S&P GLOBAL LIMITED

Global Trade Analytics Suite

The Global Trade Analytics Suite is the most comprehensive, intuitive, and powerful trade research tool on the market. Our suite of trade products delivers decision-ready intelligence through analytics that have been built to evaluate global trade, commodity values, and identify companies involved in trade activity

Features

• International Trade Data: Bilateral Trade and Total Trade
• Global Customs Data: 98% Global Coverage with Official Data
• Bills of Lading (BoL): Shippers and Consignees
• Company Profiles
• Trade Analytics
• Product Value Screening: Monthly prices of goods by trade lane
• Trade Forecasting: 15 Year Forecast with Quarterly Updates
• Visualizations and data export functions
• Desktop UI and APIs are available.
• Supply Chain Visibility: track which companies are doing business with

Benefits

• Analyze global trade flows from official data.
• Complimentary training and support
• Navigate corporate relationships.
• Find potential suppliers for exports.
• Validate Export Credit Business Cases
• Support Trade Promotion Activities
• Identify sanctions circumvention.
• Identify over and under invoicing (AML / TBML)
• Customs and Law Enforcement Investigations
• Counternarcotics Investigations (Synthetics / Precursors)

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

Framework

G-Cloud 15

Service ID

938588576638412

Contact

Daniel Pearcey
+447967785826
dpearcey@spglobal.com

About your service

• Service categories:

  Application Development and Deployment

  Application platforms

  • Model driven application platforms
• Multi cloud support: No

Service scope

• Software add-on or extension: No
• Cloud deployment model: Private cloud
• Service constraints: No
• System requirements:
  • Platform, all browsers, latest version recommended.
  • Internet Access
  • Whitelisting of URLs depending on security configuration

User support

• Email or online ticketing support: Yes
• Support response times: Customer Service is available 24/6 with less coverage on Sundays. Client Managers are available to support and escalate outside of hours. Global coverage due to support in all time zones
• 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
• 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: NA
• Web chat accessibility testing: NA
• Onsite support: Yes
• Support levels: Our Customer Care is divided into 3 Tiers and there is no additional cost. There is a Client Manager and a Technical Point of Contact assigned for each Client. ; Tier 1 focuses on general questions and basic issues; ; Tier 2 focuses on technical support and quality issues, and ; Tier 3 provides training and value-added support.
• Support available to third parties: Yes
• AI chatbot: No

Onboarding and offboarding

• Getting started: We provide user documentation, online training, and onsite training. A Client Manager and Technical Point of Contact are assigned to each Client for smooth onboarding.
• Service documentation: Yes
• Documentation formats: PDF
• End-of-contract data extraction: When the contract ends, users can extract their data from S&P Global by following the data extraction process outlined by the Sales Operations team. This process typically involves submitting a data extraction request, specifying the data they need, and providing the necessary details for retrieval. The Sales Operations team will then work with the user to ensure a smooth and secure transfer of their data. It is important for users to communicate their data extraction requirements in a timely manner to ensure a seamless transition. ; Once we no longer have a legitimate business need to process your personal information/data, we follow our applicable information governance policies, procedures and standards and retain your information for as long as necessary to accomplish the purpose for which it was collected, following which we either delete or anonymize your personal information/data, or if deletion or anonymization is not possible, then we pseudonymize and/or securely store your personal information and isolate it from any further processing until deletion is possible
• End-of-contract process: S&P Global has a detailed Exit Strategy document and process. There is a policy for deletion of data in the hosted environment that is followed up written notification of the termination of contracts. S&P Global have a company policy around the deletion of documents and this is reviewed annually. In general, we use several methods to wipe data. These methods are employed dependent on classification of data present on the system. Data is destroyed by overwriting, degaussing, or physical destruction
• Documentation accessibility standard: EN 301 549

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Microsoft Edge
  • Firefox
  • Chrome
  • Safari
• Application to install: No
• Designed for use on mobile devices: No
• Service interface: No
• User support accessibility: None or don’t know
• API: Yes
• What users can and can't do using the API: Yes, Users can access all services via API in addition to the browser interface. There are no limitations, but excessive call volume will need to be reviewed.
• API documentation: Yes
• API documentation formats: PDF
• API sandbox or test environment: Yes
• Customisation available: No

Scaling

• Independence of resources: Our services operate globally with tens of thousands of users and hosted by AWS. We can offer an uptime service availability of 99.98%.

Analytics

• Service usage metrics: Yes
• Metrics types: Yes Usage statistics by user
• Resource tagging: No
• FOCUS resource tagging: No

Resellers

• Supplier type: Not a reseller

Staff security

• Staff security clearance: Conforms to BS7858:2019
• Government security clearance: Baseline Personnel Security Standard (BPSS)

Asset protection

• Knowledge of data storage and processing locations: Yes
• Data storage and processing locations:
  • European Economic Area (EEA)
  • Other locations
• User control over data storage and processing locations: No
• Datacentre security standards: Complies with a recognised standard (for example CSA CCM version 4.0)
• Penetration testing frequency: At least once a year
• Penetration testing approach: Another external penetration testing organisation
• Protecting data at rest:
  • Physical access control, complying with CSA CCM v4.0
  • Physical access control, complying with SSAE-18 / ISAE 3402
  • Physical access control, complying with another standard
  • Encryption of all physical media
  • Scale, obfuscating techniques, or data storage sharding
  • Other
• Other data at rest protection approach: Encryption at rest provides data protection for stored data (at rest). Encryption at rest is designed to prevent unauthorized users from accessing the unencrypted data by ensuring the data is encrypted on disk. In addition to satisfying compliance and regulatory requirements, encryption at rest provides defense-in-depth protection. Attacks against data at-rest include attempts to obtain physical access to the hardware on which the data is stored, and then compromise the contained data. Encryption solutions must be applied to servers, desktop computers, thumb drives, mobile devices (phones, tablets, laptops) and Cloud storage. AES 256 based encryption is used for data protection
• Data sanitisation process: Yes
• Equipment disposal approach: In-house destruction process
• Data sanitisation type: Deleted data can’t be directly accessed / Cryptographic Erasure

Data importing and exporting

• Data export approach: Exports of data via Excel/CSV are possible from the browser interface as are visualizations such as tables and screenshots.
• Data export formats:
  • CSV
  • Other
• Other data export formats: Excel
• Data import formats: Other
• Other data import formats: NA

Data-in-transit protection

• Data protection between buyer and supplier networks: Other
• Other protection between networks: To protect data between the buyer's network and S&P Global's network, several security measures are in place. These include: ; Encryption: Data is encrypted using industry-standard protocols such as SSL/TLS to ensure secure communication. ; Firewalls: Robust firewalls are implemented to monitor and control network traffic, preventing unauthorized access to sensitive data. ; Access Controls: Strict access controls are enforced, ensuring that only authorized personnel can access and manage data. ; Intrusion Detection and Prevention Systems: Advanced systems are in place to detect and prevent any unauthorized access attempts or suspicious activities.
• Data protection within supplier network: Other
• Other protection within supplier network: SPGI manages network interfaces including gateways, routers, firewalls, or encrypted tunnels implemented within a security architecture (e.g., routers protecting firewalls or application gateways residing on protected subnetworks). S&P Global's' Network Security Standard Policy defines the minimum requirements necessary for providing appropriate access controls over the SPGI network infrastructure. This standard applies to all Company owned or leased network devices, and all third-party service provider devices connected to or used to connect to the Company network for any purpose

Availability and resilience

• Guaranteed availability: We have an Uptime Service Availability of 99.98% and have never experienced substantial periods of solution unavailability.
• Approach to resilience: Available on Request; In case of Follow up: S&P Global has developed a robust enterprise-wide Business Continuity Management policy and framework to manage disruption and contingency scenarios. S&P Global Operational Resilience program ensures implementation of appropriate Business Continuity and IT Disaster Recovery strategies for all critical business functions and technologies operating from its offices around the globe. ; ; Multiple data centers serve as backups to each other. Data centers are staffed and/or monitored 24 hours a day, seven days a week and are equipped with redundancy and contingency features. Data centers are located in sufficiently diverse locations to mitigate against any single event causing full disruption. S&P Global employs multiple internet service providers. The data centers are equipped with dual-entry paths for selected data carriers, as well as being engineered to switch telecommunications between sites or to domestic and overseas offices, if necessary.
• Outage reporting: In accordance with contractual commitments or regulatory obligations, the Company may have to report InfoSec or Data Incidents to clients or customers. ; ; S&P Global has a robust incident management process in place to report and address any outages or service disruptions. When an outage occurs, the incident management team is immediately notified and begins investigating the issue. The team communicates updates and progress through various channels, including email notifications, status updates on the S&P Global website, and direct communication with affected users. Additionally, S&P Global may utilize automated monitoring systems to detect and report outages in real-time. This allows for prompt resolution and keeps users informed throughout the process. The incident management team works diligently to minimize the impact of outages and restore service as quickly as possible.

Identity and authentication

• User authentication needed: Yes
• User authentication: Username or password
• Access restrictions in management interfaces and support channels: According to S&P Global's 'User Provisioning and Access Controls Standard', All users must have an account provisioned via the Corporate Simple Access identity management facility before being granted access to any other SPGI system or application. Users are only given those privileges and entitlements necessary to perform their functions. Access rights are not activated before authorization procedures are completed. Similarly, All access are immediately revoked for users who terminated employment. Authorized users are assigned group and role membership, and account access authorizations (e.g., privileges) and other attributes for each account.
• Access restriction testing frequency: At least once a year
• Management access authentication: 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: At least 12 months

Security governance

• Named board-level person responsible for service security: Yes
• Security governance certified: Yes
• Security governance standards:
  • CSA CSM version 4.0
  • ISO/IEC 27001
• Information security policies and processes: SPGI’s Information Security Program mission is to protect customerinformation and the company’s reputation and brand through wellestablished, uniform security practices while complying with legalrequirements and industry best practices. This is accomplished by having acentralized accountability function with the goal of enhancing the company’sability to: predict security events and their relative impact to SPGIenvironments; prevent attacks by augmenting the enterprise securityposture; detect attacks that have evaded preventative measures; respond tosecurity events for timely remediation; and improve/update the group’scapabilities and resiliency.; The Chief Information Security Officer (CISO) manages and coordinates SPGI’s Information Security Program. The CISO reports to SPGI’s Chief Information Officer (CIO) who is a member of the Operating Committee andreports to the President and Chief Executive Officer (CEO) of SPGI.
• 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: Components are tracked through their lifecycle in the CMDB; changes undergo security impact analysis and follow documented approvals. This reduces configuration drift and ensures timely mitigation of risk before production deployment.
• Vulnerability management type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Vulnerability management approach: We run network/application vulnerability assessments to identify patch‑ and configuration‑related issues; scans occur internally and externally. Applications pass threat modeling, static/dynamic testing, and, as needed, manual and penetration tests within the SDLC.
• Protective monitoring type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Protective monitoring approach: Our Security Operations Center (SOC) and Cyber Incident Response Team (CIRT) monitor events 24x7, triage indicators of compromise, and invoke incident procedures. The program is rehearsed annually and integrates business continuity and communications.
• 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 CIRT coordinates with Privacy/Legal and stakeholders based on incident nature and obligations. Reporting to clients/regulators is performed per contract/regulation, and after‑action reviews drive continuous improvement.
• Post-quantum cryptography secure: No

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: Yes
• Free trial available: Yes
• Description of free trial: Free trials include time limited access to the full version of the product to be purchased. To register for a free trial, contact: justin.heron@spglobal.com

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

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

Non-mandatory Standards and certifications

• ISO/IEC 27001 certification: No
• ISO 28000:2022 certification: No
• ISO 9001 certification: No
• Quality management systems (QMS): No
• CSA STAR certification: No
• PCI certification: No
• Cyber essentials: No
• Cyber Essentials Alternative: None of the criteria
• Cyber essentials plus: No
• Cyber Essentials Alternative: None of the criteria
• 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
    • Providing opportunities for, and measuring and monitoring of, staff workforce conditions over time, including employee engagement, involvement in decision-making and satisfaction and adapting to any changes in the results, with clear processes for acting on issues identified
    • Plans to engage the contract workforce in deciding the most important workplace issues to address
    • Monitoring of employee engagement rates (by protected characteristic) and, where necessary, the development of actions to ensure all voices are heard across the diversity of the workforce
    • Employment contracts that reflect actual hours worked; steps taken to ensure employees understand their contracts and have the ability to review and adjust them if actual hours regularly exceed contracted hours
    • Activities that support an environment where staff are educated about, and feel empowered to, address their physical wellbeing
    • Activities that support an environment where staff are educated about and feel empowered to report and address bullying and harassment
    • 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
    • Understanding of local demographics, needs and opportunities for the co-design of the goods, services and works to be delivered under the contract

  • 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)
    • 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

  • 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

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 dpearcey@spglobal.com. Tell them what format you need. It will help if you say what assistive technology you use.