EXPERIAN LIMITED

Experian Supply Chain and Sustainability Services

Reliable data to help meet legislation and reduce climate, governance and social related risk

Features

• Physical risk intelligence
• EPC data and transition risk intelligence
• International ISO certifications intelligence
• Social Progress Index data
• Modelled ESG profiles for every UK SME

Benefits

• Financed emissions reporting
• Borrower sustainability risk assessment
• Social impact
• Property improvement targeting
• Supply chain emissions and sustainability
• Third-party risk management

• 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 Digitalmarketplace@experian.com. Tell them what format you need. It will help if you say what assistive technology you use.

Framework

G-Cloud 15

Service ID

561788043907407

Contact

Experian Public Sector
+44 (0) 115 941 0888
Digitalmarketplace@experian.com

About your service

• Service categories:

  Application Development and Deployment

  Analytics and business intelligence

  • Business Intelligence
• Multi cloud support: No

Service scope

• Software add-on or extension: No
• Cloud deployment model: Hybrid cloud
• Service constraints: No
• System requirements:
  • Internet access
  • Web Browser access

User support

• Email or online ticketing support: Yes
• Support response times: To manage client services effectively and consistently, Experian provides Major Incident Management, Incident Management, Service Request Management, Problem Management and Operational Change Management with standardised processes. Incidents and Major Incidents are given Priorities, with higher Priorities receiving faster responses and restoration times. Tracking these values and performing internal data analysis enables Experian to continually improve these services and reduce impact to all clients.
• User can manage status and priority of support tickets: No
• Phone support: No
• Web chat support: Yes
• Web chat support availability: 9 to 5 (UK time), Monday to Friday
• Web chat support accessibility standard: WCAG 2.2 AAA
• Web chat accessibility testing: Constant review/enhancement of user journey to ensure case resolution provided via chat.
• Onsite support: Yes, at extra cost
• Support levels: Standard support is weekdays 09:00 - 17:00 UK time, excluding public holidays.
• Support available to third parties: Yes
• AI chatbot: No

Onboarding and offboarding

• Getting started: Full user guides available, welcome product calls, online FAQ and video content, plus paid-for integration assistance available.
• Service documentation: Yes
• Documentation formats: PDF
• End-of-contract data extraction: Data is not held by Experian; therefore, data extraction is not necessary.
• End-of-contract process: At the end of the contract, the Buyer shall cease to use all Licensed Materials and Licensed Programs.
• Documentation accessibility standard: WCAG 2.2 AAA

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Microsoft Edge
  • Firefox
  • Chrome
  • Safari
  • Opera
• Application to install: No
• Designed for use on mobile devices: No
• Service interface: No
• User support accessibility: None or don’t know
• API: No
• Customisation available: Yes
• Description of customisation: They can pick and choose the most relevant datasets

Scaling

• Independence of resources: Experian ensures that one customer’s demand does not impact another by using a multi-layered approach. Our services are built on scalable, multi-tenant architectures with logical isolation, proactive capacity planning, and autoscaling to handle peak loads. We apply rate limiting and fair usage controls to prevent resource monopolisation, while global load balancing and resilient queuing maintain performance during spikes. Real-time monitoring and automated alerts ensure service levels are met, supported by defined SLAs and rapid incident response. For critical workloads, dedicated environments or reserved capacity options are available, guaranteeing consistent performance regardless of other users’ activity.

Analytics

• Service usage metrics: Yes
• Metrics types: Yes, Experian provides service usage metrics for our products and services. These metrics typically include information such as user activity, transaction volumes, and feature utilisation. They are delivered through dashboards, reports, or APIs, depending on the product. Usage metrics help clients monitor performance, optimise processes, and ensure compliance.
• Reporting types:
  • API access
  • Reports on request
• Resource tagging: Yes
• FOCUS resource tagging: Yes

Resellers

• Supplier type: Not a reseller

Staff security

• Staff security clearance: Conforms to BS7858:2019
• Government security clearance: Developed Vetting (DV)

Asset protection

• Knowledge of data storage and processing locations: Yes
• Data storage and processing locations:
  • United Kingdom
  • European Economic Area (EEA)
• User control over data storage and processing locations: No
• Datacentre security standards: Complies with a recognised standard (for example CSA CCM version 4.0)
• Penetration testing frequency: At least every 6 months
• Penetration testing approach: ‘IT Health Check’ performed by a CHECK service provider
• Protecting data at rest:
  • Physical access control, complying with CSA CCM v4.0
  • Physical access control, complying with SSAE-18 / ISAE 3402
  • Encryption of all physical media
  • Scale, obfuscating techniques, or data storage sharding
• Data sanitisation process: Yes
• Equipment disposal approach: Complying with a recognised standard, for example CSA CCM v4.0, CAS (Sanitisation) or ISO/IEC 27001
• Data sanitisation type:
  • Deleted data can’t be directly accessed / Cryptographic Erasure
  • Data Erasure
  • Explicit overwriting of storage before reallocation / Secure Erase
  • Degaussing
  • Physical Destruction / Hardware containing data is completely destroyed

Data importing and exporting

• Data export approach: Users can export their data through the tools and features provided within the products and services. Typically, this is done via built-in export functionality, which allows users to download their data in common formats such as CSV, Excel, or PDF. Users may also have options to schedule automated exports, integrate with APIs for direct data transfer, or use secure file delivery methods. All exports follow strict security and compliance standards to ensure data protection.
• Data export formats: CSV
• Data import formats: CSV

Data-in-transit protection

• Data protection between buyer and supplier networks:
  • Private network or public sector network
  • TLS (version 1.2 or above)
  • IPsec or TLS VPN gateway
  • Legacy SSL and TLS (under version 1.2)
• Data protection within supplier network:
  • TLS (version 1.2 or above)
  • IPsec or TLS VPN gateway
  • Legacy SSL and TLS (under version 1.2)

Availability and resilience

• Guaranteed availability: Experian classifies incidents into four priority levels with defined update and resolution targets. Priority 1 – Major Incident occurs when the service is unavailable or severely limited, causing significant business impact; updates are provided every 3 hours, and the target to restore service is 6 hours. Priority 2 – Operational Incident involves substantial degradation, such as more than 25% of transactions failing or large user groups being unable to work; updates are given within 3 working hours, and resolution is targeted within 6 working hours. Priority 3 – Minor Operational Incident affects daily operations without major impact, for example, a few users impacted or less than 25% of transactions failing; updates occur within 12 working hours, and resolution within 48 working hours. Priority 4 – Non-Operational Incident has no operational impact, such as aesthetic issues or known errors; updates are provided monthly, and resolution is targeted within 2 months. This structured approach ensures timely communication and restoration aligned with business impact, maintaining service reliability and client confidence.
• Approach to resilience: Our service is engineered for resilience through layered redundancy, fault isolation, and automated recovery. Applications run in multi‑AZ, multi‑region deployments with active‑active or active‑passive patterns, ensuring continuity if a component, zone, or region fails. We use stateless services behind global and regional load balancers, with auto‑scaling to absorb demand spikes and graceful degradation (circuit breakers, timeouts, back‑pressure) to prevent cascading failures. Data is protected via replicated storage, point‑in‑time backups, and tested DR plans with defined RPO/RTO targets. Continuous observability (per‑tenant latency, error rate, saturation) and 24×7 operations enable rapid detection and remediation; change risk is minimized through canary releases, blue/green deployments, and rollbacks.; Our datacentre setup (or cloud regions) uses N+1 redundancy for compute, power, and cooling, dual diverse networking, and geographically separated facilities for failover. Facilities enforce strict physical security (controlled access, surveillance) and environmental protections, with regular resilience tests (failover exercises and recovery drills). Network paths are diversified with BGP routing, DDoS protections, and WAF controls to maintain availability. Detailed architectural diagrams, facility tiers, and region mappings are available on request for due‑diligence reviews under NDA. This comprehensive approach delivers high availability, predictable performance, and rapid recovery aligned to contractual SLAs.
• Outage reporting: Experian reports outages through multiple channels to ensure transparency and timely communication. Clients are notified via service status dashboards, email alerts, or incident notifications through their account management teams. For critical incidents, updates are provided at defined intervals according to priority (e.g., every 3 hours for major incidents) until resolution. We also maintain a public or client-specific status page for real-time visibility of service health and planned maintenance. Post-incident, a detailed report outlining root cause, impact, and corrective actions is shared. This approach ensures clients remain informed and can take appropriate steps during any disruption.

Identity and authentication

• User authentication needed: Yes
• User authentication: Multi-Factor Authentication (MFA)
• Access restrictions in management interfaces and support channels: Experian restricts access to management interfaces and support channels through strong security controls. Administrative access requires SSO with MFA, enforced role-based access control (RBAC), and least privilege principles, with temporary or just-in-time permissions managed via privileged access tools. Interfaces are secured behind VPNs, IP allowlists, and hardened endpoints, never exposed publicly. All actions are logged and monitored for compliance. Support channels verify identity through authorized contacts and secure portals, granting only scoped, time-limited access for issue resolution. Communications occur over encrypted channels, and sensitive data is masked or handled via secure vaults. This ensures controlled, auditable, and compliant access.
• Access restriction testing frequency: At least every 6 months
• Management access authentication: Multi-Factor Authentication (MFA)

Audit information for users

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

Security governance

• Named board-level person responsible for service security: Yes
• Security governance certified: Yes
• Security governance standards: ISO/IEC 27001
• Information security policies and processes: Experian have a comprehensive global security policy based on the ISO27001 standard which covers: Organisation and Management, information security, asset classification, physical and environmental security, communications and operations management, system access, systems development and maintenance, compliance, personnel and provisioning, business continuity management, third party management. The policy is owned by Experian's executive risk management committee which is an executive level body, and which assumes ultimate responsibility for Experian's risk position. Information security is a key component of the risk management framework. Experian management supports security through leadership statements, actions and endorsement of the security policy and implementing/improving the controls specified in the policy. The policy is available to all Experian employees and contractors on the intranet. Changes to the policy are announced on the company's intranet computer based information security and data protection training, and this is repeated on at least an annual basis. Compliance to policy is overseen by internal audit.
• 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: Experian have a change management policy which is underpinned by processes and procedures based on ITIL best practice. This is a mature process. We use a service management tool that integrates change management, incident management, problem management, configuration management and knowledge management. Our change management policy, processes, and procedures are regularly audited by independent auditors. Formal risk analysis is employed using an approved information risk analysis phase for developments/changes. Security requirements for the system are identified and continue to be considered throughout the life of the product.
• Vulnerability management type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Vulnerability management approach: Servers and PCs are built to a documented secure standard, which includes anti-virus and malware defences. Information assets have a defined patching schedule, determined by the system's criticality and the level of threat the patch is mitigating. Experian actively monitors threat environment and checks the effectiveness of security controls by reviewing both free and paid for sources of threat information, including, public information, major vendor feeds and also receiving information from specialist closed group mailing lists. The overall process is also plugged into an automated patch and fix strategy, underpinned with a technology infrastructure to deliver corrective updates.
• Protective monitoring type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Protective monitoring approach: Monitoring processes and tools are in place to manage alarms generated by security related alerts and these are fed into the incident management process. Experian has a formally documented risk based incident management process to respond to security violations, unusual or suspicious events and incidents. In the event an incident occurs a team of experts from all relevant areas of Experian are gathered to form an incident response team, who manage activities until resolution. The incident response team are available 24/7 to resolve any incident. Out of core hours the dedicated incident hotline is routed to the command centre.
• 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: The incident management process incorporates a number of participants and contributors, including: Global Security Office - who facilitate and coordinate activities under the business security coordinator's guidance; Business Security Coordinator - a representative of the impacted business area, responsible for coordinating resolution activities; Incident Response Team (IRT) - IRT is made up of a membership that are empowered to make key decisions surrounding the actions to be taken to reduce impact, control actions, and impose corrective activities. A client report would be created, including: high level overview; facts; overview of events; actions taken.
• Post-quantum cryptography secure: Yes

Secure development

• Approach to secure software development best practice: Independent review of processes (for example CESG CPA Build Standard, ISO/IEC 27034, ISO/IEC 27001 or CSA CCM v4.0)

Public sector networks

• Connection to public sector networks: No

Pricing

• Discount for educational organisations: No
• Free trial available: Yes
• Description of free trial: Free trial can be provided on up to 10% of the client portfolio max

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

• Less than £250,000: 0%
• Between £250,000 and £500,000: 1%
• Between £500,001 and £1,000,000: 2%
• Between £1,000,001 and £2,500,000: 3%
• Between £2,500,001 and £5,000,000: 4%
• Over £5,000,001: 5%

Non-mandatory Standards and certifications

• ISO/IEC 27001 certification: Yes
• Who accredited the ISO/IEC 27001: DNV
• ISO/IEC 27001 accreditation date: Friday 18 November 2005
• What the ISO/IEC 27001 doesn’t cover: N/A
• ISO 28000:2022 certification: No
• ISO 9001 certification: No
• Quality management systems (QMS): Yes
• CSA STAR certification: No
• PCI certification: Yes
• Who accredited the PCI DSS certification: PCI DSS
• PCI DSS accreditation date: Tuesday 4 June 2024
• What the PCI DSS doesn’t cover: N/A
• Cyber essentials: Yes
• Please provide your Cyber Essentials Certificate Number: 6765943d-eeee-41cb-aadb-8c516928c823
• Cyber essentials plus: Yes
• Please provide your Cyber Essentials Plus Certificate Number: Ceabe740-b010-4c01-8c51-986dbc665757
• 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 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
    • 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.
    • 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
    • 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
    • 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 Digitalmarketplace@experian.com. Tell them what format you need. It will help if you say what assistive technology you use.