NIQ Brandbank

Digital Food (& Other FMCG) Product Content

NIQ Brandbank creates and maintains a vast repository of food (and near food) product data and images, driving the eCommerce platforms of the UK's leading supermarkets. This data can be used (via our Content Licensing service) by any party requiring up-to-date data for multiple other purposes.

Features

• Current Product Data
• Brand/Supplier-Approved Product Data
• Automated Data Delivery
• Leading Industry Insight
• Food Information Law Insight (applied online)
• Additional (inferred) Label Data
• Nutrition & Diet-led Data
• FMCG Product Image Database

Benefits

• Supports evidence-based policy making
• Leading Industry Insight (e.g. reformulation trends)
• Understand efficacy/impact of policy & regulation
• Informs strategic thinking
• A ready-to-go comprehensive view of today's eCommerce grocery market
• Granular Structured Data

• Education pricing available
• Free trial available

Service documents

• Pricing document

  ODT

• Service definition document

  ODT

• Terms and conditions

  ODT

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 sean.roberts@nielseniq.com. Tell them what format you need. It will help if you say what assistive technology you use.

Framework

G-Cloud 15

Service ID

547042083869484

Contact

Sean Roberts
0330 555 3344
sean.roberts@nielseniq.com

About your service

• Service categories:

  Applications

  Content workflow and management

  • Capture
  • Creative

  Content services

  • Content Sharing and Collaboration Applications

  Persuasive content management

  • Digital Asset Management Applications
  • Product Content Management Applications
• Multi cloud support: Yes

Service scope

• Software add-on or extension: Yes, but can also be used as a standalone service
• What software services is the service an extension to: Retail Measurement Services; Nutritional Profiling Services; PIM, ; DAM; GDSN Data pool systems
• Cloud deployment model: Public cloud
• Service constraints: Regular planned maintenance. 2 categories: 1) Software updates (monthly releases); 2) Monthly system patches (Operating System Updates). We publish planned maintenance for the year in advance
• System requirements: None (cloud-based service (SaaS) accessed through a browser)

User support

• Email or online ticketing support: Yes
• Support response times: Support teams have 2 hours to respond to initial query - within our operating hours and days (Mon-Friday 8:00-17:00hrs UK time)
• User can manage status and priority of support tickets: No
• 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: EN 301 549
• Web chat accessibility testing: No formal testing has been done specifically for assistive tech users.
• Onsite support: Yes, at extra cost
• Support levels: We will provide an account manager (operational & technical) all of which is underpinned with support structures (SLAs)
• Support available to third parties: Yes
• AI chatbot: No

Onboarding and offboarding

• Getting started: User documentation is available to access online via a login. A video call can be arranged to answer any questions following review of the documentation. Onsite can be provided as an additional service as required.
• Service documentation: Yes
• Documentation formats: Other
• Other documentation formats: Web Pages
• End-of-contract data extraction: For data where the user retains ownership prior to termination of the contract, this could be downloaded manually from the user interface or can be delivered in the format required, csv, xls etc. Any specific custom requirements can be reviewed upon request.
• End-of-contract process: At the end of your contract period, use of NIQ Brandbank services and applications will be removed. This can include a requirement to remove all NIQ Brandbank content from systems. Any contract includes all deliverables mutually agreed by the parties against each requirement/contract. Any changes in requirements or additional offboarding support will be reviewed separately
• Documentation accessibility standard: None or don’t know
• How the documentation is accessible: Simple and clear use of language. Clear sign-posting and titles. Sentence case used. Content is structured and organised logically. Clear font choice & size. Table cells not split or merged

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Microsoft Edge
  • Firefox
  • Chrome
• Application to install: Yes
• Compatible operating systems: Windows
• Designed for use on mobile devices: No
• Service interface: Yes
• User support accessibility: EN 301 549
• Description of service interface: Service available via an API
• Accessibility standards: None or don’t know
• Description of accessibility: The service is available to all users capable of using API technology
• Accessibility testing: Not applicable for API service
• API: Yes
• What users can and can't do using the API: NIQ Brandbank sets up the API for the User and provides credentials to use the API. Users cannot set up the service themselves, or make changes. The API is typically used to 'get' product data. Other API-related methods are available depending on the service requirements.
• API documentation: Yes
• API documentation formats: Other
• API sandbox or test environment: Yes
• Customisation available: Yes
• Description of customisation: Depending on the service, customisation can be implemented at a developmental level and cost if it is not already in place.

Scaling

• Independence of resources: Services are auto scaled based on demand

Analytics

• Service usage metrics: Yes
• Metrics types: Consumption metrics:; Frequency of downloads; call-ins to the API; log-ins; Volume of product content
• Reporting types:
  • Regular reports
  • 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: Baseline Personnel Security Standard (BPSS)

Asset protection

• Knowledge of data storage and processing locations: Yes
• Data storage and processing locations:
  • European Economic Area (EEA)
  • Other locations
• 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: Another external penetration testing organisation
• Protecting data at rest: Other
• Other data at rest protection approach: Managed by Microsoft, according to relevant standards, including: https://learn.microsoft.com/en-us/azure/security/fundamentals/platform
• Data sanitisation process: Yes
• Equipment disposal approach: In-house destruction process
• Data sanitisation type:
  • Deleted data can’t be directly accessed / Cryptographic Erasure
  • Explicit overwriting of storage before reallocation / Secure Erase

Data importing and exporting

• Data export approach: APIs are available to receive content. Data can also be extracted via Excel files manually. There is also a web-based UI where users can be granted relevant permissions to extract data.
• Data export formats: Other
• Other data export formats:
  • XML
  • JSON
  • Xlsx
• Data import formats: Other
• Other data import formats: XML

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: Business Up time ; ; Subject to circumstances outside of NIQ Brandbank’s reasonable control, NIQ Brandbank aims to keep the NIQ Brandbank Applications operational: ; ; a)for a minimum of 99% of the time during *Core Working Hours ; ; b)95% of the time overall; and ; ; c)so that 95% of all Users can log-on within five minutes of their first attempt on any occasion. ; ; NIQ Brandbank shall use reasonable endeavours to publish the times of planned system outages in the NIQ Brandbank Applications. So far as is reasonably practical, NIQ Brandbank shall aim to keep any planned system outages outside of Working Hours and shall aim to keep such outages under four hours’ continuous duration on each occasion ; ; *Core Working Hours 08:00 - 17:00 UKT; ; Due to NIQ Brandbank not working on a credit system, there is no set criteria for refunds based on availability.
• Approach to resilience: Disaster Recovery ; ; The NIQ Brandbank IT estate is designed not to have any single points of failure and we have a combination of physical and cloud-based resiliency. For primary data, this is hosted within the Azure Cloud with resilient servers and solutions. For local based servers at our head office, these also have resiliency and are regularly backed up but do not hold our primary data and systems. Within NIQ Brandbank we also have a very robust remote working solution with the majority of departments able to work remotely if required. ; ; Further details can be supplied if required.
• Outage reporting: In the case of a wide scale outage or high degredation to major services, the major incident process is initiatated and communications will be sent to all NIQ Brandbank staff on a rgeular basis until resolved. If customers are impacted then the designated customer service managers will communicate the details and if required questions can be raised to the NIQ Brandbank Major Incident team.

Identity and authentication

• User authentication needed: Yes
• User authentication:
  • Multi-Factor Authentication (MFA)
  • Username or password
• Access restrictions in management interfaces and support channels: Access to management interfaces & support channels is restricted to global admins and this account status is time-limited and subject to governance by NIQ Global CyberSecurity.
• 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 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: Between 1 month and 6 months

Security governance

• Named board-level person responsible for service security: Yes
• Security governance certified: Yes
• Security governance standards: Other
• Other security governance standards: Cyber Essentials
• Information security policies and processes: We heavily align ourselves to NIST CSF. Reporting structure includes a CTO who reports into the Board and a CISO who reports into the CTO. Below the CISO sits Governance, Risk and Compliance, Cybersecurity Engineering, Security Architecture, Identity and Access Management, Cybersecurity Strategy and Operations, and Crisis Security Management & Health & Safety
• Software Security Code of Practice: Yes

Operational security

• Configuration and change management standard: Supplier-defined controls
• Configuration and change management approach: Two change processes. First process is a bi-weekly IT release; all changes are tested in development, staging. If successful will go into a set IT release. Changes then tested when live. Includes a set time for testing and reversing in case of any complications. ; ; For non-IT release changes, these follow the next stages:; ; -All changes made in a development environment including testing; -Staging is then implemented; a replication of the live environment, including testing.; If all testing successful, changes are required to go through an ITIL-based Change Approval system and Board. ; ; Ticket review: weekly IT CAB review; approved or rejected.
• Vulnerability management type: Supplier-defined controls
• Vulnerability management approach: NiQ Brandbank have dedicated Enterprise Cyber Risk & Security software which was implemented in 2023. This software consistently scans for Vulnerability, Configuration management issues and threat detection. Following any detected issues we also have an initiative in place to remediate (or provide a remediation plan for) any Critical or High security risk within 21 days.
• Protective monitoring type: Supplier-defined controls
• Protective monitoring approach: We use Qualys to proactively monitoring our systems. Any alerts generated are assessed based on impact and risk, and are all actioned with the appropriate priority.
• 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 follow the ITIL framework and best practices, including Incident Management processes and procedures. Sits alongside Major Incident management for Urgent Priority issues causing (or could cause) Impact to NIQ Brandbank and it’s customers.; ; Users within NIQ Brandbank have access to a dedicated IT Service Desk and can report any fault-type. Escalation process exists if issues deemed a Major Incident, causing large scale impact. We have defined scale of Low-to-Urgent priority. Issues deemed to be a Major Incident follow a pre-defined process. Once resolved, an Incident report is created and shared to the business
• Post-quantum cryptography secure: No

Secure development

• Approach to secure software development best practice: Supplier-defined process

Public sector networks

• Connection to public sector networks: No

Pricing

• Discount for educational organisations: Yes
• Free trial available: Yes
• Description of free trial: Limited period of access. Limit on volume of products. Limited use of deliverables (e.g. internal testing-only). Limited number of Users.

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: No
• ISO 28000:2022 certification: No
• ISO 9001 certification: No
• Quality management systems (QMS): No
• CSA STAR certification: No
• PCI certification: No
• Cyber essentials: Yes
• Please provide your Cyber Essentials Certificate Number: C132e879-6b1b-4866-b520-ba9b2f4f176c
• 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
    • 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
    • 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
    • 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
    • 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

    • Plans for positive actions with community groups.

  • 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 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
    • 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

  • 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

  ODT

• Service definition document

  ODT

• Terms and conditions

  ODT

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 sean.roberts@nielseniq.com. Tell them what format you need. It will help if you say what assistive technology you use.