NORTHDOOR PLC

Northdoor Sanctions Checker Solution

Financial sanctions prohibit an organisation from carrying out transactions with a listed individual or organisation. Financial sanctions apply to all transactions; there is no minimum monetary limit. Northdoor's Sanctions Checker is a powerful, easy-to-use system
that enables organisations to screen clients against
international sanctions lists.

Features

• Sanctions, PEPs, adverse media linked to companies & owners
• Data on Directors, Board Members, Staff and owners
• Ability to run single or batch searches, investigate alerts/cases
• Use expert-built rules and Intelligent fuzzy search
• Manage false positives including blanket false positives
• Reports created for every search
• Drill down into reports and true/false positives
• Source lists automatically updated and maintained by Northdoor
• Adverse media risk intelligence
• Desktop, API Integrations and bulk data feeds

Benefits

• Intuitive user interface
• Fully hosted and managed screening service, customer development API access
• Reduce false positives and improve alert quality
• Enhanced capability of your existing systems
• Improved workflow with automated screening part of your business processes
• Greater efficiency, eliminating rekeying of information
• Enhanced data protection with information stored within your own network
• Streamline onboarding to identify and assess risk profiles
• Enhanced risk Management by evaluating risk profiles
• Export information to Excel or PDF

• Education pricing available
• Free trial available

Service documents

• Pricing document

  PDF

• Service definition document

  PDF

• Terms and conditions

  PDF

Request an accessible format

If you use assistive technology (such as a screen reader) and need versions of these documents in a more accessible format, email the supplier at info@northdoor.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

698089870395820

Contact

AJ Thompson
0207 448 8500
info@northdoor.co.uk

About your service

• Service categories:

  Applications

  Enterprise resource management

  Financial

  • Financial and Accounting Applications
  • Treasury and Risk Management Applications
• Multi cloud support: No

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: T's a standalone service or can be integrated with any relevant system via API. Examples include CRM's, Insurance Policy Admin Systems, Finance systems. Lists Searched include: ; • HM Treasury, Home Office, US Treasury, Dow Jones Premium Watch List, PEP and AML lists, Or any other lists organisation requires
• Cloud deployment model:
  • Private cloud
  • Hybrid cloud
• Service constraints: None
• System requirements:
  • Internet connection
  • Can be licensed: per user and per transaction

User support

• Email or online ticketing support: Yes, at extra cost
• Support response times: P1 - Response time 30 minutes P2 - Response time 1 hour P3 - Response time 2 hours P4 - Requests, no response time SLA
• User can manage status and priority of support tickets: Yes
• Online ticketing support accessibility: WCAG 2.2 A
• Phone support: Yes
• Phone support availability: 9 to 5 (UK time), Monday to Friday
• Web chat support: No
• Onsite support: Yes, at extra cost
• Support levels: Customer Success Manager is assigned to clients to support with training, troubleshooting and being the point of contact for queries.; ; Due to the ease of use, the system is self intuitive, Training can be provided upon client request.
• Support available to third parties: No

Onboarding and offboarding

• Getting started: Onsite training available, Online training available, and user documentation
• Service documentation: Yes
• Documentation formats:
  • HTML
  • PDF
• End-of-contract data extraction: As we do not store any client data, no data will be exported.
• End-of-contract process: The customer has the right to terminate the agreement subject to contract and must give notice to terminate before the contract end date. Each agreement carries an economic break point, any termination of the agreement within the economic break point will attract a cost. Northdoor will erase all customer data at the end of the contract period. This is confirmed by written confirmation to the client.
• Documentation accessibility standard: WCAG 2.2 A

Using the service

• Web browser interface: No
• Application to install: Yes
• Compatible operating systems: Windows
• Designed for use on mobile devices: No
• Service interface: Yes
• User support accessibility: WCAG 2.2 A
• Description of service interface: Standalone app or API integration are our options
• Accessibility standards: WCAG 2.2 A
• Accessibility testing: Tested to WCAG 2.2A standards
• API: Yes
• What users can and can't do using the API: No limitations.
• API documentation: Yes
• API documentation formats:
  • HTML
  • PDF
• API sandbox or test environment: Yes
• Customisation available: No

Scaling

• Independence of resources: The application is allocated a set amount of resource which is guaranteed and not shared and quality of service is configured to ensure sufficient bandwidth on the network.

Analytics

• Service usage metrics: Yes
• Metrics types: All of the following are available upon request: ; ; Usage metrics by report; Usage metrics by user; Usage metrics by query
• Reporting types:
  • API access
  • 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: Security Clearance (SC)

Asset protection

• Knowledge of data storage and processing locations: Yes
• Data storage and processing locations: United Kingdom
• 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: NCSC approved service provider
• Protecting data at rest: Scale, obfuscating techniques, or data storage sharding
• Data sanitisation process: Yes
• Equipment disposal approach: A third-party destruction service
• Data sanitisation type: Physical Destruction / Hardware containing data is completely destroyed

Data importing and exporting

• Data export approach: Users can export data to Excel or PDF formats for use in other reports and systems
• Data export formats:
  • CSV
  • Other
• Other data export formats: PDF
• Data import formats: CSV

Data-in-transit protection

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

Availability and resilience

• Guaranteed availability: 99.9% uptime availability
• Approach to resilience: Available on request
• Outage reporting: A dashboard is available to all customers providing information on the utilisation of the service and any incidents or outages. Northdoor's system monitors the environment 24 hours a day and automatically sends e-mail reports of any outages to named individuals.

Identity and authentication

• User authentication needed: Yes
• User authentication:
  • Username or password
  • Other
• Other user authentication: Each client gets a Company ID and Key
• Access restrictions in management interfaces and support channels: All administrative interfaces are protected by role-based access controls (RBAC), ensuring that only authorized personnel with the appropriate privileges can perform configuration or management tasks. Access is further secured through multi-factor authentication (MFA), encrypted connections, and strict network segmentation to prevent unauthorized entry. Support channels, including our unified Service Desk, are similarly restricted: client requests are authenticated, logged, and monitored to guarantee that only verified users can raise incidents or changes. Every access attempt is tracked and audited, with alerts configured to detect anomalies or potential misuse.
• Access restriction testing frequency: At least once a year
• Management access authentication:
  • Username or password
  • Other
• Description of management access authentication: Each client gets a Company ID and Key

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: Other
• Other security governance standards: Cyber Essentials
• Information security policies and processes: Northdoor adheres to all documented security policies and processes as detailed in our Information Security Management System (ISMS) Policy Document. This is monitored and reviewed by our Information Security Officer who operates at company level.
• Software Security Code of Practice: Yes

Operational security

• Configuration and change management standard: Supplier-defined controls
• Configuration and change management approach: All components of our services are tracked through their entire lifecycle via a register in our central SD tool. All proposed changes are logged and categorized according to risk, impact, and urgency. Each change undergoes a formal assessment process, including technical review and business impact analysis, before approval. Each change undergoes a formal assessment process, including technical review and business impact analysis, before approval. Security is a core consideration: changes are evaluated for potential vulnerabilities, compliance implications, and alignment with client-specific security policies. Approved changes are scheduled and communicated through our SD , to ensure minimal disruption and visibility.
• Vulnerability management type: Supplier-defined controls
• Vulnerability management approach: Northdoor use a number of tools to ensure that the client environment supported is suitably patched at a level to provide a secure service. Potential threats are identified through comparing our environment against industry recommendations. Patches and security updates are applied based on the severity and the importance and given an appropriate resource if approved for a timely deployment.
• Protective monitoring type: Supplier-defined controls
• Protective monitoring approach: Risk assessments are carried out to identify potential compromises. Risks are measured against a baseline of controls and any weakness or threats are addressed accordingly.
• Incident management type: Supplier-defined controls
• Incident management approach: The Information Security Officer, in conjunction with the Managed Services Director, will assess the seriousness of the situation and will take any necessary immediate action to limit any potential client impact. The Information Security Officer (or nominated employee) is responsible for completing a Security Incident Management form and for logging this in the Security Incidents Log. Incidents are identified by a simple classification (High / Medium / Low) based on the nature of the incident and its source. This classification is used for prioritisation and for subsequent trend analysis.
• Post-quantum cryptography secure: No

Secure development

• Approach to secure software development best practice: Conforms to a recognised standard, but self-assessed

Public sector networks

• Connection to public sector networks: No

Pricing

• Discount for educational organisations: Yes
• Free trial available: Yes
• Description of free trial: Limited time period and restricted access. POA

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

• Less than £250,000: 2.5%
• Between £250,000 and £500,000: 5%
• Between £500,001 and £1,000,000: 7.5%
• Between £1,000,001 and £2,500,000: 10%
• Between £2,500,001 and £5,000,000: 12.5%
• Over £5,000,001: 15%

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: C1d44d20-2a55-4ff8-a94c-2b83e02403ac
• Cyber essentials plus: No
• Cyber Essentials Alternative: In relation to the services you do not have a current and valid Cyber Essentials Plus certificate which has been awarded by one of the government approved Cyber Essentials accreditation bodies but you are working towards gaining it, and will be in a position to confirm that you have been awarded a current and valid Cyber Essentials Plus certificate by one of the government approved accreditation bodies within 12 months of the date of award.
• 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
    • How the supplier will work with NGOs, trade unions or other businesses to address modern slavery risk
    • Means of influencing staff, suppliers, customers, communities and/or any other appropriate stakeholders with respect to modern slavery risks relating to the contract

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

    Policy Outcome 2: Skills for growth: Supporting growth sectors and addressing skills gaps.

    • Understanding of employment and relevant skills issues, and of the education and training issues relating to the contract. Illustrative examples: demographics, skills shortages, new opportunities in high growth sectors, geographic/local community and skills/employment challenges
    • Support for educational attainment relevant to the contract, including training schemes that address skills gaps and result in recognised qualifications
    • Activities to support relevant sector related skills growth and sustainability in the contract workforce. Illustrative examples: careers talks, curriculum support, literacy support, safety talks and volunteering
    • Delivery of apprenticeships, supported internships and T Level industry placement opportunities (Level 2, 3 and 4+) in relation to the contract

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

    Policy Outcome 3: Resilient, innovative and flexible supply chains: Support economic growth through enabling resilient businesses, opportunities for small businesses and voluntary, community and social enterprises

    • Understanding of the types of businesses in the market and the level of participation by new businesses, entrepreneurs, start-ups, SMEs, VCSEs and mutuals
    • Activities to identify opportunities to open up sub-contracts under the prime contract to a diverse range of businesses, including new businesses, entrepreneurs, start-ups, SMEs, VCSEs and mutuals
    • Plans for engaging a diverse range of businesses in engagement activities prior to appointing subcontractors (including activities prior to award of the main contract and during the contract term)
    • Activities that demonstrate a collaborative way to work with a diverse range of businesses as part of the supply chain
    • Advertising of supply chain opportunities openly and to ensure they are accessible to a diverse range of businesses, including advertising all subcontracting opportunities on Contracts Finder
    • Ensuring accessibility to contracting and subcontracting opportunities for disabled business owners and employees
    • Structuring of the supply chain selection process to ensure fairness (e.g. anti-corruption) and encourages participation by a diverse range of businesses, including with regard to new businesses, entrepreneurs, start-ups, SMEs, VCSEs and mutual
    • Understanding of local demographics, needs and opportunities for the co-design of the goods, services and works to be delivered under the contract
    • Methods for engaging with different parts of the community (including the education system and charities representing the community) and how communities come together to inform decisions, strategy and projects to leave a positive legacy for future generations
    • Measures to involve local stakeholders and/or users in design (e.g. in the design of services, systems, products or buildings)
    • Plans for positive actions with community groups.
    • Measures for making facilities used in the delivery of the contract available for community groups, education or training
    • Measures to engage users and communities and build relationships to increase community integration build trust and influence how the contract is delivered
    • Plans to respond flexibly and adapt approaches to community engagement and initiatives
    • Support for community-led initiatives relevant to the contract. Illustrative examples: improving transport links; reducing loneliness; helping with English language proficiency; and facilitating social mixing among people with different backgrounds
    • Collaborating with anchor institutions and community groups to make facilities available for education, training or community events

  • Mission: Make Britain a clean energy superpower: To cut bills, create jobs and deliver security with cheaper, zero-carbon electricity by 2030, accelerating to net zero

    Policy Outcome 4: Sustainable procurement practices: Reducing carbon footprints, minimising waste, and promoting the use of clean energy and green technologies.

    • Understanding of opportunities for additional environmental benefits delivery in the performance of the contract, including working towards net zero carbon emissions and use of clean energy and green technologies
    • Collaborative ways of working with the supply chain to deliver additional environmental benefits in the performance of the contract, including working towards net zero carbon emissions and use of clean energy and green technologies
    • Delivery of additional environmental benefits through the performance of the contract, including working towards net zero carbon emissions and use of clean energy and green technologies
    • Understanding of how to influence staff, suppliers, customers, communities and/or any other appropriate stakeholders through the delivery of the contract to support climate and nature protection and improvement
    • Activities to reconnect people with the environment and increase awareness of ways to protect and enhance it

  • Mission: Break down barriers to opportunity: By reforming our childcare and education systems, to make sure there is no class ceiling on the ambitions of young people in Britain

    Policy Outcome 6: Employment and training: For those who face barriers to employment

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

  • Mission: Break down barriers to opportunity: By reforming our childcare and education systems, to make sure there is no class ceiling on the ambitions of young people in Britain

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

    • Understanding of the issues affecting the development of new skills by target cohort
    • Understanding of the underlying factors affecting improvements to reduce barriers to entry and training schemes for the target cohort(s) related to the contract workforce
    • Other measures to offer development opportunities for the target cohort(s) in the contract workforce
    • Advertising, promotional and outreach activities designed to raise awareness of the offer to reach the target cohort
    • Understanding of issues relating to entering the contract workforce
    • Creation of outreach activities to create a pipeline of employees for the future contract delivery
    • Content of the outreach activity is designed to suit the target cohort
    • Advertising, promotional and outreach activities designed to raise awareness of the offer to reach the target cohort

  • Mission: Build an NHS fit for the future: That is there when people need it; with fewer lives lost to the biggest killers; in a fairer Britain, where everyone lives well for longer.

    Policy Outcome 8: Increasing productivity through physical and mental wellbeing: In the supply chain and communities in the relevant area.

    • Understanding of issues relating to health and wellbeing, including physical and mental health, in the contract workforce
    • Understanding barriers to access to health and social care services or employment opportunities e.g. digital inclusion
    • Inclusive and accessible recruitment practices, development practices and retention policies that support-focused activities including those provided in the Guide for line managers on recruiting, managing and developing which support people with a disability or health condition
    • Actions to invest in the physical and mental health and wellbeing of the contract workforce

Service documents

• Pricing document

  PDF

• Service definition document

  PDF

• Terms and conditions

  PDF

Request an accessible format

If you use assistive technology (such as a screen reader) and need versions of these documents in a more accessible format, email the supplier at info@northdoor.co.uk. Tell them what format you need. It will help if you say what assistive technology you use.