data export formats:
  • CSV
  • Other
• Other data export formats: JSON
• Data import formats:
  • CSV
  • Other
• Other data import formats: PDF

Data-in-transit protection

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

Availability and resilience

• Guaranteed availability: Target availability of 99.9% per month excluding planned maintenance. Service credits may apply where SLAs are not met, as defined in contractual terms.
• Approach to resilience: Hosted on resilient cloud infrastructure with redundancy, monitoring, and backup. Details available on request.
• Outage reporting: Outages are communicated via email notifications and service status updates.

Identity and authentication

• User authentication needed: Yes
• User authentication:
  • Multi-Factor Authentication (MFA)
  • Public key authentication (including by TLS client certificate)
  • Username or password
• Access restrictions in management interfaces and support channels: Role-based access control restricts administrative and support access. Managed directly by CTO and Head of Engineering (development team).
• Access restriction testing frequency: At least once a year
• Management access authentication:
  • Multi-Factor Authentication (MFA)
  • Username or password

Audit information for users

• Access to user activity audit information: Users have access to real-time audit information
• How long user audit data is stored for: At least 12 months
• Access to supplier activity audit information: Users have access to real-time audit information
• How long supplier audit data is stored for: At least 12 months
• How long system logs are stored for: At least 12 months

Security governance

• Named board-level person responsible for service security: Yes
• Security governance certified: Yes
• Security governance standards: Other
• Other security governance standards: IASME, Cyber Essentials Plus, SOC 2 Type 1 with SOC 2 Type 2 due to be completed within the next 6 months (as of Jan26).
• Information security policies and processes: Radweb T/A Property Inspect maintains formal information security policies covering access control, incident response, data protection, and risk management. Governance is overseen by senior management.
• Software Security Code of Practice: Yes

Operational security

• Configuration and change management standard: Supplier-defined controls
• Configuration and change management approach: Radweb operates a formal configuration and change management process. Service components are tracked through their lifecycle using version control, deployment pipelines, and documented configuration records. All changes are logged, reviewed, and approved prior to implementation. Security impact is assessed as part of change evaluation, including potential effects on data protection, access controls, and system availability. Changes are tested in non-production environments before release, with rollback plans in place. Emergency changes follow an expedited but controlled approval process and are reviewed retrospectively.
• Vulnerability management type: Supplier-defined controls
• Vulnerability management approach: We check all patches Severity and what threats it could cause to our infrastructure; Patching is done at least every 14 days but if a critical patch is available this will usually be applied sooner.; ; We use AWS Inspector, SSM Patch Management, Threatdown Patch Management, Jamf Pro Patching, Monitor https://nvd.nist.gov/
• Protective monitoring type: Supplier-defined controls
• Protective monitoring approach: Processes include tracking, risk assessment, patching, monitoring, and incident response aligned to industry best practice.
• Incident management type: Supplier-defined controls
• Incident management approach: Incidents are logged, assessed, and responded to according to severity. Users can report incidents via support channels and receive updates and reports via the channel they reported the incident.
• Post-quantum cryptography secure: No

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: Yes
• Description of free trial: Time-limited access to core inspection functionality depending on package selected. Excludes advanced configuration and premium support. 14 days but can be extended
• Link to free trial: https://propertyinspect.com/uk/signup/?_gl=1*r2vgyc*_up*MQ..*_gs*MQ..&gclid=CjwKCAiAybfLBhAjEiwAI0mBBv_gymALFYsppSNfoPhsbozA6tgXnfNwvmiaAc1OEmAvTf1PRzE2zRoCqokQAvD_BwE&gbraid=0AAAAA-bZdrapnEPcS2RRRJuZ8RU6kcorL

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

• Less than £250,000: 0%
• Between £250,000 and £500,000: 2%
• Between £500,001 and £1,000,000: 5%
• Between £1,000,001 and £2,500,000: 7%
• Between £2,500,001 and £5,000,000: 10%
• Over £5,000,001: 12%

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: You do not have a current and valid Cyber Essentials certificate, or will not have in place within 12 months of the date of award but have an IASME certified equivalent.
• Cyber essentials plus: Yes
• Please provide your Cyber Essentials Plus Certificate Number: 1ca5972b-8074-4a77-a6a6-4310185817d3
• Other security certifications: Yes
• Any other security certifications: IASME Cyber Assurance - 2e45d769-311f-4d52-b429-ac3b207dbeb4

Social value

• Section B - Commitment for Future: Delivery:

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

    Policy Outcome 1: Fair work: That offers fair wages and good working conditions. Help people get a job, stay in work, and progress in their careers, with good employment opportunities across the country. Notes: Where there is a large proportion of labour costs in the contract, commercial teams should consider MAC in Outcome 1 as a priority

    • New or retained jobs on the contract workforce in the relevant area that meet the criteria set out in MAC 1b, 1c and 1d
    • Providing opportunities for, and measuring and monitoring of, staff workforce conditions over time, including employee engagement, involvement in decision-making and satisfaction and adapting to any changes in the results, with clear processes for acting on issues identified
    • Plans to engage the contract workforce in deciding the most important workplace issues to address
    • Ensuring new workers are informed of their right to join a trade union
    • Monitoring of employee engagement rates (by protected characteristic) and, where necessary, the development of actions to ensure all voices are heard across the diversity of the workforce
    • Employment contracts that reflect actual hours worked; steps taken to ensure employees understand their contracts and have the ability to review and adjust them if actual hours regularly exceed contracted hours
    • Activities that support an environment where staff are educated about, and feel empowered to, address their physical wellbeing
    • Activities that support an environment where staff are educated about and feel empowered to report and address bullying and harassment
    • Activities to cascade good practice on fair working conditions throughout the supply chain
    • 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
    • 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 bids@propertyinspect.uk. Tell them what format you need. It will help if you say what assistive technology you use.