IBISWORLD LIMITED

IBISWorld Ltd

IBISWorld is a global market intelligence company providing human-verified research, forecasts, and economic analysis to help businesses and policymakers understand market conditions, competitive dynamics and growth opportunities worldwide. Insights are delivered via an intuitive platform or through integrations such as APIs, embedding structured data into internal systems and AI workflows.

Features

• Secure API delivery integrates industry data into government systems
• Cloud-compatible data feeds support analytics and reporting environments
• Microsoft 365 and Copilot compatible for document-based workflows
• Role-based access controls aligned to public sector security requirements
• Standardised, human-reviewed industry datasets with transparent methodology
• Regularly refreshed forecasts, benchmarks, and industry risk indicators
• Scalable access supporting departmental and cross-organisation use
• Platform based consumption options alongside technical integration methods
• Governed data usage suitable for internal and external reporting
• UK-supported service delivery with enterprise-grade reliability

Benefits

• Enables faster evidence-based policy, procurement, and risk decisions
• Reduces manual research effort across analytical and operational teams
• Improves consistency of industry assumptions across departments
• Supports scalable adoption without bespoke system development
• Embeds trusted intelligence directly into existing government workflows
• Strengthens governance through use of a single authoritative dataset
• Accelerates analysis timelines for reports, briefings, and assessments
• Improves cross-team collaboration using shared data foundations
• Enhances confidence in decisions with transparent, verifiable sources
• Delivers long-term value through repeatable, embedded data access

• Education pricing 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 Reece.Hannigan@ibisworld.com. Tell them what format you need. It will help if you say what assistive technology you use.

Framework

G-Cloud 15

Service ID

787777221851008

Contact

Reece Hannigan
02076546808
Reece.Hannigan@ibisworld.com

About the service

• Service categories:
  • Application Development and Deployment
    • Analytics and business intelligence
      • Business Intelligence
        • Business Intelligence
• 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: Microsoft 365 (including Word, Excel, PowerPoint, Outlook, Teams) via Copilot; cloud data platforms such as Snowflake; CRM and case management systems including Salesforce; loan origination and risk platforms; business intelligence and analytics tools; internal data warehouses and secure API-enabled government systems.
• Cloud deployment model: Private cloud
• Service constraints: N/A
• System requirements:
  • Supported browers
  • SAML 2.0 (for Federated SSO)
  • Email and URL whitelisting

User support

• Email or online ticketing support: Yes
• Support response times: A dedicated Client Relationship Manager is appointed to answer any questions on a day-to-day basis. The Support Centre is also available during normal business hours for general reports, product queries and new user registrations. Both telephone and email support are provided for all clients and their staff.
• 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: No
• Onsite support: Yes
• Support levels: We provide three levels of support at IBISWorld. Level one is critical, level two is some form of impact and level three is low impact for the business.; ; We have a standard SLA agreement covering all three levels in detail.; ; There is no additional cost for additional support as this is part of the service we provide.; ; You will be provided with a dedicated Client Relationship Manager for any technical issues or if you are in need of any further support required.
• Support available to third parties: No

Onboarding and offboarding

• Getting started: Client Relationship Managers will provide in-house training sessions or via telephone and/or webinar. You will have access to all the supportive material to aid and benefit you during your on-boarding.; ; First Year:; ; Month 1: Client Relationship Manager Introduction, Users set up with usernames and passwords, individual/group training kick off sessions and Determine membership ROI goals.; ; Month 2 -10: On-going training support and implementation, continued best practice sharing and Quarterly usage and ROI check Ins.; ; Month 10-12: Continued support training, implementation , Ensure ROI expectations have been met and continue membership for along term relationship.
• Service documentation: Yes
• Documentation formats: PDF
• Documentation accessibility standard: WCAG 2.2 A
• End-of-contract data extraction: At the end of the contract licence agreement all IBISWorld information has to be destroyed. IBISWorld is GDPR compliant - Users will not be contacted once the contract has ended.; ; IBISWorld can delete all user information on request from the client once the contract has ceased.
• End-of-contract process: Once the contract has ended all access from the users will stop and IBISWorld information will no longer be available and expected to be destroyed.; ; There is no additional cost at the end of the contract. User information can be destroyed on request of the client.

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: Yes
• Differences between the mobile and desktop service: The MyIBISWorld application has primarily been built to cater for desktop users. There is no difference in the type of functionality or services provided by the application when viewing the application in a browser on a mobile or desktop device. However, the application does not fully cater for responsive design on mobile devices
• Service interface: No
• User support accessibility: WCAG 2.2 A
• API: Yes
• What users can and can't do using the API: Authentication to our APIs is detailed here https://developer.ibisworld.com/Developer/authentication; ; IBISWorld's APIs are designed for customer to pull data from our reports and use this data in their own systems. Customers must authenticate and call IBISWorld APIs in accordance with the documentation here https://developer.ibisworld.com/Developer/help/document/v2/; ; Customers cannot interact with or make changes to the my.ibisworld.com application via our APIs.
• API documentation: Yes
• API documentation formats: HTML
• API sandbox or test environment: Yes
• Customisation available: Yes
• Description of customisation: With the IBISWorld Enterprise Membership all users will have customization functionality. This includes "Bookmarks" allowing an user to select individual reports relevant to their roles/categories providing quick links to the reports, updates and relevant content providing an all round tailored experience.; ; The "Industry Wizard Tool" will allow users to create a list of reports/categories depending on their specific requirements. E.g. supply chain risk via tier one and tier two suppliers and buyers.

Scaling

• Independence of resources: IBISWorld’s web and database servers are hosted by Amazon Web Services (AWS) in two independent regions (US West -Oregon and Sydney, Australia). In the event of an outage or disruptive incident in either hosting region we will be alerted by our cloud based website uptime monitoring solution (Monitis) and by our network monitoring software (PRTG). Our Emergency IT team are alerted and, in turn, implement the Business Continuity Plan. This plan involves switching our websites from the affected region to run off the remaining region while the incident response team investigates and re-mediates the incident.

Analytics

• Service usage metrics: Yes
• Metrics types: IBISWorld can provide clients with weekly/monthly/quarterly usage reports on request. This can include the amount of reports that are downloaded per user/user group, page viewa per report and retail value.
• Reporting types: Reports on request
• Resource tagging: No
• FOCUS resource tagging: No

Supplier type

• Supplier type: Not a reseller

Staff security

• Staff security clearance: Staff screening not performed
• Government security clearance: None

Asset protection

• Knowledge of data storage and processing locations: Yes
• Data storage and processing locations: 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: In-house
• Protecting data at rest: Other
• Other data at rest protection approach: We encrypt passwords at rest and user profile information at rest using AES 256 key size encryption. Otherwise, we do not generally encrypt data at rest, as we do not store sensitive personal data. A description of the data we collect is detailed in our privacy policy https://www.ibisworld.com/about/privacy/.
• Data sanitisation process: Yes
• Data sanitisation type: Explicit overwriting of storage before reallocation / Secure Erase
• Equipment disposal approach: A third-party destruction service

Data importing and exporting

• Data export approach: The reports are all available via the online platform, or you can download a full report in PDF format or print individual chapters. You can also save charts and graphs and extract data straight into excel. Additional features also include downloading reports into a word format. Graphs and tables are also extractable via PNG format.
• Data export formats:
  • CSV
  • Other
• Other data export formats:
  • Excel
  • Word
  • PNG
  • PDF
• Data import formats: Other
• Other data import formats: N/A

Data-in-transit protection

• Data protection between buyer and supplier networks: TLS (version 1.2 or above)
• Data protection within supplier network:
  • IPsec or TLS VPN gateway
  • Other
• Other protection within supplier network: All our sites are interconnected using IPSec VPN tunnels. Staff working from home connect to our internal systems via Cisco AnyConnect Secure Mobility Client. Cisco AnyConnect has multi-factor authentication enabled (using Cisco Duo).

Availability and resilience

• Guaranteed availability: Based On Problem Severity Level: (SLA's also in the contract); ; - Level One: A significant impact to internal processes.; - Level Two: Some impact to internal processes.; - Level Three: Low impact to internal processes.; ; Definition Examples, Response Time Service Level & Resolution Time Service Level outlined in detail within SLA Document.
• Approach to resilience: IBISWorld’s web and database servers are hosted by Amazon Web Services (AWS) in two independent regions (US West -Oregon and Sydney, Australia). In the event of an outage or disruptive incident in either hosting region we will be alerted by our cloud based website uptime monitoring solution (Monitis) and by our network monitoring software (PRTG). Our Emergency IT team are alerted and, in turn, implement the Business Continuity Plan. This plan involves switching our websites from the affected region to run off the remaining region while the incident response team investigates and re-mediates the incident.
• Outage reporting: Planned service outages will be conveyed to clients via their client relationship manager. Unplanned service outages are mitigated by our business continuity plan; if an unplanned outages affects client access, the client's relationship manager will communicate this directly with the affected client.

Identity and authentication

• User authentication needed: Yes
• User authentication: Username or password
• Access restrictions in management interfaces and support channels: IBISWorld client users have two levels of access: standard user and adminsitrator. IBISWorld staff can set users to one of these two levels; client administrators can also change these permissions. IBISWorld staff access to internal systems is controlled via a role-based access control model following the principle of least privilege.
• 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: No audit information available
• Access to supplier activity audit information: No audit information available
• How long system logs are stored for: Less than 1 month

Security governance

• Named board-level person responsible for service security: Yes
• Software Security Code of Practice: No
• Security governance certified: No
• Security governance approach: We do not have ISO 27001 certification. However, we have a comprehensive set of IT security and compliance policies to ensure our applications and systems are secure. We also use Amazon Web Services (AWS) for our IT infrastructure – AWS has Soc 2 Type 2 certification but IBISWorld cannot share the report as it is confidential between IBISWorld and AWS.
• Information security policies and processes: The IT Operations and Compliance Manager is responsible for updating and disseminating IT security policies. Compliance with policies and processes is enforced by IT Operations and Compliance Manager, Global Head of IT, Network and Systems Manager and the CIO. Enforcement occurs through regular testing (PCI and penetration tests), reviews during the design, development and testing phases of the SDLC.

Operational security

• Configuration and change management standard: Supplier-defined controls
• Configuration and change management approach: IBISWorld does not have a dedicated Change Control Board or Committee that oversees all projects. A senior internal stakeholder and the Global IT Manager are usually included in the project team for larger projects. These two individuals are primarily responsible for change control. Security impact of changes are assessed at the design, testing (by Solutions Architect or other senior developers) and post-deployment maintenance (via application penetration test) stages of the SDLC. Components are tracked during their lifetime via the SDLC and helpdesk.
• Vulnerability management type: Supplier-defined controls
• Vulnerability management approach: All technology platforms prone to viruses are monitored for potential malicious software activity using Cisco AMP anti-Virus\Malware security solution. Vulnerability scanning, configuration reviews, network filtering and penetration tests are some of the methods used for identifying vulnerabilities. Critical patches are deployed automatically (where this is enabled) or as soon as possible by network staff. Other patches are deployed in a timely manner (as agreed by the IBISWorld business) We obtain external threat intelligence from a number of organisations, for example: Cisco-TALOS, Microsoft, ASIO, and global sources from open-source threat intelligence.
• Protective monitoring type: Supplier-defined controls
• Protective monitoring approach: Potential compromises are identified via monitoring tools (such as Cisco AMP), code reviews, and penetration tests. Incident response processes are defined in the Incident Response Policy. Incidents are responded to in accordance with our Incident Management Policy and IT Helpdesk Policy.
• Incident management type: Supplier-defined controls
• Post-quantum cryptography secure: No
• Incident management approach: We have a general incident management process (incident response lifecycle) and two specific scenarios - response to breach of personal information and response to phishing attacks. Incidents are primarily reported via helpdesk, but may also be reported via email, MS Teams or phone to an IT staff member. Reports or notifications on incidents will be provided to clients if required for legal purposes or if those clients are affected by an incident; otherwise notification will be provided at IBISWorld's discretion.

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: No

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

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

Standards and certifications

• ISO/IEC 27001 certification: No
• ISO 28000:2022 certification: No
• ISO 9001 certification: No
• Quality management systems (QMS): Yes
• CSA STAR certification: No
• PCI certification: No
• Cyber essentials: No
• Cyber Essentials Alternative: None of the criteria
• 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

• 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
  • 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

  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
  • 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

  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 Reece.Hannigan@ibisworld.com. Tell them what format you need. It will help if you say what assistive technology you use.