Annual CR Report 2011

Map overview

Where we operate

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

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

1,518

150

3,741

185

NUMBER OF
STAFF

NUMBER OF COUNTRIESAI SELLS INTO

NUMBER OF
STAFF

NUMBER OF COUNTRIESET SELLS INTO

Informa’s Professional & Commercial Information (PCI) division serves the industry
intelligence needs of corporations and governments. Its product platforms
include structured databases, subscription based services, real-time news, books
and journals. The division incorporates brands such as Lloyd’s List, Datamonitor,
Citeline, Informa Telecoms & Media and Informa Research Services.

Our Central Group Functions include Finance, IT,
Legal, HR and Shared Services and support all ofInforma’s businesses globally.

1,626

155

1,345

NUMBER OF
STAFF

NUMBER OF COUNTRIESPCI SELLS INTO

NUMBER OF
STAFF

4

CR Report 2011

Content index

05

Chief Executive’s
Introduction

12

Our
People06

Highlights of
the year

16

Our
Environment

07

CR Director’sStrategic Review

20

Our
Community

08

Our Governance
Structure24

Our Performanceat a Glance09

OurContent

25

Our Objectives
at a GlanceCR Report 2011

Chief Executive’s IntroductionPeter Rigby explains why
integrity is the cornerstone of
how we do business2011 was an exciting year for CR at Informa. Our CR programme has become embedded into ourcore business strategy and we took great strides forward.
What we offer as a company is fundamental to a thriving knowledge society. Our diverse rangeof academic journals, books, events, exhibitions and training helps individuals, organisations andsocieties make better decisions, understand critical issues and share their knowledge. In 2011
alone we sold into 190 countries. More than 7,500 academic institutions subscribe to our journals.
In other words, our strength is our content.
We have an enormous responsibility for the integrity and quality of the knowledge we provide.
Our CR programme seeks to engage with this responsibility and supports our businesses in their
day-to-day efforts. Unlike ‘hard’ sustainability impacts – like waste and carbon emissions – there
are few established metrics to track and manage performance in content impact, integrity andquality. However, we remain up for the challenge and will continue to update our stakeholders on
our progress.
In 2011, we continued to build community partnerships and facilitate ways for our employees
to get involved. Informa Group UK became patrons of the national UK youth charity, The Prince’s
Trust, Taylor & Francis partnered with the National Literacy Trust, while IIR Middle East supported
the establishment of Breast Cancer Arabia, an important medical knowledge and community
website for the UAE. These are just a few examples of what we do - other fantastic community
efforts are described in more detail later in this report.
2011 also saw significant progress in our environmental agenda. We established a process to gaina fuller picture of our office emissions globally, and engaged with our print supply chain to reduce
their impact.
Finally, I’ve been delighted to see our CR agenda devolving to our businesses: our Group
CR function acts as facilitator and catalyst, with individual businesses taking ownership andresponsibility. Among our employees, there is a real appetite to do more and to do it better. I see
this firsthand when I visit our offices across the world. This is exactly where we want to be.
I hope you enjoy reading this report and please let us know if there is anything we can do better.
Peter Rigby

If you have any feedback on the report, please do get in touch. Email: csr@informa.com

5

6

CR Report 2011

Highlights of the year

15 Informa titles included in the ‘Top 40
Sustainability Books’, a recent ranking
produced by Cambridge University’s
Programme for Sustainability Leadership.

t’

rin
in p

‘Bra

Provided access to 1,600 journals
and reference works through mobile
phones via Taylor & Francis Online.

h

c
Rea

Investigated and decided to switch tobiodegradable poly-wrap for our journals:
2012 will now see over 1,000,000 journals
sent out in this more environmentallyfriendly wrapping.

te
Was

raw
e
l
b
ina rialsats
Su mateIncreased attendance to webinars andcourses run by Informa Academy by
19% compared with last year.

ing
p
o
l
e
Dev staff

our

ility
b
a
tain forSus idance s
gu event

ity
n
u
m ips
ComtnershparDeveloped best practice guidance for our
events business to identify and actively
manage its major environmental impacts inareas such as waste minimisation & recycling,transportation and project management.

Implemented a Global Sustainable Paper
Policy, an important step towards fulfilling
our commitment to using only certified or
recycled paper in our publications.

Became a Patron of the nationwide UK
youth charity, the Prince’s Trust, to work in
partnership to develop key skills, confidence
and motivation of young people.

Increased our resources committed tocommunity investment, benefitting the
local communities in which we operate.

ity
n
u
m nt
Com estmeinv

CR Report 2011

CR Director’s Strategic Review

Emma Blaney explains how the CR
strategy at Informa has evolved andwhy understanding the ‘brain print’
is our future priority

Our vision2011 saw the launch of a new vision for Informa – to become
the best knowledge provider. This is a bold vision and avision that is completely aligned with our CR strategy. Let
me explain why.
Our evolution
The CR challenge for a company like ours is that we operate
in different segments of the media spectrum. Our businesses
face different risks and opportunities, exacerbated byour global reach. We have come a long way in ensuring aunified approach to CR, while maintaining the freedom of
our businesses to pursue the CR objectives that are mostmaterial to them.
I notice how the perception of CR has changed from alimited set of issues, such as volunteering and energy usage,
to a much wider ranging awareness around our businessproducts and processes. In short, we have added breadthand depth to the way we think about and practise CR. This
opens up possibilities.
Our performance
While the past few years were all about empowering ourbusinesses to take ownership of the CR agenda, define
objectives and put in place monitoring mechanisms, 2011
was a year of delivery on those objectives.
On the content side, we have further integrated editorial andquality codes into our processes, to maintain our position as atrusted information provider. We received considerable external
recognition for our content and continue to innovate in termsof delivery channels, accessibility and data protection.
On the people side, we launched an ethics policy tohelp guide employees working in an increasingly global
environment and continue to be recognised as an employerof choice by external bodies.
We developed best practice waste management guidancefor our events business and rolled out a global sustainable
paper sourcing policy. Increasingly, we expect our suppliers
to follow our environmental standards and have formalised
our processes to make sure this happens.

We have formed lasting partnerships with community
partners, ensuring that our skills and resources are put touse where they are most needed. We continue to engage
our employees through our fundraising and awarenessprogrammes. As a company, we have progressed wellagainst our objectives, but our stakeholders – not least
our employees – expect us to go further. So, what’s next?
Looking to the future: towards the ‘brain print’
The key challenge for companies that are serious about
their responsibilities towards society is to align their CR
priorities with core business strategy. The one thing
all our businesses have in common is that we strive todeliver reliable, relevant and trusted information as
and when needed. We want to be the best knowledge
provider. Full stop.
As the media CR agenda develops, it has become
increasingly evident that the biggest risks and indeed
opportunities relate to our core business: our content.
Therefore, whilst not neglecting the issues that are importantto all companies - people, environment, communities - wewant to step up our efforts around content.
The focus on content comes with an aspiration to
inspire, challenge and support our many audiences – bethey delegates at our conferences, subscribers to ourjournals, readers of our books, or professionals in need oftimely information – on the most pressing challenges of
our time. We refer to this impact as our ‘brain print’ andthis is the reason for our intriguing front cover.
Undoubtedly this will be very challenging, as we
continue to convert this aspiration into action and put inplace key performance indicators to track our progress.
While the methods for calculating carbon emissions andother ‘hard’ impacts are fairly established, that cannot be
said for the ‘brain print’. This is unchartered territory, notjust for us, but for the media sector as a whole. We haveset ourselves a proper 21st century challenge and we areup for it.
Emma Blaney

7

8

CR Report 2011

Informa Group continues to be a collection of well-known but distinct businesses. Over the past couple of years, we havedeveloped a CR strategy that, insofar as possible, devolves responsibility for CR to each of our business divisions.
We currently have 18 CR leaders across the businesses who work closely with their CEO/MD to develop and manage our
CR programme in a way that matches their key priorities. Our Group CR function plays a key role in facilitating the flow of
information, providing strategic insights and developing KPIs to meet our overall CR objectives.
We adopt a similar approach when it comes to stakeholder engagement. Individual businesses are responsible for prioritisingand engaging with relevant stakeholders in a way that is meaningful to their product offering and location. At Group level, we
remain involved in the Media CSR Forum, a partnership between major media companies to meet key stakeholders and explore
CSR for the media sector.

Our Governance Structure

Informa Plc
BoardGroup HR/CR Director
Group CR Coordinator

Remuneration
Committee

Audit
Committee

Nomination
Committee

Risk
Committee

Group CR
function

Divisional
Management
BoardsDivisional CR
Committees

CR Report 2011

9

Our

Cont
ent

Ensuring the highest
quality content
We see the further alignment between our CR programme and ourcontent as a natural evolution of what it means to be a modern,
responsible media company. Our ‘brain print’ is extensive: Taylor& Francis (T&F) alone sells a book every six seconds and articles
from our journals, magazines and papers are downloaded at afrequency of two a second, 24 hours a day, 365 days a year; Informa
Healthcare, an online resource, has 22,000 institutional subscribers
and gets around 3.5million impressions per month; and, lastly,
our conferences and events in 2011 attracted some 1.2 million
delegates, exhibitors and visitors to more than 11,000 individual
events across the globe. Specialised knowledge is our greatest pointof leverage.

Integrity of our content
Ensuring the integrity of our content is fundamental to our survival
and ability to make a positive impact on society. Our clients need totrust that our events and publications are rigorously researched andreliable in every way. T&F continues to operate an independent peer
review process of its publications while IBI continues to align itself
to our Editorial and Content Code. Awareness of the code was raised
at IBI’s 2011 staff Editorial Summit and has been incorporated into
the new starters’ introduction for all editorial staff. It has also been
uploaded on to the websites of some of its publications with a view
to doing so increasingly in 2012.

External recognition for quality
We need to ensure that our content is relevant, bespoke andsometimes challenging. The majority of our publications andevents are seen as thought-leaders in their fields and many defineknowledge in a particular area, whether in science, health or
economics. In 2011, we continued to win considerable external
recognition for our content: Lloyd’s List Intelligence won two
Professional Publishers’ Association awards, receiving praise forbeing both commercially and intellectually at the forefront of data,
analysis and consulting; Forum, an Informa training business, wasnamed in TrainingIndustry.com’s 2011 Top 20 Lists for Content
Development, Leadership Training and Sales Training Companies
and was the only company in its industry to appear in all three lists.

IBC Euroforum Denmark launch a new sustainable development conference,‘Building Green’

T&F’s ‘You can count on monsters’, an innovative maths book for small children,
became a bestseller

10

CR Report 2011

Sustainability as the subject
Numerous Informa publications and events provoke and facilitate
debate specifically around sustainability. For example, two new
conferences, ‘Building Green’ and ‘Future Cities’ were launched
in Denmark and Dubai respectively last year on the subject ofsustainable development. Also, Earthscan, part of our Academic
Information division, had no less than 15 titles in the ‘Top 40
Sustainability Books’, as ranked by Cambridge University’s
Programme for Sustainability Leadership.

Ensuring the mostinnovative and accessible
platforms to deliver ourcontent globally
Innovative delivery platforms
We do business in 190 countries and continue to innovate ourdelivery platforms. In 2011 for example:• T&F Online Mobile was launched to provide access to 1,600
journals and reference works through mobile phones;• Psychology Press’ Twitter feed became one of the most popularof its kind in the world;• Informa Healthcare launched a podcast-based learning platform
for physicians; and• Lloyd’s List launched the first ever app for the shipping industry.

Facilitating access to information resources indeveloping countries

Word cloud made of T&F’s 100 top selling sustainability titles

Content rights
We assert the rights to our content and that of our partners,
and constantly look for fair and viable ways of doing this. For
example, we are currently piloting a new author rights policy,
allowing contributors to our academic science journals to retain
the copyright to their work and to post it within their institutional
repository without an embargo period. On digital rights
management (DRM), we work with the Publishing Association andtheir Digital Piracy working group to ensure our approach is flexible
enough for customers, while maintaining a robust approach tofighting piracy.

Ensuring we retain and develop the brightest
people to manage our content
We are a knowledge provider and our people are our greatest
asset. We remain committed to delivering training and professional
development to further the expertise we need to succeed globally.
In 2011, our internal training centre, Informa Academy, continued togrow, boosting the online learning resources available and increasing
attendance to webinars and courses by 19% compared with 2010.
In one part of the business, we introduced ‘try days’, giving our
employees the chance to shadow work in departments other thantheir own. We go into greater detail on how we support our staff in
the Our People section of this report – please see page 12.

In the past year, we have been part of some great projects promoting
access to valuable information resources in developing countries. T&F
were integral in a pilot project with the International Association for
Digital Publications (IADP) to provide university students and academic
staff in developing countries with affordable access to e-books. T&F
provided guidance, advice and feedback on how such an Affordable
Access Program for eBooks might be designed to work for students,
publishers and institutions alike.
Originally a founding member in 2009, T&F also contributed afurther 150 journals to the World Intellectual Property Organization’s(WIPO) Access to Research for Development and Innovation (ARDI)
programme. The programme provides free online access to major
scientific and technical journals to local, not-for-profit institutions inleast-developed countries and low-cost access to industrial property
offices in developing countries. The contribution significantly supports
the WIPO’s objective of promoting technological innovation and thetransfer and dissemination of technology in these countries.

Accessibility
It is essential that we make our content as accessible as possible
to all our audiences. Across the Group, our web estate is hugeand ensuring we abide by the highest accessibility standards is achallenge. Our academic publisher has committed to accessibility
standards and programmes globally for those with print disabilities.
We intend to build on these and other experiences by launching
webinars and guidelines on best practice in 2012.

Understanding our ‘brain print’
To promote further understanding of our ‘brain print’, in 2012 we will
launch an awareness and skills programme for key employees to help
them think strategically about the link between sustainability andthe ways in which our content inspires, educates and challenges ourclients.

CR Report 2011

11

Our

Cont
ent

Performance against 2011 Objectives
Objective

PerformanceComment

Achieved

Through the agreement with Bookshare, T&F have committed toaccessibility standards and programmes globally.
MOU also signed with the Trusted Intermediary Global Accessible
Resources (TIGAR) project, run by WIPO.

Roll out Editorial & Content Code training
to all IBI editorial staff

Ongoing

The Code was discussed by IBI’s Editorial Advisory Board, who agreed thatthe most appropriate way of raising awareness of the Code’s importancegoing forward was to feature it on all publications’ websites or mastheads
and to include it in all induction packs for new staff.

Continue to develop the role of social
media at our events and conferencesby coming up with at least two new
initiatives

Achieved

Informa Telecoms & Media and IIR UK both launched Google + pages andtrialled at-event mobile apps.

Embed data protection policies in IBI andagree a global rollout plan

Achieved

New data privacy policies have been communicated to everyone in IBI.
Plans to provide training to support the rollout of the policies are in thepipeline for 2012.

T&F to continue to develop online
accessibility to publications

Our Content – 2012 Objectives• Run a webinar on best practice online accessibility for all relevant staff to attend• Put together a best practice checklist for accessibility standards for all of our businesses• Conduct workshops with our two major publishing businesses to discern how best to measure the impact of their
publications on society and develop relevant KPIs for this• Explore how best to ensure the integrity of the content of our conferences

12

CR Report 2011

Our

Peop
le

Giving our employees
the freedom to succeed
We employ more than 8,200 people in 150 offices across 40
countries. All of our businesses operate in knowledge-intensive
industry segments, so clearly we need to attract, retain and develop
the best people to meet our objectives and stay on top of market
developments and changing product platforms. We reward our
employees through industry-leading remuneration packages, job
progression, training programmes, volunteer opportunities and aculture of recognising and celebrating achievement.

Creating room for entrepreneurialism and creativity is acornerstone of our continued success. In practice, this meansthat the management of each business is highly empowered andhas considerable freedom to develop bespoke offerings. At anindividual level, we strive to create as little bureaucracy as possible,
thereby making the line between ideas and implementation as
short and smooth as possible.

External recognition
In 2011, we were certified as one of Britain’s Top Employers for the
fourth year running, based on research by the Corporate Research
Foundation (CRF) Institute. The certification follows independent
assessment of a company’s benefits, working conditions, training
and development, career development and culture. The researchdemonstrated that Informa has in place outstanding HR policies andexcellent working conditions. In particular, the research highlighted
Informa’s ‘exceptional opportunities for career movement within thegroup’ and ‘a dynamism and fast-moving quality that belies its size’.

Training
Along with the growth of our internal training centre, Informa
Academy, as mentioned in the Our Content section of this report,
our individual businesses also enhanced their local training
programmes: Taylor & Francis in the US piloted new manager
training; while IBI launched a new Academy specifically for theirAnalysts, with content they themselves have generated to improvetheir skills in their roles.

Work life balance

Informa celebrates employees’ 2011 achievements at a Group-wide awards
ceremony hosted in London

We recognise that the world of work is changing. Our staff want astimulating work environment, but at the same time they want abalance to be able to enjoy life outside of work. As a business, ourfocus is not on our staff’s input, such as the length of hours worked,
but on measuring and rewarding output and achievements. As
such, we offer a flexible working environment where possible.
A large part of the Group offers flexible working arrangements,
including home working. In 2011, IBI launched and implemented a
guide to home working for staff to coincide with their major London

CR Report 2011
office move. Over 10% of IBI’s staff globally now work from homeand IBI’s London headquarters has hot-desking facilities whichenable staff to book desks in advance should they need to.
The possibility of flexible working arrangements has helped new
mothers to return to work at Informa, and this in turn has helped us
to maintain a good gender balance at managerial level within thebusiness - with women representing 47% of our managers.

Employee charity involvement
As well as many fundraising events being held across our businesses
each year, Informa also runs a one day a year staff volunteer policy.
This was launched in 2009 by popular demand from staff. As well as
great community benefits, we see much potential in using charity
involvement as a learning and development platform. Volunteering
can offer a level of development that would not come out of aclassroom and can be an opportunity to nurture the skills andpassion of our people. This has been the case for a number of ouremployees over the past year, not least those who took part in someof our higher profile overseas charity events: From trekking to thesummits of the Lunag Massif in Himalaya and Kilimanjaro whileraising money for charities of choice, to volunteering in community
programmes in Costa Rica and Thailand, the feedback given
described personal development in terms of team work, focus andperseverance.

13

Supporting young leaders
Seven of Informa’s finest young employees were selected totake part in One Young World Summit, the premier global forum
for young people of leadership calibre. One Young World 2011was hosted by the city of Zurich and brought together 1,200
young leaders from 171 countries to address the problems in theworld today. Prominent leaders such as Kofi Annan, Bob Geldof,
Muhammad Yunus and Desmond Tutu facilitated debate anddialogue at the event. Our employees presented to Informa’s
Management board on their return suggestions on impact areas
such as Communication, Leadership, Environment and Global
Dignity. As a result of their employees’ attendance, IIR USA has sinceheld a Global Dignity day with employee workshops organised tounderstand how best the concept can be implemented internally.
IBI has also decided to hold an internal young leaders’ conference in2012 to capture and embed some of the learning and enthusiasm
from the external conference. Additional aims are to ensure their
young people’s voices are heard, to increase engagement and input
and to encourage them in their career path.

Seven of Informa’s finest young employees were selected to take part in 2011’s
One Young World Summit in Switzerland

Health and safety at eventsTen IBI employees volunteer at a housebuilding community project in Costa Rica

Recognising good
performance
Celebrating achievements
We look for and recognise innovation in the workplace. One of themain ways we do so on a Group-wide basis is through our annual
Informa Awards. There are 20 categories including best new productlaunch, best editorial scoop and employee of the year. Our 2011 Awards
ceremony was held at a luxury hotel in London, with the awards
presented by our CEO, Peter Rigby, and Finance Director, Adam Walker.
Marketing Excellence Awards continue to run Group-wide on aquarterly basis, with winners being recognised on our intranet andreceiving cash prizes for themselves / their teams. For the first time in2011, we also introduced two staff sustainability awards during ourannual ‘Green Week’ (explained further under Our Environment). These
were ‘Unsung Green Champion’ and ‘Unsung Extra-curricular Green
Champion’. We sought to recognise staff who, throughout the year,
looked to engage constructively with the sustainability agenda, both atwork and at home/in their local community. We will award these again
in 2012’s ‘Green Week’.

Over the course of 2011, there was an emphasis on training in thearea of Health and Safety. The UK events teams took part in courses
applicable to the type of events that they run. The courses were wellattended with good feedback and an 85% approval rating given
by attendees. Additionally, a certified Institution of Occupational
Safety and Health (IOSH) training course was rolled out to all senior
executives in the UK, which was also well attended and received.
In 2012, the teams that implemented our health and safety
management system will be audited to ensure that consistency isapplied across the various events divisions. There will also be further
resource brought in to assist in the approval of the venues that weuse. Finally, 2012 will see best practice in health and safety being
carried forward to our events divisions globally.

Maintaining integrity
We are committed to acting lawfully, ethically and with integrity,
both internally and in our relationships with customers and business
partners. We know that maintaining trust is essential in all business
relationships. In 2011, we launched a new Code of Ethics. The Codesets out the values and principles which all employees are required toobserve and points to more detailed policies, as relevant to local andindividual business conditions. The new Code was launched by ourCEO, Peter Rigby, in an email to all staff and continues to be readily
available on our intranet and internet.
We have also updated our anti bribery and corruption policy tocomply with the new UK Bribery Act. The Act came into force on 1
July 2011. It amends and reforms UK law and provides a modern legal
framework to combat bribery in the UK and internationally.

14

CR Report 2011

Our

Peop
le

Our People – Performance against 2011 Objectives
Objective

Reduce voluntary annual staff turnover(permanent employees) for the Group

PerformanceComment

Achieved

In previous years, we’ve been able to measure voluntary turnover in our UK,
USA and Dubai operations. Comparing the same geographical coverage for
2011, voluntary turnover fell from 18% in 2010 to 16% in 2011.
The figure for voluntary turnover for the whole business was 19%.

Launch the updated Group Code of Ethics
policy across all businesses

Achieved

The Group Code of Ethics policy was launched in June.

Pilot a new staff Learning andDevelopment platform through avolunteering initiative in the UK

Achieved

We have launched a partnership with the national UK youth charity, thePrince’s Trust. Staff now have the opportunity to develop their skills whilerunning workshops for the Trust’s young people.

Measure training across the business

Achieved

We have reported on the average number of training courses attended
per employee during the year for the first time in this report.

Continue to be recognised as a greatplace to work through independent
awards and staff survey results

Achieved

We were awarded a Britain’s Top Employer Award for the fourthconsecutive year. Two parts of our business also ran staff surveys althoughthese covered a minority of our staff.

Integrate CR into Taylor & Francis’ Careers
information for graduates

Ongoing

A new careers site is now being launched at the end of March 2012 and CR
will feature prominently.

IBI to develop guidance for IBI managers
on managing home-workers

Achieved

Guidelines have been written and are available for all managers.
‘Managing Remotely’ is a topic included in IBI in-house management
training courses.

Roll out new Health and Safety training
for all employees running high risk events

Achieved

The training was rolled out with good feedback and an 85% approval
rating given by attendees.

Our People – 2012 Objectives• Increase training days per employee• Reduce voluntary annual turnover to 18% or less
• Reduce absenteeism• Continue to be recognised as a great place to work through independent awards and staff survey results• Perform an audit of our teams who implemented our Events Health & Safety management system to ensure
consistency is applied across our Events division

CR Report 2011

15

Our

Peop
le

Our People – Performance
Total HeadcountHeadcount Gender Split

Management Gender Split

Staff Turnover

2011

2010

2009

Staff turnover for all departments

28%

25%*

28%*

Voluntary staff turnover

19%

18%*

13%*

*= in 2009 and 2010 we were only able to report on UK, US and Dubai.

Training

2011

2010

2009

Absenteeism

2011

2010

2009

Average number of training
courses per employee

1.27

not
reportednotreported

Average days absence
per employee

2.82

not
reportednotreported

16

CR Report 2011

Our

Envir
onm
ent

Creating global buy-in
As a media company, our direct environmental footprint is low
compared with many other industries. However, we clearlyrecognise the many advantages that come from running a
resource efficient business, including financial, environmental andreputational rewards.

IIR Middle East recycle their plastic waste into reef balls - these act as fake coral tobring sea life back to Dubai’s coastal areas

Green Games is a central activity of our annual Green Week, pitting
our businesses against each other in a (friendly) competition
to improve carbon footprints, reduce waste and communicate
innovatively on relevant topics. We see it as an important vehicle forraising awareness across our global Group and a testing ground formore permanent initiatives. Highlights from 2011 include:•

Our UK Shared Service Centre committing to become paperlessby March 2012, as well as investigating the installation of solar
panels to supply their electricity;•

Euroforum Germany changing their electricity supply to one
from renewable sources;•

IIR Hungary holding an interactive ‘Green Seeds’ event forchildren at a local school on protecting the environment; and•IIR Middle East collecting waste plastic in their office and getting
it recycled into reef balls – these act as fake coral reef to bringsea life back to areas damaged by Dubai industries.

IIR Hungary hold an environmental event for children at a local school

CR Report 2011

Managing our supply
chain
Global responsible paper sourcing policy

Print on demand
For books, we continue to increase the number of book titles
available on a print on demand (POD) basis, to reduce the need forlarge print runs for new books beyond the initial run. POD is now
possible in the UK, US, Singapore, Australia, Japan and Brazil. Today,
65% of our T&F HSS book titles are available on a POD basis.

One of our major targets for 2011 was to develop a Global
Responsible Paper Sourcing Policy. We met our target. The UK partof our business has had such a policy in place for a number of years,
with good results. The new global policy requires all of our suppliers
to use certified or recycled paper in our publications and will help
us transition to using only recycled paper, or paper certified to aninternationally recognised forest certification scheme1.

Accurate forecasting

We realise that it may take some time for all of our suppliers tocomply with this new policy, as they seek to find papers that meet
our requirements. Almost all of our journals are already printed on
certified paper. In terms of our books, all of the books produced
by T&F UK and the majority of IBI’s books are printed on certified
paper. We are working to establish the percentage of certified
paper used in our US book publishing business, and estimate it to
be around 30% at present. Ultimately, we aim to ensure that all thepaper we use comes from responsibly managed sources, thereby
contributing towards safeguarding the world’s forests.

Best practice guidance on sustainable event
organisation

Please click here to view our policy.

Engaging our supply chain
We are investing effort in promoting sustainable behaviour in
our supply chain. We use a total of 29 printers globally for our
printed publications, all of which have a recognised environmental
accreditation. In 2011, we expanded the scope of our environmental
survey for printers to cover all book and journal printers used by ourbusinesses. The results of the survey were shared with each of ourprinters and we used the findings to rank them according to various
sustainability indicators, including water usage, energy usage, andchemical inputs. This has helped us to establish the major impactsof our print supply chain and engage more effectively with our print
supply chain to drive improvement.
We will repeat the assessment in 2012.

Reducing waste
Biodegradable wrapping and reduced paper
weightWe continue to step up our efforts to reduce the waste we produce.
A recent highlight was finding a viable biodegradable alternative
to our previous journal wrapping. The product begins degradingin six months, and will break down fully within a 30 year period, as
opposed to traditional oil based materials, which take up to 100
years to degrade fully. 2012 will see over 1,000,000 journals sentout in this more environmentally friendly wrapping. We have alsobrought down the weight of the paper we use for our journals
by 12.5%, cutting the need for virgin fibres and reducing theassociated transport emissions.

1

We recognise two such forest certifications schemes: the Forest Stewardship Council(FSC), and the Programme for the Endorsement of Forest Certification (PEFC).

17

We continue to reduce the amount of journals pulped throughimproved demand forecasting. In 2011, through such measures,
only 6.59% of the journal stock of T&F was pulped. The figure for the
US was even better at 3.35%.

On the conference and events side, the primary impact comes fromthe waste generated at major events, mainly as a result of theirshort-lived nature. We have been working with a leading exhibitionand event services supplier to learn what steps are most effective
for us to take in reducing the waste from shows and events while
meeting our clients’ expectations and needs. The steps have been
written up in a best practice guidance note which will be distributed
to all event and site managers to enable them to make better
choices and to ask the right questions of suppliers and service
providers.

Managing our energy
impactMeasuring and reducing our office emissions
The geographically diverse nature of our business, with manysmaller offices scattered across the world, makes it difficult for us tomeasure, let alone control, our carbon footprint. Our key priority inthis area is to lower our energy usage for the major offices where wehave full visibility of our energy consumption. This applies to 27 of
our offices which cover 45% of staff. This year we have increased ourdata coverage from 62% to 71% (by region) and the resulting figures
show that we have lowered our energy consumption per employee
by 13% compared with last year.

Reducing our supply chain emissions
In 2011, we continued our strategy of devolving our printing tolocal hubs, printing large print runs of journals as close to the homemarket as possible. These local print sites are in Singapore, covering
Asia; UK, covering Europe; and the US, covering North America; andAustralia. Doing so reduces our total amount of freight miles. Nearly
all of our USA and IBI journal titles have this local print option, alongwith a third of our UK journal titles.

18

CR Report 2011

Our

Envir
onm
ent

Our Environment – Performance against 2011 Objectives
Objective

PerformanceComment

Increase the number of employees
completing our Green Week feedback
survey from 600 to 1,000 and maintainour personal involvement score at 80%

Partially
achieved

We didn’t run a feedback survey in the same way as 2010. However, 950
employees participated in this year’s Green Games. Due to the nature of theGreen Games, this will have achieved a 100% personal involvement score.

Develop a process to measure business air
miles flown by staff across all the businesses

Not achieved

We are continuing to gather accurate air miles data from across thebusinesses.

Increase the number of T&F’s titles
available under Print on Demand

Achieved

T&F has increased the number of titles available under Print on Demandby 11,800 to 40,870.

Integrate environmental reporting
requirements into the terms and conditions
we negotiate with all our major landlords,
travel suppliers and logistics partners

Ongoing

From 2012, we will negotiate environmental requirements in the newleases we enter into. Our central travel suppliers are providing us with air
mile and related emissions data. We will liaise with our logistics partners
on the environmental data they can provide us with.

Develop a responsible paper sourcing
policy to guide all publishing businesses

Achieved

This has been developed and rolled out across the publishing businesses.

Roll out our print supply chain environmental
questionnaire to all of T&F’s and IBI’s printers

Achieved

The questionnaire has now been sent to all of T&F’s and IBI’s printers andthe responses analysed.

Investigate the possibility of switching
journal poly-wrap packaging to abiodegradable material

Achieved

This was investigated and we have made the decision to switch tobiodegradable poly-wrap for all T&F journals.

Develop a waste management guide forour exhibition partners

Achieved

We have developed best practice guidance to identify and manage our
exhibitions’ major environmental impacts.

Run a pilot project to measure the carbon
footprint of delegate travel to one of ourconferences

Not achieved

No progress has been made on this objective and it has since beenabandoned. The focus will be for the businesses to try and measure air
miles through staff business travel in 2012.

Our Environment – 2012 Objectives• Reduce office emissions1• Switch all journal wrapping to biodegradable poly-wrap• Reduce waste from warehouse by improved stock controlling and forecasting from sales• Establish the number of recycling partnerships in place for our major events• Increase % of certified paper of T&F books printed in the US• Increase number of T&F book titles on POD to 50,000 (22% increase)• Increase the average score within our print supply chain environmental assessment questionnaireThis applies to all offices where we have full control of the energy consumption / pay the bill directly to the energy provider, i.e. 27 offices
covering 45% of our staff.
1

CR Report 2011

Our

Envir
onm
ent

Our Environment – Performance

Office Energy Usage% staff
covered by
data

KWh

KG CO2/
personTonnesCO2

Office Energy Usage - Year on Year
Comparison

Group

83%

5,464,468

2,367

2,627.2

KG CO2/ person

Academic Publishing82%

3,663,581

1,490

1,863.7

Professional and Commercial

79%

2,859,884

1,801

2,302.9

Training and Events

58%

5,947,968

1,263

2,732.3

Total Headcount71%

17,935,900

1,641

9,526.1% of certified (FSC and/or PEFC) paper used in our publications:
Journals

Books

19

20

CR Report 2011

Our

Com
mun
ity

Creating meaningful
partnerships
With our global reach, we support the local communities in which
we operate through the taxes we pay, the people we employ andthe many suppliers and service providers that make up our supply
chain. Globally, our offices are also encouraged to set up local
community partnerships and get involved in some great social andenvironmental initiatives.

We continue to partner with relevant community organisations
and aim to use our resources to the biggest benefit of society. The
direction we are taking is to encourage more of our businesses
to develop long term, strategic partnerships to achieve lastingchange. Since the beginning of 2011, our businesses have received
their own charities budget to support them in doing this, sothat the skills and resources available can help address local andregional challenges. Below are just a few examples.
In the UK, we have embarked on a strategic partnership with the
Prince’s Trust, a charity that works with young people to develop
key skills, confidence and motivation, thereby enabling them tomove into work, education or training. This partnership provides
our UK staff with the opportunity to develop skills, as they runworkshops or provide mentoring during work placements. In 2012,
our employees will also take part in team projects where they will
use their business acumen to generate funding for the Trust. We
are confident that this partnership will continue to make a realchange to many young people’s lives.
Our IBI US business is launching a partnership with the Boys andGirls Club of America (BGCA). BGCA exists to enable all young
people, especially those who need a helping hand the most, toreach their full potential as productive, caring responsible citizens.
The partnership allows our employees to get involved in their local
communities through activities such as mentoring and tutoring,reading programmes and fundraising. In 2012, we aim to extend
this partnership across all of our US businesses.
In 2011, Euroforum Germany partnered with four schools in
Düsseldorf to promote further educational opportunities.
The focus of these partnerships is job application training forboth teachers and students. Pupils are also offered personality
evaluations by experienced trainers to help them identify theirown strengths. Other initiatives include Euroforum’s employees
volunteering at the schools and providing a targeted range ofcourses dealing with basic economic and financial concepts.

Informa Group UK employees volunteer with the London Wildlife TrustCR Report 201121

Engaging employees

Leveraging our reach

5 years of Going Bananas

Many people pass through our doors and use our products. Where
possible, we are increasingly looking to use our unique reach toraise awareness of, and fundraise for, good causes.

We ran the Go Bananas fundraiser for the fifth year running. This is
our flagship fundraising event bringing together Informa employees
across the world to support our long term charity partner, World
Cancer Research Fund (WCRF). Money is raised through bananathemed fun runs, sports day events, scavenger hunts and even hiphop dance, yoga classes and a pedalo race. Peter Rigby, Informa’s
CEO, donned his banana suit for the fifth time for the London racearound Regent’s Park with around 200 employees challenged tobeat him around the 5km track. Our Australia office held a 5km raceround Sydney Harbour; the German office along the river Rhein; andthe Singapore office in the Bougainvillea Garden at East Coast Park.
Overall, more than 2,000 employees took part in 2011 – up from 1,300
in 2010 – raising more than £72,000 through employee fundraisingand corporate donations. This brings the total amount raised since2007 to £370,000.

Stop! For the Community
Our volunteering and fundraising activities are organised underour ‘Stop! for the Community’ programme, which gives all of
our employees one day off a year to volunteer. We know that
our employees are keen to play their part in delivering positive
community impacts and they continue to prove this year after year.
One of our objectives for 2012 is to increase participation in ourvolunteering activities.

•

IIR UK partnered with the Microloan Foundation – anorganisation that supports impoverished and entrepreneurial
women in isolated areas of Africa – and has looked to raiseawareness of their work at relevant events.

•

IIR Czech partnered with Coffee Micro, a fair-trade coffee
supplier, to promote fair-trade at their events as well.

•

IIR Middle East used their Arab Health event, the largest
healthcare exhibition and congress in the Middle East, tosupport and launch Breast Cancer Arabia, an important medical
knowledge and community website for the UAE.

•

The single biggest monetary contributor continues to be theMonaco Yacht Show. Every other year, we help organise a charity
auction offering 40 lots of unique watches created by the finest
Swiss watchmakers. This year’s auction raised a staggering £3.8
million, all of which go to research into Duchenne Muscular
Dystrophy through our partner Association Monégasque contre
les Myopathies.

Assessing our social
impactWe have become better at quantifying and measuring ourcommunity investment spend, whether in cash, in kind or pro bono.
This is reflected in our 2011 data, which has improved across theboard compared with previous years.
In 2011, we joined prelims (prelimsgroup.com), a collaboration
between leading UK and US publishers to develop a common process
to assess social and environmental standards in our publishingproduct supply chain.

Informa Shared Services employees in the US celebrate Informa’s fith year of
Going Bananas for WCRF

The slideshow celebrates examples of employee volunteering and was sharedaround the Group to encourage staff to think about their 2012 volunteer days

For 2012, one of our objectives is to understand better the economic
footprint of our major events, i.e. the value created for our partners
and the local communities in which we operate.

22

CR Report 2011

Our

Com
mun
ity

Our Community – Performance against 2011 Objectives
Objective

PerformanceComment

Increase the number of global Banana
Run fundraising events from 17 to 22

Achieved

28 events ran globally.

Develop and implement a process toaccurately measure staff hours volunteered
across all businesses

Achieved

We have developed and implemented a process to measure the numberof staff who have taken volunteer days across the Group. We have beenable to report this figure for the first time in this report covering 75% ofstaff. We aim to improve coverage in 2012.

T&F to increase the number of employees
volunteering at T&F Head Office from 60
to 120Not achieved

72 employees volunteered.

IBI to develop a scheme to help young
people / school leavers into work at IBI’s
London Head Office

Achieved

IBI has taken an active role in our relationship with the Prince’s Trustwith many employees signed up to volunteer in workshops to support
the Trust’s young people. In 2012, IBI also aims to make placement
opportunities available.

IIR UK to develop community partnershipwith the Microloan Foundation

Achieved

IIR UK has carried out fundraising events for the Microloan Foundation,and given some promotional space to the organisation at three events.

Our Community – 2012 Objectives• Increase participation in volunteering to 10% of staff• Each Informa business to have at least one strategic community partnership• Develop and test a methodology to measure the wider economic footprint of Informa’s major events• Increase the number of work placements we offer to young people

CR Report 2011

23

Our

Com
mun
ity

Our Community – Performance
Company
Donations

MatchFunding

Volunteerprogramme costs

Gifts in
Kind

Group

£106,375£35,197£17,875£29,476

Academic Publishing£9,363£2,706£21,245£28,056

Professional and Commercial£30,000£0£39,121£0Training and Events£94,102£5,777£26,813£43,370

Total£239,840£43,680£105,054£100,902

Company
donations
total£489,476

Employee FundraisingGroup£44,631

Academic Publishing£12,587

Professional and Commercial£75,921

Training and Events£22,519

Total£155,658

Employeefundraising
total£155,658

2009/10/11 Comparison in Community Giving
2011

2010

2009

Company donations£489,477£166,118£57,021

Employee Fundraising£155,659£124,246£57,224

Exceptional item: Monaco Yacht Show

£3,811,548

n/a£2,000,100

Volunteering

Data coverage(by no. employees)% Coverage

No. of staff who
have volunteered% of staff who
have volunteered

Group

1,184

88%

122

10%

Academic Publishing

1,518

100%

145

10%

Professional and Commercial

1,146

70%

51

4%

Training and Events

2,285

61%

183

8%

Total

6,133

75%

501

8%

24

CR Report 2011

Our Performance at a Glance
Performance

Our People
Headcount Gender Split

Management Gender Split

Staff Turnover

2011

2010

2009

Staff turnover for all departments

28%

25%*

28%*

Voluntary staff turnover

19%

18%*

13%*

*= in 2009 and 2010 we were only able to report on UK, US and Dubai.

Our Environment
Office Energy Usage - Year on Year Comparison
KG CO2/ person

Our Community
Company donations and employee fundraising – year on year comparison

2011

2010

2009

Company donations£489,477£166,118£57,021

Employee Fundraising£155,659£124,246£57,224

Exceptional item: Monaco Yacht Show

£3,811,548

n/a£2,000,100

CR Report 2011

Our Objectives at a Glance
Performance
Performance

Our Content – 2012 Objectives• Run a webinar on best practice online accessibility for all relevant staff to attend• Put together a best practice checklist for accessibility standards for all of our business• Conduct workshops with our two major publishing businesses to discern how best to measure the impact of their
publications on society and develop relevant KPIs for this• Explore how best to ensure the integrity of the content of our conferences

Our People – 2012 Objectives• Increase training days per employee• Reduce voluntary annual turnover to 18% or less
• Reduce absenteeism• Continue to be recognised as a great place to work through independent awards and staff survey results• Perform an audit of our teams who implemented our Events Health & Safety management system to ensure
consistency is applied across our Events division

Our Environment – 2012 Objectives• Reduce office emissions1• Switch all journal wrapping to biodegradable poly-wrap• Reduce waste from warehouse by improved stock controlling and forecasting from sales• Establish the number of recycling partnerships in place for our major events• Increase % of certified paper of T&F books printed in the US• Increase number of T&F book titles on POD to 50,000 (22% increase)• Increase the average score within our print supply chain environmental assessment questionnaireThis applies to all offices where we have full control of the energy consumption / pay the bill directly to the energy provider, i.e. 27 offices
covering 45% of our staff.
1

Our Community – 2012 Objectives• Increase participation in volunteering to 10% of staff• Each Informa business to have at least one strategic community partnership• Develop and test a methodology to measure the wider economic footprint of Informa’s major events• Increase the number of work placements we offer to young people

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Email: csr@informa.com