Our registered officeaddress is:
5 Howick Place
London, SW1P 1WG
t: +44 (0)20 7017 5000
www.informa.com/sustainability
For more information on our sustainability programme,
or if you’d like to get involved, contact
sustainability@informa.com

The Role
We Play
Sustainability Report 2018

Performance against sustainability goals

About Informa

In 2017, we set some mid-term targets to help us focus on improvements while we developed a new sustainability framework.
This will include long-term targets running to 2030.

Governance

Who we are

Informa is an International Business-to-Business
Events, Academic Publishing and Information
Services Group.

What we doInforma serves commercial, professional andacademic communities in many different sectors
by helping them connect and learn, and by creating
and providing access to content and intelligencethat helps people and businesses work smarterand make better decisions faster.

Goal

Sustainability
framework

By 2019, we’ll have an expanded framework forsustainability across the business and will havelaunched it to all our colleagues. This will be
integrated with our purpose and business strategy.
More than two-thirds of colleagues will be familiar
with it.

We are currently developing a new sustainability framework
based on upcoming materiality assessments and the SDGs.

Dow Jones
Sustainability
Indices (“DJSI”)
performance

Enhance our absolute score by focusing on
opportunities to progress in constituent parts of
the index, and work towards DJSI World inclusion
by 2020.

We exceeded this goal, increasing our DJSI score from61 to 68 in 2018. This moved us from the 88th to the96th percentile and puts us firmly in the DJSI Global
and European leadership indices.

Sectorcollaboration

By 2020, we’ll participate in at least two sector
collaborations on understanding and improving theimpact of our sector.

In August 2018, Informa worked with Freeman and UFI, anassociation of the exhibitions industry, to convene morethan 20 global organisations. Together we discussed how totransform the events industry in ways we couldn’t achievealone. There are now four working groups under theumbrella of SEBIG (Sustainable Events Big Industry Goals).
We will report more on this in 2019.

Sustainable
Development
Goals (“SDG”)
engagement

By 2020, we’ll identify five new projects that engage
our customers within a specific vertical around theSDGs and create value in helping address the goals.

Page 4 outlines our progress on embedding the SDGs.
We initiated four projects specifically because of the SDGs
and we have several products that are working to increase
their contribution to the SDGs.

Key
Performance
Indicators(“KPI”)
development

By 2020, we’ll have a set of KPIs that help us to better
understand the role of our content and communitiesin creating broader stakeholder value.

We have added several measures related to our ScienceBased Targets (“SBTs”), and we will be identifying other KPIs
as a result of the new sustainability framework.

City impact

By 2020, we’ll have partnered with five cities toimprove the local impact of our events.

Three events have completed phase 2 of the city impact
calculator, alongside at least five other events that haveconducted their own impact assessments. We will continue
this into phase 3 of the project in 2019, aiming to complete
this work with even more events. See page 26.

Measuring
impact on
peopleBy 2020, we’ll have introduced a programme ofcommon measurement of the impact we create
through content/community for all attendees at our
events.

We’ve added questions to some of our post-show surveys
to test approaches to measuring our impacts on ourCustomers and cities.

Meaningfulcharity
partnerships

By 2020, we’ll have a way of measuring ourcontribution to charities across the Group andour 10 biggest shows will have a charity partner.

More than 50 of our shows now have a charity partner thataligns with their industry, and many are contributing profile,skills and networking as well as fundraising.

Genderbalance

Each year, we’ll make continuous progress on female
representation in our Senior Leadership Group.

Our new Executive Management Team is now 29% female(2017: 11%). Our wider leadership group is also 30% female(2017: 27%). The results of our Gender Pay Gap reporting
have also improved.

Colleague
wellbeing

By the end of 2019, we’ll have launched a Companywide colleague campaign to support physical andmental wellbeing.

We paused our Group-wide programme during the period
of integration, although localised events are still ongoing.
We are currently considering the best way to support
wellbeing across the Group.

Colleague
participation

Participation in Walk the World will be more than
60% a year, every year, and more than 20% of ourcolleagues will develop their skills throughvolunteering by 2020.

Participation in Walk the World 2018 was 55% and we aim toreach over 60% in 2019. Our full year, combined volunteering
rate for 2018 was 15% (2017: Informa 9%, UBM 15%).

Our
contribution
to climatechangeBy 2020, we’ll have cut our carbon footprint byanother 10% per head and at least five of our top 10
offices will have invested in energy efficiency
measures.

Science-based targets have been set for the combined
business, and energy efficiency programmes are expanding.
Our carbon intensity has resumed its downward trajectoryfrom 1.41kg CO2e per colleague in 2015 to 1.28kg CO2e percolleague in 2018.

Responsible
sourcing

By 2020, more than 95% of our paper usage will befrom sustainably certified sources, with the rest
responsibly sourced.

97% of paper used across Informa was sustainably or
responsibly sourced and we are working to increase this further.

Contents2	Conversation with theGroup Chief Executive

22

Our Communities

28

Our Colleagues

4	Sustainable
Development Goals

34

Our Environment

6

Our Content

14

Our Customers

40	Governanceand next steps

Content

14

Our
Environment

Our Divisions

Issue

Our Customers

34

Community

Informa Markets

StatusConnects buyers and sellers in specialist markets
at major branded exhibitions and online.

Informa Connect

Creates content-driven events, training anddigital platforms for learning and networking.

6

Informa Tech

Our Content

Delivers research, insight, events and exhibitions
to specialist international technology communities.

Our
Communities

22
Colleagues

Informa Intelligence

Provides specialist data-driven insight andintelligence in targeted customer markets.

Taylor & Francis

Our Colleagues

28

Publishes high quality scholarly research andreference-led content.

Environment

Progress

Stalled/missed

Need accelerating

On track

Progress in 2018

Ahead

For more information, see our Annual Report
informa.com/investors/annual-reports

We are proud to be members of:

Sustainability is a collective responsibility– so join the debate by sending yourthoughts to sustainability@informa.com

The paper used in this report is produced with FSC® mixed sources pulp
which is partially recyclable, biodegradable, pH neutral, heavy metal
absence and acid-free. It’s manufactured in a mill which complies with
the international environmental ISO 14001 standard.

Chairman’sstatement

Sharing a passion for sustainability
I’ve seen many changes during my time at Informa, bothchanges within the Company, and changes in the wider world.
Sustainability is a relatively new term in business at large. To me,
it means long term. And the world we live in today is one in whichpeople are demanding that business leaders, politicians – society
at large – take responsibility for the long term.
Businesses around the globe are increasingly asking how they
can run their organisations in a way that meets people’s needs
now and, in the future, in a way that creates a positive legacy
for all. That’s why sustainability has a growing role in ourorganisation; we must think of sustainability as something tobuild from, not simply to comply with.
It takes some brave hearts to ask the question: are we as acompany doing things in a way that ensures our long-termbusiness success, whilst making sure our contribution to society
and the environment is as positive as possible? It’s clear to me
that these imperatives have become inextricably linked. It’s also
clear that more and more people expect their employer to stepup. I am inspired by the passion in the younger generations’expectation that business does consider their planet and society,and it’s obvious that the successful businesses of the future willbe those who genuinely share that passion.
Of course, financially, holding this perspective requires somefaith. I draw parallels with Informa’s investments in products,
platforms, property and people – you rarely see immediate
returns. But you should see iterative long-term success if, as wellas those investments, you have a principled culture, commitment
and the right attitude. We are committed to and should be proudof our long-term investments, not just in infrastructure but inthose things that demonstrate our values on a day-to-day basis.
These range from green energy and healthier offices to Walk theWorld and our culture.
I also want us to share the results so that others can use, feedbackon and build on what we do, wherever they are based in the world.
So, I would appeal to everyone who is a stakeholder – colleagues,
suppliers, partners, investors – don’t be passive. Join the effort,
help lead the way, and together we will create a legacy of which
we can all be proud.
Derek Mapp
Chairman, Informa plc

April 2019

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1

Conversation with the Group Chief Executive

Creating sustainable
connections
between people
A conversation between Stephen A. Carter,
Group Chief Executive, and Ben Wielgus,
Head of Sustainability
Ben Wielgus: When we spoke this time last year, we talked
about the potential addition of UBM to the Informa Group,
what it would mean for the business, and our progress
towards making sustainability a competitive differentiatorfor Informa. Let’s start there – how has bringing UBM into
Informa influenced our approach to sustainability?
Stephen Carter: First and foremost, both companies werealready making sustainability a differentiator and a key partof their strategies, although in different ways. For example,
Informa is recognised for our broad work on being a responsible
business in the Dow Jones Sustainability Index whereas UBM
has won awards for the environmentally conscious way it
manages events. Coming together strengthens our foundations.
Of course, bringing UBM into Informa made sense for many
more reasons. We expanded the business into new regions,particularly in Asia, and overall the business has nearly doubled
its footprint in three years. This gives us more options and more
flexibility to decide how we invest now and in the long term. But
if the last year has underlined one thing to me, it’s that we areboth face-to-face businesses. Connecting people is in our bones.
Ben: We’ve talked in the past about Informa’s role of connecting
people and knowledge together to help them succeed. “Face-toface” seems to describe so much of how we do business. Can
you tell me a bit more about what it means to you?

From top to bottom: Stephen A. Carter – Group Chief Executive,
Ben Wielgus – Head of Sustainability

2

INFORMA PLC THE ROLE WE PLAY 2018

Stephen: It goes much deeper than bringing people together
at events and conferences, connecting them online or throughpublications and databases. It describes an ethos that
influences how we interact with each other, our Customers
and Communities. You’ll see it right across our Divisions andI saw it this year when I met our new colleagues around theworld. What we all have in common, through all of our Divisions,is that we care about human interaction.

“People are starting to see truesustainability more in termsof being a purposeful business –as the difference we makein the market.”

Ben: This is about a common culture. How important andrelevant is that commonality of culture to sustainability, andvice versa?
Stephen: They’re fundamentally intertwined. Culture is crucial
to long-term and short-term business performance. We don’t
have a unitary culture in our business because that diversity
gives us the freedom and flexibility to adapt to our markets
and allows people to bring their whole selves to work. However,I firmly believe that there is much we share and the values wehave are common. We are people who understand people.
We are people who understand the importance of honesty andintegrity in business relationships. That’s the essence of doing
business face-to-face, and it’s the way we operate all the time.
And we are also people who understand the importance ofcommitting to, and investing in, our markets, our society andthe environment because that’s what people do.
Ben: Yes, I think that’s why the pillars of our current sustainability
strategy are about the different relationships we have with ourcustomers, colleagues and communities, including our supply
chain. A lot of our stories this year look at how we create
meaningful connections that contribute towards a broader
purpose and help our sectors solve problems they are facing.
Stephen: Investing in relationships is, I believe, key to creatinga sustainable business. I say that to our investors all the time.
That’s why we plough back some of our revenue every year into
making new content, deepening customer relationships andsupporting our communities. As service providers, we must
strike the right balance between creating value and extracting
value. We can only do the latter when we are successful at theformer. At 2018’s Reinvent senior leaders’ conference, wherearound 100 leaders from the enlarged Group gathered, I used
the metaphor of planting trees along a country lane. The planter
knows they might not see those trees grow to full maturity, butthey believe it’s the right thing to do in order to create along-lasting benefit.

Ben: I’ve had lots of conversations with teams of colleagues whotalk about sustainability in terms of the purpose or role that
their product or service plays in helping the market address
short- and long-term challenges. And it often ties into themarket’s role in solving big challenges the world is facing:
curing disease, creating opportunity, building infrastructure,promoting talent and so on. Many of these are directly related
to the UN’s Sustainable Development Goals. It seems to enable
us to do good, whilst building our business.
Stephen: This is a trend that will continue. Our role is not to beon the stage, it’s to create the stage for our customers, be thatin an event, in a book or online. We’ll do well if we listen carefully
and stay close to our customers’ evolving needs, so that we cancontinue to provide the services and knowledge that they careabout. One thing I’m still astounded by every day I come to workat Informa is the sheer power of human collaboration – within
our teams, and within the networks and industries we serve.
That’s why it’s so important that all of us feel the freedom andlicence to collaborate with others – and to adapt what we do,as the world around us evolves. But the thing that remains
constant is the integrity of our relationships. That’s the thingthat will make us sustainable.
Ben: There’s an interesting comparison to so much of what
we’re seeing in the world, where technology has created moredesire to build trust, to meet face-to-face and to experience
connection and gain knowledge together.
Stephen: When people come together, it’s much easier tobehave with integrity, to connect with each other moremeaningfully. That’s why you’ll hear me repeat over and overthat if we can behave as if every interaction we have is face-toface, we’ll do better business this year, and we’ll be a moresustainable business for years to come.
Stephen A. Carter

Ben WielgusGroup Chief Executive

Head of Sustainability

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3

Sustainable Development Goals

The value in the
UN’s Sustainable
Development Goals
RY

CON

TRIBU

As part of our commitment to SDG4, we want to make it easy forour readers to find research on the SDGs and for our authors tofind relevant journals where they can share their research.

TION

SHIPS
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PAR
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GENDEREQUALITIESY CONTRIBUTION

14

We’ve seen new business opportunities related to the SDGs
and most recently co-operated with the Sustainable Rice
Platform (“SRP”) on the first Global Sustainable Rice Conference
and Exhibition.
The SRP is a multi-stakeholder partnership which promotes
sustainability in rice farming and throughout the entire rice
value chain. Co-hosted by UN Environment and the International
Rice Research Institute, we held the first ever conference
bringing together research institutions, internationalorganisations, producers and civil society groups with theaim of contributing to SDG 2 and SDG 17.

We are working to rearticulate the aims and scopes of ourjournals to help authors and readers link to the right journals fortheir work on the SDGs. We have also commissioned editorials
and special issues to focus on SDGs and give prominence todedicated SDG research.

Discussions at the SRP developed many ideas for the future aswell as identifying new knowledge gaps we need to fill as asector. Participants also agreed to the Bangkok Declaration’s
aims to increase collaboration across the value chain, furthering
the ambitions of sustainable rice production.

SECO

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INDUSTRY;INNOVATION AND
INFRASTRUCTURE
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M

INFORMA PLC THE ROLE WE PLAY 2018

Sukumar Verma, Managing Director,
Informa Connect, Singapore

NDAR

15

BEL
WAT OW
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LIFE

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4

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Secondary contributions
through operations
The SDGs we impact most throughhow we run our business.

8

Decent work & economic growth12

Responsible Consumption and Production

Partnerships
for the Goals

UTIO

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AF

Primary contributions
through operations
The SDGs we contributeto most through our core
Purpose – what we do.

Quality
Education

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Working with our editors in the BEES team (Biological, Earthand Environmental Sciences), we mapped each of our journals
against the 169 SDG targets to assess which corresponded toeach journal’s primary objectives. We discovered that many of
our journals were publishing research related to SDGs but could
highlight the link to those targets better.

TY

2
13 1

ION

We have also continued our work to estimate where our content
and markets are best positioned to make an indirect contribution
to the SDGs. This is shown in the graphic above. We’ve also
highlighted the SDGs that Informa can influence most directly
through the way we run our business and deliver our products
Primary and Secondary contributions. In 2019, we’ll be adding
the impact of UBM’s portfolios to this analysis to better help us
understand where we are best positioned to contribute to, andbenefit most from, the SDGs.

IMA

16

IBUT

We spent 2018 working with parts of our business to explore
how we can go beyond business as usual and more explicitly
work with the SDGs as a mechanism for growth.

E
TIC
U S NG,JC E TRO N SASOIP E ND
UT
IT
A
ST
IN

CLIMATEAC T I O NInforma makes a direct impact on the SDGs through ouroperations and the way we do business. But far greater are theindirect impacts we have through the content and connections
we help to create, curate and disseminate. Arguably, almost all
our markets are seeking to solve sectoral, regional or global
challenges such as improving health, building better cities,
promoting economic prosperity or finding ways to ensure accessto clean and affordable energy. By providing our customers,
partners and markets with the knowledge and connections theyneed to solve these problems, we believe we can grow together
while also having a positive impact on the world.

PR

SECONDARY CONTR

If the world is to achieve these goals, businesses must play a vitalrole. And it is worth highlighting that, with trillions of dollars ofinvestment directed by policy and ambition to meet the SDGs,
new business opportunities will arise in the form of new markets,
innovation and cost savings.

Andrew Kelly, Managing Editor,
Taylor & Francis, Oxfordshire

O

World leaders from government and business have rallied around17 interconnected United Nations Sustainable Development
Goals – known as the UN’s SDGs. Representing the most pressing
challenges and knowledge gaps that face the world today, they
are designed to provide a framework to protect the planet andreduce poverty, inequality and injustice by 2030.

Using the SDGs for
product development

13

Informa can at AfricaCom
Tom Cuthell, Portfolio Director, Informa Tech, London
AfricaCom is all about “connecting the unconnected” bygiving more people across Africa the technology to be able
to access the internet. The World Bank tells us that every
10% of broadband penetration can lift GDP by up to 1.4%,
and we believe it can benefit the poorest portions of society
by providing access to education, banking services andstimulating small business growth.
And, with 9 out of 10 attendees telling us that “economic
empowerment and social mobility through digital technology”
inspires them, AfricaCom is contributing to SDGs 1, 8 and 10
through bringing together our 14,000 delegates every year.
AfricaCom has also been a platform for collaborations between
our Informa Tech and Taylor & Francis Divisions. We provided
attendees with a free online collection of resources on social
enterprise and sustainable development, which supports
ongoing learning in our markets.

RIO – Encouraging more
SDG publishing for Asia
Shoma Choudhary, Commissioning Manager,
Taylor & Francis, New Delhi
The Routledge India Originals (“RIO”) publishes topical volumes
with an audience of readers in South Asia. Our work covers
many of the challenges the SDGs are concerned with – issues
that are being addressed in everyday life to build communities
and nations in South Asia. They include health, education, water,energy, gender equality and governance.
It feels good to know that the RIO list dovetails so beautifully
with the SDGs. It underlines their relevance as well as our role atthe forefront of connecting people with the knowledge neededto address them. It also means we’re publishing books in an areaof growing interest and sales with more students, researchersand professionals looking at the SDGs.

Climate Action

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5

Our Content

1 Knowledge people can trust

2 Making knowledge more accessible

3 Making a differenceWith the expansion of the Informa Group,
we are strengthening our position as aleader in the Knowledge and Information
Economy. We take our responsibility as a
curator and creator very seriously and,now that two-thirds of our revenue
comes from events and conferences(where the majority of content is createdby partners), it’s crucial that all content istrustworthy. Not only does this help
people make informed decisions, it also
helps our customers share their specialist
knowledge in ways the wider world will
respect. By continuing to focus on
knowledge created by experts, we believe
we help to improve the trustworthinessof knowledge and our products.

We’re seeing a universal demand forbetter, faster and more effective waysof accessing knowledge. Many of ourinvestments in the business, such as our
Growth Acceleration Plan which completed
in 2017, are about finding new ways ofconnecting trustworthy information
with the people who need it. We look
to explore new formats and routes
to market that allow us to grow ouraudiences in a commercial and fair way.
We’re also increasingly engaging withpeople online, 365 days a year – helping
us build audiences of the future andgrow our brand recognition and profile.

The content we provide must, of course,
be relevant and unbiased – but we also
want it to inspire progress towards a
better world. At our best, we work withour customers and partners tounderstand what challenges they’re trying
to solve, then use our unique skills andrelationships to support them. We believe
the right knowledge can light the way, andwe use our position to share content that
we believe will make a tangible andpositive difference.

How we’re doing it
We now employ over 11,000 people
in more than 30 countries. Manyof our colleagues are specialists inniche sectors, and we rely on their
qualifications and professional
experience to maintain standards. Eachsector has its own processes for quality
assurance (aligned with what customers
in those markets expect). For example,
our peer review process ensures wemeet the standards of academic
publishing. Within exhibitions andevents, our approach varies by market
but we create the most trust in markets
where we can carry out due diligence on
exhibitors to ensure a high level ofquality and accuracy in their content.

Our Content is all the knowledge, information and products we help our readers, attendees
and other customers access. It can be something we create but, more often, we provide theplatforms and systems for others to use to share their own knowledge. The better we do eachof these things, the more possibilities we create for others to find solutions to their challenges.
These challenges might be small, like finding a new tool to
do a job. However, increasingly we are seeing thepossibilities for growth, and impact, that come from content
that really helps our customers solve the bigger challenges
they are facing. This could be understanding the latest
market disruptions, it could be finding ways to finance

6

INFORMA PLC THE ROLE WE PLAY 2018

medical research, new ways to develop a country’s economy
or discovering technology that radically shifts the way wehandle waste.
By enabling better access to content, we help others be
successful in their aims and we believe this, more often thannot, creates lasting, positive change in our markets and beyond.

How we’re doing it
We want to be the best informed in allof our specialist markets, so that we canspot new trends and innovate. In manymarkets, this means creating new digitalcontent and online resources andtoolkits. On the show floor, “pocket
theatres” and pop-up education sessions
are bringing more excitement. In Taylor &Francis, we’ve seen a growing demand
for long-form content to be made into
custom books for specific needs
supported by the ability to search
journals down to chapter or evenparagraph level.

7,100+

new books published2017: 7,100+
2016: 6,100+

120,000

This contributes to the UN’s SDG 4 –Quality Education – and also helps ourpartners address each of the 17 SDGs
that are particularly relevant to them.
How we’re doing it
Knowing what each specialist market istrying to achieve is the key to curating
and creating content that helps people
address the challenges they face. Our
customers implicitly (and sometimes
explicitly) look to our brands andbusinesses to help find the knowledge
that can solve some of their mostpressing challenges – from attracting
investment and dealing with disruption
through to tackling climate change.
That’s why some of our most importantwork involves building and maintaining
relationships beyond the simple deliveryof content.

Revenue

3.7%+
underlying growth

2018£2.4bn2017
2016£1.8bn£1.3bne-books to searchand download

170

countries sold into
2017: 165
2016: 165

Adjusted operating profit

21.90ptotal 2018
dividend(up 7.1%)

2018

£732m

2017
2016

£546m
£377m

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7

Our Content continued

How we’re tracking ourcontributions: Open accessMeasuring risk tofinance cures with MIT
Andrew W. Lo, Laboratory for Financial Engineering
at MIT Sloan School of Management, Cambridge
In 2016’s Sustainability Report, Mark Gordon, Head of Pharma
Product Management in our Informa Intelligence Division, told
us about his team’s collaboration with Professor Andrew W. Lo of
the Massachusetts Institute of Technology (“MIT”). The aim wasto leverage Informa’s data and MIT’s specialist expertise to help
find transformational ways of financing the development of new
medicines. We invited Professor Lo to update us on progress:“When I first met Mark Gordon I was a newcomer to healthcare– my background as an economist was in designingmathematical models for investment strategies and risk
analysis. But several family members had been recently
diagnosed with cancer and, as I learned about how cancer drugs
were developed and funded, I was shocked that the existing
system didn’t make more use of recent developments infinancial risk management. Many promising drug candidates
were sitting on shelves gathering dust because they lacked thefunding to finish trials. Here was something an economist
could help with, something that could make a real difference toa lot of people.
Calculated risk
Risk is often one of the main reasons new drugs don’t get
developed. It can cost over $2bn and take up to 10 years to get a
new drug approved. Only a fraction of potential new therapies
succeed, and only those that get funded all the way – about 5%
in oncology over the past 20 years. Because the risk is so high,investors just aren’t able to fund some projects that could yieldlife-saving therapies. My hunch was, if we could provide moreaccurate measures of the risk involved, we might be able to giveinvestors more confidence in this sector.
Using Informa’s data sets of over 150,000 clinical trials acrossmore than 15,000 compounds, that’s just what we’ve done.

Looking back to see ahead
Our collaboration with Informa started as Project ALPHA(Analytics for Life-sciences Professionals and Healthcare
Advocates), which uses a new approach to estimate probabilities
of success using vast amounts of clinical trial data. This had
never been done on such a large scale before, and we believethat the size of the data set we’re using yields some of the mostaccurate estimates available.
What’s more amazing is Informa’s commitment to allowing
us to make the results publicly available at no cost. At
projectalpha.mit.edu we’re providing quarterly
updates to these estimates, and it seems like the industry
has started using these numbers. It’s a bold and savvy businessmove by Informa, which can anticipate a growing number ofinvestors wanting to subscribe for more detailed analytics.
Using the same data set, we’re currently applying machinelearning techniques to construct more refined models forpredicting the outcomes of clinical trials. We’ll be publishing anarticle on this work in 2019, along with open-source softwarethat will allow all stakeholders in the biomedical ecosystem toapply these tools to their own projects.
It comes down to patients
Our research programme is aimed at improving estimates of thecommercial viability of drug and device development projects. Our
work will, ultimately, allow investors to better spread their risks
across a larger number of investments and attract new funders.
The bottom line for us is more positive outcomes for patients.
Everyone on our team knows someone dealing with cancer,
Alzheimer’s, or other life-threatening diseases that might besaved by a new drug that’s currently under development.
This is what motivates us.

Taking open access to the next level
Annie Callanan, CEO, Taylor & Francis, Oxfordshire
High quality, cutting edge and peer reviewed research is what
scientific discoveries, commercial research and development andfuture scholarship are based on. This is “Content” at its most direct.

2016
108

2017
296

2018
322

Taylor & Francis, our Academic Publishing business, commissions,curates, produces and publishes scholarly research andreference-led content in specialist subject areas that advances
research and enables knowledge to be discovered and shared.
We invest in maintaining and enhancing the technology thatmakes current and historic content discoverable and usable
today; oversee the submission, independent review andproduction process; maintain and promote research brands;
and work closely with authors, editors and researchers to
support their work.
Choice and flexibility in publishing models
Taylor & Francis has long offered the choice to publish open
access, where authors (or more typically, their funders) pay forthe cost of publishing their research. The work is then offered
free for anyone to read, enabling knowledge to be widely shared
and accessed.

Number of open access articles published2018

16,9282017

11,073

2016

7,602

Number of journal downloads in INASP
2018

1,494,238

2017

1,323,000

2016

1,017,000

Open Access research continues to grow and we have steadily
been building our content and capabilities. This model continues
to be a feature of the academic publishing market, particularly
in Europe, and we have been steadily building our open access
content and capabilities. This includes converting journals toopen access and adding new journals and teams.
In 2017, the addition of Dove Medical Press brought more than 90
high quality, fully open access journals into the Division and added
to our portfolio in specialist subject areas such as diabetes, cancer,
geriatrics, nanomedicine, neurology and psychiatry.
We’ve also brought expertise and resources to streamline
Dove’s processes. In 2018 this enabled Dove to handle a 50%+
increase in submissions and a 25% increase in accepted papers
while keeping peer review and production times stable. This
helps us publish and distribute more high quality, trustworthy
content out to more people, faster.

“Dove has an unwavering focus on author
service, as well as deep and productive
relationships in China. In addition to theirportfolio of journals, working with the teamhas been a rich source of learning for us.”8

Number of open access journals

Space across all our exhibitors+4.2m sqm

2018
2017
2016

+1.8m sqm
+1.4m sqm

77%

of our books areavailable as ebooks
2017 – 74%
2016 – 73%

35%

proportion of
accepted academic
articles fromdeveloping countries
2017 – 35%
2016 – 36%

Deborah Kahn
Publishing Director
INFORMA PLC THE ROLE WE PLAY 2018

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9

Our Content continued

Content that supports
more sustainable societies

Innovation in waste management
Sharon Zittle, Senior Operations Manager, Informa Markets, Boulder
Pride and inspiration aren’t words typically associated with
waste management, but they perfectly capture the work we doat WasteExpo.

In our two previous Sustainability Reports, we’ve talked
about how the content we help curate and create is enablingothers to address big global challenges, many of which areintegral to the UN’s Sustainable Development Goals.
We believe that every event, book, journal, database orother product can act as a catalyst for progress. Previous
reports focused on how our content helps solve issues inhealthcare, farming, technology and construction.
This year, given the renewed interest in environmental issues,
we’ve included examples of where our Content is helping theshift to more responsible environmental behaviour.

Green and healthy construction
Shelby Snelson, Show Manager, Informa Markets, Dallas
Greenbuild is the largest show in the world where peopleinterested in green building come together. As the premierface-to-face experience for sustainability in the built environment,
it’s the place where passionate professionals in architecture,
construction, engineering, planning and interior design cometo find thoughtful and ethical solutions which promote wellness
and resilience in construction and urban development.
Produced in partnership with the US Green Building Council, theevent is four unique days of education with over 200 sessions,more than 350 innovative companies in the expo hall and dynamic
networking opportunities throughout the week. Participants
return to the field armed with the education and discoveries tomake decisions, influence their audiences and inspire dialoguethat drives the green building movement forwards.
The success of the show comes from the community behindGreenbuild – from show partners, vendors and exhibitors
to attendees, volunteers and speakers. They are one of themost engaged, fun, invested groups of people who makesustainability more than just a trade show. It’s a lifestyle they
are passionate about living.

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INFORMA PLC THE ROLE WE PLAY 2018

Focusing on plastic waste in Brazil
Lilian Bortoluci, Show Director, Informa Markets, São Paulo
Plastic has received a lot of attention from the public, industry
and media in recent years. From my experience working on ourPlástico Brasil show, the annual international plastics and rubber
fair, I believe plastic is an incredibly important substance. I also
think there are better ways of managing waste plastic – and that’s
exactly what we have been promoting at the event.

Each year over 14,000 people from the global waste
management industry gather with more than 600 exhibitors. I
believe our show has, over its 50-year history, ushered in moresignificant innovations in the industry than any other event,helping society deal with different kinds of waste in a more
economical and responsible way. And the future looks evenmore promising. From big data to big trucks to bio-converters,
WasteExpo is the place to be for the unveiling of new products
and services.

Gerardo Barajas, Portfolio Director, Informa Markets, Mexico City
MIREC and AIREC are two of the largest renewable energy showsin Mexico and Argentina. UBM recently acquired both events,
recognising a growing market which focuses on the developmentof renewable energy.
We help people navigate the complexities of financing, investment
and regulatory landscapes, sometimes in quite challenging
economic circumstances. Our content is key – we focus on
attracting the highest calibre speakers available so that we canmaintain a reputation for bringing the important decision-makers
together in one place. We provide attendees with a space foreducation and also debate, where people can be honest about
the challenges.
By better understanding agendas, and helping others tounderstand the landscape, we believe we’re helping more
renewable energy plants get built. Some people who installrenewable energy systems in Mexico, supplied with innovative
finance models, have never had electricity before! We’re proud
to be supporting the Latin American energy revolution – ourevents are helping to drive the sustainability agenda, supporting
the development of government policy, highlighting key
opportunities and encouraging investment.

Each year, hundreds of brands and thousands of people gather
at our show to explore the future of the industry. Leading by
example, this year we worked with exhibitors to demonstrateequipment used to recycle the plastic waste generated at theshow. We created online content about how to eliminate waste
and better understand the plastic market and government
policies. Launched at the show, these are now available 365
days a year.
A dedicated area of the show floor offered the latest recyclingmachines and processes, and we established the “Parque deIdeias”, an area shared by industry partners, NGOs and local
universities which are promoting new solutions.

Supporting renewableenergy in Latin America

But beyond those innovations, bringing the whole industry together
once a year also helps people develop their skills by participating in
more than 60 educational sessions. This year we’ll be covering
topics such as recycling, waste-to-energy, food recovery, safety
and fleet management. I’m also proud of WasteExpo’s new
sustainability approach to our own event, which in turn encourages
our convention facilities partners to improve their sustainability
efforts so that all shows at that venue can benefit.

“MIREC is an excellent forum with highlevel participants who share experienceand views on how to best address thesignificant renewable energy opportunities
that Mexico’s programme offers.”
Roberto de Diego Arozamena
CEO, Abdul Latif Jameel Energy“WasteExpo is great at bringing
together multiple segments of theindustry under one roof. It’s a greatplace to make new connections,
explore new technologies,
and forge new alliances.”
Suze Vance
Business Programs Manager,
Recycling Perks
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11

Our Content continued

Creating platforms
for varied voices
to be heard

Emerging talent brings
design innovation to ahungry audience
Karen Kang, National Director,
Informa Markets, Toronto

Our publications and events provide platforms for people
from many different backgrounds to express their views,
share innovations and create understanding – an ever more
important goal in today’s climate. Here are three of thosestories, focusing on just a small subset of the issues of diversity.

Supporting gender balancein pharma markets

FundForum International
showcases gender balance

Tara Dougal, Head of Content,
Informa Markets, Amsterdam

Jenny Adams, Head of Innovation,
Informa Connect, London

The Women in Leadership Forum is a networking
and community building event, bringing together
female and male executives from across the global
pharmaceutical industry (an industry in which
women are still under-represented at senior levels).

FundForum is the world’s number one global
investment management event. I’m proud to saythat this year saw the highest ever number ofwomen attending, and the highest number of
influential women and rising stars on the podium.

The Forum was launched at CPhI Worldwide in 2014and has grown to include successful events in North
America, India and China. Attendees have the chance
to meet colleagues from across the world, shareexperiences and develop strategies for bringing
diversity and equal opportunities into organisations.

In an industry that’s typically male-dominated,
one quarter of our attendees were women and weworked hard to ensure that a wide range of voices
were heard. Three out of four keynote speakers
were women, as were almost 30% of speakers asa whole. We also hosted our first ever Diversity
Project workshop with support from Dame Helena
Morrissey, the Project’s Chairman.

Previous events focused on creating a work–lifebalance, establishing a framework for mentorship,and ensuring women have the support they need toprogress into leadership roles. The key takeaway
from the 2018 Forum in Madrid was that companies
and individuals need to start thinking and acting on
a human level to help attract, and most importantly
retain, talent from many different backgrounds.
We received great feedback from the event again
this year, and hope it will continue to grow,stimulating debate and bringing diverse voices
into our markets.

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INFORMA PLC THE ROLE WE PLAY 2018

At Interior Design Show Toronto we’re nurturing adesign ecosystem that offers ways for customers
to connect with their industry at every level of theirdesign careers. And focusing on emerging designers
is one of the strongest ways we can bring diversity
and innovation to the show, which in turn creates
excitement and engagement within our audience.

25%

Record number ofwomen attending
FundForum

Some 15 years ago we created our Studio North andPrototype areas in the event to give young, emerging
designers space on the show floor. Each year we
curate these areas to allow over 50 young graduates
or start-up design firms a chance to showcase theirwork to the North American design community.
Typically, the design on display ranges fromaccessories, furniture and lighting to textiles,
wall coverings and surface design.

“A unique chancefor designers to
network, expand
ideas and reveal
their latest bodies ofwork to the hugely
diverse and highprofile IDS audience.”

Nina Azzarello
Senior Editor,
designboom“The real magicof the event was
the interaction
with peers andindustry experts.”

Jeremy Labelle
Prototype Winnerfrom IDS18

As well as covering part of the cost, we organise apanel (consisting of international media and one
well-established designer) to critique the work on
display. The winners of “Best Studio North Collection”
and “Best Prototype” get complimentary entry to thefollowing year’s event, and previous exhibitors havegone on to take larger areas elsewhere in the show
floor as their business has become more established.
Time and again we are told by our trade andconsumer audiences alike that these areas arefavourites. They are hugely varied and you get tosee design work that is innovative and experimental.
And the participants thank us for creating a space
where they can display their work to an audiencethat genuinely appreciates their design journey.

And to make sure that the future is even more
representative, our Rising Stars programme, whichhighlights young innovators as speakers, was 50%
female. Whilst there’s a distance to go for full gender
parity in finance, we think this year was a great stepin the right direction.

“For our products to remain relevant for
the next generation of customers, wemust push diversity hard at every
turn, changing established thinking.”
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13

1 Connecting people

Our Customers

More than simply curating or creating content for ourcustomers, our brands bring people together – experts, buyers,
sellers, authors, partners, associations, communities – arounda common topic, challenge or even passion. That sense ofconnection creates loyalty, which can only be good for ourbusiness. Done well, it also puts us at the heart of a community
as a valued partner.
With the expansion of our Group, with more customers,
we have even more opportunities to connect through eventsand conferences and all the engagement around them.

How we are tracking
our contributions
Company subscription to our intelligence products

2016+25,000

2018+27,000

2017+38,000

2 Opportunities for learning
Our customers recognise that our brands give them access tocommunities where they can learn more about each other, andthe topics they’re interested in. We’re always looking for more
and better ways to foster that learning, and to help them solve
the challenges they face. As our audience grows, we areproviding ever more diverse and inclusive ways of doing this.
How we’re doing it

People attending our events
2018

+5.5m

2017
2016

+2m
+1.3m

From exhibitor speed dating and attendee yoga classes toauthor workshops and music concerts, we are delivering tomeet higher expectations from Customers who want moreexperiential, more diverse ways of connecting and learning.
If we can get this right, we turn our customers into advocates
who invite others to join them in our communities, be that inperson or virtually.
Now that more of our business is events and conferences, morecustomers than ever are interacting with Informa and eachother in real life. This builds on what all of our divisions do interms of connecting people, be that through our consulting
work in Informa Intelligence, author education classes in
Taylor & Francis or other increasingly diverse ways of building
relationships. We’re also continuing to invest in online platforms
whose power to enable customers to make better and moremeaningful connections is undimmed.

Our Customers make up many specialist networks and industries around theglobe, and they come to us for much more than knowledge and information.
We offer them a place, whether physical or virtual, to connect with others
and find professional development, new solutions and inspiration.

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INFORMA PLC THE ROLE WE PLAY 2018

150m+

5.5m+

1/3

4/5

journal articles
downloadedof people said they
“strongly agree” thatthe event should be
run in a responsible,
sustainable way

people attended
our eventsof our customers, acrossmore than 270 events, tellus that it matters to themthat running the event
responsibly and sustainably
is important to them

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15

Our Customers continued
STAR has eligible
researchers in

88
Steve Oldenbourg, Director of Content,
Informa Tech, San Francisco

Luke Huxtable, Marketing Specialist, Network
Marketing, Taylor & Francis, Oxfordshire

Here at Informa’s New Hope Network, we’re creating acommunity for the healthy lifestyle products industry – offeringcontent, events, data, research and consultative services to help
grow businesses and bring more health to more people.

Black Hat USA is the world’s leading information
security event, where we bring together nearly 19,000
security professionals for the latest research, trends
and best practices that help keep information secure.

Greeting the newcomers

The show’s programming is made up of “tracks”,
mainly focusing on specific technologies, but in2018 Black Hat introduced a “Community track” inresponse to growing recognition that there is a huge
opportunity to address some of the more hidden
issues that affect people working in the information
security (“InfoSec”) community.

As part of our Developing Countries Working Group,
which exists to explore ways we can support thosecountries, this year we rebooted the Special Terms
for Authors & Researchers (better known as STAR).
This initiative provides researchers in low-income
countries with free access to leading journals. STARaims to build relationships with these researchers as
current or prospective authors. We see it as one partof an individual’s journey with us, while supporting
the research community around access in the face offinancial, technological or other challenges.

In 2018, the story of one budding entrepreneur, Chef GW Chew,
founder of Something Better Foods, captured so much of the“why” behind what we do each day to serve consumer brands.
Chef Chew won the 2018 Pitch Slam at our show in Baltimore,
Natural Products Expo East. His mission is to change lives “onechew at a time” by bringing healthy plant-based alternatives tounder-served communities.

Typically, we see 50–100+ applications per show, which gives
us a unique view of the incredible “innovation for good” thatis happening in the market. Each entrepreneur sends us a60-second video explaining how they’re creating change in theworld and why their brand would benefit from being a part of
the Pitch Slam. It’s one of my favourite parts – it’s so inspiring
to see the human stories at the heart of our industry.
Panels of expert judges select the grand prize winner andour mentors offer helpful feedback for all the budding
entrepreneurs. For example, Jake Deleon at Origin Almond,a 2018 entrant, said “receiving the invaluable feedback fromthe mentor and selection committee helped to inspire andguide me and my team to improve our proposition and makeourselves better as a company overall.”16

INFORMA PLC THE ROLE WE PLAY 2018

665
2018

Connections with a capital C
Which brings me back to Chef Chew. After winning our 2018 Pitch
Slam and taking advantage of his prize package, he joined us at
our Esca Bona event in Austin, Texas as one of our FIX “Pitch for
Progress” participants, where he pitched for help in finding theright mission-based, patient capital to help him grow his company.
One month later, he pitched at our Nutrition Capital Network(“NCN”) event to our community of NCN investors. Through theseexperiences, we were able to make lots of introductions and, by
the time this is published, Something Better Foods should havesecured its first funding round.
I feel so much gratitude when participants like Chef Chew get up
on stage and say “Thanks to New Hope, and thanks to the teamat Natural Products Expo”, acknowledging the role we’ve hadin their brand’s story, right from the start. This feels like servant
leadership and I’m seeing truly deep relationships come from it– it honestly feels like a family, and I haven’t seen that before in
any other business.

The response was tremendous – we received
almost 70 proposals. They were all consideredby our Review Board, a group of 50–60 of theindustry’s most credible and distinguished security
professionals and thought leaders, who selected
topics based on their uniqueness, the expertise of
the speaker, as well as the relevance and need forincreased discussion of these topics in the sector.
The selected talks for 2018 were as follows:
•
•
•
•
•
•

Substance abuse in the InfoSec sector.
Fighting burnout and suicide in hacker communities.
Helping communities move forward after sexual
harassment incidents.
PTSD in the cybersecurity environment.
The science of hiring and retaining female engineers.
How someone with autism can enhance thecybersecurity workforce.

Many of these topics opened discussions on tacklingsome of the taboos in the industry and they
resonated positively with our attendees, with three
talks scoring in our top 20. In 2019, Black Hat willcontinue to implement community talks aroundpressing InfoSec issues, with the help of our Review
Board, who are eager to help shape this important
programme for our audience.

In 2018 we doubled-down on our commitment toSTAR by enabling easier enrolment and instantaccess, and expanding the number of eligible
countries. Once researchers have signed up, weenable access to top research in their areas of interest
and advice on getting published. We grant free access
to up to 50 Taylor & Francis online articles per year
(and more if they run out of credits).

105

Blazing a trail
We wanted to provide a forum for sharing ideas
and discussing the human side of the industry.
But we also wanted to stay true to our roots –creating a conference programme that is driven
by the community. So, as in our other tracks,
we invited members of our InfoSec community
to submit papers on their latest work.

2016

The Pitch Slam, hosted at Natural Products Expo each year,
provides the opportunity to elevate mission-driven andinnovative brands – connecting them with the exposure andresources they need to succeed. This creates a space for earlystage brands to put their business ideas to a team of experts
and a big audience at the show, and the chance to win a top
prize of $40,000 in New Hope services, including a free booththe following year.

STAR users

665

Denver Lewis, Community & Conference Content Manager,
Informa Markets, Boulder

2018

STAR is raising up researchersin emerging economies

432

Tackling taboosin the tech sector

2017

Platforms to identify
future star businesses

countries across
Africa, Latin
America, theCaribbean andSouth East Asia

Lifting people up
These efforts have already started paying off – wesaw 665 new registrants in 2018 (2017: 432; 2016: 105)
and hope to beat that number in 2019. Yaw OwusuAgymeman, a STAR researcher who works onincreasing support for adult learners in the telecomsand energy sectors in Ghana, mirrors many comments
we hear: “STAR has helped me update my referenceswith new knowledge from other researchers.”
We’re thrilled to have seen real enthusiasm for the
initiative, not just from researchers and authors, butfrom journal editors and societies. We’re excitedabout the future of STAR as part of our commitment
to Publishers for Development alongside otherinitiatives like www.Research4Life.org andwww.INASP.org.uk. We are continuing to try
to promote the widest possible distribution ofjournals across developing countries.

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Our Customers continued

FanExpo’s great powerand great responsibility

A new look for the fashion industry
Tom Nastos, Chief Commercial Officer; Shawn M. Hazan,
Commercial Director, Informa Markets, New York

Andrew Moyes, VP Fan Expo Informa Markets, Toronto
Spider-Man, Superman, witches, wizards and white walkers– superheroes, magical beings and villains alike – all gather at
our 12 FanExpo shows around Canada and the US. What lookedat first glance like the set of Hollywood’s latest blockbuster was
actually the newest FanExpo event to join Informa’s business.
For those who aren’t familiar with our work, FanExpo is acelebration of fandom for lovers of anime, sci-fi, horror, gaming,
comics and more. What began as a really niche community – weestimate just 1,500 people attended the first FanExpo 25 years
ago – has become one of North America’s most influential groupof events to bring together pop culture fandom. Today, we takeover the biggest exhibition centres in major cities across Canada
and the US, and we get anything from 15,000 to 140,000
attendees over each weekend. More than half a million fanscome through our doors every year. We’re proud of thesenumbers, of course, but FanExpo HQ’s great power is so much
more than just these mind-boggling attendance numbers.

On the opening morning, the lines stretch around the block as
people queue for once-in-a-lifetime opportunities to meet thestars of their universe. I hope this goes some way to conveying
the electricity you can feel in the frantic five minutes before thedoors open. The culmination of months of planning, the hurry ofhundreds of exhibitors making finishing touches to their booths,
the last-minute logistical problems that bring out the team’s
truly superhuman powers as they finesse every last little detail!
Fanning the flames
Everything we do goes towards creating the ultimate experience
for the fans: making a safe, inclusive space for people to gather
and celebrate together. As our evolving purpose statement says,
this is a place to discover, celebrate and belong.

From URL to IRL
We know that for many fans, our events are the most important
date in their calendar. Increasingly, we’re seeing digital conversations
take place in anticipation of the shows as many attendees use
the occasion to cement friendships (which have formed or are
maintained online) in real life. This makes for an amazingly specialsocial occasion and creates an exceptional community that we
believe wouldn’t thrive as well if we didn’t do our jobs right.

The shopping and the stars are important draws, and we’realways looking to make it easier for fans to get to exactly what
they want as easily as possible (for example, grouping all the
comic stalls in one area). But we also leave room for surpriseand delight in a space where strangers can have spontaneousconversations and discover related genres. And we are seeing
more multi-genre fans emerge from their experience at our
events, who can in turn get more from the show’s rangeof features.

In 2018, our fashion exhibitions business began a collaboration
with the Conscious Fashion Campaign and the United Nations(UN) Office for Partnership in support of the UN Sustainable
Development Goals. The initiative, launched at COTERIE in
September, aims to harness the power of retailers, media
and celebrities to recognise fashion brands that are working
to end poverty, protect the planet and practise sustainability– also known as “conscious consumerism”.

Being yourself, whilst dressing
as someone else
“It’s a misconception that costumes are mandatory. The mostcommitted fans spend months planning and creating themost incredible outfits. For some this is about creativity andself-expression. Some are simply having fun. I’ll be there in2019 wearing my plaid shirt, as usual. But if someone loves
dressing up as a character, FanExpo is one of the few places
where it is not only accepted, but actively celebrated! It’s achance for people who care deeply about their craft and theirfandom to become part of the show, and be celebrated asheroes within the community they belong to.”Called Conscious Collections, 16 brands were celebrated fortheir efforts. These ranged from creating economic growth forfemale weavers in India and using zero-waste practices acrossthe entire production process, to creating a network of artisansin Africa who make jewellery from reclaimed materials.
We are one of the leading event organisers in the fashion world,which gives us a unique perspective on where future trends are
moving. We aim to work with our partners to reflect the trends
in the industry but also recognise opportunities for the industry
to act as a moral compass with the responsibility to promotesustainability. That’s why, in a world increasingly concerned about
the environmental impact of fashion, we are celebrating thosepartners who are doing it differently. By leveraging our ability tohighlight great solutions to our audiences and propel the missionof the Conscious Fashion Campaign, we are part of creating a
positive legacy for the fashion industry and the world at large.

Andrew Moyes

In 2019 we’re developing an Ambassador affiliate programme
to reward and encourage the most vocal fans to spread theword about our events and, of course, our content. We want
to better leverage fan-generated content, and keep creating
our own content that draws more people to attend. Most
importantly of all, we’re working to better communicate thespecial nature of the fan experience at our events – not justwhat you’ll see, or who you’ll meet, but how you’ll feel. That’s
the power we want to harness, and the responsibility we feeltowards our fans.

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INFORMA PLC THE ROLE WE PLAY 2018

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19

Our Customers continued

273
Connecting worlds
at KIND Malaysia

2018 – a milestone
for data privacy

Turning customers
into ambassadors

Karen Goi, General Manager of Malaysian International
Furniture Fair, Informa Markets, Kuala Lumpur

Yasmeen Rahman, Group Data Protection Officer,
Informa Group, London

Rory Govan, Head of Research and Insight,
Informa Connect, London

Over the last couple of years, we have been thinking a lot about
how we could ensure our events contributed to society. We
noticed that customers from several companies were thinking
about the same challenge: they were doing various charitable
activities but always contributing to the same organisations andthey didn’t know if they could be having a bigger impact with adifferent partner.

Data privacy was all over the news in 2018. The
public, governments and businesses have sent
clear signals that more needs to be done to protect
personal data. A significant step forward in Europe,and it was indeed a landmark for data protection,
came with the introduction of the EU’s General Data
Protection Regulation (GDPR) in May.

With more than five million people coming toInforma’s events every year, it’s vital that weunderstand how we can better meet their
expectations and create value for them. We knowthat what our audience needs changes according totheir market, culture, history and simply over time,
and we’re increasingly tracking these consistently
through our Explori customer feedback platform.

We realised that we had a unique opportunity to use ourstrengths to bring together corporates and NGOs. In October
2018, we opened the first ever KIND Malaysia event providing
free exhibition space and exhibiting support to not-for-profits.
The idea was to create a space where people can come anddiscover the right partner for them, whether they were a charity,
a business or possible volunteer. We opened the event to thewhole market and invited NGOs from the region to apply, being
selective on the final 57 NGOs which exhibited in 11 different
categories, ranging from supporting children and the elderly todisaster relief, health, women and education.
Giving in kind
What was really amazing was the camaraderie created by theshow. Not only did the NGOs contribute their energies toprogramming seminars across the two days – everyone fromour supply partners to government got involved and offered
their services or support as well. For example, the venue was
donated by our venue partner and our brochure designer
offered their services pro bono. What’s more, nearly half ofour colleagues in the office volunteered their time. It was agreat opportunity for some team members to get experienceof being on the event floor. It just goes to show that sometimes
the community just needs someone to take the first step.

“We were thrilled to have Mr Prem Rawat,
Global Ambassador of Peace, as our
keynote speaker.”

20

INFORMA PLC THE ROLE WE PLAY 2018

“If we help our Customers be better in theirroles, and help them solve the big challenges
the industry faces, they are more likely to
become an ambassador for our brands andsell on our behalf.”
We were thrilled to have Mr Prem Rawat, Global Ambassadorof Peace, as our keynote speaker and our guest of honour
was Datuk Isham Ishak, Secretary General at the Ministry ofInternational Trade and Industry.
Scouting the year ahead
Following the resounding success, word of KIND Malaysia hasreached some high places. We have just signed a memorandumof understanding which states that the whole National Scouts
movement will support KIND Malaysia in future (which is evenmore significant when you know that the Head of the National
Scouts is also the King of Malaysia!).
We’ve also evaluated the event to enable us to make a bigger
impact in the most efficient way possible. This has led us to
introduce KIND pavilions in some of our existing exhibitions in
2019. This will broaden the audience and put NGOs in places
that many of our customers are already visiting, as well as
adding another dimension to those events. Finally, it willcontinue building our public image as more than just acommercial partner – we’re giving back to society and ourmarkets too.

Data is part of everything we do at Informa, and overthe last two years we’ve significantly ramped up ourinvestment in systems, processes and expertise to
keep customer, colleague and partner data secure.
GDPR introduced a range of compliance and policy
implications for companies like ours, and I became
part of the Group Compliance team working
alongside newly established Privacy Managers
in all the Divisions to develop our response.
In particular, my role was to lead Informa’s GDPR
programme, providing support and guidance rightacross the business. This programme has enabled
us to do the following:
•
•

•

•

Enhance our handling of customer and client
personal data in a compliant way.
Improve how we communicate with customers
to help them understand how we use theirinformation, and how we keep it safe.
Educate and train colleagues in all global
locations on “Privacy at Work” – web-based
training and in-person sessions to underline
the importance of respect for people’s
personal information.
Maintain a culture of privacy in the workplace, as
well as establish new standards for our supply
chain to ensure our partners also understandtheir obligations on data privacy.

In 2019, our team will continue to build on the strong
foundations laid by the GDPR programme with a
global privacy framework and strategy. I’m confident
that we’re in a good position to navigate theincreasing number of data protection and cyber
regulations being introduced around the world.

In 2017, Informa’s sustainability team asked us if
audience expectations were changing around thesustainability and impact of our shows. Together, wewanted to test whether this affected the satisfaction
scores and, perhaps, even our customers’ likelihoodof recommending our show to others (the Net
Promoter Score). We also set out to capture data
more consistently across our shows to allow us tomeasure the impact on the host cities (see page 26).
We know from the results that 80% of our audiencetell us that it matters to them if we’re running theevent responsibly and sustainably. More than 30%
strongly agreed with this statement and it’s clearly
becoming a hygiene factor at events – a minimum
expectation we must meet but perhaps also achance to differentiate ourselves. In 2019, we’ll
begin measuring how well we’re meeting those
expectations, as well as expanding measurement
further into our other events.

conferences andconfex audiences
have now
responded toour surveys

4/5

of our customers,
across more than
270 events, tell usthat it matters tothem that runningthe eventresponsibly andsustainably isimportant to them

1/3of people said they
“strongly agree”
that the event
should be run
in a responsible,
sustainable way

But, most importantly, we also tested how well we’resupporting our customers to be better at their jobs.
This is a proxy for how well we’re helping them solve
industry challenges and making a difference throughour content and customers. More than two-thirds ofpeople agreed that our events make them more able
to do this and high scores in this correlate extremely
highly with a higher overall experience and Net
Promoter Score.
Put simply, if we help our customers to be better intheir roles, and help them solve the big challenges
that the industry faces, they are more likely to
become an ambassador for our brands and sellon our behalf. It’s a win-win-win for everyone.

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21

1 Partnering to lead the way
Informa has many suppliers: printers, web hosts, venues,
construction contractors, caterers, data analysts and more
all work with us to deliver our services. As one of the largest
procurers of some of our key services, particularly around
events, we have the opportunity to encourage our supply
chain to adopt more responsible practices.

Our Communities

How we are tracking
our contributions
Colleague fundraising

2017
£82k

2016
£71k

How we’re doing it
Our Business Partner Code of Conduct, supported by ourModern Slavery Programme and specialist policies, sets thebasic standards for our supply chain. But we’re also bringing
together industry groups to look at how we can work together
to improve standards, from sustainable carpets and the use ofplastics at our events, to how the media influences the public.
In particular, with our growth into new regions, we are working
to share lessons learned in delivering more sustainable events
into other geographies.

% of colleagues volunteering

2 For the good of communities

2016

We know we can make a positive difference in our customer
communities, but we also want to support the communities ourcolleagues are part of. Donations of cash but, more impactfully,of “in kind” services as well as providing volunteering time andaccess, help us demonstrate to colleagues and other stakeholders
that we want to support causes that matter to them.

2018
£191k

People
2018

15%

2017

9%

1,729
689

6%

372

Company donations 1
Company donations (cash)
Volunteer programme costs (incl. % staﬀ time)
Donations in kind2
2018 total£1,409,000 2

From volunteering and charity work to measuring the impact
we have on the cities that host our offices and operations, it’s
important that we understand the needs of these communities
that we belong to and find ways to create value to each party.

£354,000

How we’re doing it
Every colleague gets paid time off to volunteer each year andcolleagues are positively encouraged to take this time, either
as a team or individual, to help a cause they care about. It’s agood thing to do for its own sake, but it also pays dividends
for the Company, in terms of team building, skills development
and better engagement. This report outlines a few of ourprogrammes to help donate our content and customer
connections to our Communities where it can be valuable tothem. We also raise money for local charities through ourannual Walk the World programme and our shows collectively
induce millions of pounds to be raised and donated to charities.

£376,0002017 total£685,000£411,000£678,0002016 total£476,000£338,000

Our Communities include all those with a connection to Informa, direct or indirect.
We want to ensure we consider our impacts on the host cities, for both our offices andour events, as well as on community groups, our suppliers and others. The expandedGroup operates in a broader and more diverse range of countries than in the past,
particularly in the Asian regions. This gives us the opportunity to learn and share more
between our different geographies, bringing good practices to areas that can benefit.

£235,000£95,000£44,000
1£39,0002016 and 2017 updated to reflect new calculations but covers Informa only.

2	Includes all known donations. Significant jump is due to addition of UBM
which records data more consistently.

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23

Our Communities continued

Creating purposefulpartnerships with
community groups
Many of our brands have worked closely with charities for years,
but we’ve seen increasing returns when relationships become
partnerships with clear, shared goals that use the unique skillsof everyone involved. Altogether, our shows raise millions ofpounds for charity each year – however, we believe we canmake a greater contribution if we align the skills and resourcesin our communities with the aims of the charities and groups
we work with. Here are three stories from this year:

Using the skills of our exhibitors
to support children with autism
Jessi Cybulski, Show Manager, Informa Markets, Boulder
At Live Design International (“LDI”), we bring together 14,000
people who work in the design, technology and production oflive audience experiences, from theatre productions and art
installations to mega concerts. They are responsible for theworld’s most impressive and immersive productions and theycome to LDI to discover the latest techniques and equipment in
the business.
We’ve supported charities at the show for decades but this year
we wanted to think differently about how we go beyond simple
fundraising and instead link the show’s purpose of “inspiring theart of live design” to bring our audience and a charity together.
Immersive sensory spaces can be used as a form of therapy forchildren with autism, but many charities and families struggle toaccess the necessary equipment. Our exhibitors have many ofthe products, and our attendees have many of the skills, that
can help provide those experiences that benefit these children.

Creating a culture of volunteering
Viktoria Vitekova, Sustainability Assistant Manager,
Informa Group, Amsterdam
All Informa colleagues get paid volunteer days and everyone
is encouraged to take part in volunteering that provides
team-building or uses their professional skills to add value
to community groups.
In total, 15% of our colleagues volunteered in 2018, and someoffices saw much higher participation rates this year than last.
In Amsterdam for instance, 86% of colleagues in the officevolunteered a total of 735 hours in 2018.
For the second year running, the office organised a volunteer
week, aiming to get everyone involved in some kind of activity.
By giving people ideas for different activities and styles, we
hoped to encourage more people to use more of theirvolunteering days.

So, this year, LDI welcomed parents and children from Families for
Effective Autism Treatment of southern Nevada, where LDI is held.
The families were invited to explore the LDI show floor, checking
out the lighting and video displays at various booths, culminating
in an immersive, interactive sensory booth featuring various
lighting and audio-visual set-ups provided by one of our partners.

FiE and the Hunger Project

It’s a small start, but I’m thrilled that other exhibitors were
intrigued by the event and welcomed it onto the show floor. We’ve
already had a number express interest in being involved next year.

Natasha Berrow, Group Brand Director,
Informa Markets, Amsterdam
At Food Ingredients Europe (“FIE”), we pay close attention to theissues that matter to our exhibitors and attendees, and we work
to provide content, education, dialogue and innovation to help
address the societal challenges facing this industry.
Food scarcity is one of those issues and that’s one reason we’vechosen to partner with The Hunger Project, an international
not-for-profit organisation committed to ending world hunger
in line with the UN’s SDG 2 (Zero Hunger). Its programmes
throughout Africa, South Asia and Latin America use a uniqueand holistic approach which empowers people living in ruralvillages to become the agents of their own development, making
sustainable progress towards overcoming hunger and poverty.

24

INFORMA PLC THE ROLE WE PLAY 2018

People chose between 10 different charities which support a wide
range of groups across the city, including the elderly, homelesspeople, people with addictions, disabled people or those in debt.
We’ve been able to raise awareness for this important cause byproviding The Hunger Project with a stand, speaking slots andsignage at our events, and giving in-kind our marketing and sales
skills. For example, we built its website and conducted sales calls
to help the Project form partnerships with our exhibitors.

Our volunteering is also boosted by the support we offer tocharities that partner with us for various shows and events.
For example, we held a workshop with the International Medical
Corps, the official charity partner of the Pharma portfolio, toexplore ways we can help to grow and support the partnership.

This has enabled The Hunger Project to grow its outreach andnetwork across the food and beverage industry. It’s also been
great for our people to share their skills with an organisation
which can benefit so tangibly from them, and it’s helped us
demonstrate to our markets that we care about the same
issues as them.

I think these kinds of projects in particular demonstrate how
our people can develop their skills, and use them to benefit
community groups, whilst taking advantage of a great benefit
that Informa offers.
“This initiative uses the skills and experience of LDI’s audience to gives backto the Las Vegas community that hosts LDI each year but also exposes future
generations to the joy and artistry of our entertainment design world.”
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25

Our Communities continued

Being a responsible
member of our communities
Creating prosperity for our host cities
In a recent study, the Events Industry Council (“EIC”) calculated
the global value of conferences, trade shows and meetingsin 2017 was worth more than US$1 trillion, as well as directly
supporting more than 10 million jobs. Moreover, the jobs andeconomic value created indirectly, or ‘induced’, was more than
2.5 times that amount.

We’ve now tested this approach with three pilot shows:GreenBuild, AfricaCom and ExpoEast and used a mix of datafrom the public, our own surveys and other research studies.
The current framework focuses on attendees and the cities inwhich events are held. In the long-term, we believe this work
will help us build stronger local partnerships in our host cities.

Studies like this reinforce our own work to measure the value wecreate when a city hosts an event and we’ve been working withcity organisations, academics and consultants to find a betterway for Informa to measure our impacts. This includes
measuring the impact of:

As expected, we’ve seen that different shows create value for
their host cities in different ways, depending on their size andthe purpose of the show but that they always create economic
value, jobs and connections. These also appear to substantiallyoutweigh any environmental harm. The work has also helped us
identify better ways of gathering the data needed for this workso we can more efficiently and accurately measure our impact
across lots of shows.

•
•
•
•
•

the direct and indirect economic value from spend by
Informa and our visitors;
the value to our exhibitors from business generated at
the shows;the value to our attendees of networking at the shows;the value of continuing professional development (CPD)
for attendees;
the cost of the environmental impact from carbon emissions
and waste generation.

In 2019, we will refine this initial work, aiming to create a tool thatallows other shows to easily get involved and expand this out.

$18m

Visitor spend in hotels etc.
Local procurement

Value to attendees and exhibitors

$15m
$3m

$27m

New businessContinuing Professional
Development (CPD)
Networking

Julie Kerr, Interim Group Head of HSS,
Informa Group, London
2018 was a year of building on and improving theprocesses of managing HSS risk, including ongoingtraining for operations teams and providing training for
key partners, such as our contracts and venue in Egypt.

$24m
$2m
$1m

Venue carbon emissions
Venue waste

1,200

$0.9m
$0.1m

50

of our colleagues
received training in HSS

contractors attended
a HSS training coursein Egypt this year

Honesty, integrity
and human rights
Caroline Bland, Compliance Manager,
Informa Group, London

94%

Nearly1,000

of our colleagues
have completed
the antibribery andcorruption training

people havereceived modern
slavery training

Since the combination, we have also reviewed the combinedGroup’s Human Rights-related risks, to understand how
best to focus our programme to support our ongoingcommitment to the Universal Declaration of Human Rights.

Cost to the environment$1m

NearlyMore than	For more, see informa.com/hss

With new colleagues and new jurisdictions to support,
the combination means both opportunities andchallenges for our team. We’ve been updating our Codeof Conduct (CoC) programme to reflect the needs of the
combined Group, while continuing to provide compliancetraining to new joiners and running focused workshops
for colleagues in India, the US and Hong Kong.

Illustrative impact of a typical 15,000
person event based on our study
Value to the host city

Continuous improvementin Health, Safety and Security

95%

of Informa
colleagues hadcompleted CoC
training before
the acquisition	For more, see informa.com/humanrights

Responsible tax
Nick Perkins, Group Head of Tax,
Informa Group, London
Paying tax is an important part of our contribution
to the societies in which we operate. Our taxes help
governments provide vital services and instrastructure,
which we in turn rely on to run our business successfully.
The Group’s total tax contribution was £317m which
includes £139m of taxes borne by the group and£178m of taxes collected on behalf of governments.

£317m
taxes paid in 201817.9%

is our effective tax rate
2017: 21.2%
2016: 18.1%

	For more, see informa.com/tax

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INFORMA PLC THE ROLE WE PLAY 2018

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27

1 An engaging and supportive place to work
At Informa we want to create a workplace where people canthrive. A place where colleagues have the freedom to do things
better, where they can put their whole selves into what they doand see how it fits into the big picture.
How we’re doing it

Our Colleagues

Scores in our regular Pulse surveys of colleagues’ engagement
and satisfaction have been improving year-on-year. We’reparticularly pleased with our results at the end of 2018
which come during a time of organisational change. We haveregular conversations with our people about what they thinkof working at Informa – and we’re determined to keep listening,
acting on what we hear, and investing in our workplaces toimprove things.
2 Embracing diversity and inclusion
We want to have an inclusive culture that makes everyone feel
welcome and allows them to be who they are, with local officeand team cultures that feel distinct, but a part of the Informa
whole. The appointment of a senior leader in each large office
as a Pastoral Lead also helps set the tone and formalises the
responsibility for the broader office culture within senior
management roles.

How we are tracking
our contributions
Headcount
Averagenumber ofcolleagues
during:2018
11,1972017
7,525

Spend on training
Investment in formal training programmes
2018

£3.0m

2017

£2.5m

2016

£2.3m

Colleague turnover
2018

16%

2017

16%

24%

2016

16%

24%

Voluntary turnover

Turnover for all businesses

How we’re doing it
Diversity starts with recruitment – and we’ve introduced
unconscious bias training to help us bring the right people
into the business, whatever their background or personal style.
One of the most popular items on our intranet last year wasa series of profiles on female leaders. We also support andencourage several grass roots diversity, LGBTQ+ and wellbeing
programmes, and we are exploring how to support and expand
these into next year. We’re also reviewing benefits to ensure
they’re fair and reflect people’s individual needs.

2016
6,394

26%

Absenteeism
Average sickness absence per colleague (days)
2018

3.0 1

2017

2.2

2016

2.3

3 Developing our people
Developing people is hugely important to Informa, and we will
be continuing to invest in developing talent.
How we’re doing it

Our Colleagues make Informa what it is – it’s that simple. They’re the engine thatdrives our work and growth, the source of our innovation, and the guardians of
our relationships. Our culture is one whole made up of many different businesses,
divisions and offices across the world. We want to do all we can to support andnurture that diversity, and the people who are behind Informa’s success.

Personal development is often just that – personal. Colleagues
can access this development in a variety of ways, from on-thejob learning and formal training, to programmes that support
healthy and productive ways of working. Some of this will comefrom tailored programmes for the specialist jobs we have,supported by Company-wide initiatives such as emerging leader
programmes and graduate development. In 2019, all colleagues
will have access to the Company intranet, Portal, and haveaccess to all the same resources and training. In the interim
period, we have ensured that all vacancies for roles are posted
on both Company intranets to provide more opportunity forcareer advancement within all parts of the business. We’re also
rolling out Company-wide training on expectations we have foreveryone, such as our Code of Conduct, to ensure everyone
meets certain core behaviours.

Global gender diversity
Colleagues
2018

All
Leadershipmanagement group
2018
2018

Directors
2018

Gender splitof promotions
2018

59%

54%

30%

25%

60%

2017: 56%
2016: 56%

2017: 51%
2016: 49%

2017: 27%
2016: 33%

2017: 22%
2016: 20%

2017: 60%
2016: 63%

FemaleMale

UK gap in male/female median pay
For more information on our
gender pay gap reporting,go to informa.com/gpg

21.5%(2017: 23.3%)

1	Increase is due to greater coverage of our colleagues and more accurate
reporting processes. We are comfortable this does not represent asignificant spike in general sickness absence although a small numberof long term sickness absences have affected the average.

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29

Our Colleagues continued

Paris

Cleveland

Walk the World
Singapore

Richard Menzies-Gow,
Director of Investor Relations,
Informa Group, London
Walk the World (“WTW”) entered its thirdyear in 2018 and it really is amazing tosee how it has flourished. It is testament
to the team who promote, organise andmanage the WTW programme and also
to all our Informa colleagues around theworld for adopting it and making it so
special. Last year more than half of allcolleagues took part – over 4,000 – upfrom 2,000 just two years ago. This
meant that almost every office wasrepresented and, together, we managed
to walk the total length of the equator!
WTW has now become a highlight ofInforma’s year. As a colleague-driven
initiative, it gives everyone in ourbusiness, all around the world, a chance
to come together as part of a team, as
part of an office, as part of a business andas part of the Informa Group. Each walkis unique to the local office culture andambition, and it’s exactly these distinct
differences within the common ambition
that is what makes Walk the World feellike a natural part of our business.

We’re now seeing some offices with morethan 80% of colleagues participating, anda few actually reached 100%, with somealso inviting along groups of customers,
partners and suppliers. It’s great to see
the programme take on a life of its own,with individual initiatives at various
offices ranging from silent auctions andcharitable volunteering to Informa’s latest
WTW song, written and performed by
our Taylor & Francis office in New Delhi!

Philadelphia

Beijing

We have big plans for WTW in 2019, withseveral thousand new UBM colleagues
joining the business and a growing
number of offices preparing to invite
external partners.
	For more information, seewalktheworld.informa.com

MacclesfieldDubai

Beijing

We have a small team here at Informa
Group to help co-ordinate the event,but it’s really created and delivered byhundreds of passionate colleagues allover the world: our WTW champions.
Each of them chooses to help to bring
their colleagues together and raise money
for a local cause selected by the office.

>4,000
walkers andmore than 55%
of our business2017: 3,500
2016: 2,00030

INFORMA PLC THE ROLE WE PLAY 2018

“The walk has had atransformational impact
on me and my feelingsof connection andidentity with Informa.”

Cheng Du88%

felt prouder to workfor the business

43,000km
walked… enoughto circle the earth
2017: 28,800km,
2016: 17,200km

87%
felt moreconnected totheir team>£170kraised for local offices’
causes through a
combination of colleague
and company donations

71%

of walkers met
new people fromthe business

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31

Our Colleagues continued
How successful do you think the expansion of theGroup has been and what have you learnt personally?

Our integration and beyond
Eleanor Phillips, Group HR Director
Informa Group, London
Eleanor Phillips was appointed as Informa’s Group HR
Director to support the expanded Group. We began
the conversation asking Eleanor what were the twothings that encouraged her to take on her new role.
Two? That’s hard. Beyond the role itself, the greatthing about working at Informa is the strength of ourheritage and the cultures of new organisations joining
the expanded Group. The language and actions fromthe outset supported the combination of the twocompanies, taking the best from both. It’s not always
the easiest path to take but so often it’s the cleverest.
There is still a way to go but I think we’re doing thiswell and our Culture is the better for it. Secondly,
I enjoyed the last four years working for a company
that had a real soul. I have found the same here.
We make things work, build trusting relationships
and have a natural belief in each other. There is anauthenticity in who we are and what we do.

Financially, the results are starting to tell a story but
ultimate success is so much more than this. Just
over six months after completion, the organisation
feels like it is knitting in to one. Colleagues should
be proud of their heritage but are increasingly
identifying with Informa. Our colleague engagement
survey, completed at the end of the year, showedcolleague teams joining into the expanded Groupare some of the most engaged. That speaks to thethoughtfulness given to how we combined as twocompanies, finding the right balance between
people and process.
So what is your mandate in your new role?
Simply, for the HR team and me to play our part inproviding an environment where colleagues can beboth themselves and their very best. We have thescale and depth of talent now to be able to growfrom within and some great examples like our
graduate and apprentice programmes of where wehave successfully done this. Scaling solutions andservices that support the development of colleagues
at Informa will be important, whilst recognising andsupporting the fact that we are all different, withdifferent wants and needs.

84%of colleagues
believe strongly
in the goals andobjectives ofthe business(May 2018*: 82%)

83%

Homegrown talent comes from many places
Responsible businesses are increasingly being recognised as more successful inretaining talent. Diverse businesses are often seen as more creative and moresustainable, especially when the pressure is on. In a business environment whererecruiting great people is key to our success, we believe in finding those great people
from a wide variety of places. We want to maintain a culture where they can thrive,
be engaged and develop in their careers. Here are just a few of their stories.

say that their work
gives them apersonal sense ofaccomplishment(May 2018: 79%)

80%

colleague
engagement scoreacross a rangeof questions(May 2018: 77%)
(From January 2019
Pulse survey)* measuring Informa
colleagues only

Exploring the world
with Informa

Making spacefor parents

A 20-year career after
joining as an intern

Mokheseng Buti, Cape Town

Heather DeMarinis, Atlanta

Luis Rinaldo dos Santos, São Paulo

Before I was offered the job with Informa,
I’d never had the chance to travel outsideof the Kingdom of Lesotho and South
Africa. Although I’d always wanted towork in journal production, when I firststarted in the business, it was almost
overwhelming, but the team was hugely
supportive and helped me realise I had
greater potential than I ever realised.

After I adopted my son, and my life kept
changing, my team and the business
continued to make space for me tobalance work and family commitments.
I can’t imagine working anywhere else.
I love the people I work with, the work that
I do, and the value I feel as an employee.

I’ve worked at Informa for 19 years after
starting as a temp in several different
departments and gradually getting
promoted. Informa has given me thefreedom to succeed, which has reallyhelped the Company stand out. There’s
always a trusted relationship between
my team and management and it’s
allowed us all to evolve along with theCompany. Informa is a people business
and we have the time to help anddevelop those people.

I feel really lucky to work here… I’ve
always been a big dreamer and my
dreams have only gotten bigger!

Balancing a passion
for study, creation
and work
Rimina Mohapatra, New Delhi

Being myself andbeing supported
Don Pietranczyk, New YorkWe now have4

women (28%)
on our Executive
Management Team,up from zero a few
years ago

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INFORMA PLC THE ROLE WE PLAY 2018

I “officially” came out in my early 20s. I
wanted an environment that let me knowthat I can come into the office without
fear or concern that who I am would beheld against me and my professional
advancement. It gives a freedom that’s alittle hard to describe unless you’ve beendenied it. By helping people understandthings like the LGBTQ+ agenda, or thoseliving with a lifelong condition like HIV,I think we can break down the walls of“I don’t understand, therefore I fear”
and create a healthy work environment
where everyone can be successful.
That keeps me working here.

Informa has given me flexibility to study
for my MPhil, including an extraordinary
three-month sabbatical for me to attend
a study placement at the University
California. I’ve also been able to author two
books whilst working here, one of which
was nominated for the Tata Literature Live!
Book of the Year Award 2017.
Informa instils a restless passion thatdrives me every single day. I love making
the books we do. The work culture atInforma is precious – most of mycolleagues and teams from different
departments have grown with anorganisation that nurtures freedom,courage, excellence and creativity.

Loving what you do,
and who you work with
Nora Konopka, Boca Raton
Every candidate I have interviewed forany position within my publishing teamhas always said the same thing: “I want
this job because I love books and I enjoy
writing.” For me, it wasn’t the books; it
was the people writing them. I havespent half of my life working here – that’s
a long time, and not everyone gets theopportunity to do what they love doing
for so long.

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33

1 Reducing our carbon footprint

Our Environment

Climate change is happening. As a business, we are committed
to reducing our contribution to climate change and managing
the risks from any emergency consequences of the climatechange already happening.
In 2018, we were among the first companies to use the Science
Based Target Initiative (“SBTi”), a methodology to calculate howmuch we need to reduce our carbon emissions by in order to
do our part in keeping temperature rises below 1.5ºC, the levelof global temperature rise that the UN believes helps society
prevent the more significant risks posed from climate change.
We’re also identifying and making investments in our properties
to support this.
2 Using resources more efficiently
The expanded sustainability team now includes a highly skilled
and industry-leading sustainable events team. This is key, as
much of the resource usage caused by Informa is within theconstruction and delivery of our events. We are now merging
the approaches of both businesses into the Informa Sustainable
Event Management Standard (“ISEMS”).
We’re also finding ways to produce books and journals, amongst
other products, more efficiently. This includes reaching nearly
100% sustainably sourced paper and finding better solutions for
our waste, such as diverting books from the pulping process.
The articles throughout this section give more detail on how
we’re doing this across the Divisions.

Finding the positive ending forunavoidable book disposals
Martin Crouch, Distribution Liaison Manager,
Taylor & Francis, Oxfordshire
Every year, our department has the unenviable task of disposingof books that have been on our shelves for many years andare unlikely to find a future buyer. These numbers have been
trending downwards but, at first glance, it looks like we’ve stayedabout the same for two years. However, it would be a mistaketo judge the year by its cover – the closure of our Kentucky
warehouse meant that we had an unusually large quantity ofbooks to dispose of, which led us to establish a very exciting
new relationship with the UK-based Book Aid International.
Book Aid helps millions of people across the world accessbooks, especially in areas where they are in short supply,and we thought this was a great use for our surplus books.
Our partnership began with a “big bold test” to see how many
books marked for pulping (a method of recycling paper) could
be simply diverted en masse to Book Aid. So, in October 2018,
around 14,000 books were shipped across the Atlantic, andmore than 80% of them were accepted by Book Aid.
Of course, we’re always keeping an eye on how to makethings more efficient and, following that initial success, we’ve
introduced a selection process on our side. In December 2018
our UK team identified 53,000 books to be delivered to Book Aid
in the first quarter of 2019.
As people who are innately passionate about books, consigningthem to be pulped is a gruelling task. And so the idea ofdonating them to Book Aid and getting knowledge out to lesspeaceful and secure parts of the world where it has the power
to change lives – that’s just amazing.

Books sent for pulping (‘000)2018

519 352 tonnes

2017

There’s been a growing level of scrutiny on the environmental performance of companies formany years, but 2018 in particular saw a step change as the public and governments began to talkmore about issues as diverse as climate change and extinction, plastic use and meat production.
As we expand, and as the balance of our business shifts fromdigital and print to events, our environmental impacts increase inabsolute size but also in intensity (compared to our revenue andheadcount). In general, running an event, at the moment, has amuch higher environmental impact compared to publishing abook, database or e-journal.

34

INFORMA PLC THE ROLE WE PLAY 2018

This means we have to work harder to reduce ourenvironmental footprint – which is good for our bottom line aswell as meeting the increasing expectations of our audiences.

694 445 tonnes

2016

591 401 tonnes

The dynamics of book disposals
So, how are we reducing the number of books we pulp each year?

94%
2018:
10,240 tonnesof paper was certiﬁed
as sustainably sourced
2017: 10,832 tonnes,
63% sustainably sourced
2016: 7,149 tonnes,
88% sustainably sourced•••

Ensuring closer communication between sales andeditorial teams to improve our forecasts.
Printing in smaller runs – “autostock” replenishment
enables us to print in quarterly batches, allowing us tobe more responsive to unpredictable sales patterns.
Expanding our “print-on-demand” capabilities, a process
which aims to eliminate any excess book printing by
making exactly, or close to exactly, what’s needed.

That said, having a small number of excess books remains
a fact of life for any publisher – which is why partnerships
with charities like Book Aid are so rewarding.
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35

Our 2017 SBT baseline is made up of thefollowing sources (t CO2e)*

Our Environment continued

Managing our impacts
on climate change

Therese Franzen, SDG and Impact Specialist,
Informa Group, Stockholm
At Informa we are committed to addressing the global challenge ofclimate change by minimising our direct and indirect emissions.
We do it because it’s the right and responsible thing to do. We also
do it because it’s good for our business: it can save costs today, as
well as mitigating future risks related to climate change. Of course,
we also want to contribute to the wider debate on climate change
through our other sustainability pillars such as our Content.

Committing to science-based action

Understanding our impact on climate change

As a responsible business that values the rigour of Science
Based Targets making, we have, along with 500 other leadingbusinesses, committed to targets within the Science Based Target
Initiative (SBTi), a partnership between the UN, WWF, World
Resources Institute and the Carbon Disclosure Project (CDP).
The commitments include calculating what we need to do by2030 to keep the global temperature rise below 1.5°C.

During 2018, I led a project to measure Informa’s overall impact on
climate change. Our direct carbon footprint (things like heating
and lighting our offices, fuelling vehicles, etc.) is important and we
can control it ourselves. But we have a much larger indirect impact
through the carbon footprint of our supply chain, from attendanceat our events and the use of our services. And it’s essential that weunderstand our wider impacts so we can manage them too.

We have calculated our Science Based Targets based on our 2017baseline for the whole of the Informa business (including UBM)
and our targets are being verified by the SBTi. We will announce
them in 2019. Whilst they are ambitious, we believe they areachievable and allow cost savings to be reinvested to reduce
emissions further and continue our transition to green energy.

We at Informa need to make sure that we do our part in slowing and stopping
climate change. Not only because it’s the right thing to do and it can save costs,
but because climate change could put a large part of our business at risk.

Understanding and measuring
our carbon footprint

We know that any increase in extreme weather related toclimate change is likely to raise the chances of events or offices
being disrupted. As a global business, the overall risk to theGroup from single incidents is minimal. However, we arecontinuing to assess how we can reduce our exposure bylooking at the location and timing of events, as well as
providing additional training for our events and office teams.

We have therefore conducted an inventory across the Group,
which has helped us locate the carbon hotspots. We will now
focus on reducing our emissions, based on their size and ourability to influence them.
Managing emerging risks from climate change
A major incident causing disruption to one of our events or offices,
whatever the cause, is one of Informa’s principal risks. In 2018
there were several offices and events that had to monitor and,in some cases, respond to extreme weather events. This ranged
from wildfires in California and drought in South Africa to storms
in Asia and North America. Our teams on the ground managed
these in line with the specialist advice from regional authorities
and our Health, Safety and Security team to ensure that all ourcolleagues, attendees and business partners were safe.

Our carbon footprint over time3
1,136
2016

7,982

tonnes of CO 2e

6,268

1.25

Scope 1 and 2
intensity

62

2017

10,789Refrigerants – 930
Company vehicles – 853
Generator fuels – 923

Scope 3
Running exhibitions – 171,000

2018

12,522

1,672

tonnes of CO 2e

1,414

tonnes of CO 2e2

7,181

8,689

1.43

1.281

Scope 1 and 2
intensity

Electricity use – 9,227

789

612

520

Heating fuels – 1,616

Scope 2

Procured goods – 153,000

1,630

1,333

Scope 1

Scope 1 and 2
intensity

Scope 1: Gas and heating fuels
Scope 1: Refrigerants
Scope 1: Vehicles and generator fuels
Scope 2: Electricity

Business travel – 39,000

1	Data for intensity for 2018 is based on carbon emissions for the full year,
for both businesses, divided by the average headcount. This provides
comparability in intensity2	Carbon emissions for 2018 show UBM data from date of acquisition withthe exception of the intensity metricPrinting and shipping of books – 17,000

3	Aligned to Informa’s financial results under the Mandatory Carbon
Reporting rules.

Our direct fuel and electricity – 14,000
Others – 13,000
Employee commuting – 11,000
Online products’ energy usage – 11,000*	Due to the merger with UBM and specific calculation approaches
required for the SBT, these numbers differ slightly from thosereported in 2017.

36

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37

HOTEL

Team hotel and travel

Our Environment continued

Ambitions• Increase our use of sustainable hotels• Shift to more sustainable modes of transport andseek to oﬀset emissions from ﬂights
Examples• We’re in discussions with our hotel providers and someshows, such as Pharmapack Europe, have alreadyswitched to a more sustainable hotel this year.
• The Health Ingredients Europe show team cut theircarbon emissions by 90% by taking the train.
• Several shows, such as Leather Expo, GreenBuild andExpo East and West, carbon oﬀset their team travel.

Understanding
and acting onan event’s impact

Size of impact (% Control 1)

45

33%

Size of impact (% Control 1)

Ambitions• Ensure all printing uses entirely FSC-recycled paper
Examples• Our Paper & Timber Policy asks shows to seek
sustainably certiﬁed, recycled paper and almost allshows across Informa and UBM are compliant.
• Pharmapack Europe reduced the carbon impact of its
event printing by 14% by switching to recycled paper.

LEVEL 1Size of impact (% Control 1)
A GREATEVENT

1%

WELCOME
Lucille Ryan, Sustainability Manager,
EMEA Informa Group, London
Working to exceed expectations
Every Informa division runs events of varying sizes,
ranging from a few dozen attendees to hundreds ofthousands. This makes us one of the largest events
organisers in the world, particularly in the B2B space,
and the environmental impact of our events iscorrespondingly large. We know from attendee surveys
that more than 80% of our audiences want events to be
run in a responsible way. Last year’s sustainability
report shared 40 ways our events can be moresustainable (informa.com/sustainable events) across
our pillars of Content, Communities and theEnvironment – with the aim of helping others make theirevents more sustainable too.
This year, we’ve seen more interest from ourstakeholders in the environmental impact of events,
including plastic usage, climate change, food sourcing
and species extinction. Our goal is to have a market
leading approach to running the most sustainable
events possible. Of course, it takes time to do things
consistently across more than 500 trade shows andhundreds of conferences. But the combination of skills
and experience that comes from our expanded
sustainability team puts us in a great position.

l1
o
r
t
Con

Bins and cleaning waste

H20

Ambitions• To reduce the quantity of waste generated at our
events and to increase our level of recycling
Examples• Shows such as Decorex, One of a Kind and MAGIC
have introduced water reﬁll stations to prevent
plastic bottle waste.
• Where local facilities support it, some shows like
GreenBuild are starting to achieve more than 90%
recycling rates from landﬁll.
Size of impact (% Control 2)

Informa feature build

3%

Attendee travel
Ambitions• To engage our attendees with sustainable travel
options and to oﬀset the carbon emissions of theirtravel to the event as a part of registration
Examples• Shows like CPhI WorldWide and Natural Products Expooﬀer attendees the option of oﬀsetting the carbon
from their travel to the event.
• We are exploring ways that we can make this part ofthe standard registration process.
• Decorex International oﬀered a free coﬀee toattendees who used public transport to the event.
Size of impact (% Control 3)

HOTEL

Attendee hotel stays
Ambitions• Help our attendees make informed sustainablechoices when selecting their accommodation
Examples• GreenBuild audits all of its recommended hotels to
help them identify areas they can improve theirsustainability. They back this up with education
sessions for the host hotels. Oﬀsetting is part of theshow’s ‘green legacy’ in the host city.
• We are working with our main hotel consultants toﬁnd ways of highlighting the most sustainable hotelchoices to our attendees.

14

Carpet used by Informa
Ambitions• Find a sustainable solution to disposable exhibition
carpet as part of an industry-wide collaboration
called SEBIG
Examples• Freeman, one of our largest contractors in the US,
seeks to reuse carpet up to 10 times.
• Some UBM shows have trialled carpet-free aisles.
• In Dubai, carpet is recovered and used in schools or
homes.
• Almost all our European carpet is recycled after events.

44%

Size of impact (% Control 1)

Catering organised by Informa

27

Exhibitors’ disposable stands

5%

07

Organiser logistics
Ambitions• Increase our use of sustainable transport methods
and reduce our amount of transport through the useof local suppliers
Examples• We work with contractors who seek to consolidate
freight at out of town warehouses. This reduces
shipping, congestion and pollution.

Ambitions• Source catering locally and sustainably, without
single-use plastic packaging
Examples• Attendees tell us they want healthier, locally sourced
food at events. Broadband World Forum invited a local
microbrewery to set up on the show ﬂoor and ourRemode fashion show increased its meat-free options.

Size of impact (% Control 1)

3%

The numbers on this page show estimates of the carbon footprint
for a typical event based on a sample of more than 50 events but
it is important to recognise there is a large variation by event.
We are using them to guide our decision making and to help
stakeholders understand the relative impact of our events.
The graphic above shows it split by control, and to the right
we've shown the overall impact.

60%

1%

Ambitions• For all parts of the show built by Informa to generate
zero waste
Examples• UBM in EMEA has worked with GES to create newregistration stock items which solved the issue ofdisposable registration builds.
• In Las Vegas, shows have purchased water reﬁll
stations for multiple reuses.
Size of impact (% Control 1)

Notes

INFORMA PLC THE ROLE WE PLAY 2018

0.3%

32

Ambitions• Use LEDs for all lighting• Venues have energy management plans• For all electricity to be from renewable sources
Examples• MAGIC show and MGM invested together to replacelighting with LEDs throughout Mandalay Bay.
• 14 European shows and counting currently choose
renewable energy.
• Our YPI boat shows have reduced their fuel usage(1/3 of Informa’s total fossil fuels) by nearly 10% over
2 years, and plan on a 35% reduction by 2021.

Size of impact (% Control 1)

38

Ambitions• Find a solution for lanyards that creates zero waste
Examples• Our Sleep + Eat show piloted bamboo lanyards.
• More shows, such as IFSEC, are collecting lanyards forreuse or recycling.

2
l
o
r
t
Con

1%

Promotional and lanyards

Size of impact (% Control 1)

Energy use of venue

Size of impact (% Control 1)

Ambitions• For all signage to be made from sustainable materials
and to be recycled after use
Examples• Many shows, such as MAGIC and World of Concrete,
reuse their signs from year to year by ensuring they
are not dated and that branding has longevity.
• Our Black Hat Europe has also been trialling theuse of PVC free banners, reducing our reliance on thisharmful material.

Paper for brochures and newspapers

A GREAT EVENT

l3
o
r
t
Con

Signage used by Informa

Ambitions• Work towards preventing the use of disposable
exhibition stands which are our main cause of waste
Examples• CPhI WorldWide is leading trials to introduce
regulations preventing the use of disposable
stand structures.
• Cosmoprof Asia and APLF Leather & Materials haveboth reduced their maximum stand height to 3m,
resulting in an estimated reduction in stand waste
by 50%, as well as making stand builds faster, safer
and cheaper.
• Furniture China highlights and rewards bestpractice through their sustainable stand awards.
• These all helped UBM group win the UFI’s(Global Association for the Event Industry) 2018
“Best Practices in Sustainable Exhibiting” award.
Size of impact (% Control 2)

99%

10%

Size of impact (% Control 3)

31%

Exhibitor logistics
Ambitions• Encourage exhibitors to use the most sustainablelogistics option and work with our key logistics
companies to improve eﬃciency of shipping
Examples• We encourage exhibitors to use show contractors
where possible, making it easier to consolidate
shipping and provide materials/equipment locally,
reducing long haul shipping.
• By introducing a time slot booking system for event
trucks, Vitafoods Europe greatly reduced local
congestion and the resulting air pollution.
Size of impact (% Control 3)

9%Control 1

4%

Control 2

3%

Control 3

93%
Attendee travel 60%

Attendee hotel stays 31%

Exhibitor logistics 9%

HOTEL

Understanding the biggest impacts
In 2018, our work on Science Based Targets (SBTs –see page 36) has given us new insights into thebiggest sources of carbon emissions from a typicalB2B event. This isn’t the only measure of an event’s
impact, but it’s a good indicator of the areas weshould focus on. One clear challenge is that we can’t
solve all these problems acting alone. We need towork in partnership with our attendees, exhibitors,
venues, contractors and competitors to find ways
to achieve the systemic change that’s needed.
Encouragingly, we’re seeing more and more of thesestakeholders wanting to collaborate with us to makeour industry more sustainable.
Recognising where to act, and where to influence

A GREATEVENT

We’ve divided the various sources of carbon
emissions into categories, and grouped theminto three levels of ‘control’, based on our ability
to directly influence the cause of the impact on
the environment:
Control 1
These are activities where we have substantial
control over decisions such as the choice ofmaterials or where to turn things on/off.
Control 2
These are causes of environmental impact
where we can substantially influence choices,
but the operational aspects and day-to-day
decisions are made by other organisations suchas our suppliers.
Control 3
These are activities that cause impact and wehave no direct control and we can only seek
to influence others, such as our attendees.
Our work has shown us that Control 1 and Control 2
activities account for less than 10% of a ‘typical’
event’s overall impact but they are the areas we havethe most control over, and therefore the most
responsibility to address. Given the size of theControl 3 impacts, we are also working to findpractical ways we can influence the impact there.
It’s a different story for waste. Most of the waste
arising from an event comes from Control 1 andControl 2, particularly disposable exhibitor stands,
single use feature areas and items such as carpet,
packaging and consumer materials. We are
therefore focusing a lot of our efforts on managing
and reducing these impacts.

ISEMS and45 the Sustainable
Event Fundamentals
Informa and UBM both had existing systems
for managing the sustainability of an event.
In 2018 we began bringing these systems
together and updating them. ISEMS, theInforma Sustainable Event Management
System, will launch in 2019 with four levelsof engagement across all our events.
Level 1
A set of Sustainable Event Fundamentals,
which every event will work towards.
Level 2All events will have access to toolkits andself assessment score cards to guide themon going further and help them identify key
areas for improvement.
Level 350 events
32 every year will work with the Groupsustainability team to create a Sustainable
Improvement Plan (“SIP”).
Level 4
Shows that graduate from the SIP will be ourSustainability Leaders with high scores in oursustainability audits. Those that are doing
something truly unique will be considered
our Pioneers.
We’ll share more in our 2019 report.

ISO20121 – The Sustainable
Events Standard
In 2018, 12 of our events were certified toIS20121 meaning that external auditors havereviewed the management systems of theevents to confirm they have clear, robust
07
approaches to sustainability. Our plan isfor several more of our largest shows tofollow suit by the end of 2020 as part of ourmeasured expansion of this programme toshows that would benefit most from it.

Governanceand next steps

More than80%

Priorities for 20192019 will be a year of combination and acceleration, taking thebest of both worlds from the two businesses and then adding to
it: updated policies, new approaches to sustainable events andmore ambition around how we improve the positive impacts
from our operations. We are already seeing more and morecolleagues thinking about how products and partnerships canbetter support their markets to solve big challenges like the SDGs.

of our audiences
want the event tobe run responsiblyGreenBuild
won the “MostCommendable
Green Initiatives”
award at the Trade
Show Executive Gold
100 Awards Gala

We believe that, by helping address the significant challenges
that a sector is facing, we are becoming more highly valued
partners and, in many cases, helping to solve the challenges theworld is facing. This has a clear link with higher Net Promoter
Scores and long-term success, and you can expect to see moreof this in 2019 and beyond.

H20

A transformational year
for sustainability

Changes in governance

Ben Wielgus, Head of Sustainability, Informa Group, London
With the Group’s expansion, 2018 was a transformational year forsustainability, building on the new structure we established in 2016
and the foundations for progress we laid in 2017. Together, we arein a position that would have taken either business several more
years to reach on its own.

UBM’s Furniture
China show now
runs an “Excellent
Green Building
Reward” schemethat rewards theexhibitor stands
with the best
aesthetics andeco-friendly
construction

Reflecting on responsibility

Our Surfaces Exposhow in Las Vegas
donated22

truck loads of27
materials
fromexhibitors lastyear, saving money
and waste
CosmoProf Asia
reduced thestand heights to

What’s behind the step change? Both companies were alreadyrecognised as leaders in our industry for sustainability. Informa
gained DJSI membership in 2018 and recognition for oursustainable products and partnerships, while UBM has received
14 awards for CDP performance and its environmental
multiplemanagement of events.
What’s more, both businesses have clearly made sustainability
a differentiator for events and other products. UBM’s approachto environmentally responsible and community-minded shows ismarket leading. Informa has invested in sustainability across fivepillars, as you’ve read in this report.
In short, we have brought together the best of both, enabling
us to become more holistically sustainable, responsible andimpactful – from individual products and brands through toour collective impact as a Group.

With the investment in 2018, the Group sustainability team has
expanded and we have created a new, dedicated Sustainable
Events Team based in strategic locations around the globe.
The Group team focuses on sustainability in its broadest
sense – across all Divisions, linking with key functions suchas compliance, corporate governance, HR, strategy andcommunications to encourage more responsible behaviour.
The Sustainable
Events Team is a central group that works
HOTEL
with the individual show/event teams to find more sustainableways of operating. This can include cost savings, new revenue
opportunities, creating strong partnerships with stakeholders, andcommunicating better on the impacts of our events. In particular,
the team will be sharing examples of good practice from aroundthe business so others can learn.
These teams are supported by a range of policies including
Informa’s Code of Conduct, our Business Partner Code of
Conduct and a range of specialist policies, such as Informa’s
Paper and Timber Sourcing Policy. We’ll be creating a combined
environment policy in 2019.

Sustainability governance at Informa

3

metres (from 4
metres a few yearsago) to make it safer
and save lots ofmaterials. This wasrecognised in UFI,
the event industry
association’s,
Sustainable
Development
award in 2018

Informa
PLC Board

Executive
Management
Team

Corporate
GovernanceTeams

Sustainability
Team

Policies and Codes of Conduct

Purpose and Values

Brand
and
Communications

Sustainability Advisory Panel(SAP) draws
fromsustainability
each divisionchampions
100-200
divisional
Taylor &FrancisWWW.INFORMA.COM/SUSTAINABILITY

39

Informa
intelligence

Informamarkets

Informaconnect

Informatech

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