
How do you think about regulatory
and political risk in a more
complex world?
We recognise that regulation does not
exist in a vacuum – it is shaped by
broader political dynamics, which have
become more fragmented in recent
years. We monitor global developments
closely, especially in our larger markets:
the USA, Brazil and the UK.
Our teams are experienced, our
frameworks are well established, and
we dedicate significant resources to
understanding the issues.
Our public policy teams engage early
and often with regulators. This helps us
to anticipate changes and respond
constructively. Topics like data privacy,
open banking and financial inclusion
continue to evolve, and we see our ability
to navigate these shifts as a source of
competitive advantage.
As a Board, we stay closely involved in
these conversations and ensure that our
governance structure enables effective
responses to change.
Experian has embraced a more
integrated business model in
recent years. What has the
Board learned from this journey?
The Group has always been
entrepreneurial, but in the past it
operated in a more siloed way. The
leadership made a clear decision to
build a more unified organisation, and
the Board supported that shift.
What we have learned is that cultural
change takes time. You need consistency,
clear communication, and leaders who
model the right behaviours. The tone
set by our senior leaders matters
enormously. We have been thoughtful
about who we bring onto the Board
and into senior roles – people who are
collaborative, curious and committed
to our values.
How does the Board assess
its own effectiveness?
We look at effectiveness through the lens
of business impact. Are we helping shape
a successful strategy? Are we enabling
great leadership? Are we engaging at the
right moments, asking good questions,
and providing the right level of challenge
and support?
We have a structured process for
reviewing Board and Committee
composition and performance each year,
and we regularly assess whether we
remain fit for purpose as the business
evolves. We also reflect on lessons
learned, and seek to continuously
improve the way we work as a Board.
What are the most important
challenges for the Board over
the next three to five years?
Talent is central. A major priority is to
have the right leadership team in place.
Leaders who can grow, adapt and
who have great ambition for Experian.
The Board takes an active role in
understanding succession plans.
We meet leaders from across the
organisation, and we place great
emphasis on ensuring we attract and
retain top talent and key individuals.
Alongside this, we focus on disciplined
execution of our strategy. Experian has
identified clear engines of growth – Brazil,
Experian Consumer Services, consumer-
consented data, the Ascend Platform,
to name a few examples. Our role is to
support the team to ensure we make the
right choices and prioritise effectively.
The Board is engaged early in major
strategic decisions, which enables strong
alignment and reduces surprises down
the line.
How resilient is Experian in the
face of macroeconomic volatility?
Volatility has been a consistent feature of
the global economy in recent years, and
we expect that to continue. What gives
us confidence is Experian’s strong track
record of resilience. Since our IPO in
2006, we have delivered organic growth
every year – including through major
disruptions like the 2008 Global Financial
Crisis and the COVID-19 pandemic.
Our business today is even more
diversified than it was then. We operate
across multiple regions, industries, and
product lines, and increasingly serve
markets that are less sensitive to interest
rate cycles. Areas like fraud prevention,
healthcare, and verification diversify our
portfolio and help us stay balanced.
We continue to benefit from long-term
structural growth drivers, and we believe
that our ability to perform through
different phases of the cycle is one of
Experian’s core strengths.
How does Experian stay ahead
on fast-evolving trends like
cyber security and AI?
Cyber security is a standing priority.
It is regularly reviewed by the Audit
Committee, and the full Board is actively
engaged through updates from our
Global Chief Information Security Officer.
We have seen real progress under their
leadership, particularly in embedding
a strong ‘Security First’ culture across
the business.
We also bring in independent external
specialists to ensure we stay abreast
of the most up-to-date thinking. For
fast-moving areas like GenAI,
we hold
regular deep dives and ensure these
topics are embedded in our strategic
discussions. Ultimately, it is about making
sure the Board asks the right questions,
brings good judgment to the table,
and supports the business to make
confident decisions.
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Learn more about our Business
model, pages 10 to 13
Read more about our Corporate
governance, pages 92 to 111
Learn more about how we Treat data
with respect, pages 60 to 63
Chair’s Q&A
17
Experian plc
Annual Report 2025
Strategic report