THECONTRIBUTION
WE MAKESUSTAINABILITY REPORT 2017

INTRODUCTIONABOUT INFORMA

WHO WE ARE
Informa is a leading BusinessIntelligence, Academic Publishing,
Knowledge and Events business
operating in the Knowledge andInformation Economy.

WHAT WE DO
The Group serves commercial,professional and academic
communities by helping themconnect and learn, and by creating
and providing access to content andintelligence that helps people andbusinesses work smarter and makebetter decisions faster.

//We connect people
with the networks andknowledge they need
to be successful//
HIGHLIGHTSOUR DIVISIONS£1,758m

£546m

165

Group revenue

operating profit

countries sold into

7,100

3.9m

115,000

books publishedin 2017

articles online

book titles

38,000+2m+

c200

product
subscribers

people visit our
events annuallyexhibitions and1,200 events

7,500+

74%

56%

colleagues

colleague
engagementlevel

femaleACADEMIC PUBLISHING
Publishes high quality scholarly
research and reference-led content
for academic communities.
BUSINESS INTELLIGENCE
Provides specialist data-driven
insight and intelligence, plus
consultancy and marketing services.
GLOBAL EXHIBITIONS
Organises major, branded,transaction-oriented exhibitions
for international communities.
KNOWLEDGE & NETWORKING
Creates and connects communities
through content-driven events,
training and digital platforms.
GLOBAL SUPPORTProvides business services
to the four operating divisions
and leadership for the Group.

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

INTRODUCTIONCONTENTSOVERVIEW
2 / INTRODUCTION

4 / UN SUSTAINABLE
DEVELOPMENT GOALS

36 / WHAT’S NEXT?

Group Chief Executive Stephen A. Cartertalks to Head of Sustainability Ben Wielgus
about why sustainability is central toInforma’s success

How the UN’s Sustainable Development
Goals complement and drive our ways
of working

A look to the future and what’s next
for sustainability at Informa

FOUR PILLARS

5 / OUR CONTENT

How we connect people with the knowledge
they need to create positive change

29 / OUR ENVIRONMENT
How we work to use resources more
efficiently and reduce our footprint

14 / OUR COMMUNITIES

1

2

4

3

How we work deep in markets and industries
to help communities meet their aims

22 / OUR COLLEAGUESHow we’re supporting the people
behind Informa’s success

THE CONTRIBUTION WE MAKE

1

INTRODUCTIONWHATSUSTAINABILITY
MEANS FORINFORMA

Ben: When we first met in late 2015, youtalked about wanting sustainability to be
a competitive differentiator for Informa.
How does that fit in with the now completed
Growth Acceleration Plan (GAP) and our
future plans?
Stephen: When you’re running abusiness, you’re trying to do twothings simultaneously: to deliver what’s
needed for today and have an eye on
tomorrow. GAP was largely about
demonstrating capability, while putting
in place the capacity to deliver things thatwill be much more important tomorrow.
Sustainability was one of those things. It’sa key part of finding the balance between
running what we’ve got and building aforward-looking enterprise.

A conversation
between Ben Wielgus,
Head of Sustainability,
and Stephen A. Carter,
Group Chief Executive
Ben Wielgus
Head of Sustainability

And now, if our offer to buy UBM is
successful, we’ll be nearly three times
the size we were a few years ago. On
a fundamental level, this will give us afootprint that brings more options for
how we invest and engage in terms of ourcolleagues, customers, communities andthe environment. Each of these options
has consequences; and with this footprint
comes obligation and responsibility inthe immediate and longer term.
Ben: This ties in, I think, with how“sustainability” is evolving in Informa.
The legacy view of corporate social
responsibility was giving money to charity,
recycling, painting fences and so on.
This is all good stuff in the short term.
But people are starting to see truesustainability more in terms of being apurposeful business – as the difference
we make in the marketplace. In our case,the real difference we make is throughour content and for our communities.

Stephen A. Carter
Group Chief Executive

2

INFORMA PLC SUSTAINABILITY REPORT 2017

So maybe we should be using the word
“purpose” in the context of sustainability –something that can catalyse viable,valuable change for our customers?
Stephen: One of my favourite sayings isthat “language is important because
words have meaning”. In the near future,in our boardroom – and every boardroom– people will, as well as being fluent in
the language of finance, have to be fluent
in the language of sustainability. In otherwords, in the idea of making a contributionof value to different stakeholders. Our
challenge at Informa is to get beyond
and beneath the word “sustainability” –and “purpose” is certainly more powerful.
Also, content, colleagues, community,
consequence, the multiplier effect – things
like this mean something because they’repractical and real. They inspire people
and get them feeling that they can makea difference. These are the things thatsustainability means for us.
Ben: Yes, and it’s why we named thisreport The Contribution We Make.
We know that if we can create value,
people will come back to us – whether
as colleagues or as customers or as
promoters of what Informa does out
there in the world. We have so manycolleagues who are proud of thecontribution they make to solving big
problems that it’s always a pleasure toshare their stories and connect people
who have similar aims.
Stephen: Connections are, of course, key –and people here are starting to connect
with and understand the multiplier effectof what we do. It’s not just about having
30,000 attendees at a certain show, it’s
about those 30,000 people being able
to achieve their aims as a result, andthen this having a positive knock-on
effect on others in their industry andcommunity. It helps them solve problems
for their industry and others. Every pound
we make is because people are making
personal choices to buy our products
and services. Our success is built on
staying useful to people.

Ben: I think the UN’s Sustainable
Development Goals help this in someways. They are, after all, the ultimate inaggregation. They’re a very importantand powerful agenda.
Stephen: They certainly are. You know,
I’m by nature an optimist. I believe to
my bootstraps that responsible businessis a powerful agent of positive change.
It employs people; it creates jobs; itcreates knowledge; it’s efficient.
Around 70% of our revenue is going backinto our content and colleagues. And thevast majority of that goes on our people,
which is essential. GAP helped us reinvest
in the business to make us better. But
the real question for us is: are we also
investing enough in our communities?
How good are we at measuring realcustomer satisfaction or irritation – or
how we’ve helped them create progress,
however they define it? Over the next five
years, this is where we need to invest.
Ben: From talking to people around thebusiness, everyone seems to want to
be on the winning team – the team
that’s growing, the team that’s bringing
other businesses into the Group. But
they also want to be on the team thatmakes a difference.
Stephen: I think they want both. Essentially,
we all want a sense of natural progress.
But we also want to feel we’ve donethings well.

//What we’retrying to create
here is sharedownership
and ambition
alongsidea sense of
enablement
and freedom//
Ben: And the more we can beourselves at work, the more genuine
the connections we create with ourcustomers, suppliers and others.
So how can we create a sense ofcommunity inside Informa that will help
us make a real difference outside?
Stephen: I think partly by making anenvironment where people create
partnerships with colleagues andcustomers – and feel they’re coming
to work to help their friends. If we cancreate meaning in people’s lives and help
make sure they love what they do, we’reessentially creating human connections.
This is at the heart of Informa.
We also have to encourage a real
sense of ownership in our colleagues
for keeping the company sustainable
after they’ve gone. Having a sharedpurpose here at Informa is vital to our
long-term sustainability. So what we’retrying to create here is shared ownershipand ambition alongside a sense of
enablement and freedom. Sustainability,
as we’re defining it, will most certainly
help us do this, which is why it’s socentral to the health of our business.

//People arestarting to seetrue sustainability
more in termsof being apurposeful
Stephen A. Carter
Group Chief Executive
business – asOn an individual level – for our colleagues
and customers – working in such specialist,
Ben Wielgus
deep communities is fantastically rewarding. the difference
Head of Sustainability
But it’s harder to pull together our microwe
make
in
the
contributions in millions of different places
in a coherent narrative.
marketplace//

THE CONTRIBUTION WE MAKE

3

INTRODUCTION
THE VALUE OF THE UN’S SUSTAINABLE DEVELOPMENT GOALS
Our primary contribution
through our operations

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The Business & Sustainable Development
Commission estimated in 2017 that there
are opportunities for businesses indelivering the SDGs: an estimated $12tn
of them over the next 10 to 15 years. The
organisations that get this right stand to
make a huge impact on the world while
growing alongside their partners. We
believe Informa can – and should – be at
the heart of connecting our customers

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The United Nations has issued a callto action to protect the planet andend poverty, inequality and injustice.
The UN’s Sustainable Development
Goals (SDGs) are 17 interconnected
ambitions representing the biggest
challenges and knowledge gaps
on the planet today. Bridging thesegaps is of real importance not justto our customers, markets andcolleagues, but to society at large.

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with the knowledge and networks theyneed to meet the SDGs most relevant totheir markets. In this way, the SDGs are
a compelling growth and engagement
strategy for our business. The sustainability
team is working with colleagues acrossInforma on how best to identify anddevelop these opportunities, whether thismeans engaging with new markets orincreasing innovations or efficiencies.
We contribute to the SDGs both directly,
through our operations, and indirectly,
through the content and networks wehelp to create, curate and disseminate. Our
indirect contributions, or our “brainprint”, iswhere we have the biggest influence. Manyof the industry verticals within which we
operate align with a specific SDG (or two)and much of our work contributes to asector’s ability to address those goals as
part of wider challenges a sector is facing –INFORMA PLC SUSTAINABILITY REPORT 2017

whether curing disease, promoting equality
or feeding a growing population. We’recreating reports and events focused on
specific SDGs, but also recognise thatmuch of our work helps with progress
towards the SDGs without specificallyreferencing them.
In 2017, we’ve explored which of theSDGs our content most aligns with andtheir relative importance to our business.
The graphic on this page shows how
much we think our products and services
can, and have the potential to, play a rolein our customers’ abilities to achieve thosegoals. We’ve also highlighted the primaryand secondary contributions made by
the way we run our business and deliver
our products. This is the first step inmaking the most of these opportunities
and finding ways we can most effectively
contribute to the SDGs.

OUR PILLARS
1 / OUR CONTENT1OUR CONTENTAt the heart of what we do at Informa
is connecting people with each otherand with the knowledge they needto develop professionally and create
positive change. Through our content –digital materials, events, training andpublications – we work closely withmarkets and networks to solve
challenges big and small.

Knowledge that people can trust
As a leader in the Knowledge andInformation Economy, we take our
responsibility as a curator and creator very
seriously. In a world of “fake news” and an
apparent loss of faith in expertise among
the general public, it’s more important
than ever to put trustworthy information
into our communities. Not only does thishelp people to make informed decisions,
it helps our customers to share their
specialist knowledge in ways the wider
world will respect. Highlighting the valueof knowledge based on expertise isat the core of our impact and growth
as a business.
Making knowledge more accessible
We’re working to find new ways toconnect trustworthy information withthe people who need it – exploring new
formats and routes to market that allow
us to grow our audiences in a commercial
yet fair way. This includes open accesspublishing and discounted access to ourevents and subscription products forstudents. We’re also looking at new
pricing models for different regions,innovative web platforms for sharing

materials, and better ways for knowledge
and networking to happen. We know we
can do more to make our content easy
to find, easy to access and available tomore people.

Making a difference
We don’t do any of this just for thesake of it. At our best, we work with ourcustomers and partners to understandwhat challenges they’re trying to solve
and then use our unique skills andrelationships to help them enhancetheir work, whether this is curing disease,feeding a growing population, diversity
and equality, or climate change. We’realso making a difference on a smallerscale and attracting people into sectors
with skills shortages, like digital oraerospace; giving a platform to innovative
leaders; and promoting diverse viewpoints.
We believe the right knowledge andnetworks can pave the way to progress forour markets – and we use our position toshare content that makes a tangible andpositive difference. This feeds directly into
the UN’s sustainable development goal(SDG) 4 – quality education – and also
helps our partners address more of the 17
UN goals, depending on their focus areas.

We’re increasingly engaging with ouraudiences online, 365 days a year.
We share talks from events through live
streams and videos, and are regularly
publishing stories for communities
throughout the year, rather than justaround particular events. We makeall our new academic journals and books
available digitally. We’re also publishingin multiple formats to appeal to different
audiences – including more YouTube
interviews with authors and experts, aswell as comic book summaries of journal
articles. Our YouTube videos are watchedby thousands and encourage people tobuy books and attend events.
All this is helping us to build audiences ofthe future, growing our brand recognitionand profile, while making sure the people
who need it have access to theknowledge and networks we provide.

THE CONTRIBUTION WE MAKE

5

HOW WE’RE
IMPROVING
ACCESS TOKNOWLEDGE

Laura Pilsworth,
Editor, Oxfordshire.

Colleagues in all our divisions areworking hard to make knowledge moreaccessible around the world. Here are justsome of the various ways our Academic
Publishing business has reached evenmore people with our content in 2017.

FAIR PRICING TO
MEET LOCAL NEEDSFLEXIBLE EBOOKSFOR ALL

Nitasha Devasar,
Managing Director, New Delhi

Christopher Chesher,Group Sales Director, Oxfordshire

Alongside our work in eBooks, we
also know that many markets still havea high demand for printed books. Flat
global pricing structures often leavesuch markets unable to afford thenumbers of hard copy books needed
for their rapidly growing and younger
populations. India, the second largest
English-language print books market
in the world, is one such market.

Technology allows us to publish ebooks
in different markets with locally affordable
prices – this is particularly making a
difference in places like China, India andAfrica. The flexibility of ebooks also meansthat we can make academic content
available more quickly – and audiences
can access it more easily, whether inlibraries or remotely through individual ormobile devices. It also means that libraries
can acquire new content in a way thatmeets their needs and budgets –choosing from options such as short-termloans or sales models where the librarybuys the content after proven use.

That’s why it’s been so satisfying to makeSouth Asia Editions available in India. This
programme reprints Routledge backlist
titles at an affordable price to students
at 3,500 higher education institutions,increasing their reach in the region
by six times. This has given new life to
many older Routledge titles and broughtworld-class research and teaching tothousands of students in South Asia. With
over 3,000 active titles and a sustained
growth of 7% each year, this is a key
customer engagement and servicing tool.

6

INFORMA PLC SUSTAINABILITY REPORT 2017

BRINGINGRESEARCH TO LIFE
THROUGH CARTOON
ABSTRACTS

MAKING WAVESWITH VIDEOSOUR PILLARS
1 / OUR CONTENT CONTINUED

1.3m

In 2017, more than
1.3 million of our articles
were downloaded
by developing world
institutions through
INASP.

OPEN ACCESS TOQUALITY RESEARCH
Deborah Kahn,
Publishing Director, Oxfordshire
We’re publishing more and more researchas open access. Not only does this bring
important new information more quickly to
relevant audiences, it allows this research
to be more widely shared around theworld and built upon. We absolutely
support open access and always makecertain that the quality, rigour anddiscoverability of the content is maintained
to ensure that academic research
embodies the trust it is built on.
In the past three years, we have built our
fully open access portfolio four-fold,through launching new open accessjournals, converting journals fromsubscription to open access, and throughintegrating the portfolios of Dove Medical
Press and Co-Action Publishing. Some of
our open access papers this year fed into
international news stories, featured in thelikes of TIME magazine, the Washington
Post and the Guardian.
It is our key aim to give authors a flexible
choice that balances their needs andamplifies the impact of their knowledge.

Daniel Pullin, Press and Media
Relations Executive, Oxfordshire

We’re increasingly creating and sharing
videos to help people around the world
discover and engage with our informationand products. Taylor & Francis, forexample, has its own YouTube channels
with publishing tips, author interviews,
conferences and more. And when
Academic Publishing sent out an email
promoting a book that included a video
clip, 5% of the target audience bought
the book from our site (compared toan average of 0.1% for email campaigns).
We also know from our own researchthat authors, academics and readers are
eager for more video content. More thanhalf (55%) of authors surveyed would be
more likely to recommend us if videos
were part of the author care package.
A similar number (54%) of academics
surveyed would be more likely to use
a textbook if there was some video
content referencing. All the customers
we surveyed would be more likely to
buy a book if they discovered it througha video they appreciated.
More than a dozen of our videos havereceived more than 100,000 views
covering topics as diverse as animation,
great teaching and electronics.

ACADEMIC
PUBLISHING

CLOSING THE
KNOWLEDGE GAP IN THE
DEVELOPING WORLD
Janet Remmington,
Editorial Director, Oxfordshire
Taylor & Francis plays an active role in the
global network of publishers, universities,
UN agencies and NGOs offering developing
countries free or low-cost online accessto scientific knowledge. The public-private
partnership, Research4Life, provides
researchers and policymakers in morethan 115 countries affordable access topeer-reviewed content covering areas of
the UN’s Sustainable Development Goals
such as health, agriculture, environment
and applied sciences. With more than
8,300 institutions registered and usage
increasing each year, Research4Life
allows us to share relevant, trustworthy
knowledge that makes a huge difference
to the people who need it.

For the past three years, Taylor & Francis
has been bringing research articles to new
audiences through its ground-breaking
cartoon abstracts. These are illustrated
summaries of authors’ work that we sharewidely online and at conferences. Articles
that are given the visual treatment often
see considerable jumps in readership. One
paper on athletes’ running techniques saw
its downloads jump by 1,200% soon after
the cartoon went live.
Not only do cartoon abstracts help us tobring complex concepts and niche topics
to broader audiences, they distinguish us
in the publishing field. Taylor & Francis is
still the only publisher using this approach,recognised by being given the Innovationin Publishing award by the Association of
Learned and Professional Society
Publishers (ALPSP) in 2016.

69%

We offer nearly 69%(125,000) of our titles
as ebooks.

This complements our work with INASP,
an international development charity, tobuild digital literacy and library consortia
capacity in the developing world. In 2017,
more than 1.3 million of our articles were
downloaded by developing country
institutions via INASP arrangements –nearly double the number in 2014.

1m

Our most viewed video
on YouTube has had morethan 1,000,000 views
and is about
DNA replication.

//Publishing the article
open access has enabled
me to share the paper
widely... It has also helped
the research to reach atarget audience of, not only
academics in my field, butalso policy-makers//
Dr Igor Calzada
University of Oxford
THE CONTRIBUTION WE MAKE

7

OUR PILLARS
1 / OUR CONTENT CONTINUEDCREATING
THE SPACE FORCOLLABORATIONAGAINST
CLIMATE CHANGE
Carlotta Mast, Senior Vice
President of Content and Insights,
Global Exhibitions, Boulder//I’m so proud to sit on the
Climate Collaborative
advisory board. We see
ourselves as active
collaborators, as convenors,
as helping to facilitate
conversations that are
making the world a better
place. It’s amazing to be partof a company and industry
where you can earn alivelihood while working
towards a greater purpose//

8

In March 2017, the 80,000-person Natural
Products Expo West held its first ever
Climate Day – a much-needed platform
for participants to discuss how to become
more active in the fight against climatechange. We’d learned the previous yearthat the leaders of top natural products
companies, and their consumers, wereconcerned about climate change but
didn’t know what to do about it. We could
see the industry needed a roadmap thatpointed people towards concrete actions
that would make a difference. There wasa strong desire for more concerted action –the natural products industry had decided
it was time to act. So New Hope Network
hosted this day alongside the brand-new
Climate Collaborative – a joint project
between a community of natural products
CEOs and business leaders (OSC2) andthe Sustainable Food Trade Association.

INFORMA PLC SUSTAINABILITY REPORT 2017

It was heartening to see that, in just six
months, the Climate Collaborative hadsmashed its first-year target of 100
members. So far, companies in the group
have made almost 600 commitments toactions like switching to renewable power,
reducing climate impacts of packaging,
and removing deforestation from supply
chains. We’ve committed to making
Climate Day a firm feature in every Natural
Products Expo West and are pleased tosee more and more industry players doing
just what the Climate Collaborative urges
them to do: Commit. Act. Impact.
Climate Day – and the action that’s
emerged from it – is a fabulous exampleof how creating the space and energy
for true collaboration can change theworld we live in. In 2018, we’ll be launching
an awards day to recognise the standout leaders in the Climate Collaborative
companies – and will continue tosponsor this influential initiative.

OPENING
MARITIME MINDS
TO THE POWER
OF TECHNOLOGY
Sita Kalsi, Senior Conference
Producer, Knowledge & Networking,LondonIn March 2017, we brought together
the long-established Green ShippingTechnology (GST) conference andShipping2030, a new event focusing on
how disruptive technologies, including
digital, are transforming the shipping
industry. It’s a sector that’s historically
been quite cautious about adopting newtechnologies and Shipping2030 is oneof the first maritime shows to anticipatechange and deal with it.
The event in Copenhagen attracted
450 senior people from all aspectsof the industry ranging from operational
experts and regulators to end users
and innovators. We wanted to create theright conditions for open and productive
conversations about how the industry cancollaborate to benefit from the value thatbreakthrough technologies can bring.
The event was a real success. Part of its
magic was in bringing industry decisionmakers together with the people runningbusinesses day to day – and in making thespace for them to consider provocative,
strategic issues alongside each other.
We can see companies beginning to movebeyond adopting new technologies just to

stay competitive in the market to being
much more proactive and forward-thinking
about how the industry can create value.
We worked to create an agenda that was
business-led and would help overcome
a common industry scepticism for “fluffy
topics”. It’s been wonderful to be a partof an event where we can show that weunderstand the challenges the shipping
industry faces and offer powerful content
to help it.

//Getting people witha common mindframe
to come and talk, andexchange ideas, is theideal breeding groundfor innovation//
Bhriguraj SinghHSBC Bank Plc//I think these events arevery important and helpful
because not only do you
meet like-minded people
who have the same goal...
greener maritime transport
in the future... but also
they’re willing to shareideas and knowhow//
Valentina Keys
CMS Cameron McKenna LLP

THE CONTRIBUTION WE MAKE

9

OUR PILLARS
1 / OUR CONTENT CONTINUEDThe Farm Progress brand came into
Informa through Informa’s acquisitionof Penton in 2016. We’re proud of ourheritage, but what keeps us going is thedifference we’re making to the 99% of
US farms still family owned and operated.

FARM PROGRESSHELPS FAMILYFARMS BEPRODUCTIVE FOR
GENERATIONSTO COME
Willie Vogt, Executive Director,
and Roger Randall, Sales Director,
Global Exhibitions, Bloomington,
Minnesota

500,000

Our aim is to reach all 500,000
commercial farming families
who are making a living as
producers from the land.

10

Our six events, 17 regional and fivenational publications, plus companion
websites and products, cover 48 of
the US states. Our aim is to reach all
500,000 commercial farming families
who are making a living as producers
from the land. We want each of our
products to help our readers and users
run their businesses profitably andsustainably today and into the future.
We’ve had to evolve what we do as
conditions for farmers have changed.
Some of our publications have beenaround since 1841, but we don’t think
we’ve seen such a generational shift in
agriculture as we’re experiencing now.
We want to be the resource farmers
turn to. So we encourage agriculture
students to attend our shows to learn
about the latest agriculture technology;
and as our business model means our//2017 saw the 175thanniversary of Prairie
Farmer – the oldest
continually publishedmagazine in America.
175 years ago, we were
exploring the frontiers offarming... we still are//

INFORMA PLC SUSTAINABILITY REPORT 2017

Roger Randall
Sales Director//Farm Futures’ content
is not fluff. Other farmsources have a lot of content
with no real informationthat can help me, or they
simply promote an agenda
or product. I’m looking fornews and information,
and Farm Futures
provides this for me//Willie Vogt
Executive Director

knowledge is often advertiser-funded,
we can freely share it with farmers
to help with their businesses.
Frankly, we want people to come tous because they trust that we knowwhat we’re talking about – we havethe most and, we think, most talented,
writers in the field. “It’s the content
that makes a difference – be thaton soil health, farming futures, animal
welfare or farming productivity.”This is particularly important as there
are fewer people working directly infarming, but a growing population to
feed. It used to be that every farmer had
to grow enough food to feed 50 people.
Now each farmer has to feed 200 people.
Partners like us can help them do this in
ways that keep their business profitablewithout compromising their potential tobe successful for their children, too.

FLYING THE
FLAG FOR SENSEABOUT SCIENCE –UK AND EU
Claire Doffegnies,
Communications Executive,
Academic Publishing, Oxfordshire
Since 2011, Taylor & Francis has been
contributing to Sense about Science,an independent charity working to help
people understand, appreciate andpromote evidence-based research.
This year, we’ve been involved in several
ventures to give researchers and others
useful tools and skills.
Policy guidelines
In 2017, we worked alongside Sense
about Science and POST (Parliamentary
Office of Science and Technology) tocreate a how-to guide for researchers
who want to have an impact on
government policy. The guidancecover why research is important forpolicymakers and top tips for getting
evidence into Parliament. It’s now hostedon the UK Parliament’s official website
to help all researchers.
Standing Up for Science
workshop in Brussels
We sponsored a workshop encouraging
early career researchers to takeresponsibility for talking about researchand evidence in the public and policy
domains. At these day-long workshops,
participants got the chance to heardirectly from researchers who hadinteracted with the media, sciencejournalists, and policymakers. It was achance to learn how the media works,
how evidence can influence policy, andwhat journalists and policymakers want
and need from researchers.

AllTrials campaign
In 2017, we joined this establishedcampaign working to make sure that
potentially life-saving medical research
isn’t lost, buried or misreported. As apublisher of medical research, we want to
do all we can to promote transparency inclinical reporting. So it’s heartening to see
the joint influence of the 700 organisationsin the AllTrials campaign starting to makea difference, with organisations like theUN, the US Food and Drug Administration,
the European Medicines Agency, theGates Foundation and Medicins Sans
Frontieres all recently committing to stronger
policies and more ethical reporting.
Peer review workshops
We’ve been contributing to Sense
about Science peer review workshops
for several years now. These help PhD
researchers to find out more aboutpeer review, discuss its strengths andweaknesses, and talk to editors andpublishers about how to get involvedin the process. These regular events
provide crucial training and guidancearound peer review, a process which
remains at the heart of creating trustin the journals we publish. They alsooffer rich networking opportunities, where
Taylor & Francis colleagues can connect
directly with authors and researchers toform ongoing collaborations.
Our journal editors have featured manytimes on the panel, providing insighton what peer review looks like fromthe inside, and last year we enjoyedhosting one of the workshops at theInforma offices in London.

//I believe Taylor & Francis’role in advocating for, anddelivering, openness andtransparency in publishingmakes for a fundamentally
rewarding partnership//
Abigail Jones
Sense about Science

THE CONTRIBUTION WE MAKE

11

OUR PILLARS
1 / OUR CONTENT CONTINUED

We began to distribute Aviation Week
free to university students electronically –at the moment we have 14,000 student
subscribers. We also have a 20 Twenties
awards programme recognising the top
students pursuing a future in aerospace.

OPENING MINDS
TO AVIATIONAS A CAREER
Greg Hamilton,
VP and Market Leader,
Global Exhibitions, New YorkI run the Aviation Week Network which
includes media, trade shows, conferences
and intelligence/data products for all
areas of aviation: commercial, military,
space and business aviation. The
common thread that runs through all
our content is the technology of flight.
We’re engaging with all sectors of theindustry at every level and through avariety of touchpoints. With 1.7 million
aviation professionals in our database,
we’re able to target our products andinformation – sometimes broadly,sometimes very specifically.
One thing we’ve been focusing on
recently is helping the industry attract
new people. We know it’s always beena challenge to bring the right people into
our global, complex industry at all levels,from technology and engineering jobs
to pilots to mechanics. So we started
a conversation with industry leaders:
how can we help you attract yourfuture workforce?

We visit campuses with aerospaceleaders – talking to the students andfaculty about the potential in the industry.
This doesn’t just raise our profile, it helps
people understand – many for the firsttime – that this is an industry that makesa difference through safe transport,
economic growth, and security andtechnological breakthroughs. And, ofcourse, space flight continues to capture
the imagination of young people.
It’s an industry that doesn’t always comewith the best environmental reputation.
We like to tackle that head on. What a lotof people don’t realise is that the aviationindustry is at the forefront of R&D andinvestment in sustainability. It’s in theirinterest from many angles: reducing fuelcosts and noise, regulation and better
customer and student perceptions.
It’s also an exciting place for the future
workforce too: the industry is a leader intesting non-fossil fuels, including biofuels,
electric and solar propulsion. On topof that, almost every piece of data thatmonitors the Earth’s health is deliveredby orbiting spacecraft and drones.
We know that when we cover these
topics, we inspire the future workforce tohelp join and address these challenges.

//I come across people all
the time who say “I started
reading Aviation Week incollege and that’s why I got
into the industry” – andthat’s a great feeling//
12

INFORMA PLC SUSTAINABILITY REPORT 2017

1.7m

aviation professionals
in our database

14,000student subscribers
to Aviation Week

HOW WE’RE TRACKING OUR CONTRIBUTIONSOPEN ACCESS
Number of open access journals

Number of articles published in fully open access journals

2015

2,057
2015

65
2016

3,923

2016

108
2017

296

2017

7,043

ACCESSIBLE KNOWLEDGE
Number of journal downloads in INASP

REACH
Proportion of book titles available as ebooks

Proportion of accepted academic articles
from developing countries

2015

851k
72% 73% 74%

35% 36% 35%

2016

1,017k2017

1,323k

2015

2016

2017

2015

2016

2017

THE CONTRIBUTION WE MAKE

13

OUR PILLARS
2 / OUR COMMUNITIES2OUR COMMUNITIESOur communities are the markets andindustries we partner with. To be viable
as a long-term business, we know that
we need to truly understand the aims ofthese communities and help them address
the challenges they are trying to solve.

We’re at our best when we’re functioning
as a true part of our communities. So
we’re working deep in vertical markets
to show our customers that we careabout what they care about. In doing
so, we’re helping them to contributetowards many of the UN’s Sustainable
Development Goals (SDGs). This could
be zero hunger, good health andwellbeing, or affordable and clean energy,
depending on a community’s interests.
In this way, everything we put into ourcommunities is contributing to SDG 17:
partnerships for the goals.
Connecting people
Informa brings people together – experts,
buyers, sellers, authors, partners,
associations, communities. One way
we do this is by creating a variety ofways for people to connect before, during
and after events. These include online
beforehand, pre-booked meetings duringshows and more relaxed networking.

14

Opportunities for learning
Behind much of the success of Informa’s
content is our ability to foster learning –and we’re always looking for more anddifferent ways to create opportunities forlearning. We’re increasingly considering
how, when and where people prefer tolearn and are offering more varied formats
to our growing audiences for engaging
with content and networks.
For the good of communities
We know we can make a huge differencein our customer communities, but we also
want to support the communities where
Informa operates and that our colleagues
are part of. Not only is this an important
aspect of being a responsible employer
and meeting colleague expectations, but
it helps us to build teams, develop skills,
get to know our customers better andshow we care about the same issues.
And ultimately, of course, it will help us tocontinue to build a trustworthy business.

INFORMA PLC SUSTAINABILITY REPORT 201768%

From a sample of 66 K&N events,
68% of people told us that attending
our event made them more effectivein their job as a result of the networking
and knowledge they gained.

£8m£8m was raised for charity at
the Only Watch auction held at
Monaco Yacht Show this year.

HOW WE’RE TRACKING OUR CONTRIBUTIONSHELPING SUPPORT AUTHORS
Total events
to support authors

51

Total events
to support authors

Total events
to support authors

Events inemerging regions

Events inemerging regions

127

124

64

2015

60

2016

2017

COLLEAGUEFUNDRAISINGCOMPANY
DONATIONS1

£39k

2015

£193k
2017
Total company donations(cash and in kind)

£312k

2016

£411k

£763k

£71k
2017

£82k
Company donations(cash)% OF COLLEAGUESVOLUNTEERING
2015

8%

526 people

2016

6%

372 people

2017

Volunteer programmecosts (incl. % staff time)

Donations in kind

£44k

£73k

9%

2015

689 people£246k

Total company donations(cash and in kind)

£279k

1

£598k

£138k

2016
Total company donations(cash and in kind)

£520k

£338k

Numbers revised with new methodology

THE CONTRIBUTION WE MAKE

15

BRINGING
REVOLUTIONARY
3D PRINTINGTECHNOLOGY TO
MEDICAL EXPERTS

OUR PILLARS
2 / OUR COMMUNITIES CONTINUEDCONNECTINGPEOPLE
Here are just some of the many ways we’vecreated connections to the benefit of ourcustomer communities over the past year.

Pyotr Bakass, SponsorshipManager, Global Exhibitions,
Dubai

OPENING INDUSTRYDOORS FORAUTOMOTIVEDESIGN STUDENTS

CONNECTINGCOMMUNITIESAlexa Carron, Marketing Manager,
Business Intelligence,
Detroit

A HIVE OFKNOWLEDGE
FOR SHARING
PARTNER STORIES
Alice James, Content Manager,
Academic Publishing,
Oxfordshire//Our aim is tocreate a networkof like-mindedpeople//At Taylor & Francis, we’ve recently
launched a story hub called the Hiveof Knowledge. The interactive resource
highlights stories that show how
partnerships have played a crucial roleat all stages of people’s research careers.
Our aim is to encourage researchers tojoin relevant societies and organisations
and to take advantage of the connections
and support they provide.
We’ll be adding new stories to the Hive ofKnowledge to continue to highlight thevital work our society and organisation
partners play in successful academic
and research careers. Our aim is tocreate a network of like-minded people –and to encourage people to makeuseful connections that will grow theirknowledge and careers.

16

INFORMA PLC SUSTAINABILITY REPORT 2017

Leading up to our annual WardsAuto
Interiors conference, we partner with
the College for Creative Studies (CCS)in Detroit to put on a student designcompetition. With the class professor, we
set up a semester-long project on futureinterior design for vehicles. Five students
are shortlisted by industry judges aspotential winners, and all student designs
are on display to hundreds of industry
professionals at our Interiors conference.
We hold a special ceremony in the mainballroom, where sponsors present awards
for both innovation and eco design, alongwith the overall grand prize.
This is an excellent platform for students
to connect with the right people frommajor automakers and suppliers and takesteps towards a potential dream job after
graduation. We’re now running a similarcompetition focused on automotive user
experience with Lawrence Technological
University in Southfield, Michigan and ourWardsAuto UX conference.

Winners receiving their award.

BRINGING EXPERTS
TOGETHER TO WRITE
A BOOK IN THREE DAYS
Lauren Davis, Senior Editor,
Academic Publishing,
New York

Through the Arab Health Exhibition
and Congress, we’ve introduced leading
global suppliers of emerging technology,
such as 3D printing for replacementlimbs, to the region for the first time.
Working with the Dubai Health Authority(DHA), this demonstrates the value ofthe technology for patients, and trains
local physicians. As part of a multiyear
programme, this is helping DHA to raiseawareness of the potential of 3D printing
in healthcare and paving the way toinnovation in healthcare in UAE.
2017 was the first year we’ve worked so
closely with the DHA, who now see our
event as the primary knowledge pool of
3D printing. As part of this initiative, we’re
helping physicians from Medecins Sans
Frontieres (MSF) in Jordan to explore
using 3D printing technology for affordable
customised prosthetics and share theirlearnings at the conference.
This innovative content is a real draw to
the Arab Health conference and a great
example of how we’re creating true value
for our communities.

This year, we pioneered the #EdWriteNow
project, bringing 10 educational authors
together for a three-day writing retreat.
Over a long weekend, writers worked
together to talk through ideas and get
feedback on their writing, with each
person producing a chapter on educationalchange. Proceeds from the resulting
50,000-word book have been donatedto a non-profit organisation working toprevent teenage suicide.
Feedback from the event was extremely
positive, with educators appreciating
the time and space created for true
collaboration with their peers. “Writing
is an energy-based journey and having
everyone together really inserted a lotof positive momentum into the space.
Change is difficult and 50,000 words will
never make it happen, but it does feelgreat to be on the right side of solutionmaking,” said Dr Robert Dillon, Directorof Innovative Learning in School, Districtof University City, Missouri.

Examining a 3D-printed limb at Arab Health.

HELPING TO PUTPATIENTS AT
THE HEART OF
CLINICAL TRIALS
Ryan Thomas, General Manager,
Knowledge & Networking,LondonThe yearly Partnership in Clinical Trials
Europe conference takes an innovative
approach to helping to keep clinical trials
patient-focused. One of the key trends isthe incorporation of the patient perspectivein clinical trials execution and how to put
into place a process for this. The goal is
to make sure patient centricity is at theheart of all clinical trials. With “Patients as
Partners” a key track during the conference,
doctors can also meet and mingle with thepatient community in the Patient Advocacy
Pavilion in the main exhibition space.
This is the only event bringing the entire
clinical trial ecosystem together in this way –creating a productive and memorable
experience, and ultimately leading tomore effective clinical trials. In the words
of a 2017 participant, “It was the mostinteresting event during this year in thefield of clinical trials.”//It was the mostinteresting event
during this year
in the field ofclinical trials//

THE CONTRIBUTION WE MAKE

17

OUR PILLARS
2 / OUR COMMUNITIES CONTINUED83%

HARVESTINGKNOWLEDGE
FOR FARMERSIN WEST AFRICA
Shabnam Rawal, MD Conferences& Training, Knowledge &Networking, Dubai//Agra Innovate is abrilliant expo. It provides
a melting pot forentrepreneurs, businessleaders, professionals andsuppliers to connect, networkand share knowledge
that can transform
agriculture in West Africa
and Africa at large//
Adekunle Oyelami
Chief Responsibility Officer,
Morafem Integrated Enterprisesof attendees say they cameto keep up to date with new
trends and innovations

68%

attend to learn
about the market

Now in its fifth successful year, Agra
Innovate West Africa is widely recognised
as the region’s leading crop production,
processing and manufacturing trade
show. With more than 30 free seminars
and networking sessions, plus a buzzing
expo, it connects suppliers from 20
countries across four different continents
to local leaders, buyers, policymakers
and agribusiness partners.
In 2017, we began to offer free accessto the show. This led to a huge turnout –26% more than the previous year –and queues outside the conference! We
know that the farming community finds
this event incredibly valuable – 83% ofattendees say they came to keep up todate with new trends and innovations, with
68% coming to learn about the market.

produce often goes to waste due topoor logistics, such as transportation
and refrigeration. In the case of tomatoes,
for example, some farmers tell us thatthey can only get 50% of their crop tomarket before it spoils. So, in 2018, we’ll
be offering sessions at the conference
looking at logistics, refrigeration andsolar power – and connecting farmers
with suppliers who might be able tohelp them find ways to get more of
their produce to market.
People from my team love going to Agra
Innovate because they can see the realdifference it’s making in people’s lives.
It’s not an easy event to get to, buteveryone wants to go – it’s such an
uplifting thing to be a part of.

We put a lot of work into trying tounderstand what farmers need anddeveloping content that will be helpful
and meaningful to them. We work witha consultant in Lagos to make sure we’refocusing on the real issues people arefacing – and helping them to find solutions
to their challenges. This year, for example,
there was a lot of discussion about how

TWO-THIRDS
More than two-thirds of attendees said
that it’s very important to their job toattend Agra Innovate.

18

INFORMA PLC SUSTAINABILITY REPORT 2017

Last year’s sold-out International Roofing
Expo (IRE) in Las Vegas was the biggest
in the show’s 62-year history. More than
11,000 roofing construction professionals
gathered for the three-day event, including
people from eight out of the industry’s top
10 companies and attendees from all 50
American states and all over the world.

CREATING A BUZZIN THE ROOFINGINDUSTRY
Brandi McElhaney,
Senior Conference Manager,
Global Exhibitions, Irving, Texas

The show is a chance for roofing
professionals to stay on top of market
trends, new products and cutting-edge
technology.
Our aim is for it to be the place forthe industry to share best practiceand meet like-minded professionals.
It’s also very much about learning, with44 educational sessions held on a variety
of industry issues – and this aspect of theshow is much appreciated by attendees.
One of my personal favourite networking
events at the show is the International
Roofing Expo Community Service Day.

Going on its 10th annual event, attendees
arrive a day early to perform much needed
repairs to local homes of elderly or disabled
veterans. Volunteers work among theirpeers and senior leaders to get their hands
dirty, performing tasks from installing
fences to hanging siding. Various exhibitors
provide support to the event. A roof isnormally donated to a much needed
home. Giving back is crucial to the
Roofing Community and this event isa great opportunity to work hand inhand with their industry colleagues.
I think it’s safe to say that we’re doing
something right at International Roofing
Expo – creating opportunities forlearning, connecting, buying and sellingthat are making a real difference forthe people involved.
The proof is in the overwhelmingly positive
feedback we received on the event – bothfrom attendees and exhibitors.

//The IRE brings large
and small companies
together impacting themetal roofing industry
around the world////The seminars anddemonstrations blew me
away, and I came awaywith new information andideas that I have alreadystarted to implement in
my day-to-day routine//

Eric Velliquette
Lakeside Construction Fasteners

Mike Mitchell
Pioneer Roofing Co//The sessions wereeducational, surprisingand entertaining. The
expo floor was filled withgreat energy. This was thebest IRE show to date////Attending the IRE
is extremely motivating,even for a small contractor
in Canada. What I learncovers the cost of mytrip every year!//Michelle Drucker
Commercial Roofers Inc

Kevin McArthur
McKay Sheet Metal & Roofing

THE CONTRIBUTION WE MAKE

19

OUR PILLARS
2 / OUR COMMUNITIES CONTINUEDAt EBD, part of K&N’s Life Sciencesbusinesses, some of the best feedback we
get from our customers is that we sit at theheart of the life sciences industry – and areseen as a partner, not a service provider.
We connect the industry to improvehealthcare outcomes around the world.

SUPPORTING
GLOBAL GENES
IN THE FIGHT
AGAINST RAREDISEASES
Anna Chrisman, Managing Director,
Life Sciences, Knowledge &Networking, Carlsbad, California

One example I’m very proud of is ourpartnership with Global Genes. This is a
non-profit that brings together more than
500 global organisations to provide criticalconnections and resources – equippingthem to work together in eliminating thechallenges of rare diseases.
With over 7,000 identified rare diseases
affecting over 350 million people
worldwide (50% of whom are children),there are clear needs on both a businessand human level, as less than 5% of
the known diseases have a treatment
or effective therapy. We bring theseorganisations together to help them
become more effective.
Global Genes and EBD sit in similar
positions in slightly different groups, andour partnership can be a bridge between
them. Yes, we raise money for themthrough programmes such as Walk the

HACKING
THROUGH THE
CHALLENGESPROVES ALEARNING
OPPORTUNITY
Martin Schecter,
Head of Product Management,
TMT Intelligence (BI), New York

20

Spending the weekend with 1,100
undergrad computer science students
during Yale’s 2017 YHack! Hackathon
was certainly one of the learning highlightsof my year. As part of our sponsorshipand participation in the programme,
members of the Business Intelligence (BI)product and innovation teams set oneof 35 different “hacks” – challenges put
forth by the event’s sponsors. Our Ovum
challenge was to “Create an Algorithm toPredict Hot Technologies”.
The background to this is that in BI
we’ve used much of our GAP investment
to modernise our internal systems andour products. Participating in Yale’s
YHack! was a way for us to start learning
about how to apply AI and other new
technologies to solve customer problems
with our data. Now we’re looking atusing this learning to harness innovation
externally, to create more opportunities
to learn and connect between start-ups,
companies and Informa.

INFORMA PLC SUSTAINABILITY REPORT 2017

World (see later story), but we’ve found far
more valuable ways we can work together.
We’ve been donating skills and technicalresources to raise the charity’s profile,connect them with possible funding andhelp to run three major events during theyear. For example, the RARE Forum in
September was the first partnering event
aimed at accelerating promising researchand development in rare diseases.
Our marketing team has also written
content, helped with outreach and madebusiness introductions for the Global
Genes team. We’ve found that people
really connect with patient stories. So
we’ve included patient perspectives fromthe rare disease community in all ourconference programmes at EBD events in2017. Through this work, we’ve developed
a deeper understanding of the role ofpatient advocacy in life science partneringand are using this to improve collaboration
at events and integrate more patientawareness into the delegate experience.
Our relationships with the heads of patientgroups are leading to new sponsorship andcollaboration – for the good of Global Genes
and, ultimately, life sciences as a whole.

At the hackathon, 12 teams of students
opted into our Predict Hot Technologies
challenge, which we designed to be broad
enough in scope to encourage inspirationand different approaches.
The students got a chance to work on
real-world problems and meet prospective
future employers, but the learning wasmost definitely two-way. Watching teams
work through this process taught us a lot
about the importance of having a solid
analytical framework from the start. The
team that won the grand prize developed
a model to predict future investment intechnology topics based on years offunding data from crowdfunding site
Indiegogo. The winners told us: “We’reusing statistical methods, not machinelearning, as we found machine learning
introduces errors”. It’s that type of insightthat crowdsourcing can uncover quickly.
We came back from Yale with one
certainty: this is just the beginningof our efforts to tap into new sourcesof innovation!

I’ve always really valued the impact ofgiving and supporting charities throughvolunteering. Being able to do this throughInforma has meant a lot to me – and it’s
great to see that we’ve almost doubled
the number of colleagues volunteeringover the past year.

THE VALUE OF
VOLUNTEERINGA PERSONAL STORY
Rija Tariq, Graduate Fellow,
Global Exhibitions, Toronto

9%of our colleagues volunteered
this year (2016: 6%)

As a graduate fellow, I have placementsin each division. I chose to join an Informa
charity syndicate which supports The
Children’s Literacy Charity to get toknow more people across the businessand understand it better. This group ofcolleagues is committed to a year-longproject working with the charity. It’s
not only helped me meet people fromacross the division but has developed
my day-to-day business skills too.
I’ve led and worked on projects to run
events, created promotional materials
and worked on a marketing programme
for the group. Being able to show myskills in this way has helped me to takemore creative responsibility in my role –and this, of course, helps my career.
Having a long-term relationship with thecharity also meant that we could see ourrelationship blossom just like we wouldwith any customer – and ultimately
make more of a difference to them.
I really believe that the researchshowing the benefits of volunteering
is true: a more engaged workforce,
better mental wellbeing, team bonding,
teamwork, dealing with tight resources.
It’s been great to see this reflected backfrom my colleagues.

WORKING TO PROTECTHUMAN RIGHTS AND
ELIMINATE MODERN SLAVERY
Caroline Bland, Complianceand Risk Manager, Global
Support, London
We continue to uphold the principles
laid out in the Universal Declarationof Human Rights. As part of ourprogramme of activities to ensure
the business and supply chain is
free from modern slavery and humantrafficking, we delivered training on
how to spot and report these issues
to more than 900 colleagues in regions
and areas where such issues might
be encountered. For more, see
informa.com/humanrights

900+

colleagues undertook training on
how to spot and report these issues
ENHANCED HEALTH,SAFETY AND SECURITY
Gio Furno, Group Head of Health,
Safety and Security, London
Our new Group Health, Safety andSecurity (HSS) team is improving
how we look after these criticalissues for our events, our offices
and our colleagues. For more, see
informa.com/hss

PAYING THE RIGHTAMOUNT OF TAX
Glynn Fullelove, Group Corporate
Services Director, London
Paying tax is an important part ofour contribution to the societies inwhich we operate. Our taxes help
governments provide vital services andinfrastructure, which we in turn rely on
to run our business successfully. For
more, see informa.com/tax

21.2%

is our effective tax rate
(2016: 18.1%)

200

colleagues provided with enhanced
HSS training (2016: 150)

THE CONTRIBUTION WE MAKE

21

OUR PILLARS
3 / OUR COLLEAGUES33

OUR COLLEAGUESOur people make Informa what it is –it’s that simple. They’re the engine thatdrives our work and growth, the sourceof our innovation and the essence ofour relationships. Our culture is oneof the main reasons people come towork – and we want to do all we canto support and nurture the people
behind Informa’s success.

An engaging and supportive
place to work
A key part of this is creating a place towork that brings out the best in people.
A place where people have the freedom tothink differently if they see a problem thatneeds solving. Where people can put theirwhole selves into what they do because
they see their part in the bigger picture.
The acquisition of Penton in 2016 brought
the opportunity to look again at how we
can make sure every part of our businessenjoys its own unique culture while still
feeling a part of the whole Group. We’re
getting better at asking people what they
think – and really listening to their answers.
In 2016, InsideInforma gave us a clear
view of what people appreciate in thebusiness and what they’d like to seechanged. In 2017, we focused on making
improvements and we started running
Pulse checks to monitor the impact of
the changes we’ve made.

22

Embracing diversity and inclusion
As we grow, both in size and in maturity,
we want to foster a culture that makes
everyone feel welcome and included. We
now have a company-wide diversity andinclusion programme in place. As part ofthis, in 2018 we will launch a colleague
network to consider gender issues called‘AllInforma Balance’. This will be followed
by a young leaders’ network later in theyear. We’ve also rolled out unconscious
bias training for recruitment and managers.
Additionally, we’ve assessed whether wehave a pay gap between men and women,
focusing on the UK at first as this is driven
by legislation. The good news is that we’reconfident we’re not paying men andwomen differently for the same role – andare committed to improving the genderbalance in the business, particularly atsenior management level.

INFORMA PLC SUSTAINABILITY REPORT 2017

Developing our people
Development doesn’t just happen
through formal training. It also takes
place through promotion, on-the-job
learning and supporting productive
and healthy ways of working.
We have several initiatives to help
with this. We’re finding better ways toadvertise internal career opportunities
and are enhancing formal training inmany business units. In 2017, a rolloutof online training for our new Code of
Conduct, as well as anti-bribery andanti-corruption training for everyone
has shown that we can deliver training
efficiently across the whole Company.
We’re running a new Inspire training
programme to develop leadership skills
in future leaders. And there will be more
new training to come in 2018.
The stories in this report are just someexamples of the amazing things ourpeople are doing around the world.
Having more and more stories likethese to share each year is one wayof knowing that we truly are bringing
out the best in our people.

HOW WE’RE TRACKING OUR CONTRIBUTIONSGENDER SPLITHEADCOUNTColleague gender split: 56% female

Averagenumberof colleagues
during 2016
Averagenumberof colleagues
during 2015

6,394

Averagecolleagues
during 2017

7,359

6,570

Previous split:
2016 = 56% female, 2015 = 54% female

COLLEAGUE TURNOVER

All management gender split: 51% female

2017 24%

turnover for
all businesses

16%

voluntary
turnoverTurnover for all businesses – 2016: 24%, 2015: 24%
Voluntary turnover – 2016: 16%, 2015: 15%

ABSENTEEISM

Previous split:
2016 = 49% female, 2015 = 46% female

Leadership Group gender split: 27% female

2.24 days/year
2017 average sickness
absence per colleague
2017

2.24

2016

2.28

Previous split:
2016 = 33% female, 2015 = 39% female

1.70

2015

Director gender split: 22% female

SPEND ON TRAINING£2.5m on training2017 investment
in formal training
programmes this year

£2.5m

2017

Previous split:
2016 = 20% female, 2015 = 20% female

£2.3m

2016

£1.6m

2015

Gender split of promotions: 60% female

GENDER PAY GAP

23.2%

For more information on our
gender pay gap reporting go
to informa.com/gpg

Previous split:
2016 = 63% female, 2015 = n/a

THE CONTRIBUTION WE MAKE

23

OUR PILLARS
3 / OUR COLLEAGUES CONTINUED

Feature:WALK THEWORLD GOESFURTHERWe also launched Walk The World
Connections this year, a competition
that challenged colleagues to createa 90-second video showcasing how
something they’ve done at Informa has
made a difference to their customers,
their industry or their colleagues. There
were more than 40 entries from allover the world and the seven winners
were flown to London on a VIP trip,
joining the flagship London walk andspending time sharing their stories
with colleagues, including the Group
Chief Executive, Stephen A. Carter. Most
importantly, their videos were watchedmore than 8,500 times by colleagues,
so we know these important stories
are spreading around the business.

40 entries
7 winners
8,500 viewsof ourConnections
videosRichard Menzies-Gow,
Direct of Investor Relations,Global Support, London
2017 marked the second year of Walk theWorld, and it was fantastic to see so manycolleagues come together again. This year,
more than 100 Sustainability Champions
across the Group organised walks at 80(2016: 35) of our offices. These walks giveeveryone a chance to spend some quality
time with each other outside the officeenvironment – they’re uplifting, energisingand help promote the breadth and diversityof Informa around the world. It wasparticularly encouraging to see every oneof the Penton offices joining us so soonafter becoming part of the Group, plus
many colleagues who work from home.
In total this year, we had nearly half thecompany participate in walks (up froma third in 2016) – that’s 3,500 colleagues
compared to the 2,000 who took partin 2016. We also used it as a chance topromote and raise money for each office’s
chosen charity partner, with almost
30% more raised this year than last year(2017: £155k; 2016: £120k). From the
Forbidden City in China, to New York’sCentral Park, along London’s canalsystems, through Dutch tulip fields andthe Dubai creeks, we saw everything fromtropical beaches, Indian monuments andthe Swiss Alps. Walk the World has clearlycaught the imagination of colleagues
around Informa – I fully expect we’ll walkeven more in 2018!
For more information, seewalktheworld.informa.com

24

INFORMA PLC SUSTAINABILITY REPORT 2017

4 in 5
Four in every fivecolleagues told usthat WTW madethem prouder towork for Informa

28,800km
walked, 67% morethan in 2016(17,200km)//This year we had nearly
half the company walking(up from a third in 2016) –that’s 3,500 compared to the
2,000 who took part in 2016//
THE CONTRIBUTION WE MAKE

25

OUR PILLARS
3 / OUR COLLEAGUES CONTINUED

I joined Informa in 1996 as a graduate
trainee straight from university. I certainly
didn’t set out to spend 21 years at thesame company, but the time has justflown by! This is a great company to workfor – things always feel new and exciting,and opportunities are there for the taking.

WHY INFORMA
IS A GREATPLACE TO BUILDA CAREER
Vanessa Clandfield,
Communications Manager,
Global Support, Colchester

I think this is what’s kept me here.
I’ve had the chance to try a real rangeof roles – I’ve been a marketer, a SeniorCommissioning Editor and am now theInternal Communications Manager for
more than 800 colleagues in Global
Support. The key has been looking for
new roles when the time was right –and I think the new Vacancies Board
on Portal is going to help keep talent
in the business.

When I had my first child in 2003,
I was able to move from London to
the Colchester office, where I became
Customer Service Director in Shared
Services and was able to work more
flexibly. I had the chance to work on
many projects, including the integrationof Taylor & Francis.
Then when I moved to the European
Shared Services Centre in 2009 to create
a communications team, I was supported
by Informa to do a master’s degree inInternal Communication Management.
I’ve also been part of a global project
which has allowed me to travel and workwith colleagues from all over the world.
Part-time, flexible working with anemphasis on work-life balance has beena big part of why I’ve invested in a careerat Informa. It’s also been important tofeel supported and valued, and to knowthat I’m making a valid contribution to
the business. I’d like to think colleagues
all around the business are having asimilar experience!

//I certainly didn’t
set out to spend
21 years at thesame company,
but the time has
just flown by!//
26

INFORMA PLC SUSTAINABILITY REPORT 2017

In 2017, we officially launched AllInforma
to attract diverse talent and create aworkplace that’s welcoming, stimulating,and rewarding. Our initiatives fall into threemain categories: attracting, supportingand engaging.

WE’RE
ALLINFORMA
Saskia Bewley, Diversity andInclusion Specialist, Global
Support, London//We want to attract andretain a diverse rangeof skilled colleagues
through fair, inclusive androbust recruitment andpromotion practices//

We want to attract and retain a diverse
range of skilled colleagues through fair,inclusive and robust recruitment andpromotion practices. Our Recommended
Recruitment Practices, promoted internallyduring 2017, standardise and enhancecandidate selection and promote theuse of mixed-gender interview panels.
We’re also trialling advanced recruitment
practices including anonymised candidate
applications and a diverse jobs board tocapture a balanced mix of candidates.
In 2017, we’ve also rolled out unconscious
bias training to high priority teams to raiseawareness of elements that could preventthe best talent from joining our business.
We also created a standalone Diversity &Inclusion Policy during the year to put
more detail around anti-discriminationand harassment practices and promotea culture of equality and opportunity.
And 2017 saw the launch of AllInforma
Top Women – a series of interviews andprofiles of leading female colleagues –as well as the promotion of internationalawareness initiatives, including International
Women’s Day and International YouthDay. In 2018, we will launch a colleague
network called ‘AllInforma Balance’ tosupport gender balance and maintain aculture of opportunity and equality within

the business. This will be followed by
a Future Leaders’ network. We’ve alsorolled out unconscious bias training forhigh priority teams such as recruitment.
Additionally, in 2018 we will be publishing
our gender pay gap report for our UK
colleagues as required under UK reporting
rules. There is no evidence female andmale colleagues are paid differently fordoing similar roles. We broke our pay intoquartiles according to pay in April 2017,
where the upper quartile represents higher
paid and typically more senior roles. In thelower, lower middle and upper middle
quartiles, the median gender pay gap isnominal at 1% or less.
Having historically had greater numbersof men in senior roles that attract higher
basic pay and bonuses, there is a mediangender pay gap of 9% in the upper quartileof UK colleagues, driving an overall mediangap of 23%. Several parts of our Talent
Action Plan aim to help attract and retain
more women in senior roles, which overtime will serve to close the gender pay gap.

For more on our
gender pay gap reporting
informa.com/gpg

NEW CODE OF
CONDUCT AND
ANTI-BRIBERY
TRAININGLAUNCHED
Annie Mickle,
Head of Group Compliance,
Global Support, London

Launched in 2017 and supported by
15 newly revised policies, our new Codeof Conduct training for colleagues has
been completed by more than 99% of
people in our business. Since late 2017,83% of our colleagues have been throughrefreshed anti-bribery and corruption
training – and we’re confident this figure
will reach 100% in early 2018.

For more on our new Code of Conduct
informa.com/codeofconduct
THE CONTRIBUTION WE MAKE

27

OUR PILLARS
3 / OUR COLLEAGUES CONTINUED

74%

said their team or business was
better placed to succeed becauseof actions taken under GAP

In December 2017, we launched the firstcompany-wide Pulse to follow up on our
InsideInforma conversation in 2016 whichlooked at colleague engagement.

LISTENING TO,
AND INVESTING
IN, OUR PEOPLE
Leigh Brown, HR Director,
Knowledge & Networking, London

More than 4,000 (57%) colleagues had
their say on GAP and shared theirthoughts on aspects of the business18 months after the initial results. Nearly
three-quarters of those who expressed an
opinion (74%) said their team or business
was better placed to succeed becauseof actions taken under GAP, and 73%
said GAP had improved the products
and services we provide to customers.
Specifically, colleagues said they’d felt
a positive difference because of new or
upgraded technology and opportunities
to progress and develop professionally.
They also shared clear views on the needto continue to invest in equipment, tools,
and learning and development.
In any company, there will be a diversityof views and feelings, which averages
and percentages can never draw out.
But we’re pleased to see that overallcolleague engagement rose from 71%
in 2016 to 74% in 2017, so we’re headingin the right direction.

28//More than
4,000 (57%)
colleagues had
their say on GAP
and shared theirthoughts on
aspects of thebusiness at theend of the GAP
programme//

INFORMA PLC SUSTAINABILITY REPORT 201774%

Overall colleague
engagement rose from 71%
in 2016 to 74% in 2017

OUR PILLARS
4 / OUR ENVIRONMENT4OUR ENVIRONMENT
For a business of our size and global
reach, our direct environmental impact
is relatively small. We want to make iteven smaller, because using resources
more efficiently allows us to reinvest
in things that matter – and it’s theright thing to do.

Reducing our carbon footprint
We’re working to cut our carbon footprint
and use less energy. We’ve developed
a more accurate way of measuring ourenvironmental impact – and are now
tracking and comparing the footprintof our buildings to that of our flights andour book printing. We’ve also completed
a pilot with several industry peers tomeasure the environmental footprint of
our shows, and will enhance this in 2018.
Using resources more efficiently
We’re finding ways to reduce ourresource consumption and source more
responsibly – in printing, in producing
events, in running our offices. Over the
past three years, we’ve reduced bookdisposals significantly through better
stock management and moving evenmore content to digital. The acquisitionof Penton nearly doubled our Group-wide

paper usage but we’re pleased to reportthat Penton moved to sustainable paper
sources at the end of 2017. This means
thousands more tonnes of paper comingfrom responsibly managed forests. We’remaking small changes in our offices, too –for example, in 2017 we reduced waste
in several UK offices and now all theelectricity we buy in the UK is green.
We know there are ways we can makeour events more sustainable – and we’re
working with partners and suppliers to
do just this. For the second year, ourKnowledge & Networking and Global
Exhibitions divisions trialled a Sustainable
Events Ladder to help events benchmark
themselves against their peers. We
doubled the number of shows using
this in 2017.

THE CONTRIBUTION WE MAKE

29

OUR PILLARS
4 / OUR ENVIRONMENT CONTINUED

One of my roles is to help the businessunderstand two main things: how we
can lessen our impact on climate change
and how we can best manage the risks
arising from it.

UNDERSTANDING
AND REDUCINGOUR CARBON
FOOTPRINT
Therese Franzen, SDG and
Impact Specialist, Global
Support, Stockholm

Reducing carbon emissions
We’ve long looked at the carbon footprint
from heating and electricity in our offices.
Our facilities managers are working tofind ways of running our buildings withlower carbon emissions without affecting
colleague wellbeing. Most recently, thishas meant replacing the boilers at ourlargest site (housing around 900 people)
and moving to green electricity for all our
power purchasing in the UK.
While this has been our main directmaterial impact for years, our recent
acquisition of Penton has increased ourUS office footprint and corresponding
air conditioning usage. The purchase of
YPI has also introduced a larger vehicle
fleet and much more generator usage
at the maritime shows. We’ve therefore
extended our carbon footprint to include
these new emission sources.
For our size, we create relatively little
direct environmental impact, but wechoose to look beyond this to better
understand our true impact on climatechange. We’ve been working tounderstand the relative scale of theemissions from our supply chain and theconsumption of our products/services(sometimes called scope 3 emissions).

For some sources, we have good data andconfidence in the quantity of emissions.
Others we’re still learning about and have
only shown approximate numbers in thechart on the right. Over 2018 and 2019,we want to better understand these
impacts and find ways to reduce themin partnership with others.
Managing the risks fromclimate change
There’s no question that severe weather isposing an increasing risk to the business.
The fact that our offices and events are
spread around the world reduces this risk,
but it’s still something we face.
Hurricanes near our new boat shows inFlorida, and droughts in Cape Town are
two examples we’ve been dealing within the year. Our newly enhanced Group
Health, Safety and Security team makes
sure that evacuation plans are in place
and we have a travel management systemthat shows where our colleagues are inany emergency.
Next steps
From here, we want to make sure that
all other big sources of emissions areincluded in our carbon inventory andthat we have comprehensive, accurate
data. Alongside this, we’re looking at
rolling out examples of good practice in
reducing emissions and understanding
how we can play our part in addressing
climate change.

GREENHOUSE GAS EMISSIONS1

1.41

1.25

t CO2e colleague

t CO2e colleague

1.43

1,287
534
62

2015 total
scope 1 + 2

9,256

1,333

7,986

1

612

520
62

2016 total
scope 1 + 2

tonnes of CO2e2017 total
scope 1 + 2

10,797 1,672

1tonnes of CO2e

6,268

7,373

Scope 1: gas and heating fuelst CO2e colleague

1,136

Scope 1: refrigerants

tonnes of CO2e7,181

Scope 1: vehicle and generator fuels

Scope 2: electricity and steam1	We’ve updated our methodology this year and prior year data to reflect more accurate and complete data in our scope 1 and 2 footprints. We’ve restated prioryear data as a comparator. For more on our data methodology, see informa.com/NFdatamethodology

30

INFORMA PLC SUSTAINABILITY REPORT 2017

2017 GREENHOUSE GAS EMISSIONS
Tonnes CO2e

612 tonnes

1,333 tonnes

Refrigerants

SCOPE 1

Heating fuels

1,672 tonnes

Vehicles and generator fuels

SCOPE 2

7,181 tonnes

Electricity and steam
As our business has grown in size and we’ve opened more
offices, the electricity and heating fuels required to run that
estate have gone up. To reduce the harm of this, we haveefficiency programmes in place and have moved all ourpurchased UK power to green sources. The big impact thisyear has been the purchase of YPI which has increased
vehicle and generator fuel usage by more than 25 times.

c10,000 tonnes

SCOPE 3Paper milling(excluding printing)We’ve also estimated the amount of emissions for making
the 10,000+ tonnes of paper we use (excluding carbon
stored in forests). This gives us an idea of relative impact
and we’ll seek to refine this in future.

c30,000 tonnes

Flights taken by colleagues
and contractors

For the first time, we’ve measured the emissions fromflights booked by Informa for staff. This is based on
actual booking data and an extrapolation to fill thegaps. It’s shown here for scale. We continue to refine
this and also plan on expanding to cover trains, hotels,
etc to see if they are material.
Printing

Digital impacts

Flights by delegates

We are currently liaising with our printers to try
to estimate the carbon emissions from printing
our products. We estimate this is about thesame size as the paper milling footprint.

As we move to more digital online content,
books and journals, there’s an increasing
amount of power required to run all thepower for distribution and consumption ofthis content. We’re collaborating with othersin the industry to measure these “Dimpacts”.

We know that many people choose to fly
to our events and this impact is significant,although it’s mitigated through many flights
to separate meetings being avoided byholding them all at our events. We’reworking on estimates of this.

OUR PILLARS
4 / OUR ENVIRONMENT CONTINUEDOUR MOVETO MORESUSTAINABLE
PAPER SOURCING
Carlos Lugo, Senior Director,
Production Operations, BusinessIntelligence, Overland Park, Kansas

BOOKS AVAILABLE AS
PRINT-ON-DEMAND(% OF ALL TITLES)

2017

I joined Informa as part of the Penton
acquisition in 2016. At this point, I didn’t
really understand what responsible paper
and timber sourcing meant, as we hadn’t
been using sustainable sources. WhenI looked into how we could best meet
Informa’s Responsible Timber and Paper
Policy, I learned that our two major print
vendors took this agenda seriously
and could support us in changing ourpaper sources.
Over 2017, I worked with them to moveto certified paper sources under the
PEFC and SFI schemes. I’m happy to
say that all paper sourcing for the former
Penton businesses is now sustainably
certified. This makes a big difference –we use almost as much paper as all theother Informa businesses combined andhave managed to make the switch at zero
cost to the business. I personally feel
good knowing that we’re environmentally
sustainable and that the certification
protects human rights too.

78%

98%

From 2018, we expect around
98% of Informa’s total paper usage
to be sustainably sourced

Until we made the switch in October 2017,
Informa’s overall percentage of sustainable
paper dropped temporarily while we wereusing up existing stocks. But from 2018,
we expect around 98% of Informa’s total
paper usage to be sustainably sourced.
We’re working on those last few per cent!

2016: 74%, 2015: 72%

MAKING OUR PAPER USAGE
INCREASINGLY SUSTAINABLE

STOCK
WRITTEN OFF

2015
1,744k books disposed of

Informa sustainably sourced

Informa non-certified sources

Penton sustainably sourced

Penton non-certified sources

1,182 tonnes pulped

2016
591k books disposed of
401 tonnes pulped

10,823 tonnes
63%

7,149 tonnesof paper was certified
as sustainably sourced

98%

of paper predicted
to be certified assustainably sourced

88%

of paper was certified
as sustainably
sourced2017694k books disposed of
445 tonnes pulped

32

INFORMA PLC SUSTAINABILITY REPORT 2017

2016

2017

2018
forecast

Feature:
ANATOMY OF
A SUSTAINABLE
EVENT

Events are a major part of our business,particularly in Global Exhibitions andKnowledge & Networking. There aremany ways they can be made moresustainable – and we’re making
changes across the Group.
One of our most sustainable shows, led
by a passion from our customers, industry
associations, colleagues and suppliers,
is GreenBuild. We asked two of the key
contributors towards making the show
more sustainable to share their thoughtson the work they’re doing. We’ve also
introduced a new campaign whichshowcases dozens of ways toincorporate sustainable thinking thatmakes a difference into our events.
To explore the diagram in more detail,go to informa.com/sustainableevents

WORKING WITH INDUSTRYPARTNERS MAKESSUSTAINABILITY POSSIBLE

USING OUR LEADING SUSTAINABLE
EVENTS TO INNOVATE AND SHAREWITH OTHERS

Jeff Chase, Vice President,
The Freeman Company,
San Francisco

Karen Young,
Associate Show Manager,
Global Exhibitions, Irving, Texas

Being sustainable and “going green”
isn’t just about making the right moral
choice – it’s about making the rightbusiness choice.

When Informa took over Greenbuild, I was
immediately drawn to the sustainability
focus of the show. I quickly realised I had
a LOT to learn. It’s incredibly eye-opening
to watch someone hand-sort waste. Tradeshows historically produce piles of trashfrom exhibitor stands, show management
signage and conference workbooks.

At Freeman, we firmly believe that
efficiently using resources when producing
events is critical to our legacy. As theGeneral Service Contractor for GreenBuildand many other Informa shows, we lookafter things like attendee engagement,
exhibitor services and logistics, flooring,
signage, freight handling, and liaison withother sub-contractors.
We see waste as a resource that, whenhandled properly, saves and makes
us money.
Common goals on sustainability createa more sustainable event and allow us
to share these best practices with othershows. Recycling rates of more than
90% at shows are becoming achievable
where shows truly focus equally on
people, profit and planet.

While we can start small, we can change
the behaviour of our entire audiencethrough strategic communication. Thisrequires an initial evaluation of the big
picture. It also boils down to the choices
you make every day – what coffee cup
to use, how you travel to work, what
documents to print – all of which havea long-term effect on your community.
We have the chance to leave behinda long-term legacy in the cities we travel
to, and to see this legacy trickle down
to the local staff, vendors, hotels, andevent spaces we partner with.

We’re also proud of our donation
programme, where leftover materials
from the show go to local community
groups to be reused. Attendees are
happy, exhibitors are happy, whichmakes the show a success for everyone.
We’ve already got plans on how we
can improve even more next year.

THE CONTRIBUTION WE MAKE

33

OUR PILLARS
4 / OUR ENVIRONMENT CONTINUEDINSIDE ASUSTAINABLE
EVENT
The interactive tool we’ve built
is a great way to educate all ourcolleagues on the ideas they canbring into their shows to create
a great experience for customers
and a positive impact.
OUR CONTENT
1

Inspiring speakers can promote different approaches
and help our audiences solve global challenges

2

Innovation zones involving students and other creators
can showcase upcoming technologies and solutions

3

Content can be enhanced by linking to relevant
UN Sustainable Development Goals

4

Post-event surveys can measure how the event
has helped visitors learn and solve challenges

5

 ontractors can brief labourers on safety andCenvironmental standards

18

19

20

Safety and security are important expectations
for all people onsite

7

Recruitment fairs hosted at events can help
solve skills shortages and attract talent22

We can tell stakeholders how we’re doing via
touchscreens, signage and/or a post-show report

23

Tours around the show can highlight learning
opportunities and what we do to make it sustainable

OUR ENVIRONMENT
24

Information in advance can help visitors
choose walking, shuttles and public transport

25

Digital show guides and using sustainable
paper cuts waste

26

Freight forwarding and offsite consolidation reduces
vehicle movements, congestion and pollution

27

Water refill stations, reusable water bottles andnot selling single-use bottles saves waste

28

Sponsored products like bags and giveaways canbe responsibly sourced and have a long-term use

29

Having recyclable lanyards, badges, bags, etc
and collection stations for these can cut waste

9

Donating booths or advertising to industry charities
and community groups helps raise their profile

32

10Providing space for (local) start-ups can help attract
investment and growth33

11

A variety of networking spaces/events brings
many different chances to build relationships

34

12

Software can matchmake important meetingsand create space for more unplanned meetings

35

Volunteering by the delegates, whether onsite
or offsite, provides networking and a strong
community feel

36

Supporting visitors’ wellbeing can also create
networking at group runs, yoga classes,
morning mindfulness, etc

37

15

Education sessions provide CEU/CPD credits thatcount towards ongoing professional education

38

16

Free or discounted access for students, especiallyvolunteers, brings knowledge to our future audiences

39

14

17

34

30

31

13

Partnering with industry associations can create
scholarships for national and international students
to attend

INFORMA PLC SUSTAINABILITY REPORT 2017

Local economies can be supported by promoting
local restaurants, entertainers and tourism bothat show and online
Measuring the show’s impact on GDP/jobs helps
us to show how it creates benefits for the city

Local recipes share the city’s culture and help source
seasonal, local food. Fairtrade or MSC certification
improves sourcing

8

A long-term charity partner linked to the show’s
industry can demonstrate industry commitment
to issues

21

OUR COMMUNITIES
6

Local partners help us deliver legacy projects inhost cities such as renovating community centres
or educating restaurants

40

Venues, suppliers and visitors can collaborate
on a waste management plan and provide
recycling options around site
Booths can be recognised for participating insustainability programmes and awards canhighlight best practices
Our own spaces at events should be madefrom reusable shell schemes or pipe and drape
Suppliers and contractors can be encouraged
to use sustainable materials in booths, signage,table coverings, etc
Caterers can donate excess food or make sureit gets composted
Single-use items can be eliminated by specifying
reusable serviceware, bulk serving of condiments,
table water, etc
Cost-effective alternatives can often be chosen
to replace styrofoam, foam core board, vinyland solvents
Carpet usage can be reduced by careful layouts,
reuse on future shows and offcuts being recycled
where possible
Local partners can help us donate leftover materials
and products for community projects like upcycling
Hotels can be encouraged to implement andstick to “green” programmes as well as donating
leftover toiletries
Measuring and reporting environmental andsocial KPIs can encourage ongoing improvement

To explore the diagram
in more detail, go to
informa.com/sustainableevents

WHAT’SNEXT?
A firm foundation for progress

Ben Wielgus
Head of Sustainability
2017 has been a year of growth for
Informa and for our sustainability work.
Our Growth Acceleration Plan (GAP) andthe integration of Penton have helped givethe business a strong position for the
future. We’ve seen more participation,
more engagement and more ways to linksustainability to our market ambitions.
Our expectation at the start of theyear was to create a new sustainability
framework and associated long-termtargets in 2018. However, we realisedthat any new framework would be far
more likely to be successful and businessrelevant if it were closely linked to ourambitions for growth continuation after
GAP and our refreshed Purpose. As
these are both due in 2018, we decided
to align our timings with those. The
potential acquisition of UBM also gave
us good reason to ensure our work ona sustainability framework was retimed.

INFORMA
PLC BOARDEXECUTIVE
MANAGEMENTTEAMSTRATEGYTEAM

SUSTAINABILITYTEAM

PLANNING AND
STRATEGY

BRAND ANDCOMMUNICATIONSPURPOSE AND
IDENTITYSUSTAINABILITY ADVISORY PANEL (SAP) DRAWS FROM EACH DIVISIONACADEMIC
PUBLISHING

36

BUSINESSINTELLIGENCEGLOBALEXHIBITIONSKNOWLEDGE &NETWORKINGINFORMA PLC SUSTAINABILITY REPORT 2017

GLOBALSUPPORT

This report highlights just a selection of
the great work our business is doing onsustainability. Over the year, we’ve run asustainable innovation programme to find
new ways to enhance our products andconnect more strongly with customers.
This has included looking at bettermeasuring our impact and more clearly
linking the content of our products withthe underlying global challenges industries
are facing. Alongside other projects, thishas helped us to clarify where we canreally make a difference with local, market
and global challenges. More operational
and internal aspects have also all seen
growth: Walk the World, volunteering,
resource usage, support to charities
and so on.
In 2018, we plan on using a seniorsustainability advisory panel (as shownhere) to develop our wider approachto sustainability and targets. In themeantime, we’ve identified a numberof priorities for the coming years,
which we’ll be expanding over time.

SUSTAINABILITY
GOALS
Once we have a new sustainability frameworkin place, we’ll overlay this with long-term
10+ year targets. In the meantime, there are
a number of clear goals we want to hit in thenext few years. For content and communities,
these targets are most appropriate within
divisions or specific industry verticals, rather
than the Group. Over the next year, we’ll beworking with each part of the business to set
our overarching sustainability strategy and to
specify how our ambitions cascade down to
the different parts of Informa and their markets.
All these goals will be expanded over time.

Governance

Issue

Goal

Sustainability
framework

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

Governance

DJSI performance

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

Content

Sectorcollaboration

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

Content

SDG engagement

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

Content

KPI development

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

Community

City impact

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

Community

Measuring impact
on people

By 2020, we’ll have introduced a programme of common
measurement of the impact we create through Content/Community for all our attendees at our events.

Community

Meaningful charity
partnerships

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

Colleagues

Gender balance

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

Colleagues

Colleague
wellbeing

By the end of 2018, we’ll have launched a company-widecolleague campaign to support physical and mental wellbeing.

Colleagues

Colleague
participation

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

Environment

Our contribution toclimate change

By 2020, we’ll have cut our carbon footprint by another
10% per head and at least five of our top 10 offices will
have invested in energy efficiency measures.

Environment

Responsible
sourcing

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

The paper used in this report is
produced with FSC® mixed sources
pulp which is partially recyclable,
biodegradable, pH Neutral, heavy
metal absence and acid-free. It’s
manufactured in a mill which complies
with the international environmental
ISO 14001 standard.
Design and production by Luminous
www.luminous.co.uk
Consultancy and writing by Falcon
Windsor www.falconwindsor.com
We are pleased to be named theIndustry Mover in our sector of the
Dow Jones Sustainability Index in 2017.

We are proud to be members of:

Sustainability is a collective
responsibility – so join the debate
by sending your thoughts tosustainability@informa.com

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