Experian 2013 Annual Report Download - page 25
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Please find page 25 of the 2013 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.Talent programmes
Building a strong talent and leadership
pipeline is a significant part of the
talent agenda and we continue to have
traction with a number of global talent
programmes which are supporting the
accelerated development of top talent:
Talent and succession planning –
improving our leadership pool and
deepening our talent pipeline
Succession planning, an integral part
of our talent strategy, ensures that
appropriate resources are in place
to achieve our strategic objectives.
The plans for senior leadership
succession are regularly reviewed by
the Group Operating Committee and
the Board’s Nomination and Corporate
Governance Committee.
Diversity profile of the senior leadership team
September 2009
(Total population = 87)
September 2010
(Total population = 90)
September 2011
(Total population = 85)
September 2012
(Total population = 89)
Gender (number and % females) 14 (16%) 16 (18%) 16 (19%) 17 (19%)
Ethnic origin (number and % non-white) 4 (5%) 6 (7%) 8 (9%) 8 (9%)
The most recent review highlighted
the following:
•10% of the senior leadership team are
occupying developmental roles outside
their home market and geography.
This mobility of talent continues to be a
key focus as building global capability is
key to our sustained success.
•Approximately 93% of senior leadership
roles have successors ready to cover
these roles in the short term through
emergency cover, and 52% have one or
more candidates identified as permanent
successors over the short and medium
term. The key focus is on developing the
strength and depth of this talent pipeline.
We continue to cascade the talent review
process to increasingly junior levels of
emerging talent as one way of doing this.
Experian Business Network (‘EBN’)
This development forum for high
potential and diverse emerging
talent was successfully launched
in October 2008 and now runs in
all our major geographies. Over
300 employees have been or are
currently part of the EBN, with
analysis showing that approximately
18% of participants have gained
a role promotion during or since
participation. This promotion rate is
ahead of the average promotion rate
for Experian. Of these promotions,
49% have been for women.
CEO Forum
This development forum is designed
for senior talent with a focus on
creating opportunities for exposure
to the CEO and other senior
executives. Members are selected
from the leadership succession
talent pool, with diversity being
actively encouraged. Analysis shows
that since its creation in 2008, of the
75 participants, 16 have received
a notable promotion, of which 4
were women.
Executive Success
After the very successful pilot of the
Executive Success programme in
2012, this year we have initiated the
second cohort of the programme.
This programme targets our
highest potential leaders who have
participated in the CEO Forum and
have been identified as individuals
we want to further develop. The
programme is aimed at accelerating
leadership development for our top
global talent that will help them
prepare for future roles in the most
senior levels of management.
GLOBAL COST PROFILE
Labour 55%
IT 8%
Data 12%
Marketing 11%
Other 12%
Central Activities 2%
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