UK Colleagues and Pay
Report 2020

www.Informa.com

COLLEAGUES AND PAYREPORT 2020

CEO
INTRODUCTIONCALCULATIONSRESULTSBALANCED
BUSINESSINCLUSIVE
CULTUREPOSITIVE
IMPACTDATA BY
DIVISIONDATA BY
ENTITYThe Heart of Informa
Informa is proudly a people business. It is the ideas, energy and commitmentcolleagues bring to work every day that drives our products and helps us serve ourcustomers and specialist markets.
In return, across all 10,000 colleagues and the 30+ countries
Informa operates in, we seek to provide a working
environment that is welcoming and inclusive; a culturethat is open and allows everyone to contribute and beheard; opportunities to develop skills and progress; andcomprehensive support to all our teams.
From the Informa PLC Board to the Senior Management
Team and throughout our business, it is important to us toattract a diverse mix of talent, maintain a balance of skills
and experience throughout the Company and make sure allcolleagues can be themselves and have the opportunity to dotheir best work. It is important to our colleagues, it makes adifference to what we can achieve as a business and it is, we
believe, the right way to operate.
Overall, our colleague population is relatively balanced froma gender perspective, but historical trends mean that there
tends to be fewer women than men represented in moresenior positions that attract higher salaries and bonuses. In theUK, this imbalance in representation at a senior level currently
creates a gap in average pay by gender, shown in this report.
There has been some change and progress in the dataover the last three years and we are continuing, and indeed
accelerating initiatives that will not only attract and retain more
women in senior positions over time, but also ensure a balanceand diversity of genders, backgrounds and cultures throughout
our business.

In 2020, we put considerable focus into supporting all ourcolleagues to manage the disruption caused by COVID-19.
The experience of the last 12 months, combined withfeedback from colleagues across all regions, has directly
led to enhancements that will make Informa an evenmore flexible workplace, and hopefully, more actively
accommodating of different individual circumstances andworking preferences.
We introduced flexible working patterns, both informallywithin teams and more formally through Group-widesabbatical and flex time offers, to help colleagues adapt tothe different personal and professional challenges 2020
created. As remote working became the norm in most
locations, we provided assistance and equipment to ensure
everyone could work comfortably from home. Our in-houseand professional wellbeing support facilities were widely
promoted and we established a Colleague Support Fund: afinancial backstop for households experiencing particulardifficulties due to the pandemic.
Building on the positives of this experience, we are
introducing a Balanced Working Programme across theCompany to allow all colleagues to balance time in theoffice with time working remotely and provide more
flexibility on working hours and patterns. This will, we
believe, help us retain and attract a diversity of talent,
next page >Stephen A. Carter
Group Chief Executive

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COLLEAGUES AND PAYREPORT 2020

CEO
INTRODUCTIONCALCULATIONS

including but not limited to women at more senior levels
within the organisation, by making it easier to blend
outside commitments, family responsibilities and personal
preferences with working life.
2020 also saw the addition of new colleague-led networks,
including AllInforma Nations which focuses on supportingcolleagues from ethnic minorities, and more recently
AllInforma Illuminate, which aims to shine a light on theexperience of colleagues with disabilities. They join our
existing networks for gender balance and for LGBTQIA+
colleagues and allies, with each group helping to raiseawareness of important issues, create forums for discussion
and debate and celebrate key dates and milestones.
The expansion of our colleague-led networks andintroduction of the Balanced Working Programme are partof a wider plan to enhance how we support colleagues,
and to take this moment and opportunity to become more
ambitious in our approach to diversity and inclusion. There isstrong interest from colleagues to participate and contribute,and many encouraging initiatives underway in different
parts of our business, and we feel the time is right to createa dedicated central function that can lead and coordinate
diversity and inclusion activities and develop a strategy
to do more and maximise our impact.

RESULTSBALANCED
BUSINESSINCLUSIVE
CULTUREAs such, in early 2021 we appointed one of our mostexperienced business leaders, Linda Blackerby, to therole of Chief Diversity & Inclusion Officer. Our next
step is to embark on deeper data gathering across thebusiness, including the first Informa Census, to better
understand our diversity in terms of gender, ethnicity,
sexual orientation and other important areas and help
us focus our efforts accordingly. 2021 will also see
us provide additional support to each colleague-led
network, through executive sponsorship, access toadvice from Board Directors, a ringfenced budget andformalising the role of our colleague network leaders,
including ensuring they have the time and active
support to help our networks thrive.
I look forward to updating on our continued progress.

Stephen A. Carter
Group Chief Executive

POSITIVE
IMPACTDATA BY
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ENTITYSupporting colleagues globallyin 2020
In response to the unique challenges created by
the pandemic in 2020, we introduced a rangeof additional and enhanced colleague support
measures, open to all colleagues across the world.
This included:l Expanded volunteering options and relaxed
time allowance, to enable colleagues to takeadditional time out of work to support theircommunities and charities
l The creation of a dedicated Colleague
Support Fund, offering financial assistancefor households facing challenges due to thepandemicl Making flexible working widely available, tohelp colleagues manage changes in personal
circumstances and care giving responsibilities.
There was a seamless shift to remote working,with support and equipment available for safe
and comfortable home working
l Introducing 2022 vacation bonus for allcolleagues: an additional week of vacation totake in 2022 to refresh and reconnect withfamily and friends
l Enhancing our assistance programmes,
pastoral support and wellbeing facilities inall locations, with a particular focus on
mental health3

COLLEAGUES AND PAYREPORT 2020

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IMPACTDATA BY
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Preparing UK colleague pay data

What we report
Informa employs over 10,000 colleagues worldwide. As of
April 2020, 3,600 Informa colleagues were based in the UK
and this is the population this report is based on. Informa
has three legal entities that employ over 250 colleagues in
the UK: Informa UK PLC, Informa Connect Ltd (previously
known as IIR LTD) and Informa Markets Ltd (previously
known as UBM LTD). Data for each is reported, as well asa total figure for Informa PLC (UK) that includes these plus
several other smaller entities. For further analysis, we show
data split by our divisional structure.
Year to year, the size and shape of our business, divisions
and entities can change where we add businesses, exit
markets or adapt how we work. The increase in our UK
populations in Informa Tech and Taylor & Francis since the2019 report is, for example, mainly due to acquiring new
businesses and bringing new colleagues into the company.

The median difference– This report focuses on our UK payroll as at 5 April 2020:
the required snapshot date for UK businesses.
– Pay data takes into account our UK-based colleagues who
received their usual full pay in the April 2020 payroll. We
take the basic pay a colleague received in that payroll,
add any bonus or commission that was both paid in April
2020 and applied to that month, and convert this into an
overall hourly rate of pay.
– Bonus data takes into account any UK-based colleague
who was awarded and paid a bonus, commission or othertype of profit or equity share in the 12 months to 5 April
2020. We take the total bonus paid over that period.
– Data is divided into four equal segments, where theupper quartile represents higher paid roles and the lower
quartile represents lower paid roles.
– Gaps are the difference between average female pay /bonus and average male pay / bonus, either across thewhole UK population or within a given quartile. A positive
percentage means that overall male average pay ishigher, and vice versa.

Lowesthourly pay

Medianhourly pay

Highesthourly pay

The difference = Median hourly pay gap

The mean difference
+

+

./.

No. of female
colleagues

Gender pay does not measure equal pay, which relates topaying women and men the same for doing the same orequivalent work.

Detail behind the numbers=

Meanfemaleaveragepay

The difference = Mean hourly pay gap

+

+

./.

No. of malecolleagues

Companies employing more than 250
people in the UK are required to reportwhat their female and male colleagues
are paid, on average, and to compare
those figures to produce an analysis of
UK gender pay.

=

Mean
male
averagepay

4COLLEAGUES AND PAYREPORT 2020

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INTRODUCTIONCALCULATIONSRESULTSBALANCED
BUSINESSINCLUSIVE
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IMPACTDATA BY
DIVISIONDATA BY
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Understanding 2020 UK colleague pay
In April 2020, of Informa’s 10,000+
colleagues around the world, 3,600
were based in the UK.
Among our UK colleague base, 56% were women and 44%
were men. Women and men are however represented indifferent numbers at different pay levels, as can be seen
when the population is divided into quartiles based on
average pay.
Looking at women and men’s average pay in each quartile,
the median gender pay gap ranges between -2% and +2%
in the lower, lower middle and upper middle quartiles. In
the upper quartile, Informa has a median gender pay gap of
11%, reflecting higher salaries and the lower level of female
representation (39%) in this quartile.

Lower quartile

This contributes to an overall UK median gender pay gapof 21.3% (2019: 22.3%), compared with a UK national
average of 15.5%. There continues to be no evidence thatfemale and male colleagues are paid differently for doing
similar roles.

39%

Upper quartile

51%

39%

+2%

gap

67%

Medianbonus gap

Upper middle quartile

+2%

gap

Men: 71%

Key: l Women l Men

37%

-2%

Women: 75%

Some colleagues participate in bonus schemes, which
provide performance-based payments over and abovesalary. While a greater proportion of female colleagues
in the UK receive bonuses, the higher level of malerepresentation in roles that attract higher variable
payments is the main driver for the median bonus
gap of 39% (2019: 43%).

Lower middle quartile33%

UK colleagues receiving bonus

+11%

gap

63%

49%

gap

61%

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COLLEAGUES AND PAYREPORT 2020

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INTRODUCTIONCALCULATIONSRESULTSBALANCED
BUSINESSINCLUSIVE
CULTURE

Balance throughout our businessWe actively set out to ensure that
equality, opportunity and inclusion
are fundamental parts of how Informa
operates across the world, starting fromour principles, policies and processes.
Open to all talent
Our global recruitment processes are designed to ensure
fairness and avoid bias on the grounds of gender, race andethnicity and other protected characteristics. To support
greater balance in representation at senior levels, genderdiverse shortlists are used for senior hires including thoseat a Board level.
Day-to-day, our recruitment specialists coach hiring
managers in all locations on creating teams with diverse
skillsets and how best to conduct search and interview
processes to achieve this. Our external recruitment partners
are expected to support the same principles as Informa
regarding the importance of diversity in hiring, and to follow
the Group’s Business Partner Code of Conduct.
We operate several dedicated early talent schemes,
including a UK Graduate Fellowship Scheme, several UK
Apprenticeship programmes and internships in the US,
designed to help us broaden the range of talent in ourbusiness. To further help early career talent progress in ourbusiness, a new colleague-led support network, AllInforma
iCAN, is being launched in 2021.

Working balance
Flexible working has always been part of Informa’s practices,
including formal arrangements for adapted working hours
and home working. Following colleague feedback in 2020
when everyone experienced periods of home working, wehave introduced a Balanced Working Programme across all
locations. This allows colleagues to balance time in the officeand time from home and provides greater flexibility in working
patterns. We believe this will better suit the circumstances of awider range of colleagues, especially those with care giving andparental responsibilities, and enable us to reach talent in evermore locations.

Starting from Guiding Principles
One of Informa’s guiding principles, Success is a Partnership,sets out our belief in the value of combining skills and talentand joining forces, and we have a range of policies, processes
and guidance that help translate this principle into daily
working practice.
Our Code of Conduct and Diversity & Inclusion policy are key
guides. All colleagues globally must pass Code of Conduct
training on joining, and periodically afterwards, to ensure
a good understanding of the Group’s expectations, and weregularly promote our Speak Up facility as a way to raise any
concerns colleagues may have confidentially. Throughout
the business, we provide different forms of guidance onunderstanding and addressing unconscious bias that can
impact inclusion and belonging in the workplace, from articles
and workshops to required formal training for hiring managers.

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ENTITY

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COLLEAGUES AND PAYREPORT 2020

CEO
INTRODUCTIONCALCULATIONSRESULTSBALANCED
BUSINESSINCLUSIVE
CULTURE

An inclusive culture
Throughout Informa, we aim to create
and maintain an open culture where allcolleagues can fully participate in thelife of the company, be heard, learn andgrow, connect with others and bring theirwhole selves to work.
Connections & networks
Informa has five global company-wide, colleague-led
AllInforma diversity and inclusion networks: for genderbalance, colleagues with disabilities and conditions,
LGBTQIA+ colleagues, minority ethnic communities andcolleagues in their early career. These are designed toprovide dedicated support in the workplace, connect
like-minded colleagues and allies, provide insights that
inform the company’s initiatives and celebrate a range ofexperiences and cultures with everyone.

Awareness & celebration
Throughout the year, we celebrate major calendar dates with
communications, activities and conversations that seek toinform and inspire all colleagues. This has included colleagues
showcasing historical role models during Black History Month,providing book and film recommendations during Pride
Month and sharing personal and business commitments
to gender balance on International Women’s Day. Our
networks also facilitate discussions and knowledge-sharing onimportant topics, which recently included a Menopause in the
Workplace UK event led by a women’s health specialist.

Leading by example
Our ongoing engagement programmes regularly include
open discussions on colleague support, culture andinclusion. Senior managers have held panel discussions
on wellbeing and mental health, sharing personal tips
and highlighting the support facilities available at work,and updates on diversity and inclusion initiatives are partof regular international town halls in many parts of thebusiness.

“There are very real opportunities for us
to create a more inclusive workplace anddiverse workforce. This new global andCompany-wide role is about making sure
Informa’s diversity and inclusion initiatives
are treated in the same way as our otherstrategic business objectives. Everyone has
a part to play and I’m excited about thereal impact we can make together.”
Linda Blackerby, Chief Diversity & Inclusion Officer

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COLLEAGUES AND PAYREPORT 2020

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Positive impact in our markets
Across Informa, our products andservices provide specialists withexpert knowledge and connections,
helping businesses grow and helping
professionals develop their career.
We aim to ensure our products reflect our commitments todiversity, inclusion and accessibility, and we are increasingly
helping customers seize the opportunities that fuller
representation and inclusion can bring.

accelerateHER
Within Informa Tech, our accelerateHER brand is dedicatedto addressing the underrepresentation of women in thetechnology industry. There is dedicated accelerateHER
programming at our key tech festivals to spotlight female
talent, discuss diversity and inclusion best practice andshowcase products and innovation from women-led
businesses. One highlight in 2020 at the London Tech Week
Festival was a discussion between Secretary Hillary Rodham
Clinton and Cherie Blair QC on inclusion in the workplace.

Gender identity in publishing

Speakers at accelerateHer sessions,London Tech Week 2020

Full and accurate publication records are critically importantto academic researchers; they ensure authors gain credit
for their work and support career progression. Researchers
who transition their gender identity or change names forreasons such as marriage or divorce, however, often findthere is no easy or standard way to change their name while
maintaining their body of work.
In collaboration with industry partners, F1000 Research,
part of Taylor & Francis, created a global policy in 2020 thatallows researchers to retroactively change their names on
published articles and assets in a simple and unobtrusive
way, supporting greater inclusivity in scholarly publishing.

Sarah Kunst (Cleo Capital), Jacqueline de Rojas (Tech UK), Alexa
von Tobel (Inspired Capital), Jenny Abramson (Rethink Impact)

Fashion for Change
In 2020, our US events team launched Fashion for Change, aprogramme designed to help minority-owned fashion brands
access business opportunities by providing free space within
our digital showroom, access to mentorship and financial
grants. This has successfully brought greater attention
to minority-led brands and met demand from our retailcustomers for a greater diversity of partners and products.

Nancy Dubuc (Vice Media) and Alexis Krivkovich (McKinsey &Company)

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COLLEAGUES AND PAYREPORT 2020

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BUSINESSRESULTSINCLUSIVE
CULTUREPOSITIVE
IMPACTDATA BY
ENTITYDATA BY
DIVISION

Informa UK data by division
Informa has five operating divisions, plus a sixth business group, Global Support, that comprises
our Group head office, operations and business services teams.
Informa Connect

Informa Intelligence

Informa Markets

Informa Tech

Taylor & Francis

Global Support

2020

2019

2020

2019

2020

2019

2020

2019

2020

2019

2020

2019

F

243

261

272

292

226

205

165

111

761

713

369

350

M

158

178

355

407

183

167

209

134

389

337

276

242

F

53.2%

50.5%

28.7%

29.1%

29.2%

25.9%

28.9%

27.1%

52.7%

54.7%

36.8%

42.7%

M

46.8%

49.5%

71.3%

70.9%

70.8%

74.1%

71.1%

72.9%

47.3%

45.3%

63.2%

57.3%

F

59.6%

58.7%

40.7%

42.4%

50.5%

48.8%

40.0%

39.7%

63.9%

66.7%

56.3%

58.5%

M

40.4%

41.3%

59.3%

57.6%

49.5%

51.2%

60.0%

60.3%

36.1%

33.3%

43.7%

41.5%

F

68.4%

62.5%

42.7%

38.8%

55.8%

62.8%

40.0%

43.1%

71.1%

71.8%

64.5%

64.8%

M

31.6%

37.5%

57.3%

61.2%

44.2%

37.2%

60.0%

56.9%

28.9%

28.2%

35.5%

35.2%

F

60.0%

63.5%

54.3%

50.9%

74.7%

75.6%

63.3%

66.1%

72.6%

76.1%

64.5%

65.5%

M

40.0%

36.5%

45.7%

49.1%

25.3%

24.4%

36.7%

33.9%

27.4%

23.9%

35.5%

34.5%

Median pay gap

11.5%

11.4%

16.4%

14.0%

25.9%

29.7%

20.3%

26.8%

15.0%

10.8%

33.4%

33.5%

Mean pay gap

17.0%

19.4%

20.1%

16.2%

33.0%

34.9%

17.5%

22.1%

19.9%

17.2%

38.9%

45.2%

F

85.2%

83.5%

34.2%

40.8%

55.8%

58.0%

78.8%

66.7%

90.0%

95.9%

79.7%

79.1%

M

84.2%

82.0%

42.0%

48.2%

59.0%

67.1%

85.2%

66.4%

86.9%

95.5%

74.6%

77.3%

Median bonus gap

12.8%

7.6%

58.9%

70.5%

55.8%

47.8%

7.0%

7.5%

61.5%

65.2%

41.2%

37.0%

Mean bonus gap

38.3%

46.2%

52.9%

59.3%

63.1%

63.0%

21.3%

22.0%

44.7%

37.6%

74.5%

71.8%

Number of colleagues
Colleagues in upper
quartile
Colleagues in upper
middle quartile
Colleagues in lower
middle quartile
Colleagues in lower
quartile

Proportion ofcolleagues
receiving bonus

All data as of April 2020

9

COLLEAGUES AND PAYREPORT 2020

CEO
INTRODUCTIONCALCULATIONSRESULTSBALANCED
BUSINESSINCLUSIVE
CULTUREPOSITIVE
IMPACTDATA BY
DIVISIONDATA BY
ENTITY

Informa UK data by company entity
Informa UK LTD

Informa Connect LTD

Informa Markets LTD

Informa PLC (UK)

2020

2019

2020

2019

2020

2019

2020

2019

F

1,438

1,305

276

285

218

214

2,036

1,932

M

1.086

946

188

204

177

165

1,570

1,465

F

39.9%

41.0%

45.4%

42.2%

38.0%

41.9%

39.2%

40.0%

M

60.1%

59.0%

54.6%

57.8%

62.0%

58.1%

60.8%

60.0%

F

50.4%

53.5%

61.5%

60.7%

46.7%

45.3%

51.3%

53.0%

M

49.6%

46.5%

38.5%

39.3%

53.3%

54.7%

48.7%

47.0%

F

63.8%

63.1%

67.0%

63.2%

66.3%

74.4%

62.7%

62.0%

M

36.2%

36.9%

33.0%

36.8%

33.7%

25.6%

37.3%

38.0%

F

68.3%

70.5%

62.0%

65.8%

61.5%

57.0%

66.9%

68.7%

M

31.7%

29.5%

38.0%

34.2%

38.5%

43.0%

33.1%

31.3%

Median pay gap

22.5%

21.3%

15.6%

14.1%

24.0%

25.2%

21.3%

22.3%

Mean pay gap

27.5%

30.2%

19.3%

20.9%

26.8%

25.8%

27.0%

28.7%

F

79.6%

81.1%

87.3%

85.6%

50.0%

55.6%

75.4%

77.2%

M

73.8%

72.3%

86.7%

82.4%

52.5%

60.0%

70.8%

71.8%

Median bonus gap

42.3%

40.8%

20.2%

17.0%

54.3%

48.8%

39.0%

43.1%

Mean bonus gap

66.3%

65.2%

41.8%

44.9%

50.4%

48.7%

59.7%

60.0%

Number of colleagues
Colleagues in upper
quartile
Colleagues in upper
middle quartile
Colleagues in lower
middle quartile
Colleagues in lower
quartile

Proportion ofcolleagues
receiving bonus

All data as of April 2020

I confirm the data in thisreport is accurate.

Patrick Martell,Group Chief Operating Officer

10