CR Report 2013

Where we operate

Academic
Publishing

1,621

169

Number ofstaff

Number of countries
AP sells into

Our Academic Publishing division, Taylor & Francis Group, includes
the publishing imprints Routledge, Psychology Press, CRC Press,
Taylor & Francis and Garland Science. Publishing books and journals
to the academic community, the division has expanded rapidly inrecent years.

02

GlobalEvents2,153

140

Number of Number of countries
staff
GE sells into

With brands such as IBC, Informa Exhibitions and IIR, Informa’s
Global Events division is the world’s largest publicly-owned events,
conference and training organiser. Some of our leading events
include Arab Health, IPEX, Cityscape and the Monaco Yacht Show.

CR Report 2013

United Kingdom 44%

BusinessIntelligence

2,111

170

Number ofstaff

Number of countries
Bi sells into

Informa’s Business Intelligence division serves the industry
intelligence needs of corporations and governments. Its productplatforms include structured databases, subscription based services,
real-time news, books and journals. The division incorporates brands
such as Lloyd’s List, eBenchmarkers, Citeline and Informa Telecoms& Media.

CR Report 2013

GlobalSupport

USA

29%

India

2%

Germany

3%

Rest of World

22%

629
Number of
staff

Informa’s Global Support includes Finance, IT, Legal, HR and Shared
Services and support all of Informa’s businesses globally.

03

Contents											

04

05Group Chief Executive’s Review

06

Head of Corporate Responsibility’s Review

072013 Highlights

08

Performance overview

09

Our Content

12

Our People

14

Our Environment

16

Our Community

18

Our performance at a glance

19

How we are organised

CR Report 2013

“Informa is a powerhouse within the knowledge
economy, providing value through our cultureof insight, intelligence and innovation.”
Our Sustainability Programme has gone from strength to strength
over the past three years, and is well positioned with lots of ideas toexpand upon.
Informa is a powerhouse within the knowledge economy, providing
value through our culture of insight, intelligence and innovation.
We bring this talent, alongside a sense of can-do, commitment andenergy, to our partners in the sustainability space. As a company, thesense of fun, informality and commitment is palpable, and never more
obvious than when working towards a shared goal.
A major focus throughout the business this year is Operational Fitness,
including encouraging growth, improving yield, product refresh andoperational simplification. This same approach can be applied to
our CSR programme; aligning our sustainability activities with our
corporate strategy will lend itself to improved efficiency and enable
us to scale up our impact.
At its heart, our business is one of communities: Academic, Business,the myriad of people, interests and industries of our Events Division,and those we operate in all around the world. Informa values being
part of the wider global community, and understands that when we
look outside of our own world there is much to listen and learn from.
This report illustrates how we successfully managed our wider
responsibilities during 2013, and this is a secure platform forcontinued success through the coming year.
Stephen Carter
Group Chief Executive

CR Report 201305

“For a company of this size, Informa has
managed to maintain a staggering sense ofentrepreneurialism.”
At Informa, we refer to our sustainability programme as ‘Louder thanWords’, reflecting our focus on outputs rather than gestures. Louder
than Words also signals the growing confidence, across all ourbusinesses, to define what sustainability means for them and how
we can manage it better.
Though our businesses are diverse, they are all providers of highly
specialised knowledge. As such, our content remains the central
pillar of our sustainability programme. We are still working toarticulate what this means for Informa and are making real progressin defining appropriate activities and outputs.
For example, we have developed a strategic response to the issue of
open access through Cogent OA, our new venture spearheading thenext wave of scholarly communications.
In 2012, we conducted our first assessment of the broader socialand economic impacts of our major events. This year, we havefurther developed our methodology and conducted an additional
three studies. The picture emerging is clear; our events bring hugebenefits to their host cities.
2013 saw the implementation of new reporting requirements for UK
companies and we are fully supportive of the drive towards greatertransparency. We invested time and resources to ensure that we
captured our greenhouse emissions across the international estate
and welcomed the inclusion of gender statistics into mainstream
reporting. For a long time Informa has had a very balanced
workforce, both across the business and at senior levels. We see thisas one of our strengths in a fiercely competitive market.
As well as being Head of Corporate Responsibility, I am also Group
Human Resources Director. In both capacities, I recognise the needfor Group-wide engagement strategies to get the best from ouremployees. In 2013, we upped our game on internal engagement
through better communication and targeted events. One example
is the Big Green Idea competition. We asked colleagues to suggest
a new product with a strong sustainability angle. The response was
overwhelming. These business plans were then presented to a panelof our senior business leaders who picked the top idea. Our aim for2014 is to turn the winning idea into a winning product.
For a company of this size, Informa has managed to maintain astaggering sense of entrepreneurialism. This, I believe, explains
why our employees showed such an interest in the competition.
Another reason I think it was so well received was that it highlighted
all of the existing sustainability products we already offer across ourbusinesses, something which our staff can rightly be proud of.
These have been some of the high points for me in 2013. This report
goes into much more detail on the broader programme and our
performance. As always, I would very much welcome your feedback.
Emma BlaneyGroup HR Director and Head of Corporate Responsibility

06

CR Report 2013

2013 Highlights
Sustainable
content

Routledge continues as one of the world’s
leading book publishers on sustainability
and environmental technologies while
10% of our largest events incorporate anelement of sustainability into their content.

A great place
to work

Ranked 5th in the “large company
category” of Britain’s Top Employers.

Scored 100 out of 100 for independenceof content in our first submission to the
Dow Jones Sustainability Index.

Wellness

Extended our employee wellness
programme to include two new Groupwide events, February Fitness Challenge
and 21 Days of Nutrition.

Boosted our efforts to make content
accessible to non-profit institutions
and individuals in developing
countries through initiatives such
as Research4Life and our own STAR
programme.

Waste
mapping

Conducted waste mapping exercises
at events in the UK and in Dubai tobetter understand how waste is being
generated and managed.

Open access

Launched Cogent OA, an innovative
new open access publisher offering
publications across a diverse set of fields.

Reducing paper
waste

Re-forecasted journal print runs eachmonth using latest customer data, thereby
reducing journal stock write-offs in the UK
by 25%.

Learning anddevelopment

Increased investment in Informa’s Academy
by 15% with attendance also increasingby 15%. More courses ran onsite in the US,
Middle East and APAC regions to better
mirror the geographical spread of our staff.

Socio-economic
impacts

Gathered information about direct andindirect spend and employment at three ofour major events in South Africa, UAE andAustralia.

Safeguarding
personal
information

Launched our Global Information
Protection Governance and Compliance
Framework to ensure that we meet our
global obligations on the treatment of
personal information.

Content
integrity

Access for all

CR Report 201307

Performance overview
Achieved:

In progress:

Deferred:2013 performance

Our Content• Continued to develop methods for measuring theimpact of our content, reporting on existing key
performance indicators (KPIs) and adding new ones
this year;• Continued to develop the ownership andunderstanding within our businesses of the link
between sustainability and our content;• Developed our capacity in offering open access(OA) within Academic Publishing with the launch of
Cogent OA.

Our People• Boosted our internal training capability and capacity
by increasing investment in Informa Academy
by 15%, improving the training materials andincreasing the number of courses available to staff;• Develop and implement a talent and succession
programme for high level positions across the Group;• Developed our approach to engaging employees
in strategic conversations around CR through theestablishment of two additional global staff events,and our CR pages on Informa’s intranet site (indigo).

Our
Environment• Continued rolling out print on demand (POD) across
our publishing businesses, increasing the total
number of titles available on a POD basis by 21%;
• Reduced waste from journal print over-runs by afurther 15%;2014 objectives• Double the number of articles that we publish
under open access;• Increase the number of registered users in thedeveloping world of Taylor & Francis’ STAR (Special
Terms for Authors and Researchers) by 75%;
• Develop synergies between the Groupsustainability offerings by creating a service or
product that offers content from all our businessdivisions.

• Implement a talent and succession programme forhigh level positions across the Group;• Implement a Group-wide graduate programme;• Develop a pilot programme in the UK to help raiseawareness and understanding of mental healthissues in the workplace, including training for all UK
Human Resources managers;• Start to measure employee diversity beyond
gender.

• “10 by 10” – the top 10 offices to reduce theiremissions by 10% by the end of 2015;• Carry out a research project with the wider sector
to better understand the environmental impacts ofour digital channels.

• Mapped the key environmental impacts in the supply
chain for our large scale events through visits to two
events – one in the UK and the other in Dubai.

Our
Community• Develop new and existing community partnershipsthat provide long-term benefits and make the mostof our unique resources, skills and knowledge;• Improve our capacity to assess the impacts of ouremployee volunteering programme, e.g. on staff,
the business and our community partners;• Develop our volunteering proposition to promote
volunteering and increase the number of Informa
staff who volunteer by 20%;• Develop an assessment/guidance template forour events covering how to maximise positive
community impacts.

• Continued mapping the socio-economic impactsof our major events, using our own-developed
methodology.

08

CR Report 2013

Our Content
Maintaining trust in our content
As a business, we strive to bring news, analysis and thinking together
in a form that resonates, challenges and informs our audiences.
Although the ways in which we do this vary greatly between the
many formats and fields we work in, it is material for us to deliver highquality, trusted content across the board. Our publication, Lloyd’s
List, has been providing reliable information since 1734; an object
lesson in quality assurance and continued innovation that we seek toemulate across our portfolio of services and products.
Within our Academic Publishing division, we believe that peer review
is more relevant than ever as the system for evaluating the quality,
validity and relevance of scholarly research. We have in place rigorous
peer review and screening processes to this effect and we continue
to work with the Committee on Publication Ethics (COPE) to promote
integrity in research publication. Our Business Intelligence division
operates an editorial and content code, to which all editorial staff
must adhere. Our event production process is strongly research
driven and some of our major events employ independent advisoryboards to shape the agenda and ensure original content. In addition
to our formal codes, we regularly share insights on editorial practiceand content production across the Group.
As a testament to our commitment to editorial integrity across theGroup, we received a maximum score of 100 for “independenceof content” in the most recent assessment for the Dow Jones
Sustainability Index (DJSI).
In 2012 and 2013, we assisted with the development of the firstmajor research report into trust in academic content in a digitalera. The report sought feedback from thousands of university
academics, and we helped by supplying data, providing contacts
and hosting focus groups. The final report, Trust and Authority in
Scholarly Communications in the Light of the Digital Transition, will
be published in early 2014 and will be freely available. We plan to
use the findings to inform our own discussions about maintaining
trust in academic content online.

Innovating for the long term
We continue our migration towards digital platforms and delivery
methods. Symptomatically, Lloyd’s List, starting its life as a printed noticepinned to a coffee shop wall in London, became a digital only service atthe end of 2013. We also created the new role of Chief Content Officer
for Informa Business Information to help us realise our digital ambitions.
On the events side, we acquired the company EBD Group, providing uswith cutting edge software tools to enhance participants’ experience atconferences and events, virtually and offline.
We are committed to being at the forefront of industry developments
within open access (OA) publishing. In 2013, Taylor & Francis (T&F)
carried out its single biggest survey ever, probing over 14,700
members of the academic author community for their views on OA.
This exercise reflected our genuine curiosity about the views of ourauthors and we made the full results of the survey available for all
to read. Following this and other consultations with key university
stakeholders, funders and librarians, we have significantly developed
our capabilities in this area.

CR Report 2013

Lloyd’s List started its life as a printed notice pinned to a coffee shop
wall in 1734 and became a digital only service at the end of 2013

Virtually all of our journals offer an OA option, up from 40.9% in
2011. We also launched Cogent OA in 2013, an innovative new
OA publisher offering publications across a diverse set of fields.
Cogent OA benefits from the resources and experiences of a major
publisher, but otherwise operates autonomously to spearhead thenext wave of developments in scholarly publishing experimenting
with new forms of peer review and online presentation. Having
embraced OA as a strategic opportunity, we are excited about
serving the research community in yet more ways.
Our ambitious plans for 2014 include objectives to double thenumber of articles we publish under OA schemes and, throughCogent OA, to launch eight new OA journals.

Employing and developing thebest people to manage ourcontent
Since knowledge is our lifeblood, we are only as strong as thepeople we employ. Hence, we do everything we can to attract thebest employees, giving them the opportunities to develop theirskills, progress within their specialisation and work flexibly where
possible. This is described in more detail under ‘Our People’.

09

Mainstreaming sustainability

Providing access to knowledge

Many of our products and services promote new thinking andinspire action on sustainability issues. During 2013, we assessedour 277 biggest events to see how exactly they facilitate discussion
around social and environmental challenges. The analysis showedthat 10% of our events incorporate some element of sustainability
into their content. Other events focus exclusively on sustainability
topics, such as our newly launched Solar Middle East in Dubai.

We remain committed to making our content accessible to non-profit
institutions in developing countries. We do so through partnerships
with a wide range of organisations, including Research4Life,International Network for the Availability of Scientific Publications(INASP), The Essential Electronic Agricultural Library (TEEAL) and the
Journal Donation Project. We recently set up our own programme toextend access to individual researchers in developing regions. Thisinitiative is called Special Terms for Authors and Researchers (STAR).
STAR provides one month’s free access to a range of our titles andimprints to researchers in areas of Africa, South Asia, South America
and the Caribbean. To date, more than 4,200 people have registeredwith STAR and, as we develop the offering further, we expect many
more to sign up in the years to come. Over the past three years, wehave published research from over 53,000 individual authors fromSTAR regions where the initiative and our partnerships have been
particularly active. This is more than double the number of the threeprevious years and we believe STAR has had a positive effect.

Within our Academic Publishing division, we continue to produce
agenda-setting sustainability analysis. Routledge is one of theworld’s leading book publishers on sustainability and environmental
technologies while T&F publishes no fewer than 114 journals
under the subject heading ‘Environment and Sustainability’. All
our academic content is accessible through our portal, Routledge
Environment and Sustainability.
We can do more to streamline access to the vast amount ofsustainability-related content and services we offer across ourportfolio. As a business we have grown rapidly to the size we arenow, but we see clear potential in developing synergies and links
between our offerings, not least when it comes to sustainability.
Building such synergies is one of our objectives for 2014.

I’m really proud of bringing my specialist subjectof ship recycling into the mainstream maritime
news agenda. When I started reporting on Lloyd’s
List, it was an overlooked area of the maritime
industry that was considered dirty. I think I’ve
played a part in changing the way it is viewed
by subscribers, by producing articles that look at
its challenges from a different perspective andtherefore arm decision-makers with businesscritical information.

Our Solar Middle East exhibition launched in 2013 with 96% ofvisitors planning to return in 2014 and 99% of exhibitors finding
the event successful in establishing new business contacts

Liz McCarthy, Deputy Editor of Lloyd’s List
and a ‘Rising Star’ nominee at the 2013 British
Media Awards

10

CR Report 2013

Managing and safeguarding
personal information
The right to privacy is business critical to us. We continue to respect
the privacy of our employees, customers and business partners
and are committed to handling personal information responsibly
and in compliance with all relevant privacy and data protection
laws. Our view is that privacy is as much a social challenge as it
is a legal challenge. In October 2013, we launched our Global
Information Protection Governance and Compliance Framework
which is designed to ensure that we meet our global obligations
relating to the treatment of personal information. The Framework
launch was accompanied by a Group-wide awareness campaign
designed to promote the importance of observing good standardsof information protection and to encourage employees to takepersonal responsibility for the information they use and produce.

Our best-selling sustainability books in 2013
1

Prosperity Without Growth by Tim Jackson

2

Global Corruption Report by Transparency International

3

Planning and Design for Sustainable Urban Mobility by
UN Habitat

4

State of the World’s Cities 2012/2013 by UN Habitat

5

The Energy of Nations by Jeremy Leggett

6

Food Policy and the Environmental Credit Crunch by
Julie Hudson and Paul Donovan

7

Enough Is Enough by Rob Dietz and Dan O’Neill

8

Sustainability for Healthcare Management by Carrie Rich,
J Knox Singleton and Seema S Wadhwa

9Bankrupting Nature: Denying Our Planetary Boundaries byAnders Wijkman and Johan Rockström

10

Food Policy in the United States: An Introduction byParke Wilde

Content Performance
KPI

2013

2012

2011

Open access

Journals with an open access option

94.7%

96.5%

40.9%

Reach

Proportion of book titles available digitally

55.2%

50.6%

47.3%

30%

30%

27%

Proportion of group revenue derived from outside
Europe and USA

CR Report 201311

Our People
Giving our people the freedom
to succeed
We work hard to make our culture one where learning anddevelopment is ongoing, passion for expertise is nurtured and strong
support is given for innovation. ‘Freedom to succeed’ is a defining
principle of our workplace. We pride ourselves on maintaining anentrepreneurial mind-set and avoiding bureaucracy where we can. We
are also supporters of the UK Government’s ‘Think, Act, Report’ scheme
to promote gender equality in the workforce, particularly in relation to
recruitment, retention, promotion and pay. In 2013, we were ranked
in 5th place in the ‘large company category’ of Britain’s Top Employers,
being recognised for providing excellent employee conditions andnurturing and developing talent at all levels. Informa Middle East also
received the ‘Employer of the Year’ award at the 2013 Middle East Event
Awards. The award recognises employers offering a stimulating andsupportive workplace with well-motivated employees.

Taylor & Francis (T&F) brought together marketing teams from 10
regions to learn, interact and experiment to unify sales, product andlibrary marketing objectives. The results were outstanding and saw
significantly increased usage of T&F’s content in areas as geographicallyspread as the UK, South Africa and Vietnam.

Fostering learning anddevelopment

Employees attend management skills training
Informa Academy, our in-house learning resource, grew by 15%
in 2013, both in terms of employees attending courses and theinvestment committed to training. More courses were run onsite in
the US, Middle East and APAC regions than in 2012, with attendance
now more closely matching the geographical spread of our staff.

Informa Exhibitions’ Beijing Operations team celebrate jointly
winning 2013’s Informa Award for Best Customer Services Team

Creating an informed workplace
We continued the roll-out of our digital workplace programmein 2013. Initiated in 2012, the digital workplace now incorporates
elements such as enhanced internal search functionality, live chatand video capability. Migration to the cloud will start in 2014,
allowing employees access to the workplace regardless of theirlocation and the devices they use.

Our divisions also run their own learning and development (L&D)
programmes to provide further relevant opportunities. A significant
new focus in 2013 and 2014 has been and will be leadership andmanagement training, e.g. T&F’s Global Development Programme. Basedon individual capability assessments, attendants receive tailored training
on areas such as coaching, recruitment, managing underperformanceand development. 200 of T&F’s 420 managers worldwide have received
this training to date and we plan to roll it out to all T&F employees.
Learning and development can obviously also often take placeoutside of traditional training formats. IBI launched a mentoring
scheme in 2013, whereby any employee globally can take theopportunity to be matched with a more senior individual in linewith their professional aspirations. 67 employees took part in2013 and we will continue the scheme in 2014. Our volunteering
programme has also created avenues for staff development, an area
we intend to develop further as part of our L&D strategy.

Flexible working is supported around the Group. We have had aflexi-time working policy in place since 2006 and 2013 saw oneof our major London offices commit to supporting all employees
to work flexibly. Workshops were run to help colleagues work
effectively in a variety of locations while providing them withcomplete flexibility. Between 2012 and 2013, the proportion ofInforma employees working part time increased from 7.5% to 8.6%.
To realise the potential of new flexible working forms, we continue
to experiment with the social and technical fabric that makes up our
workplace. Informa Business Information (IBI) ran an all-staff conference
for the first time in 2013, bringing together 800 employees under the
topic of ‘Progressing Together’. A similar event is planned for 2014.

12

New starters at Taylor & Francis attend an “Introduction to
Journals’ Finance” workshop. New starter programmes covering allareas of a book’s and journal’s lifecycle will be launched in 2014

CR Report 2013

Promoting wellbeing

Health and safety

We believe that wellbeing in the workplace translates into good business.
During 2013, we ran the inaugural, company-wide fitness challenge,‘February Fitness’, which saw 100 teams from across the world competing
to support their favourite charity. Just over 50,000 miles were coveredby employees over the month through running/walking, swimmingor cycling. We also extended our wellness activities with the launch of‘21 Days of Nutrition’, helping our employees make the best dietary
choices. Our individual businesses also run a number of local activities
that employees can opt to take part in, including sports teams, exerciseclasses and stress management workshops.

Providing a safe and healthy work environment for employees
remains a priority across Informa. This is particularly the casefor our Global Events division, whose events attract thousandsof contractors, delegates and visitors. In 2013, a continuing
programme of audits on the UK events teams saw the average auditscore increase from 80% to 83%. In 2014, the audit will be extended
to all overseas divisions and will look at event and exhibition safety
across a range of our events internationally.

It is estimated that approximately 450 million people worldwide
have a mental health problem and that one in four British adults
experience at least one diagnosable mental health problem in any
one year. Any challenge of such a scale is also a business issue. In
2013, we became more focused on the issue of mental health in
the workplace and we are pleased to have started discussions onformalising our approach to the mental health of our employees.

In addition, following the launch of a global health and safety(H&S) minimum standard framework in 2013, all events logistics
teams will be mandated to ensure that a minimum standard of
H&S governance is met at all of our events. We are working on H&S
initiatives across the business to aid the implementation of thisframework while also taking into account local considerations.

2014 will see Mental Health in the Workplace Training for Informa’s
UK HR Directors, a dedicated resource centre on our global intranet
to support the physical and mental well-being of our staff; andSenior HR Staff in our Business Intelligence business IBI will become
Mental Health First Aid accredited in the UK.

100 teams from around the world took part in our February Fitness
challenge. Team iPOT, pictured, won our fun award for best team picture

People Performance
KPI

2013

2012

2011

Headcount

Total headcount

6514

7,531

8,275

Gender split

Employees gender split

59%

56% female

55% female

Management gender split

49% female

47% female

47% female

Senior Management gender split

36% female

Not reported

Not reported

Directors’ gender split

33% female

Not reported

Not reported

Staff turnover for all departments

26%

30%

28%

Voluntary staff turnover

19%

21%

19%

Training days / employee

0.7

Not reported

Not reported£1,647,323

Not reported

Not reported

2.1

2.52

2.82

Staff turnoverTraining

Spend on training
Absenteeism

CR Report 2013

Average days absence per employee

13

Our Environment
Managing our energy impacts
Arguably, our biggest environmental impact relates to thegreenhouse gas (GHG) emissions stemming from the electricity andgas we consume at our offices. GHG emissions contribute to climatechange and, in response, we seek to understand and minimise
our energy usage. Achieving energy efficiency is fast becoming
business as usual and demands for transparency are greater thanever. Following the introduction of mandatory GHG reporting in
the UK, we put in place a new approach to collecting energy dataand sharing our performance. For 2013, we collected data coveringa record 86% of our employees, giving us a robust baseline against
which to measure our future performance.
As we have over 140 offices in 24 countries, it remains a challenge to
put in place Group-wide energy reduction programmes and targets,
especially as we do not control the energy bill for a large proportionof these. We will focus our efforts on reducing the energy usage of
10 of our biggest offices by 10% from the base-line of this year to theend of 2015. Namely, those offices where we are able to accurately
measure, and have some control over, energy usage. Between them,the 10 offices represent just over 50% of our employees.

We continue to be a significant publisher of journals on behalfof learned societies. Traditionally, these societies have required
us to maintain certain levels of stock, sometimes as high as
50% of the initial print run. In the US, T&F has been engaging
with our society partners to explain how they can move toa replenishment model rather than hold on to large stocks.

Printing closer to home
We continue to implement measures enabling us to print as close to
the demand for our publications as possible. We now have print hubs in
Singapore, UK, USA and Australia, each printing for their local regions.
Combined with the growth in titles available under POD, this means
we can reduce our stock levels and minimise the need for storage
space. It also reduces transportation emissions, distribution costs and,ultimately, waste from having to pulp unused copies. As this model
has shown itself to be cost effective and environmentally friendly, weare currently considering setting up additional print hubs in otherlocations.

Printing what we need
We deliver more and more of our content through digital platforms.
Doing so enables us to provide clients with more targeted, richer andrelevant information. In some cases, we now only produce an online
version, but for many of our publications we continue to offer clientsboth physical and digital versions. In 2013, IBI alone printed almost
400,000 copies of journals, and CRC Press printed almost a million books.
We continue to grow our print on demand (POD) capability across ourbooks business. New titles usually have an initial print run and then moveto either a micro-replenishment model – new copies are printed in small
print runs to maintain stocks – or additional copies are printed digitally toorder. More than 60,000 T&F book titles are now available as POD. In theUS, 78% of T&F’s journal titles are now available on a POD basis.
In the UK, T&F has piloted POD for our journals business but has not
yet found a commercially viable model. To help ensure print runs
match demand, T&F UK reforecasts journal print runs each monthusing the latest customer data. This has had a highly positive effecton stock levels, with journal stock write-offs (due to pulping) in the
UK falling by 25% in 2013.

We have print hubs in Singapore, UK, USA and Australia and areconsidering further locations

Selecting the right materials
We continue to send out our journals in wrapping made of
biodegradable materials and have also experimented with
distributing journals without a protective package. We refer to thisas ‘self-packaging’ and we will continue to trial this with a number of
our titles throughout 2014.
We have a paper sourcing policy in place that requires our printers
to use paper that is either certified (FSC or PEFC) or recycled. For ourjournals businesses we use stock paper types for the initial print runs,
all of which are certified. On the books side, in the UK, 100% of ourbooks are printed on certified paper while in the US, we estimate thenumber to be 90%. In 2013, we also managed to reduce the weightof our stock cover paper for our UK journals, following a similar
reduction in the weight of the text paper in 2012.
We have experimented with the use of recycled paper but have yet
to use this more widely. One of the problems we face with using
recycled paper is our increasing use of inkjet printing which places
restrictions on paper types.

We continue to work towards reducing print overruns throughmore accurate forecasting and print on demand

14

CR Report 2013

Understanding the waste
stream at our events
We recognise that our major events are a potential source of large
amounts of waste. This year we conducted waste mapping exercises
at two events – one in the UK and the other in Dubai – to better
understand how that waste is being generated and managed. We
found that Informa has control over the communal areas of anevent and any ‘hardware’ that we provide, e.g. stands. Therefore,
our ability to reuse and recycle waste depends, to a great extent,on the facilities provided by the venue. In some regions, recycling
infrastructure remains undeveloped which poses a serious
challenge to us. Another variable is the capability of exhibition
service providers we work with to stage our events. For example,
our UK exhibition partners, GES, use removable carpets which canbe reused or recycled, while others are less advanced.

Inspiring our employees
We continue to involve our employees in making our workplace
and products greener. For several years we have held a Green Week
across Informa. During this week we hold competitions, talks andevents to raise environmental awareness and build the businesscase for sustainability. This year we launched the Big Green Idea, acompetition to come up with a new Informa product or service withstrong sustainability credentials. Participants had to submit their ideas
and a business plan, and the shortlisted entries were then presented
to a panel of our senior business leaders. The winning idea was across-divisional concept involving expertise right across Informa’s
businesses. Phase I of the new product will be launched in 2014.

In summary, this means we have to evaluate the best approach to
managing waste on a venue-by-venue basis. Our Canadian events
business has achieved zero waste at its events for a number of years,
setting the environmental bar high and providing useful lessons forthe rest of our business.

‘Construct Canada’ is Canada’s largest construction, design andreal estate exposition and conference. It is run by Informa as azero waste event

Shared Services employees in Florida take part in International
Coastal Cleanup during Green Week

Environment Performance
KPIs
Waste

2013

2012

2011

Stock write-off (units)

968,076

1,142,805

Not reported

Books available as POD (titles)

70,06057,83046,846

Green house gas
emissions(tonnes CO2e)

Scope 1: Fuel oil, gas & car mileage

2,997.99

Not reported

Not reported

Scope 2: Electricity & steam

8,470.30

Not reported

Not reported(tonnes CO2e)

Total scope 1 & 2

11,468.29

Not reported

Not reported

Emissions/capita

1.76

Not reported

Not reported

CR Report 201315

Our Community
As a business, we create a positive, lasting social impact through ouroperations globally; by providing employment, driving economic
progress and fostering social development. The community strandof ‘Louder than Words’ complements our core business impacts andincreasingly we look for synergies between the two.

“It was a fantastic opportunity to work withnew people outside Informa and learn more
about how our content can be accessed in
the global South.”

Supporting community
partners

In my day-to-day job, I look at external data sources tounderstand our journals, competitors and markets. Last year, I
was fortunate enough to put these skills to good use in helping
INASP (International Network for the Availability of Scientific
Publications). INASP is an international development charity
working with a global network of partners to improve access,production and use of research information, so that countries
are equipped to solve their development challenges. I talked
to them about social media and how they can measure thereach of their communications with the goal of improving
their understanding of their networks and engagement. Forme, it was a fantastic opportunity to work with new people
outside of Informa and learn more about how our content canbe accessed in the global south. Speaking at their conference
provided amazing insights into the life of librarians, the useof research, and the importance of tea as a tool to meet withstakeholders in Ghana. On the downside there is now avideo of me on YouTube which I haven’t dared watch. T&F
has had a long and productive partnership with INASP andcontinuing to support them is important to us.

As a global knowledge provider, we impact and interact with manydifferent communities worldwide, both through our operations
and through our content. We are keen to forge links and develop
partnerships with community partners, locally and internationally,
and we offer all employees one day a year to volunteer.
Where possible, we seek to help our community partners deliver on
their strategic objectives using our professional skills and resources.
Some examples from 2013 include:
•

•

•

•

Our continued support of the Prince’s Trust. Informa employees
used their business acumen and contacts to set up two mini
enterprises with the goal of each raising £10,000 for the Million
Makers scheme. We also welcomed Prince’s Trust students into
our London offices, seeking to match up placements with theirinterests.
T&F continued the partnership with BookAid International, acharity working in partnership with libraries in Africa, providing
books resources and promoting lifelong learning. We donatedover 4,500 books in the past year.
T&F also worked together with AuthorAid, contributing timeand skills to become mentors to academic authors fromdeveloping countries. In 2014, this partnership will additionallyinvolve co-hosting writing workshops in Ethiopia and Kenya.
Euroforum developed its partnership with four German schools
further by sharing skills through a variety of mechanisms suchas economics lessons, CV and interview skills workshops andinternships.

James Hardcastle, Research Manager at Taylor & Francis

7% of our employees volunteered in 2013, a drop from 12% in 2012.
We aim to increase the number in 2014.
We launched a volunteering survey in 2013 to better understandthe value of the volunteering programme; to our business, to thevolunteers and to the community partners. We will review thefindings and take action on the lessons learned. We also intend
to increase the number of hours made available to employees tovolunteer in 2014.

Having fun fundraising
Go Bananas is our annual worldwide fundraising event, bringing
together all Informa employees to raise money for our charity partner,
World Cancer Research Fund (WCRF). Employees take part in a varietyof activities, including fun runs. Our CEO bravely dons a banana suitfor the London run, with employees challenged to ‘Beat the banana’.
2013 saw us raise over £83,000 through employee fundraising andcorporate donations for WCRF’s cancer prevention work. Informa
employees also enjoy fundraising throughout the year for more local
causes, raising a total of over £106,000 in 2013, matched by Informa
cash donations to the value of £356,560. Our biannual charity watch
auction at the Monaco Yacht Show, in aid of research on Duchenne
Muscular Dystrophy, raised more than £4,200,000.

16CR Report 2013

employment and indirect employment. Direct employment refers to
the people on our payroll while indirect employment refers to thejobs created further down the value chain, e.g. to produce materials
for the event, manage the stands and deliver other services. For
example, for every person employed directly to deliver Africa Com
in Cape Town, more than twelve were employed in the value chain.
We also found that for this event alone, just under £2.4 million was
spent on hotels by delegates attending from out of town. Once ourdataset and analysis are complete, we will release the findings anddraw out lessons about how we can manage the impacts of ourevents to the best effect for our business and local communities.
London employees volunteer with the homelessness charity,
Providence Row

Colleagues in New York join together for Go Bananas, our annual
worldwide fundraising event for World Cancer Research Fund

Understanding our impacts
In 2012, we conducted a pilot study to map the social and economic
impacts of one of our major events, Fispal in Brazil. This year, wedeveloped the methodology further and expanded the research
to cover another three of our major events, namely Africa Com(South Africa), Arab Health (Dubai) and AUSRail (Australia). For
each of these events, we have gathered information about direct
and indirect spend as well as direct and indirect employment. We
are still in the process of receiving data and analysing the findings.
However, what we do understand at this stage is that the multipliereffect is consistently significant, especially the ratio between direct

The anatomy of Africa Com’s direct economic footprint (£7.5m)

Protecting human rights
We support the principles laid out in the Universal Declaration of Human
Rights and continue to assess the impacts we have on communities andindividuals through our direct operations and indirectly.
Our approach to maintaining high labour and environmental standards
in the supply chain is guided by our membership of PRELIMS, acollaboration between 13 leading UK and US publishers. Together with
our peers in the sector, we have developed a code of conduct, settingout the standards we expect our suppliers to adhere to. Suppliers may
be asked to undertake an audit against the code and can then share theaudit results with as many members of PRELIMS as relevant. This prevents
suppliers from having to do multiple, similar audits for individual
members as was common practice in the past.

Community Performance
KPI

2013

2012

2011

Fundraising

Employee fundraising£106,139£91,387£155,659

Company contributions

Company donations (cash)£356,560£301,136£283,520

Volunteer programme costs (£)£83,097£97,644£105,054

Gifts in kind (£)£189,953£140,780£100,902

Total company donations (cash and in kind)£629,610£539,560£489,476

Exceptional Item:
Monaco Yacht Show

Total raised at auction (£)

Volunteering% of staff volunteering

CR Report 2013

£4,210,773
7%£3,811,548
12%

8%

17

Our performance at a glanceContent Performance
KPI

2013

2012

2011

Open access

Journals with an open access option

94.7%

96.5%

40.9%

Reach

Proportion of book titles available digitally

55.2%

50.6%

47.3%

30%

30%

27%

KPI

2013

2012

2011

Headcount

Total headcount

6514

7,531

8,275

Gender split

Employees gender split

59%

56% female

55% female

Management gender split

49% female

47% female

47% female

Senior Management gender split

36% female

Not reported

Not reported

Directors’ gender split

33% female

Not reported

Not reported

Staff turnover for all departments

26%

30%

28%

Voluntary staff turnover

19%

21%

19%

Training days / employee

0.7

Not reported

Not reported£1,647,323

Not reported

Not reported

2.1

2.52

2.82

2013

2012

2011

Stock write-off (units)

968,076

1,142,805

Not reported

Books available as POD (titles)

70,06057,83046,846

Proportion of group revenue derived from outside
Europe and USA

People Performance

Staff turnoverTraining

Spend on training
Absenteeism

Average days absence per employee

Environment Performance
KPIs
Waste

Green house gas
emissions(tonnes CO2e)

Scope 1: Fuel oil, gas & car mileage

2,997.99

Not reported

Not reported

Scope 2: Electricity & steam

8,470.30

Not reported

Not reported(tonnes CO2e)

Total scope 1 & 2

11,468.29

Not reported

Not reported

Emissions/capita

1.76

Not reported

Not reported

2013

2012

2011

Community Performance
KPI
Fundraising

Employee fundraising£106,139£91,387£155,659

Company contributions

Company donations (cash)£356,560£301,136£283,520

Volunteer programme costs (£)£83,097£97,644£105,054

Gifts in kind (£)£189,953£140,780£100,902

Total company donations (cash and in kind)£629,610£539,560£489,476

Exceptional Item:
Monaco Yacht Show

Total raised at auction (£)

Volunteering% of staff volunteering

18£4,210,773
7%£3,811,548
12%

8%

CR Report 2013

How we are organised
Managing our issues
We refer to our Corporate Responsibility (“CR”) activities as “Louder
than Words” and our strategy rests on four priorities. Three of ourpriorities stand for responsibilities we share with other industries,
namely People, Community and Environment. However, our key
priority – Content – relates uniquely to our role as a trusted providerof knowledge. Summarised briefly, our priorities are as follows:••••

Our Content refers to our ability to deliver knowledge that isalways professionally produced, rigorously researched andproperly disseminated;
Our People refers to creating a flexible, inclusive workplace,developing the skills and passion of employees;
Our Environment refers to managing our key environmental
impacts across our operations;
Our Community refers to our direct and indirect community
impacts.

“Louder than Words” is headed up by Emma Blaney, Group HR Directorand Head of Corporate Responsibility, with support from a small
dedicated CR team and external advisers. The CR team reports directly
into the Chief Executive. Local ownership of “Louder than Words” islocated with a network of 21 CR leaders from across the Group withwhom the CR team engage regularly. The CR team also works closelywith Group Marketing, Human Resources, Investor Relations andFacilities Managers across the Group.
“Louder than Words” is fully aligned with the Group’s strategic
priorities and we disclose relevant information to our stakeholders,both through our own reporting and third party initiatives such as
FTSE4Good, Dow Jones Sustainability Indices (“DJSI”) and CDP.

Working in partnership
We believe strongly in the power of partnerships. At Group level we are active members of the Media CSR Forum. In the past year, we worked
with our peers to conduct a comprehensive materiality analysis for the media sector and we also took part in research into the social andenvironmental impacts of media content. Several of our senior managers shared our experiences at Forum events, including our Head ofInvestor Relations and our Group Compliance Director.
Individual businesses within the Group continue to pursue their own
meaningful relationships with stakeholders, as suited to their markets andpriorities. Several of these have been mentioned on the previous pages but
many more exist – and thrive – across the business.

Got anything to say? Please share your thoughts on this report and our approach to CR.
We can be contacted at:
The CR Manager
Informa House
30-32 Mortimer Street
London W1W 7RE, UK
csr@informa.com
http://www.informa.com/Corporate-responsibility/  

CR Report 201319

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Switzerland
Telephone: 0041 41 444 1344
Fax: 0041 41 444 1355
www.informa.com