Experian 2012 Annual Report Download - page 23

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21
Governance Financial statementsBusiness reviewBusiness overview
Employee engagement – listening
to our people
Our global people survey is carried out every
18 months and provides valuable insights
into the views of employees and their level of
engagement with the business.
Experian’s fourth global people survey in
November 2011 achieved 88% employee
participation, the same level as the last
survey. This response level is considered to
be ‘high performing’ and our objective is to
maintain such high levels.
The strongest results globally in 2011
were found in those areas that employees
identified as a priority for improvement in
the previous survey (particularly Teamwork,
Communication and Respect and Integrity).
These were the focus of action plans at a
global and regional level.
Overall the results showed a positive trend
since the first survey carried out in 2007,
and improved over the scores of 2010
with 53% of items showing significant
improvement (2010: 42%). Only 14% of
survey items have shown significant
decline against 25% in 2010.
Global and regional action plans relating
to the 2011 survey have been completed
and continue to demonstrate the strong
commitment from executive and senior
leadership to addressing issues raised by
these surveys.
Plans are in place for a quarterly review of
progress against the action plans, all set
with consistent principles, communication
processes and measurement.
The fifth global people survey will run in
Spring 2013. The focus for this survey will
be to continue closing the gap between
Experian’s scores and those of global high
performing organisations. In addition, there
will again be a strong focus on whether
action has been taken on areas identified
for improvement in the last survey,
indicating how well we addressed specific
employee feedback.
More information on how we are progressing
on closing the employee engagement gap
with global high performing organisations
can be found in the key performance
indicators section.
Succession planning – building
our base of talent
Succession planning ensures that
appropriate senior leadership resources
are in place to achieve our strategic
objectives. The plans are regularly reviewed
by the Board’s Nomination and Corporate
Governance Committee.
For the broader leadership, plans are
reviewed twice-yearly by our executive team.
The most recent review highlighted the
following:
• 71% of senior leadership appointments
are internal promotions. This ratio is in line
with FTSE 100 best practice.
• 11% 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, especially across our biggest
markets.
• Approximately 95% of senior leadership
roles have successors ready to cover these
roles in the short-term and emergency
cover, and over 60% have one or more
candidates identified in medium or longer
term as permanent replacements. The key
focus is on developing the strength of this
talent base. We continue to cascade the
talent review process to increasingly junior
levels of emerging talent as one way of
doing this.
Talent development – investing
in high potential employees
We remain committed to checking and
challenging our assessments of people, in
order to ensure that we are investing in the
development of the right individuals. We took
many actions this year including expansion
of the global talent forums for high-potential
employees, a continued focus on career
planning as part of performance review
discussions and the active alignment of the
global mobility and talent agendas to identify
individuals who will develop personally and
professionally from international experience.
In 2012, we further emphasised developing
high potential employees with the new
Executive Success Programme which is
targeted to select highest potential leaders
who have participated in the CEO Forum
events, as referred to above.
Experian employs approximately*:
• 17,000 people globally
• 5,800 in North America
• 3,300 in Latin America
• 3,900 in UK and Ireland
• 4,000 across EMEA and
Asia Pacific
*As at 31 March 2012
Cost profile - global % of cost
Labour 54%
IT 8%
Data 12%
Marketing 12%
Other 12%
Central Activities 2%