UST GLOBAL PRIVATE LIMITED

MDDI - Metadata Driven Data Integration

A modular, metadata-driven ETL/ELT solution that automates data acquisition, validation, transformation, and orchestration. It leverages dynamic configurations for scalability, ensures data integrity, provides real-time telemetry, and enables seamless consumption delivering faster, consistent, and future-ready data pipelines without manual intervention.

Features

• Metadata-Driven Execution – Automates pipelines using YAML configurations.
• Modular Architecture – Independent services for flexibility and scalability.
• Dynamic Transformation – Apply business logic without manual coding.
• Centralized Logging – Full observability with structured telemetry.
• Fault-Tolerant Design – Graceful error handling ensures uninterrupted execution.
• Recipe Service Intelligence – Auto-provides rules and configurations dynamically.
• End-to-End Orchestration – Automates complete pipeline execution seamlessly.
• Multi-Cloud Support – Works across AWS, Azure, and GCP.

Benefits

• 60% Effort Reduction – Eliminates repetitive development and testing tasks.
• 80% Faster Delivery – Accelerates time-to-market for new integrations.
• 99%+ Data Quality – Automated validation ensures trusted, accurate data.
• Lower Maintenance – Only metadata updates, no code rewrites needed.
• Scalable Framework – Easily onboard hundreds of new entities quickly.
• Business-Friendly Updates – Non-technical teams can modify mappings easily.
• Consistent Standards – Uniform handling of mappings, casting, and defaults.
• Future-Ready Design – Supports evolving data sources and transformations.

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

Framework

G-Cloud 15

Service ID

860967997751079

Contact

Sathiya Gopal
+44 7887713796
ukpublicsectorsales@ust.com

About the service

• Service categories:

  Application Development and Deployment

  Data management

  Data integration and intelligence

  • Data Ingestion and Transformation Software
• Multi cloud support: Yes

Service scope

• Software add-on or extension: Yes, but can also be used as a standalone service
• What software services is the service an extension to: MDDI extends and integrates with cloud data services such as Azure Data Factory, Databricks, Apache Spark, PowerShell automation, data lakes/lakehouses, and BI platforms, acting as a metadata‑driven acceleration layer that standardizes, automates, and orchestrates existing enterprise data engineering tools.
• Cloud deployment model:
  • Public cloud
  • Private cloud
  • Community cloud
  • Hybrid cloud
• Service constraints: Open-source software access like Python, Apache Spark, Hadoop, OpenJDK, PostgreSQL,PyCharm and Enterprise software like Excel
• System requirements:
  • Apache Spark
  • Python
  • Hadoop
  • OpenJDK
  • Excel
  • PyCharm
  • VDI/ VM/ Client System
  • API
  • Credentials for accessing client system

User support

• Email or online ticketing support: Yes, at extra cost
• Support response times: Depends on the service agreement like 24/7, 24/5, 12/5 support models
• User can manage status and priority of support tickets: Yes
• Online ticketing support accessibility: None or don’t know
• Phone support: Yes
• Phone support availability: 24 hours, 7 days a week
• Web chat support: Yes, at an extra cost
• Web chat support availability: 24 hours, 7 days a week
• Web chat support accessibility standard: None or don’t know
• How the web chat support is accessible: Microsoft Teams or Client's web chat interface
• Web chat accessibility testing: None
• Onsite support: Yes, at extra cost
• Support levels: UST provides tiered support based on customer agreed SLAs, covering defect management, maintenance, and operational support. Support costing varies by coverage window, SLA targets, and criticality.; 1) Users report defects via email or Service Delivery Portal; tickets are auto‑logged.; 2) Severity is initially proposed by the user and validated by the support team per SLA definitions.; 3) The support team triages, analyzes, and resolves issues to meet target resolution timelines.; 4) Resolution time may vary based on coding and testing complexity.; 5) Customers must assign a liaison resource to provide inputs and validate fixes until closure.; 6) Defects are classified as Critical, High, Medium, or Low.; 7) SLAs apply only to production defects and incidents.; 8) New feature requests raised as defects are treated as Low severity with no SLA impact.; 9) Feature requests and enhancements are excluded from support SLAs and follow the formal change/enhancement process.; 10) Technical Account Manager or Cloud Support Engineer is provided on request or with premium support plans.
• Support available to third parties: Yes
• AI chatbot: Yes

Onboarding and offboarding

• Getting started: To help users start using our service, we offer comprehensive support: 1) Online Training: We provide accessible online training to help users quickly become proficient with our service. 2) User Documentation: Comprehensive documentation is available to guide users through all features and functionalities. 3) Onsite Training: Depending on the engagement model, we can also provide onsite training tailored to specific needs.
• Service documentation: Yes
• Documentation formats: PDF
• End-of-contract data extraction: At contract end, users retain full ownership of their data and can export all raw, curated, and telemetry datasets plus metadata recipes and configs. Extraction is done via self‑service ADF pipelines or Databricks/Spark jobs that deliver Parquet/Delta/CSV snapshots to a customer‑owned storage endpoint (ADLS/S3/GCS) with folder/path parity. We provide export runbooks/PowerShell for evented or bulk exports, and optional API endpoints for incremental pulls/CDC. Schemas, lineage, and validation rules are exported as JSON/CSV; pipeline run logs are delivered as files or pushed to your SIEM. Data remains encrypted at rest/in transit; customer‑managed keys or rotated shared keys/SAS are supported. Access is granted via RBAC/SAS for a defined window; once the customer confirms receipt and checksum validation, we revoke access and securely purge any residual copies per the offboarding plan. We also support dry‑run rehearsals, checksum manifests (MD5/SHA‑256), and transfer acceleration for large volumes. Optional white‑glove assistance covers validation, completeness/consistency reports, and cutover scheduling to minimize downtime.
• End-of-contract process: At the end of the contract, MDDI enters a controlled off‑boarding phase that ensures continuity, compliance, and data ownership. This includes formal notice acknowledgment, access freeze dates, final data synchronization, metadata export, and secure handover of source, curated, and audit datasets to customer‑owned storage, followed by access revocation and certified data purge. The contract price includes standard off‑boarding support such as data extraction pipelines, configuration and metadata export, runbooks, knowledge‑transfer sessions, and basic purge certification. Additional costs apply only for optional services like large‑volume accelerated transfers, multi‑region exports, extended access windows, custom transformations during export, additional security/compliance attestations, long‑term log retention beyond contracted periods, or white‑glove validation and reconciliation support. The process is designed to be transparent, predictable, and low‑risk, ensuring customers can transition smoothly without lock‑in while meeting legal and governance obligations.
• Documentation accessibility standard: None or don’t know
• How the documentation is accessible: We provide documentation in PDF format, and this will have followed key quality's clear structure and readability.

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Microsoft Edge
  • Firefox
  • Chrome
  • Safari
  • Opera
• Application to install: Yes
• Compatible operating systems: Windows
• 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: Users can customize MDDI across configuration, logic, and operations. Customize sources/targets, schemas, validation rules, transformations, load strategies (batch/incremental/CDC), orchestration flows, telemetry retention, security (RBAC, secrets, encryption), and consumption endpoints. Customization happens via metadata recipes (table/JSON), parameterized ADF pipelines, and Databricks/Spark notebooks for advanced logic; PowerShell enables event triggers and schedules. Extend with custom components (e.g., UDFs, libraries, APIs) and plug-ins for new connectors or data quality checks. Data engineers configure pipelines and schema mappings; platform engineers/DevOps manage orchestration, environments, CI/CD, and secrets; data stewards/analysts adjust data quality thresholds, business rules, and curation policies through governed metadata; architects define standards, security, and reference patterns.

Scaling

• Independence of resources: MDDI guarantees resource independence through logical and physical isolation. Each customer operates in dedicated or securely partitioned cloud resources (separate storage accounts, compute pools, and metadata), with resource quotas, autoscaling, and workload prioritization enforced by ADF and Databricks. This prevents contention and ensures one customer’s demand never impacts another’s performance or availability.

Analytics

• Service usage metrics: Yes
• Metrics types: Service metrics you provide.
• Reporting types:
  • Real-time dashboards
  • Regular reports
  • Reports on request
• Resource tagging: Yes
• FOCUS resource tagging: No

Supplier type

• Supplier type: Not a reseller

Staff security

• Staff security clearance: Conforms to BS7858:2019
• Government security clearance: Security Clearance (SC)

Asset protection

• Knowledge of data storage and processing locations: Yes
• Data storage and processing locations:
  • United Kingdom
  • European Economic Area (EEA)
• User control over data storage and processing locations: Yes
• 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: In-house
• Protecting data at rest:
  • Physical access control, complying with CSA CCM v4.0
  • Encryption of all physical media
• 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: Explicit overwriting of storage before reallocation / Secure Erase

Data importing and exporting

• Data export approach: Exports are produced using the Customer’s own environment, pipelines, or execution scripts, ensuring Customer Data never leaves Customer‑controlled infrastructure. Once generated, exported files are delivered to Customer‑designated storage locations with appropriate access controls. Customer maintains full control and portability of their data throughout engagement.
• Data export formats:
  • CSV
  • ODF
  • Other
• Other data export formats:
  • FlatFile
  • DB
• Data import formats:
  • CSV
  • ODF
  • Other
• Other data import formats:
  • Flat File
  • Direct DB Connection

Data-in-transit protection

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

Availability and resilience

• Guaranteed availability: We guarantee a high level of service availability through clearly defined Service Level Agreements (SLAs). The level of availability depends on the availability mechanisms chosen by the customer for the infrastructure services (public and private)
• Approach to resilience: Available on Request
• Outage reporting: Our outage reporting is through email alerts.

Identity and authentication

• User authentication needed: Yes
• User authentication:
  • Multi-Factor Authentication (MFA)
  • Dedicated link (for example VPN)
  • Username or password
• Access restrictions in management interfaces and support channels: Access to MDDI management interfaces and support channels is restricted using role‑based access control (RBAC), least‑privilege policies, and segregation of duties. Authentication is enforced via enterprise SSO with MFA, while administrative actions require elevated, audited roles. Support access is time‑bound, approval‑based, and logged, with customer consent for any data access.
• Access restriction testing frequency: At least every 6 months
• Management access authentication:
  • Multi-Factor Authentication (MFA)
  • Identity federation with existing provider (for example Google Apps)
  • Username or password

Audit information for users

• Access to user activity audit information: Users contact the support team to get audit information
• How long user audit data is stored for: User-defined
• Access to supplier activity audit information: Users contact the support team to get 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: UST follow a defined escalation and reporting approach. Full details can be supplied upon request
• Software Security Code of Practice: Yes

Operational security

• Configuration and change management standard: Supplier-defined controls
• Configuration and change management approach: Undisclosed. Information can be provided to individual customers under an NDA.
• Vulnerability management type: Undisclosed
• Vulnerability management approach: Undisclosed. Information can be provided to individual customers under an NDA.
• Protective monitoring type: Undisclosed
• Protective monitoring approach: Undisclosed. Information can be provided to individual customers under an NDA.
• Incident management type: Undisclosed
• Incident management approach: Our incident management approach is based on the ITIL v3/v4 framework.
• Post-quantum cryptography secure: No

Secure development

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

Public sector networks

• Connection to public sector networks: No

Pricing

• Discount for educational organisations: Yes
• Free trial available: 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: 1%
• Between £2,500,001 and £5,000,000: 2%
• Over £5,000,001: 3%

Standards and certifications

• ISO/IEC 27001 certification: Yes
• ISO/IEC 27001 accredited by: Intertek
• ISO/IEC 27001 accreditation date: Sunday 26 October 2025
• What the ISO/IEC 27001 doesn’t cover: All controls are included
• ISO 28000:2022 certification: No
• ISO 9001 certification: No
• Quality management systems (QMS): Yes
• CSA STAR certification: No
• PCI certification: No
• Cyber essentials: Yes
• Cyber Essentials Certificate Number: 45ea2c7d-0dcf-4719-9ad0-62a1cde170e5
• Cyber essentials plus: Yes
• Cyber Essentials Plus Certificate Number: Aca8d25b-6da3-4baf-b86b-fa2f746d3fc0
• Other security certifications: Yes
• Any other security certifications:
  • ISO 22301
  • ISO 27701

Social value

• Mission: Kick start economic growth:

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

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

  • New or retained jobs on the contract workforce in the relevant area that meet the criteria set out in MAC 1b, 1c and 1d
  • New apprenticeships on the contract workforce in the relevant area that meet the criteria set out in MAC 1b
  • Providing opportunities for, and measuring and monitoring of, staff workforce conditions over time, including employee engagement, involvement in decision-making and satisfaction and adapting to any changes in the results, with clear processes for acting on issues identified
  • Plans to engage the contract workforce in deciding the most important workplace issues to address
  • 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

  • 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
  • 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
  • Methods for engaging with different parts of the community (including the education system and charities representing the community) and how communities come together to inform decisions, strategy and projects to leave a positive legacy for future generations
  • Plans for positive actions with community groups.
  • Measures for making facilities used in the delivery of the contract available for community groups, education or training
  • 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.

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