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Experian Annual Report 2010 Introduction10
Investment in people
accounts for over
50%
of expenditure
Key resources
75% of senior leadership •
appointments are now the result of
internal promotions and development
programmes.
75% of senior leadership roles within •
Experian have two successors ready
now, or within one to two years of
readiness, in line with best practice.
52 cross-regional development role •
change relocations were made over
the 12 months ended September
2009, a good indicator of strong talent
management.
Talent development:
investing in high potential employees
Experian is committed to ensuring
that talented individuals at all levels
are provided with the skills and
experiences needed to become
realistic future successors. Actions
taken this year include expansion of
leadership development programmes,
enhanced career planning support and
commitment to talent development
forums, such as CEO breakfasts and
Board lunches.
The leadership development
programme, ‘Inspire’, continues to
evolve and has become Experian’s
primary global leadership development
initiative for the UK and Ireland, EMEA
and North America regions. It engages
leaders in an inspirational community
challenge as part of the Group’s
commitment to widening social and
ethical awareness.
People, data and technology are the resources that
Experian considers to be fundamental to its business.
and general employee base is a key
objective. The following business
actions have been implemented in order
to achieve this change:
The Experian Business Network: this •
is primarily a forum for supporting
diversity. The network was launched
in October 2008 and now runs within
the UK and Ireland, EMEA, North
America and Latin America regions.
Senior hiring review: a programme •
to ensure that Experian accesses the
widest pool possible to secure the
best candidate for the job.
FTSE 100 Cross Company Mentoring •
Programme: Experian participates
in the FTSE 100 Cross Company
Mentoring Programme, which pairs
high potential female executives with
CEO or Chairman Mentors from other
non-competing FTSE 100 companies.
Succession planning:
building bench strength
Succession planning ensures that
appropriate leadership resources are
in place to achieve Experian’s strategic
objectives. Plans are regularly reviewed
by the Board’s Nomination and
Corporate Governance Committee.
People
The management of talent is critical
to Experian’s success and the Group
invests over 50% of its cost base in
attracting, developing and retaining
its people.
Experian employs around 15,000 people
globally with around 36% of these being
based in North America, 24% in the UK
& Ireland and 19% in Latin America. The
remainder are spread across Europe,
Middle East, Africa and Asia.
Diversity:
expanding our talent pool
Employees are drawn from as diverse a
pool as possible and the ethnic prole
broadly reects that of the populations
in which Experian operates, with data
indicating that:
Around 46% of the global employee •
population is female and 54% male.
Data from 55% of employees indicates •
that broadly 43% are white and 12%
non-white. More detailed information
is available at a regional level and is
available in the CR report at
www.experiancrreport.com.
Ensuring the future senior leadership
team better reects the diversity
of Experian’s customer, investor
Labour
IT
Data
Marketing
Other
Central
Activities
Cost profile –
global percentage of cost
52%
7%
14%
16%
9%
2%
17
62