GB GROUP PLC

Loqate - Capture Address, Mobile, Email and Bank Live Validation Service

Loqate is a real-time address validation solution that provides the ability to capture and validate/verify addresses/changes to postal addresses and provide insight about a specific location e.g. geo co-ordinates, building height or flood risks. Loqate can validate email addresses, Bank Account details and mobile and landline phone numbers.

Features

• Intuitive user interface and search tools
• Instant data verification
• Enrich basic location data
• Returns results in sub-second speed
• Improves on boarding experience
• Supports targeted marketing campaigns
• Validate telephone numbers, email addresses to confirm if live
• Builds great customer relationships
• Provides quality location intelligence
• Provides full global coverage

Benefits

• Validates input data to support onboarding process
• Improves overall customer experience
• Provides valuable insight to support targeted marketing campaigns
• Provides usable customer profiles
• Provides fast and accurate validation services
• Offers global service across 240 global territories

• 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 Bid.Management@gbgplc.com. Tell them what format you need. It will help if you say what assistive technology you use.

Framework

G-Cloud 15

Service ID

154004793624103

Contact

Rhys Davies
01244 657333
Bid.Management@gbgplc.com

About the service

• Service categories:
  • Application Development and Deployment
    • Analytics and business intelligence
      • Business Intelligence
        • Business Intelligence
• Multi cloud support: Yes

Service scope

• Software add-on or extension: No
• Cloud deployment model: Public cloud
• Service constraints: The systems consuming GBG Loqate must be able to connect to HTTPS/Port 443 and also be TLS 1.2 compliant.
• System requirements:
  • HTTPS/Port443 Connection
  • Compatible Browser
  • Valid Licensed Credentials

User support

• Email or online ticketing support: Yes
• Support response times: Within four hours provided the request is raised to the Helpdesk
• User can manage status and priority of support tickets: No
• Phone support: Yes
• Phone support availability: 24 hours, 7 days a week
• Web chat support: No
• Onsite support: Yes, at extra cost
• Support levels: 24/7 frontline support
• Support available to third parties: Yes

Onboarding and offboarding

• Getting started: Online documentation Training available on request
• Service documentation: Yes
• Documentation formats:
  • HTML
  • PDF
• Documentation accessibility standard: None or don’t know
• How the documentation is accessible: Web Browser or PDF Reader
• End-of-contract data extraction: GBG does not hold data, user credentials will be deleted 30 days after contract end (or sooner by request)
• End-of-contract process: To be discussed with the client

Using the service

• Web browser interface: No
• 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: API provided access to most functionality available through the Portal. Some exceptions will exist such as producing PDF reports.
• API documentation: Yes
• API documentation formats:
  • HTML
  • PDF
• API sandbox or test environment: Yes
• Customisation available: Yes
• Description of customisation: Via the API the service can be blended into your own applications.

Scaling

• Independence of resources: Capacity planning and management are part of the GBG Loqate Service provision. The usage and consumption of resources is regularly monitored and additional infrastructure can be introduced should usage approach capacity.

Analytics

• Service usage metrics: Yes
• Metrics types: Self Service reports are available for administrators
• Reporting types: Regular reports
• Resource tagging: No
• FOCUS resource tagging: No

Supplier type

• Supplier type: Not a reseller

Staff security

• Staff security clearance: Other security clearance
• Government security clearance: Security Clearance (SC)

Asset protection

• Knowledge of data storage and processing locations: Yes
• Data storage and processing locations:
  • United Kingdom
  • European Economic Area (EEA)
  • Other locations
• User control over data storage and processing locations: No
• Datacentre security standards: Supplier-defined controls
• Penetration testing frequency: At least once a year
• Penetration testing approach: Another external penetration testing organisation
• Protecting data at rest:
  • Physical access control, complying with another standard
  • Encryption of all physical media
• Data sanitisation process: Yes
• Data sanitisation type: Deleted data can’t be directly accessed / Cryptographic Erasure
• Equipment disposal approach: A third-party destruction service

Data importing and exporting

• Data export approach: Via PDF reports or CSV file
• Data export formats:
  • CSV
  • Other
• Other data export formats: PDF
• Data import formats: Other
• Other data import formats: User types in Search Criteria

Data-in-transit protection

• Data protection between buyer and supplier networks: TLS (version 1.2 or above)
• Data protection within supplier network: Other
• Other protection within supplier network: AES256

Availability and resilience

• Guaranteed availability: Target Availability is 99.9%
• Approach to resilience: Available on request
• Outage reporting: Email alerts

Identity and authentication

• User authentication needed: Yes
• User authentication: Username or password
• Access restrictions in management interfaces and support channels: Available on request
• Access restriction testing frequency: At least once a year
• Management access authentication: 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: Between 6 months and 12 months
• How long system logs are stored for: At least 12 months

Security governance

• Named board-level person responsible for service security: Yes
• Software Security Code of Practice: Yes
• Security governance certified: Yes
• Security governance standards: ISO/IEC 27001
• Information security policies and processes: The GBG Information Security Policy combines the development, delivery, management and maintenance of secure infrastructure and applications, in support of GBG Identity Management offerings, and specifically Identity Verification and Assurance. Within GBG, the Chief Information Security Officer (CISO) has overall accountability for Information Security and it is the responsibility of the CISO to make the appropriate provisions for establishing controls to ensure adherence to the GBG Information Security Management System. The CISO also provides the Senior Leadership Team and GBG Board with an Information Security review at the end of the financial year. The Chief Regulation Officer (CRO) chairs the quarterly Internal Controls Board, and is the main document signatory for GBG. The CRO is also head of GBG’s Legal team, who are responsible for ensuring compliance to all relevant legislation.

Operational security

• Configuration and change management standard: Supplier-defined controls
• Configuration and change management approach: All changes to the service must be delivered under the governance of the GBG Change Management Process. No change will be approved without clear remediation or back-out plan, properly identified, documented, tested and approved. There are three levels of configuration and change management: Standard Change, Emergency Change and Reviewed Change. The latter is not a routine or standard change and no documented process exists for the change. If there is uncertainty as to whether or not further review is required. It is better to request further review than to press forward with the change and have it fail.
• Vulnerability management type: Supplier-defined controls
• Vulnerability management approach: The Vulnerability Management Process will involve assessing the extent to which the assets are vulnerable to the identified threat. Once the Vulnerability assessments have been conducted, the level of risk will then need to be determined. Risk’s with a risk rating that falls below the Risk Appetite for the business are ‘tolerated’. The Risk Appetite for GBG is Cautious. Risk’s that fall within the Risk Appetite will require the risk owner to create a treatment plan to reduce the level of risk. Treatment plans are proposed ideas or controls that can be implemented that would reduce the level of risk.
• Protective monitoring type: Supplier-defined controls
• Protective monitoring approach: Available on request
• Incident management type: Supplier-defined controls
• Post-quantum cryptography secure: No
• Incident management approach: The process is defined as part of the Information Security policy.

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: Yes
• Description of free trial: Included: Subject to client requirement Not Included: Subject to client requirement Limited Time Period: Typically 4 weeks

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%

Standards and certifications

• ISO/IEC 27001 certification: Yes
• ISO/IEC 27001 accredited by: BSI
• ISO/IEC 27001 accreditation date: Saturday 6 May 2028
• What the ISO/IEC 27001 doesn’t cover: Nothing available to Clients.
• ISO 28000:2022 certification: No
• ISO 9001 certification: No
• Quality management systems (QMS): Yes
• CSA STAR certification: No
• PCI certification: Yes
• PCI DSS certification accredited by: Verizon
• PCI DSS accreditation date: Thursday 29 May 2025
• What the PCI DSS doesn’t cover: Please note PCI DSS only applies to ID3global.
• Cyber essentials: Yes
• Cyber Essentials Certificate Number: 42069e2f-0ada-4369-9b73-a9141f9f67ca
• Cyber essentials plus: Yes
• Cyber Essentials Plus Certificate Number: Eb8e84ed-1f87-478b-8c00-29b239beb1ff
• Other security certifications: Yes
• Any other security certifications: SOC 2 Type 2 (for GBG Detected ONLY)

Social value

• Mission: Kick start economic growth:

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

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

  • New or retained jobs on the contract workforce in the relevant area that meet the criteria set out in MAC 1b, 1c and 1d
  • New apprenticeships on the contract workforce in the relevant area that meet the criteria set out in MAC 1b
  • Providing opportunities for, and measuring and monitoring of, staff workforce conditions over time, including employee engagement, involvement in decision-making and satisfaction and adapting to any changes in the results, with clear processes for acting on issues identified
  • Plans to engage the contract workforce in deciding the most important workplace issues to address
  • Monitoring of employee engagement rates (by protected characteristic) and, where necessary, the development of actions to ensure all voices are heard across the diversity of the workforce
  • Employment contracts that reflect actual hours worked; steps taken to ensure employees understand their contracts and have the ability to review and adjust them if actual hours regularly exceed contracted hours
  • Activities that support an environment where staff are educated about, and feel empowered to, address their physical wellbeing
  • Activities that support an environment where staff are educated about and feel empowered to report and address bullying and harassment
  • Activities to cascade good practice on fair working conditions throughout the supply chain
  • Offer a pay and leave entitlement to all eligible staff who become kinship carers, ideally equivalent to statutory adoption pay and leave
  • Payment of more than the National Minimum Wage or National Living Wage (as appropriate) to the contract workforce
  • Monitoring and reporting of gender and ethnicity pay gaps and plans to address them where necessary
  • Entitlement to sick pay for the contract workforce, with provision in place for any staff who do not meet the earnings threshold for statutory sick pay, payment of sick pay from day one of absence and payment of staff on the contract workforce who are off sick a replacement income of 100% of their usual earnings for as long as possible
  • Plans for an appropriate income replacement policy for staff who are required to spend time away from work to care for a sick dependent or close relative
  • Understanding of in-work progression issues affecting the market, industry or sector relevant to the contract, and in the supplier’s own organisation and those of its key sub-contractors
  • Measures to support in-work progression to help people in the contract workforce, to move into higher paid work by developing new skills relevant to the contract
  • Support for the contract workforce by providing career advice, and providing opportunities for staff working on the contract with in-work progression career development into known skills shortages or high growth areas
  • Support for educational attainment relevant to the contract, including training schemes that address skills gaps and result in recognised qualifications
  • Volunteering opportunities for staff
  • Understanding of the modern slavery risks and issues affecting the market, industry, sector or country (of origin or of source) relevant to the contract, and the workforce in the supplier’s own organisation and those of its key subcontractors
  • Measures to identify, mitigate and manage modern slavery risks relating to the contract and how these will be implemented
  • Outline policies and practices to be applied to or put in place for the contract to mitigate and manage modern slavery risks, including: Pre-employment checks, recruitment practices. Workplace conditions, safeguarding plans and processes in place and regular monitoring with relevant groups considered, which may include sampling
  • How these flow down the supply chain and are monitored Illustrative examples include reporting, site visits, audits, etc.
  • How to ensure business decisions re: price/cost, short lead times, payment timescales do not create modern slavery risks in the supply chain
  • How the supplier will work with NGOs, trade unions or other businesses to address modern slavery risk
  • Means of influencing staff, suppliers, customers, communities and/or any other appropriate stakeholders with respect to modern slavery risks relating to the contract

  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

  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
  • 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
• 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
  • Delivery of training schemes and programmes to address any identified skills gaps and under-representation in the workforce for the contract (e.g. prison leavers, care leavers, kinship carers, disabled people)
  • Understanding of the issues affecting the representation of disabled people in the workforce in the market, industry or sector relevant to the contract, and in the supplier’s own organisation and those of its key sub-contractors
  • Collection of the views and expertise of disabled people and their representative organisations on successfully supporting disabled employees or applicants
  • Inclusive and accessible recruitment practices, and retention-focused activities, including those provided in the Guide for line managers on recruiting, managing and developing people with a disability or health condition
  • Introducing transparency to pay and reward processes
  • Offering a range of quality opportunities with routes of progression if appropriate, e.g. T Level industry placements, students supported into higher level apprenticeships.
  • Working conditions which promote an inclusive working environment and promote retention and progression
  • Other measures to provide equality of opportunity for disabled people and those with health conditions into employment, including becoming a Disability Confident employer and inclusion of supported businesses in the contract supply chain
  • Understanding of the issues affecting inequality in employment, skills and pay in the market, industry or sector relevant to the contract, and in the supplier’s own organisation and those of its key sub-contractors. Measures to tackle inequality in employment, skills and pay in the contract workforce
  • Inclusive and accessible development practices, including guidance for line managers on recruiting, managing and developing people with a disability or health condition

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

  • Understanding of the issues affecting the development of new skills by target cohort
  • Understanding of the underlying factors affecting improvements to reduce barriers to entry and training schemes for the target cohort(s) related to the contract workforce
  • Other measures to offer development opportunities for the target cohort(s) in the contract workforce
  • Understanding of issues relating to entering the contract workforce
• 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 Bid.Management@gbgplc.com. Tell them what format you need. It will help if you say what assistive technology you use.