Climate Impacts
ReportPrepared using guidelines fromthe Task Force on Climate-related
Financial Disclosures TCFD

www.informa.com

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The Heart of Informa
At Informa, knowledge, connections
and progress are at the heart of ourbusiness.
Our purpose is to champion specialists, by providing
expert knowledge and relevant connections toprofessionals and businesses that help them learn moreand do more. In this way, we aim to make a positive
contribution to our customers, to the markets they workin and to the communities around the world in which
we operate. For us, this is an essential part of creating
a business that is successful and sustainable overthe long term.
Sustainability is both a part of how Informa works
and also very much a focus of the products and services
we provide.
Through our Taylor & Francis business, we are proud
to support and publish the work of academics who areresearching the latest developments in climate science.
Our events business includes brands such as Greenbuild,which for over a decade has connected the world’s
leading thinkers and policy makers on how to create
more resilience in building, showcasing the best in green
buildings. And across our specialist digital and media
products, we continue to serve increasing demand
from customers to discover more about sustainability
developments and innovation in their markets.

In our own business, we have been investing in oursustainability capabilities and environmental, socialand governance practices for over a decade. In recent
years this work has deepened and in 2020 we launched
FasterForward, a five-year sustainability programme
designed to further accelerate our work to embedsustainability into everything we do and help ourcustomers and specialist markets do the same.
One of the pillars of FasterForward is Faster to Zero,under which there are three main goals focused on
managing our environmental impact. This includes anambition to become a zero waste and net zero carbon
business by 2030 or earlier. We have already made good
progress, having been certified as a Carbon Neutral
Company® in line with the CarbonNeutral Protocol
and having set Science Based Targets for reducing ourcarbon emissions, based on the level required to limit
global warming to 1.5c.
The nature of the markets in which we operate, combinedwith the strong foundations we have established within
the Group, mean that the impacts of climate change on
our business and products are low relative to many othersectors and companies. We are however fully committed
to achieving our Faster to Zero goals, to increase the scopeof our sustainability initiatives under FasterForward andto continuing to assess, in detail, the potential risks andopportunities that climate change presents. We are also
excited about, and actively working on, the role we play inhelping our customers and markets successfully shift to alower-carbon future, through the specialist knowledge andconnections Informa’s brands provide.

Stephen A. Carter
Group Chief Executive

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This report details our assessment of the climate change
impacts relevant to Informa, using guidelines from theTask Force on Climate-related Financial Disclosures(TCFD) including how potential risks are addressed aspart of long-term business planning and effective risk
management.
We are committed to moving FasterForward to become
an ever more positive impact business, ensuring we
maximise our contribution to worldwide efforts tominimise the impact of climate change over time. I lookforward to reporting on our progress and to continued
engagement with shareholders, customers, colleagues
and partners.

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Recent Progress and Performance
2018l

Set Science Based Targets, with a goal of limiting climate change
to less than 2°C

lInforma enters DJSI World Index for the first time

2019

l

Informa launches the Fundamentals, our approach tosustainable events

2020

l

Our first year participating in the Carbon Disclosure Project (CDP),
Received an A- from CDPl

Launch of FasterForward, our five year accelerated
sustainability programmelCertified as a CarbonNeutral® CompanylRecognised as having moved up 51 places in the FTSE 100
according to Ecoact’s rankings of the climate change responselUpgraded Science Based Targets to a goal of limiting climatechange to less than 1.5°ClPowered over 95% of offices with renewable electricitylFirst Climate Impacts Report published under TCFDl

T&F physical publications certified as CarbonNeutral Publications®

lExpanded event Fundamentals programme. Established industry-wide
Better Stands pilotlObtained a AAA rating from MSCI rating and was included in the
Dow Jones Sustainability Index (DJSI) World Index for the 6th year.

Stephen A. Carter
Group Chief Executive

2021

2023

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Understanding Climate Impacts
This report follows the recommended
framework set out by the Task
Force on Climate-related Financial
Disclosures (TCFD).
The framework is designed to be a consistent way
for companies in all sectors and locations to share
information on climate-related risks and opportunities
relevant to them.
We have followed TCFD’s four pillars:
1. GOVERNANCE:
information on how climate related risks andopportunities are governed
2. STRATEGY:
the climate-related risks and opportunities
identified and their impact on strategy andfinancial planning
3. RISK MANAGEMENT:
information on how risks are identified,assessed and managed
4. METRICS AND TARGETS:
details on how climate related risks andopportunities are measured

Climate-related impacts are typically divided into two
types: risks and opportunities, and our analysis is alsopresented in this way:llPhysical Impacts: these occur when a climaterelated event, such as extreme weather, could havea direct physical impact on people, places, supply
chains or resources
Transition Impacts: these could happen becauseof the way or speed with which the world moves
towards a lower-carbon future, such as the effectof changing customer perceptions of a particularmarket’s response to climate change

We have classified risks and opportunities as being
short, medium and long term. Short term impacts arethose relevant over the next 12 months. Medium term
impacts are relevant on a one to three year timescale,
which is Informa’s typical business planning cycle,
and long term impacts are those with a timescaleof over three years.
Based on our assessment, we believe that the risks ofclimate change to Informa’s business and products are
low relative to many other sectors and companies.
We also believe that the transition to a lowercarbon economy presents a customer and business
opportunity to provide a greater range of knowledge
around market-relevant climate change solutions.

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Our performance
FasterForward is Informa’s approach tosustainable business. Launched in 2020, it
includes a series of goals over five years
designed to make us an ever more positive
impact business, and help us to support ourcustomers and markets to do the same.
1. FASTER TO ZEROl

Become carbon neutral as a business and across our products by 2025l

Halve the waste generated through our products and events by 2025l

Become zero waste and net zero carbon by 2030 or earlier

Over 95%
of Informa offices are
powered by renewableelectricity

Scored B
by CDP for environmental impact

83% reductionin Scope 1 and 2 carbon emissions
since 2017*86% of attendees
went to an event powered byrenewable electricity*

2. SUSTAINABILITY INSIDEll

Embed sustainability inside 100% of our brands by 2025
Help and promote the achievement of the UN’s Sustainable
Development Goals through our brands

3. IMPACT MULTIPLIER
l

l

l

l

Enable one million disconnected people to access networks andknowledge by 2025
Contribute $5bn per year in value for our host cities by 2025
Contribute value of at least 1% of profit before tax to community
groups by 2025
Save customers more carbon than we emit by 2025

TOP 1%
Ranked in the top 1% of
our sector in the Dow Jones
Sustainability Index 2023

CarbonNeutral®
certified company, in line with
The CarbonNeutral Protocol* Excludes businesses acquired in 2023

100%
of our business travelis carbon offset

Informa has set approved Science
Based Targets for reducing carbon
emissions, confirmed at the mostambitious

1.5°C level5

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Focus: Faster to ZeroAs part of our goal to become a net
zero carbon business, we are reducing
our carbon emissions as much as
possible and purchasing offsets forsome of the emissions we cannot
currently avoid.
We calculate our carbon emissions by following theboundaries set by the CarbonNeutral® Protocol andare working on a net zero transition plan that aligns with
the Transition Plan Taskforce’s recommendations.

carpeting and choosing sustainable products andmaterials where possible. Through our Better Stands
programme, we are encouraging exhibitors to choose
reusable and recyclable stands too, enhancing theoverall impact of our events.
Actions we have taken in our research business include
increasingly moving to a print-on-demand model for ourphysical prodcuts, where printing takes place closer tothe customer and is more closely aligned to demand,
reducing waste and carbon emissions from printing,storing and shipping. There is also a broader customer
trend towards digital formats, such as ebooks, rather
than print products.

Reducing our carbon footprint
We have reduced the emissions from our operations
by increasing energy efficiency and using renewableelectricity where possible in our offices and at
our events.
Our balanced working model, where colleagues workfrom home part of the week, has led to a reduction in
office space and emissions from commuting, partially
offset by an increase in colleague emissions fromhome. We source renewable electricity by purchasing
Energy Attribute Certificates and are looking at waysof generating our own power. Since 2020, over 95% of
our offices’ electricity usage has come from renewablesources and our ambition is to reach 100% by 2030.
In our event brands, we continue to work with venues
to reduce energy usage. We are also working with
contractors to reduce waste by introducing recycled

Our approach to offsets
Where practical, we are offsetting carbon emissions thatcannot currently be avoided by purchasing high-quality
offsets that reduce or remove carbon.
We recognise carbon offsets are not a perfect solution,
but believe they play a short to medium term role inour transition and roadmap to net zero when combinedwith our efforts to reduce carbon emissions, as well asdelivering wider social co-benefits.
We only buy high-quality, third-party certified offsetsthat absorb or avoid greenhouse gases being emitted
and provide social or environmental benefits for local
communities, such as empowering women, improving
health, creating local jobs or protecting biodiverse
habitats.

We offset our scope 1 emissions, market-based
scope 2 emissions and selected scope 3 emissions(including business travel) to meet the requirementsof our externally audited CarbonNeutral® Company
certification. As part of our CarbonNeutral® Publications
certification, we also offset the remaining carbon
emissions from our printed products and supply chain.
Our first CarbonNeutral® certified events took placein 2022 and these offset emissions that could not be
avoided, such as those from event logistics, attendee
hotel rooms and travel.

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Governance and Responsibilities
At Informa, the management ofclimate change impacts is part of ourbroader approach to sustainability,
which is overseen by the Board andthe Executive Management Team.
Identifying climate risks and opportunities and acting
on them is embedded in the Company’s broader
planning and operational activity and involves a rangeof specialist functions. We also have a dedicated Climate
Impact Steering Committee, to provide additional
focus and co-ordination and to lead on reporting key
information to stakeholders.

Informa PLC Board
The Informa Board reviews and approves theCompany’s overall sustainability strategy, which includes
FasterForward and the approach to managing climatechange impacts. The full Board receives formal updates
on the strategy and discusses progress at least twice ayear. To supplement their existing knowledge on the
topic, we also deliver deep dive learning on Informa’s
programmes and share other relevant briefings
including to the Audit Committee. Climate-related risks
are also considered by the Risk Committee as part of its
regular responsibilities. The Risk Committee is chaired by
the Group Finance Director, who sits on the Board, and it
also reports to the Board through the Audit Committee.

Risk Committee

Executive Management Team

Climate Impact SteerCo
Group Finance Director

Director of IR, Comms and Brand

Group Internal Audit Director

Head of Sustainability

Reporting Accountant

Group Risk Manager

At an executive level, sustainability is overseen by
the Director of Investor Relations, Communications& Brand, who is a member of Informa’s Executive
Management Team.

Sustainability Team
Our central Group Sustainability Team reports directly
to the Director of Investor Relations and is responsiblefor devising and implementing Informa’s approach toclimate change impacts. The team also delivers subject
matter expert advice to operational teams and is
responsible for company reporting on sustainability.

Specialist Functions

Informa Plc Board
Audit Committee

Executive Management TeamGroup Sustainability Reporting Manager

Specialist Group Functions
Including Real Estate, Insurance, Operations, Compliance and Travel

A number of specialist operational teams provide
support to the executives, including Real Estate,
Insurance, Travel, Procurement and Event Operations.

Climate Impact Steering Committee
This Committee is co-chaired by the Group FinanceDirector and Director of Investor Relations, withattendance and input from representatives of the
Sustainability, Risk and Finance teams. It meets regularly
to review and co-ordinate the company-wide approach
and works to ensure we meet regulatory reporting
requirements.
More information on our governance of sustainability
issues is available in our Governing Sustainability at
Informa document

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Climate Impacts and Business Strategy
Informa’s business focus andoperating model provide a level ofresilience to climate change
Based on our work to date, we do not believe there arematerial strategic or financial risks to Informa resulting
from climate change in the short to medium term.
l

l

l

l

l

Informa’s businesses are focused on the information
services sector which, by its very nature, is less at
risk of major climate change impacts. Our productportfolio is balanced between digital services such as
digital media, events, research and data services, andphysical products such as in-person events and books
Should they arise, Informa has a range of measuresand activities in place to manage identified climatechange impacts, as detailed in the following pages.
Our FasterForward strategy, which includes
commitments to reducing our environmental impacts
and those of our value chain, is underway, and weregularly engage with stakeholders on thisInforma’s diversified operating model provides
further resilience. As an international and distributed
business, no single location, customer market or
product accounts for a material part of our income.
We work across multiple customer markets and have
limited exposure to the sectors at most risk of severe
disruption from the transition to a lower carbon
economy

l

l

l

l

In the locations where we have offices or run events,
we have the capabilities to relocate work andoperations at relatively short notice if an extreme
climate event occurs
Informa has limited exposure to changes in energy
and carbon prices, considering both direct purchases
and the supply chain
As a provider of specialist information andconnections, we believe there are ongoing business
opportunities for Informa from supporting ourcustomers in understanding and managing climate
impacts in their businesses and markets
Whilst attendees often fly to our events, trade shows
are highly efficient, acting as travel consolidators
by enabling attendees to fulfil many needs in one
location. This results in a net saving of flights for the
majority of customers, helping them save time, money
and carbon. This has been demonstrated throughthird party research and is something customers havetold us is valuable to them.

Our current assessment has identified 11 climate
impacts relevant to Informa. On the following pages,
we discuss the risks and mitigating activities in place
to manage each of them, as well as the opportunities
created through adapting to certain impacts. Climatechange risk is monitored through the Company’s regularrisk management process. It is not currently considered
to be one of the Company’s principal risks, although it isacknowledged as a potential contributor to a number ofstated principal risks, such as economic instability andmarket risk.

Our assessment also suggests that any climate risks
at Informa could be at least partially offset by theopportunity to create broader positive impact throughthe development of our products to help customer
markets access the knowledge and connections that will
enable them to adapt to the impact of climate change.
We quantified Informa’s net value at risk from the four
climate impacts that leadership believe would be mostmaterial from a financial and non financial perspective,
based on four bespoke scenarios. See page 18 formore details.

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Physical Impacts
It is possible that weather events,
such as storms, heatwaves and floods
could become more common andmore severe in the short, medium
and long term due to climate change
In common with many types of business, this createsa physical risk to our places of work, the communities
we operate in and also to our events and supply chain.
In the short to medium term, effective continuity andresilience planning can reduce the impact of thesefactors and the level of risk, and over the longer term,
additional actions available to us include further
enhancing response planning and relocating operations
away from the most exposed locations. Many of these
activities are already monitored by the Risk Committee
as part of the principal risk of Inadequate Response to a
Major Incident.

1. Potential workplace andcommunity disruption

Natural resilience and effective planning
l

l

H

High

M

MediumL

Low

M

Weather events could impact the normal operationof offices, our colleague’s homes and other locations
where colleagues’ work from as well as the community
infrastructure that we rely on such as power, broadband
and transportation. These disruptions could become
more frequent due to climate change, particularly insome of our regions of operation. This may also extend
to impacts on the health and safety of our colleagues
and their families.

l

KEY – Level of focuslInforma owns or leases few physical assets that arelikely to be exposed to severe increases to extreme
weather, drought and sea level rises in the short tomedium term, and we are able to adapt and relocate
office space in a relatively agile way
To ensure we plan for and respond effectively to
any incidents, each office and facility has a businessresilience plan and there is a specific playbook
governing the response to extreme weather events
When selecting new offices, the risks of flooding andother natural disasters are taken into account, as are
the potential impact on insurance costs. These are notcurrently considered significantl

All our Colleagues are increasingly working in abalanced way between offices and home, and soswitching to work effectively from home for prolonged
periods can be adopted at short notice. This was
successfully tested during the COVID-19 pandemic.
Pastoral and practical support is also in place shouldcolleagues be affected by local events such as fires
and flooding
We have worked to reduce our use of on-premise
IT infrastructure, moving to a cloud-first computing
strategy to increase resilience and mitigate the risk of
disruption to key infrastructure from any incidents inparticular locations

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2. Potential event andsupply chain disruption

H

Weather events have the potential to affect parts of our
supply chain and infrastructure, including our ability tooperate physical events in affected locations. The latter
could be due to the impact on an event venue, and or
the transportation or accommodation infrastructurearound it that we, our customers and suppliers rely
on. This could impact our ability to operate an event
successfully and potentially increase the health andsafety risk to colleagues, customers and partners.

Natural resilience and effective planningll

The vast majority of Informa’s products do not rely
on large physical supply chains, which reduces thepotential for disruption due to weather events. In
Taylor & Francis, we purchase paper for our physicalbooks products that is then printed and shipped.
However, there is an increasing trend for customers
to select digital formats, reducing paper use, whilst
our increasing use of print on demand facilities
creates in-built flexibility and reduces the need tohold stock in warehouses that can be damaged byextreme weather
All our brands fully embed extreme weather intopre-event planning. Each has an Incident Response
Plan intended to ensure an effective response to any
major incident and all venues are risk assessed. The
scale, breadth and diversity of our event portfolio,
both geographically and by market, means thefinancial risk for individual events is low

OVERVIEWll

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Many of our events can relocate or switch to
become virtual events at relatively short notice.
This adaptability was successfully tested during
the COVID-19 pandemic, as was our ability to keep
customers informed and engaged, rollover bookingsand meet refund requests
We insure a selection of our significant, higher
risk events against incidents that cause cancellation
or disruption. Insurance premium increases andthe inability to obtain insurance are potential futurerisks in this regard.

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Transition Impacts
The way in which the world responds
to climate change and transitions
to a low carbon economy could
create business opportunities for
Informa, whilst also potentiallybearing some risks.
The way in which the world moves to lower-carbon
practices creates potential risks and also opportunities.
Some are common to many businesses, such as
developments in carbon costs, changes to legislation,
new reporting requirements and the changing
expectations of colleagues and investors. Other
impacts are particularly relevant to Informa and include
potential shifts in the specialist customer markets weserve and changes in customer behavior related totravel patterns.

3. Evolving customer
markets

H

The growth and development of different markets may
be affected by the global response to climate change.
For example, the renewable energy industry may see
growth, while industries linked to fossil fuels may facedisruption. Informa provides specialist products andservices to customers in a range of specialist markets
and so depending on how they are affected by climatechange, this could create both opportunities and risks.

Natural resilience and effective planninglllInforma’s portfolio is well diversified by customer
market, giving us a level of resilience to disruption in
any one sector
We have strong brands in a number of markets
that are directly related to the transition to a low
carbon economy, including renewable energy andnatural foods, and their continued growth creates
opportunities for our business. By contrast, we haverelatively few brands serving customers in disrupted
markets like oil and gas
Increased demand from customers for specialist
knowledge that helps understand, adapt andfind climate solutions in their markets, provide
an opportunity for Informa. This is particularly
true in markets that could have more significant
transition risks, such as agriculture and aviation.
As part of our purpose to champion specialists,
one of our FasterForward goals is to embed
relevant sustainability content inside 100% of ourbrands by 2025 and this is well underway. Ourcurrent assessment is that we are well placed
to meet what is a current and future customer
need, support the sustainable development in ourmarkets and seize a business opportunity

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4. Potential change tobusiness travel patterns

H

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l

l

l

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Natural resilience and effective planning

The transition to lower carbon practices could potentiallylead to changes in business travel patterns. Perceptionsof the climate impact of air travel could deter sometravellers, as could carbon taxes if they were introduced
by governments and made travel more expensive. If
carbon budgets were introduced by companies, this
could also lead to fewer trips than in the past.
Such changes to travel patterns could create bothrisks and opportunities for Informa’s events portfolio.
Our physical branded events provide highly efficientplatforms for customers and industries to meet to dobusiness. These events generally take place in majorinternational hubs, with many participants travelling
to reach them, but one single trip can remove theneed to make multiple individual trips to see customers
and suppliers.

FASTERFORWARD

Our current assessment is that business sentimenttowards travel is a manageable risk. A considerable
proportion of Informa’s event brands are wellestablished large-scale events, located at convenientinternational hubs, at which specialist communities
gather. By concentrating industry connections andknowledge sharing in one place at one time, it makesthese events highly efficient for customers and an
effective choice should carbon taxes or carbon budgets
start to limit business travel, avoiding the need tomake multiple trips to individual customers or smaller
gatherings to achieve the same outcome. This saves
taking other flights, saving carbon as well as time andcost. Working with others, we are continuing to monitor
customer sentiment and efficiency
Whilst changes to business travel patterns could deter
casual attendees, this could increase the concentrationof committed professionals, buyers and sellers at an
event, improving audience quality and delivering morevalue to customers

l

l

l

RISK
MANAGEMENTMETRICS ANDTARGETSWe are actively working to reduce the environmental
impact of our events, as part of our FasterForward
strategy. This includes a programme offering carbon
offsetting to attendees when registering for an event,the use of renewable energy, measures to reduce
waste and work to ensure exhibition stands are reused
and made from recyclable materials
Informa’s events portfolio also includes live and on
demand events, as well as a range of other digital
services. These provide other ways to serve customers
throughout the year and allow us to reach those who
may not be able to travel or never attended a physicalevent. Our digital event capabilities provide us withthe option to transition smaller events in less wellconnected hubs to a digital format over time should
demand changeLive and on demand events can also extend ourreach without expanding our carbon footprint, as
more attendees can participate without being present
physically, whilst providing customers with choice
and a flexibility of format

Based on current data, our initial calculations indicatethat even at the higher end of forecasts, carbon taxes
or costs do not materially affect the cost of attending
an event

From 2021-23, Informa worked with 4 other major global exhibitions organisers to test amethodology to measure the level of travel consolidation across 100s of events, including
deep dive interviews with 450+ attendees at 10 events. The goal was to finalise an industrywide methodology that could be shared with others. Initial results demonstrated clearly
that, post pandemic, most events save more flights than they cause, even on the mostconservative assessment. The results and method will be released publicly in 2024.

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5. Potential changes tocarbon costs – direct

M

While the price of renewable energy is forecast to fall
over time, there is a risk of a shortage of supply inthe carbon offset market as the volume and size ofcompanies seeking to buy offsets leads to an increasein prices.
Informa’s FasterForward goals include reducing thecarbon footprint of our products and services and,over time, becoming a net zero carbon business. This
will be achieved through a mixture of energy efficiency
improvements, working with partners to reduce thecarbon footprint in our value chain and the purchaseof renewable energy certificates. Where emissions
are unavoidable, we also look to use high quality
carbon offsets.

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Natural resilience and effective planningl

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The successful progress of our energy efficiency
programmes means our exposure to energy prices
is limited and decreasing. This reduces the need topurchase renewable energy certificates and carbon
offsets. Initiatives include the ongoing consolidationof our office estate as well as the introduction of moreenergy efficient lighting, transport and solar panels.
Energy efficiency audits are conducted at selected
offices in accordance with the UK Energy Savings
Opportunity Scheme

l

l

RISK
MANAGEMENTMETRICS ANDTARGETSWe are working to develop a detailed net zero carbon
plan, in line with the guidance from the UK’s Transition
Plan Taskforce
Current estimates of the costs required to meet ourFasterForward commitments, including potential future
renewable energy and carbon offset prices, indicatethat the overall cost and any price changes
are manageable by the business and not material
in the short to mid-term. Forecasts are updated
annually to ensure any changes in pricing are fully
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6. Potential changes tocarbon costs – value chain

OVERVIEW

Natural resilience and effective planningl

To date, we have not identified any areas of the supply
chain where potential carbon taxes would have amaterial impact on the business. As a proxy for any
future carbon tax, where we offset the carbon from allof our business travel, we have found it adds little tothe overall cost of travel. As a result, and given travel is
not a major cost at Informa, we currently believe evensignificant increases would not have a material impact

STRATEGY

L

Colleagues increasingly expect their employers to
be playing a part in managing climate change and so
attracting the best future talent could be dependent on
this commitment. Like most companies, the engagement
and contribution of our colleagues is essential toInforma’s product, customer and business success.

Natural resilience and effective planningll

GOVERNANCE

7. Attracting talentL

The transition to a lower-carbon economy could leadto an increase in the cost of emitting carbon, such as
through the introduction of carbon taxes levied on flights
by governments or carbon budgets for companies orindividuals. As with many companies, this could increase
the cost of colleagues’ business travel or increase costs
within the supply chain.

FASTERFORWARDl

A small number of our brands ship physical products
to customers; largely book products from Taylor &Francis. We are seeing ongoing growth in customers
choosing digital formats and are increasing our useof localised print on demand facilities, both of which
continue to reduce our exposure to any increase inshipping costs caused by future carbon taxesl

Our company-wide FasterForward programme, as
well as other initiatives at a local level, demonstrate aclear and measurable commitment to sustainability
and to managing our environmental impact. This
helps us meet the expectations of future talent andcurrent colleagues, and we believe it is a factor indifferentiating ourselves as an employer too
We run continuous communications campaigns
with colleagues to ensure an understanding of ourapproach to sustainability, to excite and encouragecolleagues to play a part and to provide evidence of
results and progress. This helps ensure colleagues areaware of and positively disposed towards our work,and supports broader motivation and engagement
within the Company
Feedback from colleagues is that they appreciate andvalue working for a business that demonstrates thislevel of commitment to sustainability

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8. Market
association

L

Changing public attitudes mean that companies working
in markets or with partners associated with negativeenvironmental impacts, or which are considered poor
performers on sustainability, may receive negative
attention and could be subject to boycotts. Conversely,
being associated with markets or partners that are highperforming or playing a leading role in the low carbon
transition may have reputational benefits.

Natural resilience and effective planningl

Informa’s portfolio is well diversified by customer
market, giving us a level of resilience to any negative
associations that develop in particular areas. We have arelatively limited exposure to the more carbon industry
sectors and have a range of brands serving markets
that are directly related to the transition to a low
carbon economyll

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Our stated purpose – connecting people withknowledge to help them learn more, know more anddo more – and work under FasterForward to embed
relevant sustainability knowledge inside all of our
products, clearly demonstrate the positive role we playin helping customers understand, manage and findsolutions for their climate change impacts, whatever
their market
Where we do serve markets that are linked tosignificant contributions to climate change, such asaviation, maritime or agriculture, many of our products
are actively providing knowledge and connections that
help them transition to a more sustainable economy
Through FasterForward, we are continuously reducing
our impact on the environment and working todemonstrate the role the information services sector
plays in the low carbon transition, supporting a positivemarket association

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MANAGEMENT

9. Climate-related
legislation

METRICS ANDTARGETSL

Legislation relating to climate change is increasing.
Aside from the requirement to comply with all relevant
legislation, this increases the amount of regulatory
reporting required of businesses. Additional reportingcan create new opportunities to engage stakeholders
and demonstrate performance, but it can also increase
complexity, requiring additional resources and,
therefore, increasing costs.

Natural resilience and effective planningsll

We closely monitor climate change related regulation
to assess our obligations and any potential
opportunities or costs. These include items such asenergy audits, required as part of the UK’s Energy
Savings Opportunity Scheme and the Streamlined
Energy & Carbon Reporting legislation. Althoughadditional regulations may emerge in the long term,
the costs for compliance are not currently consideredmaterial to the businessClimate change regulations are also assessed as partof the Group principal risk of Inadequate Regulatory
Compliance. To date, they have not changed the nature
or impact of this risk and we are confident we canmeet current and future expectations

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10. Investor focus on
climate change

CEO
INTRODUCTION

L

Expectations from institutional investors towards thecompanies they invest in are changing. Investors are
increasingly considering companies’ performance on
environmental, social and governance (ESG) matters intheir investment decisions, alongside traditional factors.
As part of this, there is demand for greater disclosure
on climate change impacts, even by index and nonthematic investment funds. The number and size of
dedicated ESG funds is also increasing, creating a new
potential investor base. This includes requirements
to complete a growing number of ESG indices such as
Dow Jones Sustainability Index (DJSI), CDP, FTSE4Good
and others. This adds a resource burden but we also
recognise that demonstrating a high performance on
ESG measures creates an opportunity to attract moreinvestment. Conversely, lower performance or lesser
quality disclosure could lead to greater investment
outflows.

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Natural resilience and effective planninglll

The nature of Informa’s business, focused on
information services, means we fall into a low
carbon sector for investors, making us attractive to
ESG-focused funds
Informa’s strong track record of improvement insustainability and ESG also positions the company
well with investors. This is reflected in our highrankings in many of the key public benchmarks
and indices, including CDP, FTSE4Good, MSCI, DJSI,
Sustainalytics and ISS ESG
We engage with investors year round to answer
questions and discuss developments, led by a
dedicated Investor Relations team, with regularparticipation from the Group Sustainability Teamon matters relating to environmental impact. Our
FasterForward programme also provides investors
with a clear framework and set of climate-related
targets to track our progress and achievements.

RISK
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11. Other stakeholder
expectations

METRICS ANDTARGETSL

There is an increasing expectation on companies, frommany other stakeholders beyond Investors and Colleagues,
including industry associations, NGOs and customers,
to demonstrate good performance on sustainability andenvironmental and social matters. Larger companies inparticular are being rated for their impact in more detail andby a wider range of analysts and indexes, and these analyses
are often closely followed by other stakeholders.

Natural resilience and effective planning
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l

l

l

Under FasterForward, Informa has set ambitious but
realistic commitments to managing environmental impacts
and making a positive contribution to our customers,
markets and communities. We believe these meet, andin some cases, exceed stakeholders’ expectations. We
regularly engage with stakeholders to discuss our progress
and understand and respond to any trends
To provide stakeholders with additional confidence, we
obtain external assurance over our emissions data andcan demonstrate independent certifications in key areas,
including under the Science-Based Targets Initiative andCarbonNeutral Protocol
We have a track record of improving performance in
key indices, including the DJSI and CDP
We actively engage, chair and contribute to industry
working groups and task forces on sustainability including
UFI, EIC, AEO/AEV, UK Publisher’s Association and others.
This helps us improve the sustainability of the sector andaccelerate our own plans

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Risk Management
The process for identifying, assessing
and managing climate related risks is
integrated into Informa’s wider risk
management process, and the Group
Sustainability team works closely with
the Group Risk function to define,monitor and address the impacts ofclimate change.
As discussed in earlier sections, climate change has
been reported as an emerging risk since 2018 but is not
currently considered a principal risk for the Group. It is
recognised and monitored as one of several potential
contributors to a number of principal risks, including
market risk, inability to attract and retain key talent,
inadequate response to major incidents and inadequate
regulatory compliance. Principal risks are assessedagainst whether they could have a material strategic
or commercial impact on the company, and where
significant, they form part of the Company’s viability
modelling and testing.
As an emerging risk, our ongoing analysis of climatechange is formally brought before the Risk Committee
each year for discussion and updates. This committee
is chaired by our Group Finance Director who sits on
our Executive Management Team and on the Board. A
discussion of our management of the impacts of climatechange is a recurrent theme for the Risk Committee
each year.

Risk management process
and governance
The Informa PLC Board is responsible for articulating
the Group’s appetite and tolerance for risk, and forassessing principal risks and the mitigating activities andcontrols in place to manage them.
The Risk Committee reports to the Board through the
Audit Committee and is chaired by the Group FinanceDirector, an Executive Director on the Board. It meetsquarterly and has responsibility for assessing emerging
risks. As such, the impacts and management of climatechange risk are a regular item for Committee discussion
throughout the year.
Within the Group, risks are identified by each of ouroperating divisions and Group functions and presented
to the Risk Committee. Risks are then analysed andcategorised, and those identified as most significant, in
terms of their materiality, are recorded on the Grouprisk register. Our current focus includes ensuring thatclimate change impacts are considered consistently andappropriately as part of each division’s risk assessment.
We identify climate impacts through internal workshops,
joining peer group discussions, input from consultants
and ongoing horizon scanning of external trends andinternal data. We model impacts in different regions
where appropriate and practical: for example, where
physical risks or customer sentiment varies by location.
We review our impacts annually.

ASSESSMENT
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CLIMATE IMPACTS
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Climate-related scenario analysis
We have adopted a step by step approach to climaterelated scenario analysis to help us better quantify
the 11 climate impacts on our business based on theguidance from the TCFD.
In partnership with a third-party consultant, Risilienceand its academic partner, the Centre for Risk Studies
at the University of Cambridge Judge Business School,
we have built a dynamic financial model that allows
us to test the value at risk in five years time from four
selected impacts under four climate scenarios.
While we recognise climate impacts are long termin nature, the nature of our business planning andmarkets means it is challenging to model further ahead
with accuracy.
We have reported the unmitigated value at risk in ourannual report since 2022. This provides a baseline
against which our actions to manage risk and improve
impacts can be measured. It guides which impacts
should be monitored and managed most closely. The
Climate Impacts Steering Committee will continue toreview whether to expand our model.

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GOVERNANCE

Selected impacts and scenarios
We selected four out of the eleven impacts identified
based on our assessment of the most material
impacts from a financial, operational, reputational andstakeholder perspective. These are:ll

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Two physical risks: extreme weather events that
affect our largest events and physical office locations
and communities

METRICS ANDTARGETSThe four scenarios chosen reflect the potential changes
to policy, technology, economic conditions andcustomer sentiment that we believe are most relevant
to our business and products. We have matched thesescenarios to the UN’s Climate Action Pathways, which
set out the conditions needed to maintain global
temperature rises within certain thresholds, andfurther customised them to align with the nature ofour business.
l

Two transition risks: evolving customer markets andthe potential change to business travel patterns

These two transition risks are of particular interest
because if not mitigated they represent both significant
potential risks but also significant opportunities toInforma through the content we offer and the way wedeliver this content to audiences.

RISK
MANAGEMENTll

Business as usual aligns with the Intergovernmental
Panel on Climate Change (IPCC) Representative
Concentration Pathway (RCP) 8.5
Blue World reflects a scenario where significant
technology advances take place and successfully
support minimising temperature rises. It aligns
with IPCC RCP 4.5
The Green World scenarios reflect potential
behaviour changes as a result of wide-scaledecarbonisation efforts and align with IPCC RCP
2.6. We split this into two scenarios to model animportant variable around customer perceptionof the value of travel to trade shows

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Metrics and targets
Informa has a range of targets
relating to climate change impacts,
as well as our broader progress on
sustainability. We report relevant
data and our performance and sharedetails on third party assurance in theGroup’s Annual Report, Sustainability
Report and through information
available on the Informa website.
Our FasterForward programme outlined on page 5
includes nine goals, four of which are directly related toour climate change impacts.
Progress against these commitments is reported
annually in our sustainability report.

FasterForward goal

Measurement

1. To become carbon neutral as abusiness and across our products
by 2025

We have received external verification over our CarbonNeutral®
Company certification as well as over our CarbonNeutral®
Publications certification for T&F’s physical books and journals.
We’re currently piloting CarbonNeutral® Events certification.

3. To become zero waste and net zerocarbon by 2030 or earlier

More formal definitions are being developed as part of industry
wide initiatives and our own internal work, building from ourscience based targets analysis of our value chain carbon impacts

4. To embed sustainability inside 100% of
our brands by 2025 (which can include
climate-change related content)

Number of brands/products with relevant sustainability content
being made available to our customer markets

9. To save customers more carbon than
we emit by 2025

Carbon saved by customers from travelling to events that allow
many activities and meetings in one location

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Informa has also set science-based targets, which aim to reduce the company’s contribution to climate change in linewith what is considered scientifically necessary to keep global warming below defined levels. We made a commitment
to doing so in 2018, setting our first target based on keeping global temperature increases below 2°C, and upgraded
this target to a 1.5°C level in 2021. These are the minimum reductions that science suggests we need to make to play
our part, but we want to go much further, as referenced by our FasterForward goals.

Goal

Measurement

To reduce scope 1 and scope 2 emissions
from our direct operations by 55% by2030, from a 2017 baseline

We measure scope 1 and scope 2 emissions from our direct
operations, which includes heating fuel, refrigerant gases, vehicle
fuel and electricity use, and also track the number of offices using
renewable electricity

To reduce our relevant scope 3
emissions by 20% by 2030, from a 2017baseline

We measure emissions that are induced outside of the businessby provision and use of our products and services, such as thoserelated to travel, supply of goods, digital footprints and the useof our products. This does not include attendee travel to events,
which is not included within boundaries by any of the applicablestandards.

The Group Sustainability team and Internal Audit
function conduct rolling, risk based audits on selected
metrics to provide an additional layer of governanceand assurance on the data. Certain KPIs, such as thecompany’s carbon footprint, are also subject to third
party external assurance.
Further measurements will be considered by the
Climate Impacts Steering Committee over the medium

term, which may include targets around the numberof Informa events powered by renewable energy, thenumber of event attendees purchasing carbon offsets
for their travel, number of incidents of disruption to ourbusiness or products attributable to extreme weather
and colleague and customer sentiment towards oursustainability approach.
We report on our GHG emissions data on our website.

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To find out more
Visit www.informa.com
Contact us at sustainability@informa.com
Last updated February 2024

www.informa.com