2

CR Report 2012

Where we operate

Academic
Information

1,493

170

Number ofstaff

Number of countries
AI sells into

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

Events& Training

2,914

166

Number of Number of countries
staff
ET sells into

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.

CR Report 2012 3

Professional &Commercial
Information

2,541

165

Number ofstaff

Number of countries
PCI 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.

Central Group
Functions583
Number ofstaff

Our Central Group Functions include Finance, IT, Legal, HR andShared Services and support all of Informa’s businesses globally.

4

CR Report 2012

Contents
05

Chief Executive's Introduction

06

CR Director's Strategic Review

07

Content
2012 Highlights

08

Content
Objectives and Plans
PeopleContent

09

Content
People12People14

People16
18

Our Performance at a Glance

19

CR Governance: 'Louder than Words'

Our front cover illustrates what we do best at Informa: taking inputs frommany sources and turning them into useful knowledge for our clients. By
providing highly specialised knowledge through a variety of channels, weempower individuals, organisations and society to make better decisions.

CR Report 2012 5

Chief Executive’s IntroductionPeter Rigby explains Informa’s
commitment to knowledge
that is professionally produced,
rigorously researched andproperly disseminatedWe are a diverse business with crystal clear priorities and ambitions. Each of our divisions has
its own specialisms and audiences, but we share a fundamental commitment to ensure that theknowledge we provide is always professionally produced, rigorously researched and properly
disseminated.
The high profile events of 2012 reminded those of us operating in the media sector that our mostimportant impact is, without doubt, our content. From the board to the most recent graduate
employee, we all know that our continued survival and success depend on our content’s integrity
and reach. Every day, millions of people in education, healthcare, agriculture, finance and othersectors rely on our products and services. They would expect nothing less from us.
It has been an exciting experience to develop content as a fundamental part of our CR
programme. Our CR function is in a unique position to drive debates internally due to its ‘all access’
remit. We have engaged with people across the business to understand what ‘good’ content
means to them, what the different divisions can learn from each other and how we can continue
developing our strengths. We have also introduced content-related KPIs in this year’s CR Report,
but as always there is much more to do. Alongside content, we continue delivering on the widerpriorities that we share with other sectors: bringing down our environmental footprint, building
meaningful community partnerships and providing a great place to work.
All this and much more is discussed in greater detail in the following pages.

Peter Rigby
Chief Executive

6

CR Report 2012

CR Director’s Strategic Review

Emma Blaney explains how
Informa has worked hard to definesustainability priorities that are
uniquely relevant to us and ourbusiness objectives
2012 was challenging for the media sector. Questions around the role of business in society, theintegrity of media, the push for Open Access and the reconfiguration of the media landscape madeour programme focus on content more relevant than ever.
We have recently relaunched our approach to sustainability under the heading ‘Louder than Words’.
Louder than Words is symptomatic of how we do things at Informa: we focus on outcomes rather
than gestures, not least when it comes to sustainability.
We were not the first media company to adopt a more strategic approach to sustainability, nor do
we top the many CR rankings out there. However, our approach to sustainability is marked by anincreasing sense of confidence, as we have worked hard to define the priorities that are uniquely
relevant to us and our business objectives. The foundation is in place and it is a solid one.
There are many examples of how this has translated into results:•

Evaluating the impact of one of our major events affirmed the socio-economic benefits brought
about by Informa Events & Training, both as a result of direct employment and more widely
through the activities of suppliers, partners and delegates;•

We are actively moving towards genuine partnerships with third sector organisations, using ourdistinct skills and knowledge to benefit the communities in which we do business;•

Our greatest impact on society is through our content. This year we have introduced newcontent-related KPIs to show how we are performing as a knowledge provider;•

We are boosting our efforts to manage office energy usage more effectively. Our publishingbusinesses continue to cut their paper use and minimise environmental impacts throughout the
product lifecycle. We have also successfully run large-scale zero-waste and carbon neutral events.

As ambitious supporters of CR, we recognise that there are plenty of areas still to be focused on andimproved. A key objective of mine concerns internal engagement with sustainability. Our employees
have shown a keen interest in getting involved in our CR initiatives, but we are not yet at a stage
where we engage them strategically in the conversation of where we want to be. In 2013, we hope tochange this. We know that it takes many local perspectives to tackle global sustainability challenges.
In the meantime, have a look at the following pages to see what kept us busy in 2012 and get intouch with us if you have any comments.

Emma Blaney
HR and CR Director

CR Report 2012 7

2012 Highlights

Mapping our‘brainprint’

Ran workshops with employees at Taylor& Francis (T&F) and Informa BusinessInformation (IBI) to explore the impacts ofour content on society.

Indigo, virtual
workplace

Launched new global virtual workplace,
Indigo, which provides increased
visibility of activities across theGroup, ease of communication andbetter means of collaboration. 75% of
employees are currently connected,
with work continuing in 2013 to achieve
100% coverage.

A great place
to work

Sustainability
Initiative of
the YearYoungleaders

InformaAcademyCertified as one of Britain’s Top
Employers for the fifth year in a row.
Awarded “Ones to Watch” status in theBest Companies Accreditation 2012.
Shortlisted for WorkingMums andPersonnel Today awards as a result of
our approach to flexible working.

Reducing
waste fromprint
over-runs

Improved the quality and accuracyof the customer data we use toforecast journal print runs, helping
us to reduce the amount of printed
journals that needed pulping to 11%(2011: 19%).

Biodegradable
journalwrapping

100% of our journals come inbiodegradable packaging, which will
degrade fully within 30 years compared
to 100 years for traditional oil basedmaterial.

Certifiedpaper

All UK books and journals are printed on
paper certified by either the FSC or PEFC
forest certification schemes. The proportionof certified paper used for US books andjournals also increased.

Zero-waste
eventsInforma Canada produced largescale zero-waste events, working in
partnership with service providers(cleaning teams, caterers, waste
management companies), exhibitors
and attendees.

Prince’s Trust
partnership

Continued partnership with the
Prince’s Trust, providing workshops foryoung people wanting to move into
employment, with ambitious plans forfurther development in 2013.

Introduced a “Sustainability Initiative of
the Year” award to recognise visionary
colleagues and business units internally.

IBI organised the seminal Young Leaders
conference to give our young employees
the chance to come together for a
two-day event to gain insight into career
progression opportunities, understand thebusiness strategy and network with the
management team.

Achieved an 8% increase in attendance toInforma Academy courses and webinars,
our internal training provider.

Community
investment

12% of Informa employees volunteeredin 2012 (2011: 8%). Company donations(cash and in kind) to charitable andcommunity causes amounted to£539,560 (2011: £489,476).

Socio-economic
footprint of
eventsDeveloped and tested economic
footprint methodology on our event,Fispal, in Brazil, demonstrating
the multiplier effect in terms of
employment and spend with suppliers.

8

CR Report 2012

Objectives and Plans
Achieved:

Objectives

In progress:

Deferred:2012 Progress• Developed key performance indicators (KPIs) relating
to our content;

Content

Content• Explored how best to ensure the integrity of thecontent of our conferences;• Increased awareness of online accessibility policies,
but best practice discussions still to be had;

PeopleContent• Conducted workshops with T&F and IBI to discern
how best to measure content impacts on society.

People• Increased training courses per employee;

Content• Failed to reduce voluntary annual turnover of
employees to <18%;

PeopleContent• Reduced average absenteeism from 2.82 days per
employee to 2.52;

People• Continue to develop methods for measuring theimpact of our content on society;• Continue developing ownership andunderstanding within our businesses of the link
between sustainability and our content;• Develop our capacity in offering Open Access (OA)
within Academic Publishing.

PeopleContent• Recognised as a great place to work throughindependent awards and staff survey results;

PeopleContent

2013 Plans• Audited the teams implementing our Events Health& Safety management system to ensure consistency
across our Events division.

• Boost our internal training capability & capacity
by increasing investment in Informa Academy to
improve the training materials and increase thenumber of courses available to staff;• Develop and implement a talent and succession
programme for high level positions across theGroup;• Develop our approach to engaging employees instrategic conversations around CR.

PeopleContent• Reduced our warehouse waste through improved
stock control and forecasting;• Continue rolling out POD across our publishingbusinesses;• Increased number of T&F book titles on Print On
Demand (POD) to 50,000;• Further reduce waste from journal print over-runs;

People• Switched all journal wrapping to biodegradable   poly-wrap;• Map the key environmental impacts in the supply
chain for our large scale events.

• Failed to measure the number of recycling
partnerships in place for major events;• Failed to reduce emissions of CO2 arising from theenergy used in our offices.
• Work still in progress to establish at least one strategic
community partnership for each business;• Did not succeed in increasing the number of work
placements we offer to young people;• Develop new and existing community
partnerships that provide long-term benefits andmake the most of our unique resources, skills andknowledge;• Increased participation in volunteering from 8% to
12% of staff;• Improve our capacity to assess the impacts of ouremployee volunteering programme, e.g. on staff,
the business and our community partners;• Developed and tested a methodology to measure thewider economic footprint of our major events.

• Continue mapping the socio-economic impacts of ourmajor events, using our own-developed methodology.

CR Report 20129

Content
Informa’s publications and events help drive better decisions injust about all spheres of society; from health science to shipping
intelligence, leaving a truly global social, cultural and economic‘brainprint’ in our wake.
We continue to recognise the impact of our content as our greatest
point of leverage. In 2012, we made good progress in aligning
the CR programme with our business objective of being the best
knowledge provider. All our businesses share a commitment
to ensuring that our content is always professionally produced,
rigorously researched and properly disseminated. For us, that iswhere the major risks and opportunities lie.
In 2012, we ran a number of workshops across the business toengage key employees in thinking about the strategic link between
sustainability and the ways in which our content inspires, educatesand challenges our clients. The feedback given in these sessions wasincredibly positive and we are confident that ‘local’ ownership of thisbranch of our CR programme will grow significantly in the years tocome.
Another outcome of the sessions was a set of key performanceindicators (KPIs) relating to our content performance. This is
new territory for us, and the media sector in general, but we willcontinue the drive towards better measurement in the future.

Developing the highest
quality content
Safeguarding trust and integrity
The common denominator for all our businesses is thriving on thedelivery of high quality, trusted content. Our quality assurance
mechanisms vary between the different formats we specialise in,ranging from events and training to academic publications.
Our Academic Information division operates a robust and wellregarded peer review process to ensure that content is always ofthe highest standard. Both IBI and Academic Information work
closely with the Committee on Publication Ethics (“COPE”), a charity
dedicated to promoting the integrity of peer-reviewed publicationsin science. 2012 saw Taylor & Francis become the largest global
publisher in the Thomson Reuters’ Journal Social Science Citation
Index, a position we already held in the Arts and Humanities
Citation Index.
Our Professional and Commercial Information division has a strong
editorial and content code in place, to which editorial staff must
adhere. Our event production process is strongly research driven,
with some of our bigger events employing independent advisoryboards to help shape content. In addition to our formalised codesand procedures, all of our products are subject to rigorous research
and analysis. Where possible, we share best practice standards andguidelines across the Group. We measure our ability to deliver quality
content across all channels and take action on the feedback we get.

External recognition
In 2012, we continued to receive considerable praise andrecognition for the content we provide. For example:

Running since 1976, Informa’s annual Arab Health exhibition most recently
attracted over 83,000 attendees representing 142 countries•

Routledge was honoured by the Association of American
Geographers for its long-term commitment to geography and its
innovative efforts to enhance the quality of publications in the field;•

Ovum, a part of Informa Telecoms and Media, was named Global
Analyst Firm of the Year by the Institute of Industry Analyst
Relations and was commended for its ease of use, value for money,
objectivity and originality of research; and•Lloyd’s List won the inaugural British Media Award for Paid Content
Innovation for its drive and success in providing high-value insight,
data and news.

10

CR Report 2012

Content

Promoting the topic of sustainability
Several of our products and services facilitate debate aroundsustainability directly. Earthscan, a company in the Academic Information
division, is widely recognised as the world’s leading publisher onsustainability and environmental technologies. On the events side, theexamples of sustainability-themed content are numerous:•

Our “TOC Container Supply Chain Europe” conference brought
together leading experts to explore new approaches andtechnologies to deliver ‘green’ container transport operations;•

Now in its fourth year, our Handelsblatt Annual Conference“Renewable Energy” has established itself as one of the mostimportant events for the sector;•“Sustainability in the Food Supply Chain”, an Agra Informa event,
provided an international platform for industry professionals to
identify ways to overcome sustainability challenges within the
supply chain.

The decreasing price of solar power – a speaker at Euroforum’s Handelsblatt
Annual Conference on Renewable Energy

Creating expertiseIntellectual capital is the lifeblood of our business. Our success is fully
dependent on attracting the best people, making sure they stay up todate with developments within their specialisation and giving them thefreedom to succeed. For example, IBI organised a major internal event,the Journalism Summit, bringing together journalists, management
teams and external speakers to understand the future of journalism
and business intelligence. Training and development initiatives arewidely available to our employees. In 2012, our internal training
resource, Informa Academy, grew in popularity, increasing attendance
to courses and webinars by 8%. Our approach to staff engagement anddevelopment is discussed in more detail under ‘Our People’ on page 12.

Making our content as
widely available as possible
We do business in almost all countries and are always exploring
ways to innovate our delivery platforms and formats to maximise
reach and accessibility.

Open Access
Open Access (OA) initiatives continued to evolve in 2012. OA aims
to apply the principles of free availability and unrestricted use to theresults of academic research. The Finch Report was released in the UK in
July 2012, which detailed the conclusions of an expert working grouptasked with investigating how to expand access to published researchfindings. It recommended the ‘gold’ open access model, where open
access is funded by article publishing charges (APCs). The report notedthat widening access will require co-ordinated, balanced action byfunders, universities, researchers, libraries, publishers and others, andadditionally that no single model can, on its own, maximise access toresearch publications. Implementation of the Finch recommendations
is proving complex and we have held focus groups with key university
stakeholders to understand how OA will be applied in their institutions,and we are investing resources in staff and new systems to further
develop our OA capabilities. Currently, more than 96% of our journals
have an OA option and we expect virtually all of our journals to haveone by the end of 2013. In addition, we publish 22 pure OA journals
and expect to grow this further in the coming year.
Earthscan, a T&F company, is widely recognised as the world’s leading publisher insustainability and environmental technologies

CR Report 201211

Broadening access in developing countries

Expanding our reach

We continue to provide free and low-cost access to our publications forthe research community and not-for-profit institutions in developing
countries. We do so through the International Association for Digital
Publishers’ Affordable Access Program, INASP’s PERii Program, TEEAL,
and Research4Life which includes the Hinari Access to Research in
Health Program. More than 200,000 Informa Healthcare articles andbooks were downloaded through Hinari in 2012. Taylor & Francis
remains an active founding member of Publishers for Development(PfD), working to meet the research and information needs ofdeveloping countries. In addition, Taylor & Francis’ home-grown author
access and resource programme, STAR, continues to grow strongly,
with more than 1,000 new researchers from Africa, South Asia and Latin
America registered during 2012.

It is imperative for us to explore ways to innovate our delivery
platforms and formats to maximise reach and accessibility. Some
examples of developments in 2012 were:•

Routledge’s innovative digital South Asia Archive, developedin association with the South Asia Research Foundation. In
response to growing demand from researchers for research andteaching resources relating to South Asia, the archive offers
over five million pages of interdisciplinary content, unrivalled inbreadth and depth;•

Informa Healthcare launched a new partnership with the
Chinese Medical Record Association for the publicationof Chinese Medical Record: English Edition. This marks animportant step in making high-quality, peer-reviewed content
from China accessible worldwide; and•Taylor & Francis announced a new publishing partnership with
the Atomic Energy Society of Japan (AESJ), bringing quality
peer-reviewed articles to a global audience, in print and online.

The inclusion of two new KPIs on our reach illustrates our commitment
to make the knowledge we produce as widely accessible as possible.

www.southasiaarchive.com
Routledge’s innovative digital South Asia archive offers over 5 million pages ofinterdisciplinary content, unrivalled in breadth and depth

Content Performance
KPI

2013 Target

2012

2011

2010

~100%

96.5%

40.9%

33.6%

Open Access

Journals with an Open Access option

Reach

Proportion of book titles available digitally

50.6%

47.3%

44.8%

Proportion of group revenue derived fromoutside Europe and USA

30%

27%

23%

12

CR Report 2012

PeopleOur business is fully dependent on the expertise, skills and passionof our employees. We therefore do all we can to attract, retain anddevelop the best people, giving them the space and support theyneed to perform their roles to the best of their ability.

Giving employees
freedom to succeed
External recognition2012 saw us certified as one of Britain’s Top Employers for thefifth year in a row, based on independent research conductedby the Corporate Research Foundation (CRF) Institute. We werealso awarded a “Ones to Watch” status in the Best Companies
Accreditation 2012 project. This project provides the researchbehind the well recognised UK Sunday Times ‘Best Companies toWork for’ lists, based purely on employee feedback.

Training
We achieved an 8% increase in attendance to Informa Academy
courses and webinars. Our individual businesses and shared service
centres built up their core training and launched new initiatives.
Taylor & Francis, for example, rolled out an Essentials of Management
suite of programmes in the UK for all managers and deputy
managers. ESI International launched ESI University with a focus on
education, collaboration and sharing of best practice. Topics include
business acumen, strategy, revenue recognition and leadership. IBI
stepped up their Sales Academy with all new hires now receiving afull induction to sales techniques. Lastly, our UK Shared Service Centre
continued to support Accounting and Compliance staff throughprofessional finance qualifications, Credit Management staff throughInstitute of Credit Management training and Customer Operations
staff through Institute of Customer Service qualifications.

Work life balance
We put our flexi-time policy in place six years ago andapproximately 9% of Informa’s UK staff work flexibly. In 2012,
we conducted a survey of UK staff on flexible working, whichhighlighted again the value of this: 96% of respondents said it
positively impacts their productivity; 84% could not continue
working without it; and the average length of service for staff
on flexi-time is 3.2 years longer than for non-flexi staff. We wereshortlisted for both a WorkingMums and Personnel Today award in
the past year as a result of our approach to flexible working.

Employee charity involvement
We have seen great mutual benefits arise from our partnerships
with charities. Details of our partnerships are highlighted under“Our Community”, but one particular area for Informa has been
staff development as employees use their skills, knowledge andinitiative to support charities. Staff taking part highlighted many
development benefits, including increased confidence, better teamskills and greater awareness of the positive impact on society boththey and Informa can have.

Communication and Collaboration
In a business the size and complexity of Informa, reliable andaccessible communication channels are extremely valuable inallowing the sharing of best practice and supporting staff intheir roles. In 2012, we launched a best-in-class, bespoke digital
workplace. The new system replaced our previous intranet andprovides increased visibility of activities across the Group, ease ofcommunication and better means of collaboration. 75% of staff
globally are now on this new platform, with work continuing in 2013
to achieve 100% coverage.

Recognising good
performance
Celebrating achievements
Our aim at Informa is to give employees the freedom to succeed andthere is always plenty to celebrate in terms of staff achievements. We
do so at a Group level annually at the Informa Awards where there are
20 categories including Best New Product Launch, Employee of theYear and Award for Innovation. Staff are nominated by colleagues andentries judged by senior executives. The 2012 Awards ceremony took
place in a hotel in London and were presented by our CEO, Peter Rigby,
and Adam Walker, our Finance Director.
Awards for Marketing Excellence continue to be held on a quarterly
basis with winning entries featured on the intranet and cash prizes forthe candidates.
We also launched a “Sustainability Initiative of the Year” award for the
first time in 2012. This will continue to be awarded annually, alongside
our Unsung Green Champions’ awards, to encourage and recognise
efforts that see long-term sustainable improvements made in ouroperations.

CR Report 2012

Supporting young leaders
Five young employees were selected to take part in the exceptional
One Young World summit. They joined 1,200 young people from183 countries in Pittsburgh, USA to address the problems of today
and hear from leading inspirational figures. On their return, theypresented back to their business’ management team on areas
relevant to the business, such as creating youth opportunities, social
business objectives and transparent business communications.
Inspired by One Young World, IBI launched its first young leaders‘
conference last year, giving young employees the chance to cometogether for a two-day event in London. Here they gained insight
into career progression opportunities and discussed their thoughts
on Informa with their peers and the management team. Receiving
strong positive feedback, we will repeat the event in 2013.

13

Maintaining integrity
We updated our anti-bribery and corruption policies back in2011 after the introduction of the new UK Bribery Act. In 2012, anadditional obligatory training podcast was launched for all staff
globally to ensure everyone is aware of how bribery and corruption
can affect their roles.
We continue to respect the privacy of individuals and arecommitted to handling personal information responsibly and incompliance with all relevant privacy and data protection laws. In
December 2012, we reviewed our existing policies and launched“The Informa Group Privacy Principles” and associated guidance.
In conjunction with the new policy, we introduced a training andawareness programme which will continue to run during 2013.

Investing in Staff – ESIInternational
Informa employees attend 2012’s One Young World summit in Pittsburgh, USA

Health & Safety at events
Following a focus on training and the implementation of event health andsafety (H&S) plans in 2011, the UK events teams were subject to an audit
covering all divisions and some of the countries in which they operate
in 2012. The individual audits overall achieved a high standard of H&S
management with an average score of 80%. The training programme wascontinued and a first aid module for events organisers was well attended
by staff. This has helped ensure first aid cover at all our events.
The events venues continue to be approved by the new Venues H&S
Administrator, who also administers the safe contractor programme forall event divisions.

89% of ESI International’s staff reported in 2012 thatthey believe that “ESI invests in their professional
development”. This compares very well with the
published average engagement score of othercompanies. During the year, ESI launched their own
internal university, supporting staff in their roles andencouraging collaboration. Attendance is nearly
always cross-functional and from all levels of theorganisation. An ‘onboarding’ programme was also
launched – having a team of tenured staff form awelcoming committee for each new joiner. Eachmember of the committee meets with the new hireduring their first 60 days to discuss their role, ESI’s
business and how they will work together.
ESI is an Informa training business, employing over 250
staff globally

In 2013, further H&S training modules will be added to the current
programme to assist in the H&S management at events. Following a
programme of looking at best practice within the international events
divisions, a global framework has been established to ensure greater
consistency with events teams based in all of our geographical locations.

People Performance
KPI

2011

2010

7,531

8,275

8,241

Total headcountGender split

Headcount gender split

56% female

55% female

57% female1

Management gender split

47% female

47% female

50% female1

Staff turnover for all departments

30%

28%

25%1

Voluntary staff turnover

21%

19%

18%1

1.41

1.27

Not reported

2.52

2.82

Not reported

Training

Average number of training courses per employee

Absenteeism

Average days absence per employee

in 2010 we were only able to report on UK, US and Dubai.
National average for the UK.

2

2012

Headcount

Staff turnover1

2013 Target<4.5 days

2

14

CR Report 2012

In addition to our content impacts, we leave a direct environmental
footprint through our operations; be it the physical print and paper
supply chains that our publications use, the data centres that power
our ever growing digital content or the infrastructure of the major
events that we run. We are working to minimise and mitigate ourenvironmental impacts. In this section we highlight some of the key
initiatives and developments of 2012 relating to this commitment.

Reducing our waste
Reducing waste from journal print over-runs
A key source of waste in the publishing industry stems from print
over-runs. In 2012, we continued to improve the quality andaccuracy of the customer data we use to forecast journal print
runs. This helped us to reduce the amount of printed journals
that needed pulping from 19% in 2011 down to 11% in 2012. We
anticipate the 11% figure will rise slightly as we’ll inevitably haveto pulp some 2012 printed copies in the early part of this year;
however, we expect to still see a significant year on year saving andto cut this even further in 2013 as we further improve our print run
forecasting.

Reducing waste through increasing use of print
on demand
Print on Demand (POD) means we only raise a print request to our
digital printers when we have got actual demand from a customer,
rather than printing copies based on anticipated demand. We arecontinually making titles available on a POD basis, thereby doing
away with the need to warehouse high stocks of books, some ofwhich inevitably end up being pulped. In 2012, T&F UK increased
the number of their book titles available as POD by 23%.
For US book titles we operate a combination of POD and also asystem called micro-inventory, which means that a very small
inventory of back-titles is held and this is then automatically
reprinted when it hits a pre-determined level. In 2012, we increased
the number of US titles available as either POD or micro-inventory
by 21%. Overall, the number of book titles available on POD or
micro-inventory, increased to 57,473.
On the journals side, T&F’s US journals business piloted a POD
project for a selection of titles in 2012. In 2013, the US T&F’s journalbusiness has set the target of having 275 titles available on a POD
basis by the end of the year. T&F UK will be running their own POD
pilot project in 2013.

FSC – Forest Stewardship Council (www.fsc.org).
PEFC – Programme for the Endorsement of Forest Certification (www.pefc.org).

3
4

Biodegradable packaging for journals
For several years our USA journals have been using biodegradable
packaging. In 2012, we switched all UK journals to biodegradable
packaging too. This means that the wrap used for an additional 2.25
million journals in 2013 will degrade fully within 30 years, comparedwith 100 years for traditional oil based material.

Zero waste events
Our major exhibitions events have the potential to produce large
amounts of waste due to their bespoke, short-lived nature. In 2012,
Informa aquired a new business in Canada that has achieved zero waste
at their events. Working in partnership with their service providers(cleaning teams, caterers, waste management companies), theirexhibitors, and the attendees at their events, they have managed todeliver zero waste conferences for the past six years. For their exhibitors,
from whom much of the waste is generated, they provide advice on
what materials to bring based on their recyclability. For those materials
where they are unable to provide recycling options, exhibitors are
asked to take this material away with them at the end of the event.
The methodology has since been shared across the Group. Buildingon these insights, one of our objectives for 2013 is to map the key
environmental impacts in the supply chain for our large scale events.

Managing our supply chain
Paper sourcing
Informa’s paper sourcing policy was implemented across all our
publications in 2012. Now all books and journals in the UK, both
T&F and IBI, are printed on paper certified by either the FSC3 or
PEFC4 forest certification schemes, with the majority, including alljournals, being printed on FSC certified paper. For T&F USA journals,
the figure is closer to 80%, with the majority being printed on PEFC
certified paper. The target for the coming year is to continue to workwith printers to switch the remaining 20% to certified paper.
Our daily newspaper, Lloyds List, is printed by the Guardian MediaGroup. In 2012, virtually all of the paper they used was either FSC or
PEFC certified, or made from post-consumer recycled waste.
We also reduced the total amount of paper we use by reducing ourstandard journal paper weight for T&F’s UK journals by 12.5%, from80gsm to 70 gsm, as well as through the various initiatives in place
to reduce print over-runs.

Engaging our supply chain
We continue to ask our print suppliers to fill in our environmental
scorecard. This enables us to assess their performance against arange of ‘green’ criteria covering chemical use, water efficiency,
greenhouse gas emissions and waste management.

CR Report 201215

More efficient logistics
In the UK, our largest paper type is our standard 70gsm journal
paper. In 2012, we changed the way we manage this paper
supply chain. Previously we took delivery of the paper in a central
warehouse and then distributed it out to our printers. Now thepaper is delivered direct from the mill to our printers, thereby
reducing the number of haulage miles.

Alicia Boyd, Informa Australia - one of our 2012 Unsung Green Champions

Managing our energy
impacts
Measuring and reducing our office emissions
In 2012, we further improved the way we gather energy
consumption data from our office network. This has always been achallenge, as we have over 120 offices, located across 30 countries.
We have redesigned our data gathering tool to ensure those fillingin the data can clearly see what data we need and why, and havecollected energy data from offices covering 68% of our staff. Our
focus is to reduce emissions arising from energy used at our offices.
However, we focus our efforts on reducing energy usage in our 25
largest offices. These larger offices house 64% of our employees,
and tend to have facilities managers in place to drive reductions
in energy usage. In 2012, we reissued our internal Guide to Office
Energy Efficiency to these managers.

Carbon Neutral Events
Euroforum Germany, an Informa Events business and one of theleading conference producers in Germany, produced eight carbon
neutral events in 2012. Together with their carbon off-set partner,
Klimainvest, Euroforum identified four off-set projects, two of whichwere Gold Standard Projects.5

We continue to develop our distributed print model, where printing
is done as close to the local market as possible (when economically
viable). Doing so means we can reduce the distribution airmiles of
our journals. For journals we now have well established regional
print hubs in the UK, Singapore, and the USA. For our books we
now have digital printing hubs in Singapore, UK, USA, Australia
and Japan. 30% of our new US titles are now printed in multiple
locations on the first print.
The exploration of how we might extend print on demand
operations to journals will, we hope, lead to further reductions intransport miles for our physical publications.
In the USA, T&F has also been working on a project with their air
freight logistics provider to further consolidate shipments, whererequired, and so reduce the overall number of airfreight trips.

Engaging our employees
Every year we hold a Green Week across all of our businesses
globally. As part of Green Week, we run a number of Group-widecompetitions, including ‘Sustainability Initiative of the Year’, ‘UnsungGreen Champion’ and our ‘Green Games’. In the latter, staff acrossthe business compete to improve daily habits so they become moreenvironmentally friendly. Local offices organise activities including
volunteer days where staff contribute to many different activities.
For instance, Informa employees helped run a Foodcycle café, inwhich surplus food from supermarkets is used to make nutritious
meals for those at risk of food poverty.

“Companies like Euroforum, who willingly seek certification andneutralise their emissions, are trailblazers in their industries. As apartner in their climate efforts, we are happy to be working withsuch a progressive company and together initiate new projects”.
Klimainvest’s Director, Jobst Jenckel
Employees in London volunteer with Foodcycle – a charity using surplus food fromsupermarkets to make nutritious meals for those at risk of food poverty

Environment Performance
KPI
Waste

Number of book titles available as POD &/or
micro-inventory

CO2 emissions

Total CO2 (tonnes) arising from office energy use6
Kg CO2 per person arising from office energy use
for our 25 largest offices7

2013 Target

2012

2011

2010

60,00057,473

46,846

Not reported

9,728

9,242

Not reported

1,988

1,689

Not reported

1,789

Every Gold Standard project must comply with the United Nations Framework Convention on Climate Change’s (UNFCCC) strict standards and feature additional environmental
and social benefits.
2011 data covers 70% of our staff, 2012 data covers 68% of our staff.
7
2011 data covers 61% of our staff, 2012 data covers 64% of our staff.
5

6

16

CR Report 2012

As a global company, we leave a social footprint wherever we dobusiness. Through our operations, we create employment, drive
economic progress and foster social development.

Establishing strategic
partnerships
There is growing recognition that long-term, strategic partnerships
between businesses and third sector organisations can bring about
lasting social benefits. Over the past couple of years, our businesses
have received their own charities budget to support them indeveloping such partnerships, so that our professional skills andresources can help address local and regional challenges. Althoughmore partnerships have been established and those already inexistence have developed further, work continues to meet ourobjective that all businesses should have a strategic partnership inplace with a local organisation.
Here are a few examples of existing partnerships:

In the UK, our partnership with the Prince’s Trust remains strong.
Our employees have continued to run workshops for young
people wanting to move into employment. Four Informa teams
took part in the Million Makers Corporate Challenge, creating
their own mini enterprises to raise money for the Trust. Our teams
compiled business plans, went through rigorous Dragon’s Denstyle assessment processes and successfully launched their own
products, with all profits going to the Trust. For 2013, we areplanning to make our training resources available to mentors on the
Trust’s enterprise groups that help young people set up businesses.
During 2012, IIR Middle East, based in Dubai, entered into a
partnership with the Al Noor Training Centre for Children with
Special Needs. The Centre serves children with special needsfrom different nationalities and can accommodate up to 300
children. It runs a holistic programme addressing all domains of achild’s development, with a view to integration into mainstream
society. The programme will see IIR Middle East offering training
opportunities to staff, both in terms of professional and personal
development. The initial plan is to provide 38 complimentary seatsat various training sessions over the year.
IBI supported the Young Journalists’ Academy, a programme for
16 to 18-year-old London state school pupils who are interested
in pursuing a journalism career, through sponsorship and pro
bono work. Various senior editors from Lloyd’s List presented on
the future of journalism and the skills needed to succeed. Three‘rising stars’ from the 30-strong group of participants subsequently
enjoyed internships across IBI on Lloyd’s List, Scrip and The Public
Ledger.

London school pupils attend the Young Journalists’ Academy supported by IBI

Senior editors from Lloyd’s List present at the Young Journalists’ Academy

CR Report 2012 17

Engaging employees
Fispal, Informa’s annual tradeshow
in Sao Paulo, Brazil, measured
significant socio-economic impacts
on the city

Six years of Going Bananas
Go Bananas is our annual fundraising event, bringing together Informa
employees across the world to support our charity partner, World Cancer
Research Fund (WCRF). Now in its seventh year, employees worldwide have
fun taking part in a range of banana-themed activities, from scavengerhunts to fun runs. For the London run, our CEO, Peter Rigby, annually donsa banana suit with employees challenged to “beat the banana”. While there
may be more strategic ways to engage staff in community matters, we see
Go Bananas as a flagship event that brings our diverse businesses together
and builds teams and relationships locally. In total, almost 1,500 staff, alongwith family members, took part in 2012, raising over £77,000 throughemployee fundraising and corporate donations. The amount raised since2007 totals more than £445,000.

Stop! for the Community
All Informa employees get one day off per year to volunteer in thelocal community. We call this programme ‘Stop! for the Community’.
The slideshow below gives a taster of 2012’s activities and theenthusiasm shown by our workforce to deliver positive community
impacts. Employee participation in volunteering activities increased
by 4% from 2011, bringing the total proportion of staff volunteeringin 2012 to 12%. Company donations (cash and in kind) to charitable
and community causes totalled £539,560, up 10% from £489,476 in
2011. Employee fundraising across the Group amounted to £91,387,
down by 41% compared to 2011.

A slideshow celebrating examples of employee volunteering around theworld in 2012

Community Performance
KPI

Understanding our impacts
We have become better at quantifying and measuring our community
investment spend, whether in cash, in kind or pro bono. We are also
increasingly interested in understanding more systematically the socialand economic impacts of our day-to-day business operations.
In 2012, Informa continued to work with PRELIMS (www.prelimsgroup.
com). PRELIMS is a collaboration of leading UK and US publishers
who have been working together since 2003 to develop a common
process to assess labour and environmental standards in the facilities
that produce our products. Together we have established a Code of
Conduct which sets out the standards we expect in the sites producing
our product, wherever they may be located. Any supplier to one ormore of our members may be asked to undertake an audit against thisCode of Conduct. The supplier can then choose to share the resultswith as many of the members as they wish, thereby avoiding having
to undertake more than one audit. PRELIMS is not a complianceprogramme. It is about helping to identify gaps between the PRELIMS
Code and what is actually happening at a supplier’s site, and to thenhelp members to support suppliers with improvement plans.
One of our objectives for 2012 was to better understand the socioeconomic footprint of our major events, i.e. the value created for ourpartners and the host community. Together with Informa Brazil we
conducted a pilot study to measure the social and economic impacts ofFispal, an annual packaging and logistics tradeshow in Sao Paolo. The
event attracted over 7,400 visitors from outside Sao Paolo, spending
more than £2.1m on hotels alone. 26 people were directly employedorganising the event while over 500 jobs were created during theexhibition period, all of whom received training. In addition to thedirect employment figures, we estimate that more than 15,000 indirect
temporary positions were created to produce materials for the event,manage the stands and deliver other services across the value chain.
The findings confirm that, through their core operations, our events
contribute to economic growth, stimulate local entrepreneurship anddrive social development across the world. In 2013, we will continue
this mapping exercise for our major events, drawing out lessons about
our key impacts and how we can manage these to the best effect forour business and local communities.

2013 Target

2012

2011

2010

Fundraising

Employee fundraising£91,387£155,659£124,246

Company contributions

Company donations (cash)£301,136£283,520£166,118

Volunteer programme costs£97,644£105,054

Not reported

Gifts in kind

£140,780£100,902

Not reported

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

Not reported

12%

8%

Not reported

Volunteering% of staff volunteering

>10%

18

CR Report 2012

Our Performance at a GlanceContent Performance
KPI

2013 Target

2012

2011

2010

~100%

96.5%

40.9%

33.6%

Open Access

Journals with an Open Access option

Reach

Proportion of book titles available digitally

50.6%

47.3%

44.8%

Proportion of group revenue derived fromoutside Europe and USA

30%

27%

23%

2012

2011

2010

7,531

8,275

8,241

People Performance
KPI

2013 Target

Headcount

Total headcountGender split

Headcount gender split

56% female

55% female

57% female1

Management gender split

47% female

47% female

50% female1

Staff turnover for all departments

30%

28%

25%1

Voluntary staff turnover

21%

19%

18%1

Staff turnoverTraining

Average number of training courses per employee

Absenteeism

Average days absence per employee

1.41

1.27

Not reported

2<4.5 days

2.52

2.82

Not reported

2013 Target

2012

2011

2010

60,00057,473

46,846

Not reported

9,728

9,242

Not reported

1,789

1,988

1,689

Not reported

2013 Target

2012

2011

2010

in 2010 we were only able to report on UK, US and Dubai.
National average for the UK.

12

Environment Performance
KPI
Waste

Number of book titles available as POD &/or
micro-inventory

CO2 emissions

Total CO2 (tonnes) arising from office energy use3
Kg CO2 per person arising from office energy use
for our 25 largest offices4

2011 data covers 70% of our staff, 2012 data covers 68% of our staff.
2011 data covers 61% of our staff, 2012 data covers 64% of our staff.

34Community Performance
KPI
Fundraising

Employee fundraising£91,387£155,659£124,246

Company contributions

Company donations (cash)£301,136£283,520£166,118

Volunteer programme costs£97,644£105,054

Not reported

Gifts in kind

£140,780£100,902

Not reported

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

Not reported

12%

8%

Not reported

Volunteering% of staff volunteering>10%

CR Report 2012

CR Governance: ‘Louder than Words’
Corporate Responsibility at Informa
Informa Group continues to be a collection of well-known but distinct
businesses. Over the past few years, we have developed a CR strategy– Louder than Words – that rests on four pillars: our content, ourpeople, our environment and our communities. While this frameworkprovides direction for each of our businesses, insofar as possible theresponsibility for implementing our priorities in a meaningful way sits
locally. This is to ensure that individual Informa businesses have theflexibility to pursue themes that are relevant in their markets.
We currently have 24 CR leaders across Informa who work closelywith their CEO/MD to develop and take action under ‘Louder thanWords’ in a way that matches their unique geographical location
and business priorities. Our Group CR function runs an ‘open door’
policy and acts as a catalyst for ideas, a centre of expertise and a
distributor of information for the business units. They also holdquarterly meetings with our CR leaders - in person in the UK, and via
conference call with others globally.
The Group CR function is headed up by our Director of HR and CR,
Emma Blaney, who reports directly into our CEO, Peter Rigby, andhas a global remit. Overall governance of CR sits with the Board. CR
and governance issues are considered regularly by the Board as anintegral part of our corporate risk review process.
It remains a challenge to collect key performance indicators for all of
our operations given the heavily distributed nature of Informa. We
continue to trial new ways of collecting data and providing guidance
to ensure consistency in our reporting and coverage.

Stakeholder Engagement
We work with a wide range of stakeholders to understand and address
our key sustainability impacts. Our businesses take part in sector
associations and initiatives relevant to them, as described in moredetail throughout this report. We have a range of channels in place
to obtain employee feedback, both at the local level and within theGroup as a whole. We respond to, and learn from, relevant investor
requests such as CDP, formerly the Carbon Disclosure Project, as andwhen needed. Through our membership of the Media CSR Forum, wemeet regularly with media sector stakeholders, participate in sector
research and contribute to wider debates around media sustainability.

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

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