Annual CR Report 2011 Map overview Where we operate Our Academic Information (AI) division, Taylor & Francis Group, includes With brands such as IBC, Euroforum and IIR, Informa’s the publishing imprints Routledge, Psychology Press, CRC Press, Taylor & Events & Training (ET) division is the world’s largest Francis and Garland Science. Publishing books and journals to the academic publicly-owned events, conference and training community, the division has expanded rapidly in recent years. organiser. Some of our leading events include Arab Health, IPEX, Cityscape and the Monaco Yacht Show. 1,518 150 3,741 185 NUMBER OF NUMBER OF COUNTRIES NUMBER OF NUMBER OF COUNTRIES STAFF AI SELLS INTO STAFF ET SELLS INTO Informa’s Professional & Commercial Information (PCI) division serves the industry Our Central Group Functions include Finance, IT, intelligence needs of corporations and governments. Its product platforms Legal, HR and Shared Services and support all of include structured databases, subscription based services, real-time news, books Informa’s businesses globally. and journals. The division incorporates brands such as Lloyd’s List, Datamonitor, Citeline, Informa Telecoms & Media and Informa Research Services. 1,626 155 1,345 NUMBER OF NUMBER OF COUNTRIES NUMBER OF STAFF PCI SELLS INTO STAFF 4 CR Report 2011 Content index Chief Executive’s Our 05 Introduction 12 People Highlights of Our 06 the year 16 Environment CR Director’s Our 07 Strategic Review 20 Community Our Governance Our Performance 08 Structure 24 at a Glance Our Our Objectives 09 Content 25 at a Glance CR Report 2011 5 Chief Executive’s Introduction Peter Rigby explains why integrity is the cornerstone of how we do business 2011 was an exciting year for CR at Informa. Our CR programme has become embedded into our core business strategy and we took great strides forward. What we offer as a company is fundamental to a thriving knowledge society. Our diverse range of academic journals, books, events, exhibitions and training helps individuals, organisations and societies make better decisions, understand critical issues and share their knowledge. In 2011 alone we sold into 190 countries. More than 7,500 academic institutions subscribe to our journals. In other words, our strength is our content. We have an enormous responsibility for the integrity and quality of the knowledge we provide. Our CR programme seeks to engage with this responsibility and supports our businesses in their day-to-day efforts. Unlike ‘hard’ sustainability impacts – like waste and carbon emissions – there are few established metrics to track and manage performance in content impact, integrity and quality. However, we remain up for the challenge and will continue to update our stakeholders on our progress. In 2011, we continued to build community partnerships and facilitate ways for our employees to get involved. Informa Group UK became patrons of the national UK youth charity, The Prince’s Trust, Taylor & Francis partnered with the National Literacy Trust, while IIR Middle East supported the establishment of Breast Cancer Arabia, an important medical knowledge and community website for the UAE. These are just a few examples of what we do - other fantastic community efforts are described in more detail later in this report. 2011 also saw significant progress in our environmental agenda. We established a process to gain a fuller picture of our office emissions globally, and engaged with our print supply chain to reduce their impact. Finally, I’ve been delighted to see our CR agenda devolving to our businesses: our Group CR function acts as facilitator and catalyst, with individual businesses taking ownership and responsibility. Among our employees, there is a real appetite to do more and to do it better. I see this firsthand when I visit our offices across the world. This is exactly where we want to be. I hope you enjoy reading this report and please let us know if there is anything we can do better. Peter Rigby If you have any feedback on the report, please do get in touch. Email: [email protected] 6 CR Report 2011 Highlights of the year 15 Informa titles included in the ‘Top 40 Provided access to 1,600 journals Sustainability Books’, a recent ranking and reference works through mobile produced by Cambridge University’s phones via Taylor & Francis Online. Programme for Sustainability Leadership. ‘Brain print’ Reach Investigated and decided to switch to Implemented a Global Sustainable Paper biodegradable poly-wrap for our journals: Policy, an important step towards fulfilling 2012 will now see over 1,000,000 journals our commitment to using only certified or sent out in this more environmentally recycled paper in our publications. friendly wrapping. Waste Sustainablematerials raw Increased attendance to webinars and Became a Patron of the nationwide UK courses run by Informa Academy by youth charity, the Prince’s Trust, to work in 19% compared with last year. partnership to develop key skills, confidence and motivation of young people. Community Developingstaff our partnerships Developed best practice guidance for our Increased our resources committed to events business to identify and actively community investment, benefitting the manage its major environmental impacts in local communities in which we operate. areas such as waste minimisation & recycling, transportation and project management. Sustainability Community guidance for events investment CR Report 2011 7 CR Director’s Strategic Review Emma Blaney explains how the CR strategy at Informa has evolved and why understanding the ‘brain print’ is our future priority Our vision 2011 saw the launch of a new vision for Informa – to become We have formed lasting partnerships with community the best knowledge provider. This is a bold vision and a partners, ensuring that our skills and resources are put to vision that is completely aligned with our CR strategy. Let use where they are most needed. We continue to engage me explain why. our employees through our fundraising and awareness programmes. As a company, we have progressed well Our evolution against our objectives, but our stakeholders – not least The CR challenge for a company like ours is that we operate our employees – expect us to go further. So, what’s next? in different segments of the media spectrum. Our businesses face different risks and opportunities, exacerbated by Looking to the future: towards the ‘brain print’ our global reach. We have come a long way in ensuring a The key challenge for companies that are serious about unified approach to CR, while maintaining the freedom of their responsibilities towards society is to align their CR our businesses to pursue the CR objectives that are most priorities with core business strategy. The one thing material to them. all our businesses have in common is that we strive to deliver reliable, relevant and trusted information as I notice how the perception of CR has changed from a and when needed. We want to be the best knowledge limited set of issues, such as volunteering and energy usage, provider. Full stop. to a much wider ranging awareness around our business products and processes. In short, we have added breadth As the media CR agenda develops, it has become and depth to the way we think about and practise CR. This increasingly evident that the biggest risks and indeed opens up possibilities. opportunities relate to our core business: our content. Therefore, whilst not neglecting the issues that are important Our performance to all companies - people, environment, communities - we While the past few years were all about empowering our want to step up our efforts around content. businesses to take ownership of the CR agenda, define objectives and put in place monitoring mechanisms, 2011 The focus on content comes with an aspiration to was a year of delivery on those objectives. inspire, challenge and support our many audiences – be they delegates at our conferences, subscribers to our On the content side, we have further integrated editorial and journals, readers of our books, or professionals in need of quality codes into our processes, to maintain our position as a timely information – on the most pressing challenges of trusted information provider. We received considerable external our time. We refer to this impact as our ‘brain print’ and recognition for our content and continue to innovate in terms this is the reason for our intriguing front cover. of delivery channels, accessibility and data protection. Undoubtedly this will be very challenging, as we On the people side, we launched an ethics policy to continue to convert this aspiration into action and put in help guide employees working in an increasingly global place key performance indicators to track our progress. environment and continue to be recognised as an employer While the methods for calculating carbon emissions and of choice by external bodies. other ‘hard’ impacts are fairly established, that cannot be said for the ‘brain print’. This is unchartered territory, not We developed best practice waste management guidance just for us, but for the media sector as a whole. We have for our events business and rolled out a global sustainable set ourselves a proper 21st century challenge and we are paper sourcing policy. Increasingly, we expect our suppliers up for it. to follow our environmental standards and have formalised our processes to make sure this happens. Emma Blaney 8 CR Report 2011 Informa Group continues to be a collection of well-known but distinct businesses. Over the past couple of years, we have developed a CR strategy that, insofar as possible, devolves responsibility for CR to each of our business divisions. We currently have 18 CR leaders across the businesses who work closely with their CEO/MD to develop and manage our CR programme in a way that matches their key priorities. Our Group CR function plays a key role in facilitating the flow of information, providing strategic insights and developing KPIs to meet our overall CR objectives.