Annual CR Report 2010

Contents

4. Professional and Commercial

1. Introduction
CEO

P4

CR Director

P5

2. Group Update:
CR at Informa

P6

Business Ethics: Data Protection, Intellectual
Property & Code of Ethics

P7

Be Involved: Informa’s 3 Global CR Events

P8

3. Academic Information
Managing our Print Supply Chain
Responsible Paper Sourcing

P10
P11

Digital Inclusion
DRM & Piracy
Maintaining the Integrity of our Content

P12
P12
P13

Global Staff Survey

P13

T&F India and Udayan Care

P15

Managing IBI’s Print Supply Chain
Responsible Paper Sourcing

P16
P16

Being where our Customers are
Sustainable Products
Leveraging our Influence: Celebrating Breast Cancer
Awareness Month

P17
P17
P17

The IBI Academy and Datamonitor’s Global
Staff Survey

P18

Datamonitor sponsors Project 511’s Mobile
Science Lab

P19

IBI’s Senior Management team prepare toclimb Kilimanjaro

P19

5. Events and Training
Sharing our Goals

P20

Using Social Media to provide Value Added Content
Sustainability and Cityscape
Health and Safety at our Events

P20
P21
P21

ITM’s Staff Survey

P21

The Monaco Yacht Show celebrates its 20th Birthday
ESI’s SOS Fund: Supporting Unemployed
Professionals with Scholarships
IIR/ICBI and the MicroLoan Foundation

P22

CR Governance at Forum

P23

P22
P23

6
CR Data

P24

Targets and Objectives

P26

Environment

PeopleProduct/Customer

Community

Where we work

USA

32%

UK

36%

Germany

4%

India

9%

Rest of the world19%

Introduction

A View from the Top: Peter Rigby, 		Group CEOInforma is on the brink of being a FTSE 100 company and is a business going places.
Our employees are based in 150 offices in over 40 countries. We are knowledge
providers supplying high quality, proprietary business to business knowledge andacademic information through some of the longest standing brands in the worlds ofpublishing, conferences, exhibitions and training.
Ethics stand strong within our business, it is what our current and future employees
want and expect, and similarly our customers. In 2010, we concentrated on putting
in place our new CR strategy of ‘devolution’. This means we expect our businesses
individually to be more involved but it is certainly not a sign of the group abdicating its
responsibility.
What we’ve done is put in place group-wide machinery and some stepping stones thatwill give the programme direction, and increase local pick-up across the world.
We want CR to be seen as ‘what the group stands for’ and for this to be reflectedin good social behaviour. We also want to ensure we are all pushing in the same
direction, so that wherever we are in the world, all our stakeholders including
community partners, customers and our staff know what CR means at Informa.
At the same time, we want to allow our businesses to do things that are suitable forthem and at appropriate times in the year. A good example of this is our support
for the World Cancer Research Fund through our banana themed events. Many ofour businesses take part in this initiative year on year, but have adapted the original
concept as well as timing.
Although we have always taken CR seriously we raised our game significantly around
7 years ago after the merger with Taylor and Francis and it’s been a transformational
process helping us better define why we are a great place to work. We fully recognisethat our people make our products and our products make us money.
Over the last couple of years it’s been a tough economic environment, which has
meant it was harder to find a job, something that benefitted employers. Now the job
market is picking up, we need to ensure we retain not only key people, but all our
staff. We don’t like to lose anybody. At Informa our staff give their all and the company
responds accordingly.
We are also seeing investors ask us increasingly challenging questions about what weare doing to be socially and environmentally responsible. Initiatives like our global
Green Week have encouraged us to better organise our offices and we are deeplycommitted to delivering our content effectively through innovative digital platforms
that are enabling us to reduce our environmental impacts.
However, we want to show our managers and employees that CR is more than doing
their bit for the community and environment. These things are the face of our CR
programme but they are not the full story. This is why the 3 CR tests we’ve put together
are so important, because they bring CR back to being the foundation of a successful
business as it should be.
Our business heads are aware of this and accept the challenges inherent in thebusiness and are a full part of our continuing journey.

4

CR Report 2010

Introduction

Introducing Informa’s new Group			
CR Director, Emma Blaney2011 sees the start of a new era for Corporate Responsibility in Informa.
My predecessor, Keith Brownlie, has created an environment where CR is embraced,encouraged and supported at all levels in the business. We now need to build on this work,and think more strategically about CR across Informa and how it relates to each of our very
diverse business units. Autonomy is key to Informa’s success as a business, so it makes
absolute sense that each area has a CR strategy aligned to their business and has control
over their own budget to make this happen.
This new devolved CR structure will take some time to take shape, but will enable us todevelop initiatives which are aligned to the individual businesses as well as provide amore structured approach to reporting CR objectives and collecting data from across thebusiness.
In 2011, we will expect each of our businesses to set themselves measurable targets, put aclear plan in place for achieving these and be able to report progress against these at theend of the year.
At Group, we will continue to be a central point for our divisions, managing our 3 groupwide initiatives and also supporting the 18 nominated CR Representatives to share bestpractice and avoid reinventing the wheel.
It’s very important that Group facilitate the roll-out of good ideas where these can beapplied more globally, as well as provide advice and support to ensure our representatives
are kept up to speed on the wider context of CR.
We will be giving our businesses an inteligent steer on CR to ensure that we all betteralign our CR activities to our brand and business. One of the best ways we can do this isby continually reminding our CR representatives to go back to the three tests we have set
around CR, which are: save money; motivate staff; and build brand.
We hope these tests will not only ensure we enhance our brand through CR, but that we
also bring more people within the business around to seeing CR as a central pillar andsupport to the business. Our CR strategy is very much part of Informa’s overall businessstrategy and is a part of how we all do business.
In 2011, we will be building a closer link with the marketing team to ensure that CR
activities are aligned with the Informa brand and values.
I’d also like to see more of our CR activities in 2011 being used as a platform for developing
our people, something that is already happening in some of our businesses.
CR can offer a level of development that we can’t give in a classroom and we should see
it as an opportunity to nurture the skills and passion of our people, whilst ensuring that
Informa continues to be a fulfilling place to work.
I am very much looking forward to seeing CR grow and develop at Informa in 2011.

CR Report 20105

Group Update

CR Strategy
Informa Group is a collection of well known but distinct business brands and in 2010 wedeveloped our CR strategy to reflect this more closely by devolving greater responsibility for
CR to each of our business divisions.
We asked each MD or CEO to appoint a CR leader for their business, and we now have a setof 18 CR Leaders globally whose role is to work closely with their MD or CEO to develop an
approach to CR that makes sense for their business. By doing this we hope to ensure that eacharea of our diverse business portfolio has identified, and is managing, the key issues for them.
Ethibel: In July 2010, Informa was selected forinclusion in the Ethibel EXCELLENCE Investment
Register subject to continued monitoring by them.

At Group-level, we have created a set of KPIs that will help us to meet our overall CR objectives
as a business and we expect each of our businesses to report against these annually as well as
set their own CR targets and objectives to sit alongside those KPIs.
We have also created three tests that are designed to guide our businesses in identifying the
key CR issues for their businesses. These three tests are:
1. Saving Money;
2. Motivating Staff; or
3. Building Brand.

Our Governance Structure:
Informa Plc
BoardGroup HR/CR Director
Group CR Coordinator

Remuneration
Committee

Audit
Committee

Nomination
Committee

Risk
Committee

Group CR
function

Divisional
Management
BoardsDivisional CR
Committees
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CR Report 2010

Business Ethics: Data
Protection, Intellectual Property
and Code of Ethics
As part of our continuing commitment to protect our customers’ data, Informa carried out
a strategic review of data protection processes across all our businesses in 2010. This has
resulted in a new group-wide data protection policy that will be rolled out across all Informa
businesses in 2011.
In recognition of ongoing developments in the way in which our content is being delivered
and accessed, we are also constantly reviewing our processes on intellectual property. As our
products develop, we continue to revise and update our contractual process to ensure that our
intellectual property is properly protected, building on a strategic review of the standard terms
and conditions across the business undertaken in 2009/2010.
In 2010, we also took the opportunity to review risk and compliance across the group. We are
now in the process of incorporating existing best practices from across the business into an
updated Code of Ethics that we will launch to coincide with the upcoming implementation of
the UK’s Bribery Act in July.

Chris Angel, employee of the year
Chris Angel joined IBI in October 2009 in a new role within their Global Compliance Team,
central to which is managing issues around data protection and intellectual property. He
quickly made himself so indispensible to IBI in this role that he was nominated for, andjointly awarded, Informa’s Employee of the Year in 2010.
Since joining IBI, Chris has taken on full responsibility for rolling out new contract
templates across IBI globally, which entailed delivering 20 training sessions globally on a“Compliance World Tour”, and will also be responsible for the global roll-out of Informa
Group’s new Data Protection Policy at IBI in 2011. And, if this was not quite enough, he has
also taken on business continuity planning for IBI, no mean feat for an organisation of over
1,000 staff globally.

CR Report 20107

Group Update

Be Involved
Informa’s Group-wide Corporate Responsibility employee engagement programme “Be
Involved” was consolidated in 2010. Our programme now consists of three global events, wecall our traffic lights. These are: Stop! For the Community; Go Bananas in aid of the World
Cancer Research Fund (WCRF); and Green Week.

Stop! For the Community
In 2009, Informa introduced a global volunteering policy giving all Informa employees one day
off a year to volunteer. In December 2010, we held our first Stop! for the Community event tocoincide with the UN’s International Volunteer Day. The aim of the day was to raise awarenessof our volunteering policy and showcase examples of best practice within the business. We
held a webinar in which 3 of our Informa offices talked through their experiences of setting up
volunteering initiatives and published a set of case studies, which were launched by Informa’s
then Group CR Director, Keith Brownlie.

Go Bananas
Total raised£76,100
for the WCRF

8

CR Report 2010

For all Informa employees, Go Bananas, in aid of our long term charity partner, the World
Cancer Research Fund (WCRF), has become a much loved event. Whether in London’s Regent’s
Park, along a Florida beach, by the side of the river Rhein in Germany, in the hilly area of
Westborough in Massachusetts, or even in Singapore’s heat, around 1,300 employees globally
took part in 2010’s April event, raising a total of £36,100. Informa match-funded this total witha donation of £40,000.

Green Week
Held for the 2nd time in Sept 2010, Green Week saw employees, MDs and CEOs globallyworking together to raise awareness of environmental issues and the importance of managing
our impacts. Several global competitions took place, including the CEO/MD Green Games,
where divisional leaders competed with each other on a series of daily themed challenges in
the areas of travel, energy, mind, waste and water.
A new set of challenges was added this year with points being awarded for the MD/CEO withthe highest level of team participation in our events as well as for longer-term commitments
made to our environmental programme. Thanks to Informa’s competitive spirit, Green week
was a fun, resourceful week that we hope will lead to long-term sustainable change.

Our successful Green Week initiative was awarded a Green Apple award in 2010

CR Report 20109

Academic Information
Informa’s academic information division, Taylor & Francis publishes books and journals with over
55,000 titles available that provide individuals and organisations with the knowledge they need tocarry out their work.

More and more authors andcustomers are asking us
about what we are doing
to ensure we are asocially responsibleorganisation.

T&F Journals: Stock Write Off

2008

£1.8m
2009

£1.3m
2010

£670K

Jeremy North,Managing Directorof Humanities andSocial Science Books

Managing our Print		Supply Chain
In 2008 we developed an Environmental Questionnaire for our print supply chain. This
questionnaire enables us to rank suppliers on environmental performance, and engage withthem to drive improvement. We piloted the questionnaire with a UK supplier in 2009, and lastyear rolled it out to all UK journal printers.
We continue to reduce the amount of stock we print and hold in warehouses. This reduces ourwarehouse costs, as well as reducing the amount of unsold publications. We are doing this in
two ways.
Firstly, we are continuing to increase the number of our titles available through print on
demand (POD). We now offer 42,700 titles in POD format globally through contracts in the UK,
USA, Singapore, Australia and Japan and 90% of our new titles are set-up in POD when theyfirst go into print to ensure they are ready to move directly into POD format after an initialprint-run.
This means more of our printing is specifically on demand and being done in locations closer
to our customers. As a result we’ve seen air freight miles and storage costs fall in 2010.

Fall in freight/wharf stock storage
charges thanks to streamlined paperdelivery to our suppliers
2008£76K 2010£44K

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CR Report 2010

Secondly, the majority of Taylor & Francis (T&F) Journals are managed on a subscription
basis due to the niche nature of their content, so we can predict print requirements to a very
high degree of accuracy. In 2010, we undertook a project looking at how we could use thisinformation to better control our stock and therefore reduce waste.
T&F Books has also put in place inventory control initiatives that have helped us reduce stock
write-off for our books business by almost 60% since 2008.

In 2010, T&F Journals was awarded theInternational Publisher of the Year by
the International Printers’ Network (IPN)
in recognition of their pioneering use ofdigital printing technology to reduce theircarbon footprint and improve delivery
times to subscribers.

With so much innovation focused aroundour online content, innovation in digitalprinting is often overlooked and I would
like to thank the IPN for their support
and commitment as we made significant
changes to the ways in which
we print and distribute ourcommented
content, delivering benefits tothe environment and to our
Ian Bannerman,
subscribers.

Managing Directorof UK Journals

Responsible Paper Sourcing
T&F is committed to using material from sustainable sources, which for us means using FSC®
certified paper where at all possible.
In the UK, for example, 10% of our books are digital and the remaining 90% printed throughthe traditional lithograph method. We directly source the paper for all our printed books
and have our own FSC Chain of Custody to ensure that this is all FSC certified. Similarly, we
estimate that 95% of our journals are printed on directly sourced FSC certified paper. The
remaining 5% of our journals are printed through suppliers who will specify their own paper.
We are also in the process of exploring the use of recycled papers both for our journals andbooks, a project that will continue into 2011.

CR Report 201011

Academic Information

Digital Inclusion
T&F is committed to providing websites that are accessible to the widest
possible audiences, regardless of technology or ability. Our websites conformto the Double-A level of the www Consortium (W3C) Web Content Accessibility
Guidelines 1.0 ensuring that they are user-friendly to all our audiences where
currently feasible. We are continually seeking out solutions that will bring allareas of our site up to the same overall level of accessibility.

We see web accessibility
as a non-negotiablerequirement
in any digitalproject.

Mark Majurey,
Digital Development
Director, T&F

In January 2010, we took part in a pilot project on accessibility for our e-books with
the Shaw Trust and were included in the final report they wrote on this. We also
received an honourable mention in the first JISC TechDis awards in April 2010, which
are designed to recognise best practice in customer accessibility in the publishingindustry.

Taylor & Francis is one of the PA’s most active
members in helping to develop our Copyright
Infringement Portal. Copyright infringement is
one of the biggest threats facing the publishingsector but smaller companies do not have theresources necessary to tackle it. By
working with the PA on an industrywide solution, T&F is helping tobring about a future free of piracy
for everyone.

Richard Mollet,
Chief Executive,PA

DRM & Piracy
T&F aims to protect its assets by ensuring that our approach to digital rights management(DRM) is flexible enough for our customers, whilst also maintaining a robust approach tofighting piracy in the publishing industry through our work with the Publishing Association(PA).
We are constantly re-appraising our approach to DRM by keeping up with cutting edge
technology and looking into the lessons of social DRM, such as watermarking. As a result, wehave been able to relax some of our DRM requirements for academic books. Students andresearchers can now copy and paste as well as print out more of our content, whilst we can be
sure that our files are safe from casual piracy.
We also continue to be an active member of the PA’s Digital Piracy Working Group.

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CR Report 2010

Maintaining the Integrity of
our Content
Publishers don’t pretend to be the ultimate experts on our content. We manage that content
but rely on academic and scientific experts to ensure that the quality of our publications
remains strong. Key to this is ensuring that the peer review process we have in place isobjective and independent.
As well as core subject areas, T&F is very interested in the cross-fertilisation of topics. This means
publishing material that is on the fringes of traditional topics, and looking at how one subject
area can add insight in to the working of another. The peer review process doesn’t restrict this.
Ultimately, the review process plays an important part in keeping our publications topical andthought provoking by ensuring that all content is challenged and debated before publication.
The whole process is underpinned by our Review Guidelines for books.

Global Staff Survey
Participation in our global employee engagement survey increased to 85% this year (1200 responses). Levels of employee engagement
remained at over 85% across our business, well above our benchmark group. We were very pleased to get the following feedback in particular:• 85% of survey respondents are proud to be associated with T&F• 75% of respondents felt they get the support and coaching required from their manager for their own development• 66% of respondents agreed that T&F senior management are committed to making a difference in their local community.
What is more important to us, however, is our commitment to use employee feedback to drive high engagement levels. We do this by
ensuring that all our MDs are responsible for the survey results and subsequent action they take for their own employees.

CR Report 201013

Academic Information
In 2010, a number of initiatives were put in place in response to 2009’s
staff survey, including:Roll out of our Learning Management System in the US
with support which includes e and video learning
360 degree feedback programme to managers in ourBooks division
Training programme and appraisal process launched in
New Delhi
Quarterly business updates in UK Journals
Roll out of Volunteering One-Day policy globally
New in-house publishing seminars in Milton Park
Preferred Working Hours arrangement in UK businesses

Chartered Institute of IT (BCS) accreditation
for functions in the IT team
New York IT equipment upgrade
Staff- management consultative committee
set up in New York officeUpdating our Singapore staff handbook
Implementation of a new attendance policy
in our Kentucky warehouse
Staff Mentorship roll out in NY
Employee/Management Meetings set up in
our Kentucky warehouse

We are currently analysing our 2010 results and will use this data to drive further improvements in our business.

14

CR Report 2010

T&F India and Udayan Care
T&F actively supports Informa’s community policy by encouraging its businesses to set up community partnerships with organisations thatare local to their offices or have a strategic link to what they do as well as take up their annual day of volunteering.
T&F India is a good example of this through the partnership they have developed in 2010 with Udayan Care, an organisation that supports
young people in Delhi by providing them with an education and opportunities to reintegrate into society.
T&F India used a rigorous screening process to choose their community partner, which they drew up with the help of one of their authors, Ms
Pushpa Sunder, who has written a book on Non Governmental Organisations (NGOs) in India and therefore knows the landscape very well.
Although it was difficult to get staff involved at first, the initiative now boasts an enviably high rate enviably high participation rate of 45%,
which they hope to improve upon even further in 2011.

CR Report 201015

Professional and Commercial
Informa’s professional and commercial information businesses offer structured databases,
subscription-based services, real-time news, research and business-critical information creating
business advantage.

Managing IBI’s Print		Supply Chain
Informa Business Information’s (IBI) Print on Demand (POD) project went live in April 2010,
and functions in a similar manner to that at Taylor and Francis (T&F). At the moment, IBI has
local POD capability in the UK and USA, which means that when orders are taken at our central
services centre, they can then be redirected to the facility nearest to our customer. We havealso set up the system so that it can be easily replicated in further markets in the future.
So far, a total of 466 titles have been made available in POD format and the programme isalready delivering savings in terms of airfreight, storage, and stock write-off.
Most of the printers used globally by IBI are certified to ISO14001, as well as having chain ofcustody systems in place for the two internationally recognised forest certification schemes:
FSC; and PEFC. This means they can source PEFC or FSC certified paper that is made fromsustainably managed for sources, and label the journals.
In 2011, we have set ourselves an objective to roll-out the use of T&F’s supplier questionnaire
so we can better monitor the environmental performance of our print suppliers and drive
improvements.

Responsible Paper
Sourcing
The two daily newspapers IBI publish, Insurance Day
and Lloyd’s List, are printed in the UK by our partner the
Guardian Media Group. The paper used is c.80% recycled.
For the journals printed in the UK, IBI supplies the paper
directly to the printers and all of it is FSC certified.

16

CR Report 2010

Our vision…is to be ourcustomer’s first port of call forpractical market intelligence, thefirst place they seek thetools that support their
Andrew Cooney,
decisions.
Commercial

Director, Lloyd’s List
Intelligence

Being where our Customers are
In 2010, both Scrip and Lloyd’s List launched themselves into the digital age with the introduction of intelligence services enabling them to
evolve in line with their customer’s consumption of knowledge.
Scrip started life as a weekly printed newsletter in March 1972. It now provides customers with online analysis and commentary on key eventsand issues facing the global pharmaceutical and biotechnology industry.
Lloyd’s List too has drawn on its reputation as the industry Bible, and global network of specialist sources, to develop an online offering that
includes an ‘Ask the Analyst’ service that Scrip also offers its subscribers. Both services are extremely popular and drive content for the two sites.
Scrip has also been using social media platforms to interact with readers and in some cases drive new content for publications. One example ofthis was Regulatory Affairs Pharma, which identified a useful story for subscribers through a discussion initiated by members of their LinkedIn
Group. The story was published on their online site and was viewed 100 times within 24 hours.

Sustainable Products Leveraging our
Influence: Celebrating
Breast Cancer
Awareness MonthGiven the growth in the sustainability agenda, it’s unsurprisingthat our businesses are developing products for this market in
response to that. Whilst it is still early days, reception to theseofferings has been very good. Examples include:

Ovum: In autumn 2010, Ovum formed a dedicated research andanalysis team to focus on Energy & Sustainability technology.
The team covers Green IT (energy-efficient computing);
technology issues for utilities, including smart grids and smart
meters; and the role of IT in enabling sustainable practices acrossthe business.
Agra: In 2010, Agra ran three highly specialised events onsustainability topics for its customers. These were the European
Packaging Waste Forum and a Sustainable Sourcing event for the
food and beverage industry, now in its second year, and a newevent on bioplastics and biopolymers.

The International Journal of Hyperthermia celebrated Breast Cancer
Awareness Month in October with an issue devoted to breast cancer
and hyperthermia treatment. They turned the journal pink, literally, andpromised to make a donation for every person that logged onto our
website and downloaded one of the articles from the edition.
This initiative not only helped us raise $1,500 for Susan B. Komen for
the Cure but also had the added business benefit of generating greaterawareness of our website content, driving up readership by 537%.

CR Report 201017

Professional and Commercial

The IBI Academy andDatamonitor’s Global Staff
SurveyThe IBI Academy continues to play a central role in developing IBI’s employees from those thatdeliver training courses to those that attend. In 2010, we launched a Management Academy
providing training to three different management levels within IBI. We are now using in-housetrainers instead of an external company, which means that we are better able to develop
courses that get to the heart of IBI’s culture and processes. Evaluations of the courses havebeen excellent so far, and we will continue to build on this programme in 2011.
Datamonitor conducted a global Employee Engagement Survey in March 2010 through a third
party provider, ORC International with a response rate of 73%.

73%

Response
rate

Interestingly for us, we scored below our private sector global benchmark for both questions
on CR, although scores varied across region and staff seniority. Analysis done for us by OCR
identified CR as being something that could help us improve employee engagement, so we
decided to make it one of the four themes that we would follow-up on in subsequent focus
groups along with: Fair Employee Treatment; Reward & Recognition; and Communication.
The focus group on CR in each of the four regions where these took place identified some
important recommendations for us, most of which we’ve already addressed, or have plansto do so in 2011, including better publicising the Informa volunteering policy, improving
charitable giving opportunities for staff and setting up a CR Committee, which IBI is in theprocess of doing, and Datamonitor will be included in that.

18

CR Report 2010

Increase in science pass rates
since the introduction of the
Mobile Science Lab

£8K /
INR
580K

17%

Datamonitor sponsors
Project 511’s Mobile
Science Lab
In 2010, Datamonitor’s Hyderabad office in India sponsored a project
run by a local organisation, Project 511 whose aim is to develop theinfrastructure around local government schools, which have been
underperforming. It does this in a number of ways, including supporting
the teaching of certain subjects, like science, which it does through its
Vignan Vahini programme.

Donation to the
Mobile Science Lab
project

The programme has been rigorously assessed throughout. During the firsttwo years of the scheme, science pass rates for children in Vignan Vahini
schools rose from 52% to 57%. Project 511 then introduced a mobile
science lab, which Datamonitor sponsored in 2010 with a donation ofaround £8,000. Since then pass rates have increased by 17%.

Climbing a mountain as an exercise provides
a powerful metaphor for ‘journey’, forconquering fears and meeting challenges,
for being resilient and dogged. These are
qualities we all need in spades. We intend touse this rather extreme physicalchallenge to develop and build ourteam of Directors. It will provide
valuable learning for their roles andbusinesses at Informa.

Lindsey Roberts,
Chief Executive,
IBI

IBI’s Senior Management team prepare toclimb Kilimanjaro
In February 2011, IBI’s Senior Management team will be climbing Kilimanjaro to raise a rather ambitious £250,000 for a range of charities
including the African-focused charity Nothing but Nets, which provides mosquito nets in malarial areas. In October 2010, 12 of the teamcompleted the 3 peaks challenge together in preparation.
More importantly however, the experience will also provide a blueprint for developing talent across the business. The Kilimanjaro challenge
will kick off a number of related projects in 2011 and beyond, which are designed to give staff at IBI not only the opportunity to volunteer
but also develop key skills.
The team has been contributing to a blog throughout their experience at: http://kilimanjaro.informa.com.

CR Report 201019

Events and Training
Informa is the largest publicly-owned organiser of exhibitions, events and training in the worldproviding inspiring marketplaces and the opportunity for knowledge to be shared.

Sharing our Goals
In 2010, we have been learning from one of our UK suppliers who has been developing, andimplementing, good practice in environmental management to the events and conferences
they manage for us. Some of the initiatives they have in place include:• All carpets from their UK events, as well as the majority of those in Europe, are recycled into
plastic pellets for use in injection molding of plastic garden furniture.
• Monitoring fixtures and fittings suppliers to ensure they minimize their impact post-events.  
For example, they will only source shelving systems that can be re-used post their events or
PVC banners that will be recycled.
• Working towards BS801/ ISO2211 accreditation, an environmental standard developed
specifically for the exhibitions industry, for all events.
In 2011, we would like to work with this supplier to develop a waste management best practiceguide for all our global events partners.

Using Social Media to provide Value
Added Content
Social Media has opened up a lot of opportunities to improve dialogue with customers and, as a knowledge provider,increase the value added content we are able to share. Our events businesses have been building their use of social media
throughout 2010 and Informa Australia is a good example.
Youtube is used to freely share exclusive interviews with their speakers,
filmed speaker presentations and tips from their training courses.
Twitter proves to be a communication channel where their customers
are able to liaise with them in the quickest way. They are constantly
listening to their customers via Twitter – for complaints/questions/comments and using it during conferences to take Q&A, including fromanyone externally who is following events. Linked-In groups have been
set up to allow customers not only to network, but also to provide
feedback on conferences and amend future agendas. Facebook pages
for their publications provide free content from those publications andallow customers to voice their opinion on them and share any articles
useful to them with their peers.
An Informa “Social Media Credo” has been worked on in 2010 at Grouplevel to be presented to our Marketing teams in 2011 to have a clear
view of using social media to add value for our customers.

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CR Report 2010

Sustainability and CityscapeSustainability plays a central role in IIR Middle East’s Cityscape
events with nearly all Cityscape conferences featuring at least one
session on it. 2010’s World Architecture Congress, for example,
focused on the issue of building the sustainable cities of the
future.
At each Cityscape event we also hold a set of awards, one ofwhich is dedicated to sustainable development. Khawr Awqad, anintegrated sustainable lifestyle destination, won a special award
for the environment at this year’s Cityscape Global. Currently
being built in Oman, Khawr Awqad, a mixed-use development,
will incorporate the ideas of eco-literacy and education,
ecotourism, and sustainable green living.
Over the past two years we’ve also run the City Leaders Forum which tackled the challenges
urban leaders face in implementing and maintaining sustainable urban growth in challenging
economic times. The forum was designed to find solutions and long term strategies for ensuringsocial, economic and environmental development of tomorrow’s global cities.

Cityscape Award winners 2010

Health and Safety at our
EventsOver the last couple of years, we have been in the process of implementing a
new H&S management system for all parts of Informa’s businesses in the UK. In
2010, our focus was on developing a new training programme for all of our UK
events teams, the final stage in the roll-out of our management system.
Employees running high risk, large scale events will now have to attend a three
day training course, to be rolled out in 2011, covering all aspects of health andsafety whilst conference managers will be required to attend a one day training
programme. We will also train employees in how to audit the safety of thevenues Informa uses for large scale events.

ITM’s Staff Survey
Informa Telecoms and Media (ITM) conducts an annual staff survey that is used by each of the business units to drive improvement. 65% of ourstaff responded to our survey in 2010.
Some key findings from the 2010 staff survey included that the majority of our employees felt we pay attention to the suggestions they made andare satisfied with the variety in their jobs. 64% of employees, an increase on last year, also agreed that we allow them a good work/life balance.
We also hold an annual strategy away day for our industry and conferences divisions as well as one for our industry research employees. We use
these opportunities to encourage employees at all levels of the business to contribute their ideas for developing new products or improving ourservices to customers.
We even award a prize of £500 to the best ideas pitched to us at the end of the day.  

CR Report 201021

Events and Training

The Monaco Yacht Showcelebrates its 20th Birthday
2010 marked the twentieth Monaco Yacht Show(MYS), which it celebrated in style. Over fourdays, 28,000 people from across the world gathered to admire the 100+ super yachts that
lined the docks as well as other products and services.

£78,000
total charitable
contributions madein 2010

If you could not attend the event, you can now take a virtual tour to see what you missed out on.
The show continued to support research into Duchenne Muscular Dystrophy, a relationshipthat is now over ten years old, contributing 50% of entrance fees to its long-term partner the
Association Monégasque contre les Myopathies. Planning is now also well underway for the
next Biannual Only Watch auction for the charity that will take place in 2011.
For the first time this year, MYS also donated over £30,000 to the Prince Albert II of Monaco
Foundation to support its work in raising awareness of deforestation and promoting sustainably
sourced wood in the yacht industry. It will continue to work with the Foundation in the future.

ESI’s SOS Fund: Supporting
Unemployed Professionals with
Scholarships
ESI International launched its Stand Out Scholarship (SOS) fund of £305,000 ($500,000) in July
2009. The scholarship fund was put in place during the recession to allow unemployed project
managers, business analysts and general business professionals to attend ESI’s courses, paying
only $250 USD per course while building their skills and confidence. Scholarship dollars would
be applied to make up the full tuition price. The fund continued to support individuals until
December 2010 and each participant was able to attend up to three courses, providing an
opportunity to gain a professional certificate.

I’m confident that broadening my skill
sets through your excellent trainingclasses will be invaluable to my job
search in this competitive market…
Thank you for your continued
commitment to professional
training in the middle of thesetough economic times.

This scheme was of great value to those who
attended and created goodwill towards ESI
among industry professionals and the generalpublic.

A projectmanager laid offfrom eBay

22

CR Report 2010

IIR/ICBI and the MicroLoan Foundation
In 2010 IIR/ICBI put in place a partnership with the MicroLoan Foundation, a charity that supports impoverished and entrepreneurial womenin isolated areas of Africa who have no access to reasonable or reliable finance, by providing them with small loans, training and support in small
businesses and renewable technologies. We felt the partnership made sense because in an industry dominated by women we felt strongly
about enabling other female entrepreneurs in the developing world who did not have the supporting infrastructure that we enjoy at Informaplc.
We particularly chose Microloan as it has an enviable, proven track record in not for profit responsible microfinance with a social mission. We
also liked the business model that once funds were repaid these were recycled into other projects in a virtuous circle. We will be promoting theMicroLoan Foundation at our events in 2011 as well as encouraging staff to get involved in volunteering and fundraising for them.

CR Governance at Forum
Forum is one of Informa’s performance improvement (PI) businesses and is headquartered in Boston. In response to Informa Group’s strategy ofdevolving more responsibility to our individual businesses, they set up an official CR committee in 2010.
The Committee consists of 15 volunteers from across the business and meets quarterly. In 2010, they identified the three key CR focus areas
for their business, which are: environment; community; and employee wellbeing. They also held regular meetings with Informa’s other PI
businesses to share ideas and drive best practice.
At the end of 2010, Forum’s CR Committee developed a roadmap for 2011 and organised into two teams, so they could focus on achieving their
two main goals, which are to continue to drive participation in employee engagement events; and develop a clearer link between CR and thebusiness through branding and setting KPIs with senior management.

CR Report 201023

CR Data

People
50%

50%

58%

42%
Promotion
Gender Split

Management
Gender Split

2010

2009

2008

Academic Information

1,497

1,457

1,477

Professional and Commercial Information

3,130

3,149

3,218

Events and Training

3,614

3,985

4,643

Total headcount

8,241

8,591

9,338

Male

43.32%

42.62%

42%

Female56.68%

57.38%

58%Male

50.31%

51.13%

53%

Female49.69%

48.87%

47%

Male promotions

42%

38%

38%

Female promotions

58%

62%

62%

Staff Turnover For All Departments

25%

28%

33%

Voluntary staff turnover

18%

13%

Headcount Divisional Split:

Headcount Gender Split (UK, US, Dubai*)Management Gender Split (UK, US, Dubai*)

Promotion Gender Split (UK, US, Dubai*)

Staff Turnover (UK, US, Dubai)* Excludes Datamonitor

24

CR Report 2010

CR Data

Community£305K
ESI’s SOS Fundto support
unemployedprofessionals£76K

Raised by Informa
and employees forour global partner,
WCRF

Community Giving Summary Data

2010

2009

2008

Company Donations£119,740*£57,021£84,963

Employee Fundraising£124,246*£57,224£54,354

Money/Resources Leveraged by Products/Events£46,378**£2,000,100£73,000*Increase due to improved data collection system across our different businesses** Decrease due to biannual auction at Monaco Yacht Show, which will next take place in 2011

Environment
4%

increase in data
coverage

Region% of staff
2010

% of
Region2009

Total Energy from
Building Usage
2010 (kWh)Total Energy from
Building Usage
2009 (kWh)Total CO2
(tonnes)
2010

Total CO2
(tonnes)
2009

kg CO2 e/person2010

kg CO2 e/person2
2009

UK

89%

87%

6,780,957

6,306,593

2,941

2,969

1,108

1,074

USA

45%

46%

8,244,493

6,381,607

4,419

3,514

3,707

2,686

India

89%

45%

1,261,707

1,007,864

1,191

952

1,802

2,050

Germany

67%

69%

958,487

943,250

271

271

1,231

1,135

Rest of World

26%

19%

1,134,670

496,547

422

402

1,049

1,747

Grand Total

62%

58%

17,848,652

15,135,861

9,676

8,107

1,887

1,620

CR Report 201025

Targets and Objectives

Focusing on results• Continue to strengthen the devolved CR Governance structure by ensuring that each of theDivisional CR Representatives has a global remit where applicable and meet together (virtually orin person) at least three times per annum• Increase the number of employees completing our Green Week feedback survey from 600 to
1,000 and maintain our personal involvement score at 80%• Increase the number of global Banana Run events from 17 to 22

Supporting people who are
passionate about what they do• Reduce voluntary annual staff turnover (permanent employees) for the group• Launch the updated Group Code of Ethics policy across all businesses• Pilot a new staff learning and development platform through a volunteering
initiative in the UK• Measure training days/FTE across the business• Continue to be recognised as a great place to work through independent awards
and staff survey results• Integrate CR into the T&F Careers information for graduates• Increase the number of employees volunteering at T&F Head Office from 60 to 120

Wha
our 2
Objec

• Develop guidance for IBI managers on managing home-workers• Develop a scheme to help young people/school leavers into work at IBI’s London
Head Office• IIR UK to develop community partnership with the Microloan Foundation

All Or GroupAI
P&C
Events & Training

26

CR Report 2010

Continuously innovating to provide thehighest quality products and services• Embed data protection
policies in IBI and agree a
global roll out plan

• Increase the number of titles available
under print on demand• Continue to develop on-line accessibility to
our publications

Targets and Objectives• Each of the Divisional CR Representatives to take responsibility for collecting CR data covering
their global network and to report this to the Group CR Director annually• Develop and implement a process to accurately measure staff hours volunteered across all businesses• Develop a process to measure business air miles flown by staff across all businesses

Seeking partners who share
our goals

at are2011
tives?

• Integrate environmental reporting requirements into the terms and conditions wenegotiate with all our major landlords, travel suppliers & logistics partners• Develop a responsible paper sourcing policy to guide all publishing businesses• Roll out print supply chain environmental questionnaire to all book andjournal printers• Implement our paper sourcing policies globally• Investigate the possibility of switching journal poly-wrap packaging to abiodegradable material• Roll out print supply chain environmental questionnaire to all printers• Develop a waste management guide for our exhibitions partners• Run a pilot project to measure the carbon footprint of delegate travel to one of
our conferences• Roll out Editorial & Content Codetraining to all IBI editorial staff• Continue to develop the role of social media at our
events & conferences coming up with at least two
new initiatives• Roll out new H&S training for all employees runninghigh risk events

CR Report 201027

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