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Experian Annual Report 2010 Business review48
Corporate responsibility
Experian’s approach to Corporate Responsibility (CR) can be typied by one
of the four global behaviours that drive our Group culture – ‘Doing it right’. A
determination to get things right for clients, consumers, employees, shareholders
and, ultimately, for society as a whole is an underpinning principle.
Experian’s CR strategy, together with
a set of six key responsibilities and
governance structure, were developed
over 2007 and 2008 and can be found
on Experian's corporate website at
www.experianplc.com. The Experian
Board reviews CR progress at every
meeting and a comprehensive CR
report is published in conjunction
with the annual report. CR is also built
into regional leadership objectives
and is a regular element of internal
announcements about the Group’s
overall performance.
Experian’s consistent reporting of
achievements against the CR strategy
provides a clear picture of progress,
but more detail about developments
around the six responsibilities
can be found in the full CR report
at www.experiancrreport.com.
The CR strategy concentrates on three
principal activities:
• Embedding CR in everyday business
• Focusing the community programme
• Innovating for social benet
The objectives for these activities
and the degree of achievement are
summarised in the table below.
By 2011, further embed
Social, Ethical and
Environmental (SEE) risks
in the risk process and
ensure each business unit
is addressing them in its risk
register
Express SEE risks and
opportunities, challenges
and achievements more
explicitly and communicate
to all employees
Evolve the community
focus to include community
sustainability
Spend at least 75% of
central community funds on
strategic focus of nancial
education entrepreneurship
Build SEE opportunity
reviews into product
development processes in
at least one region
Continue to provide funding
for Big Ideas and publicise
programme internally
Achieved
Achieved
Partly
achieved
Achieved
Partly
achieved
Achieved
• Standard Experian risk category denitions
enhanced to explicitly address sustainability issues
and the longer term
• All business and support units required to
incorporate in risk registers and use in assessing
new projects
• Internal communication strategy with quarterly
focus
• CR achievements included alongside nancials in
performance updates to all employees
• Global communication forums include CR
representatives
• CR video, sponsored by CEO
• Increased focus on entrepreneurship in funding
application criteria
• Applications and awards made to projects focused
on entrepreneurship
• Application criteria for projects reviewed and
strengthened
• Of US$794,000 available, 81% spent on projects with
strategic focus
• SEE reviews built into processes for all new
developments, including new products but specic
product development processes not yet inuenced
• Big Idea funding provided consistently over three
years and showing impact
• Programme publicised through general
communications, but more specic communications
needed
Embedding
CR in
everyday
business
Objective Status CommentStrategy
Focusing the
community
programme
Innovating
for social
benet