SUSTAINABILITYREPORTINFORMA AT A GLANCEINFORMA OFFICE LOCATIONS//Informa is a leading business intelligence,
academic publishing, knowledge and events
business, operating in the Knowledge andInformation Economy.//Our products and services provide
knowledge, intelligence, insight, analysis,
connections and networking, creating
advantage for customers across theworld in many different industries,
from Life Sciences to Finance, Beauty,
Education, Agriculture and Telecoms,
Media and Technology.
We are organised around four
Operating Divisions, each owning aportfolio of leading brands. We also
have a fifth Division, Global Support,
which is the team behind the teams,
comprising a central group of experts inspecialist functions including Finance,
Tax & Treasury, Technology andIntellectual Property.

2

ACADEMIC
PUBLISHING

BUSINESSINTELLIGENCE

1,860

1,890

170

145

Academic Publishing produces
specialist upper level books and journals
in Humanities & Social Sciences, andScience, Technology & Medicine.
It operates as Taylor & Francis (T&F)
with other imprints including Routledge,
CRC Press, Garland Science andCogent OA.

Business Intelligence provides
specialist data-driven intelligenceand insight to professionals in niche
communities. It has over 100 digital
subscription products including Lloyd’s
List, Citeline, Scrip and Ovum, catering
to five vertical markets.

NUMBER OF EMPLOYEESNUMBER OF
COUNTRIES SOLD INTO

INFORMA PLC SUSTAINABILITY REPORT 2015

NUMBER OF EMPLOYEESNUMBER OF
COUNTRIES SOLD INTO

www.informa.com

GLOBAL
EXHIBITIONSKNOWLEDGE& NETWORKINGGLOBALSUPPORT

790

1,390

650

75

Global Support is the team behind theteams: a central, global team of experts
from different specialist functions.
It provides business services toInforma’s four Operating Divisions
and the leadership and structurethat supports the Group’s overall
performance and progress.

NUMBER OF EMPLOYEESNUMBER OF EMPLOYEESNUMBER OF COUNTRIESWHERE EVENTS ARE HELD40

NUMBER OF COUNTRIESWHERE EVENTS ARE HELD

Global Exhibitions connects groups
seeking to develop commercial
relationships and expand their business.
It organises transaction-oriented
Exhibitions, including Arab Health, Worldof Concrete and Vitafoods Europe,
enabling specialist communities to meetface-to-face and conduct business.

Knowledge & Networking createsand connects communities based on
the sharing of insights and learning.
Its events, including SuperReturn,
Bio-Europe, the Internet of Things
and Broadband World Series, help
professionals meet, network and shareknowledge.

www.informa.com

NUMBER OF EMPLOYEESINFORMA PLC SUSTAINABILITY REPORT 20153

CONTENTS
INTRODUCTION FROM THE CEO

5

FOREWORD FROM THE DIRECTOR OF
INVESTOR RELATIONS, CORPORATECOMMUNICATIONS & BRAND

62015 HIGHLIGHTS

7

PERFORMANCE OVERVIEW8OUR CONTENT

9OUR PEOPLE

12

OUR ENVIRONMENT14OUR COMMUNITY

16

REVIEW SUMMARY18

SUSTAINABILITY AT INFORMA19

The 501st Legion’s
Stormtroopers
at Informa’s
FAN EXPO CANADA™
Exhibition in Toronto

4

INTRODUCTION FROMTHE CEO//We need to proactively support increased accessibility to
information and knowledge, championing innovation, trustand openness whilst maintaining our own uniqueness.//There is much talk today ofthe purpose of business. At
Informa, our purpose is simple
really: we are in the businessof producing, managing and distributing
critical knowledge and information to help
individuals, organisations and societies
connect, become smarter and makebetter decisions.

part of Informa to growth, enhance
operational efficiency and seize
new market opportunities. We havemanaged to invest at scale in our own
business whilst meeting our commercial
performance targets. Building on
this strong foundation, it is becoming
increasingly clear that 2016 will be ayear of Disciplined Delivery.

Every person, and certainly every parent,
wants the next generation and theirchildren to do better than them, and often
the definition of better is smarter. Be
more knowledgeable, have more insight,
become experts in something they are
passionate about. Whether in business,academia, government or at home,the drive and desire to acquire more
knowledge and more information will only
ever go one way, and that is up. In thatsense, there are few markets like ours;
not only is the potential demand virtually
infinite, but growth in our businessreflects social and human development.

To deliver on our promises, in 2016
and beyond, we will have to build
deeper capabilities around talent, data
and technology, as well as our ability
to operate effectively in international
markets as we approach a scenario
where less than 10% of our revenue
will come from our traditional homemarket in the UK. The Group’s strategy
and ambition for Sustainability aroundthe world is an integral part of this.
Specifically, I see three key areas offocus:

Informa made good progress in 2015.
It marked the second year of the
2014-2017 Growth Acceleration Plan,
an ambitious programme to return every
www.informa.com●● In the knowledge area, we needto proactively support increased
accessibility to information andknowledge, championing innovation,
integrity and openness whilst
maintaining our own uniqueness;●● We need to bring new focus to how

we embrace diversity and inclusion.
Increasingly, access to human capitaland our ability to get the most from
it is business critical. Whatever thecultural, social or ethnic background,
we aim to give existing and futurecolleagues the freedom andenvironment they need to succeed
with us;●● We need to keep a mindful eye on

our footprint in the world. No businesscan afford to ignore its environmental
impacts. We are certainly no exception.

This Sustainability Report reflects the
progress we achieved, and indeed thechallenges we faced in progressing
this strategy during 2015. It sets out
our current position against thesethree imperatives, and our ambitions
for the future. We know it can takeseveral years to achieve meaningfulimprovements but we very much
welcome the challenge.

STEPHEN A. CARTERGROUP CHIEF EXECUTIVEINFORMA PLC SUSTAINABILITY REPORT 2015

5

FOREWORD FROM THE
DIRECTOR OF INVESTORRELATIONS, CORPORATECOMMUNICATIONS& BRAND//2016 will see us taking advantage of the new operating
structure, engaging colleagues around themes that are
relevant locally but applicable globally.//As we enter 2016,
Sustainability sits
prominently at Informa within
an integrated unit overseeing
four pillars of activity that also includes
Investor Relations, Communications andBranding. Being organised in this way,
we are able to drive Sustainability using
the rigour that we apply to commercial
decisions combined with the powerof clear, persuasive communications.
Over the past couple of years, we havemade new appointments, clarified
responsibilities and establishedsynergies in how we go about setting
and delivering our strategy. I would
like to think that many more people,
internally and externally, now have an
understanding of who Informa is andwhat we are trying to achieve.
For the business in general andSustainability specifically, there is a
simplicity and a coherence aroundthe structure that we simply have not

had before. Just a few years ago,
Informa consisted of more than twenty
business units, each with its own CEO
and management team. Today, we
have a much simpler operating model
consisting of four Operating Divisions
and a fifth central Division, Global
Support. Each has its own line ofauthority and Executive team. Throughthe 2014-2017 Growth Acceleration
Plan (GAP), in recent years we haveinvested in simplifying our structure,adding capability and building scale incore areas of excellence. When GAP
completes in 2017, we will have spentaround £90m in 30-40 different work
streams across all five Divisions. These
investments are in a mixture of people,
products, processes and platforms,
setting us up to deliver value, withvalues, over the long term.
Within this changing landscape, notonly do I consider Sustainability amechanism to help bring the Group

together, cementing what Informa is
and what we stand for across businessareas and geographies. But also, andmore importantly perhaps, we are now
in a position to deliver much more
impactful Sustainability programmes,
focused on our core skills and priorities.
2016 will see us taking advantage ofthe new operating structure, engaging
colleagues around themes that are
relevant locally but applicable globally.
It is not all about the future though.
I was pleased with our progress thisyear, particularly in the following areas:●● Our approach to health and safety(H&S) at large-scale events wasoverhauled and simplified, ensuringthat all our exhibitions apply the samehigh standards, be it at Arab Health inDubai or Internet of Things World in
Silicon Valley;●● Becoming an inclusive employer:

We have set out a blueprint to give
us better access to talent from all
backgrounds by refreshing ourrecruitment practices and collecting
the right data; and●● Our innovation and capabilities inrelation to open access (OA): thenumber of articles we publishedunder OA schemes doubled andwe have ambitious plans for the
future, including an OA acceleration
programme and launching a new
publishing platform.

As always, I trust and hope you enjoy
reading this report to learn about what
kept us busy in 2015 and what our plans
are for the future. Please do get in touchwith myself and the Sustainability Teamif you have any thoughts, suggestions orcomments.

RICHARD MENZIES-GOW
DIRECTOR OF INVESTORRELATIONS, CORPORATECOMMUNICATIONS & BRAND

6

INFORMA PLC SUSTAINABILITY REPORT 2015

www.informa.com

2015 HIGHLIGHTS
AUTHORS IN
DEVELOPING
COUNTRIES:Over 1,000 researchers
registered with T&F’s STAR(Special Terms for Authors& Researchers) programme,bringing the total sinceSTAR was launched to
6,400 users across 39
countries.

NEW
GENERATIONOF TALENTED
COLLEAGUES:
Successfully launched theInforma Graduate Fellowshipscheme as well as an
Apprenticeship schemein our European Shared
Services Centre.

CHAMPIONINGCONTENT INTEGRITY:
T&F undertook one of the mostcomprehensive studies into
peer review to date, engaging
more than 7,400 respondents
from across the sciences,
social sciences, medicine andhumanities.

OPERATING
SAFELY:
Launched a global H&S
programme, setting out
standards, expectations
and a performancemonitoring framework for all
our large-scale events andexhibitions.

2015
OPEN ACCESS:
More than doubled thenumber of articles publishedunder OA schemes, with 65
pure OA journals publishedand virtually all journals
offering an OA option.

COMMUNITY
IMPACTS:For the sixth year running, Informa’s
International Roofing Expo partneredwith local community organisations
to run a Community Service Day
encouraging Expo attendees toparticipate. Volunteers helped rebuild
the homes of elderly, disabled or
financially disadvantaged families
in New Orleans.

SUSTAINABLE
EXHIBITIONS LADDER:
HEADQUARTERS
BREEAM CERTIFIED:
Moved our headquarters
to a new building rated as
Excellent by the leading
sustainable building rating
scheme, BREEAM.

www.informa.com

Constructed a rating system
whereby Informa’s Exhibitions
can measure their sustainability
and understand how best
to progress to improve theirimpacts, whether social,environmental or economic.

INFORMA PLC SUSTAINABILITY REPORT 2015

7

PERFORMANCE OVERVIEWOUR COMMUNITYOUR ENVIRONMENTOUR PEOPLEOUR CONTENTOUROBJECTIVESCreate uniquecontent andconnectivity
for customers
all over theworld

Provide an
exciting andrewardingplace to work,where ourpeople havethe freedom tosucceed

Reduce ourenvironmental
impacts
and create
innovative
ways tomanage our
key impacts

Use our skills
and resources
to help thecommunities
we operate inthriveACHIEVED

8

TARGETS2015
KPI

PERFORMANCE

2016
KPI

Use training and outreachactivities to increase thecontent from emerging
regions

9% increase in articles
from emerging regions

Percentage of articles
accepted from emerging
regions didn’t increase
but remained at 20% of
total articles accepted

Organise or participate in 35
events to support authors inemerging regions

Increase the number ofarticles published under
Open Access schemes

100% increase

Increased by 106%

Increase by a further 50%

Be recognised as a leader inindependence of content

New target for 2016

Score 100% in the DJSI for
assuring Independence ofContent

Use our insights andeditorial reach to advancesustainable development

New target for 2016

Map content against the UN’s
Sustainable Development Goals
to identify where we progress
debate and where there are gaps

Develop current and future
leaders by launching
management development
programmes across theGroup

Further to the successof the Academic
Publishing management
development programme,
launch another similar
programme within afurther Division

Develop an innovativeand rewarding graduate
fellowship scheme

New competency
based management
development programmeis being developed for
Global Support

Develop a talent strategy andplan for each Division. This willassess talent gaps across theDivisions and provide a solid
foundation for meeting further
management development
needsFirst intake of graduates
on Informa’s FellowshipschemeCompleted

Further develop our Graduate
Fellowship scheme, welcoming
our second cohort and improving
the programme based on
feedback from graduates

Be a diversity and inclusion
leader within our sector

Establish a working
party with global
representatives to gather
relevant data and identify
key future initiatives

Working party
established, data
gathering has begun

Improve our diversity andinclusion data capabilities,
implement mentoring schemes
and conduct policy reviews
overseen by the Boards of each
Operating Division

Be a leader in H&S
performance at large-scale
events & exhibitions

Launch Group-wide H&S
policies and reporting
framework

Completed

Deliver training to drive
consistent application of H&S
requirements

Understand and manage ourdigital environmental impacts

Join Media CSR Forumworking group looking at
industry digital impacts

Completed

Engage with key suppliers in our
digital value chain to understandour wider GHG impacts

Reduce the waste frommajor exhibitions

By end of 2017 ensure
at least 70% of the wastefrom major exhibitions is
recycled

Ongoing & now
incorporated into our
Sustainable Exhibitions
LadderRun increasingly sustainableexhibitions

New for 2016

Reduce the energy usage inour office estate

Reduce the energy
usage of our 10 major
offices by 10% between
2013-2015

Reduced the energy
usage by 8.2%

Require all of our large offices(>100 staff) to put in place anenergy saving target and planfor the next two years. Develop
an Energy Guidance document
to aid the above

Develop a Group-wide
strategic community
programme that is wellrecognised and supported
both internally and externally

Launch a cohesive
community programme
across our Divisions

Used the planning
process for Walk theWorld, a new Group-wide
employee-engagement
and fundraising initiative,
to introduce the conceptof strategic community
partnerships

Launch at least 5 new sharedvalue community partnerships
across the Group

Grow the value of our inkind community investment
through innovative
partnerships making gooduse of our resources

New Target for 2016

Maximise the socioeconomic
footprint of our major events

Develop a guidance
template for our events
business on how to
maximise positive
community impacts

IN PROGRESS

Developed the Informa
Sustainable Exhibitions
LadderRoll out the Sustainable
Exhibitions Ladder

Grow the value of our in-kindcommunity investment by 20%

Completed as part of the
Sustainable Exhibitions
LadderMISSEDINFORMA PLC SUSTAINABILITY REPORT 2015

www.informa.com

OUR CONTENT
MAINTAINING TRUSTIN OUR CONTENT

Our aim is to be a leading open access(OA) publisher in all research areas.
During 2015, we more than doubled thenumber of articles we published under
OA schemes. We publish 65 pure OA
journals and virtually all of our journals
offer an OA option. Cogent OA, ourdedicated OA publishing platform, hasgone from strength to strength since
its launch in 2013. It publishes 15
journals across Arts and Humanities,
Social Sciences, Science, Technology,
Engineering and Medicine. By operating
autonomously but benefitting fromthe experiences and resources ofAcademic Publishing, Cogent OA
offers all the traditional services
provided by a journal such as peer
review as well as the tools and the reachto create more connected content andcommunities.

//The way

Dr. Mike Smith, founder and editor of Journal of Maps, presenting at a Taylor & Francis
supported early-career researcher workshop, organised by Sense about Science
www.informa.com

scholarly
communities
produce, accessand share
information ischanging rapidly.//

INFORMA PLC SUSTAINABILITY REPORT 2015

9

OUR COMMUNITY

Accessibility was another important
theme in 2015. Our customers expect
our content to be fully accessible
anytime, anywhere and in the rightformat. Our initiatives range fromsignificant investment into enhanced
data tools at Lloyd’s List Intelligenceto undertaking an audit of the wholeof Informa’s web estate looking ataccessibility and mobile responsiveness.
As our content is increasingly audiovisual, one of our Academic Publishing
Division’s priorities for 2016 is to ensureease of access in areas with poorinternet connectivity and low bandwidth.

OUR ENVIRONMENT

Throughout 2015, digital transformation
has been a running theme acrossthe Group and we aim to build digital
excellence into everything we do.
We are shifting towards more agile
ways of working, placing additional
emphasis on real user involvement,
fast iterations and constant feedback.
This is increasing engagement with ourcustomers and clients, as we support
them on an ongoing basis, be it throughThe way scholarly communities produce,
access and share information is changing
rapidly. We have taken steps to help
researchers understand the impact of
their articles in greater detail by rollingout Altmetric across our journal platforms.
Altmetric allows researchers to see allmentions of an article across the web,e.g. on news sites, blogs and social
media. We also work closely with libraries
to understand the role of social media inscientific publishing.

OUR PEOPLE

Our Business Intelligence Division
has in place an editorial and content
code, to which all journalists andeditorial employees must adhere.
Our event and conference production
process is based on rigorous researchand several of our major events employ
independent advisory boards to ensure
original content. Academic Publishing
operates robust and well regarded

PRODUCING
CONTENT FOR A
CHANGING WORLDin-person events, online interaction ortraining.

OUR CONTENT

Delivering trusted content is the one
objective that unifies all of our Operating
Divisions. While we use a variety ofdelivery platforms – from digital toprint to face-to-face – across multiple
geographies, integrity is always a prime
focus. The digital era has created newchallenges and opportunities to develop
and maintain trust in knowledge,
products and services. As mentioned
elsewhere in this report, through GAP,
we have committed significant resources
to ensure Informa is a digital leader,always with product and service integrityin mind. We also maintain constructive
partnerships with third parties tounderstand the issues facing our sector.
For example, we remain committed
to raising research and publication
standards by working closely with Sense
About Science and the Committee on
Publication Ethics (‘COPE’).

fraud screening and peer review
processes to ensure that all content
is original and always of the highest
standard. In addition, Academic
Publishing provides researchers witha wealth of resources on publication
ethics and peer review standards on its
Author Services website. During 2015,
Taylor & Francis undertook what is todate one of the most comprehensive
studies into peer review, engaging
more than 7,400 respondents fromacross the sciences, social sciences,medicine and humanities. The study
set out to explore the best approaches
to peer review and will inform not only
our own but the wider sector’s future
approach to scholarly communication.

SHAPING THE
FUTURE
Thriving research communities bringprosperity to nations, driving social andscientific progress for individuals andinstitutions alike. We are aware of ourrole in the global research ecosystem
and we strive to increase the numberof articles accepted from developing
markets. Of the 73,707 articles weaccepted in 2015, 20% came fromdeveloping countries.
We provide free and low-cost accessto our publications for the researchcommunity and not-for-profit institutions
in resource-constrained parts of theworld. We do so through multiple
recognised initiatives, aiming for
maximum geographical reach. We arealso a founding member of Publishers
for Development (PfD), working to meetinformation and author resource needs
in developing countries.
We are particularly proud of STAR(Special Terms for Authors andResearchers); our home-grown,
pioneering access scheme for individual
academic authors from emerging
regions. STAR’s objective is to maketop scholarly content more accessible
to economically constrained partsof the world and to support regional
contributions to the global knowledge
economy. To date, over 6,400
researchers in 39 countries have usedSTAR.
Our access programmes are not justtargeting developing markets. Since
2014, we have been involved in Accessto Research, a sector initiative to give

LINDSAY ROBERTS
Group
Director
Greenbuild
International
Conference& Expo,GlobalExhibitions
Division

10

Greenbuild Unity Home: a 1,620 square foot LEED v4 Platinum, net zero-energy demonstrationhome on display at Informa’s Greenbuild International Conference & Expo

free, walk-in access to a wide range ofacademic research in public libraries
across the UK. The objective is to makeresearch findings available to small
businesses, independent researchersand others who have previously
struggled to gain access.

RESPECTINGPRIVACY AND DATAPROTECTION
Respecting the right to privacy and being
proactive in protecting our company
information is business critical to us.
Our databases store valued customer
and prospect records, not to mention
employee, supplier and business partner
information. We consider it essential tocontinually strengthen our data security,
as cyber-attacks become more frequentand sophisticated.

During 2015, we further
embedded our new
information protectionambassador, ‘Infobot’– the ‘face’ of our
information security programme for
employees – through communicationand employee learning on key areasof risk. We also developed andimplemented Group-wide information
security policies. Lastly, we appointed
new Divisional Risk and Security
leadership and management positions.
By putting the expertise closer to thebusiness, whilst maintaining strong links
to the global team, we are better able torespond to the specific risks and needsof each of our different businesses.
During the course of 2016 we will befocussing our efforts on ensuring ourbusiness is ready for the EU General
Data Privacy Regulation implementation,
taking this as an opportunity to identify
any areas in which we can further
strengthen our programme.

What do you enjoy most about your work?
I have worked in the Dallas office for 15 years, in a variety of positions and on
a number of our events. We acquired the Greenbuild show in 2013 and it was agame changer for me. The show is 100% dedicated to Sustainable Building &Design and has a very strong strategy around sustainable tradeshow production.
I now get to continue to do what I love, producing tradeshows, but also know thatthe work we are doing is making a very important impact on our environment andour future. My job is meaningful and I love seeing the impact at the end of the day.
How do you channel that excitement into the rest of the business?
Greenbuild is a truly special event, but you have to see it to believe it. This year,
we had the pleasure of hosting over 100 Informa colleagues and investors
from all over the globe. The annual investor day, annual budget meetings, acompany-wide HR meeting and a company-wide marketing meeting all took
place at Greenbuild. We were able to do tours of the event and really showcase
the great work going on to our executive team, employees and investors.

INFORMA PLC SUSTAINABILITY REPORT 2015

www.informa.com

1
2
3
4

OUR CONTENT

As well as operating sustainably, we curate, develop and distribute sustainability
knowledge through our events, conferences, networking platforms and publishing.

OUR BEST-SELLING SUSTAINABILITY
BOOKS IN 2015 WERE:OUR PEOPLE

6

1 Sustainability Principles and Practice5

Margaret Robertson

2 An Introduction to Sustainability
Martin Mulligan

3 The Politics of Green Transformations

Edited by Ian Scoones, Melissa Leach and Peter Newell

4 Green Solar Cities

OUR ENVIRONMENT

8Peder & Katrine Vejsig Pedersen, Jacob Klint and Karin Kappel

7

5 Food Policy in the United States
Parke Wilde

6 NISA: The Life and Words of a !Kung Woman
Marjorie Shostak

7 Renewable Energy Resources
John Twidell and Tony Weir

9

10

8 Coffee Agroecology

Ivette Perfecto and John Vandermeer

OUR COMMUNITY

9 Understanding Human Ecology
Robert Dyball and Barry Newell

10 Understanding Sustainable Development
John Blewitt

CONTENT REVIEWOpen access

KPI

2015

2014

2013

Journals with an open access option

90%

91%

95%

65

60

17

Proportion of book titles available as ebooks

63%

62%

55%

Proportion of accepted academic articles fromdeveloping countries

20%

20%

19%

Number of open access journals
Reachwww.informa.com

INFORMA PLC SUSTAINABILITY REPORT 201511

OUR PEOPLE
We are a people-led knowledge
business. Our strength and the value
we create stem from the talented people
working for us, and we do everything
we can to attract and develop thebest employees. First and foremost
we recognise that work needs tobe enjoyable and stimulating. For abusiness of our size, we pride ourselvesin maintaining an innovative mindset,
valuing learning, development andflexibility, and promoting employee
wellness. Around 7% of our over 6500strong workforce work part-time. We arein the process of bringing more focus
to the business and will launch Inside
Informa in 2016, a Group-wide survey ofcolleagues, the results of which will be
used to inform our talent strategy.

FOSTERING DIVERSITY& INCLUSION
In the war for talent, diversity andinclusion is becoming an important
theme for us. Inclusion is about creating
an environment, an attitude, a set ofvalues and the conditions where allcolleagues can succeed, work together
and contribute, ultimately producing acreative working environment. We havedeveloped a diversity and inclusion
strategy to guide our activities until theend of 2016. This strategy is overseen
by boards within each of our Operating
Divisions and introduces initiatives suchas baseline assessments, mentorship
schemes, awareness-raising activities
and policy reviews. We consider it
important to foster diversity of thinking ineverything we do, going beyond genderand visible diversity. This is a strategicarea for us and we look forward toproviding more detailed updates on our
progress in the years to come.

FURTHERINGOUR CAPACITY TO
INNOVATE AND LEAD
We launched Invent in 2014, an exciting
event bringing together Informa’s
leaders and future leaders to generate
new business ideas and to help shape
the strategic growth of the company.
Invent was held for a second time in2015, with 50 participants from acrossthe Group. This year it consisted of amonth long programme of learning andexercises, culminating in a two-day
offsite focused on strategic innovation.
Participants left Invent with a practicalunderstanding of how to embedinnovation into their businesses, as wellas an expanded network of colleagues
from other parts of the company.
Unfortunately, the average number oftraining days per employee fell from 1.1
days in 2014 to 0.5 days in 2015. This isdue to reorganisation and restructuring ina number of our business units, affecting
both our ability to deliver training andrecord training attendance systematically
across the Group. Leadershipdevelopment training continued thoughwith our Academic Publishing
Division rolling out programmes forhigh potential employees as well as for
those already in management positions.
The programme for ‘high potentials’
will support employees as they moveinto leadership roles, while the training
for current senior managers provides
a solid grounding in the essential skills
and capabilities required to be a leader.

Informa’s 2015 Graduate Fellows

12

INFORMA PLC SUSTAINABILITY REPORT 2015

Cookery class for colleagues at Informa’s
headquarters, looking at nutritious,
environmentally friendly lunchtime recipes

In addition, 21 directors were given
mentorship training and have been
paired with high performance individuals
across the Division. Following on from
this, one of our objectives for 2016 is for
Informa’s Global Support HR function to
map the skills and talent of our people,
understand business development goals
and create talent management strategies
for each of Informa’s Divisions.

BRINGING IN THE
NEXT GENERATIONOF TALENT
We are keen to invest in young
professionals starting out in theircareers, allowing people from diverse
backgrounds to make meaningful entries
into the job market. This commitment is
an investment in the long-term successful
operation and sustainability of the Group.
2015 saw the first intake of Fellows(graduates) for Informa’s Graduate
Fellowship Scheme. The scheme allows
Fellows to work on assignments acrossall four of Informa’s Operating Divisionsand Global Support over a two-year
period, including a 6 month international
placement. The programme is tailoredto each individual’s skills, interests andaspirations, giving candidates a soundunderstanding of the whole Group, ourdiverse content and platforms, and toallow them to develop relationships
across the Divisions. Our Fellows are
mentored by senior leaders from within
the business, giving them added support,
guidance and direction as a new starter.
The early success of the scheme has
been very encouraging and we havestarted the search for the next round of
talent to join us in 2016.
www.informa.com

We have refreshed our approach todiversity and inclusion. We are going
about these activities in the same way
we do everything else, collaboratively,
with discipline and purpose, andsome of the key actions include:

Gathering the right data to enable
us to identify and monitor diversity,
helped by new technology we are
implementing, and ultimately toreport on that data

Apprentices gaining work experienceat Informa’s European Shared Services
Centre in Colchester, UK

We launched Informa ShareMatchin 2014, an initiative which rewards
colleagues with a free share in theGroup for every two purchased. It is
pleasing to see that so far over 16% ofeligible Informa employees have chosen
to invest in the company. ShareMatchprovides a reward for commitment
and further helps drive purpose in theworkplace, aligning everyone’s interestsin the future success of the Group.

Health and Safety (H&S) is a central
issue to the successful managementof exhibitions and large-scale events.
We strive to be a leader in H&S
performance. 2015 saw the launch ofa global H&S programme, “Operating
Safely”, setting out best practicestandards for all of our large-scale
events and exhibitions. The new
approach will drive consistently highH&S standards for visitors, exhibitors,
colleagues and business partners
across our growing portfolio. 2016 will
focus on training on these standards
to drive a consistent and worldwide
application of H&S requirements. We
will also harmonise our approach to
H&S for our corporate premises tofurther our commitment to providing asafe working environment wherever ourcolleagues are located.
Our nutritional information programme,
Nutrition 21, gained good traction
in 2015. The interactive three week
campaign to raise awareness aroundhealthy eating led to almost 10% of
the workforce signing up to various
initiatives. It brought healthy eating tolife through blog posts, video content,
podcasts and gave employees theopportunity to submit a food diary forreview by a nutritionist.

PEOPLE REVIEW
KPI

2015

2014

2013

Headcount

Total Employees

6,570

6,627

6,514

Gender split

Employee gender split

59% female

57% female

59% female

Management gender split

46% female

52% female

49% female

Senior Management gender split

25% female

30% female

36% female

Director gender split

20% female

22% female

33% female

Employee turnover

Employee turnover for all departments

24%

22%

26%

Voluntary employee turnover

15%

15%

19%

Training

Training days per employee

0.5

1.1

0.7

£611,067£1,423,691£1,647,323

Absenteeism

Average days absence per employee

2.5

2.5

2.1

Spend on training

www.informa.com

INFORMA PLC SUSTAINABILITY REPORT 201513

OUR COMMUNITY

Each year we seek to recognise andreward those who have worked hardto take the company forward, been an
inspiration to others and achieved great
success. In 2015, the Informa Awards
ceremony was again held at the Shardin London. Awards were given for
categories such as “Digital Delivery” for

PROMOTINGHEALTH, SAFETY
AND WELL-BEINGOUR ENVIRONMENT

Educating and supportingcolleagues with additionalawareness-raising initiatives, specificmentoring activities, networking
forums and communications on
inclusion in the workplace

RECOGNISING GOODPERFORMANCE

best use of digital technology, “Leading
the Way” for great leadership and“Louder than Words” for demonstrating
real commitment to sustainability.

OUR PEOPLE

Refreshing recruitment practices:• Reviewing shortlists to ensure they
are diverse and inclusive• Encouraging the use of diverse
selection panels for recruitment• Providing training on unconscious
bias to those involved in hiring
decisions

During the year, we also launched an
exciting apprenticeship scheme in our
European Shared Services Centre
in Colchester. The scheme allows
apprentices to gain valuable work
experience while obtaining a Level 2
NVQ. Travelling to London can often be
cost-prohibitive for young people in thearea and this apprenticeship scheme
allows college students to join a local yet
global organisation with an opportunity
to build their career and move into moresenior roles in the future. Their fresh
ideas, strong technology and systems
skills, and willingness to help withexisting projects have been met withhugely positive feedback. To date, sevenapprentices have been employed into
permanent roles.

OUR CONTENTPROGRESSING
DIVERSITY &INCLUSIONOUR ENVIRONMENT
As a knowledge provider and one of theworld’s leading sustainability publishers,
our greatest impact on the environmentis through our ability to inform andcontribute to environmental debate andacademic progress.
From an operational perspective, ourmajor environmental impact is theenergy we use to generate and distributeour content. This includes the heatand power used in our office estate;
the energy and resources needed todeliver that content to our customers;
the data centres that house our digital
information; the print supply chain of ourphysical publications, and the energy andmaterials used by us and our exhibitors
at our events and conferences. Ourcontent section shows the breadth of ourcontribution to the environmental agenda.
In this section we show how we aremanaging these operational impacts.

MANAGING
OFFICE ENERGYCONSUMPTION
Our businesses operate from over 80
offices across more than 20 countries.
We focus our energy reduction efforts on
the major offices where Informa is either
the sole tenant or has a significant shareof the building, enabling us to exert
more control over the management of
the energy bill. Specifically, we have
10 large offices which, together, houseover 50% of our staff. Back in 2013 we
set a target to reduce energy usage
from these offices by 10% by the endof 2015. We fell short of this target but

nevertheless managed to reduce energy
consumption by an impressive 8.2% in
two years.
Energy reduction measures included
the installation of solar panels and LED
lighting throughout our Shared Services
Centre in the UK. In London, we moved
our headquarters to a new building
rated as EXCELLENT by the leading
sustainable building rating scheme,
BREEAM. The air cooling system within
this new head office is powered by agas fired combined heat and power(CHP) unit.
Alongside specific targets, we gather
energy usage data from across theGroup and run webinars for colleagues
involved in that process, explaining
how to accurately capture and record
consumption. For 2015 we gathereddata from offices covering 90% of ourworkforce. The remaining 10% is madeup of locations where we employ small
numbers of people within large officebuildings.
ENGAGING OUR EMPLOYEES:GREEN WEEK
Although we refrain from setting specifictargets outside of our top 10 offices, we
include all colleagues in our awarenesscampaigns and behavioural change
initiatives, focusing on what they can doas individuals. Our main campaign is theannual Green Week event. This year wepartnered with the social enterprise Do
Nation. Colleagues were invited to makea ‘Pledge for the Planet’, with prizes
offered to offices with the employees
who made the most environmentallyfriendly changes to their day-to-day
routine. Over 2,000 pledges were made,the greatest number coming from ourAsia offices with T&F India being the out
and out leader.
Informa is all about knowledge and ourGreen Week activities reflect this. In thepast, we have made highly discounted
environmental titles available to allcolleagues and asked external speakers
to come and share insights. This year
we heard from our own employees
on everything from the economics ofdomestic biomass heating systems,
to planting and maintaining productive
terrace gardens, to building andmaintaining simple solar panels.
Content was shared across the Group
using our newly developed Green Week
Hub.

UNDERSTANDING
OUR DIGITALIMPACTSIn our Business Intelligence Division,over 95% of revenues come from digital
subscription products. In the Academic
Publishing Division, all journals andnew book titles are available in a digitalformat, as is over 60% of the 75,000 titleson the books backlist. We recognise thatour digital content has environmental
impacts, albeit ones that are partiallybeyond our control and difficult tomeasure. In recognition of this, together
with our peers in the media sector, wehave joined the environmental impacts ofdigital (‘Dimpacts’) working group under
the Media CSR Forum. The aim is tofurther the sector’s ability to measure theenvironmental impacts of digital content,
beginning with energy consumption
attributable to data centres and content
distribution networks. As a participant,
we will play an active role in developing
this digital impact methodology and later
we hope to engage with suppliers in our
digital value chain to understand ourwider impacts.

MINIMISING
PRINT IMPACTS

We are working towards reducing stock write-off through print on demand as well as better
analysis of subscription data and print needs

14

INFORMA PLC SUSTAINABILITY REPORT 2015

Whilst we are an increasingly digitalcontent provider, we continue to print
a significant amount of our content
to meet client demands. In 2015, we
printed almost 4 million journals and justover 3 million books.
www.informa.com

they represent and also the local
community in which they operate.
We want to make sure that our impact ispositive in the broadest sense:

PAPER SOURCING

through the event itself and the money
delegates spend in the local economy;●● Social: opportunities to develop local

In 2015 the vast majority, around 95% of our books, were printed on
certified paper. The figures for journals was over 90% for UK printed
journals and just under 90% for US printed journals.

We continue to participate in the
publishing industry collaborative
supply chain project PRELIMS. This
year PRELIMS launched an online
environmental questionnaire for the
print supply chain. We will be encouraging
our print suppliers to register andcomplete the questionnaire and use theresults to benchmark their performance.

During the year we developed theInforma Sustainable Exhibitions Ladder(SEL). The SEL takes a holistic scorecard approach to assessing the impacts
of a specific exhibition, allowing event
teams to measure their performanceacross economic, social andenvironmental criteria as well as branding
and communications. The SEL provides
organisers with an assessment of where
their event sits – beginner, improver,leader – against each criteria and overall.
This allows the event team to see how
they are performing against other eventsin the portfolio, and what they need to do
to move up the ladder. To date, we havetrained the teams of 10 major events
across the globe on how to use the tool.
Once the pilot is complete we will makeadjustments as necessary and roll out
the SEL across our Exhibitions Division.

THE SUSTAINABLE
EXHIBITIONSLADDER
Our Global Exhibitions Divisioncontinues to go from strength tostrength. In 2015 we held over 170
exhibitions, attracting around 2 million
visitors. We grow because we are goodat what we do. Our exhibitions areoften key must-attend industry events,and exhibitors invest time and money
to ensure their stands have maximum
impact. It takes significant expertise,effort and resources to turn an empty
venue into a world class exhibition. Ourhigh profile events have the potential tohave a big impact on both the industry

venues in their efforts to manage
the events’ environmental impacts,
particularly around waste.

Informa’s Interior Design Show in Toronto
partners with Habitat for Humanity

ENVIRONMENT REVIEW
KPI
Waste

2015

2014

2013

1,744,297

1,135,388

968,076

86,10071,40060,000

886

1,116

1,188

Scope 2: Electricity & Steam (tonnes CO2e)

7,373

7,190

7,823

Total scope 1 & 2 (tonnes CO2e)

8,258

8,305

9,011

Emissions per employee

1.40

1.34

1.50

Stock write-off (units)
Books available as POD (titles)

Greenhouse Gas
Emissions

Scope 1: Fuel Oil, Gas & Car Mileage (tonnes CO2e)

POD data restated due to updated accounting practices. 2015 absolute data for GHG emissions is an estimate based on actual data coverage for 90% of office based staff.
2013 & 2014 absolute data for GHG emissions has been restated from the 2014 report using an estimate for office based staff as per the methodology for 2015 data.

www.informa.com

INFORMA PLC SUSTAINABILITY REPORT 201515

OUR COMMUNITY

Regrettably, we saw a big increase in thestock write-off of books, from 440,000 in2014 to 1.2 million in 2015, the bulk ofwhich related to our US operations.
A big factor here was the decision to pulp
a large amount of old stock from Focal
Press science publications, an imprintthat we bought in 2012 and which has●● Environmental: ensuring we support

OUR ENVIRONMENT

Many of our journals still have alarge initial print run, but we continue
to improve the way we analyse
subscription data and print needs. This,
combined with the movement towards
POD, helped us to reduce the amountof journal stock we wrote off in 2015 by
32% compared to the previous year. The
saving is equivalent to almost a quarterof a million copies. For our large initialprint runs of journals we try and print
as close to the market as possible tosave transport miles. We now operate
print hubs across five continents in the
UK, USA, Canada, Singapore, India,
Australia and South Africa.

had substantial stock over-run issues due
to poor sales forecasting. This reflects
a general further push to clear surplus
books and move to print on demand.

OUR PEOPLE

We continue to increase the availabilityof titles available on a print on demand(POD) basis. From 2014 to 2015 thenumber of titles available on POD
increased from 71,400 to 86,100, a
proportional increase from 71% to 72%.
The low proportional increase is inpart due to an acquisition with a lower
percentage of titles available on POD.
Among our key initiatives was a roll-out
of POD books in India.

community and charitable partnerships
on the back of our events, and theability for us to leverage the sector
around a specific issue;

OUR CONTENT●● Economic: jobs and investment

Our target is to source all of the paper used in our physical printed
publications from sustainably certified forest sources.

OUR COMMUNITY
As a knowledge company, we are in thebusiness of creating value for all our
stakeholders. We serve commercial,professional and academic communities
by helping them connect and learn.
We provide highly skilled jobs in thecommunities in which we operate andgenerate significant value through thetaxes and salaries we pay and our spend
with business partners. Above andbeyond that, we partner with relevant
non-profit organisations to widen ourskills, foster colleague engagement and,of course, use our resources to create
lasting community benefits.
Colleagues take part in the UK’s 3 Peaks Challenge for the youth charity the Prince’s Trust//We serve commercial, professional and academic
communities by helping them connect and learn.//
CREATING ECONOMIC BENEFITS
We have major positive impacts on the cities, regions and countries in which we dobusiness. We recognise the importance of taxes in sustaining healthy, prosperous
societies. Taxes paid by companies like Informa help governments provide vital
services and infrastructure that we in turn rely on to run our business successfully.
In 2015, we paid a total of £58.6m in taxes on profit, of which £39.2m was paid in
the UK. We collected an additional £96.1m in taxes paid by others but generated
as a result of our business operations. This brings our total tax footprint to £154.7m
against a 2014 figure of £168.1m. £79.9m of this was paid in the UK. This footprint
was made up as follows:
2015

2014

Worldwide(£m)

Amountpaid in UK(£m)

Worldwide(£m)

Amountpaid in UK(£m)

Corporation Tax and similar
taxes

30.7

23.4

44.3

25.0

Employer’s Social Security
Contributions

27.9

15.8

27.1

14.9

Total taxes paid out of profits

58.6

39.2

71.4

39.9

Net VAT and sales taxes

15.1

(1.4)

18.9

2.2

Employees’ income taxes
deducted at source

61.9

32.7

59.2

30.8

Employees’ social security
contributions

19.1

9.4

18.6

8.7

Total taxes paid by others but
generated by our businesses

96.1

40.7

96.7

41.7

TOTAL TAX CONTRIBUTION1

154.7

79.9

168.1

81.6

The fall in worldwide total tax
contribution (TTC) is principally due toa one-off reduction in US corporate tax
payments arising from additional tax
deductions attributable to our acquisitionof Hanley Wood Exhibitions. The small
reduction in UK TTC reflects lower
corporation tax rates in the UK and
VAT refunds arising from additional
investments in technology and systems
in the UK, partly offset by higher
employment taxes.
Our approach to taxes falls under the
responsibility of our Group FinanceDirector and Group Corporate Services
Director, with regular oversight fromthe Audit Committee and the Board.
In managing our tax affairs, we commit
to the following principles:●● Ensuring our tax disclosures aretransparent, meeting all regulatory
requirements and reflecting bestpractice as it develops;●● Complying with, and following thespirit of the law in the countries where
we operate;●● Engaging constructively and openly

with local and national tax authorities;●● Being consistent with paying ourtaxes where revenue-generating
activities take place; and●● Using available tax incentives tooptimise returns to our shareholders.

Amounts shown are actual amounts paid in the year, which may include amounts arising from other years.
The Group also pays property taxes such as business rates, capital taxes in some jurisdictions and suffers taxes suchas air passenger duty on employee travel. We have not included such taxes as the time and cost of defining whatshould be collected, collecting and analysing the data would be disproportionate to the value of disclosure.

1

16

INFORMA PLC SUSTAINABILITY REPORT 2015

www.informa.com

●● Staff from T&F India spent two days

working with the Read India Centre
in the small village of Shahabad
Mohammadpur. T&F colleagues
are helping to set up a library in thevillage, comprising both physicalbooks and digital content provided
through on-site Kindles and laptops;●● For the sixth year running, Informa’s

youth charity, the Prince’s Trust,entered its fourth year with Informa
employees volunteering to run CV
and interview skills workshops for
the Trust’s students, as well as
taking students on placement in IT,
Corporate Communications andGroup Strategy.

Our approach to community investment
and volunteering is characterisedby high levels of autonomy anddecentralisation, reflecting the multitudeof businesses and geographies that sit
under the Informa umbrella. This hashelped us deliver flexible programmes
meeting the needs of small community
partners. We are now entering aphase where we would like to focus
our activities further behind fewer key
priorities, thereby scaling our positive
community impacts. We took steps torevise our strategy in 2015 and thisplanning work will continue into 2016.

RAISING FUNDSFOR CHARITY
Against a tragic backdrop of humancrises, 2015 saw a big rise in emergency
response giving and match funding.
Colleagues responded generously to
the Ebola campaign, Nepal Earthquake
Appeal and the European Refugee
Crisis, raising over £35,000 for various
charities. Informa matched those
donations, giving the same figure to
the Red Cross. At the lighter end of thespectrum, we ran a Group-wide February
Fitness Challenge for the third year in
2015. 100 teams competed in numerous
sports to clock up the most number of

SAFEGUARDINGHUMAN RIGHTS
We continue to support the principles
laid out in the Universal Declaration of
Human Rights. Our major human rights
impacts relate to our employees &contractors, the supply chain needed todeliver our products, and our products
themselves. We manage these impacts
through our Divisional and Group
Human Resource programmes andpolicies. We have also been working
closely with our external advisors tointerpret what human rights mean in an
Informa context.
The impacts relating to our products differ
from Division to Division and dependon the nature of the product or service
being offered. Academic Publishing, forexample, has a global print supply chain
with potential impacts relating to labour
standards within the print factories. We
use our membership of the publishingsupply chain initiative, PRELIMS, tocommunicate our expectations to
suppliers and to assess conditions.
In 2016 we will have a sharper focus on
our Human Rights impacts, specificallyaround the risks of modern slavery.
We will be taking a risk-based approach
and working with our supply chain tostrengthen the mechanics we have inplace to manage these impacts.

COMMUNITY REVIEW
2015

2014

2013

Fundraising

KPI
Employee fundraising£192,872£160,372£106,139

Company
contributions

Company donations (cash)£246,046£298,796£356,560

Volunteer programme costs£98,375£117,164£83,097

Gifts in kind

£254,391£99,907£189,953

Total company donations (cash and in kind)£598,812£515,867£629,610

Exceptional Item:
Monaco Yacht Show

Total raised at watch auction (£)

Volunteering% of employees volunteeringwww.informa.com£7,691,683
8%£4,210,773
11%

INFORMA PLC SUSTAINABILITY REPORT 2015

7%17

OUR COMMUNITY

A member of staff from T&F India at the Read
India Centre in Shahabad Mohammadpur●● Informa’s relationship with the UK’s

OUR ENVIRONMENTInternational Roofing Expo partneredwith local community organisations
to run a Community Service Day
encouraging Expo attendees toparticipate. Volunteers helped rebuild

miles or hours to win £4,000 towards
their charity of choice. After the successof our 2014 London-to-Paris Informa bikeride, we challenged a group of colleagues
to cycle to Brussels from London. In
addition, 46 colleagues completed the 3
Peaks Challenge, climbing Ben Nevis,
Scarfell Pike and Snowden within 24
hours. The group raised £31,000 for our
UK partner charity, the Prince’s Trust.

OUR PEOPLE

All Informa colleagues are entitled to
up to two days of paid volunteering
every year. We do our best to provide
meaningful opportunities for thosecolleagues wanting to use their
allowance while also being flexible
enough to let individuals pursue their own
openings. Our aim is to develop longterm, strategic partnerships wherever
possible. Below are some examples ofprojects undertaken in 2015:

the homes of elderly, disabled or
financially disadvantaged families in
New Orleans; andOUR CONTENTSHARING OUR TIME,RESOURCES AND
SKILLSREVIEW SUMMARYCONTENT REVIEW
KPI

2015

2014

2013

Journals with an open access option

90%

91%

95%

65

60

17

Proportion of book titles available as ebooks

63%

62%

55%

Proportion of accepted academic articles fromdeveloping countries

20%

20%

19%

KPI

2015

2014

2013

Headcount

Total Employees

6,570

6,627

6,514

Gender split

Employee gender split

59% female

57% female

59% female

Management gender split

46% female

52% female

49% female

Senior Management gender split

25% female

30% female

36% female

Director gender split

20% female

22% female

33% female

Employee turnover for all departments

24%

22%

26%

Voluntary employee turnover

15%

15%

19%

Open access

Number of open access journals
Reach

PEOPLE REVIEW

Employee turnoverTraining

0.5

1.1

0.7

£611,067£1,423,691£1,647,323

2.5

2.5

2.1

2015

2014

2013

1,744,297

1,135,388

968,076

86,10071,40060,000

886

1,116

1,188

Scope 2: Electricity & Steam (tonnes CO2e)

7,373

7,190

7,823

Total scope 1 & 2 (tonnes CO2e)

8,258

8,305

9,011

Emissions per employee

1.40

1.34

1.50

Training days per employee
Spend on training

Absenteeism

Average days absence per employee

ENVIRONMENT REVIEW
KPI
Waste

Stock write-off (units)
Books available as POD (titles)

Greenhouse Gas
Emissions

Scope 1: Fuel Oil, Gas & Car Mileage (tonnes CO2e)

POD data restated due to updated accounting practices. 2015 absolute data for GHG emissions is an estimate based on actual data coverage for 90% of office based staff.
2013 & 2014 absolute data for GHG emissions has been restated from the 2014 report using an estimate for office based staff as per the methodology for 2015 data.

COMMUNITY REVIEW
2015

2014

2013

Fundraising

KPI
Employee fundraising£192,872£160,372£106,139

Company
contributions

Company donations (cash)£246,046£298,796£356,560

Volunteer programme costs£98,375£117,164£83,097

Gifts in kind

£254,391£99,907£189,953

Total company donations (cash and in kind)£598,812£515,867£629,610

Exceptional Item:
Monaco Yacht Show

Total raised at watch auction (£)

Volunteering% of employees volunteering

18

INFORMA PLC SUSTAINABILITY REPORT 2015

£7,691,683
8%£4,210,773
11%

7%

www.informa.com

SUSTAINABILITY AT INFORMAOUR APPROACH
opportunities. We are transparent in ourcommunication with stakeholders, boththrough our own reporting and third
party initiatives such as FTSE4Good
and the Dow Jones Sustainability
Indices (DJSI).

We have a framework in place thatdefines our responsibilities, tracks
progress and guides our reporting
across these four priorities.
We review these priorities regularly,
using both quantitative and qualitative
methods to determine key risks and

OUR
CONTENT*

E

ENT
GEM
GA
CH
EN UR REAOEEERSHIPOY ING ARTNP
PL AG
M ER FUL
G
EV IN
N

M L
EA

R
OU NITY
MU
OM
C//We have a frameworkin place that defines our
responsibilities, tracks
progress and guides ourreporting across these fourpriorities.//

OU
PEO R
PL
E

Our principal sustainability issues
relate to the content we provide, i.e.
our ability to produce knowledge withintegrity, rigour and professionalism,
delivered using the most accessible andinnovative platforms. The other strandsof our sustainability priorities are largely
shared with other companies. Namely,
attracting and developing the mostcapable employees, managing natural
resources in an efficient manner, andmaximising the positive impacts wehave on society and local communities.

REC
OG
FREED
OM NITI
WE TO S ON
LLB
U
EI CC
NG E
ED

Our sustainability strategy is developed
and delivered by an integrated unit
reporting directly to our CEO.
The unit manages all activities relating
to Informa’s investor relations, corporate
communications, sustainability andbrand. This provides us with a uniquereach across the business and into coredecision-making processes, reflecting
our intention to scale and focus
sustainability activities further.

OUR
ENVIR
T
ONMEN

*Ensuring the highest quality content
Mapping the impact of our content on society
Providing the most accessible and innovative delivery platforms

WAS
RE
TION INSPO T E R E D U CANSIBLE SUPPLY CH
GLOBAL BUY-IN
ENERGY IMPACT

WORKING WITH OUR PEERS
We are strong believers in the power of partnerships. We engage with a vast arrayof organisations, both at a Group level and within individual businesses, to learn
about new developments and share our experiences. We have mentioned severalof these on the previous pages, including PRELIMS, COPE and Publishers forDevelopment. At Group level we remain active members of the Media CSR Forum.

COMMENTS?
Here is how to contact us:
sustainability@informa.com
The Sustainability Manager
5 Howick Place
London SW1P 1WG
United Kingdom

www.informa.com

INFORMA PLC SUSTAINABILITY REPORT 201519

Our registered office address is:
5 Howick Place, London SW1P 1WG
t: +44 (0)20 7017 5000
e: info@informa.com
www.informa.com