Experian 2014 Annual Report Download - page 19

Talent – strengthening and
diversifying our talent pool
Our talent strategy focuses on releasing
the talent of every employee to deliver
our performance goals. Performance for
Growth and our diversity and inclusion
agenda are just two of the many ways
in which we aim to achieve this for all
our people. We also continue to invest in
targeted leadership development, as part
of strengthening our leadership pipeline.
Performance for Growth
In 2013, we launched Performance for
Growth, a globally consistent performance
management process. At the same time,
we introduced the People Standard and
the Leadership Standard. These clearly
lay out the capabilities and behaviours we
expect from our employees and leaders.
Our assessment of performance now has
a more equal balance between what we
do (our objectives) and how we do it (our
behaviours). Performance for Growth has
also increased the emphasis on career
and development conversations. Feedback
to date has been very positive and we will
continue to embed this approach.
Increasing our emphasis on
diversity and inclusion
We need to access the broadest possible
talent pool, so we can drive innovation
and meet the needs of our increasingly
diverse clients and consumers around
the world.
We also want that diversity to flow
through to our senior leadership team, so
it better reflects our client, consumer and
employee bases. The table above shows
the current picture and the progress we
are making. Details of our Board diversity
can be found in the Corporate governance
report, later in this annual report.
Of our global employee base, 45% are
female and 55% male. Around 29% are
classified as white and 12% as non-white.
The remaining 59% are not classified,
either because local legislation did not
allow us to request this data or because
employees chose not to disclose it.
The Heart of Experian offers us an
unrivalled opportunity to build a more
inclusive culture, with its emphasis
on developing a sense of belonging
and giving all employees the chance
to flourish. In addition, we have
significantly increased our diversity
and inclusion (‘D&I’) efforts in the
past year, seeking to raise the bar
everywhere and ensure we are in a
stronger position, locally and globally.
We have developed a global D&I
framework, which each region and global
business line has used to create a D&I
action plan. We review progress against
these plans twice a year. This takes place
at our global talent review and is aligned
with our annual planning process. We
are also working to broaden our definition
and understanding of diversity, to make
us more inclusive and ensure we create
an environment in which everyone can
succeed, irrespective of their gender,
ethnicity, thinking style, experience, age,
physical ability and economic background.
September 2008 September 2009 September 2010 September 2011 September 2012 September 2013
Total number of senior leaders 87 87 90 85 89 92
Gender: female senior leaders (%) 11 (13%) 14 (16%) 16 (18%) 16 (19%) 17 (20%) 20 (22%)
Ethnic origins (% non-white) 6 (7%) 4 (5%) 6 (7%) 8 (9%) 8 (9%) 9 (10%)
Diversity profile of the senior leadership team
Labour 54%
IT 8%
Data 13%
Global cost profile
Marketing 12%
Other 11%
Central Activities 2%
Experian employs people in
North America: 6,400
Latin America: 3,000
UK and Ireland: 3,800
EMEA/Asia Pacific: 3,100
Strategic report • Our People 15