Experian 2014 Annual Report Download - page 20

16 Strategic report • Our people
Our people continued
Global leadership programmes
Building a strong talent and leadership
pipeline is a significant part of our
talent agenda. We have a suite of well-
established global talent programmes, to
accelerate our top talent’s development:
Experian Business Network (‘EBN’)
We launched this development forum
for high-potential and diverse emerging
talent in October 2008. In 2014, we rolled
out EBN in Asia Pacific, making this
impactful programme available in all
our regions. More than 450 employees
have been or are currently part of the
EBN. Approximately 19% of participants
have gained a promotion during or
since participating, which is ahead
of the average for Experian. Of these
promotions, 42% have been for women.
CEO Forum
This development forum exposes senior
talent to the CEO and other senior
executives. We select members from
the leadership succession talent pool
and actively encourage diversity. Since
its creation in 2008, 30% of the 90
participants have received a notable
promotion, of whom 22% were women.
Executive Success
After a successful pilot in 2012, the
second cohort has now completed
this programme. It targets our highest-
potential leaders, who have participated
in the CEO Forum and been identified
as people we want to develop further.
The programme accelerates leadership
development for our top global talent,
to help them prepare for future roles in
the most senior levels of management.
Of participants to date, 20% have been
promoted during or since the programme,
of whom 29% were women.
In addition to these global programmes,
we have a range of blended learning
opportunities at a regional level,
to support both technical and
leadership development.
Talent and succession planning
To ensure we have the future capability
we need, we have begun a global process
of strategic workforce planning. This will
identify and address the critical gaps
between our current resources and
the resources we will need to achieve
our strategic goals. This integrated and
continuous process will determine our
future talent requirements, in terms of
both skill set and location. It will then
inform the need for talent acquisition and
development programmes.
Succession planning is also integral to
our talent strategy, ensuring we have
the leadership resources to achieve
our strategic objectives. The executive
leadership and the Board’s Nomination
and Corporate Governance Committee
regularly review our plans for senior
leadership succession.
The most recent review highlighted that:
• 96% of senior leadership roles
have successors ready to provide
emergency cover (2013: 93%) and
55% have one or more candidates
to be permanent successors in the
short term (2013: 52%). Our focus
is on developing the strength and
depth of this talent pipeline. We
continue to cascade the talent
review process to increasingly
junior levels of emerging talent, to
help identify our talent pipeline for
the future. We then support their
development in a more targeted way,
to ensure their future readiness.
• 13% of the senior leadership team
are occupying developmental roles
outside their home country
(2013: 10%). This talent mobility
remains a key focus, as building
global capability is crucial to our
sustained success. We are also
seeing an increasing number of
global moves at more junior levels,
supported in part by our new
internal Experian Careers website.
As part of building a culture of
engagement and innovation, we
launched the Si Ramo Prize in 2014.
Doctor Simon ‘Si’ Ramo is an American
physicist, engineer and business leader.
He is also one of Experian’s forefathers,
thanks to his role in creating the part
of TRW that became Experian.
The prize will be awarded annually to
an individual or small team that applies
superior scientific skill to further
Experian’s commercial success
in data and analytics.
To be considered for the prize, the
nominees must exemplify Si Ramo’s
behaviours and characteristics,
namely having:
• vision for the future;
• creativity and innovation to develop
new technologies and approaches;
• resilience to fight through challenges;
• teamwork complementing the
Group’s individual strengths; and
the idea/development must have
significant commercial potential.
Si Ramo Prize 2014
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