Experian 2011 Annual Report Download - page 15

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Introduction Key resources 13
Key resources
Experian’s people, data and technology are the foundation of its global business.
People
Effectively managing and deploying the
talents of employees on a Group-wide
basis is key to the successful execution
of Experian’s global growth strategy.
The objective is to build strong and
sustainable bench strength across
the short, medium and longer term,
recognising that future developments
in the business may well mean changes
to the skills, experiences and market
knowledge required from its leaders.
Diversity – expanding our talent pool
Employees are drawn from as diverse
a pool as possible. Where Experian
can legally obtain employee diversity
data, it can be shown that the Experian
employee base broadly reects that of
the country in which it operates.
Approximately 45% of Experian
employees are female and 55% male.
Around 36% are classied as white
and 20% as non-white, with the
remainder choosing not to disclose this
information or the information being
unavailable to report.
The overall objective is to ensure that
Experian’s future senior leadership
team better reects the client, investor
and general employee base. The table
overleaf outlines the current picture
and highlights the progress being
made.
The following are some of the initiatives
designed to drive sustainable change:
• 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 major
geographies, making it a truly global
forum. To date, approximately 300
employees have been or are currently
part of the EBN, with analysis showing
that over a quarter of participants have
gained a role promotion while part
of the forum. This promotion rate is
over double that of the all-employee
population. Additionally, retention rates
within the EBN are over twice that seen
across the company, indicating that
the forum is achieving its objectives
in terms of both the promotion and
retention of diverse talent.
• CEO Forum
This development forum is designed
to expose potential senior leaders to
the Experian executive team. It has
been running since 2008 and has
continued to select talent from as
diverse a pool as possible. Of the 60
participants to date, approximately
25% have been female and another
25% have brought ethnic or cultural
diversity to the mix.
• FTSE 100 Cross-Company Mentoring
Programme
Experian continues to participate in
this mentoring programme, which
pairs high-potential female executives
with CEO or Chairman mentors
from other non-competing FTSE 100
companies.
• Senior hiring
There is ongoing commitment from
the Experian executive team to
promote diversity when hiring senior
leaders. Candidate shortlists would be
expected to offer a range of diversity,
provided that each individual met the
role criteria and deserved their place
on the list by merit, not by reason of
their diversity.
Cost prole - global % of cost
Labour 50%
IT 7%
Data 10%
Marketing 19%
Other 12%
Central Activities 2%
Experian employs approximately:
• 15,000 people globally
• 5,550 in North America
• 2,550 in Latin America
• 3,600 in the UK and Ireland
• 3,300 across EMEA and
Asia Pacic