IRIS SOFTWARE LIMITED

IRIS Innervision Lease Accounting

IRIS Innervision is a Cloud-based lease management and accounting solution supporting IFRS 16, FRS 102, and ASC 842. It centralises lease data and automates calculations for liabilities, ROU assets, journals, and disclosures across the full lease life cycle, reducing manual processes and improving compliance

Features

• Standalone cloud based lease accounting subledger
• Automated IFRS 16 and FRS 102 compliant calculations
• ROU asset and lease liability measurement engine
• Configurable lease modifications and remeasurement processing
• Automated interest, depreciation, and amortisation schedules
• Comprehensive audit trail with full calculation transparency
• Standardised and advanced financial reporting suite
• Multideity, multicurrency lease accounting support
• Secure data exports for journals and disclosures
• Controlled user access and role-based permissions

Benefits

• Centralise lease data in a single trusted source
• Reduce manual calculations and spreadsheet dependency
• Improve accuracy of lease accounting and reporting
• Ensure ongoing compliance with lease accounting standards
• Simplify period end close and financial reconciliations
• Increase audit confidence through transparent audit trails
• Support scalable lease portfolios across entities and currencies
• Enable faster reporting and decision-making
• Reduce operational risk from manual processing errors
• Streamline collaboration between finance, audit, and compliance teams

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@iris.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

867069398221230

Contact

Bid Team
0344 225 1525
Bidteam@iris.co.uk

About your service

• Service categories:

  Applications

  Enterprise resource management

  • Asset life-cycle management

  Financial

  • Financial and Accounting Applications
• Multi cloud support: Yes

Service scope

• Software add-on or extension: No
• Cloud deployment model: Public cloud
• Service constraints: None
• System requirements: Modern Web browser

User support

• Email or online ticketing support: Yes
• Support response times: Our support business hours are Monday - Friday 09:00 - 17:30 (excluding bank holidays UK) . No weekend support is offered.
• User can manage status and priority of support tickets: No
• Phone support: No
• Web chat support: No
• Onsite support: No
• Support levels: We have a 1st line team who pick up the queries that customers send in, these range from User Guidance to Service requests, if this can be performed by the team they will then action.; ; If there are queries that are beyond their knowledge or requires further skills/tools to troubleshoot then it will go to the 2nd line team which is currently handled by our professional services team. They will then investigate the issue and either help resolve or create a ticket to the development team for further investigation; ; The development team then investigate issues reported in the software as bugs and looks to help resolve in future releases. They also have a team that work on requests that require their skillsets/tools to change elements on the customers environment that Support aren't able to. ; ; No support tiers available for Innervision
• Support available to third parties: No

Onboarding and offboarding

• Getting started: The Professional Services team have an onboarding service that they provide to the customer covering system readiness, training, data load & validation, and output review.
• Service documentation: Yes
• Documentation formats:
  • HTML
  • PDF
• End-of-contract data extraction: Users are given time to extract the data using existing reports and/or raising a Support ticket for detailed rentals and lease modifications in a CSV.
• End-of-contract process: Included within the price of the contract is the use of the software for the period agreed, with number of users and number of leases stipulated. Access to our Support team is included.; ; For an additional cost it is possible to gain access to our Professional Services team to implement and train your team during the on boarding process.
• Documentation accessibility standard: None or don’t know
• How the documentation is accessible: PDFs can be made accessible through tagging, which allows assistive technologies like screen reader to interpret content. HTML can be made accessible through semantic markup.

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Microsoft Edge
  • Chrome
• Application to install: No
• Designed for use on mobile devices: No
• Service interface: No
• User support accessibility: None or don’t know
• API: Yes
• What users can and can't do using the API: We have APIs for Lease Upload and in life Modifications, we also support a full API for General ledger - all facets from GL creation to journal production and monthly closeout.
• API documentation: Yes
• API documentation formats:
  • Open API (also known as Swagger)
  • Other
• API sandbox or test environment: Yes
• Customisation available: No

Scaling

• Independence of resources: Our current solution is single tenanted with each client having their own databases.

Analytics

• Service usage metrics: Yes
• Metrics types: Number of tickets raised and solved broken down by type, SLA performance and number of breaches (if applicable).
• Reporting types: Reports on request
• Resource tagging: No
• FOCUS resource tagging: No

Resellers

• Supplier type: Not a reseller

Staff security

• Staff security clearance: Other security clearance
• Government security clearance: None

Asset protection

• Knowledge of data storage and processing locations: Yes
• Data storage and processing locations:
  • United Kingdom
  • European Economic Area (EEA)
  • Other locations
• User control over data storage and processing locations: Yes
• Datacentre security standards: Complies with a recognised standard (for example CSA CCM version 4.0)
• Penetration testing frequency: At least once a year
• Penetration testing approach: NCSC 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 Erasure
  • Degaussing

Data importing and exporting

• Data export approach: All reports are exportable to Excel or CSV from the UI.
• Data export formats: CSV
• Data import formats:
  • CSV
  • Other
• Other data import formats: Minimal JSON

Data-in-transit protection

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

Availability and resilience

• Guaranteed availability: We endeavour to deliver uptime for IRIS Lease Accounting of 98%, excluding any planned maintenance, in each calendar month subject to excluding certain conditions such as Force Majeure etc.
• Approach to resilience: Options for HA, Warm Standby, Cold Standby.
• Outage reporting: Via monitoring system, and a ITIL CIM awareness process using numerous comms channels.

Identity and authentication

• User authentication needed: Yes
• User authentication:
  • Multi-Factor Authentication (MFA)
  • Identity federation with existing provider (for example Google Apps)
  • Username or password
• Access restrictions in management interfaces and support channels: In our CRM platform we have roles designated for the users that restricts what permissions they have on the platform. We also have a process that authorises users to have access that requires sign off from multiple heads before we onboard a staff user to the platform
• Access restriction testing frequency: At least every 6 months
• Management access authentication:
  • Multi-Factor Authentication (MFA)
  • Identity federation with existing provider (for example Google Apps)
  • Dedicated link (for example VPN)
  • Username or password

Audit information for users

• Access to user activity audit information: Users contact the support team to get audit information
• How long user audit data is stored for: At least 12 months
• Access to supplier activity audit information: Users contact the support team to get 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:
  • ISO/IEC 27001
  • Other
• Other security governance standards: ISAE3402
• Information security policies and processes: IRIS operates using a full suite of internal policies and processes - including but not limited to:; ISMS Acceptable use policy; ISMS Access control; ISMS Anti-virus; ISMS Communication and mobile devices; ISMS Computer systems and equipment use; ISMS Cybercrime and security incidents; ISMS Email policy; ISMS Information management; ISMS Internet use; ISMS Laptop and tablet security policy; ISMS Legal compliance; ISMS Password and authentication policy; ISMS Physical access policy; ISMS Remote access policy; ; Security and management of data are in line with established IRIS Group policies and procedures. We have Group IT governance and a DPO. All staff are data security trained. We commission independent Software Penetration Testing at least annually. Our penetration testing provider performs both manual and automated tests against our software in both a “black” and “white” box fashion.; ; Reporting structure:; All IRIS staff are responsible for compliance with data protection in line with IRIS policies and procedures. The Chief Information Officer (CIO) has ultimate responsibility for enforcement of policies and procedures.; ; IRIS has a Group Data Protection Policy. Staff who may have access to your data – for example in relation to Support or Professional Services are required to operate to standard operating procedures.
• 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 controlled configuration and change management process aligned with secure development and ITIL change enablement practices. All changes follow a structured workflow: they are logged, assessed, prioritised, and approved by Product and Engineering leadership. Code and configuration updates go through peer review, automated testing, and deployment to non-production environments before release. Only authorised personnel can make configuration changes, and all updates are version-controlled and fully audited. Releases are approved, documented, and communicated through formal release processes, ensuring traceability, security, and compliance across the product lifecycle.
• Vulnerability management type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Vulnerability management approach: We maintain a structured vulnerability management process to identify, assess and remediate threats across our services. Potential vulnerabilities are monitored through automated scanning, secure development practices, external threat intelligence feeds, vendor advisories, and security community alerts. Identified risks are evaluated by our Security and Engineering teams, prioritised based on severity and impact, and tracked through our internal remediation workflow. Critical vulnerabilities are patched as quickly as possible, often within standard emergency release windows. All fixes follow our controlled deployment process, with testing and approvals before production rollout. This ensures timely, secure, and consistent protection of our services.
• Protective monitoring type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Protective monitoring approach: Via an enterprise alerting system.
• Incident management type: Undisclosed
• Incident management approach: Specific organisational structure and processes via IMT
• 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: 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
• ISO/IEC 27001 accreditation date: Sunday 13 October 2024
• What the ISO/IEC 27001 doesn’t cover: Some regions where ISO is not the prevalent standard, for example North America, are not covered by our ISO Certifications and in those regions we have other assurance frameworks like SOC1 and SOC2.; ; Our Every HR is not actively ISO 27001 compliant but is working towards.
• ISO 28000:2022 certification: No
• ISO 9001 certification: Yes
• Who accredited the ISO 9001 certification: Bsi
• ISO 9001 accreditation date: Tuesday 21 January 2025
• What the ISO 9001 doesn’t cover: Some regions where ISO is not the prevalent standard, for example ; ; North America, are not covered by our ISO Certifications and in those regions we have other assurance frameworks like SOC1 and SOC2.
• Quality management systems (QMS): Yes
• CSA STAR certification: No
• PCI certification: Yes
• Who accredited the PCI DSS certification: Foregenix Ltd
• PCI DSS accreditation date: Friday 4 April 2025
• What the PCI DSS doesn’t cover: Only our PayPlus environment is covered by our PCI certification. No sensitive payment card information is processed or stored in any IRIS environment and all processing activities are outsourced.
• Cyber essentials: Yes
• Please provide your Cyber Essentials Certificate Number: 2896d6f0-b1c8-4f71-8256-596356f682e0
• Cyber essentials plus: No
• Cyber Essentials Alternative: You do not have a current and valid Cyber Essentials Plus certificate, or will not have in place within 12 months of the date of award but have an IASME certified equivalent.
• Other security certifications: No

Social value

• Section B - Commitment for Future: Delivery:

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

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

    • New or retained jobs on the contract workforce in the relevant area that meet the criteria set out in MAC 1b, 1c and 1d
    • New apprenticeships on the contract workforce in the relevant area that meet the criteria set out in MAC 1b
    • Providing opportunities for, and measuring and monitoring of, staff workforce conditions over time, including employee engagement, involvement in decision-making and satisfaction and adapting to any changes in the results, with clear processes for acting on issues identified
    • Plans to engage the contract workforce in deciding the most important workplace issues to address
    • 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
    • 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
    • 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
    • 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
    • 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.
    • 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
    • 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 Bidteam@iris.co.uk. Tell them what format you need. It will help if you say what assistive technology you use.