#1experian TM Experian ESG presentation.#2Executive Summary Contents Improving Financial Health Section 1 Section 2 Section 3 Appendix 2 Experian Public Data Employees Executive Summary Detailed ESG information Policies and Data tables IR contacts, ADR info, calendar All data is for FY22 unless otherwise stated. Last updated 27 June 2022 Supply Chain Environment Improving Financial Health UN Sustainable Development Goals Data security, accuracy, privacy Employees Supply Chain Environment Governance Governance p16 p30 p32 p43 p50 p53 p67 Policies & Data tables experian Pages 3-14 Pages 15-73 Pages 74-88 Appendix Pages 89-91 TM#3Executive Summary Improving Financial Health experian TM Data Section 1: Executive Summary Employees Supply Chain Environment Governance Policies & Data tables Appendix#4Executive Summary Improving Financial Health Data Experian's sustainable business strategy Employees OUR PURPOSE: Creating a better tomorrow OUR SUSTAINABLE BUSINESS STRATEGIC PRIORITY: Improving Financial Health for all Inspiring and supporting our people 1 THROUGH OUR Core products | Social Innovation | Community Investment Contributing to the UN Sustainable Development Goals DECENT WORK AND ECONOMIC GROWTH NO POVERTY ரிச்ச்ர் 1.4 8.10 9 SUPPORTED BY: Supply Chain INDUSTRY, INNOVATION AND INFRASTRUCTURE ENABLED BY: Treating data with respect Security | Accuracy | Fairness | Transparency | Inclusion 9.3 Working with integrity Environment Protecting the environment Governance ● Policies & Data tables Improving financial health for all: Diversity: experian Our goals Environment: Reach 100m people through social innovation products by 2025 (since 2013) Connect 100m people through United for Financial Health by 2024 (since 2020) Appendix By 2024 increase the proportion of women in our executive committee and direct reports to 30%, in our senior leaders to 40%, in our mid-level leaders to 42%, and in our total workforce to 47% Become carbon neutral in our own operations by 20301 By 2030 cut Scope 1 and 2 emissions by 50% and Scope 3 emissions² by 15% Carbon offset scope 1 and 2 emissions gradually over the 5 years to 2025 4 O Experian Public www.experianplc.com/responsibility/our-approach/ 1. Includes all scope 1 and 2 emissions and the categories of 'purchased goods & services', 'business travel' and 'fuel-and-energy-related activities' within scope 3 (which represent 83% of our scope 3 baseline emissions). 2. 'Purchased goods & services', 'business travel' and 'fuel-and-energy-related activities'.#5Executive Summary Improving Financial Health Experian ESG overview LO 5 Data Employees Supply Chain Social o Opportunity to significantly advance global financial inclusion, supporting UN Sustainable Development Goals 1.4, 8.10, 9.3 O Data security and privacy is of highest focus, ISO 27001 standard o Employees - recruiting and retaining top talent; building a high performance, inclusive culture • Governance: o Supply chain principles support UN Universal Declaration of Human Rights; member of the Slave-Free Alliance; supplier diversity programme Environment O Committed to carbon neutral¹ by 2030, Science Based Target set for 2030. Offsetting Scope 1 & 2 emissions over the 5 years to 2025. O Follow TCFD recommendations and report to CDP (score B) Independent board evaluation shows first class corporate governance and excellent board performance Board meets recommendations of Parker Review on ethnic diversity Environment Governance SUSTAINABLE DEVELOPMENT GOALS FORTUNE 2 Supporting the UN Sustainable Development Goals CHANGE THE WORLD 2021 12. CDP SUPPLIER ENGAGEMENT LEADER 2021 B Policies & Data tables Member of Fortune's 2021 'Change the World' list CDP Supplier Engagement Leader 2021 - in top 8% of companies, 'A' score experian Appendix FTSE4Good Member of FTSE4Good ESG index since 2012 25TH ANNIVERSARY FORTUNE Recognised in Fast Company's 2022 World Changing Ideas Awards 100 BEST COMPANIES TO WORK FOR 2022 TM World Changing Ideas Fortune 100 Best Companies To Work For 2022 1. Includes all scope 1 and 2 emissions and the categories of 'purchased goods & services', 'business travel' and 'fuel-and-energy-related activities' within scope 3 (which represent 83% of our baseline emissions in scope 3).#6Executive Summary 6 ● Improving Financial Health Improving Financial Health - at the heart of our purpose Data Employees Vital role as the world's largest credit bureau The World Bank states that credit bureaus support financial stability, lower interest rates, improve the allocation of new credit and are especially beneficial for small enterprises and new borrowers. We provide lenders with information needed to offer more loans at fairer rates, reducing the cost to borrowers. Outcome: Extending access to credit helps drive social and economic development - businesses grow, families transform their lives. We also help people understand, manage and improve their financial situation and protect themselves and their data. Support financial health of individuals, businesses and economies O Experian Public Opens door to millions of potential new customers for us and our clients Supply Chain Environment Financial inclusion Increasing access to financial services Governance www.experianplc.com/responsibility/improving-financial-health 888 Financial education Improving financial literacy and confidence Policies & Data tables HOW WE HELP PEOPLE IMPROVE THEIR FINANCIAL LIVES Financial security Preventing fraud and identity theft experian. Financial management Helping people manage their financial lives We empower consumers to improve their financial lives, gain access to credit, safeguard their identity, save money, negotiate debt and improve their financial knowledge Appendix#7Executive Summary 1 Improving Financial Health Supply Chain Improving Financial Health - the three key ways we help Core products We use our data and analytics expertise to offer a wide range of core products and services that promote financial wellbeing. 2 3 Social Innovation This programme provides seed funding to explore innovative new solutions designed to offer societal benefits and new revenue streams. Community Investment We deliver financial education programmes and support communities where we operate. Data Employees 7 O Experian Public 1. Data is for FY22 unless stated Experian Boost has helped millions of people in USA instantly improve their credit scores by adding on-time payments of utility bills to their financial profiles GeleZAR app in South Africa - people can improve their financial education through fun courses on their mobile & build their credit score even without a bank account United for Financial Health launched to re-build financial lives post COVID-19, has reached 87 million people since 2020 launch, target of 100 million by 2024 Environment Governance Priority is driving revenue at scale for the business, investments prioritised by returns Focus is on number of people reached with financial inclusion products, returns are secondary Priority is educating people on finances to help drive financial inclusion ● ● ● ● Policies & Data tables Appendix Bexperian. Products Most focussed on returns Less financially cluded Sliding scale (generalised characteristics, there are exceptions) As we help people move up the ladder of financial inclusion, more people become potential consumers of our core products www.experianplc.com/responsibility/improving-financial-health Education Most focussed on helping people More financially excluded#8Executive Summary Millions of people 160 140 Improving Financial Health - core product metrics 120 100 80 60 40 20 Improving Financial Health 0 4m FY16 8 Experian Public ■USA Free consumer members 22m FY17 Data 40m FY18 ■Brazil Employees 57m 82m ■UK 110m FY19 FY20 FY21 134m FY22 Supply Chain Millions of people $m Revenue and EBIT Environment 1,800 1,600 1,400 1,200 1,000 800 600 400 200 0 926 194 Governance Consumer Revenue & EBIT FY18 985 218 FY19 1,127 247 Policies & Data tables FY20 experian 1,307 283 FY21 Appendix 1,612 374 FY22 TM Revenue and EBIT are Benchmark from Ongoing activities Revenue and Benchmark EBIT for FY20 are re-presented for the reclassification to exited business activities of certain B2B businesses and the reclassification of our Consumer Services business in Latin America to the Consumer Services business segment.#9Executive Summary ● Employees Supply Chain Improving Financial Health - UN Sustainable Development Goals ● Improving Financial Health ● 9 Given our sustainable business strategic priority of Improving Financial Health for all, we have identified three of the SDGs where we can make a meaningful contribution: Data 1 POVERTY i Target 1.4 By 2030, ensure that all men and women, in particular the poor and the vulnerable, have equal rights to economic resources, as well as access to appropriate new technology and financial services, including microfinance. 8 O Experian Public Environment DECENT WORK AND ECONOMIC GROWTH Target 8.10 Strengthen the capacity of domestic financial institutions to encourage and expand access to banking, insurance and financial services for all. Target: Reach 100m people through social innovation products by 2025 Target: Connect with 100m people through United for Financial Health by 2024 Governance Policies & Data tables www.experianplc.com/responsibility/improving-financial-health experian SUSTAINABLE DEVELOPMENT GOALS These specific SDG targets are related to improving access to credit, microfinance and financial services, and we contribute to these via our core products, social innovation, and community investment. 9 INDUSTRY, INNOVATION INFRASTRUCTURE Target 9.3 Increase the access of small-scale industrial and other enterprises, in particular in developing countries, to financial services, including affordable credit. Appendix TM#10Executive Summary Improving Financial Health Social - Treating data with respect 10 Security Data security is critical. Securing and protecting data against unauthorised access, use, disclosure and loss are key priorities for us. O Experian Public Data Employees Accuracy Supply Chain We will make data as accurate, complete and relevant as possible for the manner in which it is used, always in compliance with legal requirements. We aim to be The Consumers' Bureau. We have built our business on clear commitments to treat data with respect. Experian Global Data Principles: Fairness Environment We collect and use data fairly and for legitimate purposes, balancing privacy expectations with the social and economic benefits derived from the responsible use of data for individuals, businesses and clients. Governance www.experianplc.com/responsibility/treating-data-with-respect Transparency We are open and transparent about the types of data we collect, where we get it, how it is used and where it is shared. Where appropriate we provide individuals with access to the data we collect about them and the ability to correct, restrict or delete data. Policies & Data tables Bexperian. Appendix Inclusion We seek to improve financial health and inclusion for all through the innovative use of relevant data to help individuals improve their financial lives.#11Executive Summary Social - Employees 11 Improving Financial Health ● 4.3 Glassdoor score ¹ Data O Experian Public Employees 40 Employee diversity groups 1. As at 1 May 2022 Supply Chain Environment We're committed to inspiring and supporting our people We have a high performance culture with opportunities for training and development for all employees We build and celebrate a diverse and inclusive culture, and we've set new gender diversity targets • We listen to our people's views, support a positive empowering culture and do all we can to make Experian a great place to work. 40% target for women in senior leaders Governance Policies & Data tables www.experianplc.com/responsibility/inspiring-and-supporting-our-people Bexperian. FY22 Great Place to Work survey 86% proud to tell others that they work at Experian 82% feel good about the ways in which we contribute to the community • 90%+ agree that people are treated fairly regardless of their social and economic status, sexual orientation, race and gender Appendix TM#12Executive Summary Environment 12 ● Improving Financial Health ● Scope 1 & 2 emissions, & Scope 3 air travel published June 2020: carbon neutral & offsetting commitments published Data FY21: 20% of scope 1 & 2 emissions offset We've committed to become carbon neutral in our own operations¹ by 2030 The SBTi have approved our science-based target that by 2030 we will reduce Scope 1 and 2 emissions by 50% and Scope 3 emissions² by 15%. We've committed to gradually carbon offset our scope 1 and 2 emissions over the 5 years to 2025. We are exploring options to reduce carbon emissions, switch to more renewable energy and using carbon offsetting or sequestration for the emissions that can't be eliminated. During FY23 we will develop our plans to decarbonise our operations even further and transition to net zero. May 2021: science- based target published June 2021: early TCFD reporting on Employees most requirements June 2021: first full scope 3 estimate published Supply Chain FY22: 40% of scope 1 & 2 emissions offset Environment June 2022: 4 years full scope 3 emissions published June 2022: full TCFD statement published Governance FY23: start to develop Net Zero Transition Plan (NZTP) FY23: Launch Net Zero commitment and NZTP Policies & Data tables Refine scope 3 estimates with CDP data 100% of scope 1 & 2 emissions offset by 2025 experian Deliver on decarbonisation plans towards Net Zero O Experian Public 1. Includes all scope 1 and 2 emissions and the categories of 'purchased goods & services', 'business travel' and 'well to tank' within scope 3 (which represent 83% of our baseline emissions in scope 3). 2. Purchased goods & services, business travel and well to tank Appendix TM#13Executive Summary Governance 13 ● ● Improving Financial Health ● O Experian Public Data 1. 2. Employees 73% Independent¹ Board members² Supply Chain We're committed to the highest standards of corporate governance 36% Women on Board² Environment We maintain the highest standards as set out in the UK Corporate Governance Code 2018 Independent Board evaluation shows first class corporate governance and excellent board performance Board meets recommendations of Parker Review on ethnic diversity Includes Board Chairman (independent on appointment) As at 1 May 2022 Governance 2 Ethnically diverse Board members www.experianplc.com/responsibility/working-with-integrity/corporate-governance/ Policies & Data tables experian. 100% Independence of Audit and Remuneration ¹ Committees Appendix#14Executive Summary Improving Financial Health ESG highlights Social Supporting UN SDGs People using our platforms for free education, access to products & services² People reached by United for Financial Health Revenue from Social Innovation products 14 Data 1.4, 8.10, 9.3 134m O Experian Public 52m Debt renegotiated via Limpa Nome Unbanked people who could benefit through alternative data sources and Experian technology platforms Data security and privacy is a top priority Robust security controls based on ISO27001 Founding member of the Slave-Free Alliance Suppliers must comply with Supplier Code of Conduct $59m $5.9bn 1.7bn Mandatory annual training for all employees: Code of Conduct, Security & data, Anti-Corruption Employees Supply Chain Employees Employee engagement Glassdoor rat running) 4 Three-year gender diversity targets set Voluntary employee attrition Diversity and inclusion employee groups Environment (increased 6 years Committed to become carbon neutral by Science-based target approved by SBTi CDP Climate Change score CDP Supplier Engagement Leader 2021 Scope 1 & 2 emissions since 20195 % FY22 scope 1 & 2 emissions offset Electricity from renewable sources Environment 78% 4.3 Yes 16.1% 40 2030 Yes B A -44% 40% 32% Governance Policies & Data tables Independent Board members 6,7 Governance Female Board members6 Ethnically diverse Board members8 experian Independence of Audit and Remuneration6 committees Clear division of responsibilities between the Chairman and CEO Independent external evaluation of the Board's performance⁹ Executive remuneration linked to Group performance Voting rights for shareholders 1. FY22 data unless specified 2. As at Q4 FY22 3. As at Q4 FY21 4. As at May 2022 5. Using Market-based scope 2 emissions 6. As at 1 May 2022 7. Includes Board Chairman (independent on appointment) 8. Meeting Parker Review definition 9. Occurs every 3 years, most recent was FY20 A constituent member of FTSE4Good index since 2012 Appendix TM 73% 36% 2 100% W Yes Yes Yes Equal FTSE4Good#15Executive Summary Improving Financial Health experian TM Data Section 2: Detailed ESG information Employees Supply Chain Environment Governance Policies & Data tables Appendix#16Executive Summary Improving Financial Health Social - our ESG focus is Improving Financial Health for all 16 Data OUR PURPOSE Create a better tomorrow For consumers, clients, our people and communities OUR BRAND Powering opportunities We unlock the power of data and in doing so, we can help to transform lives O Experian Public Employees Supply Chain Environment Governance Policies & Data tables experian. OUR BELIEFS 1 Data is central to how we all live. It has the potential to transform all our lives. 2 We can unlock the power of data to realise opportunities for people and organisations. Appendix 3 It is how we can help that sets us apart. We place the power of data and our expertise in the hands of our customers, creating opportunities and helping them plan for a better future with confidence. 4 We can make a difference to society and our communities by helping people make the most of their data. 5 How we work is as important as what we do: we treat everyone fairly and their data with respect; we work with integrity, always. We're helping people take control of their data, improve their financial confidence and transform their lives. In doing so, we're enabling people and businesses around the world to thrive - including our own.#17Executive Summary Improving Financial Health Employees Supply Chain Social - Improving Financial Health - the value of credit bureaus ● ● ● View from the World Bank: Transparent credit information is a prerequisite for sound risk management and financial stability Bureaus reduce default risk and improve the efficiency of financial intermediation. In a competitive credit market consumers benefit through lower interest rates ● ● ● 17 Data Environment O Experian Public Governance How do credit bureaus benefit consumers, businesses and economies? Policies & Data tables Effective credit reporting systems can mitigate a number of market failures. They reduces problems of adverse selection and asymmetric information between borrowers and lenders. This reduces default risk and improves the allocation of new credit. Promotes a responsible "credit culture" by discouraging excessive debt and rewarding responsible borrowing and repayment. Allows borrowers to build a credit history to access credit. Especially beneficial for small enterprises and new borrowers with limited physical collateral. 43% of our revenue came from our credit bureaus in FY22 https://www.worldbank.org/en/publication/gfdr/gfdr-2016/background/credit-bureau Appendix experian. Evidence from the financial crisis suggests that positive credit information helped to safeguard the financial access of creditworthy borrowers that would have otherwise been cut off from institutional credit.#18Executive Summary Improving Financial Health Social - Improving Financial Health Unbanked adults globally who could benefit from alternative data sources and Experian technology platforms People without official proof of identity Number of people in...... Asia Pacific without access to formal financial services Data Scale of problem 1.7bn 1bn >1bn USA with no credit profile or unscoreable 50m Brazil who don't use bank accounts 45m UK who have no credit history >5m Our response Core products - scale products, run for profit, used by large numbers of people to increase access to credit and educate themselves 18 Social innovation - innovative, more niche products that aim to offer societal benefits and generate new revenue streams for our business Community investment - employees volunteer their time and expertise to help deliver financial education programmes and other causes relevant to our business. Also include United for Financial Health programme working with NGO partners. O Experian Public Employees Core products People with profiles in Experian's consumer bureaus People using our consumer platforms for free education, access to products and services² Experian Go consumers connected in the US3 experian Supply Chain 300 Johnsie, check out your credit summary Your Next Experian Credit Reports available in 27 days % group revenue from ID protection & 11% fraud prevention (B2B and B2C) Fraud prevented 4 $11bn GOO Hausa quistion? 1. FY22 data unless specified. 2. As at Q4 FY22 3. As at Q4 FY22 4. FY22 552 Experian dia 2018 850 Apply with confidence. Check out your personalized credit cont offern on efter from Yours Approve not guaranta scojedo che your pre-approved for an experian Your Pre Approved Offer Adevarata suted to chces Johnsie, you're pre-approved for an offert Your Bank Plantinum Card Your Bark Expeine Part Your Bank 1234 5678 1876 5432 1544 Rewards CD No Annual Fee Unlock Offer Advertiser Disclosure Environment Rewards Rewards, int Bonus, Reverds Points 1.41bn 134m 40,000 Governance Policies & Data tables experian Social Innovation Revenue from social innovation products in FY22 Total revenue from social innovation products since FY13 People reached in FY22 Total people reached since FY13 TARGET: total people reached by 2025 (since re-launch in 2013) Debt renegotiated via Limpa Nome in FY22 People helped via Limpa Nome in FY22 Appendix Community investment People & business reached with United for Financial Health (cumulative) TARGET: people & business reached by FY24 with United for Financial Health Value of community investment As % of Benchmark PBT Employee hours volunteered TM $59m $162m 21m 82m 100m $5.9bn 9.0m 87m 100m $16m >1% c.25,000#19Executive Summary Improving Financial Health Social - Improving Financial Health Data ▬ Employees Supply Chain 1 through Core products Improve credit visibility Experian Go launched in the USA in FY23, enabling 'credit invisibles' to establish their financial identity in minutes. For those people who have since become scoreable, the average starting FICO® Score 8 is a near-prime 686. 19 The Buy Now Pay Later Bureau we're developing will help more US consumers with no or thin credit files gain access to fair, affordable financial services. This speciality bureau will give lenders a more complete view of people's repayment behaviours to drive responsible and inclusive lending, while protecting consumer credit scores from negative impact. Understand and manage finances Worldwide, 134 million people use our free online services - such as CreditExpert in the UK, Credit Tracker in the USA and Serasa Free Score in Brazil - to access products and services that can help them understand and manage their credit profiles. experian We use our data and analytics expertise to offer a wide range of core products and services that promote financial wellbeing. We provide guidance on how to manage financial profiles through our websites and social media channels, such as AskExperian, #CreditChat and Experian News. #CreditChat reached five million people this year, with over 100,000 active engagements across 57,000 posts. O Experian Public Environment Governance Policies & Data tables Appendix 1. FY22 data unless specified TM Boost credit scores Experian Boost empowers UK and US consumers to instantly boost their scores by adding positive data - such as on-time payments for utility bills or streaming services - directly to their credit profile. Millions of people have used Experian Boost since it launched in 2019 in the USA and 2020 in the UK, with 72 million points added to Experian members' credit scores in America so far. Boosted customers are getting market-leading offers on credit cards and loans from major lenders. Get Fairer, faster offers Work Report enables people to share information on their income, employment and tenure with lenders in seconds through a single digital exchange. Early tests show a 10% increase in acceptance rates without any compromise to affordability assessments or credit performance. Our credit risk, affordability and compliance services are helping Keebo, a challenger credit card provider in the UK, draw on alternative data sources such as open banking to offer freelancers and other 'credit invisibles' access to credit in a matter of minutes via Keebo's app.#20Executive Summary Improving Financial Health Social - Improving Financial Health Prove identity India: Prove-ID Link connects our Prove-ID core product with the government's Unique Identification Database, enabling lenders to verify people's identity for loan applications even without formal documentation. - Reached 2.7 people in FY22, 25m since 2014 20 Data - O Experian Public Employees Supply Chain 2 through Social Innovation experian Our Social Innovation programme has reached 82 million people² & generated US$162m revenue² since 2013 It provides seed funding to explore solutions designed to offer societal benefits and new revenue streams Manage debts Brazil: Limpa Nome online recovery portal helps people take control of unmanageable debt - Helped 9.0m people renegotiate US$5.9bn worth of debts in FY22 alone, writing off $4.7bn of debt, Environment Pay for health care USA: social innovation healthcare products have reached >8m people in the to date, many have been integrated with our core Experian Health products. Payment Plan Advisor and Patient Financial Advisor help patients in the understand and manage healthcare costs Governance 1. FY22 data unless specified 2. as at FY22 Access affordable loans UK: Our Affordable Loans marketplace connects consumers with affordable loans by including offers from non- profit lenders, such as credit unions, on price comparison websites. >12,000 loans approved since 2020 launch, lending >£900k. Policies & Data tables TARGET: Reach 100 million people through our social innovation products and services by 2025³ 3. Since the relaunch of our programme in 2013 Appendix TM Strengthen credit profiles Indonesia: Powerscore has supported >5.2m credit applications since its launch last year by giving millions of unbanked / underbanked people a credit profile for the first time. Uses a range of data sources to create a single, unified. score to provide a 360- degree consumer profile.#21Executive Summary Improving Financial Health Social - Improving Financial Health 3 through Community Investment Enhancing financial literacy In the USA, our UFH partnerships with the National Urban League, Operation HOPE, SaverLife and Grammy Award-winning recording artist Lecrae aim to empower Black Americans through financial education. 21 Data Employees Experian Public Supply Chain Enhancing financial literacy Worked with UK UFH partners to deliver financial literacy content. resulting in >24m connections with people. E.g. Words that Count with the National Literacy Trust, Number Confidence Week with National Numeracy. experian In FY22 our colleagues collectively volunteered 25,000 hours during and outside their work time to help deliver our financial education programmes and support the communities where we operate. Upskilling women in technology In Brazil, we launched a new programme to help 120 young women from underserved communities develop their technology capabilities and kick- start their careers. Environment Governance 1. FY22 data unless specified Policies & Data tables Reaching out to manage debts In Brazil, 158 Experian employees volunteered nearly 1,600 hours to help over 4,100 people renegotiate their debts using our Limpa Nome platform during our week-long Recovery Fair in São Paulo in November 2021. United for Financial Health programme launched to re-build financial lives post COVID-19 crisis In FY22 we reached a total of 87 million people & small businesses we have connected with TARGET: Reach 100 million people & small businesses by FY24 Appendix TM Helping small businesses grow In Peru, our pilot with NGO Perspektiva is tackling financial exclusion by connecting remote communities to the internet, helping microentrepreneurs grow their businesses and inspiring others to start. their own businesses.#22Executive Summary Improving Financial Health Social - Improving Financial Health GID 22 Data Employees What is United for Financial Health? A financial recovery programme helping communities that have been. significantly affected by COVID-19 Empower vulnerable consumers to improve their financial health through education and action 3 United for Financial Health Reach communities further marginalised by COVID-19, by working with NGOs: low income, indebted, unbanked, thin-file, under 25s, minority populations, SMEs Tap into the full range of Experian assets, relationships and influence to innovate Gather additional insight and data to inform product strategies in the future Foundations for success Supply Chain FY22 PROGRESS: 87m people & small business connected since 2020 TARGET: Connect with 100m people & small business by 2024 Compliment Consumer Services businesses by reaching vulnerable consumers O Experian Public Measure the impact of our partnerships to inform future projects in FY22 and beyond Driving United for Financial Health into other markets including EMEA and APAC Watch our video on United for Financial Health resources Wat support your landurur? 100 Environment experian Delivering impactful content with NGO partnerships We have a wide range of consumer education We will select relevant content to build country- specific curriculums Repeatable model which can scale Drive insights into our business ● & SHPE HALDAX Papason ● Governance BALA SAUVE VA North America Brazil Policies & Data tables UK&I NGO partners help repurpose content for the consumers who need it Appendix Appropriate channels to reach financially vulnerable What's different about United for Financial Health? Help those most in • Reach consumers or micro-businesses that don't have a strong relationship with Experian need due to COVID-19 Engage with those most vulnerable and empower them to take action around their finances Social Media Videos Apps Podcasts Influencers Outreach • Existing content and tools will be built into a curriculum that we can replicate with NGO's • Focus global Corporate Responsibility resources on financial recovery ensures increased scale • Access to aggregated data and enhanced insight to help our product and innovation teams better understand vulnerable populations Deeper understanding of vulnerable consumers to inform wider business TM www.experianplc.com/responsibility/improving-financial-health/united-for-financial-health#23Executive Summary Improving Financial Health Employees Social - Improving Financial Health - USA financial inclusion. Data Experian.com - Offers millions of people free access to their credit profiles, credit score, expert advice on how to improve their scores, and financial education. 52m¹ US members • How does Experian support financial inclusion in USA? 28 million in the USA have no credit profile, and a further 21m are unscoreable, totalling nearly 50m who find it difficult to access mainstream financial services or must pay a premium to do so. Education & Advocacy - we engage with the advocacy community, clients, consumers and employees to enable financial inclusion. We provide education resources, virtual and in-person training, and outreach through social media. Our Education Ambassador Initiative has trained >700 employees on credit knowledge so they can volunteer in their communities. We connect directly with consumers on social media, including weekly #CreditChat Twitter conversations and #CreditChat live Q&A and interview sessions on Instagram. We had a reach of 109m people with #CreditChat on Twitter in Q1 FY22. We support clients to make their customer outreach programs more effective and provide better support to consumers. ● Supply Chain Experian is focussed on improving financial health for all. We're developing innovative solutions using alternative data to help more people access credit, as well as providing education to empower people to improve their financial health. Consumer Education and innovative D2C products Experian Boost-consumers can connect to Experian Boost, adding positive data from on-time payments to their credit profiles (e.g. utility, telephone, Netflix). It's helped millions to instantly improve their scores and better access credit. See case study Experian Go - is a new free service in USA. It enables first time access to credit and education in minutes. Within 5 minutes credit invisible consumers can achieve: ● Authenticated Experian credit bureau record Tradelines and credit history (with data added via Experian Boost) Instant eligibility to financial offer 23 See case study 1. As at Q4 FY22 2. As at FY21 3. OCC Office of the Comptroller of the Currency, REACh = Roundtable for Economic Access and Change Environment Governance Policies & Data tables Appendix experian. B2B Innovation and alternative data The Buy Now, Pay Later Bureau TM - launching in FY23, a first-of-its kind specialty bureau which will provide visibility so lenders can help further financial inclusion and better assess risk while preventing negative impact to consumer credit scores. It will provide a platform for fintechs, BNPL providers and point-of-sale lenders to furnish payment data on all types of BNPL products in a consumer-friendly manner to create a comprehensive view of consumer payments. By gaining a more complete view of consumer's BNPL repayment behaviours, lenders can provide thin-file or subprime consumers who would otherwise be denied credit with first or second chances. Press release, website RentBureau - Over 25m² people have their rental payments recorded on our RentBureau to help build up their credit history with on-time rental payments. Aiming to include 100m people. Clarity Services - largest nationwide, FCRA-regulated specialty credit bureau for short term small and installment loans not typically reported to traditional bureaus. Clarity data and analytics offer greater predictive insights that ensure greater, more inclusive access to credit for all consumers. Loans reported to Clarity are more common among underserved segments (Black, Latino, low-income, women) than the population as a whole. 60m+ active consumer records, and nearly 1 in 5 people with traditional loans also have inquiries or loans of this type. regulated data sets to score 96% of US adults, including 65% of people previously "credit invisible". Its Lift Premium ™ - proprietary credit risk score combining advanced analytics with additional FCRA unique combination of data and machine learning provide far greater reach and accuracy than traditional credit scores that rely on insights from mainstream credit data alone (e.g. mortgages, credit cards, personal loans). It combines: Traditional credit data + Trended credit data Data beyond traditional credit data - positive public records data including public licenses (e.g. nurse certification, contractor license etc) Advanced analytics - explainable AI/ML model improving predictiveness across multiple data assets Project REACh - Experian is involved in the OCC's project REACh³, partnering with lenders to identify new sources of predictive data that can be used to improve access to credit for underserved and marginalised consumers. Lenders will factor in information (e.g. deposit data) from applicants' checking or savings accounts at other financial institutions to increase their chances of being approved for credit cards. Inclusion Forward - Experian Empowering Opportunities ™M - new initiative that harnesses our data, analytics and technology that can help clients create and provide more affordable credit access. Additionally, Inclusion Forward will provide ongoing resources to help consumers better understand their credit health, particularly in diverse communities.#24Executive Summary Improving Financial Health Employees Social - Experian Boost case study (USA) Overview Market context Median US household income is c.$70k. c.1/3 people are sub-prime. A subprime credit score could cost a consumer c.$200,000 more in interest over their life ¹. Exceptional 800-850 Very Good 740-799 20% 25% 16% 24 1. 21% Poor 300-579 18% Fair 580-669 Data Good 670-739 Average FICO® score is 701 However, c.1/3 people have Poor or Fair scores (subprime) 2/3 Boost customers come from Poor or Fair What is Boost and how does it work? A free consumer product, first launched March 2019 in USA. Consumers give us permission to connect to their online banking accounts; identify utility, telecoms & TV streaming payments; then add these to their Experian credit file. After the consumer verifies the data and confirms they want it added to their Experian credit file, an updated FICO® Score 8 is delivered in real time. A 'boosted' credit score may help lenders to make more informed decisions when examining prospective borrowers. Consumer benefits Boost helps bring more consumers into the credit system, and may also give access to more financial products and at lower interest rates, e.g. credit cards and car loans. Increased score Mean points increase Increased score band Boost results² Millions of people in the US have used Boost to increase their credit scores, with those with the lowest starting scores receiving the biggest boost. 2/3 see their score increases Supply Chain 88% of 'Poor' score customers increase scores All 'Poor' customers score band 68% 13 8% 8% of customers move up a band 42% of Thin file become Thick file Environment 88% 24 23% 'Thin file' 83% 20 15% 65% of score band increases originated in 'Poor' band ³ 34% previously not scoreable who get a score Governance Benefit to customers % of people with new CreditMatch offers after Boost4 Average new offers per Boosted customer4 Policies & Data tables % of those previously not scorable, who become scorable 2,3 Credit accessed by customers after completing Boost5 Example of customer's screen after having boosted their score experian Consumer Best Lending Product 2020 FINTSCH REAKTIGHOUCH ΑΝΑΖΗ experian. Boost * 650 experian 850 690 300 Fair Appendix Good 670-739 76% 16 TM 34% $8bn Very Good 702 FICO SCORE 8 Sample score Congrats! You got a boost. Exceptional 850 Won "Consumer Lending Innovation Award" in the 2020 FinTech Breakthrough Awards O Experian Public Liz Weston, 'Your Credit Score: How to Improve the 3-Digit Number That Shapes Your Financial Future, 5th edition (2015). 2. As at Q4 FY22 3. People who go from not having a credit score to having a credit score (requires 6 months of payment history on an open trade). Differs from thin file people who already have a score, but have less than 5 accounts. 4. As at Q4 FY21 5. As at Q4 FY22, value of credit given to customers, balance used may be less#25Executive Summary Improving Financial Health Social - Experian Go case study (USA) Helping credit invisibles. What's the problem? There are large underserved populations both in Gen Z and among minorities in older age groups 26m credit invisible consumers 2015 CFPB survey 20m+ US consumers aged 18-23 years old 25% of households unbanked or underbanked 2017 FDIC survey Data 4m consumers turn 18 each year 30K credit invisible consumers visit Experian each month Our research shows there are at least 28m credit invisibles in the US with an additional 21m consumers who are unscoreable by the credit score models most used by lenders today. This problem more frequently impacts communities of colour with 28% of all Black and 26% of all Hispanic consumers currently unscoreable or credit invisible. We believe increasing financial inclusion depends on creating opportunities for underrepresented consumers to succeed. This starts with ensuring all consumers have a financial identity. 25 1. As at Q4 FY22 Experian Go press release Experian Go website Employees Supply Chain ● Getting a credit profile How does Experian Go help people? Experian Go is a new free service in USA. It enables first time access to credit and education in minutes for credit invisibles and thin file consumers. Within 5 minutes credit invisible consumers can achieve: • Authenticated Experian credit bureau record Tradelines and credit history (with data added via Experian Boost) Instant eligibility to financial offers Consumers answer a short questionnaire to ensure that their personalised recommended next steps best suit their individual circumstances. FOTK 650 650 onayle's celebrace your FICD Scores mange 2 minggu zake you to the con Environment food X Marketplace offer for new creduse fron Expertencen SERTATION These starter cards are your best bet where Den Dans toetayou grov you ond ARTE CANDI Cap One Platnum Credit Card siphiioue o po Since launch, 40,000 consumers¹ have connected to Experian Go. For those people who have since become scoreable, the average starting FICO® Score 8 is a near-prime 686¹. How do I use Experian Go? 1. Open the Experian app 2. Authenticate yourself using a government-issued ID and a selfie 3. Add tradelines using Experian Boost for bills you already pay; View ca Or learn about becoming an authorised user; Or accept a specially created card offer from our partners and start building credit Governance ● Policies & Data tables The start of a great partnership We'll guide you through your new credit journey... Education about how credit works Financial education Help setting and meeting financial goals Personalised recommendations to improve your credit and launch you to financial success experian Credit card basics 1 Healthy credit habits change as your credit grows. When you're starting out, keep these tips in mind: 2 3 Appendix 2 Avoid using your card for everyday purchases to keep your balance managable. Paying your balance in full each month will help you avoid interest. X Prioritize paying your bills on time! A missed payment can greatly impact new credit. Our tried and true method for using a credit card responsibly: 1 Set up autopay for your credit card from your bank account/debit card Put a small bill or subscription on your credit card (Netflix, Disney+, etc)* 3 *Some folks cut up their credit card to avoid overspending Get a credit score in 6 months! TM Working with partners Experian Go will be also used by partners who work with underserved communities, such as Unidos, Out and Equal, Urban League and Handshake. Working with trusted messengers We're working with a range of different influencers to reach different underserved communities on social media#26Executive Summary ● Improving Financial Health Social - Positive data in Brazil - overview ● Data ● • This could represent a sizeable shift in the lending environment in Brazil, with the promise of wider access to credit at more affordable rates and which has the potential to promote greater financial inclusion and improved financial health. 26 Background We supported the introduction of new legislation in 2019 that means positive payment histories (records of bills paid) can now be used in credit assessment in addition to negative data (missed payments and defaults). • We have built a new positive data bureau and developed a range of new positive data services. We started to launch these new services in early calendar 2020. Our investment in our free consumer platform has paid off - we now have over 1/3 of the adult Brazilian population. O Experian Public Employees 83.8% UK ● Market context Credit to consumers (% of GDP) 75.4% Supply Chain US Germany Emerging Economies Source: BIS - Total Credit to Households (Core Debt) - Q4 2019 ● 56.9% 54.5% Spain Environment 43.1% Combination of positive data and other trends can bring new momentum: Data as at September 2020. 'Progress' data as at May 2021 30.4% Reduction in benchmark interest rate From 14.25% to 2.0% in 3 years (to August 2020) Brazil Digital banking expanding fast Credit fintechs and neobanks penetration Top 4 neobanks estimated to have captured 8.5m+ clients in H1 2020, totalling 36.5m+ clients (+35%) Governance 112m consumers on positive data so far 86 Policies & Data tables 23m thin files benefit Progress Products already launched experian. Banks Telcos 156 | 6 contributing data Appendix Expected Impacts Banks Telcos 7.1bn | 733m transactions registered so far Upcoming 175 launches 67% total credit / GDP ratio (vs current 47%) $240bn new credit in the 4 most benefitted sectors#27Executive Summary Improving Financial Health Social - Positive data in Brazil - impact Large adult population Brazilian population (millions) Total Adult Banked 27 212 157 Brazil's 212m population is comprised of 157m adults and 55m children. O Experian Public Data 112 Of the 157m adults, 112m are banked and 45m are unbanked. Data as FY20 ● Employees ● 23 137m people will benefit 137m people will benefit from positive data 20 Supply Chain 114 Environment Had access to credit, will benefit No access to credit, will benefit Of the 157m adults, we expect 137m will benefit from positive data. This is comprised of: No access to credit, won't benefit 114m people who already have good scores and access to credit but would benefit to a greater or lesser degree from more information available. 23m people who currently don't have a score good enough to get credit, but don't have a record of missed payments in the negative data file, and so should benefit from positive data, which should boost their score and get them into the credit market. The remaining c.20m people won't benefit currently because they have a record of many missed payments in the negative data file Governance ● 30 experian Significant score benefits 74% of people with current access to credit will see significant improvements to their score ● Policies & Data tables 84 ● Appendix Of the 114m with current access to credit who will benefit from positive data, we expect: • 84m (74%) are expected to see a significant score improvement from positive data, potentially getting lower interest rates. 30m remaining won't see significant score increases, either because TM Significant score improvement Small score improvement they already have very high scores, so the benefit from positive data will be small and won't change interest rates they have unpaid debt - whilst they still have a good enough score to get credit, the unpaid debt would prevent them getting access to lower interest rates.#28Executive Summary Improving Financial Health Employees Social - Protecting identities and combatting fraud The issue >15m people in the USA are victims of identity theft annually¹, with US$16bn stolen by fraudsters >$50bn Annual cost of identity theft to US business Data $48bn Synthetic identity fraud is one of the fastest growing forms of identity theft, expected to drive $48bn in annual losses by 2023 Customer needs: Help with identity verification and detection and prevention of fraud Streamlined authentication of legitimate parties Help for businesses to achieve regulatory compliance ● ● 28 Supply Chain Environment We help businesses to minimise the risk of fraud Authentication of customer identity helps prevention of identity fraud and other crime. CrossCore is being used by more than 250 of our clients worldwide and offers technology and capabilities from multiple leading third-party partners. Our solutions for Businesses and Consumers Precise ID offers a risk-based fraud detection and prevention platform that helps them manage fraud risk across the entire customer lifecycle. Sure Profile is a first-of-its-kind solution that combats synthetic identity fraud. Our Anti Money Laundering products help reduce organised crime. Fraud prevented² $11bn O Experian Public 1. In 2016 2. We estimate our products have saved our clients at least $11bn in fraud loss savings in FY22 Governance Policies & Data tables ● We help consumers protect themselves and their families from identity theft & fraud ● experian Improved detection of and resilience to identity theft and fraud. Appendix IdentityWorks helps individuals detect potential fraud and take action: Identity theft monitoring, alerts and dark web surveillance c.11% of our revenue came from ID protection and fraud prevention in FY22 Three bureau credit monitoring Fraud resolution and ID theft insurance Lock and unlock your credit file TM In India our Prove ID-Link social innovation product helped 25m people since launch prove their identity to help them gain access to essential services. Now integrated into our mainstream CrossCore identity authentication platform.#29Executive Summary Improving Financial Health Social - Fairness-as-a-Service case study The issue There is a growing public awareness that the computer processes relied on to make financial, healthcare, hiring or housing decisions may suffer from unintentional bias. These automated systems, often introduced for cost efficiencies and handling of complex datasets, could be making decisions that are inadvertently sexist, racist or discriminatory 29 Data Unfairness may come from multiple sources, including the underlying algorithm and the data introduced during development. During its training phase a machine-learning algorithm may become 'tainted' with historical bias because its learning from historical data which is already inherently biased from when these decisions were made exclusively by humans. O Experian Public Employees Supply Chain A newly created service helping to eliminate Artificial Intelligence bias in decisioning Environment Our response We've created and patented the first end-to- end Fairness-as-a-Service platform. It provides a unique combination of a decisioning platform, normative data and state-of-the-art algorithmic expertise, that helps answer the question 'What is fairness in Al?'. The roll-out is envisioned as a multi-industry, global offering that enables cross-selling opportunities for the Experian Ascend platform and Experian's data resources as well as supporting Experian's mission of enabling fair and impactful data-driven decisioning across the globe. See p26 and p39 of FY20 Annual Report for further details Governance Policies & Data tables experian. The product It will help banks, consumers, regulators, universities and large organisations to: Appendix 1. Evaluate fairness - how fair is their data and model 2. Explain models - do they understand their model's predictions globally and also at an individual basis 3. Train fair models - so they are both predictive and fair 4. Apply fairness - so they can update their models to make them fair, as well as amend models' decisions to make those decisions fair.#30Executive Summary ● Supply Chain UN Sustainable Development Goals - primary SDGs ● Improving Financial Health ● 30 Data Given our sustainable business strategic priority of Improving Financial Health for All, we have identified three of the SDGs where we can make a meaningful contribution: 1 POVERTY ஈச்ச்+ர் Employees Target 1.4: By 2030, ensure that all men and women, in particular the poor and the vulnerable, have equal rights to economic resources, as well as access to appropriate new technology and financial services, including microfinance. 8 DECENT WORK AND ECONOMIC GROWTH Environment Target 8.10: Strengthen the capacity of domestic financial institutions to encourage and expand access to banking, insurance and financial services for all. Governance Target: Reach 100m people through social innovation products by 2025 Target: Connect with 100m people through United for Financial Health by 2024 O Experian Public Policies & Data tables 9 experian INDUSTRY, INNOVATION SUSTAINABLE DEVELOPMENT GOALS Target 9.3: Increase the access of small-scale industrial and other enterprises, in particular in developing countries, to financial services, including affordable credit. These SDG targets are related to improving access to credit, microfinance and financial services, and we contribute to these via our core products, social innovation, and community investment. Appendix TM#31Executive Summary 31 4 UN Sustainable Development Goals - other SDGs 10 Improving Financial Health 12 QUALITY EDUCATION REDUCED INEQUALITIES The previous three SDGs are those where we believe we can have the greatest impact, and on which we are focussing considerable effort. However, there are some other goals which also benefit from our activities, albeit to a lesser extent: RESPONSIBLE CONSUMPTION AND PRODUCTION со O Experian Public Data ● Employees ● Supply Chain Reduced inequalities Our Social Innovation products help people who are locked out mainstream finance ● Quality education We have launched a Financial Education Recovery Programme called United for Financial Health to equip vulnerable communities and small businesses with the tools and education resources they need to take control of their finances through and after the COVID-19 crisis. This includes new and existing financial education tools and products, a dedicated social media hub and ongoing outreach, a new external Social Innovation fund and partnerships with over a dozen NGOs to help us scale our impact. We've connected with 87 million people & small businesses since 2020 and aim to reach 100 million by FY24 Boost most helps customers with the poorest credit scores, 88% of those in the 'Poor' scores tier see their credit scores increase Responsible consumption and production We're committed to eliminating as much single-use plastic in Experian controlled facilities as possible External commitments made for SDGs 4, 10 and 13 in FY20 16 Environment 13 PEACE, JUSTICE AND STRONG INSTITUTIONS CLIMATE ACTION ● Governance ● Policies & Data tables Peace, justice & strong institutions Prove-ID has let 25m people in India (since launch) have their identity verified for the first time. This allows them to open a bank account & access credit. ● Appendix experian. ● • We saved our clients an estimated $11bn in fraud in FY22 ● ● Climate Action Science-based target: by 2030 reduce Scope 1 and 2 emissions by 50% and Scope 3 emission by 15% Target to be carbon neutral in our own operations by 2030 Offset 100% of scope 1 and 2 emissions by 2025 Our Anti Money Laundering B2B products help reduce organised crime#32Executive Summary Improving Financial Health Social - Data Security overview 3. We have a multi-tiered approach to security: ● 1. Strong governance - monthly executive reviews by Security and Continuity Steering Committee (SCSC) - CEO, CFO, COO, CIO ● 2. Culture of security with mandatory annual training for all employees, more frequent training for employees working with data 4. Data Employees 7. 32 Prevention-stopping bad actors from entering the estate Detection - knowing if a bad actor has entered the estate Mitigation - minimising a bad actor's ability to extract anything of value if they do enter the estate 5. Major emphasis on automation and tools to improve efficiency, speed and efficacy Global Security Operations Centre (SOC) coverage with 'follow the sun' capabilities, based in the US, UK and Malaysia Supply Chain O Experian Public Environment 6. DevSec Ops builds security into the design of the product during the development phase Robust security controls based on ISO 27001 Governance Policies & Data tables. PwC's Building Public Trust Awards 2021 Highly Commended for Cyber Security Reporting in the FTSE 350 Appendix experian TM#33Executive Summary Improving Financial Health Employees Social - Data Security - Governance and responsibility 33 ● Data Board and executive priority Data privacy and security is a top priority. Regular updates to the Board's Audit Committee and risk committees on information security risks and the business's response. Supply Chain Specific responsibility at the board level is overseen by the Security and Continuity Steering Committee (SCSC), a sub-committee of the Executive Risk Management Committee (ERMC). • SCSC (CEO, CFO, COO and CIO), review global information security, physical security and business continuity every month. Data security investment decisions are made centrally, to protect level of spend. Experian Public 3 lines of defence risk management model: o 1st line: day-to-day operations, applying internal controls (e.g. IT) o 2nd line: oversight, internal assurance, strategies and policies (Global Security Office) o 3rd line: independent assurance (Internal Audit) ● ● Environment Governance Policies & Data tables Global Security Office On a daily basis data security is overseen by Chief Information Officer experian Data Protection Officer Chief Information Security Officer (leads GSO) Appendix Experian is run on a regional basis. The Global Chief Information Officer has CIOs for each region who report into him, who each have their own regional teams. Global Security Office provides: Governance and Control, Engineering and Innovation, Application Security, Physical and People Security, Security Operations Centre and Information Security Risk Management Services. Within the Security Operations Centre there is a Cyber Security Investigations team who safeguard key assets such as systems and storage facilities. They manage any security developments that may threaten Experian's people, process, or technology through intervention and thorough investigation of security incidents. TM#34Executive Summary Improving Financial Health Social - Data Security - Technology 34 Data Employees Multi-tiered approach Multi-tiered approach to security: Prevention - stopping bad actors from entering the estate o Detection - knowing if a bad actor has entered the estate Mitigation - minimising a bad actor's ability to extract anything of value if they do enter the estate The latter two are as important as prevention O Experian Public Supply Chain Global Security Operations Centre (SOC) coverage with 'follow the sun' capabilities, based in the US, UK and Malaysia Major emphasis on automation, tools and Al to improve efficiency, speed and efficacy. Al is much better than human at spotting unusual patterns in the system that could be an indication that a bad actor has entered the estate DevSec Ops model of product development increases the speed of development while ensuring a robust security discipline is followed ● ● Environment Governance O O Experian holds the following certificates: Policies & Data tables High standards We consistently maintain high standards in security and our security program is certified by industry and international certification bodies Robust security controls based on ISO 27001 (internationally recognised standards of security) experian. PCI DSS compliant in North America and UK&I ISO 27001 for Experian Data Quality Services IDaaS services North America Datacentres, UK&I Datacentres Appendix India Credit Bureau Brazil Positive Data Services Global Security Administration team, responsible for administering logical access to systems We hold Cyber Essentials Certification and perform risk assessments against our critical and external facing applications annually#35Executive Summary Improving Financial Health Social - Data Security - Multi-layered approach 35 Data Employees Perimeter scanning Scanning the perimeter for open access and scanning applications for regulatory compliance Protecting our perimeter We have a defence-in-depth approach to protecting our critical data assets, which provides multiple layers of control and protection Firewall Blocks unauthorised access while permitting outward communication Intrusion Prevention System (IPS) Examines network traffic flows to detect and prevent vulnerability exploitation Web Application Firewall (WAF) Filters, monitors, and blocks HTTP traffic to and from web applications O Experian Public Realtime Application Self Protection (RASP) Detects and blocks computer attacks by taking advantage of information from inside the running software Supply Chain Environment Governance Server protection Antivirus, host security, continuous reporting Policies & Data tables Appendix experian TM#36Executive Summary Improving Financial Health Employees Social - Data Security - What is DevSecOps? 36 Data DevSecOps We use a DevSecOps approach to product development An old style approach is to apply security to a product once its been developed. In contrast, DevSecOps means thinking about application and infrastructure security from the start and aims to integrate security controls in the early stage of product development, rather than implementation at the end by a separate security team. This significantly benefits both security and the product design. Built-in security, not security that functions as a perimeter around apps and data. O Experian Public Security is not the responsibility of just one specific team. Instead, everyone in the product development life cycle is responsible for security, in essence bringing Development and Operations together with Security functions. Supply Chain Environment Code Dev Build Governance Security is built in Sec Plan Policies & Data tables Test Release Ops Monitor experian Deploy Appendix Operate TM#37Executive Summary Improving Financial Health Employees Social - Data Security - Employee training 37 Data All employees Culture of security - all Experian employees play a part in security. Mandatory annual training for all employees on information. security and data protection. We offer >285 training courses on across various web, mobile and desktop platforms, applications and software. Training metrics tracked weekly to monitor compliance. Shared monthly with Security and Continuity Steering Committee. Supply Chain • Monthly campaigns using emails, posters and workshops to reinforce that security comes first in everything we do and raise awareness on specific security topics. O Experian Public In FY21 we focused on risks associated with working from home and ensuring employees knew how to secure their home network, e.g. filtering software and strong passwords. Our regular awareness campaigns continued to provide frequent updates on key topics such as email protection and phishing. ● Environment Governance Policies & Data tables Bexperian. Higher risk roles Those who work more closely with data receive more in depth training and are required to attend two courses annually. Appendix We also provide reinforcement throughout the year - we have a 'Know it. Label it. Protect it.' data campaign that we run regularly as well as additional reinforcement. Additionally, depending on the roles and region, we offer specific training on data as it relates to health care data and personally identifiable information. These courses are taken once every two years. We provide Secure Software Development training for those involved in product and software development. Depending on the role and an employee's training cycle, users could take 2-4 or more mandatory courses in a year.#38Executive Summary Improving Financial Health Social - Data Security - Three Lines of Defence ● ● 38 We follow the Three Lines of Defence approach to risk management. Data Risks are owned and managed within the business and reviewed by our businesses at least quarterly. Global governance teams review risks and controls, including those relating to information security, compliance and business continuity. Global Internal Audit assesses our risks and controls independently and objectively. The results of these reviews feed into our quarterly reporting cycle, including through the risk. management governance structure. O Experian Public Employees Supply Chain First Line of Defence >Lines of business (regional and global) > Experian IT Services (EITS) > Corporate functions Environment All employees have First Line responsibilities Board Audit Committee Executive management / Risk Management Committees Second Line of Defence > Global Risk Management > Global Security Office > Compliance > Business Continuity > Physical Security > Legal Governance Governance teams have Second Line responsibilities Policies & Data tables experian Third Line of Defence > Global Internal Audit Appendix Global Internal Audit has Third Line responsibilities TM#39Executive Summary Improving Financial Health Social - Data Accuracy ● Sourcing accurate data We only use data from reputable sources. Quality control procedures help identify inaccurate or out of date data before it is added to our databases We assess the accuracy of the consumer credit information from data providers and work with them to improve the quality. We provide tools to help data. providers check data before they submit it to us to help them meet our data quality standard. Data If data providers are unwilling to implement improvements to meet our standards we will no longer source data from them. Employees Supply Chain ● Monitoring data accuracy • Our platforms enable us to monitor and measure data accuracy on a continuous basis. Accurate data is fundamental to our reputation and business success We constantly strive to increase the accuracy of our data in a competitive market to prevent customers going to other data providers In the USA, where data accuracy is a particularly significant issue for stakeholders, we have taken steps to strengthen our procedures, including for record matching and ensuring customers' health insurance payments are properly reflected in medical debt records. ● ● Environment ● Governance Improving data accuracy In the USA we have a data accuracy program in which we review all delivered credit reports monthly for visible and consequential conflicts and errors We have implemented improvement programs targeted at these identified errors, which have yielded rapid positive results. This has increased our data accuracy level to 99.9% in our USA consumer information bureau and we continue to focus on increasing it further. • See following slides for further details. www.experianplc.com/responsibility/treating-data-with-respect Policies & Data tables ● Appendix experian. Fixing data We have processes in place for consumers to dispute information in their credit report that they believe is inaccurate. In the USA, our online dispute centre makes it easier for people to file a dispute about credit information and get it corrected quickly. We monitor how data providers deal with disputes and how they remediate them to improve accuracy of their data. Many of our products also empower consumers and businesses to protect their data and check for any inaccuracies in their financial profiles#40Executive Summary Improving Financial Health Social - Data Accuracy - US Consumer Information Bureau Data Data development overview A dedicated team is focused on receiving, loading and manging the accuracy of data from c.12,000 data furnishers. 3bn displayable trades 1.3bn records updated every month 34K monthly furnisher submissions 40 98% updated within 24 hours O Experian Public Employees Supply Chain Key improvements Visible We resolve conflicts and errors identifiable within the contents of the credit report FOCUS AREAS Environment 图 Consequential We resolve conflicts and errors likely to have a material impact on a consumer's credit score DATA ACCURACY PROGRAM Targeted at these identified errors, yielding rapid, positive results Collection agencies Data furnishers Medical accounts Public record collections 99.9% ACCURACY Governance Policies & Data tables GOING FORWARD: experian. Further improvements ACHIEVED IN FY21: IMPROVED REPORT LAYOUT Help consumers focus on meaningful items through a new report layout. The redesigned report features an executive summary, data visualisations and improved organisation to clarify and simplify data for consumers. Credit Report Insights T What May Be Helping 100% D Your Financial Profile. P men and made Your Credit Score % Appendix 700 et leven get someket rest a What May Be Harting & 7% wwwcom AD Did you know you may instantly ise your FICO Score 8 REDUCE DISPUTES BY ENHANCING ACCURACY Continue to invest in enhancing business rules, credit file accuracy and data furnisher management to increase overall accuracy. IMPROVE DISPUTE PROCESSING Implement automation to improve response time and dispute processing for consumers.#41Data Executive Summary Improving Financial Health Social - Data Accuracy - US Consumer Information Bureau - consumer credit report accuracy program 41 O Visible Conflicts and Errors Employees Conflicts and errors identifiable within the contents of the credit report O Experian Public We review all delivered credit reports monthly for visible and consequential conflicts and errors January 2016 98.3% accuracy ● ● Supply Chain ● ● Environment || • We have implemented improvement programs targeted at these identified errors, which have yielded rapid positive results. Identity Conflicts Governance Non-Updating Data Error Deceased Consumer Conflict Generation Code Conflict Consequential Conflicts and Errors Policies & Data tables Now 99.9% accuracy Appendix experian. Conflicts and errors likely to have a material impact on a consumer's credit score#42Executive Summary Improving Financial Health Social - Data Privacy 201 42 Data O Experian Public Employees Supply Chain Environment Protecting consumer privacy is extremely important to us We have programmes in place to evaluate every product and service to ensure we strike the right balance between consumers' privacy expectations and the economic benefit to both consumers and clients Governance Policies & Data tables www.experian.com/privacy/information values Appendix experian. Lenders need access to secure and accurate information about people's financial profiles, this is integral to an efficient and competitive credit ecosystem that delivers robust and innovative products for consumers that enable them to get the most out of their data, contributes to economic growth and supports a stable consumer banking system. We only ever share data with authorised and trusted organisations, following strict guidelines and complying with all relevant laws. Our comprehensive data protection programme details the steps we take to mitigate data protection risks, and what is expected from our employees. Our Global Information Values define how data must be secured, managed and used. We update our data processes in line with evolving regulations. We respond to government consultations and engage with regulators as privacy regulations and guidance evolve. We strive to be transparent about the data we collect from consumers and third parties, and how it is used and shared. Consumers can find out more about how we handle their data on our global privacy policy webpages. We continue to improve and strengthen our internal privacy controls, documentation and evidence to ensure our data processing is transparent to consumers. In the UK, our new public Consumer Information Portal explains in detail how we process data and allows people to opt out of marketing campaigns. We conducted research with consumers to test the portal, making it more transparent and user-friendly.#43Executive Summary Improving Financial Health Social - Employees Diversity, Equity, Inclusion UN Women's Empowerment Principles signatory Women on Board² Women in executive committee and their direct reports² Women as % of senior leaders Women as % of mid-level leaders Women in total workforce Data Ethnically diverse Board members³ Board meets Parker Review Committee recommendations on ethnic diversity Diversity and inclusion employee groups UK gender pay gap report published Equal opportunity recruitment policy 43 O Experian Public Yes 36% 28% 33% 36% 44% 2 Yes 40 Yes Yes Employees Supply Chain Recruitment & retention Attract world class talent Glassdoor score 4 Voluntary employee attrition Total employee turnover Favourable employee engagement Pay & benefits Environment Maternity leave (UK)5 Paternity leave (UK)6 Maternity leave (US)7 Paternity leave (US)8 Flexible working hours Flexible work locations UK Living Wage employer Contracted employees eligible for bonus plan / commission scheme Employees eligible for Sharesave Employees awarded LTIP9 Yes 4.3 39 weeks 2 weeks 12-14 weeks 6 weeks 1. FY22 data unless specified 2. At 1 May 2021 3. Meeting Parker Review definition 4. As at May 2022 weeks statutory pay 6. 2 weeks full pay 7. Full pay. 12 weeks for regular birth, 14 weeks for C-section 16.1% 21.7% 78% Yes Yes Yes 100% 96% 8% https://www.experianplc.com/media/4045/hs-policy-statement-2020.pdf Governance Policies & Data tables experian Learning & Development Training and career opportunities offered to all employees Training with external certification offered Yes Freedom of association Appendix Anti-bullying & harassment policy Mental health support and training available for all employees Health & wellbeing Lost time injury frequency rate (per 1m hrs) 0.27 Employee Health & Safety policy Yes Whistleblowing protection policy Yes Yes Yes Yes 5. Maternity, adoption and shared parental leave pay is 26 weeks full pay + 1 8. Full pay 9. In June 2021 TM Yes#44Executive Summary Improving Financial Health Supply Chain Social - Employees - Attract and develop talent in an inclusive culture 44 Data Attracting world class talent Need compelling employer brand - social media following increased 100% in FY21, now over 1 million followers. In FY21 53% hires sourced via social media vs targets of 29%. Frictionless onboarding -96% favourable in new joiner survey (+2% YoY) Glassdoor rating increased for 5th year in a row Need to tap into broad and diverse pool - use Al to scan job specifications for gender biased language Succession planning key: 89% of top- 100 leadership roles have at least one identified successor O Experian Public Employees ● Environment High-performance culture High performance focus at all levels. High Performance Masterclass for outstanding individuals Accelerate Ambition programme for senior leaders Ambition programme for senior managers Elevate Learning online platform: on- demand, access anywhere learning Stepping Stones tool, developed internally, matches people's skills to short-term projects, to build capability and opportunity to apply new skills. ● Governance Policies & Data tables Appendix experian Diverse and inclusive culture Accelerated Development Programme designed to accelerate talented women in the organisation, 44% of the participants promoted after the programme How to Ally guides launched globally >30 Employee Resource Groups including 2 new in FY21 - Black at Experian and Disability Network Celebration events e.g. Pride, World Mental Health Day, International Women's / Men's Days, International; Day of Persons with Disabilities, Black History Month TM#45Executive Summary Improving Financial Health Social - Employees - Diversity, Equity and Inclusion (DEI) Overview We've continued to build and celebrate our diverse and inclusive culture. Data In FY21 our executive committee announced commitments to five key focus areas for DEI as shown on the right. We've recognised and celebrated international diversity events. We have provided DEI-related training in all regions. We have also built upon our commitment through several partnerships outside of the business. We've been a sponsor of events that support us in building diverse pools of future talent. To ensure we are clear about the gaps and opportunities in our DEI work, and to reflect our commitment to continuous improvement, we launched an independent audit through an external partner. The findings have informed our FY22 DEI Strategy. 45 O Experian Public Employees Supply Chain Environment Gender: Jennifer Schulz, CEO North America Race & Ethnicity: Craig Boundy, COO LGBTQ+: Jose Luiz Rossi, MD, UK and Ireland Disability: Valdemir Bertolo, President, Latin America Mental Health: Lloyd Pitchford, CFO 2. Better understand our opportunities and challenges Governance Our 5 key focus areas for DEI In FY21 our executive committee announced commitments to five key focus areas for DEI: 1. Active Sponsorship We have appointed executive sponsors for five areas of our DEI focus. They each sit on our Group Executive Committee, ensuring these topics are represented in decision-making at the highest level. We believe that it is critical that we have a deep understanding of the make-up of our population and their experience of working here so we can set relevant goals and develop meaningful DEI programmes and practices. During FY22 we will focus on improving demographic data and our people will be asked to take part in a voluntary census. Policies & Data tables experian. % Women FY21 Senior leaders 32% Mid-level leaders 35% Total workforce 44% Appendix 3. Measure progress against specific goals We are also raising our ambition and setting three- year targets for gender diversity. Our current global gender diversity and FY24 gender targets are: FY22 33% 36% 44% FY24 target 40% 42% 47% 4. Ensure accountability We will be holding annual strategic reviews chaired by our CEO focused on DEI. We will also have bi- annual DEI deep dives and quarterly reviews with each region to monitor our performance closely and take quick action where needed. 5. Support our people We are developing a global Conscious Inclusion training programme to ensure that we all understand the importance DEI holds for our people, our business and our customers.#46Executive Summary Improving Financial Health Social - Employee wellbeing and mental health Our approach At Experian, we are committed to improving the wellbeing and mental health of our employees by providing access to the resources they need to thrive. We encourage our employees to bring their whole selves to work, and management are committed to creating a culture that encourages openness and dialogue on mental health and works towards eliminating stigma. Data Our 'whole person' approach: Prevent: raise awareness, reduce stigma, and foster a preventative culture. Equip: equip managers with the tools and resources needed to proactively support their teams. Support: have a consistent and empathetic core support offering for all employees. Executive commitment Lloyd Pitchford, CFO, is the executive sponsor for Mental Health, and is closely involved in shaping mental health communication and resources. We're signatories to the Time to Change Employer Pledge, a commitment underpinned by a 12 month Employer Action Plan founded on the principles of the 2017 Thriving at Work Report, and built upon 5 years of evidence-based interventions researched by the Time to Change Employers Team 46 O Experian Public We've signed the time to change Employer Pledge let's end mental health discrimination Employees Supply Chain Environment Resources & training We strive to have a consistent and empathetic core support offering for our people, including tailored resources and provisions (e.g. LGBTQ+, BAME, and family friendly). These resources form our wellbeing toolkit which aims to equip our people managers with the tools and resources needed to proactively support their teams. ● The four pillars of our wellbeing offering are Mental health, Physical health, Family health and Financial health, and we have a robust system of support for our people should they need it: • 'LifeWorks' Employee Assistance helpline for all employees, offers confidential support and access to counselling Direct access to virtual GP service. Network of specially trained individuals who act as 'Mental Health First Aiders' and offer confidential support and guidance to employees and signpost them to additional professional help if necessary. Expanding scheme, aim to train 1% of employees. • Upskilling line managers to support their teams • Manager's Pack and Line Manager Communications resource to empower and build mental health confidence for line managers #Reach Out - link to mental health resources for each region easily available on intranet. Mental Health First Aider MHFA England Regular webinars and courses on a wide range of wellbeing related topics e.g. mindfulness, resilience, nutrition. Financial Health offering includes Talk Money campaign with podcasts on financial wellbeing and education; webinars on will writing and debt. Financial wellbeing hub includes benefits and support to enable our employees to be financially well e.g. savings, debt management, financial protection, financial planning. Governance Policies & Data tables Appendix experian. Culture every MIND: Employee network helping colleagues learn more about mental health, raise awareness and help to combat stigma. Regular newsletters, podcast series, virtual meditation sessions. Aims to create a culture of openness around mental health and wellbeing issues, as well as promote good mental health and wellbeing both within and outside work. Mental Health Awareness Month: During Sept-Oct 2021 we delivered a successful first Mental Health Awareness Month reaching all 18k+ employees. #Whole Me photo campaign: We encouraged people across the business to show their support for colleagues and break down mental health stigma by uploading a photo with 5 short personal statements about themselves. Chair, NEDs, CFO, ExCo, senior managers and employees from all regions participated. #Whole Me Video: Our Chair, NEDs, CFO, senior managers. and other employees took part in a video talking about how they give and receive emotional support. Our communities Donations: We match internal donations to mental health organisations e.g. NAMI, Mind Financial Health: We also committed to assisting consumers in their financial health journeys-something that undoubtedly plays a role in mental health-through initiatives like #CreditChat, products like Experian Boost, and partnerships with organisations dedicated to helping underserved communities.#47Executive Summary Improving Financial Health Social - Employees - Culture 47 Delight Customers At Experian, whether your role brings you into contact with customers directly or not, all of us contribute to meeting customer needs. At the heart of what we do are the relationships we invest in and nurture. Data O Experian Public Employees Innovate To Grow The Experian Way is a unique and consistent way of working globally. It informs how our people act and behave, which shapes our culture. It is defined across five key areas of strategic importance: Supply Chain At Experian, it's the responsibility of each one of us to find opportunities and improve the way we do things to help our business and our customers grow. Collaborate To Win Environment 'One Experian' mindset we work as one united team and use the combined strengths and capabilities of our people, products and services across teams, functions and regions. This translates into seamless experiences for our customers. Governance Policies & Data tables Safeguard our Future At Experian, each one of us acts as a guardian for the protection of data, information, assets and our people to safeguard our future. experian Appendix Value Each Other We make Experian a great place to work. We treat each other with respect, trust and integrity. TM#48Executive Summary Improving Financial Health Social - Employees - Talent development opportunities at all levels 48 O Experian Public Data Senior Leaders Senior Managers Middle Managers All Line Managers All Employees Employees Supply Chain High Performance Masterclass CEO Forum Environment Experian Business Network Accelerate Ambition Ambition Programme Emerging Leaders Programme New Leader Programme Elevate Performance Modules Governance + Amplify Elevate Learning /GetAbstract / Development Guides Accelerated Development Programmes for women, e.g. ADP, WILD, Choice Policies & Data tables Appendix experian.#49Executive Summary Improving Financial Health Employer awards experian NAMED 2021 BEST PLACE TO WORK FOR DISABILITY INCLUSION 49 BY THE DISABILITY" EQUALITY top EMPLOYER 2021 БЪЛГАРИЯ BULGARIA CERTIFIED EXCELLENCE IN EMPLOYEE CONDITIONS Great Great Place Place To To Work® Work® Certified AUG 2021 - AUG 2022 USA Certificado Fev/2021 - Fev/2022 BRASIL O Experian Public Data COMPARABLY 2021 Best CEOs for WOMEN top EMPLOYER 2021 Great Place To Work® AUSTRALIA Employees CERTIFIED EXCELLENCE IN EMPLOYEE CONDITIONS Certified AUG 2021 - AUG 2022 COSTA RICA Best Company CAREER GROWTH 2021 TOP 3+ EMPLOYER for Working Families 2021 Supply Chain Best Company COMPENSATION top EMPLOYER 2021 UNITED KINGDOM CERTIFIED EXCELLENCE IN EMPLOYEE CONDITIONS FORTUNE BEST WORKPLACES FOR MILLENNIALS™ 2021 Environment ARMED FORCES COVENANT FORTUNE 100 BEST COMPANIES TO WORK FOR® 2021 www.experianplc.com/responsibility/awards/ Governance EMPLOYER RECOGNITION SCHEME SILVER AWARD 2021 Proudly serving those who serve. top EMPLOYER 2021 SINGAPORE CERTIFIED EXCELLENCE IN EMPLOYEE CONDITIONS Policies & Data tables FORTUNE ☆ BEST BEST WORKPLACES IN FINANCIAL SERVICES WORKPLACES FOR WOMEN™ AND INSURANCE 2021 2021 FORTUNE experian. Appendix E BEST HUMAN RIGHTS CAMPAIGN PLACES TO WORK THUNDATION 2022 for LGBTQ+ Equality 100% CORPORATE EQUALITY INDEX top EMPLOYER 2021 ESPAÑA SPAIN CERTIFIED EXCELLENCE IN EMPLOYEE CONDITIONS Best Workplaces™ Great Place To Work® In Tech Super Large Organisations UK 2021#50Executive Summary Improving Financial Health Social - Supply chain overview Data Suppliers must comply with our Supplier Code of Conduct All company policies including Supply Chain Principles. aligned with UN Universal Declaration of Human Rights A member of the Slave-Free Alliance Key points Actively engage in social supply chain management Have a Supplier Diversity Programme ● 50 Employees Supplier diversity programme in North America: Corporate member of WBENC, the most relied upon certification of women-owned businesses Member of National Minority Supplier Development Council O Experian Public Yes Yes Yes Yes Yes Supply Chain Environment Governance i. ii. iii. iv. Standards Slavery and Human Trafficking policy: Experian plc and its subsidiary companies are committed to protecting our organisation and those people at risk from exposure to slavery or people trafficking in our supply chain, both via directly employed staff and staff working on our behalf via third party vendors. https://www.experianplc.com/media/4214/modern-slavery-act-statement-2021.pdf Minimum age No forced labour Health and safety Free to join trade unions No discrimination Policies & Data tables V. vi. Dignity & respect vii. Collecting bargaining viii. Working hours & minimum wage ix. Protect environment X. Supplier Code of Conduct Experian requires all suppliers to adhere to Experian's Supplier Code of Conduct, which cover these 10 areas. These are detailed on the next slide. Appendix No bribery & corruption https://www.experian.com/corporate/code-of-business-conduct https://www.experian.com/content/dam/marketing/na/assets/corp/procurement-documents/supplier-diversity.pdf experian TM#51Executive Summary Improving Financial Health Social - Supplier Code of Conduct Data Employees Supply Chain Environment Governance Policies & Data tables 51 Supplier responsibilities: Suppliers shall conduct their business activities in such a manner to advance social and environmental responsibility and business ethics in compliance with all Applicable Law. In furtherance of the foregoing suppliers shall: experian (i) not employ any person under the age of 15 (or 14 where the Applicable Law of the country permits) or under the age for completing compulsory education, or under the minimum age of employment, whichever is greatest; (ii) not use forced labor or involuntary labor in any form (e.g. bonded, indentured, or involuntary prison labor), nor shall personnel be required to lodge papers or deposits; (iii) comply with all applicable local environmental, safety and health regulation. Provide a safe and healthy workplace environment, presenting no immediate hazards to staff and take effective steps to prevent potential occupational accidents; (iv) respect the rights of all personnel to form and join trade union(s) which are free to meet without hindrance and bargain collectively without negative consequences or retaliation; Appendix (v) not discriminate in hiring or employment practices on any grounds (including race, religion, nationality, territorial or social origin, gender, sexual orientation, family responsibilities, marital status, political affiliation, age, pregnancy, disability or any other condition that could give rise to discrimination); https://www.experianplc.com/responsibility/our-policies/ (vi) treat all personnel with dignity and respect and shall not engage in or support the use of corporal punishment, mental or physical, sexual or verbal abuse of personnel; (vii) comply with collective bargaining agreements (where applicable), industry standards and local laws on maximum working hours, breaks and public holidays and employment rights in the countries of operation; (viii) comply with all applicable wage and hour laws and regulation (including the minimum wage, or the prevailing industry wage, (whichever is higher)), and provide legally mandated benefits; (ix) act in such a way to protect and preserve the environment, including complying with all local legislation and industry standards; identifying all the hazardous or toxic waste produced and ensuring the safe disposal of all waste by competent bodies via authorised disposal routes; (x) shall comply with all Applicable Law on bribery, corruption, and prohibited business practices Suppliers will comply with the above standard of conduct ("Supplier Code of Conduct") and shall implement processes and procedures which demonstrate how they manage compliance with the Supplier Code of Conduct. Suppliers shall maintain all documentation as necessary to demonstrate compliance with the Supplier Code of Conduct, and will provide Experian with access to such documentation upon Experian's written request (or alternatively provide clear and accurate responses to requests from Experian regarding compliance with the Supplier Code of Conduct, regulatory requirements, and business or employment practices). O Experian Public TM#52Executive Summary Improving Financial Health Social - organisations we support WBENC WOMEN'S BUSINESS ENTERPRISE NATIONAL COUNCIL JOIN FORCES. SUCCEED TOGETHER. Corporate member of WBENC, the most relied upon certification of women-owned businesses NMSDC National Minority Supplier Development Council member 52 Prompt Payment Code Prompt Payment Code signatory S SLAVE-FREE ALLIANCE Working Towards a Slave-free Supply Chain Slave-Free Alliance member Data O Experian Public BUSINESS IN THE COMMUNITY Employees The Prince's Responsible Business Network Race at Work Charter signatory in UK women in data Women in Data gold partner in UK Stonewall DIVERSITY CHAMPION Stonewall Diversity Champion (LGBT) in UK Supply Chain Environment Disability: IN Your business partner for disability inclusion. Disability: IN global partner Business Disability Forum Member Business Disability Forum Building disability-smart organisations disability confident Business Disability Forum member in UK COMMITTED TM Disability Confident Committed in UK Governance Policies & Data tables Bexperian. SUSTAINABLE DEVELOPMENT GOALS In support of WOMEN'S EMPOWERMENT PRINCIPLES Established by UN Women and the UN Global Compact Office Appendix UN Sustainable Development Goals We are a Living Wage Employer 1.... Living Wage employer in UK 8:4 UN Women's Empowerment Principles signatory#53Executive Summary Environment highlights 53 Improving Financial Health Data Experian commitments Carbon neutral in our own operations¹ by 2030 Science-based target: Scope 1 and 2 (1.5°C scenario): Reduce absolute scope 1 and 2 emissions by 50% by 2030 (from 2019 base year) Scope 3 (2°C scenario): Reduce absolute scope 3 emissions from purchased goods and services, business travel, and fuel-and-energy-related activities, by 15% by 2030 (from 2019 base year) ➤ Approved by SBTi SCIENCE BASED TARGETS DRIVING AMBITIOUS CORPORATE CLIMATE ACTION Carbon offset 100% of scope 1 & 2 emissions by 2025 We will reduce the footprint of our buildings and data centres, switch to using more renewable energy, cut the carbon impact of business travel and invest in high- quality carbon offsetting projects to offset any remaining emissions Eliminate as much single-use plastic in Experian- controlled facilities as possible During the coming year, we will develop our plans to decarbonise our operations even further and transition to net zero. Employees Supply Chain CO₂e in 000s tonnes Scope 1 and 2 CO₂e emissions since 2019 base line year % FY22 scope 1 & 2 emissions offset Environment Energy Electricity from renewable sources Total energy use Total energy use per $1m revenue Office energy use per $1m revenue Data centre energy use per $1m revenue UN SDG target 13.2 Integrate climate change measures into national policies, strategies and planning 549.3 -44% 40% We do not report water consumption or waste produced as we've assessed these as not material for our business. Full emissions data can be found at the back. CO2 emissions Reporting & recognition 32% -1% -15% -21% -3% Contributing to SDG 13 13 CLIMATE ACTION Governance Policies & Data tables experian Report in line with TCFD, public supporter CDP Climate Change score 'B' CDP 'Supplier Engagement Leader' in top 8% of companies for Supplier Engagement Rating Named as one of the Financial Times' Europe Climate Leaders 2022 We Mean Business Coalition A Appendix TCFD BCDP FT FINANCIAL TIMES statista 4 sites with ISO 14001:2015 certification (in UK & Bulgaria, with principles followed globally at all sites) Memberships TM CDP SUPPLIER ENGAGEMENT LEADER 2021 CLIMATE LEADERS 2022 niation ATA ISO XXX 14001:2015 WE MEAN BUSINESS COALITION O Experian Public www.experianplc.com/responsibility/protecting-the-environment 1. Includes all scope 1 and 2 emissions and the categories of 'Purchased Goods and Services, Business Travel and Fuel-and-energy related activity' within scope 3 (which represent 83% of our baseline emissions in scope 3). This is aligned with the emissions covered by our science-based target approved by the SBTi. QU Standa#54Executive Summary Improving Financial Health 54 Environment - carbon emissions data Data Scope 1 and 2 emissions Scope 1 emissions Scope 2 emissions (market based) Total Scope 1 and 2 emissions Scope 3 emissions Purchased goods and services¹ Fuel-and-energy-related activities ¹ Business travel¹ Upstream leased assets Capital goods Employee commuting Investments Total Total Scope 1, 2 and 3 emissions O Experian Public Employees Waste generated in operations Total Scope 3 Subset of emissions within our Scope 3 science-based target (Purchased Goods and Services, Business Travel, and Fuel-and-energy-related activities) Supply Chain Summary of carbon emissions 1 Scope 3 emissions within science-based target. 2 The business travel figure for FY21 only includes emissions from air travel See data tables at the back of the presentation for the full set of footnotes Environment Unit 000's tonnes CO₂e 000's tonnes CO₂e 000's tonnes CO₂e Unit 000's tonnes CO₂e 000's tonnes CO₂e 000's tonnes CO₂e 000's tonnes CO₂e 000's tonnes CO ₂e 000's tonnes CO₂e 000's tonnes CO₂e 000's tonnes CO₂e 000's tonnes CO₂e 000's tonnes CO ₂e Unit 000's tonnes CO₂e 2022 2.5 13.9 16.4 2022 412.0 6.3 1.8 45.3 40.8 17.8 8.6 0.3 532.9 420.1 2022 549.3 Governance 2021 2.2 14.3 16.5 2021 350.9 3.9 0.3² 35.4 40.4 13.7 8.9 0.4 453.9 355.1 2021 470.4 2020 3.0 22.1 25.1 2020 378.9 4.2 15.2 31.0 31.4 24.8 7.7 0.2 493.4 398.3 2020 518.5 Policies & Data tables experian. 2019 3.6 25.6 29.2 2019 357.4 6.2 49.1 17.5 31.2 24.6 4.3 5.2 495.3 412.6 Appendix 2019 524.5#55Executive Summary Improving Financial Health 55 Data Supply Chain Environment - reducing our carbon footprint - scope 1 and 2 Reducing energy consumption Our new flexible approach to employees' work places has encouraged us to use our working space smartly, and reduce and consolidate office space in our portfolio across the globe. Which in turn translates in less electricity and gas needed to light, heat and cool our offices. We're replacing old equipment with more modern and energy efficient technologies e.g. switching to LED lighting where it's cost efficient. O Experian Public Employees ● Environment Switching to renewable energy In the buildings that we own or control we're looking at how we can switch to renewable energy contracts (where possible) and looking at where we can install solar panels. In the UK 100% of energy used in our own or controlled buildings (e.g. Fairham data centre) is from renewable energy contracts. Also, Cardinal Place, our London office, is now 100% on renewable energy. We're currently looking into switching our datacentres in NA (Allen and McKinney) fully to renewable energy Looking at installing solar panels at some of our largest sites. • In FY22 32% of total energy used was renewable We're looking at how we can use co-los and clouds more efficiently, creating a blueprint of best practice, to ensure we move forwards to more sustainable solutions. www.experianplc.com/responsibility/protecting-the-environment Governance Policies & Data tables Appendix experian TM Sustainable growth As our business continues growing and expanding (both organically and through M&A) we'd naturally expect an increase in our environmental footprint. However our science-based targets are to reduce absolute emissions vs our 2019 base emissions. We'll develop protocols to address any footprint added to our portfolio as a result of acquisitions. Sustainability criteria will be embedded in the decision- making and integration processes We'll also tackle any increase in Purchased Goods and Services, business travel and capital goods via our Scope 3 initiatives.#56Executive Summary Improving Financial Health Environment - reducing our carbon footprint - scope 3 ● ● 56 A Scored 'A' in CDP Supplier Engagement Rating (SER) Named a CDP 'Supplier Engagement Leader' - for SER being in top 8% of companies CDP SUPPLIER ENGAGEMENT LEADER 2021 Data APACE Scope 3 emissions We have estimated our total end-to-end emissions for FY 19, our base year, as being 525,000 tonnes CO₂e, with Scope 1+2 representing 6%, and Scope 3 representing 94% of total emissions. Our commitment to reduce scope 3 emissions by 15% by 2030 encompasses the categories of 'purchased goods & services', 'business travel' and 'fuel-and-energy-related activities', which make up 83% of scope 3 emissions in our 2019 base year. Purchased goods and services Within Scope 3 our largest category is Purchased goods and services (72% of scope 3 emissions in FY 19, or 68% of total emissions). • Reducing these emissions is therefore a major focus of our carbon neutral transition plan. O Experian Public Employees As a Supplier Engagement Leader, we're taking action to measure and reduce environmental risks within our supply chain Supply Chain Environment ● We've contracted with CDP to get access to emissions data that will help us better estimate our suppliers' footprints • We will engage with our suppliers to minimise the indirect environmental and climate impact of the products and services we procure. • We have already engaged our top 20 suppliers to understand their climate strategies including commitments to science-based targets and net zero strategies. This engagement will lead to the identification for collaborative opportunities to reduce the carbon intensity of the products and services that we purchase and also discuss strategic opportunities such as the use of renewable electricity, adoption of electric vehicles, end- of-life takeback schemes, and eliminating the use of single-use plastics and minimising packaging. We will also look at integrating ESG factors into our procurement policy and choices. www.experianplc.com/responsibility/protecting-the-environment Governance ● Policies & Data tables Appendix experian. Business travel Business travel was 10% of our scope 3 emissions for FY19. The covid-19 pandemic has demonstrated to us how we can collaborate effectively with less need for business travel, with business travel emissions down significantly in FY21 vs FY20 driven by covid-19 restrictions. As the world exits the pandemic we expect to have slightly higher levels of travel, but will not return to previous levels.#57Executive Summary Improving Financial Health Environment - offsetting Data Employees Offsetting our remaining emissions We have a commitment to be carbon neutral by 2030 and have set a science-based target, verified by the SBTi, in order to deliver on this. As explained in the previous slides, we have a wide range of activities taking place across the company in order to deliver this including reducing the footprint of our buildings and data centres, switching to using more renewable energy, engaging with our supply chain, and reducing the carbon impact of business travel. • We are very clear that reducing our emissions is our priority in order to deliver on our carbon neutral commitment. However in order to reach our carbon neutral commitment we are also investing in high-quality carbon offsetting projects to offset any remaining emissions. Supply Chain We have a target to carbon offset 100% of scope 1 & 2 emissions by 2025. We offset 20% of remaining scope 1&2 emissions in FY21, followed by 40% for FY22, and will offset 60% for FY23, 80% for FY24 and 100% for FY25. ● ● Environment Governance Policies & Data tables Appendix experian. Carbon offsetting project We have invested in a Verified Carbon Standard (VCS) offsetting project in Kenya that will not only avoid carbon emissions, but also support climate adaptation, promote biodiversity, bring added value to communities and contribute to 11 of the 17 United Nations Sustainable Development Goals The Kasigau REDD+ Project Phase II - The Community Ranches - from Wildlife Works is the first project in the world to issue REDD+ carbon offsets under the VCS standard. www.experianplc.com/responsibility/protecting-the-environment Also certified with Climate, Community and Biodiversity (CCB) Gold Level. The Kasigau corridor in Kenya runs between two wildlife parks, the Tsavo East and Tsavo West national parks. It is threatened by farmers chopping down trees to clear the land for cattle and by illegal poaching. The project aims to protect more than 500,000 acres of Kenyan forests under threat from cattle farming by providing communities with alternative income opportunities, training wilderness guardians, and securing a wildlife migration corridor between the Tsavo East and Tsavo West national parks.#58Executive Summary Environment - TCFD reporting (part 1) Improving Financial Health Data Employees Supply Chain Environment Governance Policies & Data tables The Board oversees our climate strategy (including climate-related risks and opportunities presented in this TCFD statement, along with progress against our science-based target and our carbon neutral commitment) and is responsible for the approval of disclosures in this report. The Global Head of Sustainability is responsible for implementation of our climate action plan, with support and oversight from our ESG Steering Committee, chaired by the Chief Financial Officer. The Group Operating Committee receives regular updates on our climate action plan and the Chief Executive Officer reports on ESG activities and performance, including those related to climate change, at every Board meeting. These reports include progress on strategic drivers to address climate-related issues, such as our science- based target and TCFD reporting. 58 O Experian Public Appendix Our TCFD reporting We are committed to reducing our carbon emissions in line with our science-based target, validated by the Science Based Target initiative, and we are committed to becoming carbon neutral in our own operations by 2030¹. We recognise the urgent need to accelerate action on climate change, and want to further our ambitions towards net zero². During the coming year, we will develop our plans to decarbonise our operations even further and transition to net zero. experian. Our Task Force on Climate-Related Financial Disclosures (TCFD) statement below sets out our commitment to mitigating climate-related risks and harnessing opportunities for our products and business to support wider climate action. We recognise the importance of identifying and effectively managing the physical and transitional risks that climate change poses to our business, as well as the opportunities that climate change mitigation and adaptation create. In March 2021, Experian became an official supporter of the TCFD. Last year, we published a reference statement that aligned with most of the recommendations within the TCFD framework. This year, following completion of the scenario analysis, we have reported in alignment with the TCFD recommendations as set out on pages 64 to 73 of the FY22 Annual Report. The scenario analysis performed will lay the foundation for continued, relevant and evolving disclosures (including financial disclosures) as recommended by the TCFD framework. Governance The Audit Committee reviews and approves our register of climate-related risks and opportunities and oversees our response, ensuring that the Board has full oversight. Risks are identified and assessed at project and regional level, overseen by the Risk Management Committees that report to the Executive Risk Management Committee (ERMC) on a quarterly basis. See page 85 of the FY22 Annual Report for more on risk management. Our environmental management systems help us drive continuous improvements in minimising the environmental footprint of our operations, including climate impact, and ensure we comply with local regulations. Local environmental management systems across the business are aligned with the internationally recognised ISO 14001:2015 standard, and four of our sites - three in the UK and one in Bulgaria - maintain certification to this standard through external audits.#59Executive Summary Environment - TCFD reporting (part 2) Improving Financial Health 59 We are committed to identifying, assessing and managing risks and opportunities presented by climate change both now and in the future. Step 1 Risk identification Climate-related risks are identified and prioritised using our established Global Risk Management governance structure (outlined on page 85 of the FY22 Annual Report). This well-established process for identifying, assessing, responding to and reporting business risks (see below) is completed at least twice a year to ensure that it remains appropriate and that any new activities or changes to variables have been captured. The framework combines a bottom-up approach - engaging with local subject matter experts who have in-depth knowledge of business activity (First and Second Lines of Defence) - with a top-down global strategic review of risks (Third Line of Defence). > Consider key business objectives Data Identify principal risks > Identify key controls Employees O Experian Public Risk management Supply Chain Step 2 Risk assessment > Assess controls > Estimate likelihood, impact and velocity Environment Consider legal, reputation and conduct exposure Step 3 Risk response Governance > Accept or remediate current risk and control environment Policies & Data tables Because of their nature, climate-related risks can be presented to the organisation in different ways (for example: through policy and regulation, product adaptation, operational disruption, market volatility and other external factors), and therefore to ensure a thorough analysis and identification we ran a series of focus groups with internal stakeholders from areas where key climate-related risks could arise; this supported the process of identification of any specific risks to, and opportunities for, our business. The resulting climate specific risks and opportunities register was used to perform a scenario analysis (please see pages 65-67) to assess their likelihood and impact to our business. > Determine corrective action if needed Key risks that are identified as a result of this process are maintained in the Global Risk Inventory, reviewed by the ERMC, approved by the Audit Committee and presented to the Board. At present, climate change is classified as an emerging risk. Appendix Bexperian. Step 4 Risk reporting & monitoring Business unit and regional level > RRMCs and ERMC > Audit Committee#60Executive Summary Environment - TCFD reporting (part 3) Improving Financial Health 60 Data Employees We recognise the potential for climate-related risks and opportunities to affect our business, and we are following the TCFD recommendations to help us assess these. We have reviewed the climate risks and opportunities that exist across our business lines, and across the regions in which we operate, by engaging with key internal stakeholders. This process has enabled us to create a comprehensive climate risk and opportunity register identifying a wide range of physical and transitional climate- related risks and opportunities across short- (one to two years), medium- (two to five years) and long-term (five or more years) timeframes. This climate-specific risk and opportunity register has been developed in accordance with our Global Risk Management framework to ensure the review was performed as a fully integrated process. We previously identified eight climate-related risks and four climate-related opportunities that are material to our business, based on a high-level assessment of their likelihood and the potential severity of their impact on the business (more detail on this initial assessment is published on page 54 of our Annual Report 2021). O Experian Public 1 Supply Chain Strategy The material risks are defined as those that have the potential to have a significant effect on our operations, strategy or financial performance if they are not suitably controlled. The material opportunities are those that have the potential to enhance the financial performance of the business. Our work in this area consisted of a high-level assessment of climate-related risks and opportunities considering the likelihood of the risk occurring and the severity of the impact on the business. Environment ● Governance Policies & Data tables Appendix Bexperian. Scenario analysis: This year, we worked with external experts to conduct a climate scenario analysis. The starting point for our work was to take the risks and opportunities we identified last year. This year, we worked with external experts to conduct a climate scenario analysis. The starting point for our work was to take the risks and opportunities we identified last year. High-carbon scenario (4°C): A 'worst-case' scenario of climate change that projects global greenhouse gas emissions continuing to rise (based on Representative Carbon Pathway, RCP8.5). In this scenario, substantial physical impacts of climate change arise. Low-carbon scenario (2°C): An 'aggressive mitigation' scenario that limits the global temperature rise to below 2°C (based on the International Energy Agency's Sustainable Development Scenario). In this scenario, transitional risks predominate. We used these scenarios to assess our exposure and vulnerability to climate-related risks, demonstrate the resilience of our climate change strategy, and gain a high-level understanding of the financial implications associated with the risks and opportunities under the two different future scenarios. The table on the next page outlines Experian's climate-related risks and opportunities, and the "Overview" column provides insight into the impacts of the risks and opportunities on Experian's business, strategy and financial planning. Representative Carbon Pathway 2.6 (RCP 2.6) is a climate model based on a greenhouse gas projection that requires global CO₂e start declining by 2020 and reach zero by 2100, representing a 'best-case scenario'. RCP 8.5 is a climate model based on a greenhouse gas projection that projects global CO₂e continue to rise, representing a 'worst-case scenario' of climate change.#61Executive Summary Environment - TCFD reporting (part 4) 61 Improving Financial Health Risk/Opportunity Transition risks Physical risks Opportunities Climate-related financial risks and opportunities for our business Risk/Opportunity Compliance Product adaptation Key: Data O Experian Public Investor sentiment Carbon taxation Climate disclosure Employees Energy demand Extreme weather events Climate migration New service lines New markets Access to finance Low-carbon transition Supply Chain Strategy - continues Environment Governance Overview Ensuring Experian meets with global and regional climate change commitments Comprehensive understanding of risk drivers and control measures in place to mitigate, adapt to risk, capitalise on opportunity. Ensuring existing products and services adapt to consumer and client demand on climate change Climate change strategy and environmental performance influencing investor decision-making Increased costs associated with carbon taxes and increased expenditure on purchased goods and services Reputational impact associated with Experian's climate change commitments, strategy and disclosures Increased operational costs associated with resources to ensure business operation Disruption to demand for products and services associated with extreme weather events Markets disrupted by climate-related weather events Developing solutions to take to market that minimise the impact of climate change Adaptation to climate change means new markets for solutions are created Increased ability to access credit and funds through strong ESG credentials Offering products and services to support consumers and businesses in their transition to the low-carbon economy Policies & Data tables Maturity of assessment Further work is required to understand regional risk drivers and control measures in place to mitigate, adapt to climate risk, capitalise on opportunity. Appendix experian.#62Executive Summary Environment - TCFD reporting (part 5) Improving Financial Health 62 Aspect Compliance Product adaptation Transition risks by time horizon and climate scenario Investor sentiment Carbon taxation Climate disclosure Data Low Employees Financial impact Investor and consumer investment Strategy - continues Customer and consumer purchasing behaviour Reputational impact associated with lack of climate action Increased operational cost from operating infrastructure Shareholder expectation on delivering climate change commitments High Supply Chain Environment Scenario Low carbon High carbon Low carbon High carbon Low carbon High carbon Low carbon High carbon Low carbon High carbon Governance Policies & Data tables Bexperian. Financial impact over time horizon 2025-2030 Pre 2025 II Key: Medium Transition risks could present a significant challenge to our business and we are committed to mitigating their potential impacts. Our high-level analysis highlighted that our climate action plan is critical to demonstrating strong climate stewardship and progress towards our carbon neutral commitment, and our approach to carbon reduction and transparent climate disclosures are of paramount importance to our stakeholders. O Experian Public Appendix 2030+#63Executive Summary Environment - TCFD reporting (part 6) Improving Financial Health Aspect Energy demand Data Climate migration Employees Physical risk by time horizon and climate scenario 63 Extreme weather events Disruption to business operations from impact of climate change Strategy - continues Financial impact Increased operational cost associated with meeting energy demand for infrastructure including data centres Supply Chain Customers and consumers are affected by chronic effects of climate change resulting in disrupted markets Scenario Low carbon High carbon Environment Low carbon High carbon Low carbon High carbon Governance Policies & Data tables Pre 2025 Financial impact over time horizon 2025-2030 experian. Appendix 2030+ Key: Low Medium High Our operating model has proven to be resilient to significant physical disruption, as experienced since the onset of the COVID-19 pandemic. We currently operate a small number of regional data centres that are business-critical assets and exposure to extreme weather events is already considered from a business continuity and disaster recovery perspective. The most critical physical risk to our business relates to the chronic effects of climate change and impacts from extreme weather events that could lead to climate migrations, which may result in consumers becoming financially excluded as a result of being unable to access their data and demonstrate their financial identities. These impacts are most significant under the high-carbon scenario we modelled. Our planned regional analysis will help us determine areas that are particularly vulnerable to the physical effects of climate change. O Experian Public#64Executive Summary Environment - TCFD reporting (part 7) Improving Financial Health 64 Aspect New service lines New markets Opportunities by time horizon and climate scenario Access to finance Low-carbon transition Data Employees Medium Strategy - continues Financial impact Increased revenue associated with the delivery of new propositions Access to new markets as populations migrate as a result of climate change Supply Chain Increased ability to access credit and funds through strong ESG credentials Improved reputation and operational revenues from facilitating the transition to a low-carbon future and mitigating the effects of climate change Environment Scenario Low carbon High carbon Low carbon High carbon Low carbon High carbon Low carbon High carbon Governance Policies & Data tables Pre 2025 Financial impact over time horizon 2025-2030 experian Appendix 2030+ Key: Low High The climate-related opportunities for our business are greater within the low-carbon future scenario we modelled, as they relate to the potential of our business to support and facilitate the transition to a low-carbon future. Demonstrating how these opportunities can translate into financial performance has the potential to improve our ESG credentials with investors and ESG ratings agencies, and influence our ability to attract and retain investors. Our next step on the TCFD journey is to analyse the specific impact of climate-related risks and opportunities in relation to the products and services we provide and the regions where we operate. This will help to ensure we take a proactive, consistent and embedded approach to mitigating risks and capitalising on opportunities across our business. We also plan to develop our approach and methodology for the financial quantification of climate-related risks and opportunities. We understand that this is just the beginning of our journey and recognise its importance in informing our climate change strategy. O Experian Public TM#65Executive Summary Environment - TCFD reporting (part 8) Improving Financial Health ● Data Employees Our climate change strategy is underpinned by our commitment to become carbon neutral across our operations by 2030. Our climate goals Become carbon neutral in our own operations by 2030¹: - Scope 1 and 2 (1.5°C scenario): reduce absolute Scope 1 and 2 emissions by 50% by 2030 (from 2019) - Scope 3 (2°C scenario): reduce absolute Scope 3 emissions from purchased goods and services, business travel, and fuel-and-energy-related activities² by 15% by 2030 (from 2019) Offset 100% of our Scope 1 and 2 emissions by 2025 65 Metrics and targets We use these metrics and targets to assess and manage relevant climate-related risks and opportunities associated with our operational performance. Supply Chain We recognise the importance of climate change to our stakeholders and the increasing emphasis on achieving net zero emissions globally, following the COP26 climate conference and the latest report from the Intergovernmental Panel on Climate Change. We want to further our ambition and commitment towards net zero and, in the coming year, we will develop our plans to decarbonise our operations even further and transition to net zero as defined by the most recent standard from the Science Based Target initiative. We measure, externally assure and publicly report Experian's carbon footprint (see page 69 of FY22 Annual Report). This year, we reduced our Scope 1 and 2 Environment Governance Policies & Data tables Appendix experian emissions by a further 1% to 16.4 thousand tonnes of CO2 equivalent (CO2e). Since 2019, we have achieved a 44% reduction in Scope 1 and 2 emissions, on our way to achieve a 50% reduction by 2030 and meet our science-based target. This reduction was due to the combination of various factors, including intermittent closure of our offices as a result of localised COVID-19 restrictions, embracing new flexible ways of working that have resulted in a decrease in building occupancy, and consolidation and reduction of office space. TM To enable the delivery of our Scope 1 and 2 science-based target, we have worked with colleagues across the business to identify opportunities to reduce our operational emissions. This year, the focus was on using our office space smartly and reducing our overall building footprint where flexible working has reduced the demand for office space. We will continue to invest in energy efficiency projects and technologies for our assets around the world, and source more renewable electricity. We cut the carbon intensity of our direct emissions³ by 16% this year to 2.6 tonnes of CO2e per US$1m of revenue. To achieve our Scope 3 target, our main focus is on engaging with suppliers to reduce the footprint of the products and services we buy, which make up 77% of our Scope 3 emissions. We are embarking on a process to gather actual Scope 3 emissions data from our suppliers, but since this is not currently available, we have followed common best practice to estimate our Purchased Goods and Services emissions category using an Extended Economic Input-Output (EEIO) model that uses expenditure data. A detailed methodology for this calculation can be found on our website. 1 Includes all Scope 1 and 2 emissions, as well as Scope 3 emissions from purchased goods and services, business travel, and 'well to tank' (which represent 83% of our baseline emissions in Scope 3). This is aligned with the boundaries covered by our science-based target approved by the Science Based Target initiative. Once emission reductions have been achieved in line with our science-based target, Experian will offset the remaining O Experian Public emissions within the boundaries of our science-based target to achieve carbon neutrality by 2030. 2 Also known as 'well-to-tank', is an average of all the greenhouse gas emissions released into the atmosphere from the production, processing and delivery of a fuel or energy. 3 Direct emissions include all Scope 1 and Scope 2 market-based emissions.#66Executive Summary Environment - TCFD reporting (part 9) Improving Financial Health Data Employees 66 Supply Chain Based on this estimate, our combined Scope 3 emissions over the selected categories of our science-based target (namely Purchased Goods and Services, Business Travel, and Fuel-and-energy-related activities) for FY22 show an increase of 2% compared with the 2019 baseline. This rise in emissions is due to an increase in expenditure as a result of business growth (i.e. 29% revenue growth across our regions over the last three years. As our science-based target is an absolute target, we are committed to cutting total emissions despite the business growing. We are engaging with our suppliers to understand how they can reduce their emissions and, if required, will switch to suppliers that can better support our target. As this process takes time, we expect some increases in emissions before our initiatives begin to deliver reductions. However, we remain committed to delivering a 15% reduction in these Scope 3 emissions by 2030. Metrics and targets - continues Moving forward we have identified the top 200 carbon-intensive suppliers based on spend and we plan to use data from CDP (formerly known as Carbon Disclosure Project) to update our estimates with actual data from suppliers. This will allow us to recalibrate our figures and get a more accurate scale of the footprint in the Purchased Goods and Services category of Scope 3 emissions. In FY22, we signed up to participate in the CDP Supply Chain Programme to progress our work with our top 200 suppliers globally and ensure our climate change commitments are reflected and amplified across our value chain. Our supply chain plays an important role in achieving our carbon reduction target for Scope 3 and we are keen to explore opportunities that can help to accelerate our decarbonisation plan. Through the CDP Supply Chain Programme, we will engage with suppliers to understand their climate strategy (including science-based targets and net zero carbon reduction plans where relevant), review their performance and identify ways to reduce the carbon intensity of the products and services we purchase from them. O Experian Public Environment Governance Policies & Data tables Appendix Bexperian. This year, we were included on the CDP Supplier Engagement Leaderboard 2021, ranking among the top 8% of companies for supplier engagement on climate. This is based on our 'A' Supplier Engagement Rating, outperforming the 'B-' average for both the Europe region and the global specialised professional services sector. Once we have achieved our science-based target and reduced our emissions as far as possible, we will invest in high-quality carbon offsetting projects to offset the remaining Scope 1, 2 and 3 emissions within the boundaries of our science-based target to achieve carbon neutrality in our own operations by 2030. To support this journey, as part of our secondary carbon offsetting commitment, we offset 20% of our FY21 Scope 1 and 2 emissions and are offsetting 40% of our remaining FY22 emissions. We will gradually increase this to offset 100% of our Scope 1 and 2 emissions by 2025. By tracking and disclosing these metrics and targets we make sure we continuously assess and manage some of our key climate-related transitional risks (particularly compliance with climate change commitments, investor sentiment associated with our environmental performance and climate disclosure as mandated and/or expected by stakeholders) and the physical risk of energy demand as outlined on the 'Climate-related financial risks and opportunities for our business' table on page 65 of the FY22 Annual Report. This year, we invested in a Verified Carbon Standard (VCS) offsetting project in Kenya that will not only avoid carbon emissions, but also support climate adaptation, promote biodiversity, bring added value to communities and contribute to 11 of the 17 United Nations Sustainable Development Goals. The Kasigau REDD+ Project Phase II - The Community Ranches - from Wildlife Works is the first project in the world to issue REDD+ carbon offsets under the VCS standard, and is also certified with Climate, Community and Biodiversity (CCB) Gold Level. The project aims to protect more than 500,000 acres of Kenyan forests under threat from cattle farming by providing communities with alternative income opportunities, training wilderness guardians, and securing a wildlife migration corridor between the Tsavo East and Tsavo West national parks.#67Executive Summary Governance - Board ● Improving Financial Health Board structure (11 directors in total)¹ Chairman of Board ● ● Board composition CEO, CFO, COO 7 independent non-executive directors Independent Chair of Board Clear division of responsibilities between the Chairman and CEO Independent Board members 1,2 Female Board members Ethnically diverse Board members 1,3 Meets Parker Review Committee recommendation on ethnic diversity Average Board tenure¹ 100% independent Audit Committee 100% independent Remuneration Committee ² Data 100% independent Nominations Committee Conflict of interest policy 67 Experian Public Yes Yes 73% 36% 2 Yes 6.25 years Yes Yes Yes Yes ● ● Board performance Independent external evaluation of the Board's performance4 ● Employees ● ● Supply Chain Environment 1. 2. 3. 4. Functions extremely well, in line with first class governance Excellent Board dynamics: inclusivity, supporting, constructively challenging, responsible Unified and aligned, Experian agenda the priority General Voting rights for shareholders Mandatory annual training for all employees: Code of Conduct Security and Data Anti-Corruption As at 1 May 2022 unless specified Includes Chairman (independent on appointment) Meeting Parker Review definition External Board evaluation occurs every 3 years, most recent was FY20 Equal Governance E A B O C D Balanced Board₁ Policies & Data tables A B experian Director tenure ¹ A. Chairman B. Executive C. Independent non-executive Appendix A. <1 year B. 1 to <3 years C. 3 to 6 years D. 6 to <9 years E. 9+ years 1 1 3 3 3 TM 1 3 7#68Executive Summary 68 Improving Financial Health Governance - Executive remuneration Data Summary Executive remuneration linked to Group performance Long term focus - % of package linked to delivering long term strategic objectives. Employees Pay for performance: balanced incentive structure drives both short term and sustainable long-term performance. Only exceptional performance delivers a consummate level of reward. Shareholder alignment: co-investment feature of CIP further aligns with shareholder interests. ● Talent: the leverage of the combined incentive plans is key to our ability to compete for top talent in a competitive external market dominated by some of the world's largest technology companies. Examples of non-financial metrics taken into consideration in executive performance review for bonus and LTIPS: Employee engagement Diversity and inclusion Risk including ESG risk O Experian Public 1. TSR relative to FTSE 100 65% Supply Chain Yes Yes Yes 80% Benchmark EBIT 50% Adjusted Benchmark EPS Environment 50% Adjusted Benchmark EPS + + + 20% Revenue 25% ROCE Governance Framework 50% Cumulative Benchmark operating cash flow 25% TSR1 Policies & Data tables Appendix experian Annual Bonus Revenue growth is a key metric for us and will provide a quality of earnings. balance to the important profit focus of Benchmark EBIT. Co-Investment Plans The CIP is designed to incentivise cash discipline while the PSP is designed to incentivise shareholder returns. Performance Share Plan However, growth is the single most important aspect of our business strategy and therefore adjusted Benchmark EPS runs across both plans. TM#69Executive Summary Improving Financial Health Employees Governance - Chair and executive directors Mike Rogers Mike Rogers (57) Chairman, and Chairman of the Nomination and Corporate Governance Committee. Appointed to the Board July 2017, and as Chairman July 2019. Other current roles: NED of NatWest Group plc and non-executive Chairman of Aegon UK. Skills and contribution: >30 yrs of banking & financial services experience, reputation for strategic insight and focused execution. His current and previous board-level experience, both executive and non-executive, is of huge value to the Experian Board. Data Experience: Group CEO LV= Group from 2006-2016, during which time he grew the organisation into a significant player in the life and general insurance market. Before that, at Barclays plc for >20 years, holding a number of senior roles, most recently as MD, UK Retail Banking. Previously a NED of the Association of British Insurers. 69 Experian Public Brian Cassin Supply Chain Brian Cassin (54) Chief Executive Officer. Appointed to the Board as CFO April 2012, and as CEO July 2014. Other current roles: NED of J Sainsbury plc and sits on its Audit and Nomination Committees. Skills and contribution: Brings strong leadership, a clear view of strategic objectives and decisive management skills to this role. He has strong financial and commercial acumen and a broad range of operational competencies. His non-executive role augments his strong board-level experience. Ages as at May 2022 Experience: Previously CFO of Experian and, before that, Managing Director at Greenhill & Co. He has also held various senior roles at Baring Brothers International and the London Stock Exchange. Environment Lloyd Pitchford Governance Lloyd Pitchford (50) Chief Financial Officer. Appointed to the Board October 2014. Other current roles: NED (and chairs the Audit Committee) of Bunzl plc. Skills and contribution: Qualified accountant. Holds an MBA and has deep financial and strategic experience, built up through a career working in complex, growth-oriented, global organisations, across a range of industries and responsibilities. He brings additional perspectives to Experian from his NED role with Bunzl plc. Experience: Before joining Experian, Lloyd held a wide portfolio of finance and operational responsibilities: as CFO of Intertek Group plc; in senior finance positions (including Group Financial Controller) at BG Group plc; and in financial and commercial role at Mobil Oil. Policies & Data tables experian. Kerry Williams AB Appendix 769 Kerry Williams (60) President. Appointed to the Board July 2014. Other current roles: Board member of Pacific Mutual Holding Company, and the US Institute for Intergovernmental Research. Skills and contribution: Holds an MBA and has built up a significant and deep knowledge of Experian's global business and operations, through the leadership roles he has held. Brings to Experian and the Board a wide range of skills from his background in the financial services industry and his non-executive roles. Experience: Prior Experian roles include COO, Group Deputy COO, President of Credit Services, President of Experian Latin America, and Group President of Credit Services and Decision Analytics, Experian North America. Previously, President at ERisk Holdings Incorporated, Senior VP/GM at Bank of America and held senior management positions at Wells Fargo Bank.#70Executive Summary Governance ● ● ● Improving Financial Health 70 Step 1 Risk identification - Identifying and managing risk Identifying and managing risk is key to our business. Doing so helps us deliver long-term shareholder value and protect our business, people, assets, capital and reputation. Consider key business objectives Identify principal risks Identify key controls Risk Management Board is responsible for maintaining and reviewing effectiveness of risk management from a strategic, financial, and operational perspective. Designed to identify and manage, rather than eliminate, the risk of failure to achieve business objectives or to successfully deliver our business strategy. Data The risk management process is designed to identify, assess, respond to, report on and monitor the risks that threaten our ability to achieve our business strategy and objectives, within our risk appetite. O Experian Public Step 2 Risk assessment Assess controls > Estimate likelihood, impact and velocity Consider legal, reputation and conduct exposure Employees Step 3 Risk response Accept or remediate current risk and control environment Determine corrective action if needed Supply Chain Step 4 Risk reporting & monitoring Business unit and regional level DRRMCS and ERMC >Audit Committee Environment Security and Continuity Steering Committee (SCSC) Governance Board Sets our overarching risk appetite and ensures that we manage risks appropriately across the Group. The Board delegates oversight of risk management activities to the Audit Committee. is a sub-committee of the ERMC. Its primary responsibility is to oversee management of globalinformation security, physical security, and business continuity risks. Our risk management governance structure Audit Committee Regularly monitors the principal risks and uncertainties identified by our risk assessment processes, with the strategies we have developed and the actions we have taken to mitigate them. Management also continually reviews the effectiveness of our risk management system and internal control systems, which support our risk identification, assessment and reporting. Assurance Steering Committee (ASC) Policies & Data tables Executive Risk Management Committee (ERMC) Comprises senior Group executives, including the executive directors and the Company Secretary. It oversees how we manage global risks. is a sub-committee of the ERMC and oversees the development and implementation of the Group's assurance framework. experian Tax and Treasury Committee oversees management of financial risks, including tax, credit, liquidity. funding, market and currency risks. Global and Regional Strategic Project Committees ensure that we appropriately resource our strategic projects, and that they are risk-assessed, and commercially and technically appraised. The committees conclusions are then considered by the Board or relevant Group Principal Operating Subsidiary for approval. Appendix Regional Risk Management Committees (RRMC) Group Operating Committee (OpCo) The Group Operating Committee comprises our most senior executives. Its remit includes identifying, debating and achieving consensus on issues involving strategy, risk, growth, people and culture, and operational efficiency. Its meetings generally focus on the key issues facing our Group. TM oversee management of regional risks and feed up to the ERMC. Executive management Our executive management takes day-to-day responsibility for implementing the Board's policies on risk management and internal control. It designates who is responsible and accountable through the design and implementation of all necessary internal control systems, including policies, standards and guidance.#71Executive Summary ● Improving Financial Health Governance of ESG (1 of 2) 71 Data Employees Supply Chain Environment Governance Policies & Data tables O Experian Public Appendix experian Governance of ESG - We believe that strong ESG performance can be a source of competitive advantage. Our ESG strategy helps us set targets and commitments, drive progress, and enhance transparency through our ESG reporting and disclosures. The Chief Financial Officer acts as executive sponsor of our overall ESG programme, which focuses on ESG opportunities and risks, and the Company Secretary oversees the Group's Sustainability function. They both sit on the Executive Risk Management Committee that oversees how we manage risks globally, including ESG risks, with oversight from the Audit Committee of the Board. We have established a dedicated ESG Steering Committee, comprising executive sponsors and workstream leaders, that meets regularly to drive our ESG agenda. Chaired by the Chief Financial Officer, the steering committee is responsible for developing our ESG strategy, metrics and targets, as well as overseeing and prioritising investment decisions to support implementation of our ESG programme. Our Chief Sustainability Officer is responsible for ensuring successful delivery of our ESG plans across all our workstreams. A central team and a network of regional corporate responsibility leads, specialists and steering groups across the business manage our Social Innovation, community investment, health and safety, and environmental programmes and impact. The Board oversees our ESG strategy and performance. Each year they have in-depth sessions on our overall ESG strategy as well as detailed annual updates on each of the separate elements of ESG. In addition they receive written updates on key elements of our ESG performance ahead of every Board meeting. Certain non-financial metrics - including employee engagement, diversity and inclusion, ESG considerations and risk - are factored into the holistic assessment of the Company's short- and longer-term performance. We are considering how important aspects of ESG could. feature in our remuneration arrangements (see p128 of FY22 Annual Report). TM#72Executive Summary Improving Financial Health 72 Governance of ESG (2 of 2) Data Employees Supply Chain Environment O Experian Public Principal risk Loss or inappropriate use of data and systems New legislation or changes in regulatory enforcement Failure to comply with laws and regulations Business conduct risk Dependence on highly skilled personnel Governance Policies & Data tables Embedding ESG in innovation - Our innovation culture puts consumer and client needs first, and we have strict processes to ensure we build critical ESG considerations, such as data security, privacy and accuracy, into our products and services. We extend our high standards to suppliers through our third-party risk management framework. Through our Social Innovation programme (see p49 of FY22 Annual Report), we invest in developing new products that are specifically designed to offer additional societal benefits as well as creating revenue for our business. The funding model for social innovation products is aligned with our global innovation framework. Appendix experian The Social Innovation programme is governed by a global steering committee that is facilitated by the Global Head of Social Innovation and was chaired by the Managing Director of Global Decision Analytics in FY22. The steering committee also includes our Chief Sustainability Officer, Chief Investment Officer, and Company Secretary, as well as senior representatives from each region. A sub- committee governs lower-level funding of early-stage ideas to explore their feasibility. Working with integrity Inspiring and supporting our people Managing ESG risks - The Board and our Executive Risk Management Committee review our principal risks on an ongoing basis. Five of our nine principal business risks are relevant to ESG (see table below). In addition, we continue to identify and analyse emerging risks including those related to ESG, such as climate risks (see p64 of FY22 Annual Report). See page 86 of the Annual Report for more on our principal risks and risk management processes, including our Three Lines of Defence approach. Related ESG topic/sustainable business priority Treating data with respect (data security) Potential to impact all – in FY22 particularly treating data with respect (data privacy) Potential to impact all TM#73Executive Summary Improving Financial Health ESG reporting and frameworks ● ● ● • We publish ESG updates in our Improving Financial Health Report, Annual Report (p46-73) and our Diversity, Equity and Inclusion Report ● ● ● ● Data We have published our first Tax Report for FY22 We publish detailed ESG Performance Data We use the SASB reporting framework Employees We use the CDP framework for reporting carbon emissions We have aligned our climate reporting with the Task Force on Climate-Related Financial Disclosure (TCFD) Supply Chain We have identified three of the UN Sustainable Development Goals (SDGs) where we can make a meaningful contribution: Target 1.4, Target 8.10 and Target 9.3. We support these through our products and programmes that help improve financial health. 73 • We use the LBG (London Benchmarking Group) model for measuring our corporate community investment O Experian Public • We are part of the FTSE4Good Index which recognises companies. for their strong Environment, Social and Governance practices Environment 2 The Power of YOU 2022 Diversity, Equity and Inclusion Report perion Bringing financial health to all Governance ГО ИШК НАГРА led Experian ESG performance data 2021/22 experian Improving Financial Health Report 2022 experian. experian Policies & Data tables experian Bringing financial power to all experian. Appendix Tax report 2022 experian Experian Annual Report 2012 Year ended 31 March 2012#74Executive Summary Improving Financial Health experian TM Data Section 3: Policies and Data tables Employees Supply Chain Environment Governance Policies & Data tables Appendix#75Executive Summary Improving Financial Health 75 Key policies and statements Data Global Code of Conduct and Anti-Corruption Framework Global Information Values Environmental Policy Diversity, Equity and Inclusion Key Principles Health & Safety Policy Supplier Code of Conduct Modern Slavery Statement Statement on Salient Human Rights Tax Policy UK Gender Pay Gap report O Experian Public Employees UK Living Wage Supply Chain Environment www.experianplc.com/media/4101/global-code-of-conduct.pdf www.experian.com/privacy/information_values Governance www.experianplc.com/media/4311/environmental-policy-2021-approved.pdf www.experianplc.com/media/4321/dei-key-principles-september-2021.pdf www.experian.com/corporate/code-of-business-conduct www.experianplc.com/media/4312/health-and-safety-policy-2021-approved.pdf Policies & Data tables www.experianplc.com/media/4214/modern-slavery-act-statement-2021.pdf www.experianplc.com/media/4133/tax-policy-march-2021.pdf 2021: 2020: www.experian.co.uk/content/dam/marketing/uki/uk/en/pdf/about- us/reports/Experian GPG Report_2020.pdf www.experianplc.com/media/4356/experian-statement-on-salient-human-rights-oct-2021.pdf www.livingwage.org.uk experian. www.experianplc.com/responsibility/our-policies/ https://www.experian.co.uk/content/dam/marketing/uki/uk/en/pdf/experian-gender-pay-gap-report-2021.pdf 2019: www.experian.co.uk/assets/careers/Experian-Gender-Pay-Gap-Report-2019.pdf 2018: www.experian.co.uk/assets/careers/experian-gender-pay-gap-2018.pdf 2017: www.experian.co.uk/assets/about-us/reports/experian-gpg-report.pdf Appendix#76Executive Summary Improving Financial Health Data Sustainable Business performance data Board composition Total number of Board members Number of independent Board members ¹ % independent non executive directors Number of women Employees White - European Non-white ethnic group - Arabic Non-white ethnic group - South American Total number of ethnically diverse directors on Board Figures are as per those in the annual reports, as at May each year 76 Supply Chain Unless otherwise noted the data in this section reflects performance for the period of 1 April 2020 to 31 March 2021, which is referenced as '2021' in tables. Board and executive committee (and direct reports) composition 2018 Unit number number % number Environment number 2022 11 8 73% 4 36% 2 2022 3 6 1 1 2 2021 11 8 73% 4 % women on Board Number of ethnically diverse directors on Board Figures are as per those in the annual reports, as at May each year 1. Includes Board Chairman Mike Rogers (independent on appointment on 24 July 2019) from FY20 onwards. The previous Board Chairman has not been classified as independent in this data Board composition - ethnicity Unit number White - North American number number number number https://www.experianlc.com/responsibility/data-and-assurance/ 36% 2 2021 2020 3 6 1 1 2 9 6 67% 3 33% 2 2020 Governance 3 4 1 1 2 Executive committee and direct reports gender diversity 2022 2021 2020 Unit % women 28% 26% 24% Executive committee and their direct reports Direct reports excludes administrative and support functions. 2021 figure as at May 2021. Prior year figures are those submitted for Hampton Alexander Review during the financial year O Experian Public 2019 11 7 64% 3 27% 2019 4 5 1 1 2 Policies & Data tables 2019 24% 12 8 67% 3 25% 2 2018 4 6 1 1 2 2018 25% experian. 2017 10 6 60% 2 20% 2017 4 5 1 1 2017 29% 2016 10 6 60% 3 30% 2016 4 LO 5 1 1 Appendix 2016 2015 12 8 67% 4 33% 0 2015 6 6 0 2015#77Executive Summary Improving Financial Health Employees - Gender diversity Gender diversity by level Senior leaders Total population of senior leaders (men & women) Mid-level leaders Total workforce Data Senior leaders = EB1-EB6, Mid-tier leaders = EB7-EB8, Total workforce = EB1-EB12. Gender diversity by region North America Latin America UK & Ireland ΕΜΕΑ Asia Pacific Total workforce 77 O Experian Public Employees Supply Chain Unit % women number % women % women Unit % women % women % women % women % women % women Environment 2022 33% 1,016 36% 44% 2022 47 44 36 45 43 44 https://www.experianlc.com/responsibility/data-and-assurance/ 2021 32% 869 35% 44% 2021 47 45 36 44 45 44 2020 30% 806 35% 44% 2020 46 47 35 43 45 44 Governance 2019 31% 762 35% 44% 2019 46 48 36 45 43 44 Policies & Data tables 2018 32% 718 35% 45% 2018 47 50 37 43 46 45 experian. 2017 30% 710 35% 45% 2017 47 50 37 43 46 45 2016 29% 681 35% 45% Appendix 2016 49 47 37 44 45 45 2015 28% 680 35% 44% 2015 47 49 38 44 44 44#78Executive Summary Age diversity 16-24 25-34 35-44 45-54 55-64 65+ Employees - Age diversity Improving Financial Health Age diversity by region 16-24 25-34 35-44 45-54 55-64 65+ 78 Data O Experian Public Employees Unit % % % Supply Chain Unit % % % % Environment 2022 6.4 34.4 31.6 18.5 8.1 1.0 Total 6.4 34.4 31.6 18.5 8.1 1.0 2021 4.6 34.4 32.4 19.3 8.4 0.9 https://www.experianlc.com/responsibility/data-and-assurance/ North Latin America America 2020 5.4 36.5 31.7 18.1 7.4 0.9 4.2 27.8 28.6 23.2 14.0 2.2 13.3 44.2 30.3 9.9 2.2 0.1 Governance 2019 6.1 36.2 31.4 18.1 7.3 0.9 UK & Ireland 5.1 29.3 32.8 24.6 8.0 0.2 Policies & Data tables 2018 6.9 36.3 31.1 17.8 7.0 0.9 EMEA 3.5 37.0 34.6 19.0 5.5 0.3 experian. 2017 7.4 37.0 30.4 27.7 6.9 0.8 Asia Pacific 4.2 Appendix 42.8 41.1 9.6 2.1 0.1#79Executive Summary Improving Financial Health Employees - Ethnic diversity - USA Racial and Ethnic diversity in USA by year Asian Black or African American Hispanic or Latino White Other N/A Senior leaders Mid-tier leaders Total workforce Data 79 Employees O Experian Public Unit % % % Other includes Native American or Alaska Native, Native Hawaiian or Pacific Islander, and 'Two or More Races' classifications N/A includes not disclosed/available. Racial and Ethnic diversity in USA by level % Supply Chain Unit % % % Other includes Native American or Alaska Native, Native Hawaiian or Pacific Islander, and 'Two or More Races' classifications N/A includes not disclosed/available. Senior leaders = EB1-EB6, Mid-tier leaders = EB7-EB8, Total workforce = EB1-EB12. Environment 2022 19.2 8.2 8.7 56.7 2.3 4.9 Asian 14.6 29.2 19.2 2021 18.8 7.9 8.6 60.0 2.1 2.5 Black or African American https://www.experianlc.com/responsibility/data-and-assurance/ 1.5 3.3 8.3 2020 19.3 6.4 8.9 62.2 1.9 1.4 Governance Hispanic or Latino 3.5 6.7 8.7 2019 18.0 6.2 9.1 63.0 1.9 1.8 2018 16.0 8.3 9.1 63.5 1.9 1.1 White Policies & Data tables 73.0 53.9 56.6 Other 1.7 1.6 2.2 experian. N/A N Appendix 5.2 5.3 4.9#80Executive Summary Improving Financial Health Employees - Ethnic diversity and composition Racial and Ethnic diversity in UK by year Asian or Asian British Black, African, Caribbean or Black British Mixed or Multiple ethnic groups White Other Not disclosed Employees - Ethnic diversity - UK Employee composition Full-time Part-time Temporary employees Contractors 80 Data Employees Composition. Employees O Experian Public - Unit % % % % Supply Chain Unit % % Environment 2022 3.5 1.1 1.0 23.4 0.0 71.0 2022 92% 5% 3% 0% https://www.experianlc.com/responsibility/data-and-assurance/ 2021 2.9 0.8 0.9 20.0 0.2 75.2 2021 93% 3% 4% 0% 2020 2020 94% 2% 4% 0% Governance 2019 1.8 0.4 0.4 24.8 72.7 2019 93% 3% 4% 0% Policies & Data tables 2018 1.6 0.3 0.3 26.2 71.6 2018 93% 3% 3% 0% experian. 2017 1.8 0.3 0.4 26.9 70.5 2016 1.9 0.3 0.4 27.5 Appendix 69.9 2015 2.2 0.3 0.4 29.9 67.2#81Executive Summary Improving Financial Health Employees Employee turnover Voluntary employee turnover rate (attrition) Involuntary employee turnover rate Total employee turnover Accidents with and without absence and number of lost days North America Latin America UK & Ireland EMEA Asia Pacific Total workforce Lost time injury frequency rate Lost time injury frequency rate 81 Data O Experian Public Employees 2022 2020 2019 2018 2016 Unit % 78 76 75 76 68 Employee engagement Employee engagement We report employee engagement as one of our key performance indicators for the business. During FY21 we switched from annual surveys to more regular pulse surveys check on our employees' health and well-being during the COVID-19 pandemic. Our annual survey has been reinstated for FY22. For FY22 going forwards we have switched our engagement survey from Korn Ferry to Great Place To Work, the questions are very similar in sentiment but not like-for-like. Supply Chain Unit % Unit Number Number Number Number Number Number Environment Unit Per 1m hrs worked 2022 16.1% 5.5% 21.7% 2022 0.27 2021 2021 10.1% 6.3% 16.5% Accidents with absence https://www.experianlc.com/responsibility/data-and-assurance/ 7 4 0 0 0 11 2021 0.20 2020 11.6% 7.2% 18.8% Governance 2020 0.49 2019 12.3% 8.5% 20.8% Accidents with no absence LO 5 0 2 0 Policies & Data tables 2019 0.34 2018 11.0% 10.6% 21.6% experian. 2018 0.52 2017 2017 11.5% 10.2% 21.7% Total number of accidents 12 4 2 0 0 18 2017 0.52 2016 13.0% 9.8% 22.8% Appendix 2016 0.80 2015 2015 14.9% 11.4% 26.3% Lost days 38 30 O 0 O 68 2015 0.69#82Executive Summary Improving Financial Health Social - Community Investment Data Community investment data (full breakdown) Funds from Experian plc Financial donations and investments from Experian subsidiaries Employee time volunteered Gifts in kind Management costs Total from Experian 82 O Experian Public Employees Supply Chain Community investment data Unit 2020 2019 2018 Charitable contributions 8,536 7,746 8,424 2,724 Voluntary contributions 2,160 1,625 US$ '000's US$ '000's US$ '000's % 14,072 10,319 1,807 1,726 15,879 12,045 1.03 Total from Experian 11,147 10,696 9,371 % Benchmark PBT 0.95 0.89 0.89 0.81* *The 2018 metrics based on Benchmark PBT have been restated following the adoption of IFRS 15. See note 3 of the Group financial statements (on page 118 of the Annual Report 2019) for further detail. Environment Unit US$ '000's US$ '000's US$ '000's US$ '000's US$ '000's US$ '000's 2022 Governance 2021 https://www.experianlc.com/responsibility/data-and-assurance/ 2022 2021 2020 2019 5,683 3,942 3,690 3,391 5,632 3,754 3,077 3,651 1,528 849 725 1,943 1,070 1,947 737 2,645 1,677 1,700 15,879 12,045 11,147 10,696 712 1,414 Policies & Data tables 2018 2,955 2,781 1,524 711 1,401 9,371 experian 2017 6,959 1,435 8,394 0.75 2017 3,359 2,237 1,243 648 907 8,394 2016 5,968 1,770 7,738 0.68 Appendix 2016 3,272 1,594 1,296 620 957 7,738 TM 2015 6,347 1,141 7,488 0.61 2015 3,310 1,565 1,173 503 937 7,488#83Executive Summary Improving Financial Health Data Social - Improving Financial Health Consumer profiles Number of people with profiles in Experian's consumer bureaus Employees Free access to credit scores North America Latin America UK & Ireland Total number of people using Experian to access their credit scores for free Limpa Nome Value of debts on Limpa Nome for which consumers took up renegotiated offer Value of payments made to pay off renegotiated debts Value of debt written off for consumers Social Innovation impact Revenue generated through social innovation products Total revenue generated through social innovation products since 2013 (cumulative) People reached through social innovation products Total people reached through social innovation products since 2013 (cumulative) Supply Chain Unit billions of people United for Financial Health People reached through United for Financial Health programme (cumulative) 83 O Experian Public Unit Millions of people Millions of people Millions of people Millions of people Unit $bn $bn $bn Unit $m $m Millions of people Millions of people Environment 2022 1.41 2022 52 71 11 134 2022 5.9 1.2 4.7 9.0 2022 59 162 21 82 Unit Millions of people https://www.experianlc.com/responsibility/data-and-assurance/ 2022 87 2021 1.28 2021 41 59 9.5 110 2021 7.8 1.1 6.7 8.3 2021 64 103 28 61 2020 1.20 2021 35 2020 29.5 45 7.5 82 Governance 2020 22 40 14 35 2019 1.00 2019 19 32 5.6 57 2019 0.5 Policies & Data tables 2020 2.7 0.4 0.1 2.3 0.4 Number of people helped by Limpa Nome Millions of people 2.9 0.6 The Limpa Nome portal allows consumers to renegotiate their debts, they then have a choice whether or not to accept the renegotiated lower figure and repayment plan. The data above relates to those offers that have been accepted, which is a subset of the larger number of debts that have been renegotiated on the platform 2019 7 17 7 21 2018 0.95 2018 14 22 4 40 2018 4 10 9 13 experian 2017 0.93 2017 11 2 22 2017 2016 0.86 7 2 4 2016 4 I Appendix 4 TM 2015 0.82 2015#84Executive Summary Improving Financial Health Carbon emissions - overview - market-based Data Absolute CO₂ emissions 2 Scope 1 Scope 2 (market-based)¹ Scope 1 and 2 (market-based) total Scope 3² Employees Scope 3 (Purchased Goods and Services, Business Travel, and Fuel-and-energy related activity) ³ Total emissions - Scope 1, 2 and 3 (market-based) Annual changes in absolute CO₂ emissions Scope 1 and 2 (market-based) total Scope 1, 2 and 3 (market-based) CO₂e emissions experian In order to accurately reflect our renewable electricity consumption, we have shifted our key emissions metrics from using location-based Scope 2 emissions to market-based Scope 2 emissions. Our carbon neutral commitment, our offsetting commitment, and our science-based target are based on our market-based emissions. Unit 2022 2019 3.6 000's tonnes CO₂e 000's tonnes CO₂e 000's tonnes CO₂e 000's tonnes CO₂e 2.5 13.9 16.4 532.9 420.1 25.6 29.2 495.3 412.6 000's tonnes CO₂e Normalised CO₂ emissions Scope 1 and 2 (market-based) normalised by revenue - per $1m revenue Scope 1, 2 and 3 emissions (market-based) normalised by revenue - per $1m revenue Scope 1, 2 and 3 emissions (market-based) normalised by headcount - per FTE 3 The Scope 3 categories that make up our Scope 3 science-based target. 84 O Experian Public Supply Chain 000's tonnes CO₂e Unit % Environment 549.3 2022 -1% +17% 2022 2.6 87.4 31.0 2021 2.2 https://www.experianlc.com/responsibility/data-and-assurance/ 14.3 16.5 453.9 355.1 470.4 2021 -34% -58% 2021 3.1 87.6 26.4 2020 3.0 22.1 25.1 493.4 398.3 518.5 2020 -15% -7% Governance 2020 4.8 100.1 29.7 524.5 2019 -8% -5% Policies & Data tables 2019 6.0 107.9 30.8 2019 2018 3.9 28.0 31.9 2018 -20% -11% 2018 6.8 2017 4.4 34.2 38.6 2018 1 2017 -8% -3% Unit Tonnes CO₂e Tonnes CO₂e Tonnes CO₂e Annual changes in normalised CO₂ emissions Unit 2022 2021 2020 % -16% -35% -20% Scope 1, 2 and 3 emissions (market-based) normalised by revenue - per $1m revenue Scope 1, 2 and 3 emissions (market-based) normalised by headcount - per FTE % +17% -11% -4% were not available, we used residual emission factors. esidu factors were not available we used tion-based factors. 1 We have calculated marked-based scope 2 em using electricity supplier emission factors where available. Where 2 Includes our total Scope 3 emissions (Purchased goods and services, Capital goods, Fuel-and-energy-related activities, Waste generated in operations, Business travel, Employee commuting, Upstream leased assets, and Investments). In prior years, our Scope 3 emissions only included emissions from air travel. As we have now conducted a full Scope 3 analysis, we are able to report total Scope 3 emissions data for each year since our baseline year of 2019. This does not just include emissions from air travel, but from all Scope 3 categories 2017 8.9 2016 4.4 36.6 41.0 2017 I 1 2016 Appendix 2016 9.7 2016 TM 2015 4.8 1 2015#85Executive Summary Improving Financial Health Carbon emissions - overview - location-based Data Absolute CO₂ emissions 2 Scope 1 Scope 2 (location-based) Scope 1 and 2 (location-based) total Scope 31 Employees For completeness and transparency we have also reported our location-based emissions below Scope 3 (Purchased Goods and Services, Business Travel, and Fuel-and-energy related activity)² Total emissions - Scope 1, 2 and 3 (market-based) Normalised CO₂ emissions Scope 1 and 2 (location-based) normalised by revenue ² - per $1m revenue Scope 1, 2 and 3 emissions (location-based) normalised by revenue per $1m revenue Scope 1, 2 and 3 emissions (location-based) normalised by headcount - per FTE - Supply Chain Unit 000's tonnes CO₂e 000's tonnes CO₂e 000's tonnes CO ₂e 000's tonnes CO₂e 000's tonnes CO₂e 000's tonnes CO₂e Unit Tonnes CO₂e Tonnes CO₂e Tonnes CO₂e Environment 2022 2.5 21.1 23.6 532.9 420.1 556.5 2022 3.8 88.5 31.4 2021 2.2 22.2 24.4 453.9 355.1 478.3 https://www.experianlc.com/responsibility/data-and-assurance/ 2021 4.5 89.0 26.9 2020 3.0 25.5 28.5 493.4 398.3 521.9 2020 5.5 100.8 29.9 Governance 2019 3.6 29.8 33.4 495.3 412.6 528.7 2019 6.9 108.8 31.0 Policies & Data tables 2018 3.9 33.0 36.9 2018 8.0 experian 2017 4.4 37.0 31.4 2017 8.9 2016 4.4 38.0 42.4 Appendix 2016 9.3 TM 2015 4.8 40.9 45.7 Location-based carbon emissions. We have calculated location-based Scope 2 emissions using the International Energy Agency (IEA) carbon emission factors for electricity. 1 The Scope 3 categories that make up our Scope 3 science-based target 2 The 2018 intensity metric based on revenue has been restated following the adoption of IFRS 15. See note 3 to the Group financial statements on page 118 of the Annual Report 2019 for further detail. Metric reported in our 2018 Annual Report: 10.8 Kilograms of CO₂e per US$1,000. 85 O Experian Public 2015 9.5#86Executive Summary Improving Financial Health Carbon emissions - Buildings and Travel Total Buildings CO₂e emissions (market-based) Buildings (offices + data centres) CO₂ emissions Data Offices CO₂e emissions (market-based) Total CO₂e emissions CO₂e emissions normalised by revenue - per $1m revenue CO₂e emissions normalised by headcount - per FTE Data centres CO₂e emissions (market-based) Total CO₂e emissions CO₂e emissions normalised by revenue - per $1m revenue CO₂ emissions normalised by FTE Emissions for offices and data centres are in both Scope 1 and Scope 2 Travel CO₂e emissions (air travel company owned and leased vehicles) Total CO₂e emissions CO₂e emissions normalised by revenue - per $1m revenue ¹ CO₂e emissions normalised by FTE 86 Employees O Experian Public Supply Chain Unit 000's tonnes CO₂e Unit 000's tonnes CO₂e Tonnes CO₂e Tonnes CO₂e Unit 000's tonnes CO₂e Tonnes CO₂e Tonnes CO₂e Unit 000's tonnes CO₂e Tonnes CO₂e Tonnes CO₂e Environment 2022 14.9 2022 10.7 1.7 0.6 2022 4.2 0.7 0.2 2022 3.3 0.5 0.2 2021 15.4 https://www.experianlc.com/responsibility/data-and-assurance/ 2021 10.7 2.0 0.6 2021 4.6 0.9 0.3 2021 1.4 0.3 0.1 2020 23.1 2020 2020 2020 17.2 3.3 1.0 Governance 2019 27.1 2019 2019 2019 16.4 3.4 1.0 Policies & Data tables 2018 29.7 Air travel emissions are recorded within Scope 3, company owned and leased vehicles emissions are recorded within Scope 1 1 The 2018 intensity metric based on revenue has been restated following the adoption of IFRS 15. See note 3 of the Group financial statements (on page 118 of the Annual Report 2019) for further detail 2018 2018 2018 16.3 3.5 1.0 experian 2017 36.1 2017 2017 2017 15.3 3.5 1.0 2016 38.4 2016 2016 Appendix 2016 14.7 3.5 1.0 TM#87Executive Summary Improving Financial Health Scope 3 emissions Data Purchased goods and services¹ Fuel-and-energy-related activities ¹ Business travel¹ Upstream leased assets Capital goods Employee commuting Investments Carbon emissions - breakdown of Scope 3 emissions Employees Waste generated in operations Total Scope 3 Subset of emissions within our Scope 3 science-based target (Purchased Goods and Services, Business Travel, and Fuel-and-energy-related activities) 1 Scope 3 emissions within science-based target. 2 The business travel figure for FY21 only includes emissions from air travel 87 O Experian Public Supply Chain Unit 000's tonnes CO₂e 000's tonnes CO₂e 000's tonnes CO ₂e 000's tonnes CO₂e 000's tonnes CO₂e 000's tonnes CO₂e 000's tonnes CO₂e 000's tonnes CO ₂e 000's tonnes CO₂e 000's tonnes CO ₂e Environment 2022 412.0 6.3 1.8 45.3 40.8 17.8 8.6 0.3 532.9 420.1 2021 350.9 3.9 0.3 35.4 40.4 13.7 8.9 0.4 453.9 355.1 2020 378.9 4.2 15.2 31.0 31.4 24.8 7.7 0.2 493.4 398.3 Governance 2019 357.4 6.2 49.1 17.5 31.2 24.6 4.3 5.2 495.3 412.6 Policies & Data tables Appendix experian. 2022 contribution to Scope 3 (%) 77.3% 1.2% 0.3% 8.5% 7.7% 3.3% 1.6% 0.1% 100.0%#88Executive Summary Improving Financial Health Energy use Data Total energy use Energy consumption Energy consumption normalised by revenue - per $1m revenue¹ Energy consumption normalised by headcount - per FTE Energy consumption normalised by floor area - per square foot Office building energy use Energy consumption Energy consumption normalised by revenue - per $1m revenue¹ Energy consumption normalised by headcount - per FTE Office building energy used is predominantly electricity Data centre electricity use Energy consumption Energy consumption normalised by revenue - per $1m revenue¹ Energy consumption normalised by headcount - per FTE Data centre energy used is 100% electricity Renewable energy Proportion of energy from renewable sources Proportion of energy from renewable or low carbon sources Employees Supply Chain Unit GWh MWh MWh kWh Unit GWh MWh MWh Unit GWh MWh MWh Unit % Environment 2022 75 12.0 4.2 27.0 2022 35 5.5 2.0 2022 40 6.5 2.3 2022 32% 2021 76 14.1 4.3 24.6 2021 40 7 2.2 2021 36 6.7 2.0 2021 34% 2020 80 15.4 4.5 29.1 2020 44 9 2.5 2020 36 7.0 2.0 2020 29% Governance 2019 95 19.5 5.5 32.7 2019 55 11 3.2 2019 40 8.2 2.3 2019 26% Policies & Data tables 2018 89 19.1 5.4 29.8 2018 51 11 3.1 2018 38 8.2 2.3 2018 27% 1 The 2018 intensity metric based on revenue has been restated following the adoption of IFRS 15. See note 3 of the Group financial statements (on page 118 of the Annual Report 2019) for further detail 88 O Experian Public https://www.experianlc.com/responsibility/data-and-assurance/ Bexperian. 2017 99 22.8 6.3 34.6 2017 63 21 3.5 2017 36 8.3 2.3 2017 26% 2016 2016 74 22 3.8 2016 Appendix 2016 2015 2015 79 22 4.0 2015 2015#89Executive Summary Improving Financial Health experian Appendix TM Data Employees Supply Chain Environment Governance Policies & Data tables Appendix#90Executive Summary IR Contacts and ADR details Improving Financial Health 90 Experian +44 (0)203 042 4200 www.experianplc.com/investors [email protected] Nadia Ridout-Jamieson Chief Communications Officer [email protected] Shareowner Services J.P. Morgan Chase Bank, N.A. PO Box 64504 St Paul MN55164-0504 United States Data Employees O Experian Public Evelyne Bull VP Director, Investor Relations [email protected] T: + 1 651 453 2128 (From the US: 1 800 990 1135) E: www.shareowneronline.com/informational/contact-us/ W: www.adr.com Supply Chain Experian American Depositary Receipt (ADR) programme ADR shareholder enquiries: Environment Sarah Schibli Investor Relations and Communications Manager [email protected] Symbol CUSIP Ratio Country Effective Date Governance Underlying SEDOL Underlying ISIN U.S. IS IN Depositary Policies & Data tables Experian ADR shares trade on the OTCQX: EXPGY 30215C101 1 ADR: 1 ORD experian. Alex Sanderson Financial Reporting Manager [email protected] United Kingdom October 11, 2006 B19NLV4 Appendix GB00B19NLV48 US30215C1018 J.P. Morgan Chase Bank (Sponsored)#91Executive Summary Calendar Improving Financial Health 91 14 July 2022 20 July 2022 16 November 2022 Data Employees Q1 results, FY23 AGM Half year results, FY23 Supply Chain Environment Governance Policies & Data tables Appendix Bexperian. Disclaimer This presentation is being made only to, and is only directed at, persons to whom this presentation may lawfully be communicated ("relevant persons"). Any person who is not a relevant person should not act or rely on this presentation or any of its contents. Information in this presentation relating to the price at which relevant investments have been bought or sold in the past or the yield on such investments cannot be relied upon as a guide to the future performance of such investments. This presentation does not constitute or form part of, and should not be construed as, an offering of securities or otherwise constitute an invitation, inducement or recommendation to any person to underwrite, subscribe for or otherwise acquire securities in any company within the Experian group (the "Group"). Certain statements made in this presentation are forward looking statements. Such statements are based on current expectations and are subject to a number of risks and uncertainties that could cause actual events or results to differ materially from any expected future events or results expressed or implied in these forward-looking statements. Forward-looking statements speak only as of the date of this presentation. This presentation contains certain non-GAAP financial information. The Group's management believes that these measures provide valuable additional information in understanding the performance of the Group or the Group's businesses because they provide measures used by the Group to assess performance. Although these measures are important in the management of the business, they should not be viewed as replacements for, but rather as complementary to, the GAAP measures. O Experian, 2022. All rights reserved. TM The word "EXPERIAN" and the graphical device are trademarks of Experian and/or its associated companies and may be registered in the EU, USA and other countries. The graphical device is a registered Community design in the EU. Other product and company names mentioned herein are the trademarks of their respective owners. O Experian Public