Experian 2009 Annual Report Download - page 44

42 Experian Annual Report 2009
Business review
Corporate responsibility continued
CR contributing to the wider
business goals
Experian’s vision of becoming a
necessary part of every major consumer
economy in the world necessitates
growth and, in the economic climate
of the last two years, sustainability is
being seen as an important element in
the protability of this growth.
Growth brings risks as well as
opportunities and the CR agenda
addresses these from a SEE
perspective, helping Experian to
consider the longer term and the
reaction of society to its decisions.
In the last two years, Experian’s aim
has been to: “Increase global reach
by expanding its global network and
extending its existing capabilities into
new geographic and vertical markets”.
As part of this growth the
EMEA/Asia Pacic region has seen
considerable expansion. To parallel this,
Experian has extended the reach of its
CR reporting of non-nancial data to
include China, Australia, South Africa
and most of its smaller European ofces
for the rst time this year.
There is strong commitment from
regional management: in EMEA the
senior management team have all been
requested to include a CR-focused
objective in their personal goals for
the next scal year. In Asia Pacic CR
has recently been used as a subject for
discussion with employees across the
region and the senior management have
supported a bid for central funds for a
community project in China.
A further element of Experian’s growth
strategy is to: “Innovate to stay ahead
by promoting its culture of innovation
and investing in new data sources and
enhanced analytics”.
The fund Experian provides for ‘Big
Ideas’ through its central CR budget
helps promote innovation to address
social concerns – either by creating
a new product or using a current
product in a new way. Last year the fund
supported an innovative development in
micronance and this year funds were
allocated to the development of two
products in new elds. One will support
companies wanting to understand their
position on employee diversity and plan
actions to address any imbalance. The
other will provide a means of engaging
employees in managing their own
carbon footprint. It is intended that both
become commercially available in 2010.
Objective Achievements
Ensure appropriate
proposals resonate
with the strategic focus
and fully utilise the
funds available
– 100% of central budget utilised
– All regions took up allocated funds
– Over 75% of central budget available for
community projects spent on projects
with a focus on nancial education and
entrepreneurship
Objective Achievements
Support the process
of discussions at a
regional level to promote
the development of the
‘Big Ideas’ pipeline
– Pipeline discussions held
– Two new projects were identied involving
products from the UK’s public sector business
Focusing the community programme
Big Ideas - supporting social and
environmental innovation
Focusing the centrally-funded
community programme on nancial
education and entrepreneurship
supports business goals, provides
long-term benets for consumers and
enables employees to see Experian’s
contribution making an impact.
Experian’s expertise is in providing
unique insight and improving decision
making. Using these talents in a social
and environmental capacity is something
the Group is encouraging through its ‘Big
Ideas’ programme, which in turn supports
innovation and growth in new markets.
US$
Community investment 2009 ‘000s
Financial donations from Experian subsidiaries 1,012
Employee time volunteered 353
Gifts in kind 222
Management costs 185
Funds from Experian plc 937
Total from Experian 2,709
% of Benchmark PBT 0.32%
Employee fundraising 466
GUS Charitable Trust donations 423
Total value of all giving 3,598
% of Benchmark PBT 0.43%