Experian 2009 Annual Report Download - page 42

Download and view the complete annual report

Please find page 42 of the 2009 Experian annual report below. You can navigate through the pages in the report by either clicking on the pages listed below, or by using the keyword search tool below to find specific information within the annual report.

Page out of 152

  • 1
  • 2
  • 3
  • 4
  • 5
  • 6
  • 7
  • 8
  • 9
  • 10
  • 11
  • 12
  • 13
  • 14
  • 15
  • 16
  • 17
  • 18
  • 19
  • 20
  • 21
  • 22
  • 23
  • 24
  • 25
  • 26
  • 27
  • 28
  • 29
  • 30
  • 31
  • 32
  • 33
  • 34
  • 35
  • 36
  • 37
  • 38
  • 39
  • 40
  • 41
  • 42
  • 43
  • 44
  • 45
  • 46
  • 47
  • 48
  • 49
  • 50
  • 51
  • 52
  • 53
  • 54
  • 55
  • 56
  • 57
  • 58
  • 59
  • 60
  • 61
  • 62
  • 63
  • 64
  • 65
  • 66
  • 67
  • 68
  • 69
  • 70
  • 71
  • 72
  • 73
  • 74
  • 75
  • 76
  • 77
  • 78
  • 79
  • 80
  • 81
  • 82
  • 83
  • 84
  • 85
  • 86
  • 87
  • 88
  • 89
  • 90
  • 91
  • 92
  • 93
  • 94
  • 95
  • 96
  • 97
  • 98
  • 99
  • 100
  • 101
  • 102
  • 103
  • 104
  • 105
  • 106
  • 107
  • 108
  • 109
  • 110
  • 111
  • 112
  • 113
  • 114
  • 115
  • 116
  • 117
  • 118
  • 119
  • 120
  • 121
  • 122
  • 123
  • 124
  • 125
  • 126
  • 127
  • 128
  • 129
  • 130
  • 131
  • 132
  • 133
  • 134
  • 135
  • 136
  • 137
  • 138
  • 139
  • 140
  • 141
  • 142
  • 143
  • 144
  • 145
  • 146
  • 147
  • 148
  • 149
  • 150
  • 151
  • 152

40 Experian Annual Report 2009
Corporate responsibility
Business review
Strategy
The CR strategy has three strands:
Business as usual: Further embed
CR principles into normal business
processes, taking account of the
potential social benets and risks, and
the impact on climate change.
Focusing the community programme:
Create a focused approach for
major projects, funded with central
monies, but retain local exibility for
regional funds to encourage employee
engagement.
Big Ideas: Use CR to provide a catalyst
for entrepreneurial ‘big ideas’; products
or services that can have a major social
or environmental impact.
The following provides a review of
progress against both strategic
objectives and the six specic
responsibilities. It also demonstrates
how consideration of social, ethical and
environmental issues is contributing
to key resources and core business
goals. It shows the direction Experian’s
corporate responsibility programme is
taking and gives an insight into the CR
vision and strategy for the year ending
March 2010.
Our six responsibilities
Data
Products and services
Consumers
Being a good employer
Minimising impacts on the
environment
Playing an active part in communities
Use and protect data properly, respecting all the relevant laws,
helping evolve industry guidelines and new legislation, and
ensuring a culture of compliance with the highest standards of
integrity.
Create social and economic benet through our products,
services and capabilities, balancing commercial benet with
consumers’ rights and needs.
Inform and empower consumers, and ensure that those who
interact directly with our company receive fair and honest
treatment.
Be a good employer to all, establishing a set of expected
behaviours and values, aiming to ensure that everyone working
for us is treated fairly and given the maximum opportunity to
full their potential, and ensuring that all our workplaces are
safe and healthy.
Minimise as far as possible the environmental impacts
associated with our business and enable employee
participation, with a particular concentration on the reduction
of energy use and its effect on global warming.
Play an active part in social and economic regeneration in our
communities, be they local, national or global.
Marketplace
Workplace
Environment
Community
Experian’s aim is to make the business more sustainable from a
social, ethical and environmental (SEE) perspective. The Group
developed a framework of six key responsibilities in 2007 and a core
strategy followed in 2008, strongly linked to elements of the wider
business strategy.