Experian 2009 Annual Report Download - page 15

13Experian Annual Report 2009
Introduction
2 – 7
Business review Key performance indicators
Governance 44 – 72
Financial statements 73 – 148
13
Changes to key performance
indicators
Experian no longer reports ‘revenue per
employee’ as a KPI as our increasing
mix of businesses has resulted in this
no longer being an appropriate global
performance indicator.
Experian’s strategy is to drive protable
growth, for example, through increased
global reach. The ownership of both
consumer and business bureaux around
the world supports this strategy.
The number of business credit bureaux
which Experian owns, or in which it has an
interest, has increased to the extent that it
is now appropriate to disclose it separately
as a KPI. The comparative numbers of
business bureaux remain only those
bureaux historically owned by Experian,
but reect minority ownership from 2009.
Number of consumer credit
bureaux
Experian’s consumer credit bureaux
provide the foundation for its
consumer credit-related activities.
Experian owns consumer credit
bureaux in 13 countries and has an
interest in a further two, bringing
the total number of countries in
which Experian has an interest in a
consumer credit bureau to 15.
09
07
06
05
08
15
15
14
12
9
Number of business credit
bureaux
Experian’s business credit bureaux
provide the foundation for its business
credit-related activities. Experian owns
business credit bureaux in 10 countries
and has an interest in a further two,
bringing the total number of countries
in which Experian has an interest in a
business credit bureau to 12.
09
07
06
05
08
12
9
7
6
6
Countries with ofces
Experian supports local and
multinational clients in over 65
countries throughout a network
of ofces. Additional ofces were
opened during the year in Costa Rica
and Morocco to support Experian’s
growth in those countries. This
brought the total number of
countries where Experian has ofces
to 40.
40
38
36
32
28
09
07
06
05
08
Carbon footprint (000’s tonnes)
Experian’s environmental impact is
largely the result of energy use in
buildings, especially its data centres,
and employee travel. The Group is
taking steps to reduce its energy
consumption and overall energy
costs, and to extend its purchase of
energy from renewable sources.
09 58 18
07 59 15
06 53 6
05 53 5
08 65 16
Buildings Transport
Where emissions factors have changed, we have
applied the most recent factors retrospectively
Data in respect of air travel was included for the
rst time in 2007
2009 data reects improved measurement
and estimation processes which it has not
been possible to apply to previous years’ data,
consequently 2009 is not directly comparable to
previous years. See the full CR report for details and
calculation methods at www.experiancrreport.com
Employee engagement
Experian’s people are at the heart
of the Group’s success and are a
key resource. Experian has taken
a number of steps to improve
employees’ satisfaction and
involvement with the Company
and regularly surveys its whole
working population to measure their
engagement.
2009 2008 2007
74%
71%
53%
North
America
87%
Latin
America
64%
51%
62%
UK
and Ireland
62%
56%
53%
EMEA
68%
57%
62%
Asia Pacic
Percentage score calculated by the degree of
positive response to a specied range of questions
Score for 2007 is an amalgamation of regional
surveys conducted over a two-year period
No comparative data is available for Latin America
for previous years