Work with sales teams to raise awareness of their responsibilities regarding compliance with laws governing use of data, rolling out targeted communications in two regions in FY11

Worked specifically with sales teams in North America & UK and Ireland producing advice notes and a training module, ‘adept’. The Compliance team have launched an ‘awareness week’, a data privacy day and are managing a global compliance webpage with links to local sites with competitions, prizes and pledges to incentivise high standards of performance.

Take account of social, ethical and environmental (SEE) impact as product and technology initiatives are considered, including consumer benefit, value to clients, contribution to economic and social development and environmental effect. Establish criteria and metrics within business cases and project management to enable success to be measured

This year developments to embed consideration for SEE impact have included:

Develop employee communications to raise awareness across the whole Experian population of the positive role of credit and credit reporting; other Experian consumer services; and Experian’s commitment to consumer education. In selected regions provide further development and support to create employee consumer ambassadors with an increased knowledge and ability to communicate with others

North America and the UK launched monthly credit advice columns to educate employees, which were shared through the global consumer forum.  Employees shared the advice with family, friends and educators.   In the UK the TV coverage on popular programmes is being given greater internal promotion. A formalised support system to guide employees to be effective speakers and ambassadors for Experian was researched and developed during the year and a pilot launched at year end. There has been considerable positive feedback from employees about the initiatives to date.

Work with regional focus groups to better understand survey results around elements that contribute to employees’ view of the company as a good corporate citizen, focusing particularly on the internal culture and making Experian a great place to work with a clear value proposition for employees to associate with. Set a plan in place for communication of this proposition to align employee perceptions

As a direct result of feedback from the last Global People Survey, and further, ongoing feedback from regional teams, a global working party involving representation from HR, CR, Marketing and Communications has been established with the aim of understanding and building the global Experian ‘Employee Value Proposition’.  This will enable the organisation to be in a position to describe and differentiate the characteristics and appeal of working for and within the organisation which will aid the acquisition of external talent in addition to helping to drive the retention of existing talented employees. This is a key building block in establishing Experian as a ‘great place to work’. Phase 1 delivery is planned for October 2011 to allow the impact to be measured in the November global people survey.

To achieve a total of 5% reduction in utility energy consumption (normalised per $1,000 of sales) over three years 2010 - 2012 and ensure quarterly energy and travel data is received from all regions

This year our carbon footprint was 79 thousand tonnes, representing a 2% reduction in our absolute CO2 emissions over the past twelve months.   Our emissions due to building energy use were down from 62 to 58 thousand tonnes of carbon. When represented per $1,000 of turnover, this is a 14%, reduction; we are selling more but still using less energy. Quarterly energy and travel data is now received from all regions and we are developing monthly information and quarterly reports.

Update our community policy, ensure it is globally applicable, reactivate a multi-region forum and create a set of common tools to support local, regional activity

Multi-region forum reactivated and meetings scheduled. Overarching globalised policy with community leaders for consultation. Tools around development of KPIs and measurement and recording is being discussed with London Benchmarking Group, and aligned with internal performance management process.