Experian 2016 Annual Report Download - page 52
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50
Empowering women in Experian
Everywoman has been chosen to support our D&I agenda to enable a greater contribution by women
and accelerate career paths, thereby supporting women to achieve their potential and balance the
gender gap from mid-management upwards.
“We’re committed to giving all women in our company the opportunities they need to succeed.
I’m excited to become Experian’s global ambassador for women in Experian and hope our new
partnership will be a step forward in helping more women get ahead in their career.”
Joy Griffiths Global Managing Director, Decision Analytics and Chairman, Asia Pacific
Emerging Talent Network
In 2015, we launched a similar
development programme to the EBN
for talent earlier in their careers. We
piloted this programme in three regions,
and all regions are now looking to
implement similar initiatives. We now
provide a range of talent development
programmes to support development
throughout the leadership pipeline.
Talent and succession planning
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 senior leadership
succession plans.
The most recent review, as at
31 December 2015, highlighted that:
• 98% of senior leadership roles
have successors ready to provide
emergency cover (2014: 95%), 52%
have at least two successors who are
‘ready now’ or ‘ready within two years’
(2014: 54%) and 72% have at least one
successor ‘ready now’ or ‘ready within
two years’. We have even stronger
coverage in the ‘ready in two to four
years’ category, which is now at 77%
(2014: 74%).
• Our focus continues to be on
developing the strength and depth
of our talent pipeline. As well as
reviewing top talent and progress
against our talent management plans,
we also assess whether we have the
best people in our most critical roles.
We saw marked improvement from
2015, with 88% confidence in the
incumbents of our critical global ‘A’
roles, compared to 58% confidence in
the previous review year. This year we
also put an additional spotlight on the
quality of succession cover into these
most critical ‘A’ roles globally.
Talent mobility also remains a key focus,
as building global capability is crucial
to our sustained success. We are
continuing to see an increase in global
moves at more junior levels. Of the 123
new global moves made in 2015, nearly
half (45%) were below executive grade.
We are also seeing greater movement of
talent on local contracts, helping us to
control costs.
Our people continued
Strategic report •Our people