#1experian Experian ESG presentation#2Executive Summary Improving Financial Health Data Employees Supply Chain Environment Governance Policies & Data tables Appendix Introduction 2 Experian Public Experian helps people make the most of their data to improve their financial health and transform their lives. Our products, people and partnerships are already improving financial health for millions of people around the world and we're innovating to help even more people in the future. Our people are excited by the role they play in helping change people's lives. Abigail Lovell Chief Sustainability Officer experian. Financial inclusion is the business, it's the heart of the business. It's good for the consumer. It's good for us. And it's good for the businesses that ultimately serve the consumer. In some way, all of our revenue relies on connecting consumers with each other; with businesses, with the state - through trusted relationships. We fundamentally believe that data has a power of good and, used in the right way, can utterly transform lives. Lloyd Pitchford CFO and Executive Sponsor of ESG We're passionate about sharing our ESG story, and we're on a journey to improve our disclosure. This presentation has been created to try to link you to all the key ESG information you need in one place, we hope it's helpful. To give feedback on our ESG progress, commitments, or communication, click this link and select the 'ESG feedback' option. You can choose whether the feedback is attributable or anonymous. Evelyne Bull VP Director, Investor Relations#3Executive Summary Improving Financial Health Interactive Contents Page Data Employees Supply Chain Environment Governance Policies & Data tables Appendix Section 1 Executive Summary experian. Pages 4-16 ESG reports and frameworks Improving Financial Health p18 Section 2 Detailed ESG information UN Sustainable Development Goals p19 Data - security, accuracy, privacy p37 Employees p39 Supply Chain p51 Pages 17-78 Environment Governance p61 p64 p73 Section 3 Policies and Data tables Appendix IR contacts, calendar, and ADRs 3 Experian Public Data is for FY23 unless otherwise stated. Last updated 16 January 2024. Pages 79-97 Pages 98-99 This ESG Presentation can be found at https://www.experianplc.com/content/dam/marketing/global/plc/en/assets/documents/results-and-presentations/experian_esg_presentation.pdf#4Executive Summary Improving Financial Health Data Employees Supply Chain Environment Governance Policies & Data tables Appendix experian Section 1: Executive Summary#5Executive Summary Improving Financial Health Data Employees Supply Chain Environment Governance Policies & Data tables Appendix Snapshot of Experian We have a clear purpose: to create a better tomorrow We bring the power of data, analytics and technology to transform lives and deliver better outcomes for people, for businesses and for our communities • • • We are driven by our mission to improve financial health for all We transform financial lives by improving access to credit and empowering people to understand their finances This is enabled by treating data with respect, inspiring and supporting our people, working with integrity and protecting the environment We champion consumers across the business, and currently have 1821 million free members • We are entrusted with data on 1.46 billion people and 201 million businesses • • We have a diverse and growing range of clients across multiple geographies and industries We grow our business through innovation and technology, and foster an inclusive, inspiring and supportive culture for our people We are large, stable and highly cash-generative: £28bn market cap / FTSE top 20 For further information on the business, see our IR Roadshow Presentation • 22,400 employees across 32 countries 5 Experian Public All metrics unless otherwise stated are for the year ended 31 March 2023. 1. As at 31 December 2024. 2. As at 11 January 2024. experian.#6Executive Summary Improving Financial Health Data Employees Supply Chain Environment Governance Policies & Data tables Appendix Experian's sustainable business strategy OUR PURPOSE: Creating a better tomorrow OUR SUSTAINABLE BUSINESS STRATEGIC PRIORITY: Improving Financial Health for all THROUGH OUR Core products | Social Innovation | Community Investment Contributing to the UN Sustainable Development Goals 1 POVE POVERTY 1.4 DECENT WORK AND ECONOMIC GROWTH INDUSTRY. INNOVATION ANDINFRASTRUCTURE 8.10 9.3 ENABLED BY: Treating data with respect Security | Accuracy | Fairness | Transparency | Inclusion Inspiring and supporting our people SUPPORTED BY: Working with integrity Protecting the environment Bexperian. Our goals Improving financial health for all: Reach 100m people through social innovation products by 2025 (since 2013) Connect 100m people through United for Financial Health by 2024 (since 2020) Diversity: 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% Environment: Become carbon neutral in our own operations by 20301 By 2030 reduce Scope 1 and 2 emissions by 50% and Scope 3 emissions² by 15% Offset 100% of our scope 1 and 2 emissions by 2025 6 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'.#7Executive Summary Improving Financial Health Data Experian ESG performance overview • Social Employees Supply Chain Environment Governance Policies & Data tables Appendix experian. O Opportunity to significantly advance global financial inclusion, supporting UN Sustainable Development Goals 1.4, 8.10, 9.3 Data security and privacy is of highest focus, ISO 27001 standard Employees - recruiting and retaining top talent; building a high performance, inclusive culture Supply chain principles support UN Universal Declaration of Human Rights; member of the Slave-Free Alliance; supplier diversity programme Environment Committed to carbon neutral¹ by 2030, Science Based Target set for 2030. Offsetting Scope 1 & 2 emissions over the 5 years to 2025. CDP A-score (leadership band) for 2022, follow TCFD recommendations • Governance: Independent board evaluation shows first class corporate governance and excellent board performance Board meets recommendations of both the FTSE Women Leaders Review on gender diversity and the Parker Review on ethnic diversity SUSTAINABLE DEVELOPMENT GOALS Supporting the UN Sustainable Development Goals BIG INNOVATION 20 23 Experian Go recognised at the 2023 BIG Innovation Awards FT FINANCIAL CLIMATE TIMES statista LEADERS 2023 Named as one of the Financial Times' Europe Climate Leaders 2023 FORTUNE AMERICA'S MOST Fortune America's Most INNOVATIVE Innovative COMPANIES 2023 Companies 2023 statista World Changing Ideas Experian Boost recognised in Fast Company's 2022 World Changing Ideas FORTUNE 100 BEST COMPANIES TO WORK FOR 2023 Fortune 100 Best Companies To Work For 2023 7 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).#8Executive Summary Improving Financial Health Data Employees Supply Chain Environment Governance Policies & Data tables Appendix Improving Financial Health - at the heart of our purpose experian. • 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. 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. Outcome: Support financial health of individuals, businesses and economies Opens door to millions of potential new customers for us and our clients Financial education Improving financial literacy and confidence Financial inclusion Increasing access to financial services HOW WE HELP PEOPLE IMPROVE THEIR FINANCIAL LIVES Financial management Helping people manage their financial lives Financial security Preventing fraud and identity theft We empower consumers to improve their financial lives, gain access to credit, safeguard their identity, save money, negotiate debt and improve their financial knowledge 8 Experian Public www.experianplc.com/responsibility/improving-financial-health#9Executive Summary Improving Financial Health Data Employees Supply Chain Improving Financial Health – the three key ways we help 1 2 3 Core products We use our data and analytics expertise to offer a wide range of core products and services that promote financial wellbeing. 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. 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 connected with 113m people since 2020 launch Environment Priority is driving revenue at scale for the business, investments prioritised by returns Governance Policies & Data tables Appendix 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 • . Products experian. . Most focussed on returns • Less financially excluded Sliding scale (generalised characteristics, there are exceptions) Education Most focussed on helping people More financially excluded As we help people move up the ladder of financial inclusion, more people become 9 Experian Public potential consumers of our core products www.experianplc.com/responsibility/improving-financial-health#10Executive Summary Improving Financial Health Data Employees Supply Chain Environment Governance Policies & Data tables Appendix Improving Financial Health - core product metrics Millions of people Free consumer members experian. Consumer Revenue & EBIT 200 ■USA Brazil UK SpLatam 2,000 182m 180 168m 1,800 160 1,600 145m 140 120 100 110m 82m 80 $m Revenue and EBIT 1,400 1,307 1,200 1,127 985 926 1,000 800 60 60 40 57m 40m 40 22m 20 4m 0 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 Q3 FY24 10 Experian Public 600 1,782 1,613 400 200 374 416 194 218 247 283 FY18 FY19 FY20 FY21 FY22 FY23 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.#11Executive Summary Improving Financial Health Data Employees Supply Chain Environment Governance Policies & Data tables Appendix Improving Financial Health – UN Sustainable Development Goals - experian. 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: SUSTAINABLE DEVELOPMENT GOALS 1 NO POVERTY 8 DECENT WORK AND ECONOMIC GROWTH 9 INDUSTRY, INNOVATION AND INFRASTRUCTURE . 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. Target 8.10 Strengthen the capacity of domestic financial institutions to encourage and expand access to banking, insurance and financial services for all. 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 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. • Target: Reach 100m people through social innovation products by 2025 - Result: 106m people in 2023, target met 2 years early • 11 Target: Connect with 100m people through United for Financial Health by 2024 - Result: 113m connections in 2023, target met 1 year early Experian Public www.experianplc.com/responsibility/improving-financial-health#12Executive Summary Improving Financial Health Data Social - Treating data with respect Employees Supply Chain Environment Governance Policies & Data tables Appendix We aim to be The Consumers' Bureau. We have built our business on clear commitments to treat data with respect. Experian Global Data Principles: Accuracy Fairness Transparency experian. Security Data security is critical. We will make data as Securing and protecting data against unauthorised access, use, disclosure and loss are key priorities for us. accurate, complete and relevant as possible for the manner in which it is used, always in compliance with legal requirements. 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. We are open and transparent about the types of data we Inclusion We seek to improve financial health and inclusion for all through collect, where we get it, the innovative use of 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. relevant data to help individuals improve their financial lives. 12 Experian Public www.experianplc.com/responsibility/treating-data-with-respect#13Executive Summary Social - • Improving Financial Health Data Employees Supply Chain Environment Governance Policies & Data tables Appendix Employees experian. 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. 4.4 Glassdoor score1 16 Employee diversity groups 13 Experian Public 1. As at 31 March 2023 40% target for women in senior leaders • . FY23 Great Place to Work survey 88% proud to tell others that they work at Experian 96% agree that people are treated fairly regardless of their sexual orientation 95% agree that people are treated fairly regardless of their race • 93% agree that people are treated fairly regardless of their gender www.experianplc.com/responsibility/inspiring-and-supporting-our-people#14Executive Summary Improving Financial Health Data Employees Supply Chain Environment Governance Policies & Data tables Appendix Environment experian. 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 have developed carbon emission reduction plans which include switching to more renewable energy, consolidating buildings, and switching to a lower carbon fleet. We are now developing our strategy to decarbonise our operations even further and transition to Net Zero. • We've also committed to gradually carbon offset our scope 1 and 2 emissions over the 5 years to 2025. Scope 1 & 2 emissions, & Scope 3 air May 2021: June 2021: travel published science- based target published first full scope 3 estimate published June 2022: 4 years full scope 3 emissions published FY23: start to develop Net Zero Transition Plan (NZTP) Launch Net Zero commitment and NZTP Deliver on decarbonisation plans towards Net Zero June 2020: carbon neutral & offsetting commitments published June 2021: early TCFD reporting on most requirements FY22: 44% decline in scope 1 & 2 emissions since 2019 June 2022: full TCFD statement published Refine scope 3 estimates with CDP data 100% of scope 1 & 2 emissions offset by 2025 14 O Experian Public 1. 2. www.experianplc.com/responsibility/protecting-the-environment 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). Purchased goods & services, business travel and well to tank#15Executive Summary Improving Financial Health Data Employees Supply Chain Environment Governance Policies & Data tables Appendix Governance experian. We're committed to the highest standards of corporate governance • • We maintain the highest standards as set out in the UK Corporate Governance Code 2018 Independent Board evaluation shows first class corporate governance and functions extremely well • Board meets recommendations of both the FTSE Women Leaders Review on gender diversity and the Parker Review on ethnic diversity 73% Independent¹ Board members² 45% Women on Board² 2 Ethnically diverse Board members² 100% Independence of Audit and Remuneration¹ Committees 15 Experian Public www.experianplc.com/investors/environmental-social-governance/corporate-governance 1. Includes Board Chairman (independent on appointment) 2. As at 31 March 2023#16Executive Summary Improving Financial Health ESG highlights Data Employees Supply Chain Environment Governance Policies & Data tables Appendix experian. Social Employees Governance Supporting UN SDGS 1.4, 8.10, 9.3 Employee engagement 82% Independent Board members 5,6 73% People using our platforms for free education, 182m access to products & services² Glassdoor rating (increased 7 years running)³ 4.4 Female Board members6 45% Connections with people via United for Financial Health since launch 113m Three-year gender diversity targets set Voluntary employee attrition Yes Ethnically diverse Board members? 2 11.9% Revenue from Social Innovation products since 2013 launch $241m Independence of Audit and Remuneration committees 100% Diversity and inclusion employee groups 16 Debt renegotiated via Limpa Nome $8.9bn Environment Clear division of responsibilities between the Chairman and CEO Yes Unbanked people who could benefit through alternative data sources and Experian technology platforms 1.4bn 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 Mandatory annual training for all employees: Code of Conduct, Security & data, Anti-Corruption % FY23 scope 1 & 2 emissions offset Committed to become carbon neutral by Science-based target approved by SBTi CDP Climate Change score (2022) CDP Supplier Engagement Rating (2022) Scope 1 & 2 emissions since 20194 2030 Independent external evaluation of the Board's performance³ Yes Yes Executive remuneration linked to Group performance Yes A- Voting rights for shareholders Equal A- -65% 60% A constituent member of FTSE4Good index since 2012 Electricity from renewable sources FY23 62% FTSE4Good 16 Experian Public 5. From 31 March 2023 1. FY23 data unless specified 2. As at Q3 FY24 3. As at 31 March 2023 4. Using Market-based scope 2 emissions 6. Includes Board Chairman (independent on appointment) 7. Meeting Parker Review definition 8. Occurs every 3 years, most recent was FY23#17Executive Summary Improving Financial Health Data Employees Supply Chain Environment Governance Policies & Data tables Appendix experian... Section 2: Detailed ESG information#18Executive Summary Improving Financial Health Data Employees Supply Chain Environment Governance Policies & Data tables Appendix ESG reporting and frameworks 2023 experian. . We report annually on ESG in our Annual Report (p36-65). In addition, our Improving Financial Health Report focuses on how we improve financial health, and our Diversity, Equity and Inclusion Report focuses on DEI. . We publish a Tax Report . We publish detailed ESG Performance Data and reporting methodologies • We use the SASB reporting framework Improving Financial Health for all Improving Financial Health Repor experian • • . We report against the SFDR PAI indicators Our climate reporting is aligned with the Task Force on Climate-Related Financial Disclosure (TCFD) We have reported carbon emissions to CDP for 13 years • We publish our Policies experian Tax Report 2023 experian. The power of YOU Diversity Equity and Inclusion Report experian . . 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. We use the B4SI model (Business for Societal Impact, formerly London Benchmarking Group) for measuring our corporate community investment Helping people thrive the financial journey ESG performance data 2022/23 18 Experian Public exp experian.#19Executive Summary Improving Financial Health Data Employees Supply Chain Social - our ESG focus is Improving Financial Health for all 19 Environment Governance Policies & Data tables Appendix Hexperian. OUR PURPOSE OUR BELIEFS Create a better tomorrow 1 Data is central to how we all live. It has the potential to transform all our lives. For consumers, clients, our people and communities 2 We can unlock the power of data to realise opportunities for people and organisations. OUR BRAND Powering opportunities 3 4 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. We can make a difference to society and our communities by helping people make the most of their data. We unlock the power of data and in doing so, we can help to transform lives 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. Experian Public#20Executive Summary Improving Financial Health Data Employees Supply Chain - Social - Improving Financial Health – the investment case • • 20 How does Improving Financial Health for all support long-term revenue growth and the success of our business? Financial inclusion grows our total addressable markets by creating millions of potential new consumers for us and our clients around the world Experian Go has the opportunity to help 28m US consumers who are credit invisible establish a credit report and become visible to lenders More inclusive scores like Lift Premium enable US lenders to score 21m conventionally unscoreable people, and lift 6m from subprime to mainstream rates Generates new revenue streams О For example, our Limpa Nome debt renegotiation product significantly contributes to Brazil Consumer Services revenue Drives innovation Ground-breaking core products like Experian Boost, pioneering Social Innovation products like Prove-ID, and in our annual global hackathons Being a purpose-driven business attracts & retains talent, and motivates employees 88% of our employees are proud to tell others that they work at Experian Enhances our reputation and strengthens stakeholder relationships O Consumers, clients, employees, investors, regulators and governments Experian Public Environment Governance Policies & Data tables Appendix Texperian.#21Executive Summary Improving Financial Health Data Employees Supply Chain Environment Governance Policies & Data tables Appendix Social - Improving Financial Health - the value of credit bureaus How do credit bureaus benefit consumers, businesses and economies? View from the World Bank: experian. 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 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. 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. 21 21 Experian Public 42% of our revenue came from our credit bureaus in FY23 https://www.worldbank.org/en/publication/gfdr/gfdr-2016/background/credit-bureau#22Executive Summary Improving Financial Health Data Social - Improving Financial Health Scale of problem Employees Supply Chain Environment Governance Policies & Data tables Appendix Bexperian. Core products Social Innovation Unbanked adults globally who could benefit from alternative data sources and Experian technology platforms People without official proof of identity Number of people in...... 1.4bn People with profiles in Experian's consumer bureaus 1.46bn Total revenue from social innovation products since FY13 $241m 1bn Total people reached since FY13 106m People using our consumer platforms for free education, access to products and services² 182m Asia Pacific without access to formal financial services >1bn TARGET: total people reached by 2025 (since re-launch in 2013) 100m USA with no credit profile or unscoreable 49m Experian Go consumers connected in the US³ >130,000 Debt renegotiated via Limpa Nome in FY23 $8.9bn Brazil who don't use bank accounts UK who have no credit history 45m Debt written off via Limpa Nome in FY23 $7.1m 4-5m % group revenue from ID protection & fraud prevention (B2B and B2C) 11% Our response Core products - scale products, run for profit, used by large numbers of people to increase access to credit and educate themselves 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 includes United for Financial Health programme working with NGO partners. 22 Experian Public Fraud prevented4 perian 552 nco Laan more 300 Experi 2018 Apply with confidence. Check out your personalized credit cont you pre approved for an Approve not quite coject to cr 1. FY23 data unless specified. 2. As at Q3 FY24 3. As at Q4 FY23 4. FY23 on offer from Yours $12bn Community investment People & business reached with United 113m for Financial Health (cumulative) HO 941 IM Fation?~ experian Your Pre-Approved Offer Penta u to ches Johnsie, you're pre-approved for an offer TARGET: people & business reached by FY24 with United for Financial Health 100m Johnsie, chack out your credit summary Your Bank Plantinum Card Your Next Experian Credit Report available in 27 days $18m Your Bank 1234 5678 5876 5432 MOX MUSTERMANN Value of community investment Rewards CD No Annual Fee As % of Benchmark PBT >1% Unlock Offer Advertiser Disclosure Employee hours volunteered 47,000 Rewards Bewart, Bonus, Rewards Points#23Executive Summary Improving Financial Health Data Social - Improving Financial Health - Employees Supply Chain Environment Governance Policies & Data tables Appendix 1 through Core products experian. We use our data and analytics expertise to offer a wide range of core products and services that promote financial wellbeing. Improve credit visibility Experian Go, launched last year, has already enabled more than 130,000 US consumers who were 'credit invisible' to establish a credit profile in just minutes. See case study Our new Banking Insights product in the USA brings together data aggregated from over 6,500 financial institutions and 1,500 alternative lenders to help build a financial history for credit invisible, thin-file and subprime consumers. Understand and manage finances Worldwide, 168 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. 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 3.6 million people this year, with over 78,000 active engagements across nearly 61,000 posts 23 Experian Public Boost credit scores Experian Boost empowers 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. See case study By applying machine learning and other advanced analytics on additional datasets, Experian Lift Premium enables lenders to further enhance the accuracy of credit risk scores for 96% of incoming credit applications and enables scoring of around 21m - 65% of 'credit invisibles' in the USA Get the best offers In the USA, we're helping consumers save money on bills with Experian Insurance Services, a new way to shop for car insurance, and Experian BillFixer, which negotiates on behalf of Experian members to get them better rates on bills such as cable, internet and phone. Our credit marketplaces in USA, UK, Brazil, and Spanish Latin America make it easier for consumers to access credit by connecting them with credit offers from a range of lenders through a central portal. 1. FY23 data unless specified#24Executive Summary Improving Financial Health Data Social - Improving Financial Health Employees Supply Chain Environment Governance Policies & Data tables Appendix 2 through Social Innovation experian. Our Social Innovation programme has reached 106m people & generated US$241m revenue since 2013 It provides seed funding to explore solutions designed to offer societal benefits and new revenue streams Prove identity Prove-ID Link, designed to help financially excluded people in India verify their identity, has been integrated into our mainstream CrossCore identity authentication platform. Manage debts Brazil: Limpa Nome online recovery portal helps people take control of unmanageable debt - Helped millions of people renegotiate US$8.9bn worth of debts in FY23 alone, writing off $7.1bn of debt Pay for healthcare USA: social innovation healthcare products have reached 31m people in 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 See Health slide for more info 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. >22,000 loans totalling £2.1m approved since 2020 launch. Build credit profiles Brazil: We launched our Smallholders Marketplace this year to help smallholder farmers get better access to financial services by building a scoring system and risk index specifically designed to help lenders assess their creditworthiness In FY23 we reached a total of 106 million people TARGET EXCEEDED: Reach 100 million people through our social innovation products and services by 20252 24 24 Experian Public 1. FY23 data unless specified 2. Since the relaunch of our programme in 2013#25Executive Summary Improving Financial Health Data Social - Improving Financial Health Employees Supply Chain Environment 3 through Community Investment Governance Policies & Data tables Appendix experian. In FY23 our colleagues collectively volunteered 47,000 hours during and outside their work time to help deliver our financial education programmes and support the communities where we operate. Enhancing financial literacy USA a three-part video series with singer Coco Jones and influencer Freddie Ransome offers practical steps to improve financial health, aimed to inform 18-24 year-olds, and BIPOC (Black, Indigenous and people of colour), Enhancing financial literacy UK - social media campaign with footballer Adebayo Akinfenwa and young money expert lona Bain designed to help young people in the UK improve their financial fitness, just like their physical fitness. Won SABRE award Enhancing financial literacy UK - continued to support National Numeracy's Number Confidence Week, National Numeracy Day and Checktember, and worked together to launch workshops to build confidence in managing money. Enhancing financial literacy India - a new partnership with Srujna Charitable Trust to equip 50,000 women affected by poverty, many with low levels of financial literacy with the tools and knowhow to manage their finances, budget and save to improve quality of their life. Helping small businesses Brazil Impulsiona Entrepreneurs launched, a management makeover programme for small businesses at risk of failing. So far 121 small firms with 1,352 staff have joined, in diagnosis phase to identify issues to be addressed. United for Financial Health programme launched to re-build financial lives post COVID-19 crisis In FY23 we reached a total of 113 million people & small businesses we have connected with TARGET EXCEEDED: Reach 100 million people & small businesses by FY24 25 Experian Public 1. FY23 data unless specified#26Environment Governance Policies & Data tables Appendix Executive Summary Improving Financial Health Data Employees Supply Chain Social - Improving Financial Health 3 United for Financial Health What is United for Financial Health? A financial recovery programme helping communities that have been significantly affected by COVID-19 GID مهما Empower vulnerable consumers to improve their financial health through education and action 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 TARGET: Connect with 100m people & small business by 2024 FY23 RESULT: 113m people & small business connected since 2020 Compliment Consumer Services businesses by reaching vulnerable consumers Measure the impact of our partnerships to inform future projects Aim to build on our progress to reach more people in the coming year experian. Delivering impactful content with NGO partnerships We have a wide range of consumer education resources We will select relevant content to build country- specific curriculums Appropriate channels to reach financially vulnerable Social Media North America Watsup your lunder offer Brazil NGO partners help repurpose content for the consumers who need it Videos Apps Podcasts UK&I Influencers Outreach What's different about United for Financial Health? Help those most in need due to COVID-19 Repeatable model which can scale Drive insights into our business • Reach consumers or micro-businesses that don't have a strong relationship with Experian •Engage with those most vulnerable and empower them to take action around their finances • 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 26 26 Experian Public Watch our video on United for Financial Health www.experianplc.com/responsibility/improving-financial-health/united-for-financial-health#27Executive Summary Improving Financial Health Data Employees Supply Chain Environment Governance Policies & Data tables Appendix Social - Improving Financial Health through innovation - awards experian. CORPORATE REPORTING AWARDS 2023 WINNER Experian's Improving Financial Health Report won the Best Social Impact Report at the Corporate Reporting Awards 2023. Our report explains how we are helping people around the world at every stage of their financial journey: improving financial inclusion, financial education, financial management and financial security. Awards page FORTUNE AMERICA'S MOST INNOVATIVE COMPANIES 2023 statista Experian has been named to Fortune's America's Most Innovative Companies list, a ranking of firms at the forefront of innovation today and in the future. This recognition underscores Experian's innovative and inspiring workplace; leading technology and solutions; and operational excellence in delivering new products and services that foster equity and inclusion, while driving growth. Press release Awards page BIG INNOVATION 20 23 Experian Go won a Product Award at the Business Intelligence Group (BIG) Innovation Awards 2023. Experian Go is a free program that empowers credit invisibles to establish their financial identity within minutes. Awards page FAST COMPANY WE MADE THE LIST! WORLD CHANGING IDEAS 2023 For the second consecutive year, Experian has been recognized with the prestigious Fast Company 2023 World Changing Ideas Award for the company's use of innovative technology to promote financial inclusion. Experian Go has been named as one of this year's honorees. Press release Blog Awards page SABRE Awards EMEA shortlisted Experian's United for Financial Health campaign 'Getting Gen Z financially fit!', featuring footballer Bayo Akinfenwa and financial journalist lona Bain, won at the SABRE EMEA awards 2023 (Financial Services category). Awards page IDC TOP 10 FINTECH RANKINGS 2022 Experian has been ranked #9 in the IDC FinTech Rankings Top 100. The FinTech ranking highlights global providers of financial technology. This is testament to Experian's record of innovating solutions that power financial institutions and deliver benefits to consumers. Awards page FORTUNE 690 Corporate &Financial 2023 Awards Experian's Improving Financial Health Report won Bronze in the Best printed CSR or ESG Report category at the Corporate and Financial Awards. Awards page 27 Experian Public CHANGE THE WORLD 2021 Experian was included in Fortune's 'Change the World list 2021 (ranked #37), recognising the millions of people helped by Experian Boost. The list honours companies addressing society's unmet needs. Blog Awards page BIG INNOVATION 20 722 Experian was recognised as a 2022 BIG Innovation Award winner for delivering innovative products, such as Experian Boost, that help consumers thrive financially. Press Release Awards page www.experianplc.com/about-us/awards World Changing Ideas Experian Boost was recognised at Fast Company's 2022 World Changing Ideas Awards, which celebrates the "broadest ideas... that have the potential to affect true systems change." It also reflects our purpose and innovative culture focused on creating products and solutions that help consumers thrive, including Experian Boost in the UK and Serasa's Score Turbo in Brazil. Press release Awards page Environmental Finance COMPANY Awards 2022 Winner Community involvement program of the year - Americas We won 'Community involvement programme of the year, Americas' award for our financial literacy social media campaign with Grammy Award-winning rapper Lecrae, part of the United for Financial Health programme, at the Environmental Finance Sustainable Company Awards 2022. Article Awards page experian Consumer Best Lending Product 2020 FINTECH REAKTHROUGH experian| Boost * 650 850 Experian Boost won "Consumer Lending Innovation Award" at the FinTech Breakthrough Awards 2020. Awards page#28Executive Summary Improving Financial Health Data Employees Supply Chain Environment Governance Policies & Data tables Appendix Social - Improving Financial Health - USA experian. 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. 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.com - Offers millions of people free access to their credit profiles, credit score, expert advice on how to improve their scores, and financial education. 69m¹ US members. Education & Advocacy - we engage with the advocacy community, media clients, consumers and employees to enable financial inclusion, promote positive brand awareness and mitigate business risk. We provide education resources, virtual and in-person training, participate in media interviews, partner with members of Experian's Consumer Council, connect through social media and empower employees to engage with the public. Our Education Ambassador Initiative has trained >1300 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 had a reach of >3.6m people in FY23. We support clients to make their customer outreach programs more effective to educate their employees so that they can provide better customer service and enrich their work experience. Experian Boost - consumers can connect to Experian Boost for free, adding positive data from on-time payments to their credit profiles (e.g. utility, telephone, Netflix, rent). It's helped millions to instantly improve their scores and better access credit since launch in March 2019. See case study Experian Go - enables first time access to credit and education in minutes. Within 5 minutes credit invisible consumers can achieve an authenticated Experian credit bureau record, tradelines and credit history (with data added via Experian Boost), and instant eligibility to financial offers. See case study Experian Smart Money - a Digital Checking Account & Debit Card that embeds Experian Boost. When consumers use the account to pay bills that are eligible for Experian Boost, the payments are added to the consumers' Experian credit file to potentially increase consumers' credit scores. See website 28 1. As at Q3 FY24 2. As at FY21 3. OCC = Office of the Comptroller of the Currency, REACH = Roundtable for Economic Access and Change B2B Innovation and alternative data - 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. Press release 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. • • Lift Premium™ - proprietary credit risk score combining advanced analytics with additional FCRA regulated data sets to score 96% of US adults, including 65% of people previously "credit invisible". Its 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 TM - 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.#29Executive Summary Improving Financial Health Data Employees Supply Chain Environment Governance Policies & Data tables Appendix Social - Improving Financial Health - expanding USA data sources We are growing our industry-leading data assets that enable advanced analytics that drive financial inclusion. experian. 1980's Traditional Credit Data 2001 Trended Data اشا Trended 2011 Full-file Public Records Data 2019 Expanded 2020 Analytics and Triggers Public Records 2021 2017 Alternative Financial Property Data Financial Accounting Data Services Since 2008 2022 Renter Experian Lift TM The Consumer's Bureau Extended ViewS Rent Bureau Clarity Short-Term Lending Data ConsumerView 2009 Rental Data Since 2005 Experian Boost™ Banking Insights Insights $ Expanded Rental More to Come! eCBSV Buy Now Pay Later 2023+ 2019 Consumer- 2016 Marketing Data 2021 Permissioned Data Social Background Data Security 2022 Screening 2023 Retail purchasing behaviors Directly sourced Calculated . Acquired • Third-party partnerships 29 29 Experian Public#30Executive Summary Improving Financial Health Data Employees Supply Chain Environment Governance Policies & Data tables Appendix Social - Experian Boost case study (USA) Overview Boost results² Market context Median US household income is c.$70k. Around a third of people are sub-prime. A subprime credit score could cost a consumer c.$200,000 more in interest over their life1. Over 14m people in the US have connected to Boost³. • • • Exceptional 800-850 21% Poor 12% 300-579 All 'Poor' customers score band 'Thin file' Average FICO® score is 715 Increased score 60% 88% 84% 17% Fair 580-669 However, c.30% people have Poor or Fair scores (subprime) Mean points increase 13 24 20 Very Good 28% 22% 740-799 Good 670-739 2/3 Boost customers come from Poor or Fair • Increased score band 8% 22% 15% • June 2022 data 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 rent, car insurance premiums, 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. A customer's screen after boosting their score Good 670-739 702 FICO SCORES Very Good 300 Sample score 850 Congrats! You got a boost. 6/10 see their score increases 88% of 'Poor' score customers increase scores 8% of customers move up a band 42% of Thin file become Thick file 67% of score band increases originated in 'Poor' band 39% previously not scoreable who get a score4 experian. Benefit to customers Melinda: "It helped me get credit when I thought that was no longer an option for me" Mark: "After my score increase using Boost I was able to get my dream credit card with an incredibly low interest rate." Christopher: "I used Boost right before I started applying for a mortgage and I believe it helped me to get my mortgage." Nonnie: "I got approved for a credit card I wasn't approved for last year with lower rates." • Shari: "I've been looking to purchase a new car and since using Boost, my interest rates are lower for car payments." Michael: "I was able to acquire my first credit card." • • • Erica: "It has been helped me buy really good house with my new and improved high score." Cassie: "It was able to successfully raise my credit score enough to secure a loan that was much needed." Raymond: "I went through a divorce and my credit took a hit. I used Experian to see where I was and what I was able to do to raise my credit. Little by little, it did." Ycatz: "I was able to get better rates on a credit card I had been wanting to previously get but couldn't cuz my credit score was just too low. To my surprise it actually worked. I ended up saving 62% of what I would of without it." Greg: "It boosted my score so I could get a car." Recognised in Fast Company's 2022 World Changing Ideas • Recognised in BIG Innovation Awards 2022 Member of Fortune's Change the World list 2021 FORTUNE World Changing Ideas BIG INNOVATION 20 22 CHANGE THE WORLD 2021 30 1. Experian Public Liz Weston, 'Your Credit Score: How to Improve the 3-Digit Number That Shapes Your Financial Future, 5th edition (2015). 2. results up to end of Q4 FY23 payment history on an open trade). Differs from thin file people who already have a score, but have less than 5 accounts. 3. As at Q2 FY24 4. People who go from not having a credit score to having a credit score (requires 6 months of#31Executive Summary Improving Financial Health Data Employees Supply Chain Environment Governance Policies & Data tables Appendix 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 4m 25% of households unbanked or underbanked 2017 FDIC survey 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 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. Read more: press release, blog, website 31 Experian Public 1. As at Q4 FY23 Getting a credit profile How does Experian Go help people? Experian Go is a 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. Since launch >130k consumers¹ have connected to Experian Go. How do I use Experian Go? 1. Open the Experian app 650 dog lea's celebrate your Seat FCDS Score! Marketplace offer for new cred user from Experten ov These starter cards are your best bet wear heretstones at ne hadd PARTS CARDS 650 ota and tit to let you prov you Capital One Pianum Cred Card 2. Authenticate yourself using a government-issued ID and a selfie 3. Add tradelines using Experian Boost for bills you already pay; Or learn about becoming an authorised user; Or accept a specially created card offer from our partners and start building credit Bexperian. Financial education The start of a great partnership We'll guide you through your new credit journey... • Education about how credit works Help setting and meeting financial goals Personalised recommendations to improve your credit and launch you to financial success 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 Credit card basics Healthy credit habits change as your credit grows. When you're starting out, keep these tips in mind 1 3 Avoid using your card for everyday purchases to keep your balance managable. Paying your balance in full each month will help you avoid interest. 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: 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)* Get a credit score in 6 months! "Some folks cut up their credit card to avoid overspending Recognised at the 2023 BIG Innovation Awards BIG INNOVATION 20 23 Recognised by Fast Company World Changing Ideas list 2023 FAST OMPANY WE MADE THE LIST! WORLD CHANGING IDEAS 2023#32Employees Supply Chain Environment Governance Policies & Data tables Appendix Executive Summary Improving Financial Health Data Social - Positive data in Brazil – overview - Hexperian. Progress • 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). • 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. • • 32 32 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. Experian Public Market context Credit to consumers (% of GDP) 83.8% 75.4% 112m consumers on 56.9% 54.5% positive data so far 1566 contributing data Banks Telcos Banks Telcos 7.1bn | 733m transactions registered so far 43.1% 30.4% UK US Spain Germany Emerging Brazil Economies Source: BIS- Total Credit to Households (Core Debt) - Q4 2019 Combination of positive data and other trends can bring new momentum: Reduction in benchmark interest rate From 14.25% to 2.0% in 3 years (to August 2020) • 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%) Data as at September 2020. 'Progress' data as at May 2021 Products 86 already launched Upcoming 175 launches Expected Impacts 23m thin files benefit 67% total credit/ GDP ratio (vs current 47%) $240bn new credit in the 4 most benefitted sectors#33Executive Summary Improving Financial Health Data Employees Supply Chain Environment Governance Policies & Data tables Appendix Social - Positive data in Brazil - impact Large adult population 137m people will benefit Brazilian population (millions) 137m people will benefit from positive data Total 212 Adult 157 112 Banked 20 20 23 23 experian. Significant score benefits 74% of people with current access to credit will see significant improvements to their score Had access to credit, will benefit 30 30 Significant score improvement No access to credit, will benefit 114 84 Small score improvement No access to credit, won't benefit Brazil's 212m population is comprised of 157m adults and 55m children. Of the 157m adults, 112m are banked and 45m are unbanked. 33 33 Experian Public Data as FY20 Of the 157m adults, we expect 137m will benefit from positive data. This is comprised of: . • 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 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 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.#34Supply Chain Environment Governance Policies & Data tables Appendix Executive Summary Improving Financial Health Data Employees Social - Protecting identities and combatting fraud The issue >15m people in the USA are victims of identity theft annually, with US$16bn stolen by fraudsters >$50bn Annual cost of identity theft to US business $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 experian. Our solutions for Businesses and Consumers 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. 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. Aidrian reduces false positives to improve customer experience and increase revenue Our Anti Money Laundering products help reduce organised crime. Fraud prevented² $12bn We help consumers protect themselves and their families from identity theft & fraud Improved detection of and resilience to identity theft and fraud. IdentityWorks helps individuals detect potential fraud and take action: . • • Identity theft monitoring, alerts and dark web surveillance Three bureau credit monitoring . Fraud resolution and ID theft insurance Lock and unlock your credit file In India our Prove ID-Link social innovation product helped 25m people from 2014 launch to 2022 prove their identity to help them gain access to essential services. Now integrated into our mainstream CrossCore identity authentication platform. =4 34 Experian Public c.11% of our revenue came from ID protection and fraud prevention in FY23 1. In 2016 2. We estimate our products have saved our clients at least $12bn in fraud loss savings in FY23#35Executive Summary Improving Financial Health Data Social - Experian Health (USA) Employees Supply Chain Environment Governance Policies & Data tables Appendix Hexperian. The issue 2 million people Rising medical bills force an estimated 2 million people in the USA to file for bankruptcy every year • Healthcare provider needs: Digital, automated, faster, seamless systems Reduced risk of unpaid medical bills Patient needs: Better visibility on medical bills Quicker, easier ways to manage their healthcare journey and admin >60% of hospitals and thousands of other healthcare providers count on Experian Health in the USA B2B: Our solutions for Healthcare providers & Patients Social Determinants of Health connects Americans to preventative healthcare programmes to help them avoid major medical problems and bills in future. See p13-14 of FY22 Improving Financial Health Report B2B2C: Payment Plan Adviser - provides automated payment plans based on patients' financial needs and the provider's payment terms. It's helped people in the USA avoid spiralling into unmanageable debt as they recover from health issues. Patient Estimates helps providers and patients estimate the potential cost of treatment. It gives patients the opportunity to obtain a personalised, accurate estimate of treatment from healthcare providers' websites. This empowers people to confidently plan and budget for out-of-pocket costs. Patient Schedule helps patients access their appointments faster by booking or rescheduling their appointments online Self-Service Financial Assistance Screening connects patients in need of aid to pay for their hospital stays with funds from charities that can support them. Patient Financial Adviser Funded a consumer-friendly mobile app which brings together all financial information and expenses related to healthcare costs to support consumers through what is currently a disjointed journey, and simplifying the entire experience. c.8% of our revenue came from our Health business in FY23 35 Experian Public Revenue figure is total revenue for Experian Health business. Products named above are examples of some of the products within the Health business.#36Executive Summary Improving Financial Health Data Employees Supply Chain Social - Fairness-as-a-Service case study Environment A capability helping to eliminate Artificial Intelligence bias in decisioning 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 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. 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 AI?'. 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. Governance Policies & Data tables Appendix experian. The product It will help banks, consumers, regulators, universities and large organisations to: 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. 36 Experian Public See p26 and p39 of FY20 Annual Report for further details#37Executive Summary Improving Financial Health Data Employees Supply Chain Environment Governance Policies & Data tables Appendix UN Sustainable Development Goals – primary SDGs experian. 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: SUSTAINABLE DEVELOPMENT GOALS 1 NO POVERTY 8 DECENT WORK AND ECONOMIC GROWTH 9 INDUSTRY, INNOVATION AND INFRASTRUCTURE . 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. Target 8.10 Strengthen the capacity of domestic financial institutions to encourage and expand access to banking, insurance and financial services for all. 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 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. • Target: Reach 100m people through social innovation products by 2025 - Result: 106m people in 2023, target met 2 years early • 37 Target: Connect with 100m people through United for Financial Health by 2024 - Result: 113m connections in 2023, target met 1 year early Experian Public www.experianplc.com/responsibility/improving-financial-health#38Executive Summary Improving Financial Health Data Employees Supply Chain Environment Governance Policies & Data tables Appendix UN Sustainable Development Goals - other SDGs experian. 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: Quality education 4 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 NGOs to help us scale our impact. We've connected with 113 million people & small businesses since 2020, beating our target to reach 100 million by FY24 10 REDUCED INEQUALITIES Reduced inequalities 16 Our Social Innovation products help people who are locked out of mainstream finance PEACE, JUSTICE AND STRONG INSTITUTIONS Boost most helps customers with the poorest credit scores, 88% of those in the 'Poor' scores tier see their credit scores increase 12 RESPONSIBLE CONSUMPTION . AND PRODUCTION Q Responsible consumption and production Plan to remove the vast majority of avoidable single use plastic from our direct operations over the course of FY24 and FY25 13 CLIMATE ACTION Peace, justice & strong institutions Prove-ID has let 25m people in India (since FY14 launch to FY22) have their identity verified for the first time, allowing them to open a bank account & access credit. We saved our clients an estimated $12bn in fraud in FY23 Our Anti Money Laundering B2B products help reduce organised crime 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 38 Experian Public External commitments made for SDGS 4, 10 and 13 in FY20#39Executive Summary Improving Financial Health Data Employees Supply Chain Social - Treating data with respect - Global Data Principles Environment Governance Policies & Data tables Appendix We aim to be The Consumers' Bureau. We have built our business on clear commitments to treat data with respect. Experian Global Data Principles: Accuracy Fairness Transparency experian. Security Data security is critical. We will make data as Securing and protecting data against unauthorised access, use, disclosure and loss are key priorities for us. accurate, complete and relevant as possible for the manner in which it is used, always in compliance with legal requirements. 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. We are open and transparent about the types of data we Inclusion We seek to improve financial health and inclusion for all through collect, where we get it, the innovative use of 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. relevant data to help individuals improve their financial lives. 39 Experian Public www.experianplc.com/responsibility/treating-data-with-respect#40Executive Summary Improving Financial Health Data Employees Supply Chain Environment Governance Policies & Data tables Appendix Social - Data Security overview 1. Cyber is one of the top risks to the company and is central to protecting our business strategy. 2. Staying ahead of cyber threats and protect our data can only be accomplished by continuously advancing our cybersecurity capabilities. Experian is threat-focused so that it can respond to the ever-changing cyber landscape and be sustainable for the long-term. 3. Strong governance - bi-monthly executive reviews by Security and Continuity Steering Committee (SCSC) - CEO, CFO, COO, CIO, CISO and CRO 4. Culture of security with mandatory annual training for all employees, more frequent training for employees working with data 5. We have a multi-tiered approach to security: • . . Prevention - stopping Threat actors from entering the estate Detection – knowing if a Threat actor has entered the estate Mitigation minimising a Threat actor's ability to extract anything of value if they do enter the estate 6. Cyber Fusion Centre (CFC) coverage with 'follow the sun' capabilities, based in the US, UK and Malaysia. Combines threat intelligence, incident response, threat detection, security automation and threat hunting. 7. DevSecOps builds security into the design of the product during the development phase HIPAA PCI DSS COMPLIANT 8. Robust security controls based on NIST frameworks 40 Experian Public ISO experian Healt lesurance Porobility Accounity Act ISONEC 27001:2013 CYBER ESSENTIALS PA Service O Organization Controf AICPA trol Reports SOC 2 Formerly SAS 70 Reports CERTIFIED PLUS#41Supply Chain Environment Governance Policies & Data tables Appendix Executive Summary Improving Financial Health Data Employees Social - Data Security - Governance and responsibility • 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. 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. 3 lines of defence risk management model: 1st line: day-to-day operations, applying internal controls (e.g. IT) 2nd line: oversight, internal assurance, strategies and policies (Global Security Office) o 3rd line: independent assurance (Internal Audit) Global Security Office On a daily basis data security is overseen by Chief Information Security Officer (leads GSO) Chief Risk Officer Group President of Global Technology Data Protection Officers experian. 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 Cyber Fusion 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. 41 Experian Public#42Executive Summary Improving Financial Health Data Social - Data Security – Technology • - Multi-tiered approach Multi-tiered approach to security: Employees Supply Chain Environment Governance Policies & Data tables Appendix Prevention - stopping threat actors from entering the estate Detection - knowing if a threat actor has entered the estate 。 Mitigation - minimising a threat actor's ability to extract anything of value if they do enter the estate The latter two are as important as prevention Cyber Fusion Centre (CFC) coverage with 'follow the sun' capabilities, based in the US, UK and Malaysia. Combines threat intelligence, incident response, threat detection, security automation and threat hunting. Major emphasis on automation and tools to improve efficiency, speed and efficacy DevSecOps model of product development increases the speed of development while ensuring a robust security discipline is followed We consistently maintain high standards in security. The Experian security program is certified by numerous industry and international certification bodies, including ISO 27001 (internationally recognised standard of security) High standards Experian holds external assurance accreditations: Texperian. PCI DSS compliant: USA, UK&I, Colombia, India, Australia, Brazil ISO 27001 for - - - - - North America Datacentres, UK&I Datacentres, and Tapad Marketing services Experian Data Quality Services India Credit Bureau Australia CIS, DA & Targeting Third Party Security Program Ascend One Platform Brazil Positive and Negative Data Services Global Security Administration team, responsible for administering logical access to systems SOC2 Type II - North America Datacentres, UK&I Datacentres North America: Automotive, ECS, Health, CIS, DA Fraud, Employer Services, Tapad marketing service, BIS & GVAP (Global Value added products) Hold Cyber Essentials Plus Certification, perform risk assessments against critical & external facing applications annually Others: AASAE3150 (Australia), ISAE 3402 (PowerCurve), TISAX (Automotive), FISMA (ESS products), HIPPAA/Hitrust (NA Health and ESS products) 42 42 Experian Public#43Executive Summary Improving Financial Health Data Employees Social - Data Security - Multi-layered approach Supply Chain Environment Governance Policies & Data tables Appendix Protecting our perimeter We have a defence-in-depth approach to protecting our critical data assets, which provides multiple layers of control and protection Perimeter scanning Scanning the perimeter for open access and scanning applications for cyber risks and regulatory compliance Firewall and Proxy Services 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 Cloud based scanning Scanning the cloud environments for inappropriate configurations for cyber risks Server protection Antivirus, host security, continuous reporting O I 23 43 Experian Public experian.#44Executive Summary Improving Financial Health Data Employees Supply Chain Environment Governance Policies & Data tables Appendix Social - Data Security - What is DevSecOps? DevSecOps • We use a DevSecOps approach to product development This 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. 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. 44 Experian Public Code Build Security is built in experian. Sec Release Plan Dev Test Ops Monitor Deploy Operate#45Executive Summary Improving Financial Health Data Employees Supply Chain Environment Governance Policies & Data tables Appendix Social - Data Security - Employee training All employees Higher risk roles experian. • • • 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 >300 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. Monthly campaigns using emails, posters and workshops to reinforce that security comes first in everything we do and raise awareness on specific security topics. Phishing Campaigns provide frequent global tests that our training to staff around not clicking on email links is successful. The aim of the phishing campaigns is to decrease the security risks due to social engineering attacks involving human manipulation and deception Those who work more closely with data receive more in depth training and are required to attend two courses annually. Additionally, depending on the roles and region, we offer specific training on data as it relates to healthcare data and personally identifiable information. 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 take 2-4 or more mandatory courses in a year. 45 45 Experian Public#46Executive Summary Improving Financial Health Data Employees Social - Data Security - Three Lines of Defence 46 Supply Chain Environment Governance Policies & Data tables Appendix experian. We follow the Three Lines of Defence approach to risk management. 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. Experian Public Board Audit Committee Executive management / Risk Management Committees First Line of Defence > Lines of business (regional and global) > Experian IT Services (EITS) > Corporate functions All employees have First Line responsibilities Second Line of Defence Third Line of Defence > Global Internal Audit > Global Risk Management > Global Security Office > Compliance > Business Continuity > Physical Security > Legal Governance teams have Second Line responsibilities Global Internal Audit has Third Line responsibilities#47Executive Summary Improving Financial Health Data Employees Supply Chain Environment Governance Policies & Data tables Appendix Social - Data Accuracy Bexperian. • 47 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 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. If data providers are unwilling to implement improvements to meet our standards we will no longer source data from them. Experian Public Monitoring data accuracy Our platforms enable us to monitor and measure data accuracy on a continuous basis. 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. • • 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. 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 www.experianplc.com/responsibility/treating-data-with-respect#4848 42 Executive Summary Improving Financial Health Data Employees Supply Chain Social - Data Accuracy - US Consumer Information Bureau Environment Governance Policies & Data tables Appendix experian. Data development overview A dedicated team is focused on receiving, loading and manging the accuracy of data from c.13,000 data furnishers. 1.2bn records updated every month 36K monthly furnisher submissions 98% updated within 24 hours Visible Key improvements We resolve conflicts and errors identifiable within the contents of the credit report 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 FOCUS AREAS Collection agencies * Data furnishers Medical accounts Public record collections 99.9% ACCURACY Further improvements ACHIEVMENTS: 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. GOING FORWARD: Credit Report Insights What May Be Helping Your Financial Prufia Your Crud Bore What May Be Hurting.. 700 REDUCE DISPUTES BY ENHANCING ACCURACY Continue to invest in enhancing Did you how you may instantly rise your FICO Score 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. Experian Public#49Executive Summary Improving Financial Health Data Employees Supply Chain Environment Governance Policies & Data tables Appendix Social - Data Accuracy - US Consumer Information Bureau - consumer credit report accuracy program experian. We review all delivered credit reports monthly for visible and consequential conflicts and errors Visible Conflicts and Errors Conflicts and errors identifiable within the contents of the credit report Consequential Conflicts and Errors Conflicts and errors likely to have a material impact on a consumer's credit score 49 49 Experian Public We have implemented improvement programs targeted at these identified errors, which have yielded rapid positive results. January 2016 98.3% accuracy · Identity Conflicts Non-Updating Data Error • Deceased Consumer Conflict • Generation Code Conflict Now 99.9% accuracy#50experian. Executive Summary Improving Financial Health Data Employees Supply Chain Environment Governance Policies & Data tables Appendix Social - Data Privacy 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 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 Data Principles 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. 50 50 Experian Public www.experian.com/privacy/#51Executive Summary Improving Financial Health Data Employees Supply Chain Environment Governance Policies & Data tables Appendix Social - Employees overview experian. Diversity, Equity, Inclusion Recruitment & retention Learning & Development UN Women's Empowerment Principles Yes signatory Attract world class talent Yes Training and career opportunities Yes Glassdoor score³ 4.4 offered to all employees Women in executive committee and their direct reports² 27% Voluntary employee attrition 11.9% Training with external certification offered Yes Total employee turnover 18.4% Favourable employee engagement 82% Women as % of senior leaders 34% Pay & benefits Health & wellbeing Women as % of mid-level leaders 36% Maternity leave (UK)4 Women in total workforce 44% Paternity leave (UK)5 Maternity leave (US)6 39 weeks 6 weeks 18-20 weeks Lost time injury frequency rate (per 1m hrs) 0.27 Employee Health & Safety policy Yes Diversity and inclusion employee groups 16 UK gender pay gap report published Yes Paternity leave (US)7 Flexible working hours Flexible work locations 12 weeks Whistleblowing protection policy Yes Yes Yes Freedom of association Yes Equal opportunity recruitment policy Yes For Board DEI metrics, see Board slide UK Living Wage employer Contracted employees eligible for bonus plan commission scheme Employees eligible for Sharesave Employees awarded LTIP8 Yes Anti-bullying & harassment policy 100% Yes 96% Mental health support and training 9% available for all employees (see slide) Yes Health and Safety policy 51 Experian Public 1. FY23 data unless specified 2. At 31 March 2023 3. As at March 2023 6. Full pay. 18 weeks for regular birth, 20 weeks for C-section 7. Full pay 4. Maternity and adoption leave pay is 26 weeks full pay + 13 weeks statutory pay 8. In June 2022 5. 6 weeks full pay#52Executive Summary Improving Financial Health Data Employees Supply Chain Environment Social - Employees - Attract and develop talent in an inclusive culture Governance Policies & Data tables Appendix experian. 52 52 Attracting world class talent Top 3 sourcing channels were; LinkedIn (67%), Glassdoor (14%), Experian global careers site (10%) Glassdoor rating now 4.4 Experian global careers site had 292,000 unique visitors in FY23. Expand early-in-careers programmes to develop young, diverse talent UK&I doubled No. of graduates & apprentices in 2022 cohort to >100, have strengthened relationships with local schools and universities to support STEM students Continue to use SmartRecruiters global applicant-tracking system. Supported 949,000 global applications and helped us facilitate 5,575 hires. Experian Public High-performance culture High performance focus at all levels Launched Leadership Exchange - an online portal with access to on- demand development and support. Refreshed Experian Business Network leadership programme Launched a new CEO Forum which offers development support and access to top leaders within Experian Career Hub - a world-class digital curriculum for our people, a one-stop shop for career development needs 2nd Global Careers Week in Jan 2023, attended by 13,000 employees In FY23 27.7% of our people moved jobs internally, up from 18.9% in FY22 Diverse and inclusive culture Introduced a global voluntary self-ID programme "Count me in", so we can make more-informed decisions on inclusivity and representation Expanded benefits e.g parental leave in USA, UK and Spanish Latam, and menopause healthcare in UK&I Investing in technology to improve accessibility, launched Barrier-Free Experian campaign to make progress towards an inclusive and barrier-free workplace, and solutions for our people, customers and consumers with visible or non-visible disabilities New Global Wellbeing Hub, to showcase our commitment to providing a psychologically safe and healthy environment#53Executive Summary Improving Financial Health Data Employees Supply Chain Environment Governance Policies & Data tables Appendix Social - Employees - Talent development opportunities at all levels 33 53 Senior Leaders High Performance Masterclass + Amplify CEO Forum Accelerate Ambition Experian Ambition Senior Managers Business Programme Network Middle Managers All Line Managers Emerging Leaders Programme New Leader Programme Elevate Performance Modules Elevate Learning All Employees / GetAbstract / Development Guides Accelerated Development Programmes for women, e.g. ADP, WILD, Choice Experian Public Texperian.#54Executive Summary Improving Financial Health Data Employees Supply Chain Environment Governance Policies & Data tables Appendix Social - Employees - Culture experian. 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: 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. Innovate To Grow 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 '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. Safeguard our Future Value Each Other At Experian, each one of us acts as a guardian for the protection of data, information, assets and our people to safeguard our future. We make Experian a great place to work. We treat each other with respect, trust and integrity. 54 54 Experian Public#55Executive Summary Improving Financial Health Data Employees Supply Chain Environment Governance Policies & Data tables Appendix Social - Employees - Diversity, Equity and Inclusion (DEI) Overview Diversity, equity and inclusion (DEI) is essential to our purpose of creating a better tomorrow, together, by making positive changes in the world and supporting efforts to close the financial wealth gap of underserved communities. We support and encourage expressions of diversity, including thought, style, sexual orientation, gender identity or expression, race, ethnicity, disability, culture and experience. Our Global Chief DEI Officer leads our DEI strategy, which focuses on our people, our clients, consumers and communities. Regional CEOs and business unit leaders are accountable for implementing the accompanying Diversity Action Plans and monitor progress at quarterly business reviews. DEI is also part of our wider sustainable business strategy and ESG agenda, overseen by our executive-level ESG Steering Committee. Inclusive leadership is a key element of our new Leadership Exchange development programme. 55 Experian Public Our 5 key focus areas for DEI Our executive committee has 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. 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 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 FY23 we launched our 'Count Me In' progamme, a global voluntary self-identification programme. For further information, please see our 2023 DEI Report and DEI Key Principles experian. 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: % Women FY24 FY21 FY22 FY23 target ExCo & DRs 26% 27% 27% 30% Senior leaders 32% 33% 34% 40% Mid-level leaders 35% 36% 36% 42% Total workforce 44% 44% 44% 47% 4. Ensure accountability We hold annual strategic reviews chaired by our CEO focused on DEI. We 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.#56Executive Summary Improving Financial Health Data Employees Supply Chain Social - Employees - Mental health and wellbeing (1 of 2) Our commitment Experian is committed to providing a psychologically safe and healthy environment where all employees can achieve good mental wellbeing. We commit to providing support to improve individuals' mental health and wellbeing and create conditions under which every individual can thrive. We are committed to raising awareness, reducing stigma, and fostering a preventative and open culture around mental health. We believe it is imperative that all our employees have the same level of support, training, and a proactive senior leadership both globally and regionally. Executive sponsorship Our commitment is set by our CEO, supported by our global mental health sponsor, the CFO, and delivered by our Global Chief DEI Officer. Lloyd Pitchford, CFO, is the Global Mental Health Sponsor, and is closely involved in shaping mental health communication and resources. • Our approach Educate Raise awareness, reduce stigma, and foster a preventative and open culture around mental health Equip - Equip our people with tools and resources needed to proactively support their wellbeing Empathise - Offer consistent and empathetic support for all people 56 Experian Public Overview Environment Governance Policies & Data tables Appendix Resources & training We implement our commitment through a wide range of initiatives, programmes, training, and access to support. We provide employees with access to the following services, which are available throughout an individual's career (i.e. recruitment, on-boarding, career development, review cycles and, when applicable, return to work): • • • . • • • • Global Wellbeing Hub with regional support signposting Regional Wellbeing Hubs and Employee Assistance Programmes Global community of Mental Health First Aiders (MHFA) Searchable Global Mental Health First Aider Database 'Your Mind Matters' Week - Experian's Annual Global Mental Health Initiative Regular employee communications and events on a wide range of wellbeing related topics e.g., mental health, stress, mindfulness, resilience, nutrition, menopause, financial health Assisting employees and wider communities in their financial health journeys through our products and education initiatives Matching employee donations to mental health organisations across the globe e.g. Mind, National Alliance on Mental Illness experian. Global Wellbeing Hub Our internal Global Wellbeing Hub provides all employees access to the complete suite of health and wellbeing resources in an easily accessible manner. The site enables our teammates in different regions to quickly and easily understand what wellbeing services are available to them in their area. Services can include telemedicine, video counselling and employee assistance programs. 'Your Mind Matters' Week We observe World Mental Health Day every October 10 with our own internal global mental health initiative, 'Your Mind Matters' Week where all employees are encouraged to discuss and share ideas about mental health and wellbeing. We produce mental health communications, and organise events and webinars on a wide range of wellbeing related topics. Supplemental resources Manager mental health support packs Wellbeing Pledges for email signatures Mindfulness Programmes Private medical insurance e.g. BUPA Wellbeing Principles toolkit - tangible examples of how to build a high trust culture, centred around psychological safety Manager training Imposter syndrome training for new joiners and early careers Life Events/Benefits map - wellbeing support different life stages See next page for further detail on our resources and training For further information, please see our Global Approach to Mental Health and Wellbeing#57Executive Summary Improving Financial Health Data Employees Supply Chain Environment Governance Policies & Data tables Appendix Social - Employees - Mental health and wellbeing (2 of 2) Resources & training (continued) Mental Health First Aiders We have a global community of Mental Health First Aiders (MHFA) who are equipped to support our colleagues who are experiencing mental ill-health or distress and connect them with support and relevant resources. Our MHFA volunteers are first responders, much like medical first aiders; their role is not to be therapists or counsellors, and they do not diagnose mental health conditions or provide ongoing support. Our Mental Health First Aiders are trained to: • • • • • • Spot the early signs and symptoms of mental ill health Start a supportive conversation with a colleague who may be experiencing a mental health issue or emotional distress Listen to the person non-judgementally Assess the risk of suicide or self-harm Encourage the person to access appropriate professional support or self-help strategies Escalate to the appropriate regional emergency services, if necessary Maintain confidentiality as appropriate Protect themselves while performing their role We have a global Experian Mental Health First Aider pledge that is communicated to all employees: "We will never think that your issue is too small or insignificant. And no mental health first aider will think that you are 'bothering them'. So, if you want to talk, please reach out. We are here for you. Because if it's important to you, it's important to us." Our progress Trained 2% of employees as MHFA, double our 1% target Achieved 79% globally across the Great Place To Work FY23 Wellbeing Index 85% of employees agree that Experian provides them with the right level of support around their wellbeing, up 2% since FY22 (June 2022, FY23 GPTW Survey) 76% of employees reported feeling mentally and physically well, up 2% in the last 12 months (February 2022, Global Pulse Survey) 76% of employees agree that Experian is a psychologically and emotionally healthy place to work, up 4% since FY22 (June 2022, FY23 GPTW Survey) Mental Health First Aider MHFA England Corporate Mental Health Benchmark CCLA Awards experian. UK 100 2023 TIER 1 EMPLOYER Best Workplaces for Wellbeing in UK 2023 (Super Large Organisations) Best Workplaces™ for Wellbeing Super Large Organisations Great Place To WorkⓇ UK 2023 Gold Award for Mind Workplace Wellbeing Index 2021/22 Tier 1 in CCLA 2023 Corporate Mental Health Benchmark UK 100 (in top 4 in UK) mind Achieving Excellence Workplace Wellbeing Index 2021/22 GOLD THIS CAN HAPPEN AWARDS GLOBAL ALLEN & OVERY We trained 2% of our as Mental Health First Aiders in FY23, double our 1% target Winner of 'Best Mental Health in the Workplace Strategy' at This Can Happen Awards 2022 Winner This Can Happen Awards 2022 Best Mental Health in the Workplace Strategy: MULTINATIONAL IMPLEMENTATION Experian Global CLASS WINNER experian. IOIC Awards 2022 57 Experian Public For further information, please see our Global Approach to Mental Health and Wellbeing 'Best Wellbeing Programme' at loIC Awards 2022#58Executive Summary Improving Financial Health Data Employees Supply Chain Environment Governance Policies & Data tables Appendix Social - Employee - family friendly policies experian. • • • • • • • It's important to us that we offer a great work-life balance to all our employees and support them and their families through significant moments in their lives. We typically aim to provide leave and benefits that are aligned to best practice in each market, but importantly reflect our company culture and our position as a responsible employer. We regularly review these and have made a number of enhancements in recent years. Below are some of the family friendly policies we offer in our three largest countries. USA We believe that a parent's time away from work to be with their new child is important. This includes birth mothers and fathers, non-birth mothers and fathers, and parents of adopted or foster children. Maternity leave up to 20 weeks fully paid leave for birth mother Paternity leave - 12 weeks of fully paid leave for all other eligible parents. Adoption / foster leave - 12 weeks of fully paid leave Paid leave can be taken anytime within 6 months of the birth or placement of the child and can be taken intermittently. A 'baby box' is sent to new parents which welcomes their new child with several Experian baby gifts. Fertility support - we provide expanded coverage and direct support for fertility and family-building care through our partnership with Kindbody. This includes coverage for fertility treatment and adoption and surrogacy services. Family Care Leave - 6 weeks fully paid leave for employees to care for a family member who has a serious health condition, including their children. Bereavement leave 10 days paid leave, including for 'chosen family'. Brazil Experian Top 100 Globally for gender equality in 2023 ▲ EQUILEAP Maternity leave - 180 days total (120 days standard entitlement + 60 days1 extra). Paternity leave - 20 days total (5 days standard entitlement +15 days extra). Adoption leave - same as maternity and paternity leave Pregnancy loss - paid leave of 14 days for miscarriage. From 23rd week of pregnancy, if the baby is stillborn, the mother is entitled to 120 days paid leave. "Programa Cuidar - Take Care Program" for parents (biological or adopting) which includes: 。 Call with a nurse to answer future parents' questions 。 Course for getting ready for baby (including fears and expectations, mother's health, first aid and baby health etc) 。 Egg freezing - partnership with an egg freezing clinic gives employees a 50% discount Adoption support of a Social Worker to assist them. Return to work - Social Assistance where a social specialist calls before the return of each mother to assist with their return and help with any questions they have. Proper environment for returning mothers to collect and store breast milk 2023 30 Best CEOS for Top 30 Employer WOMEN for Working Families 2023 • • • . • • • • UK FORTUNE Best Workplaces™ for Parents Great BEST Place WORKPLACES FOR WOMEN" To Work USA 2022 2021 Maternity leave - 39 weeks total - 26 weeks fully paid leave, plus 13 weeks statutory pay. Paternity leave - 6 weeks fully paid leave. Neo-natal leave - employees giving birth before 37 weeks entitled to fully paid leave until the date they would have been 37 weeks pregnant, when maternity leave begins. Pregnancy loss - 2 weeks paid leave for miscarriage or medical termination, for both parents. Fertility leave - 8 days/yr paid leave, for both parents. Fertility treatment - allowance included in health plan. Adoption leave - 26 weeks fully paid leave, up to 52 weeks leave in total. Short periods of leave - up to 5 days/yr paid leave to support dependants, personal emergencies etc. Career breaks - 3-12 months unpaid leave. Return to Work Mentoring Programme - returning employees can benefit from 1:1 mentoring, matched with a mentor to ensure they get the best support. All mentors have children, returning to work in the last 6 years. Return to Work Buddy Scheme - employees are grouped with others that have returned to work at the same time. Allows for informal exchange of information, support and advice during the return-to-work phase 58 Experian Public 1. Member of 'Programa Empresa Cidadã - Citizen Company Program' • • Dedicated space to collect & store breast milk (main offices) Member of 'Working Families', UK's leading work-life balance charity, which aims to help working parents & carers and their employers find a better work-life balance.#59Environment Governance Policies & Data tables Appendix Executive Summary Improving Financial Health Data Employees Supply Chain Social - Recruiting diverse talent & supporting our employees National Urban League UNIDOSUS STRONGER COMMUNITIES. STRONGER AMERICA. Disability:IN Your business partner for disability inclusion. experian. ✓ disability confident COMMITTED BUSINESS IN THE COMMUNITY The Prince's Responsible Business Network In support of WOMEN'S EMPOWERMENT PRINCIPLES Established by UN Women and the UN Global Compact Office National Urban League (African Americans and other underserved urban communities), USA UnidosUS (Hispanic) member, USA Disability:IN - Disability Inclusion in Business global partner Disability Confident Committed employer, UK Business in the Community member, Race at Work Charter signatory, UK UN Women's Empowerment Principles global signatory AFROTECH GRACE HOPPER CELEBRATION ANITA B.ORG ndi NATIONAL DISABILITY INSTITUTE NDI - National Disability Institute member, USA Business Disability Forum Member Business Disability Forum Building disability-smart organisations Business Disability Forum member, UK INVESTING ETHNICITY Investing in Ethnicity member, UK women in data Women in Data gold partner, UK Afrotech (Black community) member, USA Grace Hopper Celebration (women and non-binary technologists) member, USA Ascend PAN ASIAN LEADERS Ascend (Pan-Asian) member, USA 59 Experian Public OUT & EQUAL Out & Equal (LGBTQ) member, USA </> TECHTALENT CHARTER: SIGNATORY Tech Talent Charter (diversity in technology) signatory, UK Stonewall DIVERSITY CHAMPION Stonewall Diversity Champion (LGBTQ), UK NEURODIVERSITY IN BUSINESS Neurodiversity in Business (NiB) member, UK We are a Living Wage Employer Living Wage employer, UK HALO -HAIR CODE- Workplace Halo Code (for Black hair) * mind Mind (mental health) index participant, UK working families Working Families member, UK Committed to being a menopause friendly employer Menopause friendly employer, UK PROUD to display the BADGE#60Executive Summary Improving Financial Health Social - Employer awards Best CEOS for DIVERSITY 2023 Data Employees Supply Chain Environment Governance Policies & Data tables Appendix Best Company WORK-LIFE BALANCE Best Company CAREER GROWTH Linkedin TOP COMPANIES 2023 2023 serasa experian. Stonewall experian. LGBTQ+ INCLUSIVE EMPLOYER SILVER AWARD 2023 □ BEST HUMAN RIGHTS CAMPAIGN FOUNDATION PLACES TO WORK 2022 for LGBTQ+ Equality 100% CORPORATE EQUALITY INDEX ARMED FORCES COVENANT DEI EMPLOYER RECOGNITION SCHEME GOLD AWARD BEST PLACE TO WORK FOR DISABILITY INCLUSION 100% DISABILITY EQUALITY INDEX top EMPLOYER BRASIL BRAZIL 2023 CERTIFIED EXCELLENCE IN EMPLOYEE CONDITIONS LEADERSHIP DEI AWARDS RECIPIENT top EMPLOYER UNITED KINGDOM 2022 CERTIFIED EXCELLENCE IN EMPLOYEE CONDITIONS top EMPLOYER DEUTSCHLAND GERMANY 2023 CERTIFIED EXCELLENCE IN EMPLOYEE CONDITIONS NON-LENDER Experian Top 100 Globally for gender equality in 2023 EQUILEAP VANITA B.ORG Top Companies for Women Technologists LEADER 2023 mind Achieving Excellence Workplace Wellbeing Index 2021/22 GOLD 2023 30 Top 30 Employer for Working Families THIS CAN HAPPEN AWARDS GLOBAL Winner ALLEN & OVERY This Can Happen Awards 2022 Best Mental Health in the Workplace Strategy: MULTINATIONAL IMPLEMENTATION experian Experian Global Employee benefits AWARDS experian WINNER BEST FINANCIAL WELLBEING STRATEGY 2022 Great Great Great FORTUNE FORTUNE Place Place To To Place To WorkⓇ Work.Ⓡ Certified JUL 2022-JUL 2023 USA TM Certified JUN 2023-JUN 2024 UK TIM WorkⓇ Certificado Fev/2021 - Fev/2022 BRASIL 100 BEST BEST COMPANIES TO WORK FOR* 2023 WORKPLACES FOR MILLENNIALS™ 2022 FORTUNE BEST WORKPLACES IN FINANCIAL SERVICES & INSURANCE™ 2022 FORTUNE BEST WORKPLACES FOR WOMEN™ 2021 Best Workplaces™ Super Large Organisations Great Place To Work. Best Workplaces™ Melhores Empresas para Trabalhar Tecnologia da Informação in Tech Great Place Great Place To UK UK 2023 To BRASIL Work 2023 Work. 2022 Best Best Workplaces™ for Parents Great Place Workplaces™ for Women Great Best Workplaces™ for Wellbeing Super Large Organisations Great Place Place To USA To UK To UK WorkⓇ 2022 Work. Work 2023 2023 60 Experian Public www.experianplc.com/about-us/awards SM#61Executive Summary Improving Financial Health Data Employees Supply Chain Environment Governance Policies & Data tables Appendix Social - Supply chain overview experian. Key points Suppliers must comply with our Supplier Code of Conduct Yes All company policies including Supplier Code of Conduct aligned with UN Universal Declaration of Human Rights Yes Standards Modern Slavery Statement (link) 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. Member of the Slave-Free Alliance Yes Supplier Code of Conduct (link) Actively engage in social supply chain management Yes i. Have Supplier Diversity Programme Yes ii. iii. Experian requires all suppliers to adhere to Experian's Supplier Code of Conduct, which cover these 10 areas. See details on the next slide. Minimum age No forced labour Health and safety iv. Free to join trade unions V. No discrimination Supplier Diversity Programme (link) vi. Dignity & respect As part of our supplier diversity programme in North America we support businesses owned by diverse groups, as certified by these organisations: vii. ix. Collecting bargaining viii. Working hours & minimum wage Protect environment • WBENC - Women's Business Enterprise National Council X. No bribery & corruption . NMSDC National Minority Supplier Development Council • Disability: IN-Disability Inclusion in Business 61 ⚫ NGLCC - US National LGBT Chamber of Commerce • NaVOBA - National Veteran-Owned Business Association SBA US Small Business Association Experian Public Whistleblowing service (link to global confidential helpline) People working for, or engaging with either our business directly, or our suppliers, and are exposed to anything which does not align with our Supplier Code of Conduct, can use our Whistleblowing service to confidentially report this concern. This includes suppliers, customers and other third parties.#62Executive Summary Improving Financial Health Data Social - Supplier Code of Conduct Employees Supply Chain Environment Governance Policies & Data tables Appendix experian. 62 Supplier Code of Conduct 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: (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; (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); (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). Experian Public www.experianplc.com/responsibility/esg-reporting-hub#63Executive Summary Improving Financial Health Data Employees Supply Chain Environment Social - Supplier diversity programme & other supply chain memberships WBENC WOMEN'S BUSINESS ENTERPRISE NATIONAL COUNCIL Disability:IN Your business partner TM JOIN FORCES. SUCCEED TOGETHER. WBENC - Women's Business Enterprise National Council corporate member NMSDC NMSDC National Minority Supplier Development Council corporate member for disability inclusion. Disability:IN - Disability Inclusion in Business global partner NaV BA NATIONAL VETERAN-OWNED BUSINESS ASSOCIATION U.S. Small Business SBA Administration NaVOBA - National Veteran- Owned Business Association SBA US Small Business Association 63 Experian Public Prompt Payment Code Prompt Payment Code signatory www.experian.com/diversity/supplier-diversity Governance Policies & Data tables Appendix Texperian. nglcc National LGBT Chamber of Commerce NGLCC National LGBT - Chamber of Commerce corporate partner S SLAVE-FREE ALLIANCE Working Towards a Slave-free Supply Chain Slave-Free Alliance founding member#64Executive Summary Improving Financial Health Data Employees Supply Chain Environment Governance Policies & Data tables Appendix Environment overview 64 experian. 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 1 & 2 remaining emissions offset 60% CO2 emissions Reporting & recognition CO2e in 000s tonnes 188.2 Report in line with TCFD, public supporter TCFD Scope 1 and 2 CO2e emissions since 2019 base line year -65% CDP Climate Change score 'A-' 'Leadership band' (2022) A-CDP Energy CDP Supplier Engagement Rating 'A' (2022) A- CDP % of energy used that is electricity Electricity from renewable sources Total energy use YoY 92% 62% -8% Named as one of the Financial Times' Europe Climate statista FT FINANCIAL CLIMATE LEADERS 2023 Leaders in 2022 and 2023 DRIVING AMBITIOUS CORPORATE CLIMATE ACTION Total energy use per $1m revenue YoY Office energy use per $1m revenue YoY -13% -18% 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, see certificate SCIENCE BASED TARGETS 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 Developing a Net Zero Transition Plan, in line with the UK's draft Transition Task Force Framework Plan to remove the vast majority of avoidable single use plastic from our direct operations over the course of FY24 and FY25 Data centre energy use per $1m revenue YoY -8% Contributing to SDG 13 UN SDG target 13.2 Integrate climate change measures into national policies, strategies and planning TIMES 4 sites with ISO 14001:2015 certification (in UK & Bulgaria, with principles followed globally at all sites) Memberships 13 CLIMATE ACTION We Mean Business Coalition WE MEAN BUSINESS COALITION Organlation Standar ISO 14001:2015 Experian Public www.experianplc.com/responsibility/protecting-the-environment 1. Carbon neutral commitment 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. 2. Metrics are for FY23 unless specified#6565 55 Executive Summary Improving Financial Health Data Environment – carbon emissions data Employees Supply Chain Environment Governance Policies & Data tables Appendix Bexperian. Scope 1 and 2 emissions Scope 1 emissions Scope 2 emissions (market-based) Total Scope 1 and 2 emissions Scope 3 emissions Unit 2023 2022 2022 2021 2020 2019 restated³ 000s tonnes CO2e 2.8 2.5 2.5 2.2 3.0 3.6 000s tonnes CO2е 7.3 13.9 13.9 14.3 22.1 25.6 000s tonnes CO₂e 10.1 16.4 16.4 16.5 25.1 29.2 Unit 2023 2022 2022 2021 2020 2019 restated³ Purchased goods and services¹ 000s tonnes CO₂e 130.9 125.7 412.0 350.9 378.9 357.4 Fuel-and-energy-related activities¹ 000s tonnes CO₂e 6.1 6.3 6.3 3.9 4.2 6.2 Business travel¹ 000s tonnes CO₂e 7.5 1.8 1.8 0.32 15.2 49.1 Upstream leased assets 000s tonnes CO₂е 6.3 8.3 45.3 35.4 31.0 17.5 Capital goods 000s tonnes CO2е 7.2 19.1 40.8 40.4 31.4 31.2 Employee commuting Investments Waste generated in operations Total Scope 3 000s tonnes CO₂e 19.7 17.8 17.8 13.7 24.8 24.6 000s tonnes CO₂e 0.3 0.5 8.6 8.9 7.7 4.3 000s tonnes CO2е 0.1 0.3 0.3 0.4 0.2 5.2 Subset of emissions within our Scope 3 science-based target (Purchased Goods and Services, Business Travel, and Fuel-and-energy-related activities) 000s tonnes CO₂e 000s tonnes CO₂e 178.1 179.8 532.9 453.9 493.4 495.3 144.5 133.8 420.1 355.1 398.3 412.6 Total Total Scope 1, 2 and 3 emissions 1 Scope 3 emissions within science-based target. 2 The business travel figure for FY21 only includes emissions from air travel Unit 2023 2022 2022 2021 2020 2019 restated³ 000s tonnes CO₂e 188.2 196.2 549.3 470.4 518.5 524.5 © Experian Public 3 In 2023 we have upgraded our Scope 3 methodology, from using a purely spend-based analysis to also including actual supplier emissions data. We are therefore restating our 2022 Scope 3 figures using the same methodology, to provide comparable figures, resulting in restated figures for Purchased Goods and Services, Upstream leased assets, Capital goods, and Investments. Please refer to our 2023 Carbon Reporting Principles and Methodologies for further detail.#66Executive Summary Improving Financial Health Data Employees Supply Chain Environment Governance Policies & Data tables Appendix Environment - reducing our carbon footprint - scope 1 and 2 • Reducing energy consumption Flexible approach to employees' work places has allowed us to reduce and consolidate office space in our portfolio. Less electricity and gas needed to light, heat and cool our offices. Upgraded lighting at some offices in Brazil and UK, optimised aircon for fewer people in US offices. Transformation of London hub (below) included maximising natural light, more energy efficient lighting and monitors, and installing high-tech connectivity tools in meeting & conference rooms to reduce the need for travel by enhancing the experience of virtual meetings. Moved to new corporate headquarters in Ireland, certified as a nearly zero-energy building (NZEB) and achieved a LEED (Leadership in Energy and Environmental Design) Platinum score. 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 FY23 62% of total electricity used was renewable, mainly RECS (renewable energy credits). • In UK 100% of electricity used in our own or controlled buildings (e.g. Fairham data centre) is from renewable energy contracts. Cardinal Place, our London office, is now 100% on renewable energy. Now purchase RECS (renewable energy credits) for 100% of electricity consumed at our North America datacentres (Allen & McKinney). Installed solar panels at São Carlos, Brazil (below). More on-site installations planned for FY24. 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. Bexperian. 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 (as discussed on the next page). 66 99 Experian Public MYKONOS MUSE www.experianplc.com/responsibility/protecting-the-environment 7013#6790 67 Executive Summary Improving Financial Health Data Employees Supply Chain Environment Governance Policies & Data tables Appendix Environment - reducing our carbon footprint - scope 3 • • Scope 3 emissions experian. We have estimated our total end-to-end emissions for FY19, 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 FY19, or 68% of total emissions). Reducing these emissions is therefore a major focus of our carbon neutral transition plan. In 2022 we scored 'A-' in CDP Supplier Engagement Rating • A- We're engaging with our suppliers to reduce the indirect impact of the products and services we procure. In 2021 we scored 'A' in CDP Supplier Engagement Rating and were named a CDP 'Supplier Engagement Leader' for score being in top 8% of companies • CDP SUPPLIER ENGAGEMENT LEADER 2021 Experian Public As a Supplier Engagement Leader, we're taking action to measure and reduce environmental risks within our supply chain • • FY24 is our second year using CDP to obtain emissions data and sustainability strategies from our top suppliers. In FY23 we obtained emissions data from suppliers covering 32% of global spend. 24% of suppliers (by spend) have science-based targets, we'll increase this. Having already engaged directly with our largest suppliers to understand their climate strategies, commitments and targets, we're now also engaging directly with the next tier down - significant suppliers who don't currently submit to CDP. This engagement will lead to the identification of 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'll update our supplier code of conduct and supplier contracts to require emissions data and targets. www.experianplc.com/responsibility/protecting-the-environment . • 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, our business travel emissions were 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 we will not return to previous levels.#68Executive Summary Improving Financial Health Data Employees Supply Chain Environment Governance Policies & Data tables Appendix Environment – carbon offsetting 68 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. 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, 40% in FY22, 60% in FY23, and will offset 80% for FY24 and 100% for FY25. Experian Public Our requirements for offsets 1) Be certified by recognised carbon standard, e.g. Verified Carbon Standard (VCS), and the carbon credit is retired and removed from the governing registry for each reporting year. 2) Preferably be certified to a Gold level with the Climate, Community and Biodiversity (CCB) Standard. 3) Preferably a community-based project that supports our sustainable business strategic priority of Improving Financial Health for all. 4) Contribute to the Sustainable Development Goals (SDGs) that our business supports: o 1.4 - No Poverty; 。 8.10 - Decent Work and Economic Growth; o 9.3 Industry, Innovation and Infrastructure. 5) Preferably projects are located within a geography where Experian operates, and where the current lack of infrastructure would prevent us from achieving carbon reductions locally. www.experianplc.com/responsibility/protecting-the-environment • Bexperian. Our carbon offsetting project We have invested in a Verified Carbon Standard (VCS) offsetting project in Kenya that not only avoids carbon emissions, but also supports climate adaptation, promotes biodiversity, brings added value to communities and contributes to 11 SDGs 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 Verified Carbon Standard (VCS) standard. 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. This project itself has expanded to protect over 500,000 acres, which includes the protection of over 50 species of large mammals, 20 species of bats and over 300 species of birds. The project also protects a variety of IUCN Red Listed species including over 2,000 African elephants.#69Executive Summary Improving Financial Health Data Employees Supply Chain Environment Governance Policies & Data tables Appendix Environment - TCFD reporting experian. Our Task Force on Climate-Related Financial Disclosures (TCFD) statement sets out our commitment to mitigating climate-related risks and harnessing opportunities for our products and business to support wider climate action. This table indicates where the relevant information can be found in our FY23 Annual Report. 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. Governance Disclose the organization's governance around climate-related issues and opportunities. a) Describe the board's oversight of climate-related risks and opportunities. b) Describe the management's role in assessing and managing climate-related risks and opportunities. Strategy Pages 39 and 56 Pages 39 and 56 Disclose the actual and potential impacts of climate-related risks and opportunities on the organization's business, strategy and financial planning where such information is material. a) Describe the climate-related risks and opportunities the organization has identified over the short, medium, and long term. b) Describe the impact of climate-related risks and opportunities on the organization's businesses, strategy, and financial planning. Pages 57-59 Pages 57-59, 152 c) Describe the resilience of the organization's strategy, taking into consideration different climate-related scenarios, including a 2 C or lower scenario. Risk management Pages 57-59 Disclose how the organization identifies, assesses and manages climate-related risks. a) Describe the organization's processes for identifying and assessing climate-related risks. b) Describe the organization's processes for managing climate-related risks. c) Describe how processes for identifying, assessing and managing climate-related risks are integrated into the organization's overall risk management. Metrics and targets Disclose the metrics and targets used to assess and manage relevant climate-related risks and opportunities where such information is material. a) Disclose the metrics used by the organization to assess climate-related risks and opportunities in line with its strategy and risk management process. b) Disclose Scope 1, Scope 2 and, if appropriate, Scope 3 GHG emissions, and the related risks. c) Describe the targets used by the organization to manage climate-related risks and opportunities and performance against targets. 69 Experian Public www.experianplc.com/responsibility/protecting-the-environment Pages 56-59, 80 Pages 56-59, 80 Pages 56-59, 80 Pages 57-62 Page 62 Pages 60-62#70Executive Summary Improving Financial Health Environment – biodiversity - Data Employees Supply Chain Environment Governance Policies & Data tables Appendix experian. We recognise that our operations impact on the environment in a number of ways, and we are committed to identifying, assessing and, accordingly addressing any environmental risks arising from our practices, including those related to biodiversity. . Why biodiversity matters to Experian Biodiversity refers to the variety of living organisms that make up our natural world. This includes all animals, plants, fungi, and other micro-organisms. An area rich in biodiversity provides ecosystem services to the natural world, human society, and our economic activities. Ecosystems with high biodiversity are generally stronger and more resilient to change than those with fewer species. • Climate change and biodiversity loss are interconnected, and impacting one affects the other. As global temperatures rise, plant and animal species will need to adapt to different environments in order to survive. Biodiversity loss reduces an ecosystem's ability to remove and store CO2, and potentially transforms what was a carbon sink into a carbon source. The IPCC reports that 10% of species are expected to face a high risk of extinction if global warming rises above 2 C. • 70 With sustainability central to what we do, and biodiversity loss and nature-related risks affecting the global economy, we need to understand better the role that we play as a business in this area, and how it could affect our overarching sustainability and ESG goals. Due to the nature of our business and operations we don't have a significant impact on global biodiversity loss. We are also not dependent on a specific ecosystem service for our business and economic activity to function. We do, however, recognise we are part of the global economy and even if it is not direct, we will indirectly have an impact on biodiversity loss. From a responsible business and an innovation perspective, we have been able to identify opportunities to prevent biodiversity loss and contribute to the protection of natural ecosystems. As a global business, we have the power and ability to influence change. Through regional and location-specific initiatives, we can have a positive influence on biodiversity across our global sites. Not only through biodiversity-led initiatives, but through the development of products and services, that contribute to the protection of the natural environment. Experian Public What have we done so far: • Our actions Carbon neutral commitment and science-based targets - Our commitment to reduce carbon emissions through the Science Based Targets initiative, and the reduction of our footprint is closely connected to the protection of biodiversity. Carbon Offsets - protecting against biodiversity loss in Kasigau corridor, Kenya. See carbon offsetting slide for details. Products and Services - Our Agribusiness in Brazil enables clients to assess and monitor their portfolio based on compliance with ESG regulations, including those related to topics such as deforestation, environmental and social violations, and banned and protected areas. In FY23 the platform helped clients assess more than 3 million agricultural producers across 234 million hectares of land in Brazil, including identifying properties with banned areas and areas with signs of deforestation to support supply chain transparency and risk mitigation. Regional responsible-business initiatives - vegetable allotments at offices, employee volunteers cleaning parks & beaches, webinars on protecting biodiversity. Improved the biodiversity around Nottingham (UK) office, with successional planting including meadow grass and local tree species, addition of ten beehives. What are we planning: Future reporting - reviewing the Taskforce on Nature-related Financial Disclosures (TNFD) and in the process of assessing our biodiversity-related risks and opportunities further using the LEAP framework. www.experianplc.com/responsibility/protecting-the-environment#71Executive Summary Improving Financial Health Data Employees Supply Chain Environment Governance Policies & Data tables Appendix Environment – water usage - experian. (1) Why water usage matters The UN states that: "Water is a dealmaker for the Sustainable Development Goals, and for the health and prosperity of people and planet. But our progress on water related goals and targets remains alarmingly off track, jeopardizing the entire sustainable development agenda." "Without a functioning, resilient water cycle for all people everywhere, human health and environmental integrity will always be threatened and a sustainable, equitable future will remain out of reach." (2) How we use water Being an information services company, we do not operate in a water intensive industry. However we recognise the need for all companies to address the urgent global water challenges. Data centres use different methods for cooling, one of which is to use water. Of the 4 major data centres that Experian runs, 2 use water for cooling. Water is used in our buildings in employee bathrooms and kitchens, but we judge this to be minimal. (3) Measuring water • For FY23 we have published water usage data for the first time. • We have provided data for the two Experian data centres that use water for cooling. • In FY23 our usage was 40,119 cubic metres. We will continue to report on this in future years. 71 Experian Public 00 • (4) Looking ahead We are currently part way through a technology transformation, migrating our data centres to the cloud. As this happens, the figures we report for our own water usage will come down. We recognise that third party data centres are significant users of water, used indirectly for electricity generation and directly through cooling. We don't expect water consumption data to be made available in the near term at a customer level. In the mean time we will be requesting information on water stewardship through our supplier engagement programme www.experianplc.com/responsibility/protecting-the-environment#72Executive Summary Improving Financial Health Data Environment - single-use plastic Employees Supply Chain Environment Governance Policies & Data tables Appendix . Cutting out single use plastics • In FY22 we carried out an assessment of our spend on single-use plastics in our controlled facilities over the preceding 3 years. This found 99% of single-use plastic items we buy are related to food and drink. • In FY23 we implemented a pilot programme at our largest sites to validate this assessment and establish a baseline for the amount of single-use plastic we use globally. • As a first step to eliminate as much single-use plastic as possible in facilities we control, we have identified five types of single-use plastic items: - food storage bags, stirrers, cutlery, water bottles, and other drinks bottles - that we aim to either eliminate completely or replace with renewable or reusable alternatives in the coming year (FY24). We have started publishing data on waste 72 Experian Public www.experianplc.com/responsibility/protecting-the-environment experian#73experian. Balanced Board2 Executive Summary Improving Financial Health Data Employees Supply Chain Environment Governance Policies & Data tables Appendix Governance - Board 137 42131 Board composition Board structure (11 directors in total)² Chair of Board (independent) CEO, CFO, COO 7 independent non-executive directors Independent Chair of Board Yes • Clear division of responsibilities Yes between the Chair and CEO Female Senior Independent Director² Yes Independent Board members 2,3 73% Women Board members² 45% Board performance Independent external evaluation of the Board's performance5 Functions extremely well, in line with first class corporate governance standards Board dynamics remain strong, demonstrating smoothness of recent transitions Alignment on challenges and risks facing Experian Was strong three years previously, now even better A 0 C B A. Chairman B. Executive C. Independent non-executive Ethnically diverse Board members 1,4 2 Meets Parker Review Committee Yes recommendation on ethnic diversity General Board tenure2 Meets FTSE Women Leaders Review on gender diversity Yes Voting rights for shareholders Equal Average Board tenure¹ 4.1 years Mandatory annual training for all employees: 100% independent Audit Committee Yes D • Code of Conduct 100% independent Remuneration Yes Committee³ • Security and Data E A. <1 year A B. 1 to <3 years C. 3 to 6 years D. 6 to 9 years 100% independent Nominations Committee Yes • Anti-Corruption B E. 9+ years Conflict of interest policy Yes 73 Experian Public 1. As at 31 March 2023 unless specified 2. From 31 March 2023 3. Includes Chairman (independent on appointment) 4. Meeting Parker Review definition 5. External Board evaluation occurs every 3 years, most recent was FY20#74Executive Summary Improving Financial Health Data Employees Supply Chain Environment Governance Policies & Data tables Appendix Governance - Executive remuneration Summary Executive remuneration linked to Group performance Long term focus - % of package linked to delivering long term strategic objectives. 65% 80% Benchmark EBIT 20% Revenue Pay for performance: balanced incentive structure drives both short term and sustainable long-term performance. Only exceptional performance delivers a consummate level of reward. Yes Shareholder alignment: co-investment feature of CIP further aligns with shareholder interests. Yes 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. Yes 50% Adjusted Benchmark EPS 1+ 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 74 Experian Public 1. TSR relative to FTSE100 Framework 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. 50% Cumulative Benchmark operating cash flow Co-Investment Plans The CIP is designed to incentivise cash discipline while the PSP is designed to incentivise shareholder returns. 50% Adjusted 25% ROCE + Benchmark EPS 25% TSR1 Performance Share Plan However, growth is the single most important aspect of our business strategy and therefore adjusted Benchmark EPS runs across both plans.#75Executive Summary Improving Financial Health Data Employees Supply Chain Environment Governance Policies & Data tables Appendix Governance - Chair and executive directors Mike Rogers Brian Cassin Lloyd Pitchford Bexperian. Craig Boundy Mike Rogers (58) Chairman, and Chair of the Nomination and Corporate Governance Committee Appointed to the Board July 2017, and as Chairman July 2019. Other current roles: non exec chair of Admiral Group plc and 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. 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 and NatWest Group plc. 75 Experian Public Brian Cassin (55) 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. 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. Ages as at 16 May 2023. Lloyd Pitchford (51) 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 roles at Mobil Oil. Lloyd sponsors Experian's Environmental, Social and Governance (ESG) and employee mental health programmes. Craig Boundy (48) Chief Operating Officer Appointed to the Board July 2022. Skills and contribution: Craig has excellent commercial and operational expertise, and will continue to progress Experian's journey of innovation-led growth. He has a strong commitment to fostering diversity, equity and inclusion within Experian, and is the global lead for Race and Ethnicity. Experience: Craig's roles at Experian have included Chief Executive Officer (CEO) of Experian North America, and Managing Director of Experian UK and Ireland. Previously, he was CEO and CEO Global Operations of Logica UK, Chief Operating Officer (COO) at Cable & Wireless' business in Europe, US and Asia, and Sales Director and COO at Energis. His early career was with BT.#76Executive Summary Improving Financial Health Data Employees Supply Chain Environment Governance Policies & Data tables Appendix Governance - Risk Management Our risk management governance structure experian. • 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. 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. 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. 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. 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. Security and Continuity Steering Committee (SCSC) is a sub-committee of the ERMC. Its primary responsibility is to oversee management of globalinformation security, physical security. and business continuity risks. Executive Risk Management Committee (ERMC) Comprises senior Group executives, including the executive directors and the Company Secretary. It oversees how we manage global risks. Assurance Steering Committee (ASC) is a sub-committee of the ERMC and oversees the development and implementation of the Group's assurance framework. 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. Regional Risk Management Committees (RRMC) oversee management of regional risks and feed up to the ERMC. Risk response Step 1 Step 2 Step 3 Risk identification Risk assessment Consider key business objectives > Identify principal risks > Identify key controls Assess controls Estimate likelihood, impact and velocity Consider legal, reputation and conduct exposure Accept or remediate current risk and control environment Determine corrective action if needed Step 4 Risk reporting & monitoring Business unit and regional level >RRMCs and ERMC Audit Committee 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. 76 Experian Public 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.#77Executive Summary Improving Financial Health Data Employees Supply Chain Environment Governance Policies & Data tables Appendix Governance of ESG (1 of 2) experian. Governance of ESG - We believe strong ESG performance can be a source of competitive advantage, as well as boosting our reputation and strengthening our relationships with all our stakeholders. Our ESG strategy helps us set targets and commitments, drive progress, and enhance transparency through our ESG reporting and disclosures. It is developed, approved, implemented and overseen through a robust governance structure. The Board oversees our ESG strategy and performance. Board members receive a written update on ESG activities ahead of every Board meeting, as well as an annual in-depth presentation from our Chief Sustainability Officer that educates them on the evolving global ESG context and provides a detailed update on our ESG strategy and performance. The Group Operating Committee reviews and approves our ESG strategy and targets, and receives regular updates on performance. The Chief Financial Officer is executive sponsor of our overall ESG programme 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. Our ESG Steering Committee, comprised of executive sponsors and workstream leaders and chaired by the Chief Financial Officer, meets six times a year to oversee our ESG agenda. It steers our strategy, metrics and targets, and helps to shape the priorities of our ESG programme. Topics discussed this year included: social impact initiatives, communications and engagement, data security and ESG in investor relations, as well as climate-related items. The ESG Steering Committee also regularly discusses and agrees appropriate responses to relevant market and regulatory developments and stakeholder needs, and their potential implications for our business and stakeholders. These are also monitored continually by our Sustainability, Investor Relations, Government Affairs, Finance and Corporate Secretariat teams. Our Chief Sustainability Officer is responsible for ensuring successful implementation of our ESG plans across all our workstreams. A central sustainability team and a network of regional leads, specialists and steering groups across the business manage our Social Innovation, community investment, health and safety, and environmental programmes and impact. 77 Experian Public#78Executive Summary Improving Financial Health Data Employees Supply Chain Environment Governance Policies & Data tables Appendix Governance of ESG (2 of 2) experian. Embedding ESG in innovation - Our innovation culture puts consumer and client needs first. Our five Strategic Focus Areas, three of which align closely with our sustainable business priority of improving financial health, inform our allocation of investment in innovation for core products. In addition, we invest in developing new products that are specifically designed to offer additional societal benefits, as well as creating revenue for our business, through our Social Innovation programme. The funding model for social innovation products is aligned with our global innovation framework. The Social Innovation programme is governed by a global steering committee facilitated by the Global Head of Social Innovation and chaired by the Group President of Experian Consumer Services North America. 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. We also have strict processes to ensure we build critical ESG considerations, such as data security, privacy and accuracy, into all our products and services. We extend our high standards to suppliers through our third-party risk management framework. Managing ESG risks - The Board and our Executive Risk Management Committee review our principal risks on an ongoing basis. Five of our eight 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 pages 57-59 of the FY23 Annual Report for details on climate-related risks and opportunities. See pages 78-85 of the Annual Report for more on our principal risks and risk management processes, including our Three Lines of Defence approach. Principal risk Data loss or misuse Legislative / regulatory change and compliance Resiliency Business conduct risk Talent acquisition and retention Related ESG topic/sustainable business priority Treating data with respect (data security) Potential to impact all – in FY23 particularly treating data with respect (data privacy) Potential to impact all – we monitor climate related risks that could impact on our Enterprise resiliency Working with integrity Inspiring and supporting our people 78 Experian Public#79Executive Summary Improving Financial Health Data Employees Supply Chain Environment Governance Policies & Data tables Appendix experian Section 3: Policies and Data tables https://www.experianplc.com/responsibility/esg-repoting-hub#80Executive Summary Improving Financial Health Data Employees Supply Chain Environment Governance Policies & Data tables Appendix Key policies and statements experian. Global Code of Conduct Global Data Principles Environmental Policy Diversity, Equity and Inclusion Key Principles Global Approach to Mental Health and Wellbeing Health & Safety Policy Supplier Code of Conduct Modern Slavery Statement Statement on Salient Human Rights Tax Policy UK Gender Pay Gap report UK Living Wage 60 80 Experian Public www.experianplc.com/media/4667/code-of-conduct.pdf www.experianplc.com/responsibility/treating-data-with-respect/ https://www.experianplc.com/media/4783/environmental-policy.pdf www.experianplc.com/media/4649/dei-key-principles.pdf www.experianplc.com/media/4650/global-approach-to-mental-health-and-wellbeing.pdf https://www.experianplc.com/media/4782/health-and-safety-policy.pdf www.experian.com/corporate/code-of-business-conduct https://www.experianplc.com/media/4692/modern-slavery-statement.pdf www.experianplc.com/media/4662/statement-on-salient-human-rights.pdf www.experianplc.com/media/4671/tax-policy.pdf 2022: www.experian.co.uk/content/dam/marketing/uki/uk/en/pdf/about-us/reports/2022-gender-pay-gap-report-uk.pdf 2021: www.experian.co.uk/content/dam/marketing/uki/uk/en/pdf/experian-gender-pay-gap-report-2021.pdf 2020: www.experian.co.uk/content/dam/marketing/uki/uk/en/pdf/about-us/reports/Experian GPG_Report_2020.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 www.livingwage.org.uk www.experianplc.com/responsibility/esg-reporting-hub#81Executive Summary Improving Financial Health ESG Performance Data Data Employees Supply Chain Environment Governance Policies & Data tables Appendix Texperian. Unless otherwise noted the data in this section reflects performance for the period of 1 April 2022 to 31 March 2023, which is referenced as '2023' in tables. You can access this same data in our ESG Performance Data file. Improving Financial Health - core products and social innovation Consumer profiles Unit 2023 2022 2021 2020 2019 2018 2017 2016 2015 Number of people with profiles in Experian's consumer bureaus Billions of people 1.46 1.41 1.28 1.20 1.00 0.95 0.93 0.86 0.82 Free access to credit scores USA Brazil Spanish Latam - Colombia and Peru Unit 2023 2022 2021 2020 2019 2018 2017 2016 2015 Millions of people 62 52 41 29.5 19 14 9 4 Millions of people 81 71 59 45 32 22 11 Millions of people 13 11 UK Millions of people 12 11 9.5 7.5 5.6 4 2 Total number of people using Experian to access their credit scores for free Millions of people 168 145 110 82 57 40 22 4 Limpa Nome Unit Value of debts on Limpa Nome for which consumers took up renegotiated offer Value of payments made to pay off renegotiated debts $bn Value of debt written off for consumers $bn $bn 0.1 0.4 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 2023 2022 2021 2020 2019 8.9 5.9 7.8 2.7 0.5 1.8 1.2 1.1 0.4 7.1 4.7 6.7 2.3 Social Innovation impact Unit 2023 2022 2021 2020 2019 2018 2017 Total revenue generated through social innovation products since 2013 (cumulative) Total people reached through social innovation products since 2013 (cumulative) $m 241 162 103 40 17 10 7 Millions of people 106 82 60 35 21 13 4 81 Experian Public www.experianplc.com/responsibility/esg-reporting-hub#82Executive Summary Improving Financial Health Data Employees Supply Chain Environment Governance Policies & Data tables Appendix Improving Financial Health - Community Investment United for Financial Health Unit Connections through United for Financial Health programme (cumulative) Millions of people 2023 113 2022 2021 87 35 Community investment data Texperian. Unit Charitable contributions Voluntary contributions US$ 000s 2023 2022 2021 14,622 14,072 10,319 Total from Experian % Benchmark PBT US$ 000s US$ 000s % 2020 2019 2017 8,424 8,536 7,746 6,959 5,969 3,017 1,807 1,726 2,724 2,160 1,625 1,435 1,770 17,639 15,879 12,045 11,147 10,696 9,371 8,394 7,739 1.06 1.03 0.95 0.89 0.75 0.68 2018 2016 2015 6,347 1,141 7,488 0.89 0.81* 0.61 *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. Community investment data (full breakdown) Unit 2023 2022 2021 2020 Funds from Experian plc US$ 000s 4,454 Financial donations and investments from Experian subsidiaries US$ 000s 7,486 Employee time volunteered US$ 000s 1,874 Gifts in kind US$ 000s 1,119 737 Management costs US$ 000s Total from Experian US$ 000s 2,705 17,639 2019 5,683 3,942 3,690 3,391 2,955 3,359 5,632 3,754 3,077 3,651 2,781 2,237 849 725 1,943 1,528 1,524 1,243 1,070 1,947 711 2,645 1,677 1,700 1,414 1,401 15,879 12,045 11,147 10,696 9,371 2018 2017 2016 2015 3,272 3,310 1,594 1,565 1,296 1,173 712 648 620 503 907 957 937 8,394 7,739 7,488 82 62 Experian Public www.experianplc.com/responsibility/esg-reporting-hub#83Executive Summary Improving Financial Health Data Employees Supply Chain Environment Governance Policies & Data tables Appendix Board - Gender, Ethnic diversity Bexperian. Board - Composition Total number of Board members Number of independent Board members¹ % independent non executive directors¹ Number of women % women on Board Unit 2023 2022 2021 2020 2019 2018 2017 2016 2015 number 11 11 11 9 11 12 10 10 12 number 8 8 8 6 7 8 6 6 8 % 73% 73% 73% 67% 64% 67% 60% 60% 67% number 5 4 3 3 3 2 2 4 % 45% 36% 36% 33% 27% 25% 20% 20% 33% Number of women in Board Senior Positions² number 1 Number of ethnically diverse directors on Board number 2 2 2 2 2 1 1 0 1. 2. Figures for FY23 as reported as at 31 March 2023. For prior years (2015 to 2022) figures are as per those in the annual reports, as at May each year 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 Senior positions on the Board comprise the Chair, Chief Executive Officer, Chief Financial Officer, and Senior Independent non-executive Board - Ethnicity Unit 2023 2022 2021 2020 2019 2018 2017 2016 2015 White British or other White (including minority-white groups) number 9 9 9 7 9 10 9 9 12 Mixed/Multiple Ethnic Groups Asian/Asian British Black/African/Caribbean/Black British Other ethnic group, including Arab Not specified / Prefer not to say Total number of ethnically diverse directors on Board Figures for FY23 as reported as at 31 March 2023. For prior years (2015 to 2022) figures are as per those in the annual reports, as at May each year number number 1 . . number I I 1 I 1 1 I 1 1 number 1 2 2 2 2 2 1 number . I - I . - - number 2 2 2 2 2 2 1 1 0 83 Experian Public www.experianplc.com/responsibility/esg-reporting-hub#84Executive Summary Improving Financial Health Data Board - Nationality, Age, Tenure Board - Nationality American Brazilian British Irish Board - Age 30 to 39 40 to 49 50 to 59 60 to 69 Board - Tenure < 1 year 1 to <3 years 3 to <6 years 6 to <9 years 9+ years Total number of directors Average board tenure 84 Experian Public Employees Supply Chain Environment Governance Policies & Data tables Appendix Unit 2023 number 3 number 1 number 6 number 1 experian. Unit number 2023 2022 2021 2020 2019 2018 2017 2016 2015 1 1 1 number 1 1 2 1 1 1 2 2 3 number 5 6 00 CO 6 5 CO 6 6 LO 5 6 6 number LO 5 4 3 2 3 4 ♡ Z 3 Unit 2023 2022 2021 2020 2019 2018 number 4 1 number 2 1 22 2 2 3 2 number 1 3 4 4 LO 3 5 number 3 3 2 3 4 1 number 1 3 1 1 2 number 11 11 11 11 12 4 years 16 years 35 years 9 Not Not Not number month months months disclosed disclosed disclosed www.experianplc.com/responsibility/esg-reporting-hub#85Supply Chain Environment Governance Policies & Data tables Appendix Executive Summary Improving Financial Health Data - Employees Group Operating Committee – Gender, Ethnic diversity Group Operating Committee - Gender Identity Men Men Women Women Unit 2023 number % 11 73 number 4 % 27 number % experian. Other Other Not specified / prefer not to say Not specified / prefer not to say number % Operating Committee includes the Chief Executive Officer, the Chief Financial Officer, the Chief Operating Officer and other members of executive management. This is aligned with the UK Financial Conduct Authority (FCA) 'Executive Management' metrics, as reported in the Annual Report Group Operating Committee - Ethnicity White British or other White (including minority-white groups Mixed/Multiple Ethnic Groups Asian/Asian British Black/African/Caribbean/ Black British Other ethnic group, including Arab Not specified / Prefer not to say Unit number number number number number number 2023 12 Operating Committee includes the Chief Executive Officer, the Chief Financial Officer, the Chief Operating Officer and other members of executive management. This is aligned with the FCA's 'Executive Management' metrics, as reported in the Annual Report Group Operating Committee and direct reports - Gender diversity Group Operating Committee and their direct reports Unit % women 2023 27% 2022 2021 27% 26% 2020 24% 2019 24% 2018 2017 25% 29% 85 Direct reports excludes administrative and support functions. 2023 and 2022 figures as 31 March. 2021 figure as at May 2021. Prior year figures are those submitted for Hampton Alexander Review during the financial year Experian Public www.experianplc.com/responsibility/esg-reporting-hub#86Executive Summary Improving Financial Health Data Employees Supply Chain Environment Governance Policies & Data tables Appendix Employees - Gender diversity Gender diversity by level (SASB SV-PS-330a.1) Senior leaders Total population of senior leaders (men & women) Mid-level leaders Texperian. Unit 2023 2022 2021 2020 2019 2018 2017 2016 2015 % women 34% 33% 32% 30% 31% 32% 30% 29% 28% number 1,068 1,016 869 806 762 718 710 681 680 % women 36% 36% 35% 35% 35% 35% 35% 35% 35% 44% 44% 44% 44% 44% 45% 45% 45% 44% Total workforce % women Senior leaders = EB1-EB6 (Senior Leadership/ leadership roles), Mid-tier leaders = EB7-EB8 (Senior career, experienced and managerial roles), Total workforce = EB1-EB12 (previous categories plus Administrative, junior and early/mid-career roles). Gender diversity by region North America Latin America UK & Ireland EMEA / Asia Pacific Total workforce 86 Unit 2023 2022 2021 2020 2019 2018 2017 2016 2015 % women 47 47 47 46 46 47 47 49 47 % women 45 44 45 47 48 50 50 47 49 % women 37 36 36 35 36 37 37 37 38 % women 44 44 45 45 44 N/A N/A N/A N/A % women 44 44 44 44 44 45 45 45 44 Experian Public www.experianplc.com/responsibility/esg-reporting-hub#87Executive Summary Improving Financial Health Data Employees - Ethnic diversity USA Employees Supply Chain Environment Governance Policies & Data tables Appendix Racial and Ethnic diversity in USA by year Asian Black or African American Hispanic or Latino White Unit 2023 2022 2021 2020 2019 2018 % 20.4 19.2 18.8 19.3 18.0 16.0 % 8.6 8.2 7.9 6.4 6.2 8.3 % 8.9 8.7 8.6 8.9 9.1 9.1 % 55.1 56.7 60.0 62.2 63.0 63.5 Other % 2.5 2.3 2.1 1.9 1.9 1.9 N/A % 4.4 4.9 2.5 1.4 1.8 1.1 Other includes Native American or Alaska Native, Native Hawaiian or Pacific Islander, and 'Two or More Races' classifications N/A includes not disclosed/available. experian. Racial and Ethnic diversity in USA by level in FY23 (SASB SV-PS-330a.1) Unit Asian Black or African Hispanic or Latino White Other N/A American Senior leaders % 15.7 1.8 4.0 72.8 1.7 4.0 Mid-tier leaders Total workforce % % 31.2 3.8 6.8 52.1 1.8 4.3 20.4 8.6 8.9 55.1 2.5 4.4 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 (Senior Leadership/ leadership roles), Mid-tier leaders = EB7-EB8 (Senior career, experienced and managerial roles), Total workforce = EB1-EB12 (previous categories plus Administrative, junior and early/mid-career roles). 87 Experian Public www.experianplc.com/responsibility/esg-reporting-hub#88Executive Summary Improving Financial Health Data Employees Supply Chain Environment Governance Policies & Data tables Appendix Employees - Ethnic diversity UK, Disability 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 Bexperian. Unit 2023 2022 2021 2020 2019 2018 2017 2016 2015 % 6.0 3.5 2.9 1.8 1.6 1.8 1.9 2.2 % 1.5 1.1 0.8 0.4 0.3 0.3 0.3 0.3 % 1.7 1.0 0.9 0.4 0.3 0.4 0.4 0.4 do do do % 37.6 23.4 20.0 24.8 26.2 26.9 27.5 29.9 % 0.0 0.0 0.2 % 53.2 71.0 75.2 72.7 71.6 70.5 69.9 67.2 Disability diversity Disabled Not disabled Unit 2023 % 3.1 % 42.6 I prefer not to say % 3.8 Not disclosed % 50.4 Data from employees in countries comprising 87% of Experian's global headcount 88 Experian Public www.experianplc.com/responsibility/esg-reporting-hub#89Executive Summary Improving Financial Health Employees - Age diversity Age diversity by year 16-24 25-34 35-44 45-54 55-64 65+ Age diversity by region in FY23 16-24 25-34 35-44 45-54 55-64 65+ 89 Experian Public Data Employees Supply Chain Environment Governance Policies & Data tables Appendix Bexperian. Unit 2023 2022 2021 2020 2019 2018 2017 % 6.4 6.4 4.6 5.4 6.1 6.9 7.4 % 34.2 34.4 34.4 36.5 36.2 36.3 37.0 % 31.7 31.6 32.4 31.7 31.4 31.1 30.4 % 18.4 18.5 19.3 18.1 18.1 17.8 17.7 % 8.3 8.1 8.4 7.4 7.3 7.0 6.9 % 1.0 1.0 0.9 0.9 0.9 0.9 0.8 Unit Total North America Latin America UK & Ireland EMEA / APAC % 6.4 4.1 11.6 6.0 4.9 % 34.2 27.8 43.5 29.1 39.5 % 31.7 28.3 32.3 32.5 36.6 % 18.4 23.2 10.2 23.5 14.8 % 8.3 14.5 2.3 8.5 4.0 % 1.0 2.2 0.1 0.4 0.2 www.experianplc.com/responsibility/esg-reporting-hub#90Executive Summary Improving Financial Health Data Employees Supply Chain Environment Governance Policies & Data tables Appendix Employees - Composition Employee population by region North America Latin America UK & Ireland EMEA / Asia Pacific Central TOTAL 2016 figures re-presented Texperian. Unit Number Number 2023 8,819 Number Number 3,908 3,989 Number 242 206 189 2022 2021 2020 2019 2018 8,697 7,016 6,645 6,666 6,583 5,280 4,606 3,328 3,276 3,109 3,184 3,615 3,240 3,313 3,497 3,589 3,742 3,651 2,806 180 199 3,707 3,150 193 2017 2016 6,245 5,867 3,187 3,021 3,031 3,632 3,455 3,569 2,615 2,655 3,229 159 157 2015 6,691 158 Number 21,607 20,657 17,835 17,324 16,707 16,495 15,838 15,156 16,677 Employee composition (SASB SV-PS-000.A) Unit 2023 2022 2021 2020 2019 2018 Permanent full-time employees % 93 92 93 94 93 93 Permanent part-time employees % 5 3 3 3 Temporary employees Contractors % 3 3 4 4 4 3 % 0 0 0 0 0 06 90 Experian Public www.experianplc.com/responsibility/esg-reporting-hub#91Executive Summary Improving Financial Health Data Employees Supply Chain Environment Governance Policies & Data tables Appendix Employees - engagement, health & safety Bexperian. Employee engagement (SASB SV-PS-330a.3) Employee engagement Unit % 2023 82 2022 2021 2020 78 76 2019 75 2018 76 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. Employee turnover (SASB SV-PS-330a.2) Voluntary employee turnover rate (attrition) Involuntary employee turnover rate Total employee turnover Unit 2023 2022 2021 2020 2019 2018 2017 2016 2015 % 11.9 16.1 10.1 11.6 12.3 11.0 11.5 13.0 14.9 % 6.4 5.5 6.3 7.2 8.5 10.6 10.2 9.8 11.4 % 18.4 21.7 16.5 18.8 20.8 21.6 21.7 22.8 26.3 Accidents with and without absence and number of lost days in FY23 Unit North America Latin America UK & Ireland EMEA / Asia Pacific Total workforce Number Number Number Number Number Accidents with absence Accidents with no absence Total number of accidents Lost days 9 1 10 197 3 0 3 159 0 3 3 0 0 0 0 12 16 356 Lost time injury frequency rate Lost time injury frequency rate Unit 2023 2022 2021 2020 2019 2018 2017 2016 2015 Per 1m hrs worked 0.27 0.27 0.20 0.49 0.34 0.52 0.52 0.80 0.69 Total number of accidents with absence per one million hours worked 91 Experian Public www.experianplc.com/responsibility/esg-reporting-hub#92Executive Summary Improving Financial Health Data Employees Supply Chain Environment Governance Policies & Data tables Appendix Carbon emissions – Overview – Market-based Texperian. 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. Absolute CO₂e emissions Scope 1 Unit 2023 20223 2022 2021 2020 2019 2018 2017 2016 2015 Scope 2 (market-based)1 Scope 1 and 2 (market-based) total Scope 32 000s tonnes CO₂e 2.8 000s tonnes CO₂e 7.3 000s tonnes CO₂e 2.5 2.5 2.2 3.0 3.6 3.9 4.4 4.4 4.8 13.9 13.9 14.3 22.1 25.6 28.0 34.2 36.6 10.1 16.4 16.4 16.5 25.1 29.2 31.9 38.6 41.0 000s tonnes CO₂e Scope 3 (Purchased Goods and Services, Business Travel, and Fuel-and-energy related activity)4 000s tonnes CO₂e 178.1 144.5 179.8 532.9 453.9 493.4 495.3 133.8 420.1 355.1 398.3 412.6 Total emissions - Scope 1, 2 and 3 (market-based) 000s tonnes CO2e 188.2 196.2 549.3 470.4 518.5 524.5 Annual changes in absolute CO₂e emissions Scope 1 and 2 (market-based) total Unit % Scope 1, 2 and 3 (market-based) CO₂e emissions Normalised CO₂e emissions % 2023 20223 2022 2021 2020 2019 -38% -1% -1% -34% -15% -8% -4% N/A +17% -9% -1% 2018 -20% 2017 2016 -8% Unit Scope 1 and 2 (market-based) normalised by revenue per $1m revenue Tonnes CO₂e 2023 1.5 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 Annual changes in normalised CO₂e emissions Tonnes CO2e Tonnes CO₂e 28.4 8.6 20223 2.6 31.2 87.4 11.1 31.0 2022 2021 2.6 3.1 87.6 26.4 2020 2019 4.8 6.0 100.1 107.9 29.7 30.8 2018 6.8 2017 8.9 2016 2015 9.7 Unit 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 % % 2023 -9% -22% 20223 2022 2021 N/A 0% -12% N/A +17% -11% 2020 2019 2018 -7% -4% 2017 2016 1 We have calculated marked-based scope 2 emissions using electricity supplier emission factors where available. Where these were not available, we used residual mix emission factors. If residual factors were not available we used location-based factors. 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, this 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 3 In 2023 we have upgraded our Scope 3 methodology, from using a purely spend-based analysis to also including actual supplier emissions data. We are therefore restating our 2022 Scope 3 figures using the same methodology, to provide comparable figures, resulting in restated figures for Purchased Goods and Services, Upstream leased assets, Capital goods, and Investments. Please refer to our 2023 Carbon Reporting Principles and Methodologies for further detail. 4 The Scope 3 categories that make up our Scope 3 science-based target. 92 Experian Public https://www.experianplc.com/responsibility/esg-reporting-hub#93Executive Summary Improving Financial Health Data Employees Supply Chain Environment Governance Policies & Data tables Appendix Carbon emissions - Overview - Location-based Bexperian. For completeness and transparency, we have also reported our location-based emissions below Absolute CO₂e emissions Scope 1 Scope 2 (location-based) Unit 2023 20223 2022 2021 2020 2019 2018 2017 2016 2015 000s tonnes CO₂e 000s tonnes CO₂e 2.8 2.5 2.5 2.2 3.0 3.6 3.9 4.4 4.4 4.8 18.4 21.1 21.1 22.2 25.5 29.8 33.0 37.0 38.0 40.9 Scope 1 and 2 (location-based) total 000s tonnes CO₂e 21.2 23.6 23.6 24.4 28.5 33.4 36.9 41.4 42.4 45.7 Scope 3 000s tonnes CO₂e 178.1 179.8 532.9 453.9 493.4 495.3 Scope 3 (Purchased Goods and Services, Business Travel, and Fuel-and-energy related activity)1 000s tonnes CO₂e 144.5 133.8 420.1 355.1 398.3 412.6 000s tonnes CO₂e 199.3 203.4 556.5 478.3 521.9 528.7 Total emissions - Scope 1, 2 and 3 (market-based) Normalised CO₂e emissions Unit 2023 20223 2022 2021 2020 Scope 1 and 2 (location-based) normalised by revenue² - 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 Tonnes CO₂e Tonnes CO2e Tonnes CO₂e 3.2 3.8 3.8 4.5 30.1 32.4 88.5 89.0 2019 5.5 6.9 100.8 108.8 2018 2017 2016 8.0 8.9 9.3 2015 9.5 9.1 11.5 31.4 26.9 29.9 31.0 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. 3 In 2023 we have upgraded our Scope 3 methodology, from using a purely spend-based analysis to also including actual supplier emissions data. We are therefore restating our 2022 Scope 3 figures using the same methodology, to provide comparable figures, resulting in restated figures for Purchased Goods and Services, Upstream leased assets, Capital goods, and Investments. Please refer to our 2023 Carbon Reporting Principles and Methodologies for further detail. 93 Experian Public www.experianplc.com/responsibility/esg-reporting-hub#94Executive Summary Improving Financial Health Data Employees Supply Chain Environment Governance Policies & Data tables Appendix Carbon emissions - Buildings and Travel Total Buildings CO₂e emissions (market-based) Buildings (offices + data centres) CO₂e emissions 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 Bexperian. Unit 2023 2022 2021 2020 2019 2018 2017 2016 000s tonnes CO₂e 8.3 14.9 15.4 23.1 27.1 29.7 36.1 38.4 Unit 2023 2022 2021 2020 2019 2018 2017 2016 000s tonnes CO₂e 7.8 10.7 10.7 Tonnes CO₂e 1.2 1.7 2.0 Tonnes CO₂e 0.4 0.6 0.6 Unit 2023 2022 2021 2020 2019 2018 2017 2016 000s tonnes CO₂e 0.5 4.2 4.6 Tonnes CO₂e Tonnes CO₂e 0.1 0.7 0.9 0.02 0.2 0.3 Emissions for offices and data centres are in both Scope 1 and Scope 2. Emissions for third party cloud data centres are not included above, these are in Scope 3 emissions within 'Purchased goods and services' and 'Upstream leased assets'. Travel CO₂e emissions (air travel + company owned and leased vehicles) Unit 2023 2022 2021 2020 2019 2018 2017 2016 Total CO₂e emissions CO₂e emissions normalised by revenue - - per $1m revenue¹ 000s tonnes CO₂e Tonnes CO₂e 8.9 3.3 1.4 17.2 16.4 16.3 15.3 14.7 1.3 0.5 0.3 3.3 3.4 3.5 3.5 3.5 CO₂e emissions normalised by FTE Tonnes CO₂e 0.4 0.2 0.1 1.0 1.0 1.0 1.0 1.0 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 94 Experian Public www.experianplc.com/responsibility/esg-reporting-hub#95Executive Summary Improving Financial Health Data Employees Supply Chain Environment Governance Policies & Data tables Appendix Carbon emissions - Breakdown of Scope 3 emissions Bexperian. Scope 3 emissions Unit 2023 2022 2022 2021 2020 2019 2023 (restated)² contribution to Scope 3 (%) Purchased goods and services¹ 000s tonnes CO₂e 130.9 125.7 412.0 350.9 378.9 357.4 73.5% Fuel-and-energy-related activities¹ 000s tonnes CO₂e 6.1 6.3 6.3 3.9 4.2 6.2 3.4% Business travel1,3 000s tonnes CO₂e 7.5 1.8 1.8 0.3 15.2 49.1 4.2% Upstream leased assets 000s tonnes CO₂е 6.3 8.3 45.3 35.4 31.0 17.5 3.5% Capital goods Employee commuting 000s tonnes CO₂e 7.2 19.1 40.8 40.4 31.4 31.2 4.0% 000s tonnes CO₂e 19.7 17.8 17.8 13.7 24.8 24.6 11.1% Investments 000s tonnes CO2е 0.3 0.5 8.6 8.9 7.7 4.3 0.2% 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) 000s tonnes CO₂e 000s tonnes CO₂e 000s tonnes CO₂e 0.1 0.3 0.3 0.4 0.2 5.2 0.1% 178.1 179.8 532.9 453.9 493.4 495.3 100.0% 144.5 133.8 420.1 355.1 398.3 412.6 Scope 3 emissions within science-based target. In 2023 we have upgraded our Scope 3 methodology, from using a purely spend-based analysis to also including actual supplier emissions data. We are therefore restating our 2022 Scope 3 figures using the same methodology, to provide comparable figures, resulting in restated figures for Purchased Goods and Services, Upstream leased assets, Capital goods, and Investments. Please refer to our 2023 Carbon Reporting Principles and Methodologies for further detail. 3 The business travel figure for FY21 only includes emissions from air travel 95 Experian Public www.experianplc.com/responsibility/esg-reporting-hub#96Executive Summary Improving Financial Health Data Employees Supply Chain Environment Governance Policies & Data tables Appendix Energy Texperian. Total energy use Unit 2023 2022 2021 2020 2019 2018 2017 2016 2015 Energy consumption GWh 69 75 76 80 95 89 99 Energy consumption normalised by revenue. per $1m revenue¹ - MWh 10.5 12.0 14.1 15.4 19.5 19.1 22.8 Energy consumption normalised by headcount - per FTE Energy consumption normalised by floor area - per square foot MWh 3.2 4.2 4.3 4.5 5.5 5.4 6.3 kWh 25.9 27.0 24.6 29.1 32.7 29.8 34.6 Office building energy use Unit 2023 2022 2021 2020 2019 2018 2017 2016 2015 Energy consumption GWh 30 35 40 44 55 51 63 74 79 Energy consumption normalised by revenue. - per $1m revenue1 MWh 4.5 5.5 7 9 11 11 21 22 22 Energy consumption normalised by headcount - per FTE MWh 1.4 2.0 2.2 2.5 3.2 3.1 3.5 3.8 4.0 Office building energy used is predominantly electricity Data centre electricity use Unit 2023 2022 2021 2020 2019 2018 2017 2016 2015 Energy consumption GWh 40 40 36 36 40 38 36 Energy consumption normalised by revenue. per $1m revenue1 - MWh 6.0 6.5 6.7 7.0 8.2 8.2 8.3 Energy consumption normalised by headcount - per FTE MWh 1.8 2.3 2.0 2.0 2.3 2.3 2.3 Data centre energy used is 100% electricity Renewable energy Proportion of energy from renewable sources Proportion of energy from renewable or low carbon sources In FY23 92% of energy consumption was electricity Unit 2023 2022 2021 2020 2019 2018 2017 2016 2015 % % 62% 32% 34% 29% 26% 27% 26% 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 Experian Public 96 www.experianplc.com/responsibility/esg-reporting-hub#97Executive Summary Improving Financial Health Data Employees Supply Chain Environment Governance Policies & Data tables Appendix Natural resources and waste Water usage in data centres Water usage in data centres Unit Cubic metres 2023 40,119 Data on water usage from the two Experian-owned dedicated data centres that use water in their cooling systems. Other Experian-owned data centres don't use water in their cooling systems. Non-hazardous waste Non-hazardous waste recycled Non-hazardous waste landfilled Non-hazardous waste incinerated Total non-hazardous waste Data covers all offices and Experian-owned data centres. Non-hazardous waste % split Non-hazardous waste recycled Non-hazardous waste landfilled Non-hazardous waste incinerated Total non-hazardous waste Data covers all offices and Experian-owned data centres. 97 Experian Public Unit 2023 Tonnes 520 Tonnes 254 Tonnes 96 Tonnes 870 Unit 2023 % 60 % 29 % 11 100 www.experianplc.com/responsibility/esg-reporting-hub Texperian.#98Executive Summary Improving Financial Health Data Employees Supply Chain Environment Governance Policies & Data tables Appendix experian Appendix#99Executive Summary Improving Financial Health Data IR contacts, calendar, and ADRs IR contact details Experian +44 (0)203 042 4200 www.experianplc.com/investors [email protected] Employees Supply Chain Environment Governance Policies & Data tables Appendix Nadia Ridout-Jamieson Evelyne Bull Chief Communications Officer [email protected] Evonne Cheung VP Director, Investor Investor Relations and Relations Alex Sanderson Communications Manager [email protected] Evonne [email protected] Head of Group FP&A Reporting [email protected] Calendar 15 May 2024 Full year results, FY24 experian. 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