Annual Report and Accounts 2024

Strategic Report Governance Report
About Informa
Informa at a glance 2
Investment case 4
Market trends 6
Business model 10
Chair’s introduction 12
Review of the year
Group Chief Executive’s review 16
Key performance indicators 22
Informa: 2004-2024 24
Informa in 2024 26
Informa: 2025 and beyond 36
Informa Markets 42
Informa Connect 44
Taylor & Francis 46
Group Finance Director’s review 48
Financial review 50
Risk report
Introduction 60
How we manage risk 62
Principal risks and uncertainties 64
Other Strategic Report information
Viability statement 71
Task Force on Climate-related
Financial Disclosures report 74
Non-financial and sustainability
information statement 79
Informa’s Board
Board of Directors 81
Board review and activity
Chair’s introduction to governance 84
The Board’s year 86
Section 172 statement 92
Compliance with the UK Corporate
Governance Code 96
Committee reports
Nomination Committee report 100
Audit Committee report 105
Directors’ Remuneration
report 115
Other governance information
Directors’ report 133
Statement of Directors’
responsibilities 135
This Annual Report and Accounts is at the
centreofour reporting to shareholders and
otherstakeholders.
We make supplementary information available for
anyonewho would like to explore further. Head to
our Review of 2024 microsite for extra detail and
video content by following the links and QRcodes
in this report. The Informa website is also home to
other reports in our wider suite, including the 2024
Sustainability Report and Climate Impacts Report.
Stay up to date with
more information at
informa.com
See how
Informa has
transformed
Informa: 2004-2024
pages 24 and 25

Financial Statements Company Information
Independent auditors’ report 137
Consolidated financial statements
Consolidated income statement 145
Consolidated statement
of comprehensive income 146
Consolidated statement
of changes in equity 147
Consolidated balance sheet 149
Consolidated cash flow statement 150
Notes to the consolidated
financial statements 151
Parent Company
financial statements
Parent Company balance sheet 222
Parent Company statement
of changes in equity 223
Notes to the Parent Company
financial statements 224
Other financial information
Glossary of terms: alternative
performance measures 231
Five-year summary 233
Shareholder information 234
Advisers 236
We include International Financial
Reporting Standards (IFRS) and
alternative performance measures
in this report.
Alternative performance measures are
defined in the glossary onpages 231
and 232 and marked with an asterisk
thefirst time they are used.
This Strategic Report was approved
by the Board on 13 March 2025.
John Rishton
Chair, on behalf of the Board
Get to know
Informa TechTarget
Inside Informa
TechTarget
pages 40 and 41
Introducing
Informa
Festivals
Inside Informa
Festivals
pages 38 and 39
Read our
Group CEO’s
review of 2024
Group Chief
Executive’s review
pages 16 to 21
Strategic Report Governance Financial Statements Additional Information
Informa Annual Report and Accounts 2024
01

Informa is a leading international
business-to-business events,
digital services and academic
publishing group.
Our purpose is to champion the
specialist: connecting people with
knowledge to help them learn
more, know more and do more.
Our customers are businesses and
professionals who work in one of the
dozens of specialist markets we serve.
These include Technology, Healthcare
& Pharma, Finance, Health & Nutrition,
Education, Physical Sciences, Marketing,
Foodservice and Licensing.
We work in
specialist markets
Strategic Report
Informa Annual Report and Accounts 2024
02
Informa at a glance
We are an
international
FTSE 100 business
We have more than 14,000
colleagues working in over 30
countries. Our customers are
based in over 150 countries and
around 50% of our revenues
come from North America.
International Divisional Pro-forma
2024 revenues
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O
t
h
e
r

In 2024, our four operating divisions were Taylor & Francis,
Informa Markets, Informa Connect and Informa Tech.
We are updating our organisational structure in 2025 as follows.
How we are organised
B2B
Markets
Content-led
B2B events
Experience-led
B2Bevents
Transaction-led
B2Bevents
Academic
Markets
Academic research,
advanced learning
andopen research
B2B
Digital
Services
B2B data and
marketaccess
techtarget
Strategic Report Governance Financial Statements Additional Information
Informa Annual Report and Accounts 2024
03
China
New Zealand
Japan
Australia
Singapore
Malaysia
South Korea
Indonesia
UAE
Türkiye
Egypt
India
Saudi Arabia
Thailand
UK
Canada
Netherlands
Brazil
Mexico
US

We are the world’s leading B2B events organiser
and operate leading B2B Digital Services and
Academic Markets businesses.
We operate in the growing knowledge and
information economy, where the volume of data and
information is increasing exponentially and knowing
what to trust and who to connect with is vital.
$358bn
2024 R&D investment
oftop15 spenders
150+
No of customer
countries
We invest in data capabilities,
technology and artificial intelligence
todrive growth and efficiency across
all our businesses. Wepartner with
experts where we see potential
opportunities to benefit eachother.
Our sustainability programme
FasterForward, is embedded across
everything we do.
This is reflected in the number of
events accredited by our Sustainable
Event Fundamentals framework, which
is included as a measure in Directors’
long-term incentive plans.
Talent is key to everything we do.
Ourcolleagues are specialists, deeply
embedded in their chosen markets. Our
agile and flexible culture supports them
in responding quickly to customer
needs as their markets evolve.
Underpinned by
sustainability
$75m+
Revenue from one-off data
access agreements signed
byTaylor & Francis
14,000+
Number of
colleagues
7 years
Inclusion in DJSI
World Index
Data and AI
opportunities
Specialist talent and
supportive culture
We target Informa leverage of 1.5x–2.5x
Investing
in organic
growth
Paying
progressive
dividends
Investing
inorganically
forgrowth
Returning
capital to
shareholders
through
buybacks
We have resilient revenue streams
andstrong margins. Over 60% of our
revenue is visible and recurring. Our
cash generation is high, and our capital
requirements are low.
We take a flexible approach to capital
allocation, balancing reinvestment in
the business with portfolio expansion
and returning cash to shareholders.
Capital allocation framework
Strong financial characteristics and robust balance sheet
Our international businesses connect people with specialist knowledge. We have leading
positions in growing markets. Combined with our investments in products and people,
theseprovide a strong platform for future growth and increasing shareholder returns.
Growing international markets Leading international businesses
Strategic Report
Informa Annual Report and Accounts 2024
04
Investment case

Strong
growth
Group
revenues
£3,553m
2023: £3,190m
Underlying
revenue growth*
11.6%
2023: 30.4%
Adjusted
operating profit*
£995m
2023: £854m
Adjusted diluted
earnings per share*
50.1p
2023: 45.3p
Financial
strength
Free
cash flow*
£812m
2023: £632m
Operating cash
flow conversion*
104%
2023: 94%
Dividend
per share
20.0p
2023: 18.0p
Informa
leverage*
2.6x
2023: 1.4x
Expansion
inmajor
B2Bbrands
Continued
growth in
research
content
145,000
new articles on
Taylor & Francis
Online
Continued
progress in
sustainable
events
431
brands accredited
intheSustainable
EventFundamentals
30%
roles filled internally
79
engagement score
Delivering
for colleagues
52
attendee net
promoter score for
top 50 Informa
Markets events
Delivering
forcustomers
Increased
scale in
digital
services
Creation of
techtarget
2024 highlights
Strategic Report Governance Financial Statements Additional Information
Informa Annual Report and Accounts 2024
05

We keep a close eye on trends in our main markets – B2B events, digital
services and academic publishing – as well as trends in the customer
markets we serve, acting on opportunities and responding to developments.
Tech buyers spend
the vast majority of their
time online
14%
Increase in mega
venuesbetween 2021
and 2023 (UFI)
The events market
is segmenting
64%
Interactive and
immersive experiences
are a priority for 64%
ofevent attendees
(Freeman)
5%
Enterprise IT budgets
forecast to grow 5% a
year between 2023 and
2030 (Omdia)
Live experiences
are more valuable
than ever
Strategic Report
Informa Annual Report and Accounts 2024
06
Market trends

When businesses upgrade or buy new
enterprise technology, they now spend
a considerable amount of time
researching products and providers
online before contacting a sales team.
Buyers can be nearly 70% of the way
through their purchasing process
before they contact a vendor directly,
and that buying journey is an average
of 12 months long.
This creates a two-fold demand. Buyers
want informed insights on relevant
solutions to hone their decision
making. And technology providers
want to know who is in the market for
their product before they get in
contact, so they can raise their profile
and compete for business as efficiently
as possible.
Our B2B Digital Services business,
Informa TechTarget, supports each part
of this ecosystem. We deliver a variety
of content that helps tech buyers
conduct research, from independent
reports to media, product guides,
whitepapers, videos and webinars.
This gives us first-party data and direct
insights on who is in the market, what
they are looking for and what stage of
procurement they are in.
We use this data to better tailor content
to buyers’ needs and to provide sellers
with opportunities to market their
products to relevant audiences and
connect directly with those who intend
to purchase, helping them to drive more
sales, more effectively.
Our professional and personal lives
are more digital than ever before.
Businesses and individuals are
spending more time connecting,
collaborating and learning online and
through technology. And, as getting
together live and in person with
customers, partners and colleagues
has become less frequent, it has also
become more valuable because of
its scarcity.
Live business-to-business events benefit
from this trend. Companies are putting
more emphasis on key moments during
a year when they can build and nurture
relationships by meeting in person,
showtheir products physically, hear
from experts live, get inspired and take
a break from the digital world.
Larger-scale live events benefit most,
because when whole industries come
together, it creates a network effect
that makes attending particularly
effective. So do events that deliver a
strong customer experience and return
on investment through additional
services and incorporating digital
elements. Scale events, customer
experience and data-driven services
are all focuses for us.
The value of live events is also
increasingly recognised by
governments. Many, including in the
Middle East and US cities, are investing
to increase the capacity of their venues
to cater to demand and capitalise on
the economic and community benefits
that large-scale events bring host
cities. In turn, this will support further
market growth.
Business events first emerged from
Europe in the late 1700s and early
1800s as industrial expositions. As
many markets do when they mature
over time, events have developed,
evolved and, most recently, started to
segment into distinct categories of
product serving different needs.
While there are some features that
most events have in common – for
example, an element of industry-
specific content programming – we see
three specific types of event emerging,
each with a different core purpose and
reason to attend and with different
elements emphasised.
Transaction-led events – sometimes
called exhibitions or trade shows –
create and grow the markets they
serve. They act as a marketplace for
the whole supply chain, attracting
companies that want to do business by
meeting buyers at scale in person.
They are typically part of annual sales
activities and budgets.
Content-led events – sometimes called
conferences or confexes – connect and
educate their markets. They attract
professionals who want to network
and develop their business by meeting
partners and investors and staying up
to date on the latest industry thinking.
These are often a marketing activity
andinvestment.
Experience-led events – sometimes
called festivals – set out to inspire and
celebrate their markets and attract
professionals looking for deep
community connections and high-
impact immersive experiences.
We have organised our B2B Events
portfolio around these three types of
events for 2025, so that each division can
fully focus on developing its distinctive
features and maximising what we offer
each category of customer.
Strategic Report Governance Financial Statements Additional Information
Informa Annual Report and Accounts 2024
07

Generative AI:
huge investment,
new opportunities
120%
Growth in scientific
and medical journal
articles, 1996-2020
(Our World in Data)
There are many
routes to research
publication
$700m
three-year investment
byIndian Government
inresearch
subscriptions
$200bn
US tech companies’
2024investments
inAI(Citi)
Expert knowledge
is in demand and
in growth
Strategic Report
Informa Annual Report and Accounts 2024
08
Market trends
continued

While machine learning and AI have
existed in many forms for decades,
generative AI is far newer and its
widespread availability and rapid
development make it an important
trend in every market.
The scale of investment in this area
is also unprecedented. Analysts
estimate that the four largest US
technology companies spent $200bn
on AI research and development
in 2024.
Generative AI has the potential to
influence parts of our market and the
way we work, creating commercial
opportunities and efficiency benefits
as well as changes that we will continue
to monitor and respond to.
We are actively engaged in the
application and deployment of AI, as
we talk to further on pages 29 and 37.
For example, large language models
are being used as primary research
tools and to summarise specialist
content. Trusted, high-quality content
is critical for further advancing these
models, and we have entered several
data-access partnerships with leading
providers that help train large language
models. We are also using AI’s
capabilities to analyse large data sets
and find trends in our data-driven
services and marketing activities.
We serve the growing AI community
through dedicated brands including AI
Summit brand pictured left and a new
journal – the Journal of Psychology and AI
– launched in 2024 to cater to the
emerging study of human interaction
with AI. Industry-specific content on AI
is included in many of our brands to
help our customers keep learning too.
The world is becoming better
educated, with more people entering
higher education, studying at graduate
and post-graduate levels, and pursuing
further qualifications. This trend puts
the market for trusted knowledge and
expert research in structural growth.
Higher educational levels mean there
are more researchers at universities
and institutions working on new
discoveries, and more researchers
submitting their findings for
publication to share their knowledge
and progress in their careers.
Equally, there is consistent demand
from other researchers, institutions
and a range of industries for original
and verified research that they can
build on and apply to innovation and
product development.
Research output and demand have
become more globally spread as
countries expand access to higher
education over time. China and India
are now among the top three countries
for scientific and engineering research
publication, along with the US.
This is the market Taylor & Francis
addresses. We have a long-standing
focus on expanding our depth of
research and supporting researchers
all over the world, with significant hubs
in India, China and the US. Over the last
ten years, we have enhanced our
production capabilities to support
growing research volumes and improve
the ease of publication. We have also
invested in AI, data, technology and
our platforms to make the knowledge
we publish discoverable and to
maximise its impact.
The research world is diverse and there
are several ways that the publication of
research is funded.
In many cases, individual libraries,
consortia of libraries, research
institutions and corporates will have
annual or multi-year subscriptions to
access research. This is often called a
pay-to-read model and, most recently,
the Indian Government launched a One
Nation, One Subscription scheme that
enables more of its institutions and
students to access expert knowledge.
In other cases, universities, institutes
or governments will fund research and
its publication upfront, making it
widely available to read on an open
access or pay-to-publish basis. There
are also read and publish approaches
and transitional models which blend
several elements.
Preferred models can vary depending
on the country as well as the research
subject matter. Scientific and medical
research is more likely to receive open
access funding than humanities
knowledge, for example.
This range is an increasingly embedded
feature of the market. For many years,
our response has been to work flexibly
with partners and support a range of
approaches, all the while maintaining
the continuous investment that
research verification, enrichment,
indexing and discoverability requires.
We have also built out our platforms
and services to support the specific
needs of open research, where, for
example, speed of publication as well
as quality is particularly important.
Strategic Report Governance Financial Statements Additional Information
Informa Annual Report and Accounts 2024
09

We work in specialist
markets, serving:
Professionals
who want to get smarter
about their subject matter
and remain informed,
networked and relevant
Businesses
who need to discover new
customers and stay closely
connected to their partners,
suppliers and distributors
Researchers
who want their findings
tobe recognised and
reachothers, and
leadtoprogress and
newdiscoveries
What we doOur markets
We connect people
We bring professionals in specialist
markets together to learn, develop,
connect, experience and celebrate in
powerful and effective ways
We advance knowledge
We deliver specialist research, expert
knowledge and unique content that
advances further learning and discovery
We enable
discovery
We enable businesses
to succeed by helping
them assess the market,
find and connect with
investors, meet
distributors, discover
and reach new
customers, and identify
the right suppliers
Major live B2B events
On-demand and online events
Research journals, articles, books and
ebooks, and open research platforms
Specialist media, content and research
Accredited training
Partnering platforms
Buyer discovery services and
intent-to-purchase data
Brand awareness and audience
development products
Digital demand and
lead-generation services
Through
Strategic Report
Informa Annual Report and Accounts 2024
10
Business model

Strategic Report Governance Financial Statements Additional Information
Informa Annual Report and Accounts 2024
11
Our difference
• We own and operate leading and
unique brands and imprints
• We continuously invest in our
brands and product development
– often in collaboration with
customers – to keep improving
what we deliver and giving value
to the markets we serve
• We prioritise building strong
relationships with the key partners
who help deliver our products
• We work hard at our culture. We
celebrate progress, creativity and
collaboration, making sure
everyone can contribute their best
and share in the benefits of
customer and business success
• Our customer interactions give us
unique, permissioned first-party
data and insight. We use this to
enhance our products and
marketing, and as the basis for
data-driven digital services
• Sustainability is embedded
throughout the business.
Itaddsvalue to our brands and
customers and helps us make
apositive wider impact
• We operate at scale in our three
main markets, which provides
commercial, partnership and
efficiency opportunities
• We are efficient and disciplined in
how we use capital, striking a
balance between reinvestment
and shareholder returns
• We manage risk dynamically,
empowering teams to act on
market changes and
opportunitiesin real time
• Annual and multi-
year subscriptions
tojournals
• Purchases of
specialist books
andebooks
• Access to specialist
databases
• Access to archive
content
• Research article
reprints and other
content services
• Licensing and
dataaccess
• Article processing
charges
• Open book
publishing services
• Research editing
services
• Sponsorship and
promotion on
research hubs
Our revenues come from
• Exhibition stand space
• Paid event attendance
• Event sponsorship
• Brand promotion via
event apps, pre-event
marketing and onsite
• Content-focused brand
awareness and marketing
campaigns, including
sponsored webinars and
thought leadership
• Product listing and
promotion on digital
marketplaces
anddirectories
• Access to lead generation,
buyer intent and data
capture platforms
• Individual and corporate
training courses
• Subscriptions to
specialistresearch
• Consultancy services
• Purchases of individual
research and reports
B2B Markets
Academic Markets
The value we create
For
shareholders
Long-term capital
andincomegrowth
£675m+
Cash returns to
shareholders in 2024
For
customers
Knowledge and
connections that
drive professional
and business success
52
Average attendee net
promoter score for
top 50 Informa
Markets events
For
colleagues
Professional
development, with
personal support and
financial benefits
79
Colleague
engagement score
For
partners
Committed long-term
relationships that
support commercial
success
34
Suppliers on
preferred partners
programme
For
communities
Making a positive
contribution through
economic and
community activity
$1.8bn
Economic impact of
Fort Lauderdale
International
BoatShow

It has been an outstanding year
for Informa, and the Board
and I are delighted with the
way the company continues
todeliver for customers,
colleagues and shareholders.
Closing out GAP 2
2024 was the last year of our 2021-2024
Growth Acceleration Plan – GAP 2 as
we call it. By our own measures,
wehave delivered what we set out to
do, and I believe the company has
more than met the expectations our
shareholders had when we started out.
In financial terms, Informa delivered
record results in 2024, demonstrating
the accelerated growth that was our
keygoal under GAP 2. Those included
double-digit underlying revenue growth
in both our B2B Markets and Academic
Markets businesses, which in turn
translated into double-digit growth
inthe Group’s underlying revenues,
adjusted operating profit and free
cashflow. Atruly standout year.
Operationally, the company also
madesignificant progress. Two key
developments to highlight are the
addition of the Ascential business in
October – which has expanded our
portfolio of scale, marquee B2B event
brands – and the combination of our
Informa Tech digital businesses with
TechTarget – which completed in
December and has created Informa
TechTarget, a leading US-listed
business in which we are the
majorityshareholder.
Each move was closely considered
bythe Board, weighing up the use
ofcapital and resources alongside
alternatives. The focus now turns
tomaking the most of the brands,
capabilities and talent we have added
to the Group, and I have full confidence
in the company’s ability to do so.
In other highlights, we expanded
Informa’s first-party customer data
capabilities under GAP 2. This has
allowed us to grow further in digital
services and was a key part of the
Informa TechTarget combination
inparticular.
We are continuing to invest in our
events, research, and media products
and platforms. This is important for
delivering the high-quality experience
that customers rightly expect and a
product or service that, as set out in
Informa’s purpose, allows them to
learn more, know more or do more
intheir markets, businesses or
professions. I am also proud of our
ongoing work to make B2B events ever
more sustainable, which includes
collaborations with peersand partners
that are driving industry-wide progress.
Our brands play such
an important role in
their markets
Strategic Report
Informa Annual Report and Accounts 2024
12
Chair’s Introduction
Opportunity
Growth
&

Long-term success
andSection172
Informa’s Board is committed to
performing all the duties set out
in Section 172 of the Companies
Act 2006. For full information
about how we performed these
duties, see the Board’s year
(pages 86 to 91) and our Section
172 statement (pages 92 to 95).
Investing in Informa
For shareholders, there are many
reasons to consider Informa as an
attractive investment proposition.
Oneis that the company has significant
international reach and diversification.
The US is Informa’s single largest
market and, as I have written about
before, we have a growing business
inthe Middle East as well as in high
growth markets in Asia.
Our business model is highly cash
generative. A high proportion of
revenues come from exhibitor
bookings made in advance and
annualor multi-year subscriptions,
giving usastrong degree of visibility
onourrevenues.
Informa is home to many well-
established, high-quality and
specialistbrands that serve dynamic
international markets such as
Healthcare, Technology and FinTech.
Importantly, the company also has an
engaged and committed leadership
team who has worked together over a
long period and consistently delivered
strong results. We were pleased to
expand that team’s talent and
experience in 2024, appointing new
leaders in Taylor & Francis, Informa
Festivals, Marketing and Talent, who
bring fresh perspectives and energy
notonly to their areas, but to the
management of the company overall.
Sharing the benefits of our growth
with investors, as well as with
colleagues and, through reinvestment,
with customers, continues to be our
approach. We were pleased to
increase the dividend by 11% in 2024,
paying a final dividend of 20p, and to
complete the £1.5bn GAP 2 share
buyback programme.
Impact and energy
When I meet colleagues, partners and
shareholders in different locations
around the world, two particular things
strike me about the company.
The first is that our brands play such an
important role in their markets and
make a real difference. Our B2B
products help companies do business
and trade, within a country and often
across international supply chains.
Standing in the middle of a major event
and speaking to an exhibitor, it is clear
how valuable it is to be there, meeting
new customers and forging deeper
trading connections and relationships.
Speaking to a regional or government
partner, it is clear how much inward
investment and economic activity is
generated by events. And engaging
with colleagues and partners in the
research publishing market, it is
clearhow important the work of
supporting and disseminating
expertknowledge istoday.
The second is Informa’s culture.
Thecompany has maintained an
entrepreneurial spirit as it has grown,
which you feel through its energy and
focus on acting on opportunity. This is
in good measure down to the close
attention we pay to culture; the
considerable investment that goes into
creating professional opportunity for
colleagues as well as providing support
and reward; and an emphasis on
enabling everyone to bring their talent
to the table and make a difference.
Informa has transformed over the
period I have been a Director and Chair.
There is no standing still. It has an
optimism and energy, combined with a
good level of resilience that, I believe,
makes the company well positioned to
act on opportunity and respond to
change over the next period too.
One Informa – which will be the
company’s key programme over the
next four years – is, the Board believes,
the right plan at the right time to
continue to deliver growth, deliver
customer and product excellence,
andmake the most of the platform
created over the last ten years.
Thank you to everyone at Informa,
andto all of our partners, for your
continued contribution and support.
John Rishton
Chair
13 March 2025
John Rishton speaks
tocolleagues as part
ofa Board lunch with
future leaders in our
London office
Strategic Report Governance Financial Statements Additional Information
Informa Annual Report and Accounts 2024
13

Review
yearof the
Informa Annual Report and Accounts 2024
Strategic Report
14
PageTitleReview of the year

In this section
Group Chief Executive’s review 16
Key performance indicators 22
Informa: 2004-2024 24
Informa in 2024 26
Informa: 2025 and beyond 36
Informa Markets 42
Informa Connect 44
Taylor & Francis 46
Group Finance Director’s review 48
Financial review 50
Informa Annual Report and Accounts 2024
Strategic Report Governance Financial Statements Additional Information
15

2024 was one of the best years – if not the best year – Informa
has had… so far.
The company and each of our businesses performed strongly.
We expanded our position, portfolio and capabilities in B2B
events and in B2B digital services, and deepened our
relationships with important partners around the world. We
continued to invest in and develop our brands, delivering new
and improved products, platforms and experiences that are
creating more benefits for customers. And, we completed the
2021-2024 Growth Acceleration Plan, meeting our GAP 2
ambitions and even exceeding them in several instances.
All in all, it has been a busy, successful
and important year. But these results
are not only the product of the last
12 months or even the last four years.
Step by step, Informa has transformed
over the last decade. We are in many
ways a different company than when
we embarked on our first Growth
Acceleration Plan in 2014.
We are by degree a higher-quality and
higher-value business, with more major
brands, better quality products, more
advanced data capabilities, a stronger
operational infrastructure and higher
levels of reinvestment.
We have also reshaped our portfolio,
with a clearer focus on the markets
and products in which we see the
greatest opportunities. Taken
together, we believe this gives us an
excellent platform that will enable
Informa to grow further and perform
with strength and consistency into
thefuture.
Equally, these results are not the work
of any individual. One thing that has
not changed about Informa is our
culture. We are fortunate to have an
outstanding community of colleagues
here, and my thanks go to everyone
forthe continued creativity, drive,
collaboration and focus on our
collective success, day in and day out.
A faster growth lane
Informa moved into a faster growth
lane in 2024. Our underlying revenue
growth reached double digits at just
over 11%, with revenues of just over
£3,550m (2023: £3,190m). Adjusted
operating profit also grew 23% on an
underlying basis to finish just under
£1bn at £995m (2023: £854m).
Over the last two years, our underlying
revenue growth was around 30%,
reflecting the impact of live events
returning partially in 2022 before they
returned to a full normal schedule
allover the world in 2023. These
comparison effects are now over and we
are seeing a level of growth in our B2B
events businesses that is consistently
higher than before the pandemic.
Informa Annual Report and Accounts 2024
Strategic Report
16
Performance
Growth &
Group Chief Executive’s review

This is in part driven by broader
structural growth trends. Live
experiences and in-person events have
become more impactful and powerful
in an increasingly digital world, and the
B2B events market is evolving into
more distinct categories with a broader
range of services: trends we talk about
in more detail on pages 6 to 9.
This growth is also, however, a direct
product of the decisions we have taken
and the investments we have made over
time. We have established and expanded
our position in the world’s leading and
fastest-growing markets for B2B events:
particularly in the US, the Middle East,
India and Asia more broadly.
We have focused on developing our
marquee B2B brands – which we define
as events with revenues of over $30m
– and are seeing consistent customer
demand here. Our top 100 brands
accounted for over $2.1bn in revenues
in 2024. And we have continuously
invested in customer experience and
our data capabilities and digital
platforms, to increase the value we
deliver to customers.
Strongly-performing
businesses
Informa Markets, which focuses on
transaction-led events, delivered
underlying revenue growth of 14.2%
during 2024 (2023: 65.5%).
Here, we have a uniquely strong
position in the growth markets of the
UAE, India, Turkey, Egypt, the Kingdom
of Bahrain and the Kingdom of Saudi
Arabia, where demand is high for live
events that help businesses connect
and trade. This is supported by
stronggovernment investment and
endorsement for live events and
good-quality infrastructure; albeit, in
newer locations such as Saudi Arabia,
venue capacity and the broader
supplychain are still being built out.
Informa Connect, our content-led
events business, delivered underlying
revenue growth of 4.1% (2023: 14.2%)
with particular strength in our Finance
portfolio, which includes the marquee
brand SuperReturn International. Our
events-focused business within
Informa Tech grew 1.7% on the same
basis, similarly driven by particularly
strong growth in our larger brands and
in fast-growth geographic markets.
In Taylor & Francis, our Academic
Markets business, we saw continued
growth across open research and
ebooks, which benefit from the ongoing
transition from traditional print books.
We also saw a consistent performance
in our pay-to-read and researcher
services business.
In addition, we acted swiftly on several
new opportunities in licensing and data
access. One of the many opportunities
generative AI is creating is demand for
high-quality, expert and verified content
and data, which are used to train large
language models so they can continue
to improve and expand their outputs
forthe benefit of millions of users.
We entered partnerships with several
leading AI companies during 2024 to
provide specified access to data and
content for training these models.
Thisgenerated $75m+ of non-
recurring data access revenue.
Itisalso generating royalties for
authorsand diversifying Taylor
&Francis’s business.
Our plan is to reinvest part of the
profits from these partnerships into
AIand technology initiatives that will
further improve our research
products and make our production
processes more efficient, bringing
additional benefits to our customers
and research community.
The combination of data access
revenue and a consistent trading
performance saw revenues in Taylor &
Francis increase strongly: up 14.5% on
an underlying basis (2023: 3.0%).
In the middle of 2024, we appointed a
new CEO for Taylor & Francis: Penny
Ladkin-Brand. Penny has considerable
experience of driving growth and
digital acceleration in content-rich and
specialist online publishing businesses.
She is already bringing energy and real
focus to our growth ambitions in
Academic Markets.
Returns and reinvestments
With a higher level of performance and
growing free cash flows, we are able to
both reinvest in the business at greater
scale and impact and share the
benefits of growth with shareholders.
These include the 3,000+ colleagues
who are part of our share investment
plans and are more deeply connected
with the company as a result.
Here, our goal for 2025 and beyond
remains the same: to deliver a strong
and sustainable return through capital
growth and consistent dividend growth,
and consider other forms of return
– including share buybacks – based on
shareholder feedback and any other
opportunities arising at the time. We
ended the year with an Informa
leverage ratio of 2.6, and it is also our
aim to bring this back into our target
range of 1.5 to 2.5 times during 2025.
Penny Ladkin-Brand,
who joined the Group
in mid 2024 as CEO
ofTaylor & Francis,
speaks to colleagues
onan Informa
leadership panel
Informa Annual Report and Accounts 2024
Strategic Report Governance Financial Statements Additional Information
17

Over the last four years, we have
alsocompleted a much broader
reinvestment programme that has
significantly reshaped Informa
goinginto 2025.
We set out to refocus our portfolio
under GAP 2 and have done so. The
divestment of our intelligence
businesses in 2022, and the sale of our
retained positions in Curinos and
Maritime Intelligence in 2024,
generated over £2.5bn.
We have put these returns to work to
build scale in markets we know well:
where we have expertise and a proven
track record, where we are confident
there is the potential for future growth
and where we believe we are in the
right position to capture it.
Expanding our B2B brands
This reinvestment programme
concluded in 2024 with two
importantcombinations.
In October, in B2B events, we added
the Lions and Money20/20 brands from
Ascential plc. Cannes Lions and
Money20/20 are major, high-quality,
must-attend festivals for their markets
and communities, operating at a scale
that we are familiar with from our own
marquee brands. They serve dynamic,
international and specialist markets –
Marketing and FinTech – where we
already have some presence but little
direct overlap. These brands are also
home to great teams and talent, who
we have already found to be a great
cultural addition and fit with Informa.
Over the last ten years, we have
consciously built our business around
establishing deep positions in
attractive specialist markets. This
combination is a further example of
that focus but it also brings us new
growth opportunities.
For one, Cannes Lions and Money20/20
are standout examples of experience-
led events – essentially, B2B festivals
for their communities. This is a
segment that we believe will only grow
further, and the combination will help
us accelerate our product development
in areas where we too have more
experience-led brands, such as in
Gaming and Cyber Security.
We have already been able to bring the
value of Informa’s international reach
and partnerships to the combination
too. In 2022, we established a joint
venture business in Saudi Arabia,
Tahaluf, and through this partnership,
we will be launching Money20/20 in
Riyadh in 2025. This will bring the
region’s growing community of FinTech
investors and start-ups together with
atruly international range of
businesses and leaders, and provide
new opportunities for connecting
andsharing knowledge.
Building scale in
digitalservices
In December, we combined the digital
businesses in Informa Tech with
Nasdaq-listed TechTarget to create
Informa TechTarget.
This combination is equally promising
and exciting. It gives us a leading
position and platform for connecting
B2B buyers and sellers digitally, at
scale, in the same way that we bring
together B2B buyers and sellers at
scale at our live events.
It is also the direct product of decisions
and investments we have made over
the last five to ten years. We created
Informa Tech as a standalone division
in 2019 to serve the enterprise
technology market across events,
specialist research and digital services.
We have progressively built the
business ever since: growing our
research capabilities under the Omdia
brand, expanding our specialist
content and audience development
products with the addition of Industry
Dive in 2022, and building out our lead
and demand generation services.
TechTarget has long been a reference
point for us, given its brand recognition
in the US and its powerful buyer intent
data that helps technology companies
identify who is in the market for their
product. As a now combined business,
Informa TechTarget has real strengths
across research and industry insights,
more than 220 specialist technology
media brands, an expanded
permissioned first-party audience
forour digital services to draw upon,
and a more international footprint.
Strategic Report
Informa Annual Report and Accounts 2024
18
Group Chief Executive’s review
continued
Jill Dougan
Group Chief Marketing Officer
The calibre of our marketing talent is market-leading. We’re continuing
to focus on using the richness of our data, fully harnessing new
technologies and AI to grow and engage our audiences. We have a real
opportunity to create additional value by putting the strength of the
Informa brand at the heart of what we do. Ultimately, we want to stand
for quality: delivering products and experiences that our customers
and audiences choose to engage with, because they know how much
Informa delivers.
Future opportunities
from our newest leaders

Competing and growing
We believe that having increased scale
and a broader range of services across
the product lifecycle will help us
compete more effectively. This is
important at a time when the market
backdrop is subdued. Tech product
launches have been restrained by
higher interest rates and a focus on AI
investments, which in turn impacted
growth in our demand generation
businesses in 2024.
More importantly though, it is
beneficial in the long term. Informa
TechTarget will be in a strong position
to capture opportunities from what we
believe are structural growth trends in
enterprise technology. Businesses are
buying more technology and upgrading
more often to get a commercial edge
and make their operations more
efficient. At the same time, technology
providers are continually developing
their products to drive growth and
expand their market share, while
start-ups are launching to exploit
gapsin the market.
The services Informa TechTarget
provides directly meet the needs of
technology vendors – helping them
launch products and find and attract
potential customers – and technology
buyers – helping them research
thelatest product developments
andtechnology.
Our ambition is to double Informa
TechTarget’s revenues to $1bn over the
next five years through a combination
of organic growth and targeted
addition. In the near term, we are
focusing on introducing our now
broader and deeper offering to
customers and growing our profile
inthe market to capture as many of
thegrowth opportunities on offer
aspossible.
Maximising our platform
forgrowth
Over the year, over GAP 2 and over the
last decade, we have strengthened,
focused and invested to create a truly
international, higher-quality and
higher-performing business.
We intend to continue to be a growth
company, and we continue to believe in
the power of major brands that deliver
must-have knowledge and connections
to specialist markets.
The Informa of today has even more
opportunities ahead for growth and
impact if we can maximise the platform
we have built over the last decade, and
this is the principle at the heart of our
2025-2028 programme, One Informa.
One Informa, and making the most of
what we have across the whole
company, is our full focus entering 2025.
It encompasses a number of areas,
including maximising what we have built
to become market leading in data-
driven marketing and in our use of
technology to deliver a first-class
customer experience throughout all our
brands and products.
It also sees us adapt our operating
model. As I have spoken about, we have
changed the focus of our portfolio and
added to our business during GAP2.
Over the next four years, one of the
ways we believe we will drive further
growth is by organising ourselves to
more directly target customer, product
and market opportunities.
From 2025, in B2B events, we are
organising ourselves around three
distinct segments of this market,
allowing teams to more fully focus on
product development and excellence,
and customer value and experience.
Informa Markets will focus on
transaction-led events, Informa
Connect on content-led events and
wehave created Informa Festivals as a
new business to focus on experience-
led events. There is more about this
business and what makes experience-
led events unique on pages 38 and 39.
Informa TechTarget is our B2B digital
services operating division, listed on
Nasdaq, with Informa owning 57% of
its equity. And Taylor & Francis is our
Academic Markets business, with
depth in specialist academic content
and services.
Strategic Report Governance Financial Statements Additional Information
Informa Annual Report and Accounts 2024
19
Matthieu Comard
Managing Director, Informa Festivals
With Informa Festivals, we have a super-exciting opportunity to lead
the market in developing unique, premium experiential products and
brands. Informa’s international scale, network and data also offer
ushuge growth potential. We’re already actively engaging with our
colleagues all around the world about how best to bring our newest
brands to more customers in more regions. And we’re also looking
athow we can further expand our offer by extending our technology
and meeting platforms across multiple brands.
Future opportunities
from our newest leaders

Growth through One Informa
With an updated operating model, and
a clear product, market and customer
focus for each of our divisions, we will
be looking at opportunities to make
more of our technology investments
— particularly in AI — and simplify the
operational infrastructure supporting
our businesses. There is the potential
to reduce duplication and focus our
technology resources and investments
on areas that will deliver the most value.
These include improvements that make
it as easy as possible for customers to
transact with us and deploying AI
across more of what we do. In Taylor &
Francis, we are investing in AI-driven
tools that recommend the most
appropriate journals to researchers
and identify the best-suited peer
reviewers for an article. These improve
customer experience, add value to the
academic community we serve and
speed up the time it takes to go from
submitting research to seeing it
published and making an impact.
We are continuing to evaluate and
experiment with the opportunities
presented by generative AI, as well as
to understand the risks. As described
on page 29, we have also built a
proprietary AI assistant, Elysia, that is
tailored to our business and delivering
real benefits to colleagues: drawing
insights from data, optimising and
iterating content, and helping to get
simple tasks done more quickly.
On data, we built our data capabilities
and a first-party customer data
platform called IIRIS almost from
scratch during GAP 2. Now is the
moment to take full advantage of the
powerful insights IIRIS provides. IIRIS
has become established across our
B2B businesses and has been
embedded into brand and media
websites, customer registration
platforms, event apps, and other
platforms and touchpoints.
It is already generating results, creating
new data-driven digital services for
customers to use such as Lead Insights,
allowing us to recommend relevant
products and content to customers, to
build products and packages that better
suit their needs, and to make our
marketing more effective. Moreover, IIRIS
and our data capabilities were central to
the creationof Informa TechTarget.
But there is also much more we can
doand more areas we can apply our
customer insights and data to. This
willbe a key focus under One Informa,
andwe created the new roles of
ChiefMarketing Officer and Head
ofCommercial Data during 2024 to
help lead these programmes.
Making the most of
ourstrengths
Our international reach is one of
Informa’s strengths today. We operate
in all the major regions for our markets
and are well-diversified, with over 50%
of our revenues coming from the
Americas, nearly 20% from APAC and
around 10% from our IMEA – India,
Middle East and Africa – business.
In our B2B business, this enables us to
drive growth and give our customers
more opportunities, because we can
bring marquee brands and intellectual
property to new locations much more
easily. We did exactly this in 2024 by
bringing CPHI to the Middle East, as we
talk to on page 37, and will be doing so
with Money20/20 in 2025 and further
brands under One Informa too.
Through this work, we have established
close and supportive partnerships in
key locations. These relationships are
something we take seriously and take
pride in. With a larger portfolio of B2B
brands, we have an opportunity to
work more closely with key partners
including the cities that host our
events, bringing them greater value
and benefits while allowing us to create
a more consistent experience across
our portfolio.
Strategic Report
Informa Annual Report and Accounts 2024
20
Group Chief Executive’s review
continued
Patrick Shields
Director of Customer Success
Informa has always emphasised being customer obsessed. As a
Customer Success leader, I see how our teams spend countless hours
building connections and training our customers to get the most out of
our products. We work in competitive markets, and ease of doing
business and customer experience have the potential to be a key
differentiator. We have a great opportunity to present ourselves to
customers as one, speak in a single voice and leverage our technology
more fully to provide a market-leading customer experience.
Future opportunities
from our future leaders

We have a similar opportunity to work
more closely with significant suppliers.
In late 2024, we established a preferred
partner programme to begin to do so.
This offers key partners the benefits of
working at a greater scale across our
growing business, while giving Informa
and ultimately our customers the
benefits of consistent, collaborative and
knowledgeable services and teams.
Another strength of our business that
we will continue to focus on under
OneInforma is our approach to
sustainability. Sustainability is
embedded into our business and part
of how we work as a result of a decade
of consistent focus, investments and
improvements. That work does not
stand still, and thankfully so, because
with innovation in the supply chain and
technology advances come new
possibilities for making our markets
and products more sustainable.
We are continuing to deliver and
perform with consistency, both against
the measures we set ourselves under
our FasterForward programme and in
independent external rankings. We
successfully expanded our Sustainable
Event Fundamentals programme in 2024
– a key goal because it encompasses the
breadth of areas that make an event
more responsible, sustainable and
impactful for customers and the
communities they take place in. We
werealso delighted to be included in
theDJSI World Index for the seventh
consecutive year in 2024.
Growth in our community
and culture
As Informa has grown, developed and
delivered consistent performances,
amajor area we have reinvested in is
our colleagues and culture.
In everything we do as a leadership
team, we think about what professional
opportunity we can create for colleagues.
How we can share more of the benefits
of our company’s growth with everyone
who is involved in creating it. What
might colleagues need in order to be
attheir best and what environment
willenable that.
In short, what works best for us is
making sure our culture and
environment are as inclusive of all our
talent as possible. That everyone is able
to contribute ideas and perspectives
and be involved in discussions about
what we do as a company. That when
there are new role opportunities and
experiences available, our colleagues
hear about them first, are encouraged
to put their hand up and grow their
careers. That we spend a good amount
time working together and in person,
coaching and learning from one another
and building a true sense of community.
That whenever support is needed,
helpisalways at hand.
It was a true achievement to be ranked
third on Glassdoor’s list of top UK
employers at the start of 2025, up from
19th place in 2024 when we appeared
on the list for the first time, and based
purely on the feedback, surveys and
reviews given to that site. Our talent
and our culture are significant
strengths that we do not take for
granted however. There is much we
have done under GAP 2, including
expanding our benefits and refreshing
our offices, creating a consistent,
high-quality work environment for
colleagues across the world. And as we
look to make the most of everything we
have built under One Informa, we will
also be focused on providing an
outstanding colleague experience and
helping colleagues make the most of
the opportunities our dynamic
business can offer.
I am proud to lead this company and be
part of its community. Thanks again to
all colleagues for everything during
2024 and for everything that has
helped us to successfully deliver GAP 2
over the last four years. Thanks also to
the Chair for his guidance, insights and
support, and to all Board colleagues.
Stephen A. Carter
Group Chief Executive
13 March 2025
Strategic Report Governance Financial Statements Additional Information
Informa Annual Report and Accounts 2024
21
Laura Childerley-Holliday
Marketing Manager
Across Informa, we have an incredible wealth of expertise. Colleagues
are eager to grow, collaborate and apply their knowledge in new ways.
I’m passionate about career mobility and continuous learning, and I’m
excited about the potential to create clearer pathways for career
mobility, increase the visibility of opportunities – for new roles,
short-term projects or cross-team collaboration – and make it easier to
share knowledge across the business. It doesn’t just develop individual
talent; it also drives innovation and success for Informa as a whole.
Future opportunities
from our future leaders

Our key performance indicators measure
the company’s growth – afundamental
aspect of our strategy – and several
important elements of GAP 2.
Calculations and reconciliations to statutory measures
page 51
Directors’ Remuneration report
pages 115 to 132
Glossary of terms: alternative performance measures
pages 231 and 232
2
024
2
023
2
022
3,189.6
3,553.1
2,262.4
Growth and financial performance
Trends in revenue and operating profit indicate how we are delivering our growth strategy. We delivered double-digit
underlying growth in 2024 following a strong business performance, with additional contributions from newly-added
businesses. Results in 2022 and 2023 reflect the return of live events to normal schedules.
Revenue (£m) Underlying
revenue growth (%)
Adjusted operating
profit (£m)
2
024
2
023
2
022
30.4
11.6
31.4
2
024
2
023
2
022
853.8
995.0
496.3
Free cash flow
(£m)
Informa leverage
(times)
Financial strength and stability
Free cash flow and leverage indicate the strength of Informa’s financial position and our flexibility toinvestand manage
the balance sheet effectively.
Our business model continues to support high cash generation. This, combined with continued revenue growth,
delivered a strong free cash flow performance in 2024. Our year-end leverage position reflects theaddition of new
businesses during the fourth quarter.
2
024
2
023
2
022
631.7
812.1
417.9
2
024
2
023
2
022
1.4
2.6
(0.2)
Adjusted diluted
earnings per share (p)
Dividend per share
(p)
Shareholder returns
Earnings and dividends per share measure the value and returns created for shareholders, whichareanimportant
part of our business model.
We maintained our progressive dividend policy, increasing dividends by 11%. Adjusted diluted earnings pershare
reflect strong earnings growth and the effect of our share buyback programme in lowering theweightedaverage
number of shares.
2
024
2
023
2
022
45.3
50.1
24.4
2
024
2
023
2
022
18.0
20.0
9.8
Strategic Report
Informa Annual Report and Accounts 2024
22
Key performance indicators

Greenhouse gas emissions (GHG)
2024 2023
UK ROW UK ROW
Energy consumption (mWh) 2,879 13,143 3,225 20,223
Scope 1 emissions (tCO
2
e) 382 1,784 378 2,908
Scope 2 location-based emissions (tCO
2
e) 239 2,965 260 3,709
Scope 2 market-based emissions (tCO
2
e) 0 159 0 220
Scope 3 emissions from office waste, electricity well-to-tank emissions,
andtransmission and distribution losses (tCO
2
e) 245 3,115 293 3,920
Scope 3 emissions from home working (tCO
2
e) 2,603 5,099 1,774 4,232
Scope 3 emissions from business travel (tCO
2
e) (global) 29,522 29,268
Total Scope 1 & 2 location-based emissions (tCO
2
e) 622 4,748 638 6,617
Intensity ratio total location-based Scope 1 & 2 emissions (tCO
2
e/colleague) 0.17 0.52 0.17 0.75
Total Scope 1 & 2 market-based emissions (tCO
2
e) 382 1,943 378 3,129
Carbon offsets used to compensate for remaining emissions in scope for
CarbonNeutral
®
company certification (tCO
2
e) (global) 42,908 39,357
Residual carbon emissions post renewable energy and offsets (tCO
2
e) 0 0 0 0
As explained on page 35, we have set Science Based Targets and FasterForward goals that include reducing our
carbonimpact. We measure this through the emissions listed here. This table also fulfils the Group’s Streamlined
Energy and Carbon Reporting (SECR) disclosure requirement.
Calculations are based on the GHG Protocol and Defra guidelines. Scope 1 emissions come from natural gas heating,
refrigerant gases, and vehicle and generator fuel use. Scope 2 emissions come from electricity consumption. Location-
based emissions are the average emissions intensity of electricity grids where we have offices. Market-based
emissions consider renewable electricity purchases. Scope 3 emissions arise indirectly from our business activities in
the supply chain. We report here on the emissions – including Scope 3 emissions – that fall into the CarbonNeutral
Protocol boundaries. Electricity well-to-tank emissions are included in our Scope 3 data for the first time, and are
incorporated into both the 2024 and 2023 data.
We are a CarbonNeutral
®
certified company, in accordance with the CarbonNeutral Protocol, and buy carbon offsets to
compensate for emissions that cannot yet be eliminated. This certification covers our Scope 1 and 2 emissions and the
Scope 3 emissions reported above as defined by the Protocol. Bureau Veritas provides limited assurance over our energy
and water consumption data, Scope 1 and 2 data, and limited Scope 3 data. See our Sustainability Report for full details.
Our Scope 1 and 2 emissions further reduced due to our ongoing use of renewable electricity, energy efficiency
programmes and some further office real estate consolidation. Our total Scope 1, 2 and 3 emissions increased as a
result of adding new businesses and having a larger colleague base, and therefore a greater overall level of emissions
from both travel and home working. Rolling out our established programmes to newly acquired businesses will
positively impact data in future years.
Sustainability progress
We track two sustainability-related KPIs: DJSI performance and carbon impact,
as measured by greenhouse gas emissions.
The DJSI scores listed companies against over 20 economic, social and
environmental criteria. We seek to maintain a strong absolute score and
relative position. Our consistent performance continued in 2024 and we
retained a top percentile peer-group ranking.
Colleague engagement
Colleague engagement is a way we measure the success of our GAP 2
leadership and talent programmes. The score comes from our annual
all-colleague Inside Informa Pulse survey. We aim to maintain a high
engagement score – which remained strong and consistent in 2024 –
andahighparticipation rate – which increased from 85% to 91% in 2024.
DJSI performance
(percentile and absolute score)
100th
65
2024
100th
65
2023
Engagement index
2
024
2
023
2
022
80
79
79
Strategic Report Governance Financial Statements Additional Information
Informa Annual Report and Accounts 2024
23

Over the last two decades,
Informa has changed,
developed, reshaped
andgrown.
Here are some highlights
and key milestones from
our journey so far.
Building the
foundations
After the creation of Informa
in 1998, we merge with
publisherTaylor & Francis plc
in2004, forming a leader in
specialist information.
Informa acquires events company
IIR in 2005 and the business
information group Datamonitor
in 2007, expanding our portfolio
and our operations in the
MiddleEast.
2004-2007
We establish a position in the US
exhibitions market by adding
the Virgo and Hanley Wood
businesses in 2014, bringing in
talent as well as major brands
including World of Concrete,
shown here.
And we created a ShareMatch
share investment programme
toenable colleagues to more
directly benefit from
ourfuturegrowth.
Change and
investment
Stephen A. Carter starts as
Group CEO in late 2013, and in
mid 2014, we launch the
2014-2017 Growth Acceleration
Plan to step up business growth.
This includes investing around
£90m in our platforms and
intelligence products, expanding
in US exhibitions, creating a new
divisional structure and
appointing new senior leaders.
2014
£1.1bn
Informa revenues
in 2014
COVID response
We launch a COVID Action Plan
to protect our brands, support
colleagues and secure Informa’s
long-term position and strength.
This includes raising £1bn in
equity, operating over 500 virtual
events, creating the AllSecure live
events health and safety standard,
and providing open access to
critical medical research.
2020
Top 600
Taylor & Francis
Online was a top
600 most visited
website in 2020
Digital and data focus
We invest in our digital services and data
capabilities. This includes launching our
Omdia tech research brand and acquiring
the F1000 Research open research business.
We also further invest in our partnership
with Totem, which provides digital services
for live and on-demand events.
IIRIS – a customer data platform for
ourB2Bbusinesses – is developed to
maximise the value of data coming
fromcustomers’increased online
activityanddigital interactions.
12,000
We organised
12,000 events
in2007
Informa Annual Report and Accounts 2024
Strategic Report
24
Informa: 2004-2024

1,600
Journals published
on Taylor & Francis
Online in 2011
Focusing our portfolio
In our events business, we beginto
focus on large-scale exhibitions,
reshaping our portfolio by divesting
smaller domestically-focused
European conference businesses
and acquiring larger-scale event
brands in Brazil from BTS and
inCanada from MMPI.
Taylor & Francis Online launches:
adigital home forourthen 1,600
specialist research journals.
2011-2012
Targeted expansion
We establish a position in China’s exhibitions
market, acquiring a stake in the owner of
China Beauty Expo. We also add EBD:
aspecialist inbiotech investment events
andpartneringtechnology.
The shift to digital
Lloyd’s List – then the world’s longest
published newspaper – becomes a fully
digital product. We launch Cogent OA:
adedicated open research brand that
expands our position in the growing
marketfor open access research.
2013
Gathering momentum
We further expand in large-scale
specialist US exhibitions, adding
Penton – owner of Natural Products
Expo, Farm Progress and Aviation
Week – and YPI, owner of the Fort
Lauderdale International Boat Show.
Our open access capabilities and
international reach also grow
further with the addition of Dove
MedicalPress.
In 2017, Dow Jones recognises
Informa as an industry mover for our
sustainability activities.
2016-2017 2018-2019
FTSE 100
Informa enters the
FTSE 100 in 2016
Informa Annual Report and Accounts 2024
Strategic Report Governance Financial Statements Additional Information
25
Growth opportunities
At the end of 2021, we launch
theGrowth Acceleration Plan 2 to
focus Informa on new areas of
opportunity and return from the
period of COVID with strength.
We divest our Intelligence
businesses for a total of nearly
£2.5bn, reinvesting in new
digital products, adding
specialist tech content business
Industry Dive in late 2022 and
the exhibitions businesses
Tarsus and Winsight in 2023.
Tahaluf is formed – a joint
venture partnership in Saudi
Arabia – and we launch LEAP in
Riyadh, now the world’s most
attended tech event.
We achieve carbon neutral
accreditation for Taylor &
Francis print products and
ourfirst events.
2021-2022
Delivering our
ambitions
We complete GAP 2 with new
positions in digital services
andexperience-led events,
ahighergrowth rate and a more
focused, higher-quality portfolio
ofbusinesses.
Informa is named a top 20
bestplace to workin the UK
byGlassdoor in 2024 and a top
three place to work in 2025.
2023-2024
Growth and transformation
Informa combines with UBM. Through this, we
welcome major international brands including
Black Hat and Licensing Expo, and significantly
step up our presence in Asia.
Following our expansion in the US, we establish
a newhub office in central New York, home to
hundreds of colleagues.
Our sustainability programme accelerates.
In2018, we enter the DJSI World Index and,
in2019, we create the Sustainable Event
Fundamentals programme and set our
firstScience Based Targets.
We create Informa Tech as a standalone division
from 1 January 2019.

Over the last ten years, our strategy has been
todeliver accelerated growth by focusing on
specialisation: providing specialist knowledge
andconnections to dynamic and growing
specialistmarkets.
Between 2021 and 2024, wedelivered this strategy through the
Growth Acceleration Plan 2. This six-part programme wasdesigned
to make the most out of opportunities emerging after the pandemic,
including to increase our scale in our chosen specialist markets and
accelerate the pace ofdigitisation throughoutInforma.
We successfully completed GAP 2 in 2024. Here’s how.
Strategic Report
Informa Annual Report and Accounts 2024
26
Informa in 2024
growth strategy
Delivering our

Delivering on
PortfolioFocus
As part of GAP 2, we took the decision
to focus our portfolio on areas where
we have leadership positions and the
best opportunities for future growth.
This led us to divest our B2B
Intelligence portfolio, including our
Pharma Intelligence and Maritime
Intelligence businesses during 2022,
and launch a reinvestment programme.
This programme completed in 2024
and has seen us reinvest the proceeds
back into areas of our two major
markets – B2B Markets and Academic
Markets – that offer the greater growth
potential. We raised almost £2.5bn from
our 2022 divestments: a total that
reflects the quality of our brands and
teams, and strong interest from buyers.
We retained a small number of equity
interests in the businesses we divested
in 2022. In 2024, following a review of
these retained investments, we sold
our 20% shareholding in Maritime
Intelligence and our majority holding in
the US financial data business Curinos.
In both cases, our existing partners
took on full ownership, ensuring
continuity of the businesses, teams
and products delivered to customers.
The majority of our reinvestment
activity has focused on expanding our
portfolio of major B2B brands. In 2023,
we added the Tarsus and Winsight
portfolios, expanding our reach in the
Middle East and Asia, and deepening
our presence in specialist markets
including Aviation, Packaging,
Aesthetics and Foodservice. We also
added the leading US healthcare
technology brand, HIMSS.
In 2024, our reinvestment programme
continued with the addition of the
Ascential business, home to the
Cannes Lions Festival of Marketing,
andthe Money20/20 brand in FinTech.
These are specialist markets we
already serve – although with little
direct overlap – and know well. We
have already started to bring the
benefits of our international reach
andoperations and our established
partnerships to these brands.
In December, we completed the
programme with the combination of
our Informa Tech digital businesses
with TechTarget. Informa is the
majority shareholder in the combined
business, Informa TechTarget.
Having built up our B2B digital services
businesses since the creation of Informa
Tech in 2019, this investment allows us
to build additional scale in content and
data, broaden our range of products
and services, and expand our customer
relationships in Enterprise Technology,
particularly among US customers.
Informa ended 2024, and the GAP 2
period, as a more focused business,
with stronger positions in the markets
we have chosen to operate in.
Following these developments, we are
adapting our operating model in 2025
to make the most of our expanded
portfolio and market positions.
Our B2B Events divisions are each
focused around a distinct event
category – transaction-led, content-led
or experience-led events – so they can
fully focus on further developing and
growing those products and brands.
FinTech experts speaking on the
Na.i.ture Stage at Money20/20
Europe, specially designed to reflect
the event’s theme: Human x Nature
We took the decision to focus our portfolio
on areas where we have leadership positions
and the best opportunities for future growth.
Strategic Report Governance Financial Statements Additional Information
27
Report and Accounts 2024

27m
customer profiles
in IIRIS
Delivering on
digital and
datagrowth
We made good progress on our GAP 2
goal to grow and deliver more to
customers by expanding our digital
services and making the most of our
data. We can, however, see more
opportunities ahead, and so
maximising our data and use of
technology will continue to be focus
areas under our 2025-2028 One
Informa programme.
IIRIS: The power of
customerdata
In 2021, we established a central
customer data platform – IIRIS – and
invested in technology and talent to
capture quality data at scale and
makeit as valuable as possible.
Over the GAP 2 period, we
progressively embedded IIRIS into our
brands and products. We are capturing
more and deeper profile data than
previously, as well as more
sophisticated behavioural data from
when customers register for events,
use event apps, interact onsite, and
consume online content and media
across brands and locations. At the
endof 2024, we had 27 million
engagedB2Baudience profiles
inIIRIS,adoubling since 2021.
Insights from IIRIS are allowing us to
segment our B2B customers and
audiences in a more detailed way,
giving us new insights that we are using
to make our marketing more effective
and grow our audiences. For example,
two online events run by our Light
Reading tech media brand achieved
over 200% more registrations as a
result of using improved segmentation
in email marketing.
These insights are also informing how
we build our products. For the January
2025 edition of WHX Dubai, formerly
Arab Health, we used data-driven
customer insights to develop our
packages to better suit the needs of
different types of attendee and then
target the right professional with the
right product. This will have multiple
benefits: improving attendee
satisfaction, ensuring that our events
attract the highly relevant attendees our
exhibitors and sponsors want to reach,
and growing our revenues as more
customers choose upgraded packages.
Looking forward, we are focused on the
quality and depth of our data, connecting
newly-added brands and businesses to
IIRIS and applying data in even more ways
across product development and
customer engagement. We appointed a
dedicated commercial data leader in late
2024 to bring additional expertise and
focus to this work.
Customers make their
way to WHX Dubai,
which rebranded from
Arab Health to reflect
its international
audience and the global
reach of ourhealthcare
exhibition portfolio
Strategic Report
Informa Annual Report and Accounts 2024
28
Informa in 2024
continued

Digital services growth
During GAP 2, we developed new
digital services that help our customers
learn, connect and do business in more
ways, and then expanded what we
offer through combining with
businesses such as TechTarget.
For several of our newly-developed
services, the focus for 2024 was to
grow our customers while continuing
to develop the product. Lead Insights
isone such example: a reporting and
intelligence platform that allows
sponsors and exhibitors to easily
collate, analyse and use the leads
theygenerate through our brands.
Itcaptures data from interactions on
our event app, attendance at event
sessions, registrations, content
downloads and more.
First launched across our Finance
brands in 2023, we introduced Lead
Insights more widely in 2024, including
in our Marketing portfolio. Lead
Insights was in full use at the 2024
edition of TMRE, with all exhibitors
using the service and providing positive
feedback on the platform and its value.
In Taylor & Francis, we launched two
digital hubs in 2024 that use our
content to serve specialist communities
in new ways. The Aesthetic and
Regenerative Medicine hub and the
Medical Devices Zone are new services
in highly specialist categories where
there is a growing demand for up-to-
date knowledge and trusted research.
The Medical Devices Zone collates
knowledge in a variety of formats in
one easy-to-use hub, from journal
editorials to ebook chapters, video
summaries of research, interviews and
information on related events. The
Aesthetic and Regenerative Medicine
hub also serves as a channel for its
community, allowing researchers to
connect directly to other members.
See how Lead Insights
works and hear how
our TMRE customers
used it in this video
We have long used machine learning
and AI technology: frommachine
learning technology that cleanses
and de-duplicates customer data
records, to automated tools that
screen research submissions when
they are first received, index and tag
content with metadata at speed and
volume, convert video and spoken
word into written content, and
analyse large quantities of customer
survey feedback to uncover trends
and inform our response.
With generative AI emerging and
developing at pace over the last two
years, our GAP 2 focus on digital and
data evolved to incorporate how we
can deploy AI more widely to create
more opportunities for our business.
These include new commercial and
product opportunities. In Academic
Markets, in 2024, we formed
partnerships with several leading
technology companies to license
data to train large language models
and developed our own AI-driven
tools: see pages 33 and 37 for
moreinformation.
In our B2B Markets businesses,
AIisenhancing the matchmaking
technology we use in our events
platforms, enabling us to curate
more and better connections
between B2B sellers and buyers.
AIis also being used to curate
andpersonalise content for our
audiences, through automated
content and product
recommendations.
And across many areas of our
business, we are using AI to deliver
a quicker and better first line of
customer service through
websiteagents.
To support this focus on capturing
new opportunities for, and within,
our business, we have developed a
proprietary generative AI tool, called
Elysia. This is designed to help
colleagues work more effectively
and create even better results, using
Informa-specific data.
Elysia is being used to analyse and
interpret large pools of data for new
insights, including customer
feedback; generate first versions of
new code and iterate original
content at speed; optimise content
for search engines; test and
enhance our marketing
performance; research topics and
trends for event programming;
provide prompts and support for
creative work; and summarise
meetings and project tasks.
After large-scale pilots in 2024,
everycolleague will have access to
Elysia in 2025 as a day-to-day work
assistant. We will also be integrating
Elysia with IIRIS so that colleagues
can retrieve customer data insights
even more easily.
AI: innovation,
insights and efficiency
Strategic Report Governance Financial Statements Additional Information
Informa Annual Report and Accounts 2024
29

Delivering on talent
andleadership
To do what we do well, and to keep
growing, needs colleagues who have
the expertise and energy to spot
opportunities; can come up with ideas
and act on them; have a collaborative
mindset; and are comfortable working
at pace in a dynamic environment.
So, to deliver GAP 2 successfully, we
focused on developing our talent at all
levels – including maintaining a strong
and engaged leadership community –
and making Informa a great place to
join and stay.
We create specific programmes based
on the business’s needs and what
colleagues tell us is important. This
feedback comes from day-to-day
interactions, town hall discussions and
listening sessions, formal surveys such
as our annual Inside Informa Pulse,
aswell as from looking at data on
internal moves, leavers and
participation in programmes.
Consistent themes are that colleagues
value having opportunities to develop
and grow as professionals; being
engaged in business decisions and able
to contribute to the development of
our company and culture; getting
satisfaction from what they do; and
being rewarded for success.
Career opportunity
Based on feedback from our Pulse
survey, our major focus in 2024 was to
increase the career opportunities
available and improve mobility across
the company, enabling us to retain and
better develop the talent we have, and
meeting colleagues’ ongoing desire for
professional growth.
We set a target to increase the
proportion of roles filled internally
from 26% in 2023 to 30% in 2024. This
was achieved by the end of the year
through a mixture of promoting new
roles internally first and more widely,
developing our recruitment platform to
make it easier to use and expanding
the support internal applicants receive.
Colleagues who are ready for a new
opportunity can now speak one-on-
one to our dedicated internal recruiter
and join an internal community for
their function to receive tailored
support and updates.
We introduced a communications
campaign to better embed career
opportunity into our culture. This
included holding a week of careers-
related live events, panels and
workshops in November to share
development tips and career stories.
Ina feedback survey afterwards, over
80% of participants said they would
look inside the company first for their
next role.
In 2024, we developed several new
programmes that help colleagues gain
broader experience and add to their
skills. One was Showmakers, which
allows colleagues in any function to
work onsite at an Informa event and so
learn a new role, expand their network
and experience our products first
hand. In 2024, 30 events welcomed
over 80 showmakers. This will expand
to over 75 events in 2025, offering
opportunities to even more colleagues.
We also ran an application and selection
process in 2024 to enable seven aspiring
leaders to join our 2025 Leadership
Summit, offering a unique development
opportunity to an important cohort.
Our reverse mentoring programme,
first introduced in 2021, has continued.
This matches senior colleagues with a
mentor from a different background or
community, who are often colleagues
from one of our six colleague-run
diversity and inclusion networks.
Theprogramme gives mentors the
opportunity to grow their network
andcontribute their expertise, while
giving mentees first-hand insight into
different perspectives and often
cultures, actively supporting a
cultureofinclusion.
3
Informa ranked third on
Glassdoor’s list of best
places to work in the UK
Our 2024 Hong Kong cohort of
graduates, part of our new Asia
graduate programme, pictured with
Informa Markets CEO Patrick Martell
and HR Director Andy Luk
Strategic Report
Informa Annual Report and Accounts 2024
30
Informa in 2024
continued

To maintain a strong and engaged
leadership community, we have focused
on making sure roles are open to
everyone with the experience and
capabilities. As part of this focus, we
have an ambition that more of our
leadership roles are filled by women.
Following the measure used by the FTSE
Women Leaders Review, the proportion
of women in our leadership community
increased from 33% in 2023 to 37% in
2024 as a result of our continued focus
on supporting all colleagues to advance
and embedding inclusion throughout
the hiring process.
Six colleagues enjoying their
experience working as showmakers
at our Decorex interior design event
in London
30%
Roles filled internally
in2024
Attracting great early career talent also
remains important to us. At the start of
GAP 1, we launched a UK graduate
scheme, which continues to bring
motivated and talented colleagues into
the company each year. We recently
widened the scheme to support our
international growth and now operate
graduate programmes in Asia and in
Saudi Arabia. In 2024, we became a
community member of the UK’s 10,000
Interns Foundation, under which we
offer internships for early talent from
abroad range of communities. In a
survey, all of our 2024 interns said
theywould like to return to work for
Informa in the future.
Growing our leadership
To support Informa’s continued
development and specific areas of
growth, we created new leadership
roles in 2024 and made several hires
who bring us more expertise and
freshperspectives.
This included creating the position of
Chief Talent & Inclusion Officer and
appointing a leader who will further
enhance our talent programmes for
2025 onwards. We hired a Group Chief
Marketing Officer to bring executive-
level leadership and expertise to an
area that is increasingly important to
our future growth. We also welcomed
two new divisional leaders in Taylor &
Francis and Informa Festivals, each of
whom brings new insights from other
companies and areas of our market.
Strategic Report Governance Financial Statements Additional Information
31
Report and Accounts 2024

Colleagues and gender data
Investing in life at Informa
We have invested significantly in
colleague benefits during GAP 2 to
further reward and retain talent and
provide more comprehensive personal
and wellbeing support. This included
expanding our Colleague Assistance
Programme, or EAP, in 2021 to cover all
the countries we work in; providing
targeted cost of living support in 2022;
As attheendof2024
Female Male
All
colleagues
8,132
58%
5,082
36%
Senior
management
and direct
reports
177
44%
226
56%
Directors 5, 45% 6, 55%
The all colleague total does not equal
100% as information from our most
recent acquisitions is being updated
launching our ShareMatch share
investment programme to 12 more
countries in 2023; and introducing
private medical benefits for all UK
colleagues in 2024. Participation
across our two share investment
programmes has grown 90% over the
past four years, with more than 3,000
colleagues choosing to sign up and
benefit directly from the company’s
financial performance.
We have also invested in upgrading and
redeveloping our workplaces, so that
our offices better suit collaborative
work and incorporate technology that
makes worklife easier and more
productive. This included opening new
spaces in Cairo, Singapore, Shanghai
and New York in 2024, and in Dubai
andIstanbul in early 2025.
Delivering our
investment
programme
We established a dedicated investment
programme at the start ofGAP 2, as we
did under GAP 1. This set out to provide
targeted funding to significant digital
product and platform development
projects that would improve customer
experience or expand what we offer
inspecialist markets.
As we end 2024, our total investment
under the programme stands at £70m.
While this is less than our maximum
ceiling, the projects funded by GAP 2
are delivering well and we have met
our overall goal to grow our digital and
data services, and improve customer
experience through broader
reinvestment and adding new
businesses too.
Projects funded and launched during
GAP 2 include the Smart Connections
Media programme. This has introduced
a new platform for our B2B media and
research websites that delivers a better
reader experience, improves search
engine optimisation to grow our
audiences and enables us to capture
more and better customer data.
Colleagues in New Delhi take part in
Walk the World: our annual charity
event that supports communities
local to each of our offices
Strategic Report
Informa Annual Report and Accounts 2024
32
Review of 2024
continued

£1.5bn
completed in share
buybacks since 2022
Delivering
accelerated returns
Delivering sustainable, long-term
returns to shareholders is an
established part of how we operate.
Our GAP 2 focus was to achieve
accelerated business growth and share
the results of growth and financial
performance with shareholders.
Reflecting this focus, a measure of total
shareholder returns relative to our
peer group was included in the 2024
Long-Term Incentive Plan award as a
target measure.
Our performance during GAP 2 allowed
us to both reinvest in growing and
strengthening the business for long
term success and provide capital
returns to shareholders.
We restarted ordinary dividends in the
middle of 2022, having paused them
during the pandemic to prioritise
Informa’s financial stability. These
haveprogressively grown since.
Totaldividends for 2024 were 20.0p,
anincrease of 11% on 2023.
Following shareholder feedback on
the most efficient way to return
capital, we created a share buyback
programme in early 2022 and
gradually expanded it to track
Informa’s improving financial
performance and returns from our
divestments. Initially set at £100m,
Our Game Developer brand, which
migrated to the new media platform at
the start of 2024, saw an immediate
increase in audience and engagement.
Readers spent 30% more time on the
site and visited 50% more pages during
the first three months because of
improvements to user experience and
website performance. Nearly 20%
more readers visited the site overall.
Over 40 brands have migrated to the
platform and this will increase further
as rollout completes in 2025.
Continuing to develop the platform has
become a business-as-usual activity
and new features are continuously
being introduced, such as the addition
of gated premium content capabilities.
In Taylor & Francis, GAP 2 investment
focused on enhancing the publishing
experience for researchers while
enabling us to accept and publish
growing volumes of research.
We redesigned our online platforms
to improve researchers’ access to
essential information. We also
upgraded our AI-driven journal
suggestion tool, which helps authors
efficiently identify the most suitable
journals for their work, and integrated
AI into our workflows so that articles
can be quickly rerouted if their initial
target journal is not relevant. And we
laid the groundwork for a new AI-driven
tool that will help editors and
researchers identify peer reviewers.
GAP 2 investment was directed to
businesses we acquired over the
period, enabling them to grow further
and faster as part of Informa.
Technomic, part of the Winsight
Foodservice business that became
part of the company in 2023, is
developing a subscription data service
that will give US food and drink
manufacturers new insights into how
their products are being sold and their
market share. GAP 2 investment is
funding the platform’s development
and its data analysis and
modellingcapabilities.
thesize of the buyback programme
increased for a fifth time in 2024,
withover £400m of shares acquired in
2024 and a total of £1.5bn since 2022.
During 2024, just over £675m in capital
was returned to shareholders through
ordinary dividends and share buybacks.
Our going-forward capital allocation
framework, shown on page 4, includes
paying progressive dividends and
undertaking buybacks with any excess
capital, balancing the scale of any
commitment of buybacks with any
available investment opportunities.
We continue to engage with
shareholders and the investment
community year-round, regularly
discussing and receiving feedback
onour approach to investment
andcapitalreturns.
Strategic Report Governance Financial Statements Additional Information
Informa Annual Report and Accounts 2024
33

circa 15%
Increase in accredited
Fundamentals events
The Fundamentals of
sustainableevents
In 2024, we prioritised expanding the
Sustainable Event Fundamentals
programme and making more progress
on reducing the waste associated with
delivering live events.
The Sustainable Event Fundamentals is
our framework for embedding
sustainability into every aspect of an
event brand. It is based on six areas
that contribute most significantly to an
event’s sustainability: carbon and
waste, sustainability-related content,
procurement, stakeholder
engagement, community and
wellbeing, and governance.
Each brand is scored against 16
criteria across these areas and our
Sustainability team gives feedback
on how to keep improving.
During 2024, we focused on increasing
the number of accredited events,
defined as those scoring at least 10
points from the maximum of 16. This
measure was included in the 2024
Leadership LTIP, reflecting the
importance of the Fundamentals to
meeting our sustainability targets.
We brought several newly-acquired
businesses into the programme, such
as Labelexpo from Tarsus and the
National Restaurant Association Show
from Winsight, training teams on the
principles of the Fundamentals and
sharing case studies from already-
successful events. We also continued
our rollout in regions where
sustainable practices are less well
established in the supply chain, such as
in parts of Asia and the Middle East.
The number of Fundamentals
accredited brands reached 431 in 2024,
from 377 in 2023. We also introduced a
new platform to support the
programme’s future expansion. This
tool is already enabling us to record,
analyse and report on higher volumes
of event submissions more efficiently.
Recognition and awards
Member of the DJSI World Index
DISCLOSURE INSIGHT ACTION
Ranked A- for environmental impacts
onenvironmental disclosures
andperformance
Rated AAA for management ofESGrisk
Delivering on
sustainability
Under GAP 2, we set out to extend our
existing sustainability programmes
and capabilities, aiming to embed
sustainability into all areas of the
business and to keep performing
wellin a field where standards –
andopportunities – are
continuouslyincreasing.
We have a comprehensive sustainability
programme – FasterForward – that is
designed to deliver on this goal. It
includes nine targets that address how
we manage waste and carbon
emissions, the sustainability content
featured in our products and services,
and the value we bring to our
communities: the three areas we believe
are most relevant to Informa and where
we can make a positive impact.
We are making good progress against
the majority of those targets and our
GAP 2 goal. We are also performing
consistently well in industry rankings
and independent analyses. During
2024, we maintained a leading position
in the DJSI World Index and ranked in
the top 1% of the global media sector.
Read more about the
SustainableEvent
Fundamentals on
ourmicrosite
Taking action on waste
A key goal of FasterForward is to
become a zero waste and net zero
carbon business by 2030, andin the
interim, to halve the waste generated
through our products by2025.
The most significant source of waste in
our operations is the waste generated
at our events, and specifically, where
exhibitors and their contractors choose
to use single-use exhibition stands. We
created the Better Stands programme
to address this matter and have been
expanding its rollout each year. Better
Stands encourages companies to
choose reusable stands when they
commission their contractors, which
can be more cost-effective and
fasterto build as well as safer and
more sustainable.
More than 390 of our events are
engaged with the Better Stands
programme, an increase of over 50%
on 2023. Over 40,000 stands were
assessed in 2024 against our bronze,
silver and gold Better Stands
framework. We are also an active
member of a group that is piloting
Better Stands industry-wide, because
making reusable stands common
practice across all venues, suppliers
and exhibitors, no matter who the
event organiser is, will help everyone
to makeprogress.
Strategic Report
Informa Annual Report and Accounts 2024
34
Review of 2024
continued

weuse our offices, and encouraging
venues and suppliers to be more
energy efficient. In 2024, we sourced
renewable electricity usage for 96% of
offices by consumption and 87%
of events by attendees.
Informa has been a certified
CarbonNeutral
®
Company since 2020.
This certification assesses our business
operations and takes into account our
energy efficiency measures and use of
carbon offsets. Using an equivalent
assessment, all physical books and
journals from Taylor & Francis were
recertified as CarbonNeutral
®
Publications in 2024 too.
Under GAP 2 and our portfolio focus
programme in particular, the shape
and makeup of Informa business
changed. We first set Science Based
Targets around carbon reduction in
2019 and updated them in 2021, with a
commitment to operate in a way that
aligns with limiting global temperature
rises to a maximum of 1.5ºC. We
remain committed to this target, but
we will be revising the baseline we
used in 2021 to reflect the impact of
divesting and adding businesses over
the last three years. There are often
gaps between our sustainability
practices and performance and those
of smaller businesses, and while
embedding our programmes is an area
of opportunity, it can also take time.
We have faced some challenges with
implementing Better Stands during the
period of GAP 2. Events are typically
annual and it can take a few cycles, or
years, to introduce and embed Better
Stands into exhibitors’ and contractors’
processes in a way customers
welcome. The pandemic interrupted
this cycle and delayed adoption, but we
are now seeing strong progress.
The main area of waste in our
Academic Markets business is where
books or journals are printed and not
sold, or are shipped in wrapping that
cannot be reused. We are a digital-first
publisher: all of our journals and 92%
of our books are available to buy in
digital formats, but we have also put
measures in place to reduce print-
related waste.
Over the last ten years, we have
expanded our use of print-on-demand
facilities to new locations. This means
more printing takes place closer to
customers and is more closely aligned
to demand, which reduces waste and
carbon emissions from printing, storing
and shipping, and reduces the risk of
excess stock. In the UK and US, between
75% and 85% of titles are exclusively
fulfilled by print-on-demand.
Managing our
carbonfootprint
We know that managing our carbon
footprint is important to our
stakeholders, as well as being good
responsible business practice. Our
ambition is to be a net zero business by
2030 and to deliver on the Science
Based Targets we have set. We
recognise net zero definitions and
standards are still evolving, and are
actively monitoring their development
to ensure we remain in line with them.
Our focus is to reduce the emissions
associated with our business
operations, supply chain and the use of
our products as far as practical, and
offset emissions that cannot currently
be avoided by purchasing high-quality
offsets that reduce or remove carbon.
We have reduced our Scope 1 and 2
emissions – that is, the emissions
directly under our control – by 83%
since 2017. These reductions have
come from switching to renewable
electricity in our offices and at event
venues, being more efficient inhow
Read our
Sustainability Report
for more about
FasterForward and
stories from around
the company
We engage with exhibitors and
contractors about sustainability
programmes such as Better Stands
onsite at our events. This is our
ownreusable Informa Better Stand
Strategic Report Governance Financial Statements Additional Information
Informa Annual Report and Accounts 2024
35

One Informa 2025-2028
Looking forward, our strategy continues to
be to deliver strong and consistent growth
by focusing on specialisation.
Having completed GAP 2 in 2024, we are launching the
2025-2028 One Informa programme to deliver this goal
overthe next four years.
One Informa is designed to help us grow further and deliver
more for customers by maximising the platform we have
built over the last ten years and more fully leveraging our
strengths across the company.
It will include applying technology and data in ever more
powerful ways to engage and serve our customers and
audiences. It will also include maximising the power of our
brand and international partnerships to unlock more value
and new opportunities for growth.
Our four key One Informa pillars are below and we are
already acting on opportunities in several of these areas:
byextending our major brands to new regions, seizing new
ways to make the most of our data and content, and setting
ourselves up to grow further and faster in newer markets.
for growth
Platform
Market‑leading
brand
Aligning our product brands
more closely and growing the
Informa brand, maximising our
international positions and
partnerships to expand what
we offer and build long-term
brand equity
Market‑leading
colleagueexperience
Making the most of our talent,
using AI to help us work more
effectively, creating more
opportunities for professional
growth, and enabling colleagues
to fully apply their skills and
ideas to our products
and customers
Market‑leading
marketing
Enhancing how we engage with
our customers and audiences,
making full use of our proprietary
data and applying newtechnologies
at scale to create more value
forcustomers and greater
impactfor our brands
Market‑leading
customer experience
Elevating our customer experience,
bringing new and more personalised
products, creating deeper
connections across our brands
and delivering a seamless
digitally-enabled service
Informa Annual Report and Accounts 2024
Strategic Report
36
PageTitleInforma: 2025 and beyond

Bringing brands to new markets
New opportunities for expert content and data
CPHI is one of our marquee B2B
brands. For 35 years, it has served the
global pharma industry, connecting
businesses operating at every point
of the supply chain from ingredient
producers to contract manufacturers
and drug packaging specialists.
We operate CPHI, and its sister
brands P-Mec and Pharmapack,
inIndia, China, the US, Japan, South
Korea, Malaysia and several European
locations. This includes the flagship
CPHI Europe, which attracted 60,000
people from over 100 countries to
Milan in 2024.
In December 2024, we expanded the
portfolio to a new region and ninth
edition with the launch of CPHI
Middle East in Riyadh. In what is a
global industry, entering a new and
dynamic market such as Saudi Arabia
means we can provide customers
with additional growth opportunities.
Bringing CPHI to the region also
creates more opportunities for local
and regional businesses to connect
and trade. Over 400 companies
exhibited, with more than half being
international businesses.
This is one way we are maximising
our international platform, using the
presence and relationships
established in Saudi Arabia through
our Tahaluf partnership to expand an
already leading and successful brand.
Over the last ten years, we have
purposefully focused on expanding
the verified, expert and specialist
research and knowledge published
by Taylor & Francis. The rapid growth
of generative AI is creating new
opportunities and applications for
this content and, in response, we
entered partnerships with leading
AIdevelopers in 2024.
Our partnerships provide them with
non-exclusive access to a range of
specialist content and data. This
high-quality trustworthy knowledge
is used to train and refine large
language models to become more
accurate for the benefit of everyone
who uses them, including students
who use AI tools to support their
study and research.
Our authors share in the benefits
created through royalties, which are
treated in the same way as when
original work is licensed for purposes
such as audio rights. The structure
and scope of the agreements were
carefully considered to protect
intellectual property rights and
author rights.
We will also be collaborating with our
partners on AI tools that serve the
research community. These tools
include specialist expert agents,
based on our content, that could help
authors and librarians with research
and knowledge sharing.
Our AI partnerships generated
$75m+ of non-recurring data access
revenue for Taylor & Francis in 2024,
further diversifying our growth.
We are reinvesting a portion of the
profit into technology and product
development, to continue to enhance
the service researchers receive when
they publish with us and to keep
improving the ease of use,
application and discoverability
ofcontent on our platforms.
Going forward, we see the potential
for additional AI partnerships and
are continuing to explore new
applications for expert research
thatbenefit the community and
maximise the valueandimpact
ofspecialistknowledge.
See inside CPHI
Middle East and
hear from our
team in this video
CPHI Middle East is a
perfect example of our
formula: a really strong
brand, our ability to operate
globally and the proof of the
pudding in local delivery.
Patrick Martell
Informa Markets CEO
Informa Annual Report and Accounts 2024
Strategic Report Governance Financial Statements Additional Information
37

As the B2B events market
continues togrow, and events
develop and become more
sophisticated, weareseeing
anew category emerge:
B2BFestivals.
Inside Informa Festivals
What makes a Festival?
B2B Festivals are events that inspire and celebrate
business by delivering unmissable experiences –
oftennot just in one venue but across a city.
We added two leading examples to Informa in 2024 in
the shape of Cannes Lions and Money20/20. To make
the most of our now-expanded position and expertise,
we have created a dedicated division from 2025:
Informa Festivals. Informa Festivals will focus on
further developing our experience-led events and
making the most of the growth opportunities in
thisemerging market.
Strategic Report
38
Informa Annual Report and Accounts 2024
Informa: 2025 and beyond
continued
Inspirational
content
A global platform for
discussions, insights and
thought leadership you will
not find anywhere else
Destination
for innovation
A place to showcase and
discover ground-breaking
developments
Powerful
connections
An event where
transformative
connectionsare waiting
around every corner
Immersive
experiences
Outstanding, distinctive and
engaging experiences that
make people want to return,
over and over again
1
Musician John Legend talks about
AI’simpact on the music industry
atCannes Lions 2024
Get inspired by the businesses using
emerging technology to make new
breakthroughs, at London Tech
Week’s Corporate Innovation stage
Epic networking at Money20/20,
with6 hand-selected 12-minute
meetings in 90 minutes
At Black Hat’s Arsenal, security
developers get hands-on with the
latest open-source tools and
newly-released products
2 3 4

Serving five specialist
markets: Marketing,
FinTech, Cyber Security,
Gaming and Tech
Major brands:
£377m
pro-forma 2024
revenues
circa 45%
revenues from
UK and Europe
circa 40%
revenues from
North America
Money20/20 gathers
the sharpest minds
in payments, finance,
banking and technology.
It is the bridge to new
ideas, new people and
new technologies.
They’reall in one place:
anunmatched opportunity
forconnections.
Amanda Gourbault
RO, CompoSecure
Learn more
about Informa
Festivals on
our microsite
Strategic Report Governance Financial Statements Additional Information
39
Informa Annual Report and Accounts 2024
Industry
celebration
The place to discover –
andcelebrate – the best
ofthe best
Professional
growth
The chance to learn from
experts, accelerate careers
and find the next generation
of talent
A city
unlocked
An event that takes place
across venues and spaces
and brings its host city to life
The world’s best creative work is
showcased at Cannes Lions. Winning
a Lion award is career-defining
GDC Summits, curated by industry
leaders, are a gateway to new
knowledge and skills
Brand and networking opportunities
abound with the Money Streetfest
75 6

TechTarget
Inside Informa
B2B digital services
connect buyers and
sellers oftechnology
digitally, in the same
way that B2B events
connect buyers and
sellers in person.
B2B digital services in action
Strategic Report
40
Informa Annual Report and Accounts 2024
Informa: 2025 and beyond
continued
Serving tech
companies
end to end
Informing research
and development
We deliver expert research and analysis
and competitor intelligence that help
tech companies decide whatparts of
the market to target, what products
todevelop and how tolaunch.
Helping marketers
target and convert
Our media brands and content
marketing services enable tech
companies to increase their brand
awareness, extend their reach and
target highly-relevant audiences. This
includes through custom content that
engages, influences and drives action.
Making sales
moreeffective
Our data-driven products enable tech
companies to identify prospective
customers at an account and individual
level, understand their stage of
decision making and score their intent
to buy. This means sales teams can
prioritise their outreach, target the
most-likely buyers more effectively
andgenerate revenue more quickly.

In December 2024, we combined the digital
businesses in Informa Tech with Nasdaq-listed
TechTarget to create Informa TechTarget. From
2025, Informa TechTarget will be our dedicated
B2B Digital Services business and a separate
reporting division.
In this market, having scale and a leadership
position matters. With more brands, Informa
TechTarget willbe able to reach a greater
audienceandcapture more customer data, in turn
delivering more insight and leads totechnology
companies, andkeep reinvesting in technology
andproduct development.
This combination represents one oftheways
we are looking to grow further by making the
most of the platform we have built: establishing
aleadership position in this specialist market by
maximising our newly-expanded positions,
brands, talent andproducts.
$1bn
five-year revenue ambition
750+
analysts, editors and
subjectmatter experts
circa 50m
first-party permission-based
audience
1,100+
BrightTALK
webinar communities
220+
specialist media brands
andtechnology sites
300+
awards for editorial
excellence, innovation and
workplace
Strategic Report Governance Financial Statements Additional Information
41
Informa Annual Report and Accounts 2024
Informing
and guiding
professional
buyers of
technology
Our opportunities from TechTarget have
a 2.4x larger average deal size than
opportunities we’ve acquired from other
sources. I’m thrilled with the success of
our integrated programme.
Amy Donahue-Kelley
B2B Performance Marketing Lead, Shure
Supporting buyers’
journeys
Our trusted content helps
professionals understand what
technology solutions are available in
their area, compare providers and
analyse tools in detail, discovering the
right fit for their needs and business.

Revenue
by region %
A North America – 35%
B Continental Europe – 13%
C UK – 1%
D China – 23%
E Middle East – 13%
F Rest of the world – 15%
Revenue
by type %
A Exhibitor – 81%
B Subscriptions – 2%
C Attendee – 5%
D Marketing Services – 6%
E Sponsorship – 6%
With more of our working lives spent
online, moments when we come
together in person to do business
efficiently are increasingly special and
valuable. Our exhibitions provide these
moments at scale across dozens of
industries, from construction to beauty.
These transaction-led events are so
entwined in the fabric of the communities
and industries they serve, that the date
of an event becomes embedded in the
industry’s calendar as a point in time
where people gather to do business.
We operate globally, with many of our
events serving regional markets. North
America is our largest market, followed
by Asia and then the Middle East, which
was our fastest-growing region in 2024.
Informa Markets generates most of its
revenue from exhibitors, primarily
through selling stand space and
related services.
By improving the data and insights
wegain from events, we are
increasingly finding new ways to better
serve our customers and to generate
more revenue.
Across our portfolio, we have
16 marquee events, whose locations are
broadly aligned with our geographic
revenue split. The standout nature of
these events means they generally grow
faster than other events in the portfolio,
have higher margins and provide more
opportunities for additional revenue,
often by taking brands to new locations
or selling more space at existing events.
We refer to this as volume growth.
Through GAP 2, we have been improving
the overall experience for customers,
finding ways to generate more value for
them and, in turn, generating more
revenue for ourselves from value-based
pricing. Increasingly, we are having more
holistic conversations with exhibitors on
ways we can help them achieve their
objectives through a range of services,
beyond selling space. These are largely
powered by the insights we get from the
first-party permissioned data we collect
through IIRIS. We think of this as an
increase in yield from our events.
Informa Markets runs transaction-led
liveand on-demand B2B events where
industries come together to trade,
toinnovate and to grow.
C
D
E
B
A
Informa Annual Report and Accounts 2024
Strategic Report
42
Business and financial review
B
C
A
D
E
F
£1,723m
Revenue
2023: £1,593m
16
Marquee brands
14.2% | 8.1%
Revenue growth
Underlying/reported
2023: 65.5% | 70.7%
£520m | £319m
Operating profit
Adjusted/statutory
2023: £461m | £228m

2024 performance
We entered 2024 with strong visibility of
revenue for the year ahead, providing
confidence of further strong growth,
which is ultimately what played out.
Our regional growth expectations as we
came into the year included growth of
10% in North America, which the
business there delivered. Marquee
events World of Concrete and Supply
Side West were particular highlights,
each growing around 20%.
In IMEA, where we targeted over 20%
growth for the year, the business grew
more than 30%, despite the
cancellation ofMiddle East Energy in
March due tounprecedented flooding
in Dubai. Ourmarquee events in the
region include WHX (formerly Arab
Health) in Dubai and Cityscape in the
Kingdom ofSaudi Arabia, each of which
grew more than 20%.
We launched a further two events in
the Kingdom of Saudi Arabia in 2024,
including CPHI Middle East. The
growth we have seen since forming
our Tahaluf partnership in 2022 has
been phenomenal, with the business
generating over £140m of revenue
in2024.
Due to limited venue capacity in the
Kingdom of Saudi Arabia to run events,
we use temporary structures, which
reduces margins. We expect this to
change over time, particularly following
the World Expo event in Riyadh in 2030,
for which more venues are being built.
Growth was consistent across Asia,
with business in China less buoyant
than previous years, reflecting a
weaker Chinese economy. Mainland
China grew just over 5%, with Hong
Kong and the rest of Asia growing at
over 10%.
Our marquee brands, including LEAP,
which represent over £640m of revenue
and a higher proportion of profit,
performed particularly well, growing
revenue at 16%.
As is normal in even years, we ran
fewer biennial events in 2024. These
events grew over 20%, reflecting the
comparison with the 2022 events
which were only just emerging from
the pandemic. We expect 2025’s
biennial events to grow at a lower rate,
as the comparable will be the 2023
editions, which were fully recovered
from the pandemic.
It is the enduring strength of our
brands and our commitment to
staying closely aligned with the
specialist markets we serve, adapting
events and listening to our customers,
that is behind this growth. Our
talented teams are embedded within
their markets and know them inside
out. Coupling this with the data and
insights we gather through IIRIS
creates a powerful combination for
ongoing sustainable growth.
Outlook and opportunities
Looking ahead to 2025, we are again
confident of further growth across our
markets and geographies. We entered
2025 with close to half of our revenue
for the year visible, a similar percentage
as 2024. Pacing trends are on track
across the portfolio.
Our pricing has now recovered from
theimpact of inflation following the
pandemic. Going forward, we expect
underlying revenue growth to be
drivenby a mixture of volume growth
– more space at existing events and
new launches – and yield growth –
increased price per square metre and
more additional services, with the latter
expected to account for more than
halfof growth.
The exhibitions market continues to
grow at pace and is expected to reach
$40bn by 2030, growing around 5% a
year. It remains fragmented, with the
top 10 organisers representing less
than 20% of the overall market. While
this provides us with opportunities for
further scale through additions and
partnerships, over the short term, we
are looking to capture more from our
existing brands through One Informa.
Our focus in 2025 is around operating
efficiency, further enhancing
customer experiences at events,
improving our marketing initiatives as
well as aligning our supporting
functions with those of the other B2B
events businesses at Informa.
Strategic Report Governance Financial Statements Additional Information
Informa Annual Report and Accounts 2024
43

Informa Connect owns and operates
content-led events that bring
together professionals to connect,
learn and develop business.
Informa Connect plays a vital role
convening professionals in specialist
markets through content and community,
where they can learn, network and
develop commercial relationships.
Our international businesses operate
in six end markets – Life Sciences,
Finance, Foodservice, Anti-Ageing &
Aesthetics, Lifestyle and Technology
– owning and operating major B2B
brands in each of them.
In addition to our live events
businesses, we also run subscription-
based intelligence businesses including
Technomic in our Foodservices
portfolio and Curinos, Zephyr and IGM
within our Finance portfolio. In 2024,
the largest of these was Curinos, in
which we held a majority stake.
Towards the end of the year, we
divested our interest to our partner in
the business. This increased the focus
on our live events portfolio, while
providing continuity for colleagues.
Informa Connect has seen substantial
change over the last decade. The
business has transitioned towards
large-scale, repeatable B2B brands.
Back in 2014, it focused on small,
volume conferences, operating around
3,000 events across many industries
and generating £246m of revenue.
Around 60% of that revenue came from
attendees, where forward visibility is
low. Our largest event at the time
generated just over £5m revenue, with
the top 20 generating £50m.
In 2024, the portfolio is completely
transformed. We focus on major brands
within our six core markets, operating
around 500 live events annually. Our
revenue is over two and a half times
more than it was in 2014, with over 100
events generating revenue of more than
$1m. Our top 20 events generated
around £185m of revenue in 2024.
Ourlargest event this year generated
the same amount of revenue as the
entire top 10 did in 2014.
D
C
E
A
B
F
Revenue
by type %
A Exhibitor – 21%
B Subscriptions – 24%
C Unit sales – 7%
D Attendee – 28%
E Marketing services – 6%
F Sponsorship – 14%
Informa Annual Report and Accounts 2024
Strategic Report
44
Business and financial review
continued
B
A
C
D
E
Revenue
by region %
A North America – 71%
B Continental Europe – 14%
C UK – 7%
D Middle East – 4%
E Rest of the world – 4%
£631m
Revenue
2023: £581m
2
Marquee brands
4.1% | 8.7%
Revenue growth
Underlying/reported
2023: 14.2% | 40.0%
£114m | £30m
Operating profit
Adjusted/statutory
2023: £103m | £32m

The mix of revenue has also improved
substantially. In 2024, attendees
accounted for less than 30% of revenue
– half the proportion of 2014. Exhibitor
and sponsorship revenues, where
visibility is higher, represented around
35%, while almost a quarter of revenue
was from subscriptions.
2024 performance
Informa Connect’s underlying revenues
grew 4.1% in 2024. Excluding Curinos,
growth would have been 5.1%.
Reported revenue growth was higher
at 8.7%, reflecting the full-year benefit
of the Tarsus and Winsight businesses
acquired in 2023. The brands within
these businesses grew strongly
year-on-year. Winsight’s flagship event,
the National Restaurant Association
Show in North America – the largest
event in the Connect portfolio –
increased revenues by 20% and
attendees by 7%.
Our marquee and power brands, which
represent over £100m of revenue, grew
by double digits in 2024. These scale
brands have powerful market presence
as the convening place for their
industries. This creates more revenue
opportunities, meaning they typically
have higher growth rates and higher
margins than smaller events.
The transformation of our business and
our experience through the pandemic
led us to do more digitally. Many of our
events offer a digital complement
through Streamly. Streamly’s digital
library of content includes speakers
from our events as well as expert
content from elsewhere, which can be
viewed on demand either at the event,
after the event or entirely separate
fromthe event.
First-party audience data gathered by
Streamly and the rich attendee
interaction data from events that we
capture through our proprietary
platform ConnectMe, all feed into our
centralised data platform, IIRIS. The
audience insights this data provides
inform product development and
improve our marketing. This in turn
enables us to be more tailored and
bespoke in our approach. We can
provide targeted audience data to event
partners and sponsors, which we now
monetise through our proprietary Lead
Insights platform: 135,000 unique leads
were delivered to 3,300 companies
through Lead Insights in 2024.
Digital and data capabilities are a key
consideration for any potential addition
to our portfolio. A key attraction of the
Winsight business was Technomic, a
specialist data and insights provider to
the foodservices industry. This
complements our live events brands in
the Foodservice market by providing
market insights and broadening
customer relationships. By combining it
with our GAP 2 investments and
expertise, the team is developing a new
data product for food manufacturers
that will provide greater insights into
end customer purchasing decisions.
This is something not typically visible to
manufacturers as they sell products via
third-party distributors.
Our largest end market remains
Finance, which includes marquee event
SuperReturn, serving the private equity
community. It continues to go from
strength to strength, with revenue now
almost eight times the size it was in
2014 and profit ten times greater.
Outlook and opportunities
Following a period of rapid growth and
expansion, we now have scale and
leadership positions in six growth end
markets. Our role is to continue to
attract, engage and retain highly
valuable audiences by providing unique
content and specialist connections they
cannot get elsewhere. Our strength in
first-party data will help us achieve
this, bringing us closer to customers
and supporting the continuing rollout
of complementary digital services that
generate additional revenue.
Our focus over the coming years is
around maximising our potential using
the platform we have created. Whether
that be enhancing customer experience,
making better use of data, streamlining
processes through automation and
better use of AI, or developing colleague
skills at scale, the benefits of the One
Informa programme fuel more
opportunities for further growth.
Strategic Report Governance Financial Statements Additional Information
Informa Annual Report and Accounts 2024
45

Our academic markets business
Taylor&Francis is a leading publisher
ofpeer‑reviewed academic research with
a long history of trust and integrity.
In an increasingly well-educated world,
Taylor & Francis brings together the
creators and curators of knowledge,
supporting each throughout their
careers. From learning and studying, to
lecturing and peer reviewing content,
our business acts as a virtuous
flywheel, where the more value we
create for one party, the greater the
value for the other.
We operate in two key areas –
Researcher Services and Advanced
Learning. Around 60% of our business
is Researcher Services, which publishes
articles and journals through both
pay-to-publish and pay-to-read
models. We also provide flexible
agreements that span both formats
depending on our customers’
preferences. This is almost entirely
digital revenue.
Around 40% of our business is
Advanced Learning. We publish books
that are sold to academic institutions,
libraries, and directly to post-
graduates, professors and career
academics. Around half of this revenue
is digital through the sale of ebooks
and open books.
Back in 2014, the split between
Researcher Services and Advanced
Learning was broadly equal. We
generated less than 25% of Advanced
Learning revenue digitally. The shift
informat and digital mix over the
lastdecade reflects shifts in the
marketaswell as the technology
investmentsmade through our
twoGAP programmes.
Around 60% of revenue from our
specialist publications comes from
humanities and social sciences subjects,
with the remainder from STEM
publications. This has been broadly
consistent over the last ten years.
Revenue
by type %
A Subscriptions – 53%
B Unit sales – 47%
A
B
Informa Annual Report and Accounts 2024
Strategic Report
46
Business and financial review
continued
B
A
E
D
C
F
Revenue
by region %
A North America – 53%
B Continental Europe – 11%
C UK – 14%
D China – 8%
E Middle East – 2%
F Rest of the world – 12%
£698m
Revenue
2023: £619m
80%
Digital revenue
14.5% | 12.8%
Revenue growth
Underlying/reported
2023: 3.0% | 4.3%
£256m | £203m
Operating profit
Adjusted/statutory
2023: £218m | £149m

2024 performance
Taylor & Francis delivered strong
underlying revenue growth of 14.5%
in2024. This reflects consistent
underlying growth in the core business,
complemented by new incremental
revenue from AI partnership
agreements. It includes over $75m of
non-recurring data access revenue.
As the opportunities presented by
generative AI continue to expand, there
is increasing demand for high-quality
content. To date, these partnership
agreements have largely focused on
our Advanced Learning content, but
there are opportunities to expand
beyond books in the future.
Overall, pay-to read revenue increased
by double digits in 2024, largely driven
by the data access agreements
described above. Elsewhere, we saw an
increase in ebook revenue that mirrored
a similar decline in print books.
Article submissions increased in our
Researcher Services business, albeit
ata slower rate than 2023, as the
rebound effect of the pandemic
subsided. Around a quarter of the
articles we receive go on to be
published following a rigorous peer
review and vetting process. This helps
maintain the integrity and quality of
our publications. Integrity is key for
the long-term reputation and
relevance of our business and is highly
valued by our customers. Along with
others in the market, we have seen
arecent flight to quality away from
newer participants towards the more
traditional, trusted publishers.
In total, we have now signed 45
transformative agreements, providing
access to around 1,000 institutions.
These are flexible read and publish
contracts that provide institutions
with a combination of pay-to-read
content access and pay-to-publish
research services.
In line with the trends we have seen in
the broader academic market, we are
generating an increasing amount of
revenue from China. In 2014, around
3% of our revenue was from
publications in China. This proportion
has more than doubled in 2024 as
China has moved to become one of the
top countries for research output
globally.
During July, we welcomed our new CEO,
Penny Ladkin-Brand, who joins with
significant experience in specialist
publishing businesses looking to
accelerate their growth and digital
ambitions. The benefits of her
experience are already helping to
further grow our share of research
andrelated content.
Outlook and opportunities
In order to increase the volume of
research we disseminate and, in turn
generate additional revenue, we are
focusing on the ease and speed of
publication for both creators and
curators of knowledge. This is
particularly true in open research.
Thatmeans simplifying the submission
process, improving the process around
peer review and publishing in ways that
best suit an article so that it reaches its
intended audience, all while upholding
the rigorous standards for which we
are known, preserving the integrity of
our brands and publications.
Technology and AI play a crucial role
inthis. The partnerships we have
established with AI providers are
helping us to learn and adapt quickly
astechnology evolves.
It is an exciting time to be in the
knowledge business, with endless
possibilities becoming daily realities.
Strategic Report Governance Financial Statements Additional Information
Informa Annual Report and Accounts 2024
47

We are maximising our
international platform across
growth markets to deliver
sustainable revenue growth,
improving margins and
growing returns.
Strong growth in 2024
In a year marked by continuing
macro-economic volatility, escalating
conflict and half the world’s
population heading to the polls, our
international brands and businesses
delivered an exceptional performance.
We delivered double-digit growth in
revenues, adjusted operating profit
and free cash flow.
Alongside our strong operating
performance, we continued to expand
the breadth of the Group within the
parameters of our capital allocation
framework. We maintained a
progressive dividend, invested
organically, focusing on digital and data
initiatives, and balanced shareholder
returns with targeted additions with
growth potential. Allwhile improving
our investment grade credit ratings
across our threecovering agencies.
In live B2B events, we expanded our
portfolio, adding the Ascential business
and its premium brands, Lions and
Money20/20. This led to the creation of
Informa Festivals focusing on
developing our range of experience-
led, high-impact, high-value events.
In B2B Digital Services, we combined our
digital businesses in Informa Tech with
TechTarget, creating Informa TechTarget,
which is listed on the Nasdaq exchange
as TTGT. The business brings together
buyers and sellers digitally in the same
way as we do in B2B events.
In Academic Markets, we secured data
access agreements with key large
language model providers that
expand revenue streams.
Record financial performance
Group revenues of £3,553m marked
anew high for Informa and reflected
strong underlying revenue growth of
11.6%. Our B2B Markets businesses grew
11.1%, with Informa Markets growing
14.2%, Informa Connect 4.1% and
Informa Tech 9.5%.
Twenty-two events generated over
£930m of ourevents revenue. These
are our marquee brands – events with
revenue greater than $30m. They
include CPHI in Pharma, SuperReturn in
Finance and BlackHat in Cyber Security.
Typically they grow faster than smaller
events and their scale means they are
also usually more profitable.
The visibility and strength of our
marquee brands within their industries
enables successful spin-offs in new
geographic locations. An example of
this in 2024 was the launch of CPHI in
the Kingdom of Saudi Arabia by our
Tahaluf partnership. The launch marked
the ninth edition of the powerful CPHI
brand. Brand extension and new
launches have driven rapid growth at
Tahaluf in recent years, with eight
shows run in 2024, delivering year-on-
year revenue growthof over 100%.
Informa Tech remained a standalone
business through 2024, as regulatory
and procedural work to combine its
digital businesses with TechTarget was
completed. Its trading performance
through the year was mixed. The
events businesses performed well,
buoyed by strength in the Middle East.
This was balanced by steady growth in
our digital businesses. These include our
specialist research offering from Omdia
and Canalys, and our demand
generation businesses including Industry
Dive and NetLine, where there was some
softness in the market in 2024 as
businesses focused their investments
onAI over product launches, a trend
alsoseen by TechTarget.
Strategic Report
Informa Annual Report and Accounts 2024
48
Momentum
Growth&
Group Finance Director’s review

From 2025, Informa Tech’s events will
be reported within our B2B Markets
businesses and its digital businesses
within Informa TechTarget.
Taylor & Francis’s underlying
revenuegrew strongly in 2024, up
14.5% to £698m. This reflects a solid
performance in the underlying business,
combined with new revenue streams
from the data access agreements
described earlier. These agreements
provide access to archive content
totrain AI models.
Our cash flow performance in 2024
was exceptional, with free cash flow
of£812m. This reflects strong profit
growth and our continuing focus on
operating cash conversion – the rate
atwhich adjusted operating profit
converts into operating cash. The
strong cash dynamics of our business
model are an attractive core
characteristic of the Group.
Disciplined capital allocation
The strength of our free cash flow
provides options for deploying excess
capital. Our approach is to focus on
driving the best long-term value for
shareholders. This means balancing
short-term cash returns with continued
investment. In 2024, we returned £248m
to shareholders in the form of ordinary
dividends and £428m in share buybacks.
At the start of the year, we targeted
£340m of in-year share buybacks which
we increased to £500m after a strong
first quarter, retaining flexibility to
pausefor strategic opportunities.
This arose with Ascential plc and its
unique set of premium brands. We
could clearly see an opportunity to
further expand and extend these
around the world, creating value.
Having largely met our buyback
ambition, we paused additional
purchases to fund the acquisition,
whichcompleted in October.
In the final part of the year, following
completion of both the Ascential and
TechTarget transactions, we accessed
the European bond markets to secure
long-term financing. We converted
ouracquisition finance facility to
bonddebt at attractive rates in three
oversubscribed tranches, highlighting
the credit strength of the Group.
We ended 2024 with leverage of 2.6
times. Our strong cash generation
means we expect to reduce this to our
1.5 to 2.5 times range through 2025,
with capacity forshare buybacks and/or
targeted additions, should we consider
theseagood use of capital.
Delivering on GAP 2
2024 was the culmination of GAP 2,
during which we invested in projects
that have supported growth and
strengthened our digital and data
capabilities. At the core was the
development of our customer data
platform, IIRIS. Many of the follow-on
projects have focused on making
better use of data from IIRIS to improve
customer experience and create new
revenue opportunities. Examples of
these are included in our Informa in
2024 section on pages 26 to 35.
In Taylor & Francis, we set out to expand
our Researcher Services revenue and
build our capabilities in open research.
Researcher Services now accounts for
around 60% of the business’s revenue.
GAP 2 also saw us focus our portfolio.
We divested our Intelligence
businesses, selling around £200m of
revenue at an EV/EBITDA multiple of
around 28 times. We used these
proceeds toreturn around £1.5bn in
cash to shareholders through share
buybacks, as well as reinvesting in our
two leadership businesses. Most
notably, we expanded our B2B events
portfolio, adding around £600m of
revenue at anaverage post-synergy
EV/EBITDA multiple of 11 times. The
culmination of this reinvestment
programme was the addition of
Ascential in October, whose assets
form the cornerstone for our new
Informa Festivals division.
Looking back on GAP 2, we can reflect
on its success. On launching the
programme, we laid out financial
scenarios for the Group. These included
an M&A reinvestment scenario with a
revenue ambition of up to £3,300m
ifwe were to redeploy the capital
generated through divestments. The
results we delivered in 2024 exceeded
this ambitious revenue target by 7.5%.
A platform for growth
Over the last decade, we have built
leading businesses in B2B Markets, B2B
Digital Services and Academic Markets.
We have extended our international
reach and deepened our position in the
markets we serve. We have created a
platform for long-term growth that we
can expand and extend through the
successful delivery of One Informa.
This points towards an exciting future
for the Group, with new opportunities
for growth and expansion.
I look forward to working closely with
colleagues to seize these opportunities
and continue to develop the Group
anddeliver further strong returns
forshareholders.
Gareth Wright
Group Finance Director
13.6%
ULRG of marquee brands
104%
operating cash conversion
£812m
free cash flow
Gareth Wright answers questions
onstage at our half-year
resultspresentation
Strategic Report Governance Financial Statements Additional Information
Informa Annual Report and Accounts 2024
49

Income statement
Informa delivered a strong set of results for the year ended 31 December 2024, including 11.6% underlying revenue growth
and 22.9% underlying adjusted operating profit growth, which resulted in a new record high level of revenue and adjusted
operating profit for the Group. This reflected strong trading performances across both B2B and Academic Markets, with
both delivering double-digit underlying revenue and adjusted operating profit growth.
Adjusted results
2024
£m
Adjusted items
2024
£m
Statutory results
2024
£m
Adjusted results
2023
£m
Adjusted items
2023
£m
Statutory results
2023
£m
Revenue 3,553.1 – 3,553.1 3,189.6 – 3,189.6
Operating profit/(loss) 995.0 (452.2) 542.8 853.8 (346.0) 507.8
Fair value (loss)/gain on
investments – (9.2) (9.2) – 1.3 1.3
(Loss)/profit on disposal of
subsidiaries and operations – (24.1) (24.1) – 3.0 3.0
Net finance costs (79.6) (22.6) (102.2) (19.2) (0.8) (20.0)
Profit/(loss) before tax 915.4 (508.1) 407.3 834.6 (342.5) 492.1
Tax (charge)/credit (178.2) 137.3 (40.9) (156.4) 127.0 (29.4)
Profit/(loss) for the year 737.2 (370.8) 366.4 678.2 (215.5) 462.7
Adjusted operating margin 28.0% 26.8%
Adjusted diluted and statutory
diluted EPS 50.1p 22.2p 45.3p 29.9p
Financial results
Our performance includes a 11.4% increase in revenue to £3,553.1m. Every division delivered underlying revenue growth in
the year. The Group reported a statutory operating profit of £542.8m in 2024, compared with a statutory operating profit of
£507.8m for the year ended 31 December 2023. The growth in 2024 reflected strong trading performance across all regions,
supported by strong results in both B2B and Academic Markets. Adjusted operating profit was £995.0m, growing 22.9% year-
on-year on an underlying basis, again with growth delivered in all our divisions.
Statutory net finance costs increased by £82.2m to £102.2m, with adjusted net finance costs increasing by £60.4m to £79.6m.
This was as a result of acquisition activity through 2023 and 2024 that reduced overall cash balances, and therefore lowered
interest income, together with increased interest charges following the €1.75bn issuance of Euro Medium Term Notes to
fund acquisitions.
The combination of all these factors led to a statutory profit before tax of £407.3m in 2024, compared with a statutory profit
before tax of £492.1m in 2023. The profit in the year led to a statutory tax charge of £40.9m in 2024 compared to a tax
charge of £29.4m in the prior year.
This profit outcome translated into a statutory diluted earnings per share of 22.2p compared to 29.9p for the prior year,
withthe £82.2m increase in statutory net finance costs partially offset by the £35.0m increase in statutory operating profit.
Adjusted diluted EPS grew to 50.1p from 45.3p in the prior year, an increase of 10.6%.
Strategic Report
Informa Annual Report and Accounts 2024
50
Financial Review

Measurement and adjustments
In addition to statutory results, adjusted results are prepared for the Income Statement. These include adjusted operating
profit, adjusted diluted earnings per share and other underlying measures. A full definition of these metrics can be found
inthe glossary of terms on page 231. The divisional performance table on page 52 provides a reconciliation between
statutory operating profit and adjusted operating profit by division.
Revenue and adjusted operating profit growth on an underlying basis are reconciled to statutory growth in the table below:
Underlying growth
Phasing and
other items
Acquisitions and
disposals Currency change Reported growth
2024
Revenue 11.6% (3.4)% 7.0% (3.8)% 11.4%
Adjusted operating profit 22.9% (7.7)% 6.5% (5.2)% 16.5%
2023
Revenue 30.4% (1.3%) 13.3% (1.4%) 41.0%
Adjusted operating profit 59.1% (4.0%) 16.7% 0.2% 72.0%
Adjusting items
The items below have been excluded from adjusted results. The total adjusting items included in the operating profit in the
year were £452.2m (2023: £346.0m). The increase in adjusting items is primarily due to lower gains on the remeasurement
ofcontingent consideration and increased acquisition and integration costs.
2024
£m
2023
£m
Intangible asset amortisation
1
309.6 312.8
Impairment – acquisition-related and other intangible assets 28.5 25.1
Impairment/(reversal of impairment) – IFRS 16 right-of-use assets 5.0 (0.6)
Acquisition costs 66.0 53.3
Integration costs 42.2 19.7
Restructuring and reorganisation costs 14.1 11.0
Fair value gain on contingent consideration (29.5) (87.6)
Fair value loss on contingent consideration 16.3 12.0
Foreign exchange loss on swap settlement – 5.6
Credit in respect of unallocated cash – (5.3)
Adjusting items in operating profit 452.2 346.0
Fair value loss/(gain) on investments 9.2 (1.3)
Loss/(profit) on disposal of subsidiaries and operations 24.1 (3.0)
Finance costs 22.6 0.8
Adjusting items in profit before tax 508.1 342.5
Tax related to adjusting items (137.3) (127.0)
Adjusting items in profit for the year 370.8 215.5
1 Excludes intangible product development and software amortisation of £46.1m (2023: £41.1m)
Intangible amortisation of £309.6m (2023: £312.8m) relates to the historical additions of book lists and journal titles,
acquired databases, customer and attendee relationships, and brands related to exhibitions, events and conferences and
product development. As it relates to acquisitions, it is not treated as an ordinary cost. By contrast, intangible asset
amortisation arising from software assets and product development is treated as an ordinary cost in the calculation of
operating profit, sois not treated as an adjusting item.
Acquisition costs of £66.0m (2023: £53.3m) principally relate to the combination with TechTarget and the acquisition of Ascential.
Strategic Report Governance Financial Statements Additional Information
Informa Annual Report and Accounts 2024
51

Divisional performance
The table below shows the results and adjusting items by Division, highlighting strong growth in the B2B Markets businesses
and in our Academic Markets business, Taylor & Francis.
Informa Markets
£m
Informa Tech
£m
Informa Connect
£m
Taylor & Francis
£m
Other
2
£m
Group
£m
Revenue 1,723.0 423.9 631.0 698.2 77.0 3,553.1
Underlying revenue growth 14.2% 9.5% 4.1% 14.5% – 11.6%
Statutory operating profit/(loss) 318.7 42.3 30.2 202.5 (50.9) 542.8
Add back:
Intangible asset amortisation
1
173.5 37.1 54.1 31.7 13.2 309.6
Impairment – acquisition-related and other
intangibles 11.2 0.9 0.2 16.2 – 28.5
Impairment – IFRS 16 right-of-use assets 0.4 1.5 1.8 0.3 1.0 5.0
Acquisition costs 5.6 0.7 3.6 1.5 54.6 66.0
Integration costs 10.4 17.0 12.5 1.0 1.3 42.2
Restructuring and reorganisation costs 2.0 1.4 4.7 2.5 3.5 14.1
Fair value gain on contingent consideration (6.2) (18.7) (4.6) – – (29.5)
Fair value loss on contingent consideration 4.4 – 11.9 – – 16.3
Adjusted operating profit 520.0 82.2 114.4 255.7 22.7 995.0
Underlying adjusted operating profit growth 24.1% 29.7% 11.8% 22.6% – 22.9%
1 Intangible asset amortisation is in respect of acquired intangibles and excludes amortisation of software and product development of £46.1m
(2023: £41.1m)
2 Other comprises the post-acquisition results of Ascential and TechTarget, which were acquired during the year ended 31 December 2024
Adjusted net finance costs
Adjusted net finance costs, which consist of interest costs on our corporate bond borrowings and loans, partially offset
byinterest income on bank deposits, increased by £60.4m to £79.6m. This was a result of acquisition activity through 2023
and 2024 that reduced overall cash balances, and therefore lowered interest income, together with increased interest
charges following the €1.75bn issuance of Euro Medium Term Notes to fund acquisitions.
The reconciliation of adjusted net finance costs to the statutory finance costs and finance income is as follows:
2024
£m
2023
£m
Finance income (12.9) (47.4)
Finance costs 115.1 67.4
Statutory net finance costs 102.2 20.0
Add back: adjusting items relating to finance costs (22.6) (0.8)
Adjusted net finance costs 79.6 19.2
Taxation
Approach to tax
The Group continues to recognise that taxes paid are part of the economic benefit created for the societies in which we
operate, and that a fair and effective tax system is in the interests of tax-payers and society at large. We aim to comply with
tax laws and regulations everywhere the Group does business and Informa has open and constructive working relationships
with tax authorities worldwide. Our approach balances the interests of stakeholders including shareholders, governments,
colleagues and the communities in which we operate.
The Group’s adjusted effective tax rate (as defined in the glossary of terms) reflects the blend of tax rates and profits in the
jurisdictions in which we operate. In 2024, the adjusted effective tax rate was 19.5% (2023: 18.7%).
Strategic Report
Informa Annual Report and Accounts 2024
52
Financial Review
continued

The calculation of the adjusted effective tax rate is as follows:
2024
£m
2023
£m
Adjusted tax charge 178.2 156.4
Adjusted profit before tax 915.4 834.6
Adjusted effective tax rate 19.5% 18.7%
Tax payments
During 2024, the Group paid £122.3m (2023: £112.4m) of corporation tax and similar taxes.
A breakdown of the main geographies in which the Group paid tax is as follows:
2024
£m
2023
£m
UK 15.8 20.4
Continental Europe 26.2 19.8
US 24.2 37.4
China 33.8 19.0
Rest of world 22.3 15.8
Total 122.3 112.4
The reconciliation of the adjusted tax charge to cash taxes paid is as follows:
2024
£m
2023
£m
Adjusted tax charge 178.2 156.4
Movement in deferred tax including tax losses 19.6 (54.2)
Net current tax charge/(credits) in respect of adjusting items 24.9 (27.9)
Movement in provisions for uncertain tax positions 2.6 11.6
Taxes paid in different year to charged (103.0) 26.5
Taxes paid per statutory cash flow 122.3 112.4
The recognised deferred tax assets relating to US, UK and Luxembourg tax losses were £22.2m (2023: £37.6m), £56.1m
(2023: £9.8m) and £83.5m (2023: £15.9m) respectively. These are expected to be utilised against future taxable profits.
Goodwill is not amortised as it is subject to impairment reviews and, as a result, there is no charge to adjusting items for
goodwill amortisation. However, there can be an allowable tax benefit for certain goodwill amortisation in the US and
elsewhere. Where this benefit arises, it reduces the tax charge on adjusted profits.
The amortisation of intangible assets is considered an adjusting item. The £10.0m (2023: £12.6m) of current tax credits taken
in respect of the amortisation of intangible assets is therefore also treated as an adjusting item and included in the tax
credits in respect of adjusting items.
Tax contribution
The Group’s total tax contribution, which comprises all material taxes paid to, and collected on behalf of, governments
globally was £545.8m in 2024 (2023: £510.3m). The geographic split of taxes paid by our businesses was as follows:
2024 2023
UK
£m
US
£m
Other
£m
Total
£m
Total
£m
Profit taxes borne 15.8 24.2 82.3 122.3 112.4
Employment taxes borne 40.5 28.7 15.5 84.7 75.5
Other taxes 5.3 1.0 0.5 6.8 6.2
Total 61.6 53.9 98.3 213.8 194.1
In addition to the above, in 2024, we collected taxes on behalf of governments (e.g. employee taxes and sales taxes)
amounting to £332.0m (2023: £316.2m).
Strategic Report Governance Financial Statements Additional Information
Informa Annual Report and Accounts 2024
53

Dividends
The Group resumed dividend payments in 2022 and, in 2023, the dividend was increased significantly to reflect the strong
growth in Group earnings. Going forward, the Group will look to continue progressively growing dividends to strike a
balance between rewarding shareholders and retaining the financial strength and flexibility to invest in the business and
pursue growth opportunities.
An interim dividend of 6.4p per share (2023: 5.8p per share) was paid on 20 September 2024. The total amount paid in 2024
relating to the final dividend for 2023 and interim dividend for 2024 was £248.2m (2023: £176.6m). The Board has
recommended a final dividend of 13.6p per share for 2024 (2023: 12.2p per share). The final dividend is scheduled to be paid
on 11 July 2025 to ordinary shareholders registered at the close of business on 30 May 2025. This will result in total dividends
for the year of 20.0p per share (2023: 18.0p per share). The Dividend Reinvestment Plan (DRIP) will be available for the final
dividend and the last date for receipt of elections for the DRIP will be 20 June 2025.
Dividend cover (see glossary of terms for definition) was 2.5 times (2023: 2.5 times), being adjusted diluted EPS of 50.1p
(2023: 45.3p) divided by total dividends per share of 20.0p (2023: 18.0p). Our dividend payout ratio was 40%, beingtotal
dividends per share of 20.0p divided by adjusted diluted EPS of 50.1p.
Earnings per share
Adjusted diluted EPS was 10.6% higher at 50.1p (2023: 45.3p), largely reflecting higher adjusted earnings of £673.3m
(2023: £635.1m) together with a 4.2% decrease in the weighted average number of shares following the share buybacks
completed during the year.
An analysis of adjusted diluted EPS and statutory diluted EPS is as follows:
2024
£m
2023
£m
Statutory earnings 297.7 419.0
Add back: Adjusting items in profit/loss for the year 370.8 215.5
Adjusted profit for the year 668.5 634.5
Non-controlling interests relating to adjusted profit 4.8 0.6
Adjusted earnings 673.3 635.1
Weighted average number of shares used in adjusted diluted EPS (m) 1,344.0 1,402.7
Adjusted diluted EPS (p) 50.1p 45.3p
2024
£m
2023
£m
Statutory profit for the year 366.4 462.7
Non-controlling interests (68.7) (43.7)
Statutory earnings 297.7 419.0
Weighted average number of shares used in diluted EPS (m) 1,344.0 1,402.7
Statutory diluted EPS (p) 22.2p 29.9p
Currency movements
One of the Group’s strengths is its international reach and balance, with colleagues and businesses located in most major
economies of the world. This means the Group generates revenues and costs in a mixture of currencies, with particular
exposure to the US dollar, as well as some exposure to the euro and the Chinese renminbi.
In 2024, approximately 66% (2023: 62%) of Group revenue was received in US dollars or currencies pegged to the US dollar,
with 9% (2023: 8%) received in euros and 8% (2023: 9%) in Chinese renminbi.
Similarly, we incurred approximately 55% (2023: 54%) of our costs in US dollars or currencies pegged to the US dollar,
with5% (2023: 4%) ineuros and 7% (2023: 7%) in Chinese renminbi.
In 2024, each one cent ($0.01) movement in the US dollars to UK sterling exchange rate had a circa £19m (2023: circa £16m)
impact on annual revenue and a circa £8m (2023: circa £6m) impact on annual adjusted operating profit.
Strategic Report
Informa Annual Report and Accounts 2024
54
Financial Review
continued

The following rates versus UK sterling were applied during the year:
2024 2023
Closing
rate
Average
rate
Closing
rate
Average
rate
US dollar 1.26 1.28 1.27 1.24
Chinese renminbi 9.17 9.20 9.05 8.82
Euro 1.21 1.18 1.15 1.15
Free cash flow
Cash management and cash generation remain a key priority and focus for the Group, providing the funds and flexibility for
paying down debt, future organic and inorganic investment, and returns to shareholders. Our businesses typically convert
adjusted operating profit into cash at a strong rate, reflecting the relatively low capital intensity of the Group. In 2024,
absolute levels of free cash flow continued to grow year-on-year, driven by higher profits and working capital inflows
compared to working capital outflows in the previous year.
The following table reconciles the statutory operating profit to operating cash flow and free cash flow, both of which are
defined in the glossary of terms.
2024
£m
2023
£m
Statutory operating profit 542.8 507.8
Add back: Adjusting items 452.2 346.0
Adjusted operating profit 995.0 853.8
Software and product development amortisation 46.1 41.1
Depreciation of property and equipment 17.5 13.5
Depreciation of right-of-use assets 27.1 26.3
Share-based payments 22.2 20.8
Loss on disposal of other assets 0.1 2.4
Adjusted share of joint venture and associate results (2.8) (5.8)
Net exchange differences 0.9 –
Adjusted EBITDA
1
1,106.1 952.1
Net capital expenditure (100.0) (93.8)
Working capital movement
2
34.2 (55.2)
Pension deficit contributions (1.1) (3.5)
Operating cash flow 1,039.2 799.6
Restructuring and reorganisation (30.6) (15.4)
Onerous contracts associated with COVID-19 – (0.9)
Net interest (74.2) (39.2)
Taxation (122.3) (112.4)
Free cash flow 812.1 631.7
1 Adjusted EBITDA represents adjusted operating profit before interest, tax and non-cash items including depreciation and amortisation
2 Working capital movement excludes movements on restructuring, reorganisation, COVID-19 costs, and acquisition and integration accruals or
provisions as the cash flow relating to these amounts is included in other lines in the free cash flow and reconciliation from free cash flow to net
funds flow. The variance between the working capital in the free cash flow and the Consolidated Cash Flow Statement is driven by the non-cash
movement on these items
Free cash flow was £180.4m higher than 2023 principally due to the £141.2m higher adjusted operating profit and a working
capital inflow of £34.2m in the year (2023: £55.2m outflow), which was partly offset by an increase of £35.0m in net interest
paid, an increase in cash tax of £9.9m and an increase in capex investment of £6.2m.
Strategic Report Governance Financial Statements Additional Information
Informa Annual Report and Accounts 2024
55

The calculation of operating cash flow conversion and free cash flow conversion is as follows:
Operating cash flow
conversion
Free cash flow
conversion
2024
£m
2023
£m
2024
£m
2023
£m
Operating/Free cash flow 1,039.2 799.6 812.1 631.7
Adjusted operating profit 995.0 853.8 995.0 853.8
Operating/Free cash flow conversion 104.4% 93.7% 81.6% 74.0%
Net capital expenditure increased to £100.0m (2023: £93.8m) reflecting our continuing investments in technology,
realestate and other capital expenditure. This investment was equivalent to 2.8% of 2024 revenue (2023: 2.9%).
Net cash interest payments of £74.2m were £35.0m higher than the prior year, largely reflecting lower interest receivable in
2024. The prior year, particularly in the first half, benefited from higher amounts of cash balances following the divestments
in 2022. These funds were reinvested in acquisitions across 2023 and 2024 as well as in share buybacks and dividends.
The following table reconciles net cash inflow from operating activities, as shown in the Consolidated Cash Flow statement,
to free cash flow:
2024
£m
2023
£m
Net cash inflow from operating activities per statutory cash flow 801.6 620.2
Interest received 13.3 47.9
Purchase of property and equipment (30.6) (27.5)
Purchase of intangible software assets (51.2) (55.1)
Product development cost additions (18.2) (11.2)
Add back: Acquisition and integration costs paid 97.2 57.4
Free cash flow 812.1 631.7
Net cash inflow from operating activities increased by £181.4m to £801.6m, principally driven by the increase in adjusted
profit in the year and a working capital inflow of £34.2m, compared to an outflow of £55.2m in 2023, partly offset by higher
taxes paid. The working capital inflow in 2024 was driven by strong collections as customers paid upfront for future events.
The working capital outflow in 2023 reflected the recognition of revenue for events where the cash collections had been
received prior to 2023, with the events postponed until 2023 because of the pandemic (particularly relevant for events in
China).
The following table reconciles cash generated by operations, as shown in the Consolidated Cash Flow Statement, to operating
cash flow as shown in the free cash flow table above:
2024
£m
2023
£m
Cash generated by operations per statutory cash flow 1,011.4 819.7
Capital expenditure paid (100.0) (93.8)
Add back: Acquisition and integration costs paid 97.2 57.4
Add back: Restructuring and reorganisation costs paid 30.6 15.4
Add back: Onerous contracts associated with COVID-19 – 0.9
Operating cash flow 1,039.2 799.6
Strategic Report
Informa Annual Report and Accounts 2024
56
Financial Review
continued

The following table reconciles free cash flow from operations to net funds flow and net debt, with net debt increasing by
£1,745.4m to £3,201.8m during the year.
2024
£m
2023
£m
Free cash flow 812.1 631.7
Acquisitions (1,636.4) (1,125.1)
Disposals 199.2 (16.0)
Repayment of acquired debt 59.2 443.9
Dividends paid to shareholders (248.2) (176.6)
Dividends paid to non-controlling interests (31.0) (16.0)
Dividends received from investments 1.4 1.4
Purchase of own shares through share buyback (428.2) (548.0)
Purchase of shares for Employee Share Trust (5.4) (4.8)
Net funds flow (1,277.3) (809.5)
Non-cash movements excluding acquired debt (99.6) 76.0
Foreign exchange 50.4 2.7
Net lease additions in the year (34.0) (37.1)
Net debt at 1 January (1,456.4) (244.6)
Acquired debt (384.9) (443.9)
Net debt (3,201.8) (1,456.4)
Financing and leverage
Net debt increased by £1,745.4m in the year to £3,201.8m (2023: £1,456.4m). This was largely due to the consideration paid
for a number of acquisitions during the year, as well as shareholder returns through dividends and share buybacks, which
were partially offset by strong growth in free cash flow.
The Group retains significant available liquidity, with unutilised committed financing facilities available to the Group of
£1,050.0m (31 December 2023: £1,097.1m, of which £47.1m related to Curinos). Combined with £484.3m of cash (31 December
2023: £389.3m), the available Group-level liquidity at 31 December 2024 was £1,534.3m (31 December 2023: £1,486.4m).
The average debt maturity on our drawn borrowings is currently 3.4 years (2023: 2.7 years). There are no significant
maturities until October 2025.
Net debt and committed facilities
2024
£m
2023
£m
Cash and cash equivalents (484.3) (389.3)
Bond borrowings 2,898.3 1,492.6
Bond borrowing fees (16.4) (6.2)
Bank borrowings – 30.4
Bank borrowing fees (3.8) (2.3)
Derivative liabilities associated with borrowings 204.2 77.9
Acquired debt 329.5 –
Loans received from joint ventures 7.9 –
Net debt before leases 2,935.4 1,203.1
Lease liabilities 278.1 263.8
Finance lease receivables (11.7) (10.5)
Net debt 3,201.8 1,456.4
Borrowings (excluding derivatives, leases, fees and overdrafts) 3,227.8 1,523.0
Unutilised committed facilities (undrawn revolving credit facility) 1,050.0 1,050.0
Unutilised committed facilities (undrawn Curinos facilities) – 47.1
Total committed facilities 4,277.8 2,620.1
The Informa leverage ratio at 31 December 2024 was 2.6 times (31 December 2023: 1.4 times) and the Informa interest cover
ratio was 12.7 times (31 December 2023: 75.2 times). Both are calculated using our historical basis of reporting of financial
covenants, which no longer applied at 31 December 2024. See the glossary of terms for the definition of Informa leverage
ratio and Informa interest cover.
Strategic Report Governance Financial Statements Additional Information
Informa Annual Report and Accounts 2024
57

The calculation of the Informa leverage ratio is as follows:
2024
£m
2023
£m
Net debt 3,201.8 1,456.4
Adjusted EBITDA 1,106.1 952.1
Adjusted leverage 2.9x 1.5x
Adjustment to EBITDA
1
0.1x 0.1x
Adjustment to net debt
1
(0.4)x (0.2)x
Informa leverage ratio 2.6x 1.4x
1 Refer to the glossary of terms for details of the adjustments to EBITDA and net debt for Informa leverage ratio
The calculation of Informa interest cover is as follows:
2024
£m
2023
£m
Adjusted EBITDA 1,106.1 952.1
Adjusted net finance costs 79.6 19.2
Adjusted interest cover 13.9x 49.6x
Adjustment to EBITDA
1
(1.2)x 25.6x
Informa interest cover 12.7x 75.2x
1 Refer to the glossary of terms for details of the adjustments to EBITDA for Informa interest cover
There are no financial covenants over any of the Group’s borrowings (2023: £30.4m, relating to Curinos).
Corporate development
Informa has a proven track record in creating value through identifying, executing and integrating complementary
businesses effectively into the Group. In 2024, cash invested in acquisitions was £1,636.4m (2023: £1,125.1m). Of this,
£1,450.5m (2023: £596.7m) related to spend on acquisitions net of cash acquired, £8.2m (2023: £22.8m) to cash paid for
business assets, £97.2m (2023: £57.4m) to acquisition and integration spend, £14.6m (2023: £nil) to cash paid to acquire
Tarsus non-controlling interests, £59.2m (2023: £443.9m) to the repayment of acquired debt and £6.7m (2023: £4.3m)
toafurther investment in the Group’s interest in BolognaFiere.
Strategic Report
Informa Annual Report and Accounts 2024
58
Financial Review
continued

Acquisitions
Informa completed a number of acquisitions during 2024, the most significant being Solar Media, IMN, TechTarget and Ascential.
On 4 April 2024, the Group acquired 100% of the issued share capital of Solar Media Limited (Solar Media). Solar Media is a
UK-based business specialising in the delivery of B2B events focused on the clean energy sector. Total consideration was
£48.1m, of which £43.6m was paid in cash and £4.5m was deferred cash consideration. The deferred consideration is
payable 12 months after the date of completion.
On 3 September 2024, the Group acquired 100% of the issued share capital of IMN Limited (IMN). IMN is a US-based
organiser of institutional real estate events, focusing primarily on the US real estate market. Total consideration was £95.0m
($125.2m), all of which was paid in cash.
On 9 October 2024, the Group acquired 100% of the issued share capital of Ascential plc, Parent Company of the Ascential
Group, and its subsidiaries (collectively ‘Ascential’). Ascential is a specialist events-led, intelligence and advisory business,
and owner of the Lions and Money20/20 businesses. Total consideration was £1,198.5m, all of which was paid in cash.
On 2 December 2024, the Group completed the transaction contemplated by its definitive agreement with TechTarget, Inc.
tocontribute its Informa Tech digital businesses, along with approximately £275.6m ($350m) in cash to TechTarget
shareholders to create Informa TechTarget, a leading growth accelerator to the B2B technology sector. Upon the closing of
the transaction, Informa beneficially owned a controlling holding of 57% of the outstanding share capital (on a fully diluted
basis) of Informa TechTarget, with the former TechTarget shareholders owning the remainder. Informa TechTarget shares are
traded on Nasdaq under TechTarget’s previous name, TechTarget, Inc.
Disposals
During the year, the Group disposed of its investments in both the Curinos and Maritime businesses for an overall cash
consideration of £202.3m, excluding the impact of any further consideration received upon a subsequent sale of the
Curinosbusiness.
Share buyback
In the year ended 31 December 2024, £428.2m of shares were repurchased, with 51.5 million shares cancelled. Cumulatively,
since the programme started, £1,489.5m of shares had been repurchased, with 217.6 million shares cancelled by
31 December 2024. Theshares acquired during the year ended 31 December 2024 were at an average price of 831p per
share, with prices ranging from 726p to 871p.
Pensions
The Group continues to meet all commitments to its pension schemes, which include five (2023: five) defined benefit
schemes, all of which are closed to future accruals.
At 31 December 2024, the Group had a net pension surplus of £42.7m (31 December 2023: £41.7m), comprising a pension
surplus of £48.5m (31 December 2023: £48.1m) and pension deficits of £5.8m (31 December 2023: £6.4m). Gross liabilities
were £439.9m at 31 December 2024 (31 December 2023: £478.2m).
Strategic Report Governance Financial Statements Additional Information
Informa Annual Report and Accounts 2024
59

Our ability to see risk clearly
and manage it effectively has
not only helped us grow; it is
positioning us to make the
most of our strengths in the
coming years.
Businesses such as ours operate in a
complex and fast-moving environment.
We work in many markets and sectors,
each with its own commercial dynamics,
and in many regions with their own laws
and regulations. To thrive amid this
complexity, it is vital to understand risk
as well as opportunity. Doing this has
helped us grow strongly, by giving us
the context for making balanced
decisions about how best to deliver our
strategy. After successfully finishing
GAP 2 in 2024, risk management now
helps us focus on making the most of
what we have, as we begin our four-year
One Informa programme.
How we manage risk 62
Principal risks and uncertainties 65
Informa Annual Report and Accounts 2024
Strategic Report
60
Risk report
risk
approach
to
Our

Constantly evolving
ourapproach
Risks evolve over time, and our
business is itself dynamic, with change
and new opportunities emerging
regularly. So, we evolve our approach
constantly to make sure we continue
totake the opportunities while keeping
a clear view of the risks.
Take AI, for example, which as
described on page 29 is a significant
opportunity for our business. We are
applying the technology in a range of
ways to help us work more efficiently
and develop products and services that
improve our customers’ experience.
AI also has associated risks that we
must manage carefully. After careful
consideration and assessment during
the year, we classified AI as an
emerging risk and included it on our
emerging risk watch list. This means
that while we do not believe we need
totake extra action beyond our current
approach to mitigate the risk, we know
that, as a general technology, AI has
many different aspects, it is relevant
toa number of our existing principal
risks and the technology is developing
at high speed.
So, it merits extra monitoring, and
weare paying close attention to the
governance around how we use AI,
aswell as trends in customer use of
AItools. We have also adjusted two
principal risks – market risk and privacy
regulation risk – to make sure they fully
reflect the relevant components of AI
risk we have identified.
We also classify climate change as an
emerging risk. This risk is not currently
at a level where it can affect our ability
to deliver our strategy and is therefore
not a principal risk. But the topic is
important to all our stakeholders.
Shareholders, customers, colleagues
and partners rightly want to know that
sustainability is embedded into our
operations, from the way we run
events and exhibitions, to the paper
weuse in printed academic publications.
Anotable part of bringing acquired
businesses into the Informa fold, for
example, is bringing them up to speed
with our sustainability standards. By
also adding climate change risk to our
emerging risk watch list, we look to
keep abreast of it and be ready to act
quickly to mitigate it if we need to.
Keeping principal risks
undercontrol
Throughout the year, we continued
tomonitor our 12 principal risks.
Noprincipal risks were added, or
indeed removed, during the year.
The profile of one principal risk
increased moderately during the year:
the risk of technology failure. This is
because the quality and resilience of
our customer-facing technology will be
even more important under the One
Informa programme. After undertaking
a deeper review of our infrastructure in
this context, we have assessed this risk
is slightly higher than previously and
are already working on improvements.
The profile of all our other principal
risks has remained consistent. This is
largely down to our continuing work to
keep these risks in check. For instance,
as the emphasis of privacy regulation
has shifted towards data regulation,
wehave kept pace by evolving our
approach to data privacy governance.
Most recently, we introduced a more
consistent approach to how we capture
customer consent to marketing.
Another example is health and safety,
which is particularly important to our
live events. We continue to manage risk
through training and awareness
programmes, but are also taking
advantage of new technology to
manage it more effectively. In 2024, we
released our new digital incident
reporting tool and smartphone app,
which lets colleagues and contractors
report any incidents or near misses
quickly and easily. It also improves our
data and helps us act rapidly to spot
trends or manage specific risks.
As an international business, we face
the challenge of developing and
running a compliance programme for
regulations that are evolving in
different ways around the world. We
must comply, and so we mitigate our
principal risk of inadequate regulatory
compliance. But we also work hard not
to introduce complexity that would
slow the business down.
Economic instability is another principal
risk we are watching and managing
closely. In 2024, there were more
elections around the world than in any
previous year in history, notably for our
business in the UK and US. These can
affect financial markets, currencies,
taxation and trade policies in ways that
ripple into our markets, both positively
and negatively. So, we mitigate such
risks where we can. For example, we
chose to issue bonds under our ongoing
Euro Medium Term Note programme
before the US election, to manage any
risk of financial market instability and to
capitalise on tight credit spreads in the
market. We will keep a watchful eye on
developments in the US in 2025 as the
incoming administration’s policy around
tariffs emerges, together with any
impact on our markets and operations,
and global trade.
Although we do not see any direct
threats from geopolitical risks, we
continue to monitor them closely. Our
diversification across regions, markets
and sectors continues to increase our
overall resilience, by mitigating the risk
of an issue in one market creating a
significant broader issue.
Looking ahead
In 2025, through the four-year One
Informa programme, we set out to
capitalise on the strength and scale
thecompany has built in recent years.
This means more focus on change
management, both as an activity and
as a risk. Our experience of managing
and mitigating risks in delivering GAP 1
and GAP 2 gives me confidence that
wewill succeed.
Gareth Wright
Group Finance Director
Chair, Risk Committee
Strategic Report Governance Financial Statements Additional Information
Informa Annual Report and Accounts 2024
61

Good risk management, championed
by senior leadership and embedded at
every level of the business, is central to
our ability to assess opportunities and
deliver our strategy.
The environment we operate in today
is changing ever more rapidly, so we
continuously improve how we manage
risk, increasing our maturity to help
thebusiness be ever more resilient
andresponsive.
When we consider risk, we use the same
time horizons as Informa’s strategy and
business planning processes: a
near-term horizon of one year and a
medium-term horizon of three years.
We also look at emerging risk over a
longer-term horizon of five years.
Informa’s commercial and customer-
facing activity is relatively
decentralised, so we have embedded
risk management into our business and
commercial activities. As each division
implements our strategy, develops
plans and runs its business, it must
also identify and manage the
associated risks and put controls in
place to mitigate them.
Our culture gives colleagues a high
degree of ownership and autonomy,
and this is very relevant when it comes
to how we manage risk. Those closest
to our customers and markets can
make decisions and respond to
changes, so it is important for them to
understand good risk practices as well
as our broader policies and
governanceframeworks.
To help everyone with this, we set and
maintain a strong tone from the top.
This is underpinned by Informa’s
guiding principles – which emphasise
how important it is to maintain trust
and strong relationships with
customers and partners – and by
regular communication and training
about relevant policies.
Our three risk categories
We have three categories of risk and
tailor our approach and response to
their nature and scope.
Principal risks are those we believe
could have the biggest impact on our
business – that is, on our ability to
achieve our strategic objectives and
operate successfully. We have 12
principal risks and describe them on
pages 64 to 70.
We break each principal risk down into
subrisks so we can understand and
manage risk more effectively. For
example, inadequate response to
major incidents is broken down into
subrisks that include pandemic.
We have long-term, company-wide
structures and risk management
frameworks to manage principal risks
and their subrisks. A Group leadership
team member is responsible for
overseeing and managing each
principal risk. Subrisks also have a
named risk owner – often a subject
matter expert in that area – who is
responsible for monitoring and
managing them.
Business-level risks are often
market- or product-specific. We create
a response plan for business-level risks
that become significant enough to
record on a divisional risk register.
Divisional managers regularly monitor
and review these response plans.
Emerging risks are ones that are not
yet large enough to challenge us in
delivering our strategy, or that have
ambiguous or uncertain impacts
ortiming.
We monitor and assess emerging risks
in the same way as principal risks. We
assign them to subject matter experts
to make sure they get enough attention.
The Group Risk team, Risk Committee
and senior management team members
hold horizon-scanning reviews to
discuss existing risks, as well as to
identify any new and relevant risks.
We have emerging risk registers and
work to identify the triggers that could
mean an emerging risk needs more
attention and action. In these cases, we
move the risks to a watch list, which
means that, while they remain
emerging risks and are not yet
considered as principal risks, they get
more attention and monitoring than
other emerging risks. In 2024, for
example, the emerging risks of AI and
climate change moved to our watch list,
reflecting the need to monitor them
more closely.
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62
How we manage risk

Risk management framework
Our enterprise risk management
framework has a five-part structure, as
below, but it is not one size fits all. Each
principal risk has the same overarching
risk management structure, but also has
its own detailed framework, tailored to
the nature of the risk. This gives us a
level of detail and specificity that we
believe makes managing risk and
capturing opportunities more effective.
1. Risk profile and appetite
The Board sets the appetite and
tolerance levels for principal risks
andarticulates this through a set of
statements. Each principal risk also
hasits own statement of appetite and
tolerance, specific to its nature, profile,
connection to business strategy,
opportunity and the Group’s overall
risk profile.
2. Governance
We have a clear governance structure
with defined roles and accountabilities.
This gives us the right expertise to
properly oversee the various types of
risk at each stage. The Risk Committee
meets quarterly and gives the Board
and Audit Committee the information
they need to meet their responsibilities.
The Board’s and Audit Committee’s
responsibilities are on our website.
3. Policies, processes and controls
We identify, assess, manage and monitor
risks using a set of methodologies,
policies, controls and processes.
Thissystem is itself regularly assessed
by the Risk and Compliance teams,
withrotational testing by Internal Audit
and review by the Risk and Audit
Committees. Together, these reviews
and assessments make sure our policies,
controls and processes work effectively.
4. Culture
Culture plays an important part in
managing risk. Through ownership of
risk management at a business level,
we balance risk-taking in the pursuit
ofopportunities and delivery of
ourstrategy.
5. Tools and infrastructure
We use industry-standard risk
management tools and systems to
support risk management activities,
reporting and monitoring, alongside
bespoke tools created for Informa.
Risk management process
We follow a four-stage risk management process to oversee our
principal risks and subrisks.
We identify risk over one- and three-year time horizons by
combining two types of analysis. In bottom-up analysis, each
division and Group function identifies risks and opportunities in its
respective markets, products or areas. And in top-down analysis,
the Group Risk team monitors for any extra risks that could affect
the company more broadly, such as the cumulative risk from
multiple large internal change programmes.
Identify
We assess all the risks we identify against financial and non-financial
criteria. We consider risk likelihood and risk impact – both before and
after implementing any mitigations to manage the risk. We also
consider risk preparedness, which is a measure of how ready we are to
respond to a risk if it happens.
For each principal risk and its subrisks, we also assess whether it could
have a material strategic, commercial or operational impact on its own
or as part of a multiple-risk scenario. Principal risks with material
commercial impacts are part of our viability modelling and testing.
Assess
We have response plans for all risks. We evaluate how effective
they are at mitigating and managing risks to agreed tolerance
levels, and what resources they need to do so.
Business teams and divisional managers mitigate business-level
risks. The Group leadership team member responsible oversees
management of these risks. This includes making sure that
controls are adequate and effective, and that we have an effective
response strategy if the risk crystallises or breaches appetite or
tolerance thresholds.
Respond and mitigate
Each business monitors its own business-level risks and reports
back on them to the Group Risk team and Risk Committee, who give
feedback when necessary. They also assess these risks to see if they
are significant enough to become emerging or principal risks.
We use dashboards to monitor and report on the risk indicators for
principal risks and their subrisks, evaluating them against the
metrics and tolerances set by the Board.
Monitor and report
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63

Impact
9
7
4
8
3
5
6
10
11
12
2
1
Likelihood
Our 12 principal risks fall
into three categories:
growth and strategy,
people, and culture.
Our tolerance for these risks is
categorised in one of three ways:
• Risk averse: We have a very low
tolerance for taking the risk and it
should generally be avoided
• Risk cautious: The risk is carefully
considered against the potential
opportunity and reward using
financial and non-financial
measures. The end reward must be
amultiplier of the risk for it to be
considered and taken
• Risk flexible: We consider taking
therisk on a case-by-case basis,
according to our broader growth
strategy, business plans and
marketcircumstances
A net risk rating is produced for each
principal risk. This assesses how likely
the risk is to occur and the impact on
Informa, taking into account our
current controls and mitigations. These
ratings are mapped below to give more
insight into their relative impacts and
likelihoods. Year-on-year changes are
shown by arrows.
Principal risk
Growth and strategy
1. Economic instability
2. Market risk
3. Acquisition and
integration risk
4. Ineffective change
management
5. Reliance on key
partnerships
6. Technology failure
7. Data loss and cyber
breach
8. Privacy regulation risk
People
9. Inability to attract
andretain key talent
10. Health and safety
incidents
11. Inadequate response
tomajor incidents
Culture
12. Inadequate regulatory
compliance
The Board confirms that, through
the processes and governance
described above, we have
performed a robust assessment
ofInforma’s emerging and
principal risks, and believe that
ourrisk management framework
and process remain robust.
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64
Principal risks and uncertainties

1
Economic instability
Owner:
Group Finance Director
Risk appetite:
Risk flexible
Latest movement:
No change
General economic instability, changes in geopolitics or global
trading patterns, or a downturn in a particular marketor region
could change customers’ demand for products and services.
If we fail to navigate these changes, we risk being unable
todeliver our strategy. Market changes and currency
fluctuations can offer opportunities for us to acquire
businesses at lower cost and enter or expand in
differentmarkets.
How we manage it
• We have regular conversations about the macro-economic
environment at Board, Risk Committee and leadership
team meetings, and stay close to what is happening in our
geographic and customer markets
• Informa is a well-diversified business, operating in multiple
geographies and specialist customer markets, which gives
us resilience and makes it easier to manage through
anylocalised market- or country-specific downturns
orrecoveries
• We apply revenue risk mitigation controls around global or
core market downturns, such as maintaining revenue
diversification across products, markets and geographies,
reviewing pricing strategies in higher-than-usual
inflationary environments and monitoring trading in our
markets and economic data in our geographies
• We have a track record and recent management experience
in responding promptly and proactively in periods of
instability – most recently shown during the pandemic
• We have a good level of visibility on revenues because
exhibitors book and pay for event space in advance and
our subscription products are typically annual or
multi-year agreements
• We have a strong balance sheet, as well as the ability to
access liquidity and cash reserves, which gives us
confidence that the Group could withstand any unexpected
shocks. We also monitor our liquidity ratios and conduct
stress testing to stay ahead of any emerging issues
• To protect against currency movements, we align our
borrowing with the currency of our largest sources of cash
generation and review our hedging arrangements. We also
apply hedging and capital management strategies around
cash flow forecasting and procurement
2
Market risk
Owner:
Divisional CEOs
Risk appetite:
Risk flexible
Latest movement:
No change
We work in a range of specialist markets, each of which could
grow, decline or change for different reasons. Thiscould
support or disrupt our customers’ needs andpreferences,
and change the competitive environment for our products
and services.
We are willing to take market risk because it can create
opportunities for growth, such as by developing new
products, acquiring capabilities, working with new partners
orexpanding in existing or new markets.
How we manage it
• We continually discuss developments in our geographic
and customer markets, including in quarterly leadership
and divisional planning meetings, Board strategy meetings
and as part of the three-year planning cycle. This helps us
to stay informed about market risk and opportunity and to
act quickly to adapt our plans where needed
• We have deliberately focused our business on specialist
customer markets that have good long-term growth
characteristics, and markets where our brands and
products are particularly valuable to businesses,
professionals and researchers
• We continually invest in our products to make sure they
keep pace with customer demand and market trends. This
helps us both manage risk and capture opportunity
• During 2024, we re-evaluated how generative AI could
impact subrisks within market risk, including in areas such
as intellectual property, reputation, competition and
commercial risk. This allows us to better monitor and
report on the risks, as well as the opportunities, being
created by generative AI
• Our culture of staying close to customers and building
depth and specialism in our markets gives us good insight
into trends in feedback, product use and behaviour. We use
this information to make sure our products remain valuable
and relevant, and to spot new opportunities for growth
• Informa is a well-diversified business and works in more
than a dozen customer markets. This make us resilient to
disruption in individual markets, as does the quality of our
brands and customer relationships
• We consider risk and risk mitigations when we undertake
significant investment programmes and portfolio
changes, to make sure we pursue the right opportunities
in the right way
Growth and strategy
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65

3
Acquisition and
integrationrisk
Owner:
Director of Strategy and
BusinessPlanning
Risk appetite:
Risk flexible
Latest movement:
No change
One of the ways we grow and build a leadership position in our
chosen markets is through acquisitions. When we add businesses
to the Group, their financial performance can exceed or fall short
of expectations if market conditions change or if the integration
process is more or less complex or effective than we expected.
We are prepared to take reasonable risks to add talent,
capabilities, products and brands through acquisitions, and
we invest to make sure our integration processes capture the
full benefits of doing so.
How we manage it
• We allocate capital to the markets and areas of our
business that have the strongest growth opportunities and
where we can create or extend a leadership position
• We have developed strong skills in creating and operating
joint ventures, strategic partnerships and business models
where Informa is a majority owner. We apply this approach
and experience to cases where we believe we will be most
successful by combining our international reach and
platform with a partner’s market expertise
• The Corporate Development team carefully analyses
acquisition targets and assesses their strategic and cultural
fit. We involve functional experts throughout due diligence,
acquisition and integration, supplemented by external
partners where needed
• All acquisitions follow set due diligence, governance,
leadership and project management processes. We add
checkpoints and increase oversight for significant acquisitions
• We develop a value creation register for each proposed
acquisition, which assigns individual ownership to all
aspects of implementation
• We report post-acquisition performance to the Board every
quarter, in which we assess any variation to our expected
return on investment
• We put a lot of effort into business integration and
improving our processes, practices and outcomes. We have
colleagues dedicated to integration, who oversee and
co-ordinate any dependencies between programmes that
are running at the same time
• Each integration has a senior sponsor and the integration
team provides progress reports to the Corporate
Development team. These reports include financial and
non-financial performance measures and are reviewed at
least monthly. The Group monitors and oversees divisional
integration plans for at least two years after acquisition and
conducts additional spot checks and assurance reviews
beyond that. We also analyse and report on lessons learnt
in previous acquisitions, divestments and integrations
• All acquisition and divestment activity undergoes a risk
management review. Risks and how they will be managed
are documented, to build a risk profile that informs
decision making
4
Ineffective change
management
Owner:
Group Chief Operating Officer
Risk appetite:
Risk flexible
Latest movement:
No change
Change is part of and an outcome of our growth strategy.
Ifchange is not managed effectively however, it can create
operational challenges, and those can affect our ability to
deliver strategic, commercial and operational benefits.
How we manage it
• We have a good track record of successfully implementing
change programmes – for example, as part of large-scale
acquisitions and divestments that have changed our
operating model
• Members of the Group leadership team oversee and
sponsor key change initiatives. We set up specific
governance structures for significant projects and all
large-scale strategic changes
• Our funding and investment programmes, and our
acquisitions, include change management disciplines and
have defined governance and reporting structures
• Considering our stakeholders, particularly our colleagues,
is an embedded part of the way we work at Informa. Our
decisions are informed by our purpose, strategy and
guiding principles. We carefully weigh the impacts and
benefits of any change on stakeholders, identifying issues
and aiming to mitigate these as far as practical
• We consider the risk of business fatigue from both
individual and simultaneous change and transformation
programmes to ensure the controls and mitigations we
have put in place are effective, consciously sequencing our
change plans accordingly
• As part of our broader goal to continually enhance how we
manage risk, and to support the delivery of the One
Informa programme from 2025, we are creating a centre of
excellence for change management that will help us further
improve our skills and practices
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Principal risks and uncertainties
continued

5
Reliance on key partnerships
Owner:
Group Finance Director
Risk appetite:
Risk flexible
Latest movement:
No change
We work with a range of business partners, including service
providers, financing providers and strategic partners. If a
significant partnership or service provision were disrupted
orfailed, it could affect the delivery of certain products
andservices and normal business activity.
How we manage it
• We mitigate this risk by making sure we understand our key
business partners well, identify areas of risk, put in place
controls for those risks and monitor relationships on an
ongoing basis
• As part of their formal reviews and reporting to the Risk
Committee, each division and Group function identifies key
partnerships and what risk we are exposed to, and
describes the preparedness and resilience plans in place
• We ensure there is accountability for each key relationship
among our management teams
• We apply additional due diligence to certain key partners by
assessing the robustness of their business plans, financial
stability, cyber and information security practices, and
business continuity plans
• We monitor performance levels and have contracts and
service level agreements that enable us to act on any
recurrent issues
• Our Treasury Policy ensures we are not overreliant on any
single financing partner
6
Technology failure
Owner:
Group Chief Operating Officer
Risk appetite:
Risk averse
Latest movement:
Increased
Technology underpins our products, services and business
operations. A prolonged loss of critical systems, networks or
similar services could disrupt business operations and the
delivery of our products and services, affecting revenues,
customer experience and our reputation.
How we manage it
• We work to minimise the likelihood and impact of any
business-critical technology failure and increase our
preparedness to handle any disruption. Our framework
includes governance standards, maturity targets and
controls that manage technology risk and continually
improve operational IT resilience
• To support the growth of our digital services and data
during GAP 2, we purposefully built a deeper view of our
operational and product technology landscape and its
resilience. This has identified areas where, to deliver the
One Informa programme, we will need to continue to
improve service levels and enhance resilience. This is
reflected in a moderately increased overall risk score and
work is underway to address our priority areas
• Our Group-wide strategy is to deploy cloud computing-
based services because they increase the resilience of our
products and services, and give us more capacity to scale
• We work to reduce complexity in our technology landscape
by streamlining legacy systems and those from acquired
businesses, making the management and monitoring of our
technology estate easier
• We assess and select all technology service providers on
their service continuity and resilience to reduce the risk
ofdowntime
• We have proven capabilities in remote access and remote
working. Colleagues can work securely and productively
from anywhere if one of our hubs were affected by a
technology outage
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67

7
Data loss and cyber breach
Owner:
Group Chief Operating Officer
Risk appetite:
Risk averse
Latest movement:
No change
We use interconnected systems and data in our business
operations and products. Cyber threats are evolving and
cyber attacks are increasing. A cyber breach or loss of
sensitive or valuable data, content or intellectual property
could create losses for our stakeholders, affect our
reputation and disrupt the business.
How we manage it
• We aim to protect our data robustly and align with privacy
regulations and good security practices. As such, this risk
receives ongoing leadership and Board attention
• The Risk Committee monitors the performance, progress
and maturity of our cyber security controls. We run internal
and external assurance programmes that assess
compliance with security policies, standards and controls,
with reports provided to the Risk Committee, Audit
Committee and leadership team
• Our Information Security team determines strategy,
oversees Group-wide security initiatives and sets standards
• We regularly test our data and cyber security controls and
practices to create a more robust and secure environment,
and take a security-by-design approach to developing
products and implementing new platforms
• We use a layered defence-in-depth approach to protect the
confidentiality, availability and integrity of key systems.
This comprises multiple administrative, technical and
physical controls, which are continually monitored and
adapted according to developing threats
• We have a well-defined incident management response
tohelp us act effectively on any issues that arise
• To support a security-aware culture, we run simulated
events to test security controls and response tactics.
Wealso deliver awareness programmes and training to
colleagues, which include communications and simulated
phishing exercises that reflect emerging cyber issues as
well as the most common forms of attack
8
Privacy regulation risk
Owner:
Group General Counsel and
CompanySecretary
Risk appetite:
Risk averse
Latest movement:
No change
We use data in an increasing number of ways to capture
commercial opportunity and better serve customers. Using
personal information is governed by privacy and data
protection legislation. These are different, evolving and
increasing in many of the jurisdictions we operate in.
More onerous legislation could limit how we access and use
this data, and different legislative approaches could increase
the operational complexity of compliance. Non-compliance can
lead to fines, damage reputation and customer relationships,
and affect our ability to trade in some countries.
How we manage it
• We respect and value personal information and privacy,
and comply with regulatory requirements
• We run a comprehensive data privacy programme.
Thisincludes privacy management technologies and
subject matter expertise at multiple levels of the business.
We conduct robust privacy risk and data protection impact
assessments. All colleagues have mandatory training on
their data privacy responsibilities, which is supplemented
by topic-specific training for those in specifically relevant
roles. We apply privacy-by-design principles when starting
new projects
• The Group Chief Privacy Officer leads the governance of
data privacy. Each division has dedicated privacy managers
who guide product and commercial teams on privacy
compliance and best practices as they develop new
platforms and products
• During 2024, as part of continuing to assess the impact of
generative AI as the technology evolves, we paid particular
attention to evaluating and monitoring changes in data
regulation and security risk, which are component parts of
privacy regulation risk overall
• As we capture and use data in our business and products in
more ways, we have invested more in our capabilities so
that our controls environment remains robust
• We re-evaluate the programme each year to make sure
weaddress any changes to business strategy, priorities or
emerging privacy regulations or risks. We regularly monitor
external factors and changes in privacy and data protection
laws, and consider and communicate any operational impacts
• Each year, the Privacy team benchmarks the privacy
maturity of Informa’s divisions and functional units to help
identify risks, strengths and opportunities for improvement
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Principal risks and uncertainties
continued

9
Inability to attract and
retainkey talent
Owner:
Group HR Director
Risk appetite:
Risk cautious
Latest movement:
No change
Our colleagues, their capabilities and their engagement are
important to delivering our strategy and serving customers.
The loss of key talent in critical functions and inadequate
succession planning for senior managers could affect our
growth and business success.
How we manage it
• We put considerable time and investment into creating an
engaging, inclusive and rewarding working environment, to
help retain key talent and make the most of all colleagues’
skills and abilities
• Colleagues, culture and talent are ongoing points of
discussion for the leadership team and Board. Our leaders
and Directors engage with colleagues directly and on an
ongoing basis to stay close to sentiment. We run an annual
company-wide survey, alongside business-level spot
checks, and monitor leaver data and surveys to understand
trends and act on any opportunities or issues
• As a key part of GAP 2, leadership and talent received
additional ongoing attention. Over the period, we have
mitigated and reduced this risk by investing more in
colleague benefits, creating new career opportunity
programmes for current colleagues, establishing in-house
recruitment capabilities that target the most in-demand
areas of talent and developing our employer brand. We
added a new talent and inclusion leadership position in
2024 to bring additional expertise and resource to our
future talent programmes
• We incentivise key talent alongside establishing short and
long-term succession plans. For roles that are particularly
commercially sensitive, we use post-termination
restrictions to reduce the impact of losing talent
• Colleague engagement, retention and internal mobility
rates are among the data points reported to the Risk
Committee. Where we feel attrition rates are high,
management teams must report on the measures they
aretaking to reduce those rates
10
Health and
safety incidents
Owner:
Group Chief Operating Officer
Risk appetite:
Risk averse
Latest movement:
No change
We want our workplaces, including our live events, to be safe
and secure environments for everyone. Incidents or
mismanagement of this risk can injure our colleagues,
customers or the general public, affect our reputation and
lead to fines and claims for damages.
How we manage it
• We focus on preventing incidents by establishing good
health and safety operating standards and building
awareness and personal accountability into our culture.
The Risk Committee monitors and regularly reviews health
and safety progress
• We have a dedicated central Health, Safety and Security
team, which includes regional experts who work with all
our teams to help embed consistent approaches in local
markets, validate standards and provide targeted support
• Our standards and frameworks are documented and made
available to everyone involved in health and safety,
including contractors
• We have an approved contractor scheme, which enables us
to work more closely with a set of key partners on health
and safety performance, feedback and improvements
• Every year, we assess and audit a sample of our events
andfacilities based on risk to ensure they comply with
companystandards, and monitor any required actions
untilthey are completed
• We have a company-wide travel management system,
which ensures colleague accommodation and travel are
tracked in the case of any issues and booked to acceptable
safety standards. Colleagues have access to anytime
support for any incidents while travelling
• As part of our focus on ongoing improvement and
increasing maturity, we introduced a new digital health
andsafety incident reporting and management tool to
colleagues and major contractors in 2024. This makes it
easier to report incidents and near misses, particularly on
the ground at live events, giving us better insight into
trends so that we can identify and target future
improvements more effectively
• We deliver mandatory online health and safety training to
all colleagues and update this regularly – including in 2024
– to reflect developments in the company and the risk
landscape. For colleagues who are most closely involved in
implementing health and safety policies, including senior
operations leaders, we ran more detailed and updated
safety operating model training during the year
People
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69

11
Inadequate response
tomajorincidents
Owner:
Group Chief Operating Officer
Risk appetite:
Risk averse
Latest movement:
No change
Major incidents – such as those caused by extreme weather,
natural disasters, military action, terrorism or major disease
outbreaks such as pandemics – can affect our colleagues and
customers, and disrupt our operations and events.
Responding inadequately to a major incident can exacerbate
or worsen the issue, affecting colleague and customer health
and safety and our reputation, and potentially lead to criminal
and civilinvestigations.
How we manage it
• Most of the time, businesses cannot control the cause of
major incidents. So, we focus on staying informed about
evolving situations that could become major incidents and
making sure our response to them is effective, so that any
impacts are minimised
• We partner with a virtual security operations provider, which
advises us on security trends and risks in key locations in
real time. It also provides health and security advice and
assistance to colleagues when they travel for business
• We have regional crisis response hubs that mobilise in the
event of a major incident in one location and co-ordinate
our response. They receive annual training and follow
documented processes created to help us respond
morequickly and effectively. We also have a crisis council
that would convene to manage any severe circumstances
or global matters, and which similarly follows
documentedprocesses
• Our central Health, Safety and Security team provides
expertise on incident management, and supports
colleagues and directly affected stakeholders in an
emergency. A cross-company business resilience council
contributes to assessing and managing this risk too
• Each division considers known extreme weather patterns
when planning event schedules. Terrorism threats and
potential unrest or protests are also considered, and we
conduct enhanced security risk assessments to protect our
people and operations in higher-risk locations
• Each of our events, whether live or on-demand, has an
incident response plan specific to its location, format and
the operational colleagues who attend our events
• We continually monitor for new or increasing risks and
prioritise our work accordingly, so that relevant colleagues
and teams are briefed and receive up-to-date guidance to
help us prepare to respond
12
Inadequate regulatory
compliance
Owner:
Group General Counsel and
CompanySecretary
Risk appetite:
Risk averse
Latest movement:
No change
Colleagues and business partners who work with or on behalf of
us are expected to comply with applicable laws and regulations.
If we fail to comply, we could face fines or imprisonment,
damage our reputation or be unable to tradein some countries.
How we manage it
• Our commitment to ethical and lawful behaviour and our
expectations of others are clearly articulated in our Code of
Conduct, Business Partner Code of Conduct and policies,
and in our guiding principles
• As part of our ongoing improvements, we created an Event
Code of Conduct in 2024 that is being introduced at all our
events. This makes clear what our expectations are of
everyone who attends an Informa event, and is one part of
ensuring our events deliver a safe, positive and valuable
experience for our customers and partners
• We run a comprehensive compliance programme to help
us meet our obligations under material legislation. It
includes the use of detailed risk assessments, training and
communications. It incorporates anti-bribery and
sanctions programmes that include internal controls and
risk-based screening and monitoring of vendors, sales
agents and customers
• Our compliance programme is monitored to make sure we
are continually improving our processes. Following on from
work carried out in 2022 and 2023, we further
strengthened our sanctions controls in 2024 by improving
the technical controls around our payment processes and
upstream systems
• We train all new colleagues on the Code of Conduct and key
policies, and they are required to accept role-relevant policies
• We maintain a whistleblowing facility, called Speak Up. This
enables anyone to raise a concern about actions that go
against our policies or the law, and is a key way we can
remedy any issues of non-compliance in our business.
Retaliation for raising genuine concerns is not tolerated.
Wemade changes to this facility in 2024 to improve the
experience for those reporting issues and to deliver better
information to help us analyse and remediate issues
• All reports of potential breaches of our Code of Conduct and
policies are investigated promptly where appropriate and
actions are taken to remedy substantiated breaches or
implement key learnings
Culture
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70
Principal risks and uncertainties
continued

Assessing long-term
prospects and viability
Informa’s Directors undertake
aformal and structured
assessment of the company’s
long-term prospects and its
viability over a three-year
period, and continue to have
confidence in Informa’s
businessmodel, long-term
prospects and viability.
How we assess long-term prospects
We use the annual business planning and
strategy process to assess our outlook by
division and consider the company’s
prospects more broadly.
Each division creates a three-year business plan
that sets out a clear ambition, specific business
objectives and what is required to achieve
those. Plans incorporate an assessment of
external factors, such as competition, market
trends and risks, and internal factors, such as
talent, product development and technology
capabilities. Theplans include detailedfinancial
forecasts and clearexplanations of key
assumptions andrisks.
The consolidated divisional plans are
reviewed by the Group Chief Executive, Group
Finance Director, Group Chief Operating
Officer and Director of Strategy and Business
Planning. They are presented to the Board at
the annual Board strategy meeting for review,
constructive challenge and input. Plans are
subsequently updated throughout the year
atkey dates and for significant events.
In this section
Viability statement 71
Task Force on Climate-related
Financial Disclosures report 74
Non-financial and sustainability
informationstatement 79
Informa Annual Report and Accounts 2024
71
Strategic Report Governance Financial Statements Additional Information
Other Strategic Report information Viability statement

Divisional financial forecasts are used
to evaluate the Group’s funding
requirements and to assess the
resources and liquidity available for
reinvestment and for shareholder
returns. The forecasts are also used for
the annual impairment review.
When assessing the company’s
prospects more broadly in 2024,
weconsidered the following:
• Performance and position: the
company’s financial performance is
strong. Our revenue is diversified by
market, location, customer and
product type. We have strong brands
and market positions. Long-term
market trends support the
company’s position and strategy
• Strategy and business model: we
have a clear strategy and programme
to target growth opportunities and
the ability to invest. We are flexible
in how we serve customers. We have
a flexible cost structure
• Balance sheet: we take a disciplined
approach to maintaining balance
sheet strength and aim to retain an
investment grade rating, as assessed
by three credit agencies
• Principal risks and risk
management: our process to
identify, monitor, manage and
mitigate risk continues to
beeffective
How we assess viability
The Directors consider Informa’s
trading prospects, liquidity and the
potential impacts of risk over a
three-year period. We believe this is an
appropriate timeframe because it is
consistent with our visibility of market
trends and the nature of Informa’s
business, and assessments beyond
three years are subject to uncertainty
that increases further out in time.
The Group is considered viable if, after
this assessment, financing facilities
allow for sufficient cash liquidity to
fund operations and repay or refinance
debts as they fall due.
2024 viability assessment
To assess the impact of risk, we
consider severe but plausible scenarios
where each principal risk might occur
or crystallise. If the potential financial
impact is over 5% of average EBITDA
over the three-year period, the
principal risk is modelled against the
Group’s financial plan to test whether
itwould adversely impact the Group’s
viability on a standalone basis.
As shown overleaf, three principal
riskswere modelled for the 2024
viability assessment:
• Economic instability: revenue
growth in our businesses is lower
than forecast, despite ongoing
investments
• Market risk: Existing and new
products do not grow as fast
asforecast
• Inadequate response to a major
incident: A major incident happens
that affects our ability to hold live
events: for example, the emergence
of a new pandemic that creates
global lockdowns
The potential financial impact of these
risks is also modelled as a single
scenario to understand their
combinedfinancial impact.
To assess the Group’s liquidity, the
following factors were considered:
• As of 28 February 2025, the Group
has a strong liquidity position, with
around £0.4bn of cash, £1.0bn of
undrawn committed credit facilities
and no financial covenants on
Groupborrowings
• We have Euro Medium Term Note
(EMTN) borrowings that mature in
October 2025 (€700m) and we intend
to refinance these ahead of time. In
both the base case and severe but
plausible scenario, the business has
sufficient liquidity to repay this
EMTN and we are not relying on
refinancing it in order to remain a
going concern
• The Group has two further relevant
EMTN borrowings. One matures in
July 2026 (£450m) and we have
assumed it will be refinanced at an
interest rate of around 5%. The other
matures in October 2027 (€600m)
and we have assumed it will be
repaid with cash
• Informa is a well-established
borrower with an investment grade
credit rating from Fitch, Moody’s and
S&P. This provides the Directors with
confidence that the Group could
further increase liquidity by raising
additional borrowings if needed. In
October 2024, the Group successfully
issued €1,750m of EMTN debts
The Group remains viable including
when modelling the three largest
principal risks together, without any
cost mitigations being modelled.
Strategic Report
Informa Annual Report and Accounts 2024
72
Viability statement
continued

Directors’ viability statement
The Directors have concluded that it is
unlikely, but not impossible, that a
single risk could test the future viability
of the Group. Subject to these risks and
on the basis of the analysis undertaken
however, the Directors have a
reasonable expectation that the Group
will be able to continue in operation
and meet its liabilities as they fall due,
over a period of three years to
31 December 2027.
2024 going concern
assessment
To complete the going concern
assessment, the Directors modelled
abase case with sensitivities and a
reverse stress test for the period to
June 2026. In modelling the base case,
the Directors assumed the Group’s
financial performance is consistent
with the guidance given for 2025 and
will be followed by similar growth
during the first half of 2026.
Under the financial plan, including the
proposed combination of Informa’s
B2B events business in the UAE with
the Dubai World Trade Centre, the
Group maintains liquidity headroom of
more than £0.7bn. To consider a
downside scenario, the Directors
separately and in aggregate applied
the three scenarios used in the viability
modelling to the financial plan. In each
case, the Group maintains liquidity
headroom of more than £0.3bn.
The reverse stress test shows that the
Group can afford to lose 46% of its
revenue from 1 April 2025 to the end
ofJune 2026 and maintain positive
liquidity headroom. This is an
extremely remote scenario and
assumes we make no indirect cost
savings, refund customer receipts and
collect no further receipts in the period.
Based on the scenarios modelled, the
Directors believe that the Group has
adequate resources to continue in
operation for at least 12 months from
the signing date of this Annual Report
and Accounts, and therefore consider
itappropriate to adopt the Going
Concern basis of accounting in
preparing the financial statements.
Strategic Report Governance Financial Statements Additional Information
Informa Annual Report and Accounts 2024
73
Market trends,
peers, customers
Multi-year divisional
strategicplans created
Multi-risk Group strategy plan
Three-year business plans
From which three-year
business plans areformed
bydivisions
Group viable if
sufficientliquidity
headroommaintained
Plan tested against the three
principal risks where,
insevere but plausible
scenario, impactofthe risk
was valued at over 5%
averageEBITDA
Capabilities,
people, products,
platforms
Risk and
sustainability
Current
portfolio
Ambition
Outcomes assessed against liquidity headroom
Tested against
economic instability
Tested against economic instability, market risk and inadequate
response to major incidents simultaneously
Tested against
market risk
Tested against
inadequate response
to major incidents

Over the coming decades,
climate change is expected to
affect most parts of society.
This creates risks for
economies, markets,
businesses and communities,
but the transition to a lower-
carbon world also creates
newopportunities.
We have assessed the impacts – that is,
the risks and opportunities – to Informa.
Over the periods we focus on, none of
the potential impacts we have modelled
meet the threshold for climate change
to be a principal risk to Informa, or to
have a material financial impact.
We also see opportunities from helping
customers to better understand and
act on their own climate- and
sustainability-related goals. There is a
range of individual examples of this in
our business today. However, we have
not yet quantified this opportunity
across the company because the
diverse nature of our products and the
range of markets we work in makes it
challenging to do so consistently.
We continue to keep our assessment of
climate-related risk and opportunity
under review through our ongoing risk
management processes and
sustainability-related working groups
and programmes. This helps us
understand whether any developments
in forecasting, climate science or our
markets would affect our findings.
Our reporting
We make the following disclosures,
consistent with the recommendations
of the Taskforce on Climate-related
Financial Disclosure (TCFD) All Sector
Guidance as required by the UK Listing
Rules. They are consistent with the
TCFD’s four pillars – Governance,
Strategy, Risk Management and
Metrics and Targets– and 11
recommended disclosures.
The combination of this report, and the
other sections of the Annual Report
indicated, contain all the information
we consider material to understanding
Informa’s position and prospects.
Because considering climate-related
risk and opportunity is embedded into
several broader business processes, we
cross-link to other parts of the Annual
Report, which also ensures clarity and
avoids repetition. We also publish
separate documents on our website to
cater to stakeholders who have a
deeper level of interest: specifically our
Climate Impacts Report, last updated
inthe first quarter of 2024, and our
annual Sustainability Report.
Governance
The Board, Audit Committee, Risk
Committee and the leadership team
oversee our approach to risk
management and to sustainability.
Assuch, this responsibility includes
overseeing how climate change-related
risk and opportunity are identified,
assessed and managed.
The Informa Board reviews and
approves the company’s overall
sustainability strategy, which includes
the FasterForward programme. The full
Board receives twice-yearly reports from
the Head of Sustainability that include
matters relating to climate change and
any financial impacts of a scale relevant
to Board matters. These updates include
progress against goals and targets,
allowing the Board to monitor delivery
and performance against strategy.
Aspart of its duties, the Board also
considers matters related to the
environment in all its decision making.
We have a dedicated Climate Impacts
Steering Committee, chaired by the
Group Finance Director – who is also a
Board Director – to provide additional
leadership and focus in this area and to
co-ordinate the functions involved in
assessing and managing impacts. It
reports on its activities to the Audit
Committee twice a year and, in this
way, the Audit Committee is updated
on developments in climate change
reporting and our broader sustainability
activities. Climate-related risks are also
considered by the Risk Committee,
which after every meeting reports to
the Audit Committee. TheRisk
Committee is chaired by theGroup
Finance Director.
At an executive level, sustainability is
overseen by the Director of Investor
Relations, Communications & Brand,
who is a member of Informa’s
leadership team and Climate Impacts
Steering Committee, and to whom the
Group Sustainability team reports. The
Sustainability team devises and
implements Informa’s overarching
response to climate change impacts.
Identifying climate risk and opportunity
on a product and market level, and
acting on those, is embedded in
business planning and risk
management at a divisional level.
We include sustainability criteria in
Director remuneration plans. The
current measure is the number of
events accredited in our Sustainable
Event Fundamentals programme, which
includes climate-related elements such
asenergy efficiency. These criteria are,
in turn, included in the objectives of a
wider group of managers in relevant
parts of our business.
Strategic Report
Informa Annual Report and Accounts 2024
74
PageTitleTask Force on Climate-related Financial Disclosures report

Our climate impacts
Impact and type Description Time horizon Actions
Physical risk: workplace and
community disruption
Extreme weather events could affect the
locations where our colleagues work
Short, medium,
longterm
Extensive and proven remote
working capabilities
Physical risk: event and supply
chain disruption
Extreme weather events could disrupt
ourbusiness operations, events and
delivery infrastructure
Short, medium,
longterm
Business resilience planning,
andhealth and safety incident
responseplans
Transition risk and
opportunity: evolving
customer markets
Some markets we serve may grow and
others may be disrupted by the shift to a
lower-carbon economy
Short, medium,
longterm
Portfolio diversification, with
opportunity and risk identification
and management embedded into
our divisions
Transition risk and
opportunity: change to
business travel patterns
Changes to customer willingness to travel
could make some live events more or less
valuable and some on-demand events
moreorless popular
Medium, long
term
Business diversification by product,
customer market and geography.
Afocus on high-value services,
including must-attend events that
act as efficient travel consolidators,
saving attendees time, money
andcarbon
Transition risk: changes to
carbon costs in direct
operations
Changes in the price of renewable
electricity and carbon offsets could
affectoverall costs
Medium, long
term
Reducing Scope 1 and 2 emissions
toreduce carbon offset purchases
Transition risk: changes to
carbon costs in the value chain
Any new costs, such as carbon taxes
onflights or budgets for individuals or
companies, could affect supply chain costs
Long term Reducing Scope 3 emissions,
including supplier engagement,
toreduce potential carbon costs
inthe supply chain
Transition risk and
opportunity: attracting and
retaining talent
Our reputation on sustainability could
influence recruitment and retention
Short, medium,
longterm
Implementing FasterForward and
proactive talent attraction and
retention programmes
Transition risk and
opportunity: market
association
Working in markets or with partners who
are positively or negatively associated with
sustainability could impact our reputation
Short, medium,
longterm
Portfolio diversification, with limited
exposure to markets at most risk
ofdisruption
Transition risk and
opportunity: climate-related
legislation
Complying with new legislation could
entailcosts and bring opportunities to
demonstrate performance
Short, medium
term
Management of regulatory
compliance risk and work to prepare
for new regulation
Transition risk and
opportunity: investor focus
onclimate change
Growing investor interest in ESG could
attract new funds or otherwise impact
investment decisions
Short, medium,
longterm
Implementing FasterForward and
acontinued focus on performance
inrelevantindexes
Transition risk and
opportunity: other
stakeholderexpectations
Changing stakeholder expectations may
influence our reputation and require more
resources for engagement and reporting
Short, medium,
longterm
Implementing FasterForward
andstakeholder engagement
programmes
Where to find key information
Governance: Board oversight of climate-related risks and opportunities Page 7, Climate Impacts Report (CI Report)
Governance: Management’s role in assessing and managing climate-related risks
andopportunities
Page 7, CI Report
Strategy: Short, medium and long-term climate-related risks and opportunities Pages 9 to 16, CI Report
Page 75 in this report
Strategy: Impact on business, strategy and financial planning Pages 9 to 16, CI Report
Page 76 in this report
Strategy: Impact of different scenarios on business, strategy and financial planning Page 77 in this report
Risk management: Processes for identifying and assessing climate-related risks Page 16, CI Report
Pages 62 and 63 in this report
Risk management: Processes for managing climate-related risks Pages 17 and 18, CI Report
Risk management: How these processes are integrated into overall risk management Pages 17 and 18, CI Report
Metrics and targets: Metrics used to assess climate-related strategy, risks and opportunities Pages 19 and 20, CI Report
Metrics and targets: Scope 1, Scope 2 and Scope 3 greenhouse gas emissions and related risks Page 23 in this report
Pages 10 and 11, 2024 Sustainability Report
Metrics and targets: Targets used to manage climate-related risks and opportunities
andperformance
Pages 19 and 20, CI Report
Pages 8 and 9, 2024 Sustainability Report
Strategic Report Governance Financial Statements Additional Information
Informa Annual Report and Accounts 2024
75

Strategy
GAP 2 included a focus on embedding
sustainability throughout the company
by delivering our FasterForward
sustainability programme.
FasterForward was designed to seize
opportunities and manage our
responsibilities and risk around
sustainability, and is a key part of our
response to and management of
climate change.
We have identified 11 areas of risk and
opportunity relevant to our business
model and strategy that relate to the
physical impacts from climate-related
events and the transition impacts from
the way the world moves to a lower-
carbon economy. They are described
on the previous page along with
information on how we address each
risk or opportunity.
These impacts are considered over the
same time horizons we use in business
planning, risk management and
viability modelling: a near-time horizon
of 12 months (short term) and a
medium term of three years. We also
look at emerging risk and climate
change over a longer-term horizon
offive years.
Our assessment is that our business
model has a good degree of resilience
to the risks most related to climate
change, and that we are well positioned
to capture opportunities in the
transition. This resilience comes from
factors including the breadth of
locations we work in, the diversity of
customer markets we serve, the
distributed nature of our operations
and our culture of acting quickly
andproactively on issues
andopportunities.
We have limited exposure to the
markets at most risk of severe
disruption from the transition to a
lower-carbon economy, a relatively low
intensity of energy use, and proven
capabilities to relocate work and
operations at short notice if needed in
the face of an extreme weather event.
The four risks we believe could be most
material from a financial and non-
financial perspective are: evolving
customer markets, potential change to
business travel patterns, extreme
weather events that affect our largest
events, and workplace and community
disruption. We have therefore built a
dynamic financial model to test and
quantify the impact of these four risks
in four scenarios. We update this
model every year for the latest climate
science and aim to keep increasing the
specificity of our modelling.
Our four scenarios align with the UN’s
Climate Action Pathways, which set out
the conditions needed to maintain
global temperature rises within certain
thresholds. We have further
customised them to make them
relevant to our business. The financial
model is based on a series of estimates
and assumptions, drawing on publicly
available data and internal data sets to
create an estimate of annual
discounted value at risk.
We model and present our climate
impacts against a five-year time
horizon because this period
corresponds most closely to the
horizons we use elsewhere in our
business, including in business
planning and risk management.
Our balance sheet holds a relatively
low value of tangible fixed assets, and
as there is little value in calculating
physical risks on leased offices and
other buildings, we consider the risk of
disruption from loss of access to our
offices and wider disruption in a given
location instead. We do not currently
model the opportunity to create new
products beyond a business-as-usual
level, which we would expect to arise in
Blue World and Green World scenarios.
The analysis shows the impact if risk is
not mitigated. This provides a baseline
against which our actions to manage
risk can be measured. It guides which
impacts should be monitored and
managed most closely. Impacts have
been discounted using the Group’s
weighted average cost of capital to
show a present value. We apply the
same materiality threshold as we do in
our viability modelling, which is
described on page 72.
Over these periods, none of the
potential impacts we have modelled
meet the threshold for climate change
to be a principal risk to Informa. The
leadership team has reviewed this
analysis and when combined with the
results of our 2023 double materiality
assessment, confirmed that our
business planning, risk management
and sustainability activities continue
to focus on the areas that are most
significant to Informa’s future position
and success. The Climate Impacts
Steering Committee will continue to
review whether to expand the
financial model to include more of
the11 identified impacts, based on
any changes to the materiality of
those risks and our overall risk
appetite and tolerance.
Read the Climate
Impacts report infull
on our website
Strategic Report
Informa Annual Report and Accounts 2024
76
Task Force on Climate-related Financial Disclosures report
continued

Estimated financial impacts of climate scenarios
The below table outlines the annual discounted value at risk in five years’ time for each of the four impacts chosen*.
Thisdoes not include any reduction to the value at risk through mitigating activities, which we believe would be material.
Business as usual Blue World Green World A Green World B
Office and
homeworker
disruption
Immaterial in all scenarios due to colleague and business flexibility
Event and supply
chain disruption
£27.2m in all scenarios
Evolving customer
markets
£nil £3.0m £1.2m in both Green World scenarios
Customer willingness
to travel
£(0.8)m £6.1m £31.9m £(12.5)m
* Unmitigated single-year net income at risk for the year ended 31 December 2029 on a discounted basis
Climate scenarios
Business as usual Blue World Green World A Green World B
Global temperature
rise by 2100
>3°C 2°C 1.5°C 1.5°C
Assumed policy
developments
No change Significant promotion
of investment in
low-carbon technology
Radical push to decarbonise by governments, business and society
Assumed
technological
developments
Follows historical
pattern
Rapid development
and scaling of new
technology. Low-
carbon air transport
remains unviable for
next ten years
Technology advances alone are not sufficient to decarbonise to
1.5°C, but rapid development and scaling of new technologies are
assumed, along with low-carbon air transport remaining unviable
Assumed macro-
economic conditions
High market
uncertainty. Potential
for individual market
collapse
Some market
uncertainty. Gaps
between winning and
losing companies
High market certainty. Sector financial performance is highly
aligned to carbon performance
Customer sentiment
changes
Follows historical
pattern
Major demand for
knowledge and trade
in certain sectors
Significant behaviour change,
including blanket reduction in
travel, resulting in decreasing
attendance at live events
Significant behaviour change,
combined with a focus on travel
effectiveness, protecting and
supporting the role of live
events as a travel consolidator,
making them the destination of
choice for business travellers
Strategic Report Governance Financial Statements Additional Information
Informa Annual Report and Accounts 2024
77

Risk Management
The process for identifying, assessing
and managing climate-related impacts
is integrated into our wider risk
management process. Under our risk
management framework, climate
change is categorised as an emerging
risk. It is assessed, reviewed and
managed as part of our standard risk
management process, which includes
being considered by the Risk Committee
at each meeting. It is also recognised as
a subrisk, or contributing factor, to the
principal risks of inadequate response
to major incidents, inability to attract
and retain key talent, reliance on key
partnerships, market risk and economic
instability, and so receives additional
focus as part of managing these risks.
We identify climate impacts through
internal workshops, peer group
discussions, input from external experts
and ongoing horizon scanning of
external trends and internal data. We
also consider newly-acquired
businesses in our identification and
assessment of climate impacts. This
included assessing the Ascential
business in 2024. We review our
impacts every one to two years
depending on their severity and
timehorizons.
We model impacts in different regions
where appropriate and practical: for
example, where physical risks or
customer sentiment vary by location.
As the model is based on a series of
estimates and assumptions, the value
at risk identified is sensitive to changes
in these assumptions.
Metrics and Targets
The most significant and relevant
metrics we use to assess the
management of climate-related
risksare:
• Meeting our Science Based Targets.
These are currently to reduce Scope
1 and 2 emissions by 55% by 2030
and reduce Scope 3 emissions by
20% from a 2017 baseline. They will
be updated in 2025 to reflect the
impact of newly-acquired businesses
• Meeting three individual
FasterForward goals: to become zero
waste and net zero carbon by 2030 or
earlier, to become carbon neutral as a
business and across our products by
2025, and to save customers more
carbon than we emit by 2025
Other metrics we monitor that include
an element of performance on climate
change-related matters are the results
of assessments by the DJSI and Climate
Disclosure Project (CDP). Aspart of our
involvement with the NetZero Carbon
Events initiative, weare collaborating
on the creation ofevent industry
relevant metrics, which we expect
toincorporate into our monitoring
when established.
Strategic Report
Informa Annual Report and Accounts 2024
78
Task Force on Climate-related Financial Disclosures report
continued

Below are cross-references to information about how we manage the non-financial
and climate-related matters set out in Section 414CA(1) of the Companies Act 2006,
along with further details. Key policies are available on the Informa website.
Our business model:
See pages
10 and 11
Our principal risks and how
we manage risk:
Risk report
pages 62 to 70
Non-financial key
performance indicators:
KPIs
page 23
References and explanations
to amounts included in our
annual accounts:
Group Finance
Director’s review
pages 48 and 49
Colleagues:
Delivering on talent and
leadership
pages 30 to 32
We have several policies that support
our culture and help us make the most
of our talent. Key is our Code of
Conduct, which sets out the standards
we expect from colleagues. It is
periodically reviewed by subject matter
experts, including HR and Compliance,
and approved by the leadership team.
Everyone acknowledges the Code and
completes training on it when they first
join, and there is refresher training at
regular intervals. Reports to HR,
Compliance and through our Speak Up
service, as well as our engagement
scores, are ways we monitor its
effectiveness. See page 23 for more.
Environmental matters:
Delivering on sustainability
pages 34 and 35
We have several policies that help us
meet our sustainability goals. The
key one is the Sustainability Policy,
which covers the most impactful
areas to our goals, including energy
and waste efficiency in our offices.
Our Sustainability team works
closely with our property specialists
when they upgrade or take on new
offices to ensure adherence, and it
monitors performance by collecting
energy-related data annually – see
page 23 for more information.
Anti-bribery and anti-
corruption matters:
Audit Committee report
page 112
Our Anti-Bribery and Corruption
Policy sets out our standards. All
newstarters complete training on
the policy, with periodic refresher
training and further specialist
training for colleagues in
higher-exposure roles. We conduct
due diligence on higher-risk business
partners, including sales agents, and
investigate any reports of breaches,
terminating relationships where
breaches are found.
Social matters:
We aim to have a positive impact and
contribute to the success of the
communities we work in and with. A
key policy is our new central Event
Code of Conduct, designed to enable
all attendees to enjoy and benefit from
our events through a focus on personal
and venue safety and security. We
monitor and manage compliance
through reports to our Speak Up
service, onsite operational teams and
our health and safety incident
reporting tool. See page 69 for a
description of how we monitor and
report on health and safety.
Respect for human rights:
We support the UN’s Universal
Declaration of Human Rights. Our
Human Rights Policy sets out eight
key areas of human rights relevant to
how we work, including responsible
content and labour practices, and
how our colleagues and business
partners can uphold them. Relevant
subject matter experts oversee the
implementation of standards in each
area. Reports through Compliance
and Speak Up are one way we
monitor their effectiveness.
Governance:
TCFD report
page 74
Identification,
assessment and
management:
TCFD report
page 75
Link to risk
management process
overall:
TCFD report
page 78
Principal risks,
opportunities and
their time period:
TCFD report
page 76
Impact on and
resilience of business
model and strategy:
TCFD report
page 76
Targets:
TCFD report
page 78
KPIs:
TCFD report
page 78
Climate-related
financial disclosures,
risks and opportunities:
Strategic Report Governance Financial Statements Additional Information
Informa Annual Report and Accounts 2024
79
Non-financial and sustainability information statement

Contents
Informa’s Board
Board of Directors 81
Board review and activity
Chair’s introduction to governance 84
The Board’s year 86
Section 172 Statement 92
Compliance with the UK Corporate
Governance Code 96
Committee Reports
Nomination Committee Report 100
Audit Committee Report 105
Directors’ Remuneration Report 115
Other governance information
Directors’ Report 133
Statement of Directors’
responsibilities 135
Informa Annual Report and Accounts 2024
80
Governance
Governance Report

John Rishton
Chair
Appointed Non-Executive
Director in September
2016, Chair in June 2021
John brings significant
financial and international
commercial experience to
Informa. He was Chair of the
Audit Committee from
September 2016 until his
appointment as Board Chair
in June 2021.
John was Chief Executive of
Rolls-Royce Group PLC from
2011 to 2015, having been a
Non-Executive Director since
2007. His previous positions
include Chief Financial
Officer and then Chief
Executive and President of
Royal Ahold NV and Chief
Financial Officer of British
Airways PLC. John has also
held non-executive
directorships at Unilever,
Associated British Ports
andAllied Domecq.
John is Chair of Serco Group
PLC and a Non-Executive
Director at Majid Al Futtaim
Holding LLC.
Stephen A. Carter CBE
Group Chief Executive
Appointed Non-Executive
Director in May 2010,
Group Chief Executive
inlate 2013
Before becoming Informa’s
Group Chief Executive,
Stephen was President and
Managing Director EMEA at
Alcatel Lucent Inc., Managing
Director and COO of ntl (now
Virgin Media) and Managing
Director then Chief Executive
of JWT UK & Ireland.
He was the founding CEO of
Ofcom and Chief of Strategy
and Minister for
Telecommunications and
Media in the Government of
Prime Minister, The Right
Hon. Gordon Brown.
Stephen is a Non-Executive
Director of Vodafone PLC.
He also represents Informa
on the Boards of Informa
TechTarget, BolognaFiere and
PA Media Group Limited.
Stephen was made a Life Peer
in 2008.
Louise Smalley
Senior Independent
Director
Appointed October 2021,
Remuneration Committee
Chair in January 2022,
Senior Independent
Director from
December2024
Louise has extensive
experience in talent
management and
development, as well as
remuneration and reward,
working for large UK and
international corporations.
She attended the Cambridge
Institute for Sustainability
Leadership and has
experience integrating
sustainability strategies.
Louise most recently served
as Whitbread plc’s Group HR
Director and an Executive
Director, having held HR
directorships within
Whitbread’s Hotels &
Restaurants and David Lloyd
Leisure divisions. Before
joining Whitbread, she worked
in human resources at Esso
and BP.
Louise is a Non-Executive
Director at AG Barr plc and
was a Non-Executive Director
at DS Smith plc until
September 2024.
Gareth Wright
Group Finance Director
Appointed July 2014
Gareth has considerable
experience in senior financial
roles across multiple UK
public companies.
He joined Informa in 2009
and has held a variety of
positions within the Group,
including Deputy Finance
Director and Acting Group
Finance Director, before
being appointed as Group
Finance Director in July 2014.
Gareth also chairs our
RiskCommittee.
Before joining Informa,
Gareth held a variety of
roles at National Express plc,
including Head of Group
Finance and Acting Group
Finance Director. He
qualified as a chartered
accountant with Coopers
&Lybrand (now PwC).
Nomination Committee
Audit Committee
Remuneration Committee
Committee Chair
Member
Strategic Report Governance Financial Statements Additional Information
Informa Annual Report and Accounts 2024
81
Board of Directors

Gill Whitehead
Non-Executive Director
Appointed August 2019,
Audit Committee Chair
inJune 2021
Gill brings significant
experience in the technology
and media sectors to
Informa and is Visiting Policy
Fellow at the University of
Oxford’s Internet Institute,
focusing on global
developments in online and
AI safety. Gill was Group
Director, Online Safety at
Ofcom from April 2023 to
late 2024 and Chair of the
Global Online Safety
Regulator Network for 2024.
Before that, from 2021 to
early 2023, she was Chief
Executive of the Digital
Regulators Forum, a
collaboration between the
UK’s largest regulators.
Gill previously spent four
years as a Senior Director at
Google leading Market
Insights and Client Solutions
& Analytics teams and
worked at Channel Four
andBBC Worldwide. She
began her career at
DeloitteConsulting.
Gill is a Non-Executive
Director of NatWest Group
plc and the British Olympic
Association and Chair of the
Women’s Rugby World Cup
(England) 2025.
Patrick Martell
Group Chief Operating
Officer
Appointed March 2021
Patrick has significant
experience of B2B markets
and a track record of leading
businesses through digital
transformation and mergers
and acquisitions.
Patrick has been Group
Chief Operating Officer since
2018 and Chief Executive of
Informa Markets since 2023.
Between 2014 and 2022, he
was Chief Executive of
Informa Intelligence, leading
that Division’s return to
growth through technology
and product investments and
operational efficiency, before
its successful divestment.
Patrick was previously
Group CEO of St Ives where
he led its successful
restructuring and
repositioning.
Joanne Wilson
Non-Executive Director
Appointed October 2021
Joanne brings strong and
current financial and
operational experience
tothe Group.
Joanne is Chief Financial
Officer of WPP PLC. She was
previously Chief Financial
Officer of Britvic PLC, where
she was responsible for
strategic planning, deal
analysis, investor relations
and IT, and chaired Britvic’s
ESG Committee.
Joanne was formerly CFO at
dunnhumby, a customer
data science specialist and
part of the Tesco Group,
having held a range of
international and domestic
financial and commercial
roles at Tesco. She qualified
as a chartered accountant
with KPMG before
transferring to Hong Kong
towork in its Corporate
Finance practice.
Zheng Yin
Non-Executive Director
Appointed December
2021
Zheng brings significant
senior executive experience
to the Board, providing
valuable local insights into
macro-economic and
commercial trends in China
and Asia, a significant
trading region for Informa.
Zheng is Executive Vice
President, China and East
Asia at Schneider Electric SE,
having previously held
senior business
development and strategy
roles within the Group.
Before joining Schneider
Electric, Zheng was Head of
Business Development for
China for Phillips and held
senior positions within
DowJones and Reuters in
the US, Hong Kong and
Mainland China.
Informa Annual Report and Accounts 2024
82
Governance
Board of Directors
continued

Andy Ransom
Non-Executive Director
Appointed June 2023
Andy brings extensive
current international chief
executive experience to the
Board, including a track
record of leading successful
product innovation and
digital transformation and
ofdeveloping a high-
performance culture. He
hasmore than 30 years’
experience of creating value
through global mergers and
acquisitions and engaging
with stakeholders.
Andy has been Chief
Executive of Rentokil Initial
plc since October 2013,
having joined the company
in 2008 as Executive Director
of its global Pest Control
business. Before joining
Rentokil, Andy was a
member of the executive
management team at ICI.
Andy is a patron of Malaria
No More UK and was Vice
Chair of the Board of
Trustees of Street League
until July 2024.
Maria Kyriacou
Non-Executive Director
Appointed July 2024,
Non-Executive Director
responsible for colleague
engagement in
December2024
Maria has extensive
leadership experience in
theglobal entertainment
market and listed corporates,
and is a qualified chartered
accountant.
Between 2020 and 2024,
Maria was President,
Broadcast & Studios for
International Markets at
Paramount Global and led
its broadcast and
production operations in
Australia, UK, Latin America
and Israel, including all
free-to-air, pay and streaming
brands. She spent nearly ten
years at ITV plc, latterly as
ITV Studios’ President,
International. Earlier in her
career, Maria worked for The
Walt Disney Company in
finance, sales, portfolio
development and commercial
roles, including as Senior Vice
President for Digital Media
Distribution EMEA.
Maria has previously held
Non-Executive Director
positions at Wizz Air
Holdings plc and Fat
FaceLimited.
Catherine Levene
Non-Executive Director
Appointed November
2024
Catherine is an entrepreneur,
executive and Director with
more than 25 years’
experience in the digital and
traditional media and
publishing industries. She
brings additional experience
in technology, digital media
and publishing to the Board.
Catherine was President of
Meredith Corporation’s
National Media Group
business, before it was
acquired by IAC’s Dotdash in
2021, having previously held
roles as Chief Strategy
Officer and Chief Digital
Officer. She co-founded
Artspace Marketplace, a
leading online marketplace
for contemporary fine art,
and spent almost a decade
at The New York Times in a
broad range of product,
business development
andstrategy roles for its
digital division.
Catherine is a Non-Executive
Director of Pitney Bowes,
Inc., AD.net and National
Public Radio.
Directors who
served during
theyear
Mary McDowell
June 2018–November
2024, Senior
Independent Director
November 2021–
November 2024
Mary stood down from
the Board at the end
of November 2024 to
become Chair of
Informa TechTarget,
anInforma company.
David Flaschen
September 2015–
June2024
David retired from
theBoard at the
conclusion of the
Annual General
Meeting in June 2024.
Nomination Committee
Audit Committee
Remuneration Committee
Committee Chair
Member
Strategic Report Governance Financial Statements Additional Information
Informa Annual Report and Accounts 2024
83

After successfully completing
theGAP 2 programme,
Informa now looks to make
the most of itsstrengths.
AsaBoard, wecontinued to
support and challenge the
leadership team constructively
as itguided our company
tothis success and prepared
for the next stage in
itsdevelopment.
This time last year, I talked of my
excitement about Informa’s prospects,
and I am every bit as positive now.
In 2024, we concluded the four-year
GAP 2 programme with its objectives
achieved and even exceeded in some
cases. My thanks go to Stephen and the
entire leadership team for the
dynamism and expertise they have
brought to making GAP 2 such a
success. Iknow I speak for all my Board
colleagues in saying that we have
enjoyed working alongside them,
overseeing the company’s
performance, and giving support
andconstructivechallenge.
The strength of our portfolio of
businesses is just one example of
howfar GAP 2 has taken the company.
Divestments and acquisitions, plus
investment, innovation and constant
improvement have put us in a great
position to continue thriving, and
leading, across the Academic and
B2BMarkets Informa serves.
Meeting investors this year has
reminded me just how important our
leadership and our portfolio are in
drawing investment to our business.
They have also told me how satisfied
they are with Informa’s fundamentals,
including its business model and
capital allocation. But just as important
as the numbers is, I believe, the fact
that what Informa does really matters.
Whether it is publishing specialist
research that fuels new discoveries or
running events that help businesses
grow and host cities thrive, Informa’s
work makes a real difference to the
communities it serves.
Overseeing growth
Among the highlights of GAP 2’s final
year was concluding the transaction
tocombine Informa Tech’s digital
businesses with TechTarget to create
Informa TechTarget. This was a complex
process extending through most of
2024, with the Board focusing on how
the deal would benefit Informa and
itscolleagues, shareholders and
otherstakeholders.
I believe the painstaking work put in
across both businesses will be worth it.
The new company gives Informa a
stronger presence in the US, the centre
of gravity for B2B digital services and
the technology market. By combining
the strengths of both businesses,
we’vecreated considerable potential
for growth in this market.
We also spent time overseeing the
year’s other major addition: the
acquisition of Ascential and its globally
recognised Cannes Lions and
Money20/20 brands. This paved the
way to creating our Informa Festivals
division, launched in January 2025,
which will give us a real focus and
impetus on further developing our
experience-led events.
Informa Annual Report and Accounts 2024
84
Governance
Chair’s introduction to governance
strength
Support
&

Capitalising on our strengths
through One Informa
Having achieved so much through
GAP2, our attention now turns to
making the most of the strengths,
scaleand potential we have assembled.
In 2025, the emphasis shifts to the
four-year One Informa programme,
which is about creating further growth
and value by maximising the platform
we have created over the last ten years.
Its ambitions include to become truly
market-leading in our customer
experience, marketing and use of data,
by applying the best tools and
technologies to get things done, while,
critically, retaining our colleagues’
entrepreneurial instincts.
Iam pleased to say that a number of
my fellow Directors have extensive
experience of managing growth and
complexity while keeping a business
agile, and this will be a huge benefit
toBoard discussions as we oversee
theprogress of One Informa in the
comingyear and beyond.
Another part of One Informa will be
continuing to deliver an excellent
colleague experience. At the heart of
this will be helping colleagues progress
in their careers: keeping up the focus
on making it easier for them to move
within Informa and offering new
experiences in growing businesses
thatwill bring career satisfaction
anddeepen their engagement with
andcommitment to Informa.
This engagement and commitment are
vital: people who believe in a business
are a prerequisite for its success. This
is why, as a Board, we take such a keen
interest in how Informa’s culture
develops. This year, 91% of colleagues
took part in the company’s engagement
survey, a frankly remarkable level of
participation. And nearly eight out of
ten said they are proud to work for
Informa. Again, a figure any company
would beproud of.
This tells me that, despite being
spreadacross the globe in highly
variedmarkets and sectors, Informa
colleagues remain connected in a
powerful way. I saw this for myself
when I met colleagues in Hong Kong,
Shanghai and Riyadh in 2024, and
celebrated their successes at our
annual Informa Awards event in
London. Their commitment, passion
and energy impress me every time I
see them, and these qualities will be
hugely important to One Informa.
Focusing on technology
andsustainability
Another significant and ongoing focus
for the Board is how the business
responds to the growth of AI
technologies. Such technologies offer
ahost of possibilities to improve how
Informa works and to enhance the
customer experience, although it is
essential we take care of intellectual
property and data in so doing. Drawing
on our experience as Directors in areas
including regulation, digital services
and technology, we agreed it was right
to fully explore what this technology
can bring, as well as to continue to
monitor and mitigate its risks as
theyemerge.
In 2024, we supported the business
inentering partnerships with several
leading AI companies to help train their
large language models on expert
content and data. A critical principle
ofthese partnerships was to include
safeguards that support authors’
rights. We also continued to monitor
the business’s work to counter the
ever-evolving risk of cyber breaches,
and to keep technology and systems
resilient more broadly.
The Board received regular updates,
too, on the five-year FasterForward
programme that embeds sustainability
into all Informa does. This matters to
allour stakeholders – customers,
exhibitors, suppliers, investors and
colleagues – so it is important we
continue to get it right. Although the
pandemic interrupted the rollout of
some of our sustainability work in live
events, FasterForward has continued to
make progress in ways that do us credit
and attract the industry’s attention.
A notable part of this is our promotion
of reusable stands, whichhave set a
standard for the events and
exhibitionsindustries.
Keeping the right mix of skills
This year, we welcomed two new
Non-Executive Directors to the Board,
Maria Kyriacou and Catherine Levene.
Their backgrounds in media, finance,
digital and entrepreneurial businesses
will be a great asset to Boardroom
discussions. As a result of these
appointments, the breadth of skills,
perspectives and experiences on our
Board is stronger than ever.
We also said goodbye to Mary
McDowell and David Flaschen during
the year. Our thanks go to Mary and
David for their hard work and wise
counsel during their time with us and
we wish them well for the future.
Looking ahead
I am struck by how much the company
has changed and developed over the
last ten years – in scale, reach and
capability, while the world we are
operating in has changed at least as
much, if not more. But I am also struck
by the qualities within Informa that
have endured throughout: its spirit of
enterprise, a can-do attitude and an
endless willingness by our colleagues
to embrace the new. These qualities
will stand the company in good stead
as we continue to navigate a complex
geopolitical andregulatory environment.
John Rishton
Chair
Strategic Report Governance Financial Statements Additional Information
Informa Annual Report and Accounts 2024
85

In another exciting year of growth for Informa, the Board
and its committees oversaw business combinations, engaged
with stakeholders, and gave guidance to the leadership team
on key developments such as AI.
We received regular updates on programmes in areas including sustainability,
ITresilience, and health and safety. We also supported the leadership team
inlaying the groundwork for the new One Informa programme to help
thebusiness make the most of thestrengths built during GAP 2.
Overseeing growth
In 2024, we spent a good amount of
time as a Board overseeing Informa’s
acquisition activity. Informa added the
events business Ascential, with its
Money20/20 and Lions brands,
strengthening our position in
experience-led events.
The company also completed the
combination of Informa Tech’s digital
businesses with TechTarget in the US to
create Informa TechTarget, giving us
greater scale in B2B digital services, as
well as a higher profile in the US, an
important market in this sector.
As a Board, we discussed the governance
model for Informa TechTarget, and the
make-up of its Board, to make sure that
the new company has the right oversight
and satisfies US corporate governance
requirements, as its sharesare traded
on Nasdaq.
In approving these transactions, it
wasimportant for us to oversee the
company’s plan to integrate the
businesses and generate further
growth and value. This led to the new
operating structure for our B2B
businesses, including the creation of
the new Informa Festivals division,
tomake the most of all Informa’s
experience-led brands, which will sit
alongside Informa Markets and
Informa Connect.
Our Walk the World charity
event is one of the most
popular days in Informa’s
calendar, and the Directors
often attend walks around
the world with colleagues
John Rishton tours the first
edition of CPHI Middle East,
which took place in Riyadh,
withCEO of Tahaluf
MichaelChampion
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86
Governance
The Board’s year

Making the most of our strengths
through One Informa
Establishing Informa TechTarget and
Informa Festivals marks the
completion of our GAP 2 focus on
reshaping the portfolio, reinvesting the
proceeds of 2022’s divestment of the
Intelligence business into core B2B and
Academic Markets businesses. As a
Board, our focus turns now to working
with the leadership team on Informa’s
next period of growth, and we began
by overseeing preparations for our new
One Informa programme.
As individual Board members, our
experiences in other businesses have
made us familiar with the challenges
that come with strong growth: how to
make the most of a fast-developing
company, stay agile and minimise
complexity. Over the next four years,
starting in 2025, we will bring this
perspective to shaping One Informa.
In 2024, we considered the vision for
One Informa. We also focused on the
investments the programme would
need and how we, as a Board, could
support the business to leverage
Informa’s international reach, maximise
the application of new technologies,
simplify where possible and unlock
newgrowth value for our customers,
colleagues and shareholders.
Among other things, we and the
leadership team want to make sure
our individual businesses have all
theyneed to be able to get things
done, realise their plans and
implement their ideas effectively,
using operational capabilities that
work as efficiently as possible.
Staying informed on sustainability
One challenge we’re well aware of is
bringing the sustainability practices
and performance of acquisitions in line
with our FasterForward programme,
which aims to embed sustainability
throughout the business.
Nonetheless, Informa remains
committed to all its goals: to embed
sustainability into all our products, to
create value for our communities, and
to achieve our ambitions of zero waste
and net zero carbon by 2030. This is
because, as we know from our
discussions, sustainability matters to
all our stakeholders – investors,
customers, suppliers and colleagues.
So we take a close interest in this
agenda and how it affects Informa’s
reputation as a responsible business.
Since approving FasterForward in 2020,
as a Board, we have received updates
on the programme from the Head of
Sustainability at least once a year. This
keeps us informed on progress and any
challenges. In particular, in 2024, we
heard how Informa’s investments in
improving data collection have enabled
the team to better track progress
against targets, as well as adding more
detail to our reporting and contributing
to better performance in global
sustainability indices.
More than 400 of Informa’s events are
now accredited by the Sustainable
Event Fundamentals programme. This
means they are following — to a good
level — practices that reduce carbon
and waste, embed sustainability
content and enhance the economic
andsocialimpact on host cities.
As a Board, we continue to support the
Sustainability team to encourage third
parties to adopt Informa’s standards
for sustainable events, so they can
have a positive impact beyond our own
business. In exhibitions, Informa has
taken a lead through initiatives such as
reusable stands, which others are now
adopting. Many of FasterForward’s
goals run until 2025 and, in the coming
year, the Board will be part of
discussions on their renewal.
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87

Staying close to stakeholders
Businesses can only thrive if they are
closely connected with customers,
colleagues, shareholders and other
stakeholders. This is why, as a Board,
we spend much of our time engaging
with these groups and other important
partners. This helps sustain the
confidence they have in our business,
while making sure the Board makes
decisions in a rounded way that
considers all potential impacts
andperspectives.
Our Chair, John Rishton, regularly
meets shareholders and, in 2024, once
again hosted his annual shareholder
roadshow ahead of our AGM in June.
This gave shareholders an open forum
to raise any subject as well as a chance
to discuss where the company is
heading. In 2024, Louise Smalley
onceagain joined the Chair for
mostroadshow meetings.
In total, the Chair and Remuneration
Committee Chair met with institutions
representing circa 30% of the
Group’sequity.
The Directors engaged in person with
colleagues during the year, meeting
teams around the world and seeing
operations at first hand. John Rishton
met teams in Hong Kong and Shanghai,
where he attended the Hotelex event,
as well as attending the annual Informa
Awards in May, giving him another
chance to meet colleagues and
celebrate their successes.
Board colleagues also attended events
operating in different markets during
the year in order to see the diversity
ofour products.
In December, we held our Board
meeting in Riyadh to spend time with
our Tahaluf business in Saudi Arabia
and see the launch of CPHI Middle
East. During our visit, we spent time
with partners and customers,
discussing their partnership with
Informa and helping us to understand
their priorities. We also invited some
of our Tahaluf colleagues to join us for
an informal breakfast. This gave us
time to discuss the opportunities
available for Tahaluf and, with a
number of colleagues transferring
from roles elsewhere in the Group,
tosee our internal mobility
opportunities in action.
Board members also joined a record
1,600 colleagues at our Walk the World
event in London, raising more than
£110,000 for our chosen charities.
In June, we also held an informal lunch
with a group of future leaders, giving
us an opportunity to understand the
perspectives of a wide cross-section of
UK colleagues and have a two-way
discussion on the company’s priorities.
For more details on how the Board
engaged with stakeholders, see our
Section 172 Statement on page 92.
For a behind-the-
scenes view of the
Board’s visit to CPHI
Middle East, watch the
video on our Annual
Review hub.
John Rishton speaking
tocolleagues at our
Londonoffice
Louise Smalley speaks to colleagues
as part of a Board lunch with future
leaders in our London office
Informa Annual Report and Accounts 2024
88
Governance
The Board’s year
continued

Monitoring culture
As a Board, we are acutely conscious of
how much culture matters, particularly
in a business that has operations all
over the world. This is why we look
closely at indicators of how colleagues
feel about their work and about Informa
in general. Formally, these include
engagement surveys and reports to the
Speak Up whistleblowing hotline.
Ahead of Board meetings, we review
the Group HR Director’s reports, which
include a detailed look at culture-
related matters, although in practice,
culture forms part of many of our
discussions across different topics.
Wealso seek to speak to colleagues
inperson about their experiences as
much as we can. All these sources
keepus informed about the latest
developments and help us contribute
ideas and suggestions that draw on our
varied experience as Board members.
We discussed the outcomes of the 2024
annual Informa Pulse engagement
survey, particularly in relation to career
opportunities and simplifying our
systems and technology. Almost 11,000
colleagues took the opportunity to
participate – 91% of all colleagues, an
increase from 85% in 2023 – submitting
ideas and insights as well as sharing
their perspectives. These help to shape
our engagement with colleagues in
support of Informa’s open and
inclusive culture.
Keeping the Board’s knowledge up to date
To do our job effectively, as a Board we
have to be well informed about all
aspects of the business and how it
runs. This is why we have regular
teach-ins on how parts of the business
operate, as well as updates and
briefings on operations.
In 2024, these sessions focused on our
B2B events portfolio. The first looked
at how the B2B events portfolio is
organised and managed, its revenue
sources, and how the various organic
and inorganic investments over the last
ten years had contributed to today’s
portfolio. The session was led by the
Chief Executives of Informa Markets
and Informa Connect.
The training provided particularly
insightful input which proved to be
invaluable when it came to considering
how to best evolve our operating
model going forward.
We also looked at the production cycle
of an event and the process by which an
event is marketed, sold, prepared and
delivered. The training was delivered by
members of the Informa Connect and
Informa Markets leadership teams and
described the totality of activities
needed to support an event. The
discussions highlighted the talent, skills
and ongoing investment needed to run
our events and deliver value and
experience for our customers.
Members of the Board
touring the first edition of
CPHI Middle East, which
took place in Riyadh
Strategic Report Governance Financial Statements Additional Information
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89

Improving health
and safety reporting
Our working environments, including
our live events, must be safe and
secure for everyone, including
colleagues, contractors and the
thousands of people who attend
events. Managing this well is crucial to
keeping everyone who works for us
and with us safe, as well as making sure
we comply with legislation.
Accurate information lies at the heart
of this, as does making sure colleagues
and contractors can report incidents
and concerns easily. This allows us to
spot trends and act on them,
continuously improving how we work.
In July, as a Board we were updated
bythe Group Head of Health, Safety
&Security on a reporting system
launched in early 2024 which made
itpossible for customers, colleagues
andcontractors to report hazards,
near-misses or incidents through their
smartphones. We were encouraged by
the uptake and response to the new
system, as well as its ability to help us
keep managing this risk and improving
the customer experience.
Weighing the
opportunity of AI
AI already benefits Informa by making
processes more efficient, making the
business more productive and
improving customers’ experience.
Butgenerative AI is creating other
opportunities – for the business and
for stakeholders including customers
– as well as risks to manage.
As a Board, we weighed these factors
in agreeing with the leadership team in
2024 that the time was right to enter
partnership agreements giving access
to certain expert data to train large
language models. These agreements
include future work together on
academic and research tools including
citation technology and expert agents
to help customers with research and
knowledge sharing.
In considering these agreements, we
drew on our experience in technology,
AI and regulation to make sure risks
are being appropriately mitigated, and
that the benefits created are being
shared with our customers.
Keeping IT systems
efficient and secure
Technology failure and data loss are
principal risks for Informa, together
with failure to comply with regulations
that include those covering data
protection and privacy. Accordingly,
every Board meeting includes updates
on the company’s continuing work on
IT resilience and data protection.
This year, the Technology team provided
updates on our ongoing Fortify
programme, which mitigates risk by
looking at the whole technology
landscape, including the supply chain,
as well as cyber. As part of this, we also
oversaw continued investment in IT
resilience, including business continuity
planning, backups and cyber security.
As well as resilience, Informa needs
efficient and smooth-running systems
that make teams productive, allow
them to collaborate and free up time
for their customers. In preparation for
the One Informa programme, the
Board considered proposals for the
simplification of our technology
systems, which would increase
efficiencies and deliver a better
colleague and customer experience.
Informa Annual Report and Accounts 2024
90
Governance
The Board’s year
continued

Reviewing the
Board’s effectiveness
During the year, the Board decided that
the externally facilitated evaluation of
its performance should be postponed
to 2025 and an internal performance
review take place for 2024. We
considered the change in timing to be
appropriate because we expected to
make Board changes towards the end
of the year, and this would give new
colleagues time to get to know the
business and the way in which the
Board operated first. It also allowed us
to focus on completing the Ascential
and Informa TechTarget acquisitions.
For the internal review, the Chair, John
Rishton, spoke with all Non-Executive
Directors, the Group Finance Director
and the Chief Operating Officer to hear
their views on the effectiveness of the
Board and its Committees and the
outcomes were subsequently
discussed with the Group Chief
Executive and the Board.
Each of our Non-Executive Directors
highlighted the company’s performance
in 2024 and the huge amount of hard
work put in by the leadership team
andcolleagues across the Group.
The clear conclusion of the review was
that the Board continued to operate
effectively. The Board fully engaged
with the business and provided
challenge, support, guidance and
encouragement in equal part to
management. All attendees confirmed
that they were able to speak freely and
openly about any topic during meetings.
From the review, key areas for us to
consider during 2025 are:
• One Informa: how to support the
business’s new operating structure
and the leadership team in making
the necessary investments to
maximise Informa’s growth
opportunities and meet its objectives
• AI: Monitoring the opportunities and
governance framework for AI
• Sustainability: how to help develop
challenging and appropriate goals
for the next stage of the
FasterForward programme
Progress against 2023 review outcomes
Subject Action taken in 2024
Allowing enough time
to discuss important
non-financial topics
• The Chair and Group Chief Executive ensured that each
agenda allowed sufficient time for discussion and debate
onthe matters being considered
• All Directors were encouraged to attend Audit Committee
meetings where there were planned discussions on CSRD,
regulatory changes, including preparation for Code
Provision29, data loss and cyber breach
Providing more
opportunity for Non-
Executive Directors
to meet without
management present
• The Non-Executive Directors met immediately following each
main Board meeting to review and discuss the matters raised
• The Chair held regular one-to-one meetings with the
Non-Executive Directors during the year
Give greater focus to
Board and leadership
team succession plans
and talent development
• Maria Kyriacou brings wide experience of media and global
operations, while Catherine Levene adds entrepreneurial and
further digital media experience to the Board. Both also bring
their experience of the US market to Board discussions
• New Executive Committee members were appointed to lead
Taylor & Francis, Informa Festivals andMarketing
• Informative knowledge sessions were implemented for
theNon-Executive Directors to help further understand
thebusiness
Meeting attendance in 2024
Board attendance Board
1
John Rishton 7/7
Stephen Carter 7/7
Gareth Wright 7/7
Patrick Martell
2
6/7
Louise Smalley 7/7
Maria Kyriacou (from July 2024) 4/4
Catherine Levene
(fromDecember2024) 1/1
Andy Ransom 7/7
Gill Whitehead 7/7
Joanne Wilson 7/7
Zheng Yin
2
6/7
Mary McDowell
(to30November2024) 6/6
David Flaschen (to June 2024) 3/3
1 Excluding meetings held at short notice
orBoard Sub-Committee meetings
2 Patrick Martell and Zheng Yin were unable
toattend one online meeting each during
the year due to the meetings being
rescheduled at short notice
Review of Chair’s performance
Louise Smalley, our Senior Independent
Director, spoke individually to each
Board colleague and other members
ofmanagement to discuss the Chair’s
performance during 2024.
The review found that the Chair
continues to lead the Board in a
positive and constructive manner,
inspiring participants to do the same.
His understanding of the business and
thoughtfulness in relation to the
ongoing effectiveness of the Board
enables participants to focus where it
matters. He continues to ensure that
Board meetings provide an
independent perspective on the
matters being discussed and
encourages engagement from all
participants, dealing with feedback in a
straightforward manner and fostering
an environment that supports debate
and constructive challenge.
Colleagues again noted that the Chair
brings a high level of energy and
engagement to the role, investing
considerable time meeting colleagues
across the business internationally,
providing a valuable sounding board to
the Group Chief Executive and the
leadership team, and meeting with
shareholders. Given the strategic plans
discussed during the year, participants
noted the Chair’s vital role in ensuring
that Board members retain effective
decision-making processes, maintaining
frequent communication with
Directors and management alike.
The Chair continued to oversee Board
recruitment with success, including the
appointment of two highly
complementary new Non-Executive
Directors to the Board during the year.
The outcome of the review was
discussed with the Chair prior to
beingpresented at the March 2024
Board meeting.
Strategic Report Governance Financial Statements Additional Information
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91

Our approach to Section 172
Section 172 of the Companies Act 2006
requires the Directors to act in a way that
promotes the success of the company for the
benefit of its investors as a whole, while also
having regard to the interests of other
stakeholders such as colleagues, partners,
customers and suppliers.
The way we work as a Board helps us fulfil
these responsibilities. The Chair, supported by
the Group Chief Executive and the Company
Secretary, sets the agenda for each Board
meeting and manages discussions to make
sure that all Directors can and do add their
different perspectives and contribute to the
Board’s overall decision making. Informa’s
Directors are appointed for the strength and
diversity of the skills and experience they bring
to the role, including their recent and relevant
executive and non-executive experience. This
helps bring a breadth of views and up-to-date
insight to our decision making.
The Non-Executive Directors spend a good
amount of time in and around the business
and, as described on pages 94 to 95, regularly
engage directly with colleagues and investors.
We also engage with customers and business
partners when the opportunity arises – for
example, when visiting one of Informa’s
events or when the company enters new
partnerships. Management reports and
presentations also give us insight into current
stakeholder interests, so we can take these
into account when we make decisions.
Principal decisions in 2024
Business decisions are taken collaboratively
by the whole Board and key members of the
leadership team. Certain topics – such as
approving significant transactions, key
financial decisions, and the Group’s long-term
objectives and commercial strategy – are
always reserved for the Board’s approval. Full
details of the matters reserved can be found
on our website.
Opposite are three examples of decisions we
took as a Board during the year that illustrate
our approach to Section 172.
Informa – like any business –
needs to consider and create
benefits for all its stakeholders
tobesuccessful, and our role as
aBoard is to ensure the company
iswell positioned for the long
termas wellas the near term.
Approving Informa
TechTarget’s creation
Approving the acquisition
of Ascential
Making decisions on
capital allocation
Colleagues Customers
Investors
Colleagues Customers
Investors
Colleagues Customers
Investors
In January 2024, the Board approved the
combination of the Informa Tech digital
businesses with TechTarget, Inc., a US Nasdaq-
listed company, to create Informa TechTarget.
The combination completed in December 2024.
In July 2024, the Board approved a full cash offer
for the entire issued share capital of Ascential
plc, a UK-listed company, which completed in
October 2024.
We have continued to strike a balance in capital
allocation between reinvesting in the business
and providing returns to our shareholders.
Our principal decisions in 2024
Informa Annual Report and Accounts 2024
92
Governance
Section 172 Statement

In deciding to approve the combination
of our Informa Tech digital businesses
with TechTarget, we considered how it
would affect our business, colleagues,
investors, customers and stakeholders.
We believed that building greater scale
and reach in B2B Digital Services
would give us the best opportunities
for long-term business growth. This
would enable us to keep reinvesting
in the technology and products
customers rely on, offer more career
opportunities to colleagues by being
part of a market leader and keep
delivering returns to shareholders.
As a Board, we also considered
different shareholding and ownership
models, and agreed that owning 57%
of Informa TechTarget’s equity would
be a sensible use of capital. We also
concluded that having a listing on
Nasdaq would help us to retain key
talent from TechTarget, give the
business a higher profile in the US –
the largest single market for digital
services and enterprise technology –
and allow TechTarget’s existing
investors to share in the business’s
future success.
We realised that creating Informa
TechTarget would bring about a period
of change for some of our colleagues
and we fully supported providing
financial security for Informa
colleagues through 2024 and regular
communications during the process.
We also considered and agreed an
appropriate governance structure for
the new business, balancing the
interests of TechTarget’s continuing
independent investors with those of
Informa. We concurred with
management’s proposals for Informa’s
representatives on the Informa
TechTarget Board, while ensuring that
the Nasdaq requirements for a
controlled company were met.
Part of our role as a Board is to discuss
and debate Informa’s corporate
development plan. This was very
important during GAP 2, when we
supported the Group’s focus on those
areas offering the best opportunities
for growth. Ascential, with its strong
portfolio of brands, offered just such
an opportunity in B2B markets.
Our Board discussions centred around
two matters: the additional long-term
value Informa could create from the
combination and the cultural fit. On value,
we considered how the acquisition would
expand the existing Marketing and
FinTech portfolios and create a stronger
position in these specialist markets –
something that aligned well with our
GAP2 strategy. We agreed that Informa’s
international platform would create
further growth opportunities for the
Money20/20 and Lions brands and that
the combined business would benefit
from efficiencies in supplier relationships.
We are proud of Informa’s company
culture, which allows colleagues to
contribute their best in a commercially
focused but supportive and collegiate
environment. That’s why the culture of
any acquisition is something we look
at carefully. The acquired brands were
home to teams who prided themselves
on being close to their customers and
markets, while continually developing
their products – a culture that
resonated with that of Informa.
The acquisition prompted discussion
onthe structure of our B2B portfolio.
Management wanted to ensure the
continued success of the acquired brands
and for colleagues from both businesses
to learn from each other. We supported
management’s proposal to stand up a
new division – Informa Festivals – from
1 January 2025 as home to all our
experience-led events, including those
previously housed in our Informa
Connect and Informa Tech divisions.
In March 2024, as part of our 2023
financial results announcement, we set
out our approach to capital allocation:
a mix of consistent organic investment
in the business, progressive ordinary
dividends, inorganic investment and
share buybacks.
During the year, we continued to strike
a balance in capital allocation and took
into account the direct feedback
received from investors. As part of our
One Informa discussions, we have
considered the continued investment
needed into our technology, digital
tools and data capture in order to
enhance the customer experience and
transform our ways of working, and
our ability to self-fund this investment
through free cash flow and efficiencies.
In 2024, we also approved the
continued progressive growth of
dividends. The final dividend for 2023,
paid in July 2024, was 12.2p per share,
and in July we approved an interim
dividend of 6.4p per share which was
paid in September 2024. The total
in-year dividend of 18.6p per share was
a 48% increase year-on-year.
We approved an extension to the
share buyback programme in early
2024 to a minimum level of £340m
in-year. In total, the company
repurchased and cancelled over
51 million shares for a consideration of
£421.5m, excluding costs.
How the Board made its decision
How the Board made its decision
How the Board made its decision
Strategic Report Governance Financial Statements Additional Information
Informa Annual Report and Accounts 2024
93

We have more than 14,000 colleagues working in over
30 countries. Their specialist knowledge and day-to-
day contribution drive our business, products and
customer service. Engaging colleagues and developing
and retaining talent are our priorities.
How the Board engaged
• We set up specific forums to meet a range of colleagues
at once, in different locations around the world. In 2024,
this included colleague townhalls for the Chair in Shanghai
and Hong Kong, and meet-and-greet sessions for the
whole Board in Riyadh and London
• The Board has more detailed discussions with a range
of senior leaders as part of their presentations at Board
meetings and when Directors attend leadership offsites
• We join in with colleague events to experience
Informa’s culture first hand, with Directors attending
the Informa Awards and Walk the World in 2024
• The Group HR Director provides us with regular updates
on talent, culture, engagement and inclusion matters,
andpresents the results of the annual Pulse survey
How the Board responded
• Reflecting colleagues’ positive feedback, we continue
tofocus on maintaining an open and inclusive culture,
supporting management with its internal mobility
initiatives and supporting the colleague-run networks
• We were particularly pleased to see the outcome of
the internal recruitment programme in Riyadh, with
colleagues from several countries taking the opportunity
to relocate and support business growth, while gaining
valuable career experience. This, plus Pulse feedback
ledus to strongly support proposals to expand the
business’s internal mobility programme to more areas
• In light of our continued international growth, and the
appointments of Maria Kyriacou as our Non-Executive
Director responsible for colleague engagement and our
new Chief Talent & Inclusion Officer, we are taking the
opportunity to review and refresh the Board’s colleague
engagement programme in 2025
We have a large and diverse customer base. What is
common is that all our customers work in a specialist
market and need relevant high-quality knowledge and
connections to help them do more as professionals
and businesses.
How the Board engaged
• We meet customers first hand when we attend Informa
events. In 2024, this included exhibitors and attendees
atevents in Mainland China, London and Riyadh.
• We also understand Academic and B2B customer trends
and demand from presentations made by leaders during
our annual strategy meetings and as part of our regular
teach-in sessions on parts of the business
How the Board responded
• Acquisitions during the year have complemented our
existing products and enhanced value for customers
• Through updates on our product and technology
investment plans, we monitor how the needs of our
customers are met and are able to focus investment to
where it is most beneficial for Informa and customers
How we promote Informa’s success
How we consider the long term
In the past ten years, Informa’s stable leadership team has followed a consistent strategy to accelerate growth and deliver long-term
benefits for investors and other stakeholders. The general principles laid out in Section 172 are intrinsic to how Informa thinks and
operates and are firmly embedded in our culture.
The results of the GAP 2 programme, completed in 2024, are described on pages 26 to 35. For 2025-2028, the company and the Board’s
focus will be on One Informa, maximising the platform built in the past ten years and continuing to invest in the customer experience,
thecolleague experience and technology, so we can continue to grow and maintain the value we offer customers.
The Board holds annual strategy meetings where each division presents its three-year plan for review, debate and approval.
Thesereviews consider capital investment, the Group budget, investor returns and future resourcing requirements.
Colleagues
Customers
Informa Annual Report and Accounts 2024
94
Governance
How the Board engages

We take pride in maintaining close relationships
with key business partners, such as joint venture
partners, major event contractors, major suppliers
and city representatives.
How the Board engaged
• Whenever the opportunity arises, we meet key partners
in person. In 2024, the Chair met joint-venture partners,
venue partners and members of local government in
Shanghai and Hong Kong, and the Board met with key
partners in Riyadh
• The Group Chief Executive provides Board colleagues
withupdates on our joint-venture and venue partners
• The Chief Operating Officer provides regular updates to
the Board on our work and relationships with major
suppliers and preferred partners
How the Board responded
• The Board continued to broaden its understanding of
whatis important to business partners and deepen our
relationships through engagement, using this insight as
part of discussions on future company strategy and
newtechnology partnerships
Large institutional investors hold most of
Informa’s issued share capital, mainly through
ordinary shares and a small American Depository
Receipts programme. We also have debt investors
through our EMTN issuances.
How the Board engaged
• We meet investors first hand as part of the Chair’s
annual investor roadshow. In 2024, the Chair was
joined at most of these meetings by Louise Smalley,
our Remuneration Committee Chair. Our AGM also
provides an opportunity for individual investors to
engage with the Board in person
• The Group Chief Executive and Group Finance Director
present our full-year and half-year financial results to
investors and meet investors throughout the year
• The Board receives a report from the Director of Investor
Relations at each Board meeting, which includes industry
news and updates on investor relations activities,
shareholder changes and investor engagement. In this
way, we are kept up to date with the company’s
engagement with UK and international investors
How the Board responded
• Feedback from investor meetings helped shape the
Directors’ Remuneration Policy, which was approved
by93.81% of our investors at the AGM in June 2024
• The Board considered investor and analyst views when
considering the company’s capital allocation plan. We
subsequently approved increases to the share buyback
programme and declared and recommended the interim
and final dividend payments during the year
• We intend to continue to offer ways for individual
shareholders to participate at our AGM
How we consider our operations and the environment
Sustainability is embedded into everything Informa does. We have approved the FasterForward programme and receive regular updates
on its progress. This programme directs our focus towards the areas of greatest impact for Informa. We are focused on taking action
thatwill help Informa become a zero waste and net zero carbon business by 2030: embedding sustainability into all products by 2025
andexpanding the positive impact we make on the communities we work in and with. See pages 34 and 35 for more detail.
How we consider business conduct
The Board sets the tone and framework for Informa’s culture, reviewing and approving those policies that set out agreed guiding principles
and accepted behaviours for all colleagues. This includes our Code of Conduct, which is supported by mandatory training for everyone.
Weapprove the company’s Modern Slavery Statement each year, the most recent version of which can be found on our website. We also lead
from the top in the way we engage with colleagues, customers and investors, and consider the interests of stakeholders in our decisions.
Investors
Business partners
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95

The following table describes how we
applied the principles of the 2018 UK
Corporate Governance Code (Code)
during the year. The Code can be found
on the website of the Financial
Reporting Council (FRC) (frc.org.uk).
The updated Code, published in January
2024, will apply to financial years
beginning on or after 1 January 2025.
Throughout the year we complied with
all the provisions of the Code other
than provision 21 which relates to the
annual evaluation of the Board, its
Committees and individual Directors.
Given the recent changes to the Board,
we unanimously decided that the most
appropriate time to conduct our next
external review would be in 2025.
Details of the 2024 internal evaluation
are described on page 91.
In addition, membership of the Audit
Committee fell below the minimum
membership set out in provision 24 for
three weeks in late June and early July
2024 – the period following David
Flaschen’s retirement and before
MariaKyriacou’s appointment.
NoAudit Committee meetings
wereheld during this time.
Board leadership and company purpose
A
Role of theBoard
The Board’s role is to lead the company and the Group, setting the purpose, guiding principles and standards, and
promoting long-term sustainable success for the benefit of shareholders and all other stakeholders. The Board sets
theGroup’s objectives and corporate strategy, monitors progress and makes sure our strategic aims are aligned with
our business culture.
The Board maintains a schedule of matters that are reserved for its approval. Any matters not expressly reserved for the
Board are delegated to a Board Committee or the Executive Directors.
Our Directors have the opportunity to discuss and debate important and relevant topics through an annual programme
of regular Board and Committee meetings.
For details of the Board’s main activities during 2024, see pages 86 to 91.
B
Purpose, values,
strategy
and culture
Set by the Board, Informa’s purpose is to champion specialists, connecting businesses and professionals with knowledge
that helps them learn more, know more and do more.
The Board also sets the tone for the company’s culture, leading by example and following distinct guiding principles.
Those principles are underpinned by the commitment in our Code of Conduct to act ethically, lawfully and with integrity.
Each year, the Board holds a multi-day offsite event to consider the Group’s strategy, where divisional leaders present
and discuss their forward-looking plans. We also arrange informal meetings between Directors and senior colleagues
throughout the year to help build trust and develop productive relationships.
C
Resources
andcontrols
The Board makes sure that the company has the right resources to meet its objectives and to measure its performance
against them.
We make Board and Committee papers available through a secure portal ahead of each meeting and the Chairs of each
Board Committee give verbal updates on matters considered, and decisions taken, at their own Committee meetings.
The Board also has a formal system in place for Directors to declare a current or potential conflict of interest.
D
Shareholder and
stakeholder
engagement
To maintain close, strong and productive relationships with all our stakeholders – including shareholders, colleagues,
customers, business partners and suppliers – the Board engages directly with these groups and receives reports from
senior management about their own engagement, stakeholder feedback and actions.
The Chair continues to hold his annual shareholder roadshow with major institutional investors, where any matter can
be discussed. In 2024, the Remuneration Committee Chair joined the Board Chair for most of these meetings to explain
and discuss our next Directors’ Remuneration Policy.
For more details on how the Board considered stakeholders’ different interests during 2024, see our Section 172
Statement and disclosures on pages 92 to 95 and the Directors’ Remuneration Report from page 115.
E
Colleague policies
and practices
Mary McDowell was our designated Non-Executive Director for workforce engagement until 30 November 2024,
whenshe stepped down from the Board. Maria Kyriacou took on the responsibility for workforce engagement
from1 December 2024.
Before her retirement from the Board, Mary spent time with our HR leaders to discuss and understand colleagues’
perspectives on all aspects of life at Informa.
All members of the Board, including our Non-Executive Directors, engage and spend time with different colleague
groups throughout the year.
Our Code of Conduct provides detailed information around our commitments and expectations of behaviour and
practices. It applies to all Informa colleagues, including Board members, contractors, consultants and business partners.
We have put in place procedures to allow any colleague to report concerns in confidence – either through their line
managers, the Compliance team or through the independent and confidential whistleblowing service, Speak Up.
Thisservice is also open to third parties, including our suppliers and contractors.
Informa Annual Report and Accounts 2024
96
Governance
Compliance with the UK Corporate Governance Code

Division of responsibilities
F
Board Chair
John Rishton was appointed as Chair in June 2021, having been a Non-Executive Director since September 2016. John was
independent on appointment.
As Chair, John is responsible for leading the Board and ensuring its effectiveness. During Board meetings he encourages
each Director to participate, fostering a culture of openness and constructive debate where diversity of thought is
valued and encouraged.
G
Board
composition
The names and biographies of our Board Directors are set out on pages 81 to 83 and are also available on our website.
During the year, we appointed two new independent Non-Executive Directors, Maria Kyriacou and Catherine Levene,
while both David Flaschen and Mary McDowell retired from the Board. Our independent Non-Executive Directors
continue to make up 70% of our Board, excluding the Chair, and each year we review the Board’s independence to
makesure that no one person or small group dominates decision making.
The roles of Chair and Group Chief Executive are exercised by different people, and each has clearly defined
responsibilities. The division of responsibilities between members of the Board is available on our website.
The Non-Executive Directors consult the Chair if they are considering taking on other significant appointments, giving
thought to how another appointment might affect their time commitment to Informa. With the Board’s approval,
Executive Directors may accept one other external non-executive appointment and keep any fees paid to them.
Members of the Board, including the Non-Executive Directors, may also be asked to sit on the boards of joint
venturesorother companies in which the Group has an investment.
Directors can take independent advice about performing their duties at the company’s expense.
H
Non-Executive
Directors
Our Non-Executive Directors provide independent oversight and constructive challenge to the leadership team, helping to
develop proposals around strategy and scrutinising the company’s performance in meeting its agreed goals and objectives.
With their particular skills, experience and knowledge, our Non-Executive Directors provide a balance of views in Board
discussions and offer strategic guidance and specialist advice. The Non-Executive Directors also meet regularly without
the Executive Directors or management being present.
Louise Smalley was appointed as our Senior Independent Director (SID) in December 2024, assuming the role following
Mary‘s retirement from the Board to become Chair of Informa TechTarget.
The SID acts as a sounding board for the Chair and, where necessary, serves as an intermediary for the other Directors.
The SID also provides an additional point of contact for shareholders and other stakeholders, and leads the annual
evaluation of the Chair’s performance.
As well as preparing for and attending Board and Committee meetings, the Non-Executive Directors spend time in
meetings or on telephone calls with the Chair, the leadership team and other key stakeholders, including institutional
shareholders, external auditors and remuneration advisers. As stated here in section E, the Non-Executive Directors
also attend colleague and business events during the year. These commitments see them regularly give more time to
Informa than is expected and significantly more time than is set out in their letters of appointment.
I
Company
Secretary
All Directors can access the advice and services of our Company Secretary.
The Company Secretary is responsible for advising the Board on all governance matters and supporting the Board to make
sure the right policies, processes, information and resources are available to allow them to work effectively and efficiently.
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97

Composition, succession and evaluation
J
Appointments
and succession
planning
The Nomination Committee’s report on its work and membership in 2024 can be found on pages 100 to 104.
TheCommittee’s terms of reference are reviewed annually and can be found on our website.
The Nomination Committee is responsible for recommending appointments to the Board, Committee membership,
succession planning for Board members and senior management, and diversity and inclusion matters.
All Directors offer themselves for election or re-election by shareholders at the AGM.
K
Skills, experience
and knowledge
When reviewing how the Board and its Committees are composed, the Nomination Committee uses a matrix that
records the skills, experience and knowledge of the current Directors and compares this with those the Committee
believes are appropriate for the Group’s business and strategic requirements.
The Committee is also mindful of the need to regularly refresh the Board and to monitor the length of service of
theDirectors.
L
Board evaluation
The Board Chair leads the annual evaluation of the performance of the Board, its Committees and the individual Directors.
The last externally facilitated evaluation was performed in 2021 by No. 4, an advisory firm with no other connection
tothe company or its Directors. Although we were due to hold the next external review in 2024, the Board decided
topostpone this until 2025, which would allow our newly appointed Directors to participate more fully.
In 2024, the Board Chair led an internal performance evaluation. Details of the process and its outcomes can be found
on page 91.
Our Board Diversity & Inclusion Policy can be found on our website, while details of the gender identity and ethnicity
ofour Board members and senior management are set out on page 104.
Audit, risk and internal control
M
Internal and
external audit
The Audit Committee’s report on its work and membership in 2024 can be found on pages 105 to 114. The Committee’s
terms of reference are reviewed annually and can be found on our website.
The Audit Committee is responsible for overseeing financial and narrative reporting. It assesses the effectiveness of
our internal control and risk management systems and presents its conclusions to the Board. The Audit Committee
also assesses the effectiveness and objectivity of our external and internal auditors.
The Committee also oversees the independence and effectiveness of our internal audit function and reviews the
relationship and independence of our external auditors PricewaterhouseCoopers LLP (PwC). The Committee has
adopted a policy for approving all audit and non-audit services by the external auditors to make sure its independence
is not impaired.
N
Fair,
balanced and
understandable
The Board considers this Annual Report, taken as a whole, to be fair, balanced and understandable, and to provide the
information shareholders need to assess the company and the Group’s position and performance, business model
andstrategy.
Before making this recommendation to the Board, the Audit Committee reviewed the process for preparing the Annual
Report and the way in which the Group’s overall prospects and financial position are disclosed. A working group of key
contributors was established to review the content of the Annual Report, making sure that all required disclosures are
transparent and understandable.
Early drafts of this Annual Report were reviewed by the Board Chair and Audit Committee Chair, before being reviewed by
the Committee as a whole. The Committee made sure that the overall message of the narrative reporting was consistent
with the Financial Statements, the wider economic environment, and with information previously communicated to
investors, analysts and other stakeholders, and that the content of the Strategic Report and the Financial Statements
werealigned. More information can be found on page 98.
All Directors are encouraged to attend the Audit Committee meetings that consider the full-year and half-year results
and have full visibility of all Audit Committee papers during the year.
The Group’s viability analysis, Viability Statement and Going Concern Statement can be found on pages 71 to 73.
O
Risk
management and
internal control
framework
The Board is responsible for setting the Group’s risk appetite and making sure there is an effective risk management
framework. It has delegated responsibility to the Audit Committee for overseeing the effectiveness of the Group’s risk
management and internal control systems. For details of how the Committee reviewed these controls, see pages 109 to 112.
Details of the Group’s principal and emerging risks, and how they are assessed, managed and mitigated, are set out on
pages 60 to 70. The Audit Committee and the Risk Committee work with the Board to review, oversee and mitigate risks.
Each year the Board or relevant Committee reviews each of the principal risks in detail.
Information about our Risk Committee can be found on pages 109 and 110.
Informa Annual Report and Accounts 2024
98
Governance
Compliance with the UK Corporate Governance Code
continued

Remuneration
P
Remuneration
policies and
practices
The Remuneration Committee’s report on its work and membership in 2024 are set out on pages 115 to 132.
TheCommittee’s terms of reference are reviewed annually and can be found on our website.
The Remuneration Committee is responsible for determining, approving and reviewing the company’s global remuneration
principles and frameworks, to make sure they support the Group’s strategy and are designed to promote our long-term
sustainable success.
Q
Procedure for
developing
remuneration
policy
The Remuneration Committee is responsible for the Directors’ Remuneration Policy. The policy followed during 2024
was approved by shareholders in June 2022. The policy for the period 2025-2027 was approved by shareholders at the
2024 AGM and can be found in full on our website.
The Committee also sets the policy for executive remuneration arrangements – making sure that delivering the Group’s
long-term strategy is prioritised and that we can recruit and retain suitable executive talent to deliver that strategy – and
reviews the remuneration arrangements for the wider workforce. The Committee Chair regularly consults the company’s
major investors and advisers about remuneration proposals.
R
Remuneration
outcomes and
independent
judgement
No Director is involved in determining their own remuneration arrangements or outcomes. When determining
remuneration outcomes, the Remuneration Committee considers a range of information, including business plans
andindividual performance outcomes, and consults with the Audit Committee.
Strategic Report Governance Financial Statements Additional Information
Informa Annual Report and Accounts 2024
99

As our company makes the transition from
GAP2 to One Informa, a diverse Board is
an important source of advice and challenge
for theleadership team as it looks to
maximise Informa’s potential and avoid
thecomplexities of rapidgrowth.
To make sure the Board is
diverse, the Nomination
Committee looks for a
broad combination of
experience, backgrounds,
knowledge and abilities.
Webelieve that together,
these make the Board
effective in supporting the
leadership team and
offering positive challenge.
In the current context, it is essential that
the Board is equipped to oversee a
business that has grown rapidly in its
key markets and is now working to
make the most of these strengths, while
retaining its entrepreneurial edge.
Welcoming two new
Directors
In 2024, we had the task of appointing
successors to Mary McDowell, who has
become Chair of Informa TechTarget,
and David Flaschen, who retired from
our Board after completing his
nine-year tenure.
It is important that our new Directors
not only maintain the Board’s diversity
of thought but are also a goodcultural
fit for Informa. This is important in
order that they can work constructively
alongside Stephen and the leadership
team as they not only steer the
2025-2028 One Informa programme,
but also manage the opportunities
andrisks of AI and the evolution
ofsustainability reporting and
dataregulation.
We were therefore delighted to
welcome Maria Kyriacou, who joined
the Board in July, and Catherine Levene,
who joined in November. Both join their
fellow Non-Executive Directors on the
Nomination Committee.
Membership and meeting attendance
All our independent Non-Executive Directors are members of
theCommittee.
Member Attendance
John Rishton – Committee Chair 3/3
Louise Smalley 3/3
Gill Whitehead 3/3
Joanne Wilson 3/3
Zheng Yin 3/3
Andy Ransom 3/3
Maria Kyriacou – from 15 July 2024 1/1
Catherine Levene – from 19 November 2024 0/0
Mary McDowell – to 30 November 2024 3/3
David Flaschen – to 21 June 2024 1/1
Mary McDowell was a member until she stepped down from the
Board in November 2024 to become Chair of Informa TechTarget, and
David Flaschen was a member until his retirement from the Board at
the 2024 AGM.
Biographies for each of the Committee members are given on pages
81 to 83.
Although not a member, the Group Chief Executive is usually invited
to attend Committee meetings, except when matters that concern
him are discussed. Other senior managers are also invited when
relevant.
The Company Secretary is secretary to theCommittee and attends all
meetings.
The Committee formally met three times during the year, but as in
previous years, the Board often discusses and debates topics that
arepart of the Committee’s remit at Board meetings.
Informa Annual Report and Accounts 2024
100
Governance
Nomination Committee Report

Maria, a chartered accountant, brings
wide experience of media and global
operations, as well as deep insights
into both UK and US markets. She has
also joined the Audit Committee and,
inDecember, became the Non-
Executive Director responsible for
colleague engagement.
Catherine, with her background in digital
media and entrepreneurship, aswell as
private and public markets, brings a
valuable perspective to Informa’s
ambitions, particularly in digital services.
She is also helping us understand how to
make the most of the entrepreneurial
skills of our colleagues who formerly
founded orran businesses that are now
part ofInforma.
Together, Maria and Catherine also add
to our expertise in areas including
finance, HR, general business, capital
markets and M&A.
As we make these changes, I can
confirm that the Board meets the UK
Listing Rules’ requirements: that over
40% of our Board members are women,
with the role of Senior Independent
Director held by a woman, and that our
Board includes representation from
minority ethnic backgrounds.
John Rishton
Chair, Nomination Committee
13 March 2025
Committee’s role and responsibilities
• Reviewing membership of the Board and its Committees,
ensuring that there is a broad mix of skills and experience that
are suited to the Group’s strategic priorities
• Ensuring that there is a succession plan in place for the role of
Group Chief Executive
• Discussing succession plans for other Executive Directors and
the leadership team with the Group Chief Executive
• Overseeing the development of a strong pipeline for succession
planning in theGroup
• Monitoring the effect of talent and culture initiatives across
theGroup
The Committee’s full terms of reference are available on
ourwebsite
Appointing new Directors to the Board
This year, we welcomed two new Non-Executive Directors – Maria
Kyriacou and Catherine Levene – to the Board.
One of our key responsibilities as a Committee is to consider the
knowledge, skills, experience and diversity needed from our Non-
Executive Directors to drive sustainable success for the Group. With
David Flaschen’s retirement and Mary McDowell’s move to become
Chair of Informa TechTarget, we reflected on the additional skills
needed on the Board to support our continued growth.
For these new appointments, we were supported by Russell Reynolds,
with which neither the company nor the Directors have a connection.
Russell Reynolds is a signatory to the Voluntary Code of Conduct for
Executive Search Firms.
Our process for appointing new
Non‑ExecutiveDirectors
Define the role brief: We developed two comprehensive briefs
on the skills required for the new appointments, with skills,
experience, background and diversity of thought being key
considerations to align with the needs of the business.
Review longlist: We reviewed Russell Reynolds’ longlist of
high-quality candidates, after the Chair and Group Chief
Executive’s initial review.
Interview candidates: We interviewed shortlisted candidates in
a multi-stage process, which included informal discussions, calls
with Committee members and formal interviews, and a rigorous
referencing process.
Recommend appointments: We recommended Maria’s and
Catherine’s appointments as Non-Executive Directors to the
Board in July and November 2024, respectively, after reviewing
potential conflicts of interest and their time commitments.
Appoint new Directors: Maria and Catherine will both stand for
election by shareholders at the 2025 AGM.
Strategic Report Governance Financial Statements Additional Information
Informa Annual Report and Accounts 2024
101

The induction programme gave me an excellent understanding of
Informa’s strategic priorities, corporate culture and governance
structure. The opportunity to meet Executive Committee
colleagues in an informal setting helped me understand the key
opportunities and challenges facing the business over the next
few years. It was also helpful to visitsome of our excellent events
and have the opportunity to speak to colleagues, customers
and suppliers. This has given me an invaluable insight into
thebusiness’s day-to-day workings.
Maria Kyriacou
Non-Executive Director
Maria, a chartered accountant has
extensive leadership and operational
experience and brings additional
knowledge of media and global
operations to the Board.
Catherine brings US public and private
market experience, as well as extensive
expertise in digital media and
entrepreneurship – a key consideration
because a number of our leaders are
entrepreneurs who have remained
with Informa after their businesses
were acquired.
Recommending Maria and Catherine’s
appointments was a unanimous
decision, and we agreed that they would
be a good fit and support our culture.
A comprehensive induction
programme
To give Maria a comprehensive
understanding of the Group strategy
and its business, she undertook a
tailored, in-depth induction and
training programme, taking into
account her experience as a business
executive and previous roles on listed
company boards.
The induction began with two days of
meetings with members of the
Executive Committee on:
• Informa’s long-term strategy
• Deep dives into each of our
businesses, their products
andcustomers
• The Finance and Internal Audit
functions plus the work of the
AuditCommittee
• Investor Relations and our
shareholder engagement programme
• Technology and cyber security
• Marketing and brand
• Talent and colleague engagement
• Corporate governance policies,
Non-Executive Director
responsibilities and Board processes
Her induction also included tours of
several live events in different markets
and locations during the second half of
2024, to get first-hand experience of
our different event formats and to
meet colleagues and customers.
Having been appointed in November
2024, Catherine is now undertaking
herinduction and training programme,
andwas also able to attend CPHI Middle
East in Riyadh with the rest of the
Board in December 2024. This is
following the same format that was
undertaken by Maria, with her
meetingthe same members of the
Executive Committee.
Selecting the right colleagues for
key Board roles
We also considered the key Board roles
of Senior Independent Director, our
Non-Executive Director responsible
forcolleague engagement and
membership of the Audit Committee.
As Chair of the Remuneration
Committee, Louise Smalley has had
significant interaction with many of our
shareholders, gaining deep insights
into their priorities and building
relationships with key stakeholders,
aswell as Board and leadership
colleagues. The Committee was
therefore unanimous in proposing to
the Board that Louise be appointed as
Senior Independent Director from
1 December 2024.
With her financial, portfolio
development and commercial
experience, appointing Maria to the
Audit Committee would clearly
benefitInforma.
Maria has also agreed, with our
unanimous support and input from the
Group HR Directors and Chief Talent &
Inclusion Officer, to become the
designated Non-Executive Director for
colleague engagement, a role
previously held by Mary McDowell.
Expertise across disciplines
The matrix on page 103 shows the
Board’s skills and experience at
31 December 2024 across ten
disciplines that are particularly
important to Informa’s business.
Informa Annual Report and Accounts 2024
102
Governance
Nomination Committee Report
continued

Managing time commitments
The Board believes that the experience
our Directors gain through external
roles broadens their expertise and has
long-term positive performance
benefits for the company.
Non-Executive Directors can take on
other external appointments with the
Chair’s or Senior Independent Director’s
approval, and as long as they have
enough time to attend all Informa
Board and relevant Committee
meetings, the AGM and Board
offsitemeetings.
In 2024, the Committee assessed that
all Non-Executive Directors continued
to commit significant time to Informa,
often going beyond requirements by
attending some global Informa events.
As allowed under the Code, Executive
Directors may take on one non-
executive directorship in a FTSE 100
company or other significant
appointment. Stephen A. Carter is a
Non-Executive Director at Vodafone
Group PLC. Neither Gareth Wright nor
Patrick Martell has a FTSE 100 non-
executive directorship or other
significant appointment.
Gill Whitehead stood down from her
role at Ofcom at the end of 2024. She
was appointed as Visiting Policy Fellow
at the University of Oxford’s Internet
Institute in October 2024 and as a
Non-Executive Director of NatWest
Group plc in January 2025. Prior to
accepting these roles, Gill spoke to
andobtained approval from our
Chairand the Board.
The Committee has again
recommended to the Board that each
of the Directors standing for election
or re-election at the 2025 AGM is
independent, has sufficient time to
dedicate to Informa, and that the
overall balance of knowledge, skills,
experience and diversity allows each
tomake a valuable contribution to
theBoard.
Supporting a culture
of inclusion
An important part of our role as
aCommittee is to make sure that
everyone at Informa has the
opportunity to grow, thrive and
succeed. It is also a focus for the
whole Board.
We receive regular updates from the
Group HR Director on our talent
programmes. In 2024, these focused
onincreasing career mobility and
opportunity, continuing our most
popular cultural activities and
supporting our inclusion activities
andcolleague-run networks.
We continue to make all Board
appointments on merit against
objective selection criteria. We also
consider the benefits of being able to
draw on a diversity of perspectives,
experiences and backgrounds in our
decision making and in the way we
support what is a truly broad and
international business.
Expertise across disciplines
This matrix shows the Board’s expertise at 31 December 2024 across ten disciplines thatareparticularly important to
Informa’s business.
Experience and skills
Technology and digital transformation
9
11
8
11
10
6
8
5
7
7
B2B operations
Media, publishing or digital sector
Strategic planning
Business transformation and integration
People, talent and remuneration
Corporate transactions
Sustainability and ESG
Finance and capital markets
Risk management
Strategic Report Governance Financial Statements Additional Information
Informa Annual Report and Accounts 2024
103

Supporting leadership talent
We also support the leadership team on its most senior appointments, providing input and, where requested, acting as a
sounding board for colleagues when interviewing.
We supported the creation of new roles at a senior level during 2024, including the appointment of Penny Ladkin-Brand as
Chief Executive of Taylor & Francis, Matthieu Comard as Managing Director of Informa Festivals, Jill Dougan as Chief
Marketing Officer and Claire Semple as Chief Talent & Inclusion Officer. We are confident that our new colleagues have
highly relevant expertise and bring fresh perspectives to the business.
The next table sets out the numerical data on the ethnic background and gender identity of the Board and Executive
Committee at 31 December 2024, our chosen reference date in accordance with the Listing Rules
1
. The data for the Board
and Executive Committee was collected by the Company Secretary from each individual.
Information
Number of
Board
members
% of the
Board
Number of senior
positions on the
Board (Chair, CEO,
CFO, SID)
Number in executive
management
% of executive
management
Women 5 45.5 1 3 25
Men 6 54.5 3 9 75
Not specified/prefer not to say – – – – –
Information
Number of
Board
members
% of the
Board
Number of senior
positions on the
Board (Chair, CEO,
CFO, SID)
Number in executive
management
% of executive
management
White British or other White (including
minority-white groups) 10 90.9 4 12 100
Mixed/multiple Ethnic Groups – – – – –
Asian/Asian British 1 9.1 – – –
Black/African/Caribbean/Black British – – – – –
Other ethnic group, including Arab – – – – –
Not specified/prefer not to say – – – – –
1 As required by UK Listing Rule 6.6.6R (10) and UK Listing Rule 6 Annex 1
Informa Annual Report and Accounts 2024
104
Governance
Nomination Committee Report
continued

In another year of strong growth for Informa,
the Audit Committee oversaw M&A transactions
and an update in operating structure, as well as
further progress on maturing controls. We also
helped the business prepare for the OneInforma
programme and for new sustainability
reportingrequirements.
Membership and meeting attendance
Member Meeting attendance
Gill Whitehead – Chair 4/4
Joanne Wilson 4/4
Maria Kyriacou (from 15 July 2024) 2/2
David Flaschen (to 21 June 2024) 2/2
All our Committee members are independent Non-Executive
Directors, and their biographies are given on pages 82 and 83.
Gill Whitehead and Joanne Wilson are Fellows of the Institute of
Chartered Accountants and have significant financial experience in
several sectors. Maria is also a qualified chartered accountant, and
Gill and Joanne are considered to have recent and relevant financial
experience, as required by the Code.
The Board is also satisfied that the Committee as a whole has
knowledge and competence relevant to the markets in which Informa
operates. The mix of its members’ financial and business experience
allows for effective discussion, challenge where appropriate and
oversight of critical financial matters.
All Non-Executive Directors are invited to attend Committee meetings
and are particularly encouraged to attend those that consider the
full-year and half-year results.
Other regular attendees at Audit Committee meetings include the
Board Chair, Group Chief Executive, Group Finance Director, Group
Chief Operating Officer, Head of Internal Audit, Chief Commercial
Officer, Global Business Services Director, Chief Privacy Officer,
othermembers of the leadership team and our external auditors.
None of these attendees is a member of the Committee.
The Company Secretary is secretary to the Committee and attends
allmeetings.
At the end of each scheduled meeting, the Committee holds private
discussions with the Head of Internal Audit or the external auditors,
orboth, without members of senior management being present.
Informa saw continued
expansion and strong
financial performance in
2024. My Committee
colleagues and I have
focused on overseeing the
controls, governance and
risk management the
business needs to
underpinits success.
The Informa business now operates at
a greater scale, geographic diversity,
technical complexity and maturity than
ever before, and our agenda this year
has reflected this context.
Managing expansion and
organisational change
Informa’s two most significant
developments in 2024 were the
acquisition of events business Ascential
and the combination of the Informa
Tech digital businesses with TechTarget
to create Informa TechTarget.
From an accounting perspective, in
both cases, the Committee looked
closely at the valuation of the acquired
intangibles, and we were supported in
this by Kroll and KPMG, respectively.
In relation to Informa TechTarget, before
completion, we were responsible for the
financial information concerning the
entities being carved out from Informa
for the new company and for the
financial disclosures in relation to those
entities that were filed with the SEC.
As we move into 2025, Informa has
updated its B2B operating structure,
which includes creating the new
Informa Festivals division. As a
Committee, we will oversee the
financial reporting of this new division
alongside that of our other divisions.
Setting the foundations for
One Informa
After some ten years of expansion, in
2025, the business will focus on the
One Informa programme, which is
designed to maximise the platform
Informa has built. One Informa will
look to drive greater growth and value
by focusing on areas such as optimising
our marketing, use of data and
application of technology across the
Strategic Report Governance Financial Statements Additional Information
Informa Annual Report and Accounts 2024
105
Audit Committee Report

business, including simplifying our
systems and operations where we can.
The segmental reporting in this Annual
Report is in line with that for the
previous year – Informa Markets,
Informa Connect, Informa Tech and
Taylor & Francis, with the post-
acquisition results for Ascential and
TechTarget disclosed under a separate
aggregated segment as they were
acquired during the latter half of the
year. For 2025, our reporting structure
will follow the new organisation
structure as set out on page 3.
Maturing data governance
and controls
In last year’s Annual Report, I spoke
about data governance and the
Committee approving the business’s
plan to improve data maturity. In the
second half of 2024, the business
repeated the maturity assessment
under the Information Commissioner’s
Office Accountability Framework.
Thisassessment covered each division
and key functional areas, and
demonstrated a clear year-on-year
improvement in data maturity. The
Committee also confirmed the targets
for continued improvement in 2025
and 2026.
We noted the introduction of data
champions to help on cultural change
around data maturity, and work
also began on developing an AI
governance framework. In 2025,
overseeing this will be a key focus
for the Committee. This will help
ensure the business has a responsible,
safe and compliant approach to AI
that balances the commercial
opportunities of this technology
withappropriate protections.
Focusing on technology
resilience
The resilience of our technology
continues to be a key matter for the
Committee, as systems are vital to
fulfilling the business’s strategy. During
the year, we reviewed the findings of
cyber attack exercises and supported
the resulting recommendations from
management and external advisers.
We also reviewed how any new
businesses are integrated, from a
technology standpoint, in order to
mitigate overall technology risks.
The Committee monitored the ongoing
Fortify programme which monitors and
mitigates technology resilience risks. In
2024, we reviewed the most important
applications in the business to ensure
clear ownership of each and
accountability for key risk mitigations
such as resilience testing.
I mentioned last year that increasing
reliance on IT controls would be part
of making the audit process more
efficient and effective. We are now
seeing the benefit of a stronger
IT control environment, with
increased audit reliance on data
assurance technology in areas such
as revenue recognition.
Preparing for new regulations
This Annual Report includes Informa’s
reporting under the Task Force for
Climate-related Financial Disclosures
guidelines, which is in line with the
2023 Report. We looked closely at ESG
reporting in Ascential and TechTarget,
and noted that Informa TechTarget will
need to build its capabilities in this area
– something we will monitor in the
coming year.
In last year’s Annual Report, we
anticipated that the Group would report
under the Corporate Sustainability
Reporting Directive (CSRD) for the 2028
financial year. In June 2024, the
Committee decided that, due to the
increased reporting requirements for
some European subsidiaries, it would be
more appropriate for the Group to
report under CSRD for the 2025
financial year, subject to local
jurisdictions ratifying the rules.
As a result, the business did significant
work in the year on its double materiality
assessment, mapping the value chain
and identifying the key external impacts,
risks and opportunities, as well as
looking at appropriate materiality
thresholds and conducting a gap
analysisof the data required.
In February 2025, the European
Commission published the initial results
of an Omnibus Simplification
consultation, which is aimed at
simplifying several elements of EU
legislation, including CSRD. The Omnibus
Simplification is only a proposal at this
stage and we intend to continue our
work, including undertaking a tender for
the provision of independent limited
assurance, while we await further clarity.
The Committee has also monitored
preparations for compliance with
Provision 29 of the Code, which, from
2026, will ask Boards to make a
declaration on the effectiveness of
their material internal risk
management controls.
Looking to 2025
In 2025, as a Committee, we will focus
on supporting the business as it moves
into One Informa. We will also continue
to focus on maturity, particularly the AI
governance framework and CSRD
reporting, and to spend time making
sure the business is ready for the new
regulatory requirement around
preventing fraud, due to come into
effect in September 2025.
Thank you
In 2024, David Flaschen stepped down
from the Committee and Board. On
behalf of the Committee, I’d like to
thank him for his expertise and
wide-ranging contributions to our
workand, on a personal note, for his
invaluable support to me as Chair. With
David’s retirement, Maria Kyriacou
joins the Committee, bringing
extensive international expertise
alongside her qualification as a
chartered accountant, and I know I
speak for the whole Committee in
saying we look forward to working
withher in the coming year.
I am grateful not only for the work of
my colleagues, but also for the support
of our fellow Non-Executive Directors,
who voluntarily attended Committee
meetings, as well as for the input of
members of the leadership team.
On behalf of the Committee, I also thank
Group Finance Director Gareth Wright,
the Informa Finance team and all other
Informa colleagues who supported us
inour work during the year.
Gill Whitehead
Chair, Audit Committee
13 March 2025
Informa Annual Report and Accounts 2024
106
Governance
Audit Committee Report
continued

Roles and responsibilities
• Monitoring the integrity of
thecompany’s and Group’s
Financial Statements and any
formal announcements relating
to financial performance and,
where requested by the Board,
reviewing the content of the
Annual Report and confirming
whether, taken as a whole, it is
fair, balanced and
understandable.
• Reviewing significant financial
reporting judgements, issues
and estimates relating to the
Financial Statements.
• Assessing the effectiveness of
the external audit process;
reviewing and monitoring the
external auditors’
independence and objectivity;
approving the policy for the
external auditors to supply
non-audit services; and
making recommendations to
the Board about the
appointment, reappointment
and removal of the external
auditors, their remuneration
and terms of engagement.
• Monitoring the effectiveness
of the Internal Audit function
and approving the annual
internal audit plan.
• Reviewing and monitoring
theeffectiveness of the
Group’s internal financial
controls and risk management
systems and procedures on
behalf of the Board.
• Overseeing compliance,
whistleblowing and fraud
programmes; approving Group
policies in relation to
accounting, tax and treasury
matters; and monitoring legal
and regulatory requirements
regarding financial reporting.
The Committee’s full terms
ofreference are available on
ourwebsite.
Overview of the Committee’s year
The Committee has an extensive annual agenda that focuses on the Group’s
financial reporting, assurance and risk management processes. Our key areas
offocus during 2024 are listed below.
Area of focus Mar Jun Jul Dec
Financial and narrative reporting
Received and considered reports on key accounting matters and
judgements
Approved the financial results for the full year and half year, and the
2023 Annual Report
Approved the Viability Statement and Going Concern Statement
Confirmed that the Annual Report is fair, balanced and understandable
Received periodic tax updates
Received a full-year pensions update
Considered the Group’s sustainability reporting requirements and
received updates on climate disclosure reporting and assurance
processes
Internal controls and risk management systems
Conducted assessments of the Group’s systems of risk management
and internal control, including the following principal risk reviews:
• Inadequate regulatory compliance
• Technology failure
• Data loss and cyber breach
• Privacy regulation and data governance
• Reliance on key partnerships
• Ineffective change management
Received reports on the work of the executive Risk Committee
Approved the risk disclosures in the Annual Report and at the half year
Considered and reviewed the Group’s response to governance
reforms, including changes to the Code and failure to prevent fraud
(FTPF) offence
Reviewed and approved the Group’s Tax Policy and governance
Received reports on Treasury Policy compliance and approved the
Treasury Policy
Compliance, whistleblowing and fraud
Reviewed reports on attempted fraud
Reviewed the Group’s anti-bribery and corruption processes, including
whistleblowing
Approved revised Committee terms of reference
Internal audit
Received reports on the work of the Internal Audit function
Considered and approved the internal audit annual plan
Considered the effectiveness of Internal Audit
Conducted the annual review of the Internal Audit Charter
External audit
Received reports on external audit reporting
Approved the 2024 external audit plan
Reviewed and approved audit and non-audit fees
Reviewed management representation letters relating to the full-year
and half-year Financial Statements
Reviewed the external auditors’ assessment of their objectivity and
independence
Considered the outcome of the annual effectiveness review of the
external audit
Planned, reviewed and approved the information provided in the
Informa TechTarget S-4 Proxy Statement
Strategic Report Governance Financial Statements Additional Information
Informa Annual Report and Accounts 2024
107

Reviewing financial reporting
One of our key responsibilities as a Committee is to review, evaluate and recommend the Annual Report and Accounts to the
Board. During our deliberations, we consider whether the Annual Report presents a fair, balanced and understandable
assessment of the company’s position, business model, performance, strategy and prospects.
In doing this, we assess the process for preparing the Annual Report and verifying its content, including asking questions
and seeking feedback from appropriately qualified colleagues.
We ensure that accounting policies and practices have been appropriately applied, including for any significant transactions
during the year. We also ensure that disclosures in the Annual Report comply with relevant accounting standards and other
regulatory financial reporting requirements, including the Code.
As a Committee, we assess the material accounting assumptions and estimates selected by management, consider any
significant judgements or key matters identified during the audit, and review the application and effectiveness of internal
financial controls. We also obtain confirmation that the company’s remuneration consultants were given the opportunity
toreview and comment on the Directors’ Remuneration Report.
Before recommending the Annual Report to the Board, we ensure that drafts are reviewed by internal stakeholders,
theexternal auditors, Committee members and all members of the Board.
More details about our fair, balanced and
understandable reporting are given on page 98
Considering significant accounting and reporting matters
The Committee considered the following significant accounting and reporting matters during the year.
Area of focus Actions taken
Viability and Going Concern
Statements
We undertake a formal and structured
assessment of the company’s
long-term prospects and its viability
over a three-year period, at the end of
each financial year.
We also assess the Group’s status as
a going concern at each financial
yearend and each half year.
We reviewed and challenged management’s assumptions underpinning the preparation of the
Financial Statements on the going concern basis and the appropriateness of the Viability and Going
Concern Statements in the Strategic Report.
We considered the severe but plausible scenarios that management considered, modelled on our
principal risks, the three-year divisional business plans and the mitigating actions available to the
Group in its three-year viability and going concern assessments.
After appropriately reviewing and challenging the assumptions supporting management’s
assessment, the Committee concluded that the Viability and Going Concern Statements (shown on
page 73) are appropriate.
Impairment testing
We evaluate the recovery of goodwill
and net assets in each group of cash
generating units (CGUs) at the end of
each financial year, with another
review at half year if trigger testing
shows that it is needed.
The Committee reviewed, discussed and, where necessary, challenged management’s impairment
assessment for each group of CGUs, including whether the key assumptions and sensitivities used
were appropriate. The full impairment assessment disclosures are set out in Note 17 to the
Consolidated Financial Statements.
As a Committee, we reviewed the valuation methodology used and concluded that the carrying value
of goodwill in the balance sheet could be supported and that no impairment was required. We also
agreed that the related disclosures were appropriate.
Acquisitions
When the Group acquires a business,
it needs to make judgements and
assumptions to determine the fair
value of assets and liabilities acquired,
and the purchase price allocation
(PPA) to intangible assets such as
brands, titles, customer lists and the
associated customer relationships.
While the Group has built up
considerable knowledge of the
valuation techniques required, for all
acquisitions of scale, a third-party
expert is appointed to assist the
process of identifying and supporting
the valuations. More details are given
in Note 17 to the Consolidated
Financial Statements.
The two most material acquisitions during the year were the combinations with Ascential plc and
TechTarget, Inc., and the Committee took the following actions in response.
Ascential: Kroll was engaged to support the PPA exercise, valuing the acquired intangible assets,
being trade names, customer relationships, content library and technology. The Committee
reviewed and challenged the key judgements and assumptions underpinning the valuation and was
satisfied that they were appropriate.
TechTarget: KPMG was engaged by TechTarget to undertake a PPA exercise under US GAAP, with
intangible assets identified as customer relationships, trade names and developed technology.
Informa also engaged KPMG to update the PPA exercise at completion and under IFRS.
For both the Ascential and TechTarget acquisitions, the Committee reviewed the assumptions and
judgements behind the preparation of the acquisition balance sheets, including the PPA and fair
value adjustments, and concurred that management’s preparation and reporting was appropriate.
The PPA and the fair value assessments for both Ascential and TechTarget are subject to potential
revision under the standard 12-month measurement period post acquisition, as permitted by IFRS 3.
We will therefore continue to review and challenge the assumptions being made during the course
of 2025.
Divestments In December 2024, Informa completed the divestment of its retained investment in both Lloyd’s List
and in Curinos.
The Committee reviewed the judgements made in relation to both disposals, noting that neither was
considered to be a discontinued operation. Further information is set out in Note 20 to the
Consolidated Financial Statements.
Informa Annual Report and Accounts 2024
108
Governance
Audit Committee Report
continued

Area of focus Actions taken
Euro Medium Term Notes
To finance acquisitions during the
year, Informa issued €1.75bn of
fixed-rate senior EMTN borrowings, in
three tranches of €600m, €650m and
€500m, with three, six and ten-year
durations respectively.
The Committee reviewed and considered the risk management used to mitigate the currency
exposure between the euro-denominated financing and the UK sterling and US dollar consideration
payable to acquire Ascential and TechTarget, respectively.
Post completion of the acquisitions, the majority of the euro-denominated financing was swapped
into US dollars, and a portion of the fixed-rate borrowings was swapped into floating-rate
borrowings. The Committee noted that a third-party adviser supported management to prepare the
appropriate hedge documentation and accounting considerations.
The Committee concluded that both the currency risk management and the hedge documentation
and accounting were appropriate.
Informa TechTarget S-4 Proxy
Statement
The Directors of TechTarget, Inc. were
responsible for preparing and filing
the Proxy and Registration on Form
S-4 with the US Securities and
Exchange Commission (SEC).
Before completion, we were
responsible for the financial
information relating to the Informa
Tech digital businesses that were being
contributed to the combination with
TechTarget and the disclosure of that
information in the S-4 Proxy Statement.
During the year, we reviewed, discussed and approved:
• The audited Financial Statements for Informa Tech digital businesses for the years ended 31
December 2021, 2022 and 2023
• The unaudited condensed Financial Statements for the three months to 31 March 2024, the six
months to 30 June 2024 and the nine months to 30 September 2024, together with comparative
results for the same periods in the prior year.
We also reviewed the disclosures included in the Management’s Discussion and Analysis (MD&A),
which formed part of S-4. In particular, we considered the material weaknesses in the internal controls
over financial reporting identified in the Informa Tech digital businesses under the SEC requirements,
how those were disclosed in the MD&A and management’s remediation plan to address them.
The Committee concluded that the disclosures were appropriate, and will support/monitor the
Informa Finance team as it works closely with the Finance team of Informa TechTarget to support the
Sarbanes-Oxley compliance work for 2025, including management’s remediation plan to address the
material weaknesses.
Sustainability reporting
During 2024, we continued to review
the actions taken by management to
assess Informa’s forthcoming reporting
obligations under the CSRD, with
updates provided by Group Finance
and our external auditors. The Head of
Sustainability also presented to the
Board on this topic.
As the Committee Chair says in her
introduction on page 106, in last year’s
Annual Report, we noted that while
some European subsidiaries might need
to report under the CSRD for the year
ending 31 December 2025, the Group as
a whole would only need to report for the
financial year ending 31 December 2028.
We subsequently debated the increased
reporting requirements this would incur
for some of our European subsidiaries
and agreed with our Climate Impacts
Steering Committee that it would be
more appropriate for the Group as a
whole to report under the CSRD for the
year ending 31 December 2025.
As a result, we spent time considering
and reviewing the process to identify
those aspects of the high-level issues
identified during phase 1 of the double
materiality assessment that are most
material to Informa. The Group is being
supported in this work by Anthesis, an
independent consultant.
The publication by the EU Commission
of its Omnibus Simplification
recommendations in late February
propose changes to the CSRD which
could impact Informa. We will await
further clarity on the proposals
while continuing to review the work
being undertaken on the double
materiality assessment.
The Committee will consider
management’s recommendation for
the CSRD assurance services provider
in due course.
We noted that there were no other or
new TCFD disclosures for 2024. Since
Informa complied with the TCFD
requirements in 2023, we agreed that
sustainability disclosures for 2024
would be reported in line with previous
disclosures, with additional reporting
only included where it added value.
Overseeing risk management
and internal controls
The Board delegates responsibility
tothe Committee for overseeing
theeffectiveness of the Group’s
riskmanagement and internal
controlsystems.
We recognise that an inherent part of
achieving the Group’s business
objectives requires the business to
take appropriate risks. That’s why
Informa has a system of internal
controls designed to manage material
risks by addressing their causes and
mitigating their potential impact.
Thissystem can only provide reasonable,
rather than absolute, assurance against
material misstatement or loss, and we
recognise that the cost of control
procedures should not exceed the
expected benefits.
The leadership team, led by the Group
Chief Executive, regularly meets to
review the Group’s operational and
financial performance, material risks
andmitigating actions, with each division
having the autonomy to operate within
arobust internal control framework.
The Committee, as well as the Board,
regularly reviews the overall risk
management and internal control
process. The process complies with the
FRC’s Guidance on Risk Management,
Internal Controls and Related Financial
and Business Reporting.
In this, we are supported by the
executive Risk Committee, which is
responsible for ensuring that Group
risk is managed effectively and for
monitoring business risks and their
effect on the Group.
The Risk Committee is chaired by the
Group Finance Director and its
members are the Chief Operating
Officer, Group General Counsel, Group
HR Director, Group Head of Risk, Head
of Group Health, Safety and Security,
Head of Group Finance, Head of Group
Compliance, Chief Commercial Officer,
Chief Information Security Officer,
Chief Privacy Officer and Chief
Technology Operating Officer.
Strategic Report Governance Financial Statements Additional Information
Informa Annual Report and Accounts 2024
109

The Risk Committee meets at least four
times a year and meetings may also be
attended by colleagues from each of
the operating divisions and Global
Support functions.
The Risk Committee’s principal duties
are to:
• Ensure that there is a regular, robust
assessment of the principal risks
facing the Group – including those
risks that would threaten its business
model, future performance, solvency
or liquidity – and the emerging risks
• Review the Group’s overall risk
assessment processes and the
parameters of the qualitative and
quantitative metrics used to review
the Group’s risks and to monitor
mitigating actions
• Provide guidance to the Audit
Committee on the Group’s risk
appetite and tolerance
• Review the effectiveness of the
Group’s internal controls and risk
management systems, including all
material financial, operational and
compliance controls
• Review the Group’s global
approach and management of
health and safety risks and data
privacy regulations
• Review the adequacy and security
ofthe Group’s whistleblowing
arrangements for colleagues
and contractors
All Directors receive the minutes of
Risk Committee meetings through the
Audit Committee papers. In addition,
the Group Finance Director and Group
Head of Risk provide a summary of the
Risk Committee’s activities to the
Committee and to the Board.
At the half year and full year, we assess
the Group’s principal and emerging
risks, including the process to review
each risk and whether risk exposures
have changed during the period. This
year, as is our usual custom, we invited
management to provide us with a deep
dive into those risks that fall to the
Committee’s responsibility (see page
107). During these discussions, we also
discuss associated and emerging risks,
and consider whether any have
increased sufficiently to be
consideredas a principal risk.
We considered the Risk Committee’s
process in assessing emerging risks,
including the decision to include AI and
climate change on the emerging risk
watch list during the year. We
concurred with management that
neither was currently at a level that
would affect Informa’s ability to deliver
our strategy but their inclusion on the
watch list was appropriate.
We were supportive of the analysis and
assessment to break emerging AI risk
into a number of risk components,
including IP protection, data privacy
and security, compliance, reputational
risk and market disruption, and to
distribute those components across
the existing principal risks to reflect the
nature of AI as a general technology,
including making specific changes to
market risk and privacy risk. Further
details on Informa’s approach to
emerging risks are given on page 61.
By receiving updates on the activities
of the Risk Committee, considering
reports from internal and external
auditors about the effectiveness of
controls and reviewing the Group’s risk
management, and through our own
investigations, we were able to confirm
that we did not identify any significant
control deficiencies during the year.
We presented the conclusions of our
annual review of the effectiveness of
the risk management and internal
control systems to the Board. As a
result, the Board is satisfied that the
Group’s risk management and internal
control systems were in place during
the year and up to the date of this
report were effective, and that the
Board fulfilled its obligations under
the Code.
More details about the Group’s risk
management framework, our approach
to risk and our principal risks are given
on pages 60 to 70.
Continued focus on
cybersecurity
During 2024, both the Committee and
the Board continued to pay close
attention to cyber security and
governance in relation to the risk of
unauthorised and criminal access to
the Group’s technology systems.
This is an area that continues to evolve
and increase, and so, on behalf of the
Board, we review in depth and monitor
the Group’s approach to cyber security
and challenge management to ensure
that appropriate and robust cyber
security defences are in place.
During the year, we:
• Considered the risk profile of the
principal risk of data loss and cyber
breach, reviewed how these risks
were managed, including emerging
risks, and agreed with the mitigating
actions proposed
• Received feedback following the
launch of an all-colleague cyber and
fraud awareness campaign
• Developed and ran mandatory
training amongst financial approvers
to combat deepfake scams
• Discussed the findings of the cyber
attack exercises that took place
during the year, supporting the
resulting recommendations from
management and external advisers
• Reviewed the ongoing technology
integration risks that come with
acquisitions
• Supported management as it
continued to enhance cyber
securityfor the Group
All Board members have full access to
Committee papers, and the Committee
Chair formally updates the Board
about the actions being taken to
manage cyber risks. In practice, the
consistent voluntary attendance of
other Non-Executive Directors at
Committee meetings during the year,
where they are encouraged to fully
participate in discussions and debates,
means that cyber security risks and
responses are truly considered by the
Board as a whole.
In addition, the Group Chief Operating
Officer provides an update on
technology solutions and services,
including an overview of the
information security executive
dashboard at each Board meeting.
Informa Annual Report and Accounts 2024
110
Governance
Audit Committee Report
continued

Enhancing technology
governance
The Committee undertook a deep dive
into technology failure risk, noting that
a prolonged loss of critical systems
could inhibit the company’s ability to
deliver products and services. We
noted that strong progress was being
made to mitigate this risk, by fully
mobilising the Fortify programme to
deliver a new framework and platform
for enhanced security, observability
and cost control.
We also reviewed the deep-dive
exercise undertaken to identify our key
applications and received an update
onthe project to ensure that
ownership of each application was
appropriately assigned.
Changes to the Code and
failure to prevent fraud
In the 2023 Annual Report, we set out
the actions taken in response to UK
Government reforms to restore trust in
audit and corporate governance. While
a substantive element of those reforms
was withdrawn, during 2024, Informa
continued to strengthen its Group-wide
and divisional controls – in preparation
not only for the requirement in the
revised Code for an annual declaration
of control effectiveness for financial
years beginning on or after 1 January
2026, but also in response to the new
corporate criminal offence of failure to
prevent fraud (FTPF), which will come
into force on 1 September 2025.
Code Provision 29
Early in 2024, management presented a
current-state assessment of Informa’s
control environment in preparation for
the declaration of the effectiveness of
material controls that will be required
for the year ending 31 December 2026.
The assessment included details of how
and when any control weaknesses or
gaps would be remediated.
We reviewed progress against the
objectives set for 2024 at each meeting,
noting how management’s thinking had
evolved, and are satisfied that the
project continues on track – see
diagram below.
As the Informa TechTarget combination
progressed, we also considered how
the Informa Finance team would work
with Informa TechTarget to support the
Sarbanes-Oxley compliance work for
2025, and their remediation plan to
address the material weaknesses
.
Annual Report
Scope components
Identify business
process and
disclosure controls
Material controls
identification and
desired level of
assurance – COMPLETE
Identify the Group-wide controls and supporting divisional controls (mapped to COSO 2013)
Agree list of our material controls, the desired level of assurance over those controls andwho will
provide assurance over the effectiveness of the material controls
Define materiality for Annual Report
disclosuresand Financial Statements
(qualitativeand quantitative)
Control effectiveness testing of material
controls based on agreed level of assurance
Material controls
effectiveness assessment
– IN PROGRESS
Informa PLC Board’s declaration of material control effectiveness as at 31 December 2026
Conclude on resultsof
material controls testing
Agree legal entity, business process
andsupporting technology scope
Annual Group
Financial
Statements
Identify technology
controls
Anti-fraud
governance
framework
Identify anti-fraud
controls
Define fraud risk
materiality and
deminimus limits
Materiality, risk appetite
and detailed scoping
– COMPLETE
Assess the impact of open material control
issues (deficiency assessment) and
effectiveness of subsequent remediation
Risk management
framework
Identify controls
mapped to
principalrisks
Define risk
appetitefor Group
principal risks
Process to material controls declaration
Strategic Report Governance Financial Statements Additional Information
Informa Annual Report and Accounts 2024
111

Failure to prevent fraud
In November 2024, the UK Government
published regulations bringing a new
FTPF criminal offence into force and
also issued guidance on reasonable
fraud prevention procedures.
Earlier in the year, we had reviewed and
discussed the recommendations of a
KPMG advisory report on Informa’s
anti-fraud governance framework future
development. We noted that, after
receiving the advisory report, a plan
had been developed to prioritise those
KPMG recommendations that were
particularly relevant to the FTPF
legislation. However, implementation
was paused until November, when the
guidance was published.
Management advised in December that
it would now review and refine KPMG’s
recommendations to reflect the
guidance. We will be scrutinising progress
on this during 2025, making sure the
implementation timeline is aligned with
the offence enforcement date.
Considering fraud reports
and responses
At least twice a year, the Committee
receives updates from Group Finance
and Internal Audit on any allegations of
fraud or attempted fraud, with
additional updates given as needed.
We consider management’s responses
to any allegations, including the actions
taken to mitigate or eliminate the fraud
risks identified. Internal control
processes are considered as part of our
review, with improvements
recommended where necessary.
The frauds or attempted frauds broadly
fall into three main categories:
customer fraud, supplier fraud and
cyber fraud. Regular phishing
simulation tests take place and specific
training campaigns were pushed to
colleagues during the year on cyber
and deepfake fraud awareness.
Further details on our cyber security
processes are given on page 110.
Monitoring compliance
The Committee is responsible for
overseeing the Risk Committee’s work
to review the Group’s whistleblowing,
fraud and bribery prevention
procedures. The Head of Group
Compliance and Chief Privacy Officer
attend Board or Committee meetings
during the year toreport on their
respective functions and responsibilities.
Embedding sanctions controls
Informa continues to closely monitor
cross-border trade restrictions and has
established controls in place to prevent
prohibited transactions under US, UK
and EU laws, and UN rules.
The increased sanctions landscape
continues to be a focus for our global
business. In December 2024, the Head
of Group Compliance joined us to detail
the key activities undertaken by the
Compliance team during the year to
make sure Informa maintains an
effective sanctions programme. This
included regular reporting to the Risk
Committee, divisional risk
assessments, close collaboration on
relevant shared service centre and
internal financial controls, biannual
screening of potentially high-risk
countries, and regular, focused and
appropriate training programmes.
Thorough due diligence was also done
in relation to acquisitions during the
year, with risk-based interim manual
sanctions controls implemented while
any new acquisition migrated to our
finance platforms. This safeguards our
legal obligations and meets the
expectations of our banking partners.
Strengthening confidence
inSpeak Up
Informa has established processes for
any colleague to report concerns in
confidence, either through line
managers, HR managers, the internal
Compliance team or an independent
and confidential whistleblowing service
– Speak Up – which is available in more
than a dozen languages.
The Head of Group Compliance
provided us with a summary of
engagement activities done this year,
which included newsletter, intranet
articles and face-to-face engagement
sessions in several countries. This was
supported by a summary of
whistleblowing reports made during
the year, highlighting the broad themes
raised and the actions taken by
Informa – and we concluded that
management’s response was
appropriate. The Company Secretary
also provides an update on
whistleblowing at each Board meeting.
Monitoring bribery
processesand controls
Informa is primarily subject to the
requirements of the UK Bribery Act and
the US Foreign Corrupt Practices Act,
as well as a number of local and
national anti-corruption laws.
At least once a year, the Head of
Compliance reports to the Committee
on the Group’s processes and controls
around anti-bribery and corruption.
The report provides us with
information about the key areas of
activity for the Group’s anti-bribery
programme, such as changes to risk
factors; the risk assessment process,
including for third parties; training and
communication updates; and a
summary of any misconduct
investigations undertaken.
Strengthening data privacy
and AI governance
Informa operates in countries and
markets where privacy regimes
continue to be complex, including
Australia, China and other ASEAN
countries, as well as various US states
where regulations have recently
passed – some of which will take effect
in 2025. As a result, colleagues,
customers, suppliers and stakeholders
have an expectation of transparency
and control over how their personal
data is collected, used and shared.
As the Committee Chair’s report
referenced, having established a
Global Privacy Framework based on
the Information Commissioner’s
Office Accountability Framework in
2023, we were pleased to hear that all
divisions had improved their privacy
maturity assessment in 2024. We
reviewed the findings of the
benchmarking exercise and supported
the actions being proposed by the
Chief Privacy Officer to improve areas
with the lowest scores.
Informa Annual Report and Accounts 2024
112
Governance
Audit Committee Report
continued

A Privacy Champions Network Forum
was established, bringing together
colleagues from different businesses,
disciplines and geographies. The forum
will help to further embed privacy
within Informa’s culture by providing
deep-dive training on key privacy
compliance topics.
We also considered the ways in which
Informa’s use of AI technologies aligns
both with the Group’s principles and
with emerging AI-specific regulations,
such as the EU AI Act. We noted how an
AI governance framework was being
developed and concurred with the
proposed approach, which would
enable Informa to responsibly use AI to
drive commercial value while remaining
compliant with legislation and
relevantregulations.
Supporting the Internal
Auditfunction
The Head of Internal Audit has a dual
reporting line to the Group Finance
Director and the Audit Committee Chair
and meets privately with Committee
members without management present
at least once a year.
The Head of Internal Audit attends
each Audit Committee meeting and
provides reports on:
• Reviews undertaken and any issues
identified around business processes
and control activities during its work
• Management’s delivery of action
plans to address any identified
control weaknesses
• Any management action plans where
resolution is overdue
• Group-wide controls testing to
prepare for changes in theCode
The Internal Audit team continues to
be supported by third-party partners,
particularly on audits that require a
specific technical skillset.
As a Committee, we review the draft
annual internal audit plan and
resourcing levels at the end of each
financial year. The final plan is approved
at the following meeting, taking our
feedback into account. The plan is
influenced by the Group’s principal risks
including, but not limited to, data
privacy, cyber security, technology
failure, business resilience, third parties
and new or acquired businesses. We
particularly noted the proposal to
increase the use of data analytics and AI
across all function areas in our Internal
Audit team’s work in 2025.
As detailed above, areas of increased
focus during 2024 included assurance
around ESG and other non-financial
information and disclosures, new Code
regulations and the FTPF offence,
which will come into effect in the
second half of 2025.
The Internal Audit team also focused
on the effectiveness of Informa’s
cyber security detection, prevention
and response capabilities in light of
the increased complexity of cyber
attacks during 2024. The Committee
discussed the outcomes of each
Internal Audit assessment and
regularly reviews the action being
taken to mitigate any weaknesses
identified and to improve the Group’s
monitoring and detection capabilities.
Each year, an effectiveness review is
carried out to assess the quality and
expertise of the Internal Audit function
and how well it is delivering its remit,
and to identify areas for improvement.
The 2024 review provided a good
degree of assurance regarding the
overall effectiveness of the function,
although on technology audit work,
the key areas of communications
and stakeholder engagement could
be improved.
The Committee confirms that it has
assessed the quality, experience and
expertise of the Internal Audit
function, and is satisfied it is
appropriate for the Group.
Working with our
externalauditors
PwC was appointed as the Group’s
external auditors after a robust and
thorough tender process in 2022, and
became responsible for external audit
work from 1 January 2023.
The Committee is responsible for
developing, implementing and
monitoring the Group’s policy on
external audit. This policy assigns
oversight responsibility for monitoring
independence, objectivity and
compliance with ethical and regulatory
requirements to the Committee, and
assigns day-to-day responsibility to the
Group Finance Director. The external
auditors are jointly accountable to the
Board and the Committee, with the
Committee as the primary contact.
Our Committee plays an essential role
in ensuring the independence of the
external auditors and the quality of the
audit process, and provides challenge
where necessary.
In June 2024, PwC presented its
proposed strategy and scope for the
2024 full-year audit and half-year review,
together with details of the key areas of
focus. The external auditors have since
shared insights and feedback on the
ongoing work, enabling the Committee
to monitor progress and ask questions.
We therefore confirm that the activities
undertaken by the Committee meet
the requirements of the FRC’s Audit
Committees and the External Audit:
Minimum Standard.
Independence of the
externalauditors
Chris Burns continues to be the lead
audit partner responsible for signing
the audit opinion on behalf of PwC.
When assessing the independence and
objectivity of the external auditors, we
consider assurances and information
provided by PwC regarding the nature of
the non-audit services provided, as well
as any commercial business relationships
between PwC and the Group.
Strategic Report Governance Financial Statements Additional Information
Informa Annual Report and Accounts 2024
113

The Committee is comfortable that there
were no instances of non-compliance or
threats to the auditors’ independence
during the year and considers that the
company has complied with the
Competition and Markets Authority’s
Statutory Audit Services for Large
Companies Market Investigation
(Mandatory Use of Competitive Tender
Processes and Audit Committee
Responsibilities) Order 2014.
External auditors effectiveness
Our Committee reviews the
performance of the external auditors
each year, to assess how it has
delivered the external audit service
and to identify areas for improvement.
The review considers the quality of
planning, delivery and execution of the
audit – including those of subsidiary
companies – the technical competence
and strategic knowledge of the audit
team, and the effectiveness of
reporting and communication between
the audit team and management.
Feedback from management on the
quality of the external audit was
positive overall. It was agreed that the
audit team has a good understanding
of our business and the challenges we
face. Planning meetings facilitated
early discussion on key audit risks and
focus areas, which allowed both parties
to collaborate on the best approach for
any flagged items.
The Committee was satisfied that the
audit plan had been delivered and,
having considered the views of the
leadership team, including the Group
Finance Director and Head of Group
Finance, concluded that the quality,
delivery and execution of the 2024
external audit was of a high standard
and had been effective.
The Committee Chair, and the
Committee as a whole, meet privately
with the external auditors regularly
during the year when, amongst other
matters, they are able to discuss
progress against recommendations
included in the previous review.
Providing non-audit services
The Group policy on external audit sets
out which categories of non-audit
services the external auditors may and
may not provide.
The Committee must approve all
non-audit services that are provided by
the external auditors, and we continue
to believe that certain non-audit
services should be undertaken by the
external auditors. These include
services where the external auditors’
existing knowledge of the Group
means it would carry out those
services more efficiently and
effectively than other providers.
We review the Non-Audit Services
Policy each year.
The policy allows the external auditors
to provide the following non-audit
services to the Group:
• Reporting accountant services
• Assurance services in relation to
financial statements within an M&A
transaction, such as providing comfort
letters in connection with any
prospectus that Informa may issue
• Tax advisory and compliance work
for non-EEA subsidiaries and
expatriate tax work
• Other non-audit services not covered
in the list of prohibited and
permitted services, where the threat
to the auditors’ independence and
objectivity is considered trivial. In
these cases, safeguards are applied
to reduce any threat to an
acceptablelevel.
The Committee Chair is required to
pre-approve all proposed non-audit
engagements with fees greater than
£25,000 for any individual assignment
or where the total annual fees for
assignments would exceed £100,000.
The Committee Chair has confirmed
that any non-prohibited non-audit
engagements by the external auditors
were approved during the year.
The Group incurred non-audit fees
totalling £14.5m (2023: £0.4m), the
majority of which related to work
undertaken in relation to the Informa
TechTarget SEC regulatory filings
thatwere required as part of the
transaction. Details of total fees
charged by PwC during the year ended
31 December 2024, including non-audit
fees, are set out in Note 6 to the
Consolidated Financial Statements.
The FRC Revised Ethical Standard 2019
sets a cap on annual non-audit fees
(being 70% of the average audit fee for
the three previous financial years).
This cap will only apply to Informa
from 2026, being the fourth financial
period following PwC’s engagement.
However, in accordance with the
policy, the Group Finance Director
provides details of all non-audit
services undertaken by the external
auditors, together with the related
fees, to each Committee meeting.
Management continues to monitor the
level of non-audit fees in preparation
for when the cap becomes effective.
Informa Annual Report and Accounts 2024
114
Governance
Audit Committee Report
continued

On behalf of the Remuneration Committee,
Iampleased to report on Informa’s approach
toDirectors’ remuneration in 2024, including
theoutcomes of the short and long-term
incentives for the period.
A record year of
performance in 2024
In 2024, Informa had
itsbest ever year of
performance. Against a
backdrop of continuing
economic and geo-political
volatility, the Group
delivered consistently
strong operating
performance, whilst
further expanding the
portfolio and deepening
our position in faster-
growing international
geographies.
The Group’s performance led to
market guidance being raised several
times through the year and, in March,
we reported record 2024 full-year
results, including 11.6% underlying
revenue growth, reported revenue
of £3.6bn (up from £3.2bn in 2023),
adjusted operating profit of £995m
(2023: £854m) and free cash flow
of£812m (2023: £632m).
These results and the strong
outperformance versus expectations
are reflected in positive remuneration
outcomes for the year for colleagues
at Informa, including the 2024 Short-
Term Incentive Plan (STIP) paying out at
the maximum for Executive Directors.
The Group also continued to return
significant capital to shareholders,
including further double-digit growth
in ordinary dividends and the
extension of the share buyback
programme. Over £420m of share
buybacks (excluding costs) were
completed in 2024, taking total
buyback returns to £1.5bn since the
programme was launched in 2021.
Informa also continued to invest for
future growth, both internally in key
areas such as the further development
of our data platform IIRIS and
externally through a number of
accretive acquisitions. This included
Ascential plc, which followed on from
Membership and meeting attendance
Member Meeting attendance
Louise Smalley – Chair 4/4
Andy Ransom 4/4
Zheng Yin 4/4
All our Committee members are independent Non-Executive
Directors, and their biographies are given on pages 81 to 83.
The Board Chair, Group Chief Executive, Group Finance Director,
Group HR Director and Director of Investor Relations are typically
invited to attend meetings as required. None are members of the
Committee, and they do not attend meetings when their own
remuneration is discussed.
All Non-Executive Directors have an open invitation to attend
Committee meetings.
The Group Company Secretary is secretary to the Committee and
attends all meetings.
The Committee’s terms of reference, setting out its duties and
responsibilities, are available on our website.
Strategic Report Governance Financial Statements Additional Information
Informa Annual Report and Accounts 2024
115
Directors’ Remuneration Report

Tarsus a year earlier, and once more
demonstrated our core strength in
sourcing, negotiating, executing and
integrating portfolio additions at
attractive prices, where there is an
opportunity to enhance performance
and accelerate growth.
We also significantly expanded our
position in B2B Digital Services through
the combination of Informa Tech’s digital
businesses with US-listed TechTarget.
The creation of Informa TechTarget
completed in early December and
Informa is now the 57% majority
shareholder in what remains a publicly
listed controlled company on Nasdaq.
2024 also saw us complete the Growth
Acceleration Plan 2, our four-year
programme of activities designed to
make the most of the return from the
Covid pandemic. The Board looks back
on this as a pivotal period in the
development of the Group: from the
counter-intuitive decision to divest our
Informa Intelligence portfolio (circa
£200m of revenue sold at circa 28x EV/
EBITDA), to returning all our live events
businesses to full operating capacity,
the timely reinvestment of capital in
further expanding our Live Events
portfolio (circa £600m revenue
acquired at 11x EV/EBITDA post
synergies), establishing the Tahaluf
partnership in the Kingdom of Saudi
Arabia, building a first-party data and
analytics platform (IIRIS) and returning
north of £1bn to shareholders. GAP 2
has put Informa in as strong an
operational and financial position as it
has ever been and has created a
powerful international platform for
delivering future growthand returns.
Colleague commitment
andcontribution
As ever, the performance and results
delivered in 2024 were only possible
through the hard work of the 14,000+
Informa colleagues across the Group.
I am constantly impressed by the
commitment and creativity of Informa’s
teams around the world and their
ability to consistently adapt and deliver
for our customers. The acquisitions we
made during the year have further
enhanced our talent pools and our
teams have demonstrated a proven
ability to welcome and enable new
colleagues to thrive at Informa.
On behalf of the Board, I would like to
thank each and every colleague for
their contributions to delivering what
was a truly outstanding year.
The strong performance in 2024 is the
culmination of many building blocks
through the post-pandemic GAP 2
period. Decisions were made by the
leadership team and the Board in the
heat of Covid that, combined with the
resilience and commitment of
colleagues, have enabled the Group to
emerge as a stronger business, with
higher levels of growth and more
opportunities than ever before. From
moving at speed to refinance the
balance sheet to provide visibility, to the
flexibility and support we provided to
customers and colleagues, and the
introduction of a more flexible restricted
share scheme (2021-2023 Equity
Revitalisation Plan), these and many
other decisions helped the Group retain
key leaders and gave all colleagues
confidence in the future at Informa.
This has been repaid fully by
colleagues, with teams across all our
businesses seizing the opportunities
that have arisen as the world has
emerged from the pandemic. It was
particularly evident in 2024, when all
our international locations were fully
open and business life returned to
normal, enabling our teams to pursue
growth initiatives without any of the
Covid restrictions that had impacted
the previous three years.
I cannot emphasise enough how
important the retention of our key
leaders has been through this period,
enabling continuity amongst colleagues,
with customers and all our other
stakeholders. This has ensured we have
emerged from the pandemic at pace,
with the experience and relationships
tomake the most of the opportunities
now presenting themselves.
Colleague engagement
andsupport
The Board makes sure it stays closely
connected to the wider colleague
community, scheduling regular
interactions and maintaining direct
channels of communication. This
enables it to feel the pulse of the
company and ensure good levels
ofsupport are being provided to
colleagues where needed. I particularly
appreciated the opportunity to speak
to colleagues at the Board lunch with
future leaders which we held
immediately following our AGM last
year. The opportunity for colleagues to
participate in conversations where all
our stakeholders are represented was
inclusive and insightful.
If the Board feels additional resources
or tools are required to enable
colleagues to keep delivering for
Informa and for each other, it
encourages and supports the
introduction of specific support
measures. Over recent years, as the
cost of living crisis affected many
countries, this led to the Informa
Colleague Support Fund being
reopened to provide direct financial
assistance to colleagues in need, the
expansion of our EAP colleague
assistance programme and the
payment of one-off cost of living
supplements and salary top-ups to
many colleagues around the world.
As part of its annual colleague
engagement, the Board regularly
reviews colleague surveys and
interviews, including annual
engagement index scores measured
through the company’s annual Pulse
survey, which remain consistently high.
At every one of our Board meetings, we
welcome representatives from different
businesses to present on recent
developments or specific initiatives.
Board colleagues also act as advisers to
the various colleague-run networks at
Informa, attending regular meetings
and participating in events and
discussions organised by the teams.
In addition, we hold Board meetings
abroad and use the opportunity to
host town halls, make site visits and
participate in a range of other meetings
and forums. Most recently, in
December, we held the Board meeting
in Riyadh, using the time to visit the
inaugural CPHI Pharmaceutical event in
the region, receive an update from the
Tahaluf team and spend time with key
partners, as well as the broader
colleague community in the Kingdom
(see page 88 for more details).
Informa Annual Report and Accounts 2024
116
Governance
Directors’ Remuneration Report
continued

These broader colleague events and
town halls, as well as more focused
HRleadership forums and team
engagements, provided me with great
opportunities to discuss remuneration
with a wide range of colleagues, and
hear first-hand the views and thoughts
of those dealing with customers on a
day-to-day basis.
Over the past six years, the Board has
appointed the designated Non-
Executive Director for colleague
engagement, with a remit to ensure the
voice of colleagues is being fully heard
in Board discussions and considered in
any important decision-making process.
Mary McDowell held this role for the last
18 months. Following her retirement
from the Informa Board to become
Chair of Informa TechTarget, Mary has
been succeeded by Maria Kyriacou.
Engaging with shareholders
The Board and, more specifically, the
Remuneration Committee, engages
regularly with shareholders, both
through formal consultation and in
adhoc meetings. This includes an
annual Chair roadshow with
shareholders, a tradition now in its
eighth consecutive year.
These meetings help to build a closer
relationship with investors and ensure
there is a direct communications channel
if it is ever required in the future. They
also provide valuable insights into the
latest investor thinking on specific
matters, including remuneration.
In 2024, I joined the Chair in February for
a number of investor meetings as part of
his annual roadshow, which provided me
with an opportunity to discuss the latest
thinking on remuneration more
generally and to ensure the conclusions
we reached post consultation in 2023
were fully understood.
In total, the Chair met with around
20institutions on this roadshow,
representing close to 40% of Informa’s
equity base, and I joined the majority
of these meetings.
I am pleased to say these discussions
and the prior in-depth consultations
led to very strong support for both the
Remuneration Report and the renewal
of the Remuneration Policy (for the
2025-2027 period) at the AGM in June
2024, with 94% of shareholders voting
in favour of the latter.
Overview of 2024
remuneration outcomes
Business context
As already outlined, Informa had a
record year of performance in 2024,
delivering strong growth in revenues,
adjusted operating profits, earnings and
cash flows, with final results that were
well ahead of both internal and external
expectations at the start of the year.
The Group also completed the
redeployment of capital generated
from the divestment of the Intelligence
portfolio, acquiring Ascential plc for
circa £1.2bn alongside several smaller
portfolio additions, as well as
combining the Informa Tech digital
businesses with US-listed TechTarget
tocreate Informa TechTarget.
We also continued to return significant
capital to shareholders, with £675m+
of capital returned through share
buybacks and dividends during
the year.
This strong financial outperformance
and continuing operational progress
in 2024 delivered positive incentive
plan outcomes.
Short-Term Incentive Plan
(STIP) outcomes
For the Executive Directors and the
wider leadership team (circa 100
colleagues), we introduced a more
traditional approach and structure
across the STIP and LTIP in 2024. This
reflects more stable market conditions,
with all geographic locations now open
to live events and trading patterns
returning to normal.
For the STIP, the Committee adopted
asimplified approach, focused on a
concentrated set of output measures,
with a strong bias to financial measures,
in line with our commitment within the
Remuneration Policy for at least 75%
ofSTIP performance measures to be
financial in nature.
The exact measures aligned closely
with Informa’s stated priorities and
targets for the year, namely underlying
revenue growth, operating margin
expansion and earnings momentum.
Full details on the 2024 STIP outturn are
provided in the table below, including a
summary of the performance
measures, the targets against which
they were assessed and how the
Committee reached its final decisions.
As detailed, the Group delivered a strong
year of financial outperformance, raising
market guidance several times and
delivering results well ahead of internal
and external expectations at the start
ofthe year. This is reflected in strong
outcomes for each of the three STIP
performance measures, all of which
delivered at the top-end of the target
range, delivering 100% of the maximum.
For the Group Chief Executive, this
results in a bonus of 200% of base
salary and for the Group Finance
Director and Chief Operating Officer,
abonus of 150% of base salary. In line
with the Directors’ Remuneration Policy,
all STIP outcomes above 100% of base
salary will be paid in deferred shares.
2024 STIP measures
STIP measure
1
Targets Outcomes % achieved
Financial delivery (80%):
Underlying revenue growth (30%) 5.50% to 7.50% 11.73% 30%
Adjusted earnings per share (50%) 45.75p to 48.50p 52.05p 50%
Operational delivery (20%):
Adjusted operating profit margin (20%) 26.75% to 28.00% 28.26% 20%
Total 2024 STIP outcome 100%
1 All measures are set and calculated on a constant currency basis and exclude the benefits or impacts from the acquisitions of Ascential and
TechTarget. The outcome figures therefore differ slightly from the reported numbers published in the headline results
Strategic Report Governance Financial Statements Additional Information
Informa Annual Report and Accounts 2024
117

Long-Term Incentive Plan:
Outcomes of the 2021-2023
Equity Revitalisation Plan
(Tranche 2)
The 2022-2024 long-term incentive
award vested on 12 January 2025,
being Tranche 2 of the Equity
Revitalisation Plan (ERP). The ERP is a
restricted shareplan which was
approved by shareholders in December
2020 and covered three equity awards
across the2021-2023 period. At the
time, themedium-term outlook was
unpredictable due to the impact of
thepandemic on Informa’s operations,
with no visibility on if and when live
events might be possible again. This
made it very difficult to set three-year
performance targets that would provide
meaningful incentives for management.
While operating the ERP, the quantum
of both the long-term and short-term
incentives for Executive Directors was
substantially reduced and the vesting of
the ERP was subject to a series of
underpins, including a share price floor
of 545.4p, which must be met for the
award to vest, this being the share price
at the time the award was granted.
The full three-year grant for the ERP
was made upfront in Q1 2021, with one
third of the grant vesting in each of
2024, 2025 and 2026 (Tranches 1, 2 and
3 respectively), subject to the share
price underpin being met. The award
for each of the three tranches equated
to 200% of salary for the Group Chief
Executive, 135% of salary for the Group
Finance Director and 125% of salary for
the Group Chief Operating Officer,
whose awards were made prior to
being appointed to the main Board.
The Committee can confirm that for
Tranche 2 of the ERP, with the share
price close to 800p at year end, the
underpin has been satisfied and,
therefore, the second tranche of the
ERP award vested in January 2025.
For Stephen A. Carter, this has
resulted in 322,531 shares vesting,
with 124,134 shares vesting for Gareth
Wright and 100,567 shares vesting for
Patrick Martell. The awards for the
Group Chief Executive and Group
Finance Director are subject to a
two-year post-vesting holding period.
Remuneration outcomes:
Stakeholder assessment
Following the calculation of outcomes
for the 2024 STIP and Tranche 2 of the
ERP, the Committee assessed the
remuneration of the Executive
Directors in 2024 in the context of the
wider stakeholder experience. This
included assessing the experience of
colleagues and how they had been
supported and rewarded through the
year, the share price performance
relative to financial outcomes and the
strategic decisions made by the
leadership team throughout the year.
The Committee also reviewed the
outcomes relative to the point at which
awards were made to reflect on
whether there were any unexpected
outcomes or specific factors to
consider. On the ERP outcome
specifically, the Committee considered
the share price when the award was
made in Q1 2021. At that time, the
Committee sought to deal with share
price volatility and any unexpected
outcomes through the reduced size of
the restricted share award relative to
historical LTIP grants and the minimum
share price underpin that had to be
satisfied for the award to vest.
The Committee is satisfied that the
performance of the equity over and
above the minimum share price
underpin reflects consistent
operational and financial delivery by
management, the successful delivery
of the Group’s key GAP 2 targets and
consistently strong capital allocation.
Having reviewed all the above and
comparing the outturn relative to
long-term average rewards at Informa
and relevant peers, the Committee was
satisfied that the STIP and ERP
outcomes for 2024 were fair,
proportionate and aligned to the
strong performance of the Group.
Accordingly, no adjustments have been
made to the formulaic outcomes
presented in this report.
Looking ahead: Remuneration
framework for 2025
Following strong support and
endorsement for the renewal of the
2025-2027 Directors’ Remuneration
Policy at the 2024 AGM, the Committee
is adopting the same STIP and LTIP
structure and measures for 2025, with
target ranges updated appropriately.
As highlighted in last year’s Directors’
Remuneration Report, in this first year
of the new Policy period, the
Committee is granting LTIP awards
towards the upper end of the Policy
range to align more closely with the
market and to reflect the contribution
and calibre of our most senior leaders.
This equates to an award of 400% of
base salary for the Chief Executive, the
maximum award under our Policy, and
300% of base salary for the Finance
Director and Chief Operating Officer.
These targets within the STIP and LTIP
are directly linked to the ongoing
priorities for the Group, namely the
delivery of sustainable underlying
revenue growth, improving profitability,
strong cash flow generation and the
effective use of capital.
In 2025, the Committee is addressing
the one remaining anomaly that
surfaced through the benchmarking
review undertaken by our
remuneration advisers as part of the
consultation process in 2023/2024, that
being fixed pay in relation to Executive
Directors’ base salaries, the Chair’s fee
and those of the Non-Executive
Directors. Following a decade of flat to
sub-inflation growth and the Group
and our talent base becoming ever
more international, our analysis shows
a clear disconnect with the market in
these areas. With the broader
remuneration structure now firmly
embedded and the size, shape and
complexity of the Group continuing to
develop, the Committee felt it is the
right time to address this in an
appropriate way, having engaged with
shareholders to explain and discuss
our intention in early 2025.
Informa Annual Report and Accounts 2024
118
Governance
Directors’ Remuneration Report
continued

2025 colleague salary increases
Having adopted a tiered approach to
annual cost of living increases for the
broader colleague community in recent
years, in 2025 we have used a more
uniform approach to base salary
increases. This reflects a more
normalised inflation environment in
most countries, alongside falling
interest rates and more consistent
economic growth.
Whilst there remain some minor
regional variations to reflect specific
in-country inflation and cost of living
pressures, the average base salary
increase for colleagues in 2025 will be
4%, subject to individual performance,
with additional increases on a point
basis to reflect merit rises and
promotions. The Committee feels this
provides a fair and reasonable base
level of increase for colleagues, with
additional rewards for those
performing particularly well.
Executive Directors’ salaries
Over the last decade, the focus for
remuneration has been on variable
compensation, with fixed pay held
flat or below inflation throughout.
For example, the Group Chief
Executive’s base salary has grown
on average at 1.6% per annum since
hisappointment on 1 January 2014.
Over the same ten-year period, the
size, diversity and complexity of
Informa has changed beyond all
recognition. Group revenues have
more than tripled, Informa’s market
capitalisation has quadrupled and
the Group has become a truly
International business. We made
a deliberate decision to divest
businesses in Europe and focus on
growth markets in IMEA (India,
Middle East and Africa), Asia and
North America. This has seen US
dollar-related revenues increase in
scale, now accounting for circa 65%
of the Group.
In just the last two years, the breadth
and reach of the Group have expanded
significantly through the addition of
TechTarget, with a separate Nasdaq
listing, and the additions of Tarsus,
Winsight, HIMSS and Ascential, as well
as through the Group’s rapid growth
via partnerships in Beauty, in Asia and
the Middle East, including through
Tahaluf in the Kingdom of Saudi Arabia.
While these growth activities are
creating significant value for Informa,
they inevitably put significantly greater
demands on the Executive Directors’
time and their responsibility for
developing and maintaining
international relationships and
delivering on revenue targets.
We are fortunate to have executive
leaders who have been working
together for over a decade, with the
average tenure of all three Executive
Directors (circa 12 years at the
company and circa 9 years as
Boardmembers) much higher than
theaverage across the FTSE 100
(circa5years). It is this continuity
andcohesion, alongside relentless
commitment, that has created such
aneffective and successful team,
delivering significant value over the
period and giving the Board such
confidence in the future prospects
forthe Group.
Our leadership has also been flexible in
moving with the growth and expansion
of the Group. In 2025, two senior
executives, including Executive
Director Patrick Martell, are relocating
to the US to be closer to the business
given the scale of revenues now
originating in North America. Details
on the terms of Patrick’s relocation will
be provided in the 2025 Annual Report.
The success of our team does not go
unnoticed and makes our leaders
highly sought after by other
companies. This is particularly true
given the international nature of
Informa and the disparity of rewards
for senior leaders in the UK compared
to other locations where the company
operates at scale, such as the US and
the Middle East, where remuneration
can be 5 to 10 times that of the UK. Our
ability to retain our established and
proven leadership team and attract
new international talent depends on
the flexibility we have to reward our
leaders fairly for success and maintain
the integrity of relative pay differentials
internally as we invest in our
international talent.
As detailed below, the benchmarking
review indicates that, even before
taking into account the increased size,
scale and complexity of the Group, the
base salaries of Informa’s Executive
Directors are below the median and, in
most cases, below the lower quartile of
relevant UK benchmarks (FTSE 100 ex
Financial Services, FTSE 11-50 ex-
Financial Services).
Importantly, these lower base salaries
are not offset by higher variable
compensation, with maximum
compensation potential in 2024 also
below the median of key benchmarks:
Executive Directors’ current base salaries and maximum potential remuneration
Director 2024 base salary Comparison to market 2024 max potential Comparison to market
Group Chief Executive £938,500 Below lower quartile of FTSE 11-50
Below median of FTSE 100
£5,865,625 Below lower quartile of
F TSE 11-50
Slightly above median
of FTSE 100
Group Finance Director £545,500 Below lower quartile of FTSE 11-50
Just above lower quartile of FTSE 100
£2,591,125 Below lower quartile of
F TSE 11-50
Below median of FTSE
100
Chief Operating Officer/
CEOof Informa Markets
£482,000 Below lower quartile of FTSE 11-50
Below lower quartile of FTSE 100
1
£2,530,500 Below lower quartile of
F TSE 11-50
Below median of FTSE
100
1
1 Benchmarked against ’Other Executive Directors’
Strategic Report Governance Financial Statements Additional Information
Informa Annual Report and Accounts 2024
119

With all these factors in mind, the Committee feels it is both appropriate and necessary to bring current fixed pay levels for
the Executive Directors closer in line with the market, with key changes for 2025 outlined in the table below. Combined with
the decision to grant LTIP awards at the upper end of the Policy range in 2025, this will bring total maximum potential
remuneration for the Executive Directors broadly in line or slightly ahead of the median of relevant UK benchmarks. The full
impact of these changes has been considered in depth by the Committee, which is why the table shows maximum total pay.
The updated remuneration is viewed as acceptable given the scale, complexity and international nature of the Group, albeit
there will remain a remuneration gap to comparable international talent with a similar long tenure and successful track
record, something the Committee will continue to monitor.
Executive Directors’ new base salaries and maximum potential remuneration
Director
2025 new
basesalary Breakdown of changes 2025 max potential Comparison to market
Group Chief Executive £1,025,000 A 4% cost of living increase, in line with wider
workforce, plus a circa 5% market adjustment
to close the gap to the market median
£7,175,000 Below the median of
F TSE 11-50
Between the median
and upper quartile of
FTSE 100
Group Finance Director £584,000 A 4% cost of living increase, in line with wider
workforce, plus a circa 3% market adjustment
to reduce the gap to the market median
£3,212,000 Below the lower
quartile of FTSE 11-50
Slightly above the
median of FTSE 100
Chief Operating Officer/
CEOof Informa Markets
£502,000 A 4% cost of living increase, in line with wider
workforce, with no additional market
adjustment, following a prior adjustment
when additional responsibilities were
assumed in 2023
£2,761,000 In line with the lower
quartile of FTSE 11-50
Below the median of
FTSE 100
1
1 Benchmarked against ’Other Executive Directors’
Fees for the Chair and the Non-Executive Directors
Over the last decade, Non-Executive Director and Chair fees have mirrored Executive Director base salary changes, with flat or
modest increases throughout. This has created a sizeable gap to the market, both for base fees and also for additional
responsibilities such as Audit or Remuneration Committee Chair. In order to continue to attract the right calibre of Board
colleagues in the future, we believe this needs to be addressed. This is particularly true given the increased size, complexity
and international nature of the Group, which inevitably demands more time and commitment from Non-Executive colleagues.
Chair fees are decided by the Remuneration Committee and the fees of the Non-Executive Directors are decided by the
Chair and the Executive Directors. In both cases, fees are being increased to be broadly in line with the current FTSE
100 median, as detailed below:
Chair and Non-Executive Director Fee Changes
Position 2024 fee Increase 2025 fee Comparison to market
Chair fee £422,500 8.9% £460,000 Just above FTSE 100 median
Non-Executive Director base fee £73,600 8.7% £80,000 In line with FTSE 100 median
Audit Committee Chair £15,740 27% £20,000 Just below FTSE 100 median
Remuneration Committee Chair £11,850 69% £20,000 Just below FTSE 100 median
Senior Independent Director £11,850 69% £20,000 Just below FTSE 100 median
Informa Annual Report and Accounts 2024
120
Governance
Directors’ Remuneration Report
continued

2025 STIP
In 2025, we are keeping the structure,
measures, weighting and quantum of
the STIP constant from the previous
year, with in-year targets updated
appropriately to reflect internal budget
and market expectations.
This means the STIP is once more
focused on a concentrated set of
output measures, with 100% of
measures financial metrics, in line with
our Policy commitment for at least 75%
of STIP performance measures to be
financial in nature.
These targets align closely with
Informa’s stated priorities and targets
for 2025, namely further underlying
revenue growth, margin expansion and
earnings momentum, as detailed below:
2025 STIP measures
Measure % Details and rationale
Financial delivery: 80%
Underlying revenue growth 30% An underlying revenue growth target for the year. This is a core measure of growth for
Informa, a key KPI for leaders in the business and a closely tracked metric for investors and
shareholders.
Adjusted earnings per share 50% An adjusted EPS target for the year. Another core measure of performance and a closely
tracked metric for investors and shareholders, encapsulating organic growth, improving
profitability, balance sheet efficiency and effective capital allocation.
Operational delivery: 20%
Adjusted operating profit margin 20% A Group adjusted operating profit margin target for the year. Margin progression is a key KPI
for leaders in the business and a closely tracked metric for investors and shareholders.
2025 LTIP
Following consultation with
shareholders, the Committee’s
approach to LTIP measures was
updated in 2024 to directly align with
the Group’s strategic and operational
priorities over the next three years.
This approach received strong
endorsement at the 2024 AGM when
the Remuneration Policy was renewed
for the 2025-2027 period.
The measures include a strong
weighting towards financial output
measures over strategic input
measures, with a direct link to the
Group’s forward ambitions for further
profitable growth, strong cash
generation, ESG delivery and
continuing, strong shareholder returns.
The Committee believes these
measures remain equally relevant for
the 2025-2027 three-year period and
so remain unchanged across four
categories: cumulative operating cash
flow (30% weighting), cumulative
adjusted operating profit (30%),
relative total shareholder return (30%)
and Environmental, Social and
Governance (10%).
These long-term measures also remain
clearly aligned with the in-year
measures for the 2025 STIP detailed
above, which are more directly focused
on near-term revenue growth, margin
expansion and earnings growth.
The target ranges outlined in the table
on the following page reflect the
potential outcomes of the LTIP from
threshold to maximum. They were
determined by reference to market
practice, internal three-year business
plan forecasts for Informa and external
market consensus expectations, where
appropriate. The Committee believes
they provide stretching but realistic
targets and will provide an effective
incentive for the Executive Directors to
deliver strong results over the period.
Strategic Report Governance Financial Statements Additional Information
Informa Annual Report and Accounts 2024
121

All–colleague share plans
The company has a strong belief that
providing colleagues with efficient ways
to invest and own shares in the Group is
highly motivating, aligning them closely
to the Group’s strategy and key
priorities, and enabling everyone to
share in the company’s success.
Since launch over ten years ago, the
benefits of our main colleague share
plan, ShareMatch, have steadily
improved, with colleagues now
receiving two free shares for every
share purchased, up to the annual
investment limit of £1,800. For any
colleague who participated in
ShareMatch from its launch and
contributed the full amount each year
without selling any shares, their
portfolio would now be valued at over
£66,000, in return for an £19,600
investment over the period.
In 2023, we extended ShareMatch to an
additional 12 territories, enabling up to
97% of colleagues worldwide to have
the opportunity to participate in one
ofour equity plans.
These investments have supported
progressive growth in participation of
both ShareMatch and our other main
share plan, the US Employee Share
Purchase Plan. As at 31 December
2024, more than 3,100 colleagues are
now members of one of these plans,
representing 21% of the full-time
colleague community, significantly
higher than the sub-2% of colleagues
who owned Informa shares when
ShareMatch was launched.
Further growth and
performance through
OneInforma
Following an outstanding year in 2024,
I am confident that Informa colleagues
and leaders will be as ambitious and
purposeful as ever in seeking out
opportunities for growth and
development in the year ahead.
As outlined elsewhere in this report,
the Group’s focus will shift from GAP 2
to One Informa and a desire to
maximise the platform that the
company has built over the last decade
by fully leveraging our strengths in
brands, data, international networks
and technology.
On behalf of the Committee, we look
forward to continuing to motivate,
retain and challenge the leadership
team and broader colleague base in
their pursuit of this strategy and to
support Informa in the next phase of
its growth and expansion.
Finally, I’d like to thank my Committee
colleagues for their commitment and
contributions during the year and we
are delighted that Catherine Levene
will join the Committee from March
2025. We look forward to working
withher in the coming year.
Louise Smalley
Remuneration Committee Chair
13 March 2025
2025 LTIP measures
Category Weighting
2025-2027
target range Details and rationale
1. Cumulative cash and
financial returns
60%
Cumulative adjusted
operating profit
30% £3.35bn to £3.7bn An absolute adjusted operating profit target over the three-year performance
period. This is a core measure of growth and profitability for Informa and a key
KPI for all leaders in the business, as well as a closely tracked metric for the
investment community.
Cumulative operating
cash flow
30% £3.0bn to £3.3bn An absolute operating cash flow target over the three-year performance period.
This is a core measure of performance for Informa, and a key attraction to
investors is its ability to convert operating profit into cashflow. It is also well
understood by participants.
2. Shareholder returns 30%
Relative total shareholder
returns against FTSE 100
peer group
30% 50
th
percentile to
75
th
percentile
A measure of total shareholder returns over the three-year performance period
compared to the FTSE 100 Index, excluding Financial Services and Natural
Resources companies. It provides an external indicator of value relative to the
wider market, providing close alignment to the shareholder experience.
3. Environmental, Social
and Governance
10%
The Sustainable
EventFundamentals
programme:
implementation and
performance
10% 440 to 520
Fundamentals
accredited events
The Sustainable Event Fundamentals programme is the core operating delivery
measure within Informa’s FasterForward sustainability programme, directly
linked to the delivery of long-term ESG targets. It requires events teams globally
to accept, adopt and embed operating structures and activities that directly
improve the impact of each individual brand, with major emphasis on carbon
and waste reduction (e.g. reusable stands, renewable electricity, carbon
reduction, travel efficiency, etc.) as well as embedding sustainability content
intoour brands to help accelerate sustainable impacts in customer markets,
andenhance our economic and social impact on our host cities.
Over the next three years, increasing the number of events accredited to our
Fundamentals standard across the Group is critical to meeting our long-term
ESG targets, including net zero waste and community impact.
Informa Annual Report and Accounts 2024
122
Governance
Directors’ Remuneration Report
continued

Remuneration Committee governance
Our activities in 2024
The Committee is responsible for all executive remuneration decisions, including setting appropriate performance metrics
and ranges for the short- and long-term incentive awards and considering the outcomes under these plans.
The Committee is also responsible for determining the Directors’ Remuneration Policy and for setting the remuneration for the
Board Chair, Executive Directors and senior management, as well as reviewing colleague remuneration and related policies.
The key matters discussed and approved by the Committee during the year were:
January 2024
• Considered the 2023 leadership incentive outcomes for the 2023 STIP and Tranche 1 of the 2021-2023 ERP
• Reviewed the 2025-2027 Remuneration Policy framework
March 2024
• Reviewed and approved the revised Directors’ Remuneration Policy 2025-2027
• Considered the appropriateness of, and approved, the outcomes of the 2023 STIP
• Approved the 2024 long-term incentive awards for Executive Directors, senior management and key talent
• Approved the Directors’ Remuneration Report for the 2023 Annual Report
• Discussed good leaver treatment for eligible departing colleagues
July 2024
• Received the annual update on colleague fixed and variable remuneration
• Approved long-term incentive awards for new colleagues and those with role changes
• Approved equity awards for 2022 and 2023 graduate cohorts
• Considered the results of voting at the 2024 AGM
• Reviewed the company’s performance against STIP and LTIP metrics
December 2024
• Confirmed the outcome of Tranche 2 of the 2021-2023 ERP – subject to the share price underpin being met
• Considered the indicative outcomes of the 2024 Leadership STIP
• Reviewed and approved minor changes to the Committee terms of reference
• Considered and approved measures and targets for the 2025 STIP
• Approved long-term incentive awards for new appointments and treatment of good leavers
• Agreed the framework for 2025 pay reviews, including for all colleagues, the Board Chair, Executive Directors and
members of the Executive Committee
• Agreed an outline relocation package for the Group Chief Operating Officer/Chief Executive of Informa Markets
• Noted the proposed 2025 long-term incentive awards for the Executive Directors, and members of the Executive
Committee, and delegated authority to the Group Chief Executive and Group HR Director to finalise the 2025
awards for the senior leadership team
Remuneration adviser
FIT Remuneration Consultants LLP (FIT Remuneration Consultants) was the Committee’s independent remuneration adviser
throughout 2024, having been appointed in December 2022 following a competitive tender process. FIT Remuneration
Consultants is a member of the Remuneration Consultants Group and adheres to that Group’s Code of Conduct for
consultants to remuneration committees of UK listed companies.
The Committee is satisfied that the advice received from FIT Remuneration Consultants was independent and objective,
andhas not requested advice from any other remuneration advisory firm during the year. FIT Remuneration Consultants
does not provide any other services to the Group and has no other connection with the Directors.
Fees for advice provided to the Committee by FIT Remuneration Consultants during the year ended 31 December 2024
amounted to £82,354 (2023: £80,922). All fees are charged on a time and expenses basis.
Shareholder voting at the AGM
The table below provides details of votes cast by shareholders in respect of the resolutions on the Directors’ Remuneration
Report and the Directors’ Remuneration Policy at the 2024 AGM. The Policy can be found on the corporate governance
section of our website.
Votes for
Number %
Votes against
Number % Total votes cast
Votes withheld
(abstentions)
Directors’ Remuneration Report (21.06.2024) 964,583,606 96.65 33,430,219 3.35 998,013,825 26,216,793
Directors’ Remuneration Policy (21.06.2024) 936,112,080 93.81 61,737,898 6.19 997,849,978 26,380,640
Strategic Report Governance Financial Statements Additional Information
Informa Annual Report and Accounts 2024
123

Annual Report on Remuneration
This section sets out how the Directors’ Remuneration Policy was applied for the year ended 31 December 2024 and
specifically the remuneration outcomes for the Executive and Non-Executive Directors.
Any information contained in this section of the report that is subject to audit has been highlighted.
Single total figure of remuneration for Executive Directors (audited)
Base
salary
1
Benefits
2
Pensions
3
Total fixed
pay
Short-term
incentive
awards
4
Long-term
incentive
awards
5
Total
variable
pay
Total
pay
Stephen A. Carter 2024 931,625 50,826 93,162 1,075,613 1,877,000 2,535,285 4,412,285 5,487,898
2023 902,200 26,812 90,220 1,019,232 789,473 2,383,718 3,173,191 4,192,423
Gareth Wright 2024 541,500 16,295 54,150 611,945 818,250 975,767 1,794,017 2,405,962
2023 524,375 16,587 52,437 593,399 458,865 917,438 1,376,303 1,969,702
Patrick Martell 2024 475,125 60,087 47,513 582,725 723,000 790,516 1,513,516 2,096,241
2023 450,075 35,782 45,008 530,865 393,870 743,260 1,137,130 1,667,995
1 Executive Directors’ salaries are reviewed annually. In 2024, the Executive Directors received a 3% increase in base salary in line with the more
conservative approach taken for all colleagues earning over £150,000 or local equivalent. The Group Chief Operating Officer/CEO of Informa
Markets received a 6% increase to reflect his dual responsibilities. With effect from 1 April 2024 base salaries were set at £938,500 for Stephen A.
Carter, £545,500 for Gareth Wright and £482,000 for Patrick Martell
2 Benefits provided to the Executive Directors typically include (but are not limited to) private medical and life insurance, travel insurance, car benefits
(which may include a car allowance or driver costs in lieu), professional advice, spousal/partner business travel expenses where appropriate and the
value of ShareMatch matching share awards
3 The Executive Directors receive cash payments in lieu of pension contributions at a rate of 10% of base salary in line with the contribution available
toarange of other colleagues. None of the Executive Directors is a member of the Group’s defined benefit pension schemes and, accordingly,
noentitlements have accrued under these schemes
4 The maximum potential STIP opportunity for 2023 was at the reduced level of 100% of salary for each of the Executive Directors as set out in the
Policy approved by shareholders in December 2020. At the 2022 AGM, shareholders approved a return to a performance-based LTIP for the
Executive Directors from 2024 and for STIP award levels to be increased to 200% of salary for the Group Chief Executive and 150% of salary for the
other Executive Directors. In line with the 2022 Policy, any bonus earned above 100% of base salary will be deferred into shares under the rules of
the Deferred Share Bonus Plan and held for a further period of three years
5 The second tranche of the long-term award granted in 2021 vested and became exercisable on 12 January 2025 following the assessment of the share
price underpin. The value of the award (including accrued dividend shares) has been calculated using the share price on the date of vesting, being
786.0594p. The share price at grant was 545.40p and the impact of share price appreciation on the value of the award is shown on page 125
Short-term incentive awards (annual bonus) (audited)
The maximum annual bonus opportunity for the Executive Directors in 2024 was 200% of base salary for the Group Chief
Executive and 150% for the other Executive Directors, in line with the Policy approved in June 2022.
The targets for the 2024 STIP were divided into three focused measures with a strong bias to financial measures. These
measures and their weightings are: underlying revenue growth – 30%, adjusted earnings per share – 50% and adjusted
operating profit margin – 20%. If threshold performance is met, 25% of the bonus would be payable, at target, 50% of the
bonus would be payable, rising to 100% payment at maximum, in each case increasing on a straight-line basis between each
performance metric.
The Committee considered each of the measures in turn to determine the aggregate outcome of the annual bonus.
Measure
1
Threshold Target Maximum Outcomes % achieved
Financial delivery (80%)
1. Underlying revenue growth 5.50% 6.50% 7.50% 11.73% 30%
2. Adjusted earnings per share 45.75p 47.25p 48.50p 52.05p 50%
Operational delivery (20%)
3. Adjusted operating profit margin 26.75% 27.50% 28.00% 28.26% 20%
Total 2024 STIP outcome 100%
1 All measures are set and calculated on a constant currency basis and exclude the benefits or impacts from the acquisitions of Ascential and
TechTarget. The outcome figures therefore differ slightly from the reported numbers published in the headline result
Informa Annual Report and Accounts 2024
124
Governance
Directors’ Remuneration Report
continued

Combining the outcomes of all three objectives resulted in an aggregate annual incentive award of 100% of the maximum
opportunity being earned by the Executive Directors in 2024. In line with the Policy, the equivalent of 100% of base salary
will be paid in cash, with the remainder being deferred into shares under the rules of the Deferred Share Bonus Plan (DSBP).
DSBP shares must be held for a further three years before they vest and are subject to malus and clawback provisions.
Long-term incentive awards (audited)
The long-term incentive award for the 2022-2024 performance period vested on 12 January 2025. As described in the
Remuneration Committee Chair’s letter, this was Tranche 2 of the ERP approved by shareholders in December 2020. Vesting
was subject to a series of underpins, which included a requirement for the share price to be above 545.4p, the share price at
the time of grant, on the date of vesting. Other conditions related to continued employment, participation in the Group’s
all-colleague share schemes and a shareholding requirement (see page 127).
In January 2025, the Committee confirmed that all underpins for the second tranche of the ERP had been satisfied and, having
assessed the remuneration of the Executive Directors in the context of the wider stakeholder experience as detailed on page
118, that the award would vest in full. Stephen A. Carter and Gareth Wright are required to hold the awards for a further two
years post-vesting, during which time they may only sell shares to cover tax or meet other regulatory requirements. Patrick
Martell was not an Executive Director at the time of grant and is therefore not subject to the post-vesting hold period.
Director
Number of
optionsgranted
Face value of
award on date
ofgrant
1
Proportion
vesting
Total value of
options vesting
2
Total number of
options
exercisable
3
Impact of share
price appreciation/
(depreciation)
sincegrant
4
Value of dividend
shares on vesting
Stephen A. Carter 308,712 £1,683,715 100% £2,426,660 322,531 £742,944 £108,626
Gareth Wright 118,816 £648,022 100% £933,964 124,134 £285,942 £41,803
Patrick Martell 96,259 £524,997 100% £756,653 100,567 £231,656 £33,863
1 Share price on grant was 545.4p
2 Based on the sale price achieved for colleagues selling shares to cover taxes on 13 January 2025 (being 786.0594p)
3 Including dividend shares
4 Calculated by subtracting the face value of vesting awards at the grant date from the value on the vesting date, excluding dividend shares
The final tranche will vest in 2026, subject to the underpins set out in the December 2020 Policy being met.
Share awards granted during the year (audited)
2024 Long-term incentive awards
The Executive Directors were granted the following long-term incentive awards in April 2024:
Director Type of award
Number of
optionsawarded
Value as a
percentage of
basesalary
Face value at date
of award
1
Stephen A. Carter Nil-cost option 377,958 325% £3,050,121
Gareth Wright Nil-cost option 152,091 225% £1,227,374
Patrick Martell Nil-cost option 164,250 275% £1,325,498
1 The face value of awards granted on 15 April 2024 was calculated using the closing price on the day prior to the grant date (being 807.00p)
The performance targets for the 2024 LTIP award were agreed prior to the awards being granted in April 2024 and are disclosed
on page 127 of the 2023 Annual Report. Subsequently in the latter part of 2024, the Group completed the acquisition of the
Ascential business and the combination of our Informa Tech digital businesses with TechTarget, Inc. The Committee reviewed
these transactions under our targets and performance reporting framework and determined that it would be appropriate to
increase the financial and ESG performance target ranges for the 2024 LTIP award in order to make them more stretching.
The financial targets have been adjusted upwards to reflect the two businesses performing to plan. The ESG targets have
also been adjusted upwards to reflect the events acquired with Ascential.
The Committee is satisfied that the new targets are equivalent to and as challenging as the original targets and take into
account the impact of the transactions and Informa’s revised business plan.
No adjustment was necessary to the relative TSR performance measure.
Strategic Report Governance Financial Statements Additional Information
Informa Annual Report and Accounts 2024
125

The original and new targets for the three-year performance period ending 31 December 2026 are set out below:
2024 LTIP measures
Measure Weighting 2024-2026 range Details and rationale
1 Cumulative cash and
financialreturns
60%
Cumulative adjusted
operating profit
30% Original: £2.9bn to £3.2bn
New: £3.10bn to £3.40bn
An absolute adjusted operating profit target over the three-year
performance period. This is a core measure of growth and profitability
for Informa and a key KPI for all leaders in the business, as well as a
closely tracked metric for the investment community.
Cumulative
operating cash flow
30% Original: £2.6bn to £2.9bn
New: £2.78bn to £3.08bn
An absolute operating cash flow target over the three-year performance
period. This is another core measure of performance for Informa, and a
key attraction for investors is its ability to convert operating profit into
cash flow. It is also well understood by participants.
2 Shareholder returns
30%
Relative total
shareholder returns
against FTSE 100
peer group
30% 50
th
percentile to 75
th
percentile
A measure of total shareholder returns over the three-year
performance period compared to the FTSE 100 Index, excluding
Financial Services and Natural Resources companies. It provides an
external indicator of value relative to the wider market, providing close
alignment to the shareholder experience.
3 Environmental, Social
and Governance
10%
The Fundamentals
framework:
implementation and
performance
10% Original: 420 to 500
Fundamentals accredited
events
New: 425 to 505
Fundamentals accredited
events
The Fundamentals programme is the core operating delivery measure
within Informa’s FasterForward sustainability programme, directly
linked to the delivery of long-term ESG targets. It requires events teams
globally to accept, adopt and embed operating structures and activities
that directly improve the impact of each individual brand, with major
emphasis on carbon and waste reduction (e.g. reusable stands,
renewable electricity, carbon reduction, travel efficiency, etc.) as well as
embedding sustainability content into our brands to help accelerate
sustainable impacts in customer markets, and enhance our economic
and social impact on our host cities. Over the next three years,
increasing the number of events accredited to our Fundamentals
standard across the Group is critical to meeting our long-term ESG
targets, including net zero, net zero waste and community impact.
If any of the measures achieve threshold performance, 25% of that measure will vest, increasing to 62.5% vesting at target
and 100% vesting at maximum performance. The award will vest on a straight-line basis between threshold and maximum.
Payments to former Directors and Payments for loss of office (audited)
There were no payments to former Directors or for loss of office during the year.
Informa Annual Report and Accounts 2024
126
Governance
Directors’ Remuneration Report
continued

Executive Directors’ share ownership (audited)
Shareholding requirements
Equity ownership by the Executive Directors, wider management team and general colleague base is an important and
effective way to align their interests with those of our shareholders. Executive Directors are expected to meet the guideline
within five years of 16 June 2022 or their date of appointment, whichever is the later, and to maintain this holding throughout
their term of office. The Group Chief Executive is expected to retain a shareholding of 400% of base salary, while other
Executive Directors are expected to retain a shareholding of 275% of base salary.
In addition, the Group Chief Executive is required to retain a shareholding of 200% of base salary for two years after
resignation. All other Executive Directors are required to retain a shareholding of 150% of base salary.
Executive Directors’ shareholdings
The beneficial interest of each Executive Director in the company’s shares (including those held by connected persons) as at
31 December 2024 and their anticipated beneficial interests as at 13 March 2025 (being the date when this Directors’
Remuneration Report was approved) are set out below:
Director
Beneficial
holding
1
ShareMatch
2
Total share
interests at
31/12/2024
Illustrative
value
of share
interests at
31/12/2024
3
Interests as
% of salary
31/12/2024
ERP awards
vesting
12/01/2025
Total share
interests at
13/03/2025
4
Illustrative
value
of share
interests at
13/03/2025
3
Interests as
% of salary at
13/03/2025
Stephen A. Carter 967,888 7,572 975,460 £8,092,319 862% 322,531 1,297,991 £10,768,004 1147%
Gareth Wright 544,532 9,283 553,815 £4,594,394 842% 124,134 618,807 £5,133,561 941%
Patrick Martell 217,334 6,163 223,497 £1,854,109 385% 100,567 223,497 £1,854,109 385%
1 Beneficial interests include ordinary shares and vested exercisable awards on a gross of tax basis. At 31 December 2024, Stephen A. Carter held
662,035 exercisable long-term incentive awards and 60,906 exercisable DSBP awards (both inclusive of accrued dividend awards)
2 Shares held under the all-colleague ShareMatch scheme are made up of shares purchased by the Executive Director, shares ‘matched’ by the
Group and accrued dividend shares
3 Valued using the average share price for the three months from 1 October 2024 to 31 December 2024 (being 829.59p)
4 Patrick Martell exercised the second tranche of his 2021-2023 ERP award and related dividends on 16 and 17 January 2025. He sold 31,879 shares
ata price of 805.0p per share and 68,688 shares at 808.0691p per share. The cost of exercise was £100.57
Gareth Wright exercised the second tranche of his 2021-2023 ERP award and related dividends on 11 March 2025. He sold 59,142 shares to cover
taxes and other costs at a price of 736.4899p per share. The remaining 64,992 shares have been retained. The cost of exercise was £124.14
Stephen A. Carter
Gareth Wright
Patrick Martell
862%
400%
385%
275%
275%
842%
Shareholding requirement Holding at 31 December 2024
Strategic Report Governance Financial Statements Additional Information
Informa Annual Report and Accounts 2024
127

Outstanding share awards at 31 December 2024 (audited)
The table below shows details of outstanding awards held by the Executive Directors as at 31 December 2024 and any
movements during the year. Long-term incentive awards are subject to the achievement of performance conditions set at
grant. Deferred Share Bonus Plan (DSBP) awards are based on prior achievement of annual performance conditions and
areexercisable from the third anniversary of grant.
Director/
Scheme Date of grant
Shares awarded
or available for
exercise
1
Exercised
during 2024
Granted
during2024
Lapsed
during2024
Unexercised or
unvested
awards at 31
December 2024
1
Date options
exercisable
Option
expiry date
Stephen A. Carter
LTIP 24/03/2020 324,958 – – – 324,958 24/03/2023 23/03/2030
15/04/2024 – – 377,958 – 377,958 15/04/2027 14/05/2034
DSBP 24/03/2020 58,297 – – – 58,297 24/03/2023 23/03/2030
ERP 12/01/2021 308,712 – – – 308,712 12/01/2024 11/01/2031
12/01/2021 308,712 – – – 308,712 12/01/2025 11/01/2031
12/01/2021 308,714 – – – 308,714 16/03/2026 11/01/2031
Gareth Wright
LTIP 15/04/2024 – – 152,091 – 152,091 15/04/2027 14/05/2034
ERP
2
12/01/2021 118,816 (118,816) – – – 12/01/2024 11/01/2031
12/01/2021 118,816 – – – 118,816 12/01/2025 11/01/2031
12/01/2021 118,817 – – – 118,817 16/03/2026 11/01/2031
Patrick Martell
LTIP 15/04/2024 – – 164,250 – 164,250 15/04/2027 14/05/2034
ERP
3
12/01/2021 96,259 (96,259) – – – 12/01/2024 11/01/2031
12/01/2021 96,259 – – – 96,259 12/01/2025 11/01/2031
12/01/2021 96,259 – – – 96,259 16/03/2026 11/01/2031
1 Excludes accrued dividends
2 On 2 April 2024, Gareth Wright exercised the vested ERP award granted in 2021 plus 2,652 related dividend shares (121,468 options in total). Thecost
of exercise was 0.1p per share. He sold 57,872 shares to settle taxes due on exercise at a market price of 820.1537p per share. Gareth Wright is
required to hold the net shares until 12 January 2026
3 On 16 January 2024, Patrick Martell exercised the vested ERP awards granted in 2021 plus 2,148 related dividend shares (98,407 options in total).
The cost of exercise was 0.1p per share. He sold 46,855 shares to settle taxes due on exercise at a market price of 742.9163p per share
Single total figure of remuneration for the Chair and Non-Executive Directors (audited)
The remuneration of the Chair is determined by the Committee in consultation with the Group Chief Executive, while that
ofthe Non-Executive Directors is determined by the Chair and Executive Directors within the limits set by the Articles of
Association. The table below shows the actual fees paid to all Non-Executive Directors at 31 December 2024 and 2023.
2024 2023
Director Fees (£) Benefits
1
(£) Total (£) Fees (£) Benefits
1
(£) Total (£)
John Rishton (Chair) 419,375 7,678 427,053 406,000 6,043 412,043
Louise Smalley (Senior Independent Director and Remuneration
Committee Chair) 85,610 2,196 87,806 81,343 1,849 83,192
Maria Kyriacou (appointed July 2024) 34,133 – 34,133 – – –
Catherine Levene (appointed November 2024) 8,762 – 8,762 – – –
Andy Ransom 72,887 223 73,110 38,561 145 38,706
Gill Whitehead (Audit Committee Chair) 88,475 4,548 93,023 85,048 342 85,390
Joanne Wilson 72,887 – 72,887 70,063 364 70,427
Zheng Yin 72,887 3,888 76,775 70,063 2,036 72,099
David Flaschen (retired in June 2024) 34,554 3,699 38,253 70,063 9,547 79,610
Mary McDowell (retired in November 2024) 77,502 10,454 87,956 81,343 16,853 98,196
1 Benefits comprise the notional benefit of preparing and filing tax returns for Non-Executive Directors based outside the UK, together with
reasonable travel, subsistence, accommodation and other expenses incurred by the Chair and Non-Executive Directors in the course of
performing their duties and which are deemed by HMRC to be taxable in the UK. The Non-Executive Directors, including the Chair, do not
receiveprivate healthcare or life assurance and are not eligible to join the company’s pension schemes or share plans
Informa Annual Report and Accounts 2024
128
Governance
Directors’ Remuneration Report
continued

Chair and Non-Executive Directors’ share ownership (audited)
Details of the Non-Executive Directors’ interests in shares (including those held by connected persons) at 31 December 2024
and 2023 are set out below:
Non-Executive Directors
Shareholdings as at
31 December 2024
(orretirement)
Shareholdings as at
31 December 2023
John Rishton 19,716 19,716
Louise Smalley 8,000 8,000
Maria Kyriacou
1
0 –
Catherine Levene
1
0 –
Andy Ransom 13,730 13,730
Gill Whitehead 4,184 4,184
Joanne Wilson 5,612 5,400
Zheng Yin
2
0 0
David Flaschen
3
31,172 31,172
Mary McDowell
4
9,714 9,714
1 Maria Kyriacou and Catherine Levene joined the Board during the second half of 2024 and it is their intention to purchase shares in 2025 once the
closed period has ended
2 Capital control measures currently prevent Chinese citizens from investing in UK securities
3 Retired from the Board at the conclusion of the 2024 AGM
4 Retired from the Board on 30 November 2024 on completion of the combination with TechTarget
Between 31 December 2024 and the date of this report, John Rishton purchased a further 2,608 ordinary shares.
Other remuneration disclosures
Directors’ service contracts and letters of appointment
Details of the service contracts of the Executive Directors and the letters of appointment of the Non-Executive Directors at
31 December 2024 are as follows:
Non-Executive Directors Date of appointment
Date of current service contract
orletterofappointment
John Rishton 1 September 2016 5 January 2021
Stephen A. Carter 11 May 2010
1
30 May 2014
Gareth Wright 9 July 2014 9 July 2014
Patrick Martell 1 March 2021 1 March 2021
Louise Smalley 1 October 2021 30 September 2021
Maria Kyriacou 15 July 2024 12 July 2024
Catherine Levene 19 November 2024 18 November 2024
Andy Ransom 15 June 2023 8 March 2023
Gill Whitehead 1 August 2019 23 July 2019
Joanne Wilson 1 October 2021 30 September 2021
Zheng Yin 20 December 2021 16 December 2021
1 Stephen A. Carter was appointed as a Non-Executive Director on 11 May 2010 and became Group Chief Executive in late 2013
The Executive Directors have rolling service contracts with the company which have notice periods of 12 months on either
side. The company may terminate an Executive Director’s appointment with immediate effect without notice or payment
inlieu of notice under certain circumstances, as prescribed within the Executive Director’s service contract.
The letters of appointment for the Non-Executive Directors do not contain fixed term periods and can be terminated by
either party giving three months’ notice. The Non-Executive Directors are appointed with the expectation that they will
serve for a maximum of nine years subject to re-election at each AGM.
The service contracts of the Executive Directors and letters of appointment of the Non-Executive Directors are available
forinspection at the registered office during normal business hours and at the AGM.
Strategic Report Governance Financial Statements Additional Information
Informa Annual Report and Accounts 2024
129

Comparison of the Group Chief Executive’s remuneration to TSR
Informa’s TSR performance vs. comparator groups
The graphs below illustrate the Group’s TSR performance compared with the performance of the FTSE All-Share Media Index
and the FTSE 100 peer group in the ten-year period ended 31 December 2024. This index and peer group have been selected
for this comparison because the Group is a constituent company of both.
The following table sets out the total remuneration of the Group Chief Executive over the same period as the TSR graphs.
The percentages for STIP and LTIP outcomes are expressed as a percentage of the maximum opportunity available.
Year Group Chief Executive
CEO single figure of
remuneration
STIP payout
(% of maximum)
LTIP payout
(% of maximum)
2015 Stephen A. Carter £2,083,275 69.8% 34.6%
1
2016 Stephen A. Carter £3,407,650 40.0% 79.3%
2017 Stephen A. Carter £4,132,219 82.4% 83.0%
2018 Stephen A. Carter £4,125,262 93.3% 93.9%
2019 Stephen A. Carter £3,112,342 71.8% 70.2%
2020 Stephen A. Carter £2,720,172 53.6% 50.7%
2021 Stephen A. Carter £2,809,612 89.0%
2
41.5%
2022 Stephen A. Carter £4,103,002 89.7%
2
50.0%
2023 Stephen A. Carter £4,192,423 86.7%
2
100.0%
2024 Stephen A. Carter £5,487,898 100.0% 100.0%
1 The LTIP award which vested in 2015 was pro-rated to reflect Stephen A. Carter’s time as CEO-Designate during 2013, the first year of the
performance period
2 Under the terms of the Policy approved by shareholders in December 2020, the maximum STIP payout for the financial years ending 31 December
2021, 2022 and 2023 was reduced to 100% of base salary
Relative importance of spend on pay
Informa is a business built on the expertise, high-quality relationships and commitment demonstrated by its colleagues
around the world. The Group believes in the importance of investing in colleagues and offering market competitive salaries,
as well as flexible benefits and further opportunities such as ShareMatch. The table below shows the aggregate colleague
remuneration, dividends paid, revenue and operating profit as stated in the Financial Statements, for the years ended
31 December 2024 and 31 December 2023:
2024 2023 % change
Average number of colleagues
1
13,092 12,295 6.5
Aggregate colleague remuneration (£m)
1
£853.5 £782.8 9.0
Remuneration per colleague (£) £65,192 £63,668 2.4
Shareholder returns – Dividends paid in the year
2
(£m) £248.2 £176.6 40.5
– Shares repurchased in the year
3
(£m) £421.5 £544.9 (22.6)
1 Figures taken from Note 8 to the Consolidated Financial Statements
2 Figures taken from Note 13 to the Consolidated Financial Statements
3 Excludes commission and stamp duties due on the share buyback
2014 2023
0
50
100
150
200
300
250
2015 2016 2017 2018 2019 2020 2021 2022
Informa F TSE 100
2024
2014 2023
0
50
100
150
200
250
300
2015 2016 2017 2018 2019 2020 2021 2022
Informa FTSE All-Share Media
2024
Informa Annual Report and Accounts 2024
130
Governance
Directors’ Remuneration Report
continued

Pay ratios
The table below sets out the Group Chief Executive pay ratios as at 31 December 2024 and those for the prior five years. The
disclosure will build up over time to cover a rolling ten-year period.
Year Method Lower quartile Median Upper quartile
2024 Option A Pay ratio 134.4x 96.4x 63.4x
Salary £36,107 £49,608 £72,345
Total pay and benefits £40,822 £56,954 £86,618
2023 Option A Pay ratio 112.2x 78.0x 51.2x
Salary £34,980 £47,643 £70,000
Total pay and benefits £37,376 £53,756 £81,963
2022 Option A Pay ratio 110.8x 78.9x 52.3x
Salary £33,000 £45,000 £65,339
Total pay and benefits £36,009 £51,263 £76,643
2021 Option A Pay ratio 83.2x 60.5x 39.8x
Salary £30,843 £41,200 £60,117
Total pay and benefits £31,130 £44,965 £69,218
2020 Option A Pay ratio 88.3x 65.0x 42.7x
Salary £28,436 £38,000 £56,500
Total pay and benefits £29,910 £41,418 £64,519
2019 Option A Pay ratio 100.5x 74.6x 47.9x
Salary £27,836 £38,570 £56,100
Total pay and benefits 30,970 £41,748 £65,031
In the final quarter of 2024, we completed two acquisitions for the Informa Group, the addition of Ascential in October and
the combination with TechTarget in December. As these transactions completed towards the end of the financial year,
colleagues in the acquired businesses have not been included in the pay ratio calculations for 2024. These colleagues will
beincorporated from 2025 onwards as we report under our new organisational structure (see page 3 for details).
The ratios compare the single total figure of remuneration of the Group Chief Executive with the equivalent for the lower
quartile, median and upper quartile UK colleagues (calculated on a full-time basis). While the Group Chief Executive is based
in the UK, his role and remit are international, and the pay ratios required by the Companies (Miscellaneous Reporting)
Regulations 2018 take no account of the remuneration received by colleagues based outside the UK (circa 70% of colleagues).
The rules relating to this disclosure set out three possible methodologies, termed Options A, B and C. The Committee has
selected Option A as the most appropriate for the company on the basis that it provides the most robust and statistically
accurate means of identifying the lower quartile, median and upper quartile colleagues, and is consistent with the Group’s
pay, reward and progression policies.
The total compensation calculations for UK colleagues include salary, bonus payments and benefits package, and LTIP
earnings where appropriate. Base salaries of all colleagues, including the Executive Directors, are set with reference to a
range of factors including market comparators, individual experience and performance in role. The Committee notes that
year-on-year aggregate colleague remuneration has increased largely as a result of the efforts the company has made to
support colleagues with higher cost of living salary increases, particularly in countries where colleagues have been most
affected by the cost of living crisis and high inflationary environments (4% for the majority in 2024).
Due to the structure of the Group Chief Executive’s annual remuneration, where a significant proportion is made up of
variable, performance-related pay which is affected by share price movements, the pay ratios will vary, potentially
significantly, year-on-year.
Strategic Report Governance Financial Statements Additional Information
Informa Annual Report and Accounts 2024
131

Change in Directors’ pay in comparison to that of Informa UK colleagues
The next table shows the percentage change in the Directors’ salary or fees, benefits and bonus compared to the average
change in salary, benefits and bonus for a comparison group of all UK colleagues:
2024 2023 2022 2021 2020
Executive Directors
Salary
1
%
Benefits
2
%
Bonus
3
%
Salary
1
%
Benefits
2
%
Bonus
%
Salary
1
%
Benefits
2
%
Bonus
%
Salary
1
%
Benefits
2
%
Bonus
%
Salary
1
%
Benefits
2
%
Bonus
%
Stephen A. Carter 3.3 89.6 137.8 3.0 (3.9) 0.5 4.0 (23.4) 4.8 0.0 (29.3) (5.1) 0.0 (24.8) (26.1)
Gareth Wright 3.3 (1.8) 78.3 3.0 1.0 0.5 6.0 (5.8) 6.9 0.0 0.5 10.7 0.0 8.9 (22.1)
Patrick Martell 5.6 67.9 83.6 3.0 61.5 0.5 4.0 8.2 19.5 – – – – – –
All UK colleagues
4
3.4 21.5 30.7 6.2 (13.5) (9.8) 8.2 40.9 44.2 6.7 (8.3) 30.5 1.8 (3.2) (37.4)
Non-Executive Directors
John Rishton
5
3.3 – – 3.0 – – 56.3 – – 239.3 – – 0.0 – –
Louise Smalley
6,8
5.3 – – 3.0 – – 20.9 – – – – – – – –
Maria Kyriacou
7
n/a – – – – – – – – – – – – – –
Catherine Levene
7
n/a – – – – – – – – – – – – – –
Andy Ransom
8
4.0 – – – – – – – – – – – – – –
Gill Whitehead
8
4.0 – – 3.0 – – 12.5 – – 19.9 – – 0.0 – –
Joanne Wilson
8
4.0 – – 3.0 – – 4.1 – – – – – – – –
Zheng Yin
8
4.0 – – 3.0 – – 4.1 – – – – – – – –
Mary McDowell
9
(4.7) – – 3.0 – – 18.4 – – 2.1 – – 0.0 – –
David Flaschen
9
(50.7) – – 3.0 – – 4.1 – – 0.0 – – 0.0 – –
1 The calculations for Directors’ salary/fees have been made using the contractual base pay of the Executive Directors and fees for the
Non-Executive Directors
2 Benefits received by the Executive Directors include costs to the company of private medical and life insurance, travel insurance, car benefits
(which may include a car allowance or driver costs in lieu), professional advice, spousal/partner business travel expenses where appropriate and
the value of ShareMatch matching share awards. Benefits received by the Non-Executive Directors (disclosed on page 128) relate to expenses
incurred in the course of their duties. These expenses, which are deemed as taxable benefits by HMRC, may vary year-on-year and do not provide
an accurate comparison to the benefits received by colleagues, so are not included
3 The maximum bonus quantum for Executive Directors was increased in 2024 in line with the Policy approved by shareholders at the 2022 AGM
4 Informa PLC has no employees and therefore the average for all UK colleagues has been selected as the appropriate comparator group
5 John Rishton was appointed as Chair in June 2021
6 Louise Smalley was appointed as Senior Independent Director from December 2024
7 Maria Kyriacou was appointed to the Board on 15 July 2024 and Catherine Levene was appointed to the Board on 19 November 2024
8 For fair comparison, where a Director was appointed during the year, the percentage change for their fees between the year of their appointment
and the following year have been calculated using the full-time equivalent fee for the year of their appointment
9 Mary McDowell retired from the Board on 30 November 2024 and David Flaschen retired from the Board on 21 June 2024
Dilution of share capital by share plans
Informa uses a combination of market purchased and newly issued shares to satisfy all-colleague and executive share plans.
All shares used to satisfy our share plans are held by the Informa Employee Share Ownership Trust. Details of the number of
shares held by the Trust during the year are set out in Note 37 to the Consolidated Financial Statements.
During 2024 we complied with The Investment Association’s Principles of Remuneration with regard to dilution limits.
Informa Annual Report and Accounts 2024
132
Governance
Directors’ Remuneration Report
continued

The Directors present their report and the audited Consolidated Financial Statements of the Parent Company and the Group
and Parent Company Financial Statements for the year ended 31 December 2024.
This section contains the remaining matters the Directors are required to report on each year and which do not appear
elsewhere in the Annual Report. Additional information incorporated into this section by reference – including information
that is required in accordance with the Companies Act 2006 (Act) and Listing Rule 6.6.1R – can be found on the following pages:
Information Page(s)
Future business developments 2 to 79
Risk factors and principal risks 60 to 70
Colleague engagement and employment policies 94 and 134
Stakeholder engagement – suppliers, customers and others 94 to 95
Greenhouse gas emissions 23
Viability and Going Concern Statements 73
Governance arrangements 81 to 135
Section 172 Statement 92 to 93
Long-term incentive arrangements 115 to 132
Dividends 171
Financial instruments, financial risk management objectives and policies 192 to 199
Post balance sheet events 221
Annual General Meeting
Informa PLC’s 2025 AGM will be held
at Maison Albar Hotel, 6 avenue
de Suède, 06000 Nice, France on
Thursday 19 June 2025.
The Notice of Meeting, together with
a letter from the Board Chair and
explanatory notes on the resolutions
to be considered, are set out in a
separate circular that has been sent
to shareholders and is available on
our website.
Articles of Association
The company’s Articles of Association
(Articles) were last approved at the 2020
AGM. They include provisions on the
rights and obligations attached to the
company’s shares, the appointment and
removal of Directors, and the conduct
of the Board and general meetings.
The Articles may only be amended by
special resolution at a general meeting
of shareholders, with approval from at
least 75% of those voting in person or
by proxy.
A copy of our Articles can be found on
Informa’s website or obtained free of
charge from Companies House.
Directors
The names and biographical details of
Informa’s Directors at the year end and
at the date of this Annual Report are set
out on pages 81 to 83 and incorporated
by reference. Each will offer themselves
for re-election at the AGM in June 2025.
David Flaschen served as an
independent Non-Executive Director
until his retirement at the conclusion
ofthe 2024 AGM.
Mary McDowell served as an
independent Non-Executive Director
until 30 November 2024.
Directors may be appointed or
removed by the Board or by
shareholders in a general meeting.
Subject to the Act and the Articles,
theDirectors may exercise all the
powers of the company and may
delegate authorities to Committees,
and day-to-day management and
decision making to individual
ExecutiveDirectors.
The Directors’ Remuneration Report on
pages 115 to 132 contains details of the
remuneration paid to the Directors,
their interests in the shares of the
company and any awards granted to
the Executive Directors under all-
colleague or executive share schemes.
It also summarises the terms of
Executive Directors’ service agreements
and the letters of appointment of the
Non-Executive Directors. These are
available for inspection at Informa’s
registered office.
Directors’ conflicts of
interests and indemnities
Directors have a statutory duty to avoid
conflicts of interest with the company.
Our Articles allow the Board to approve
conflicts of interest and include other
conflict of interest provisions. No
Director had a material interest in any
contract in relation to the company’s
business during the year.
To the extent permitted by English law
and the Articles, Informa has agreed to
indemnify the Directors in respect of
any liability arising from or connected
with the execution of their powers,
duties and responsibilities as a Director
of the company, of any of its
subsidiaries or as a trustee of an
occupational pension scheme for
colleagues. The indemnity would not
provide coverage where the Director is
proved to have acted fraudulently or
dishonestly. The company purchases
and maintains Directors’ and Officers’
insurance cover against certain legal
liabilities and the costs of claims
connected with any act or omission by
Directors and officers in the execution
of their duties.
Strategic Report Governance Financial Statements Additional Information
Informa Annual Report and Accounts 2024
133
Directors’ Report

Employment policy matters
Informa fully complies with all national
equal opportunities legislation and
makes recruitment and promotion
decisions based solely on the ability to
perform each role.
Under UK law and required disclosures
around the employment of people
with disabilities, we can confirm that
we give full and fair consideration to
colleagues and applicants with
disabilities and provide facilities,
equipment and training to assist
disabled colleagues to do their jobs.
If a colleague becomes disabled during
their employment, every effort is made
to ensure that they can continue their
current employment by providing
specialised training and reasonable
adjustments or accommodations to the
working environment. We also seek to
provide opportunities for retraining
and redeployment within the business.
Share capital
Informa PLC is a public company limited
by shares, incorporated in England and
Wales. All the company’s ordinary
shares are listed on the London Stock
Exchange (100% free float).
The company has one class of shares,
being ordinary shares of 0.1p each. All
issued shares are fully paid up and carry
no additional obligations or special
rights. Each share carries the right to one
vote at shareholder meetings.
On a show of hands, each holder of
ordinary shares who attends in person
or is present by proxy or corporate
representative has one vote. On a poll,
every holder of ordinary shares
present in person, by proxy or
corporate representative has one
votefor every share held.
Electronic and paper proxy
appointments and voting instructions
must be received no later than 48
hours before a general meeting.
Holders of ordinary shares can lose
their entitlement to vote at general
meetings if they have been served with
a disclosure notice and failed to
provide the company with information
concerning interests held in those
shares. Except as set out above, there
are no limitations on voting rights of
holders of a given percentage, number
of votes or deadlines for exercising
voting rights.
There are no restrictions on the
transfer of securities in the company
except as set out in the Articles.
Informa is not aware of any
agreements between holders of
ordinary shares that may result in
restrictions on the transfer of
securities or on voting rights.
At the 2024 AGM, the Directors were
granted authority to purchase up to
136,087,000 ordinary shares in the
market, equal to 10% of issued share
capital at the time that the Notice of
AGM was approved. During 2024, the
company purchased and cancelled
51,554,769 ordinary shares (3.9% of
issued capital at 31 December 2024).
The Directors propose to renew this
authority to purchase shares at the
2025 AGM.
More details of our issued share
capital at 31 December 2024, together
with details of shares issued or
repurchased during the year, are
shown in Note 36 to the Consolidated
Financial Statements.
Employee Benefit Trust
From time to time, shares are held by
atrustee in order to satisfy colleagues’
entitlements to shares under the
Group’s share schemes. The shares
held by the trusts do not have any
special rights with regard to control of
the company. While these shares are
held on trust, their rights are not
exercisable directly by the relevant
colleagues. The current arrangements
concerning trusts and their
shareholdings in the company are set
out in Note 37 to the Consolidated
Financial Statements.
Major interests in shares
The next table shows the notifications
of major voting interests in the
company’s shares as at 31 December
2024 in accordance with the FCA’s
Disclosure and Transparency Rules
(DTR5). All notifications made to the
company under DTR 5 are published on
a Regulatory Information Service and
are available on Informa’s website.
No additional notifications have been
received between 31 December 2024
and the date of this report.
Shareholder
%
shareholding
BlackRock, Inc. 5.92
Newton Investment
Management Ltd 4.93
Lazard Asset
Management LLC 4.30
Norges Bank 4.00
Artemis Investment
Manager LLP 3.59
Invesco Ltd 3.55
The information above was correct at
the date of notification to the company.
Change of control
There are no significant agreements to
which the company is a party that take
effect, alter or terminate on a change
of control following a takeover bid,
except for the Group’s principal
borrowings described in Note 29 to the
Consolidated Financial Statements.
The company does not have
agreements with any Director or
colleague that would provide
compensation for loss of office or
employment resulting from a change
ofcontrol on takeover, except those
provisions in the company’s share
schemes that may cause options and
awards granted to colleagues to vest
on a takeover.
Political donations
In line with Group policy, no donations
were made to political parties or
organisations or independent election
candidates, and no political expenditure
was incurred during the year ended
31 December 2024.
Subsidiaries and
overseasbranches
Details of Group subsidiaries are given
in Note 41 to the Consolidated Financial
Statements.
Informa operates branches in
Australia, Bangladesh, China, France,
Hong Kong, Japan, Luxembourg,
Malaysia, the Netherlands, Singapore,
South Africa, South Korea, Taiwan,
the United Arab Emirates, the US
and Vietnam.
Informa Annual Report and Accounts 2024
134
Governance
Directors’ Report
continued

The Directors are responsible for
preparing the Annual Report and
Accounts in accordance with applicable
law and regulations.
Company law requires the Directors to
prepare Financial Statements for each
financial year. Under that law, the
Directors have prepared the Group
Financial Statements in accordance
with UK-adopted International
Accounting Standards and the Parent
Company Financial Statements in
accordance with UK Generally Accepted
Account Practice (UK Accounting
Standards comprising FRS 102: The
Financial Reporting Standard
applicable in the UK and Republic
ofIreland), and applicable law.
Under company law, the Directors must
not approve the Financial Statements
unless they are satisfied that they give
a true and fair view of the state of
affairs of the Group and the company
and of the profit or loss of the Group
and the company for that period.
In preparing the Parent Company
Financial Statements, the Directors
arerequired to:
• Select suitable accounting policies
and then apply them consistently
• Make judgements and accounting
estimates that are reasonable
andprudent
• State whether applicable UK-adopted
International Accounting Standards
have been followed for the Group
Financial Statements and whether
United Kingdom Accounting
Standards, comprising FRS 102, have
been followed for the company
Financial Statements, subject to any
material departures disclosed and
explained in the Financial Statements
• Prepare the Financial Statements on
the going concern basis unless it is
inappropriate to presume that the
Group and the company will
continuein business
The Directors are responsible for
safeguarding the assets of the
Groupand the company and for
takingreasonable steps for the
preventionand detection of
fraudandother irregularities.
The Directors are also responsible for
keeping adequate accounting records
that are sufficient to show and explain
the Group’s and the company’s
transactions and disclose with
reasonable accuracy at any time the
financial position of the Group and the
company and enable them to ensure
that the Financial Statements and the
Directors’ Remuneration Report
comply with the Companies Act 2006.
The Directors are responsible for the
maintenance and integrity of the
company’swebsite.
Legislation in the UK governing the
preparation and dissemination of
Financial Statements may differ from
legislation in other jurisdictions.
Directors’ confirmations
The Directors consider that the Annual
Report and Accounts, taken as a whole,
is fair, balanced and understandable,
and provides the information
necessary for shareholders to assess
the Group’s and company’s position
and performance, business model
andstrategy.
Each of the Directors, whose names
and functions are listed on pages 81
to83, confirm that, to the best of
theirknowledge:
• The Group Consolidated Financial
Statements, which have been
prepared in accordance with
UK-adopted International Accounting
Standards, give a true and fair view
of the assets, liabilities, financial
position and profit of the Group
• The company Financial Statements,
prepared in accordance with UK
Accounting Standards comprising
FRS 102, give a true and fair view of
the assets, liabilities, financial
position and profit of the company
• The Strategic Report includes a fair
review of the development and
performance of the business and the
position of the Group and the
company, together with a description
of the principal risks and
uncertainties that the Group faces
Audit information
Each of the Directors in office at the date
this report is approved confirms that:
• To the best of their knowledge, there
is no relevant audit information of
which the Group’s and company’s
auditors are unaware, and
• They have taken all steps required
of them to make themselves aware
of any relevant audit information
and to establish that the Group’s
and the company’s auditors were
aware of that information
This confirmation is given and should
be interpreted in accordance with the
provisions of section 418 of the
Companies Act 2006.
Reappointment of auditors
A resolution proposing the
reappointment of
PricewaterhouseCoopers LLP as the
company’s auditors will be put to
shareholders at the 2025 AGM.
By order of the Board
Rupert Hopley
General Counsel and Company
Secretary
13 March 2025
Informa PLC
5 Howick Place
London SW1P 1WG
Company Number: 08860726
Strategic Report Governance Financial Statements Additional Information
Informa Annual Report and Accounts 2024
135
Statement of Directors’ responsibilities

Informa Annual Report and Accounts 2024
136
Financial Statements
Financial Statements
Contents
Independent auditors’ report 137
Consolidated Financial Statements
Consolidated Income Statement 145
Consolidated Statement
of Comprehensive Income 146
Consolidated Statement
of Changes in Equity 147
Consolidated Balance Sheet 148
Consolidated Cash Flow Statement 149
Notes to the Consolidated
Financial Statements 150
Parent Company
financialstatements
Parent Company balance sheet 222
Parent Company statement
of changes in equity 223
Notes to the Parent Company
financial statements 224
Other financial information
Audit exemption 229
Glossary of terms: alternative
performance measures 231
Five-year summary 233

Report on the audit of the
financial statements
Opinion
In our opinion:
• Informa PLC’s Consolidated Financial
Statements and Parent Company
Financial Statements (the “financial
statements”) give a true and fair view
of the state of the Group’s and of the
Parent Company’s affairs as at
31 December 2024 and of the
Group’s profit and the Group’s cash
flows for the year then ended;
• the Consolidated Financial Statements
have been properly prepared in
accordance with UK-adopted
international accounting standards
as applied in accordance with the
provisions of the Companies Act2006;
• the Parent Company Financial
Statements have been properly
prepared in accordance with United
Kingdom Generally Accepted
Accounting Practice (United Kingdom
Accounting Standards, including FRS
102 “The Financial Reporting
Standard applicable in the UK and
Republic of Ireland”, and applicable
law); and
• the financial statements have been
prepared in accordance with the
requirements of the Companies
Act2006.
We have audited the financial statements,
included within the Annual Report and
Accounts (the “Annual Report”), which
comprise: the Consolidated and Parent
Company Balance Sheets as at
31 December 2024; the Consolidated
Income Statement, the Consolidated
Statement of Comprehensive Income, the
Consolidated Cash Flow Statement and
the Consolidated and Parent Company
Statements of Changes in Equity for the
year then ended; and the notes to the
financial statements, comprising material
accounting policy information and other
explanatory information.
Our opinion is consistent with our
reporting to the Audit Committee.
Basis for opinion
We conducted our audit in accordance
with International Standards on
Auditing (UK) (“ISAs (UK)”) and
applicable law. Our responsibilities
under ISAs (UK) are further described
in the Auditors’ responsibilities for the
audit of the financial statements
section of our report. We believe that
the audit evidence we have obtained
issufficient and appropriate to provide
a basis for our opinion.
Independence
We remained independent of the
Group in accordance with the ethical
requirements that are relevant to our
audit of the financial statements in the
UK, which includes the FRC’s Ethical
Standard, as applicable to listed public
interest entities, and we have fulfilled
our other ethical responsibilities in
accordance with these requirements.
To the best of our knowledge and belief,
we declare that non-audit services
prohibited by the FRC’s Ethical Standard
were not provided.
Other than those disclosed in Note 6 of
the Consolidated Financial Statements,
we have provided no non-audit services
to the Parent Company or its controlled
undertakings in the period under audit.
Our audit approach
Overview
Audit scope
• We identified 32 components which
required an audit of their complete
financial information due to their
size or risk characteristics. An audit
of specific financial statement line
items was performed at a further 7
components. In addition, specific
audit procedures over central
functions, the Group consolidation
and areas of judgement (including
taxation, goodwill and intangible
assets impairment, treasury and
post-retirement benefits) were
directly led by the Group audit team.
• The audit work performed accounted
for 74% of consolidated revenue and
70% of consolidated adjusted profit
before tax on an absolute basis.
Key audit matters
• Recoverability of the carrying value
of goodwill in Informa Tech (Group)
• Valuation of the acquired intangibles
in respect of the Ascential and
TechTarget acquisitions (Group)
• Impairment of investments in
subsidiary undertakings
(ParentCompany)
Materiality
• Overall Group materiality:
£46 million (2023: £39 million) based
on approximately 5.0% (2023:
approximately 4.7%) of profit before
tax and adjusting items (adjusted
profit before tax).
• Overall Parent Company materiality:
£42.2 million (2023: £37.0 million)
based on approximately 0.3% (2023:
approximately 0.3%) of total assets
as constrained by the allocation of
overall Group materiality.
• Performance materiality: £34.5 million
(2023: £29.3 million) (Group) and
£31.6 million (2023: £27.8 million)
(Parent Company).
The scope of our audit
As part of designing our audit, we
determined materiality and assessed
the risks of material misstatement in
the financial statements.
Key audit matters
Key audit matters are those matters
that, in the auditors’ professional
judgement, were of most significance
in the audit of the financial statements
of the current period and include the
most significant assessed risks of
material misstatement (whether or not
due to fraud) identified by the auditors,
including those which had the greatest
effect on: the overall audit strategy;
the allocation of resources in the audit;
and directing the efforts of the
engagement team. These matters, and
any comments we make on the results
of our procedures thereon, were
addressed in the context of our audit
of the financial statements as a whole,
and in forming our opinion thereon,
and we do not provide a separate
opinion on these matters.
This is not a complete list of all risks
identified by our audit.
Valuation of the acquired intangibles in
respect of the Ascential and TechTarget
acquisitions is a new key audit matter
this year. Valuation of the acquired
intangibles in respect of the Tarsus and
Winsight acquisitions, which was a key
audit matter last year, is no longer
included because of the one off nature
of acquisition accounting. Otherwise,
the key audit matters below are
consistent with last year.
Strategic Report Governance Financial Statements Additional Information
Informa Annual Report and Accounts 2024
137
Independent auditors’ report to the members of Informa PLC

Key audit matter How our audit addressed the key audit matter
Recoverability of the carrying value of goodwill
in Informa Tech (Group)
Refer to Note 2 Material accounting policies and
Note 15 Goodwill in the Consolidated Financial
Statements.
The Group has goodwill of £7,787.0m at
31 December 2024 (2023: £6,629.8m) which
includes £835.1m (2023: £824.6m) relating to the
Informa Tech cash generating unit (‘CGU’).
Management performs an annual impairment test
in respect of goodwill on a divisional basis reflecting
the lowest level at which it monitors goodwill.
In the current year, management determined the
recoverable amount of its CGUs by preparing
discounted cash flow models on a fair value less
cost of disposal (‘FVLCD’) basis which are based
on the Group’s latest cash flow projections, as this
was higher than using a value in use basis. The
key judgements and estimates in the projections
include revenue growth, operating profit,
long-term growth and the discount rate. Changes
in these assumptions can have a significant
impact on the headroom available in the
impairment calculations.
We considered the recoverability of the carrying
value of goodwill in Informa Tech as a key audit
matter due to its material size and headroom in
the model being sensitive to changes in key
assumptions.
In respect of the Informa Tech CGU our procedures included:
• testing the completeness and accuracy of the model as well as the
underlying data, which included reconciling the cash flows to the
Board approved budgets and forecasts;
• evaluating the significant assumptions used by management in
determining future cash flows, including corroborating revenue
growth projections to third party forecasts and assessing the
reasonableness of revenue, cost and operating margins based on
our understanding of the business, industry and past performance;
• challenging the extent to which climate change considerations are
reflected, as appropriate, in management’s projections;
• with the support of our valuations experts, challenged the discount
and long-term growth rates used and whether they fell within a
reasonable range, taking into account external market data;
• assessing whether the cash flows in the model are consistent with
internal reporting forecasts used in other estimates and judgements
across the Group, where relevant;
• performing our own sensitivities to form an independent view on
reasonable downside scenarios; and
• benchmarking the multiple implied by the recoverable amount to
EBITDA multiples of comparable companies.
In addition, we assessed the completeness and accuracy of the
disclosure included in Note 15 Goodwill of the Consolidated Financial
Statements and challenged management to consider the estimation
uncertainty in the next financial year arising from the formation of the
new Informa TechTarget CGU.
As a result of our work, we are satisfied that management’s
assessment and disclosure is appropriate and that no impairment is
required at 31 December 2024.
Informa Annual Report and Accounts 2024
138
Financial Statements
Independent auditors’ report to the members of Informa PLC
continued

Key audit matter How our audit addressed the key audit matter
Valuation of the acquired intangibles in
respect of the Ascential and TechTarget
acquisitions (Group)
Refer to Note 2 Material accounting policies,
Note3 Critical accounting judgements and key
sources of estimation uncertainty and Note 17
Business combinations in the Consolidated
Financial Statements.
During 2024, the Group completed ten
businesscombinations, the most significant
beingthe acquisitions of Ascential plc and
TechTarget, Inc. for a consideration of £1,198.5m
and £429.2m (netof non-controlling interests
of£323.8m) respectively.
With the assistance of its valuation experts,
management has undertaken a provisional
purchase price allocation identifying and
recognising acquired intangible assets. For the
Ascential acquisition these included customer
relationships of £123.5m and trade names of
£439.6m. In respect of the TechTarget acquisition,
customer relationships of £311.0m, product
development assets of £90.6m and trade names
of £51.2m wererecognised.
Accounting for business combinations can be
complex, particularly in relation to the
identification of acquired intangible assets which
relies on management’s estimate of future cash
flows, royalty rates and customer attrition rates.
Changes in these assumptions can have a
significant impact on the valuation.
We considered the valuation of the acquired
intangibles in Ascential and TechTarget as a key
audit matter due to their material size and given
that changes in key assumptions can have a
significant impact on their valuation.
Our audit procedures in respect of the valuation of the acquired
intangibles in the Ascential and TechTarget acquisitions included
thefollowing:
• with the assistance of our valuation experts, we reviewed the
purchase price allocation reports provided by management’s experts
and considered their competence and ability to prepare an analysis
to reasonably estimate the value of the acquired intangible assets;
• we assessed the completeness and valuation of the intangible assets
recognised by management and the valuation methodologies adopted;
• we challenged the discount and long term growth rates used and
whether they fell within a reasonable range, taking into account
external market data;
• we agreed the cash flow projections supporting the acquired
intangible asset valuations to management’s acquisition models. We
challenged the key assumptions used in the cash flows, such as
revenue growth and EBITDA margins, by reference to historical
growth rates, Informa’s own forecasts for comparable businesses
and industry information, where available;
• we considered the reasonableness of key assumptions in the model,
including customer attrition and royalty rates, with reference to the
relative strength of the brands and events acquired, recent
comparable transactions and historical attrition data of the acquired
businesses and Informa’s own comparable businesses; and
• we reviewed and challenged management’s disclosures in the
Consolidated Financial Statements to ensure they were consistent
with the work performed and that the disclosure appropriately
described the key estimation uncertainties in the valuation.
Based on our procedures, we are satisfied that the valuation
methodologies, key assumptions and calculations used by
management are appropriate.
Strategic Report Governance Financial Statements Additional Information
Informa Annual Report and Accounts 2024
139

Key audit matter How our audit addressed the key audit matter
Impairment of investments in subsidiary
undertakings (parent)
At 31 December 2024, the Parent Company held
investments in subsidiary undertakings amounting
to £7,581.2m (2023: £7,259.7m (Restated)).
Investments in subsidiary undertakings are
accounted for at historical cost less
accumulatedimpairment.
Judgement is required to assess if impairment
indicators exist and, where indicators are
identified, if the investment carrying value is
supported by the recoverable amount. In assessing
for impairment indicators, management considers
the market capitalisation of the Group, net assets
of the subsidiary undertakings, the results of their
annual goodwill impairment assessment and other
facts and circumstances which may be indicative of
an impairment indicator.
Based on management’s assessment, an
impairment indicator was identified at
31 December 2024 in respect of the Parent
Company’s investment in Informa Jersey Limited
and a prior period impairment of £906.9m has
been recorded in respect of the year ended
31 December 2022.
The prior year has been restated to adjust for this
impairment. Refer to Note 2 Significant
accounting policies, Note 3 Critical accounting
judgements and key sources of estimation
uncertainty, Note 4 Investments in subsidiary
undertakings and Note 13 Restatement in the
Parent Company Financial Statements for details
of management’s impairment test, impairment
identified and prior year restatements.
In respect of investments in subsidiary undertakings in the Parent
Company, we undertook the following to test management’s
assessment for indicators of impairment:
• evaluated and challenged management’s assessment and
judgements, including ensuring that consideration had been given to
the results of the Group’s goodwill impairment assessment;
• verified the mathematical accuracy of management’s assessment
including that the net assets of the subsidiaries being assessed
agreed to the respective subsidiary balance sheets; and
• examined management’s assessment of other internal and external
impairment indicators, including considering the market
capitalisation of the Group with reference to the net assets of the
Parent Company and other events across the Group to identify other
possible impairment indicators.
In respect of the Informa Jersey Limited investment where indicators of
impairment were identified, management prepared a detailed cash
flow model on a FVLCD basis to estimate the recoverable amount. Our
procedures included:
• testing the completeness and accuracy of the model, including the
treatment of related party balances in the determination of the
recoverable amount;
• assessing whether the cash flows used in the model are consistent
with internal reporting forecasts used in other estimates and
judgements across the Group, including the Group’s goodwill
impairment assessment;
• with the support of our valuations experts, challenged the discount
and long-term growth rates used and whether they fell within a
reasonable range; and
• we challenged management as to the appropriateness of the period
to which the impairment indicator arose with reference to the
activities and results of the Group and the Parent Company.
In respect of the prior year impairment recorded, we challenged the
appropriateness of the impairment including management’s
calculation of the recoverable amount at 31 December 2022 and the
accuracy of related party and cash balances.
Based on our procedures performed, we are satisfied that the prior
year impairment recorded is reasonable and has been appropriately
disclosed in the Annual Report.
How we tailored the audit scope
We tailored the scope of our audit to
ensure that we performed enough
work to be able to give an opinion on
the financial statements as a whole,
taking into account the structure of the
Group and the Parent Company, the
accounting processes and controls, and
the industry in which they operate.
In 2024, the Group was organised into
four divisions – Taylor & Francis,
Informa Markets, Informa Connect and
Informa Tech, as well as a corporate
function. Each division is further divided
into business units which align to a legal
entity or business in a specific country.
A separate divisional management team
oversees the operations of each
division. For the purposes of our audit,
we have identified each business unit
asa component.
The accounting processes for each
division are principally undertaken by
the Group’s shared service centres in
Colchester (UK), Cairo (Egypt),
Sarasota (US), New York (US),
Cleveland (US), Hong Kong (HK) and
Shanghai (China). Each component
reports to the Group through an
integrated consolidation system.
Based on our risk and materiality
assessments, we determined which
components required an audit of their
complete financial information having
consideration to the significance of
each component due to size or risk and
the overall coverage obtained over
each material line item in the
Consolidated Financial Statements.
Informa Annual Report and Accounts 2024
140
Financial Statements
Independent auditors’ report to the members of Informa PLC
continued

Financial statements – Group Financial statements – Parent Company
Overall materiality
£46 million (2023: £39 million). £42.2 million (2023: £37 million).
How we
determinedit
approximately 5.0% (2023: approximately 4.7%) ofprofit
before tax and adjusting items (adjustedprofitbefore
tax)
approximately 0.3% (2023: approximately 0.3%) of
totalassets as constrained by the allocation of overall
Group materiality
Rationale for
benchmark applied
Profit before tax and adjusting items is used as the
materiality benchmark. The directors use this measure
as they believe that it reflects the underlying
performance of the Group.
We have considered the nature of the business of
Informa PLC (being a holding company for investment
activities) and have determined that total assets are an
appropriate basis for the calculation of the overall
materiality level.
We challenged the extent to which
climate change considerations including
the expected cash flows from the
initiatives and commitments had been
reflected, where appropriate, in
management’s impairment assessment
process, going concern assessment and
viability assessment. While climate
impacts are not included within
management’s forecasts on the
grounds of materiality, our independent
sensitivities confirmed that these did
not have a material impact on key audit
matters or change the conclusions
reached. We assessed the consistency
of other information disclosed in the
Annual Report with the Consolidated
Financial Statements, and with our
knowledge obtained from the audit.
Materiality
The scope of our audit was influenced
by our application of materiality. We
set certain quantitative thresholds for
materiality. These, together with
qualitative considerations, helped us to
determine the scope of our audit and
the nature, timing and extent of our
audit procedures on the individual
financial statement line items and
disclosures and in evaluating the effect
of misstatements, both individually
and in aggregate on the financial
statements as a whole.
Based on our professional judgement,
we determined materiality for the
financial statements as a whole
asfollows:
The financial statements of the Parent
Company are prepared using the same
accounting processes as the Group’s
central functions and were audited by
the Group audit team.
The impact of climate risk
onouraudit
In planning and executing our audit, we
considered the potential impact of
climate change on the Group’s business
and the financial statements. The
Group has set out its climate related
intention and metrics as part of its
FasterForward programme.
As a part of our audit, we made
enquiries of management to
understand the extent of the potential
impact of the physical and transitional
climate change risk on the
Consolidated Financial Statements. We
also discussed the climate change
initiatives and commitments from
FasterForward and other initiatives to
reduce CO
2
emissions, and the impact
these have on the Group including on
future cash flow forecasts.
Management considers that the impact
of climate change does not give rise to
a material financial statement impact.
With the assistance of our climate
change specialists we evaluated
management’s risk assessment and
understood the Group’s governance
processes including the Climate Impacts
Steering Committee. We performed an
audit risk assessment of how the
impact of the Group’s commitments in
respect of climate change including
FasterForward may affect the financial
statements and our audit.
We identified 32 components which
required an audit of their complete
financial information due to their size or
risk characteristics. An audit of specific
financial statement line items was
performed at a further 7 components.
In addition, specific audit procedures
over central functions, the Group
consolidation and areas of judgement
(including taxation, goodwill and
intangible assets impairment, treasury
and post-retirement benefits) were
directly led by the Group audit team.
Where the work was performed by
component audit teams, we determined
the level of involvement we needed to
have in the audit work at those
components to be able to conclude
whether sufficient appropriate audit
evidence had been obtained as a basis
for our opinion on the Consolidated
Financial Statements as a whole.
The Group audit team visited
component teams in the UK, US, Egypt,
Hong Kong and China during the 2024
audit cycle. In addition, our oversight
procedures included the issuance of
formal written instructions to
component auditors setting out the
work to be performed at each
component and regular communication
throughout the audit cycle including
regular component calls through video
conferencing, review of component
auditors workpapers and participation
in audit clearance meetings.
Taken together with the audit
procedures undertaken by the Group
audit team, the audit work performed
accounted for 74% of consolidated
revenue and 70% of consolidated
adjusted profit before tax on an absolute
basis. In addition, we have performed
disaggregated analytical review
procedures and an evaluation of entity
level controls, which covers a significant
portion of the Group’s smaller and lower
risk components that were not directly
included in our Group audit scope.
Strategic Report Governance Financial Statements Additional Information
Informa Annual Report and Accounts 2024
141

For each component in the scope of
our Group audit, we allocated a
materiality that is less than our overall
Group materiality. The range of
materiality allocated across
components was between £1 million
and £42.2 million.
We use performance materiality to
reduce to an appropriately low level
the probability that the aggregate of
uncorrected and undetected
misstatements exceeds overall
materiality. Specifically, we use
performance materiality in determining
the scope of our audit and the nature
and extent of our testing of account
balances, classes of transactions and
disclosures, for example in determining
sample sizes. Our performance
materiality was 75% (2023: 75%) of
overall materiality, amounting to
£34.5 million (2023: £29.3 million) for the
Consolidated Financial Statements and
£31.6 million (2023: £27.8 million) for the
Parent Company Financial Statements.
In determining the performance
materiality, we considered a number
of factors – the history of
misstatements, risk assessment and
aggregation risk and the effectiveness
of controls – and concluded that an
amount at the upper end of our
normal range was appropriate.
We agreed with the Audit Committee
that we would report to them
misstatements identified during our
audit above £2,300,000 (Group audit)
(2023: £1,950,000) and £2,100,000
(Parent Company audit)
(2023: £1,850,000) as well as
misstatements below those amounts
that, in our view, warranted reporting
for qualitative reasons.
Conclusions relating to
goingconcern
Our evaluation of the directors’
assessment of the Group’s and the
Parent Company’s ability to continue to
adopt the going concern basis of
accounting included:
• agreeing the underlying cash flow
projections to Board approved
Group level budgets and forecasts,
assessing how these forecasts are
compiled and assessing the historical
accuracy of management’s forecasts;
• evaluating the key assumptions
within management’s forecasts and
ensuring that such assumptions are
consistent with those modelled in
relation to management
impairment assessment;
• considering liquidity and available
financial resources;
• assessing whether the stress testing
performed by management
appropriately considered the principal
risks facing the business; and
• reading management’s paper to the
Audit Committee in respect of going
concern, and agreeing the forecasts
set out in this paper to the underlying
base case cash flow model.
Based on the work we have performed,
we have not identified any material
uncertainties relating to events or
conditions that, individually or
collectively, may cast significant doubt
on the Group’s and the Parent
Company’s ability to continue as a
going concern for a period of at least
twelve months from when the financial
statements are authorised for issue.
In auditing the financial statements, we
have concluded that the directors’ use
of the going concern basis of
accounting in the preparation of the
financial statements is appropriate.
However, because not all future events
or conditions can be predicted, this
conclusion is not a guarantee as to the
Group’s and the Parent Company’s
ability to continue as a going concern.
In relation to the directors’ reporting
on how they have applied the UK
Corporate Governance Code, we have
nothing material to add or draw
attention to in relation to the directors’
statement in the financial statements
about whether the directors
considered it appropriate to adopt the
going concern basis of accounting.
Our responsibilities and the
responsibilities of the directors with
respect to going concern are described
in the relevant sections of this report.
Reporting on other information
The other information comprises all of
the information in the Annual Report
other than the financial statements and
our auditors’ report thereon. The
directors are responsible for the other
information. Our opinion on the financial
statements does not cover the other
information and, accordingly, we do not
express an audit opinion or, except to the
extent otherwise explicitly stated in this
report, any form of assurance thereon.
In connection with our audit of the
financial statements, our responsibility
is to read the other information and, in
doing so, consider whether the other
information is materially inconsistent
with the financial statements or our
knowledge obtained in the audit, or
otherwise appears to be materially
misstated. If we identify an apparent
material inconsistency or material
misstatement, we are required to
perform procedures to conclude
whether there is a material
misstatement of the financial statements
or a material misstatement of the other
information. If, based on the work we
have performed, we conclude that there
is a material misstatement of this other
information, we are required to report
that fact. We have nothing to report
based on these responsibilities.
With respect to the Strategic Report
and Directors’ Report, we also
considered whether the disclosures
required by the UK Companies Act
2006 have been included.
Based on our work undertaken in the
course of the audit, the Companies
Act2006 requires us also to report
certain opinions and matters as
described below.
Strategic Report and
Directors’Report
In our opinion, based on the work
undertaken in the course of the audit,
the information given in the Strategic
Report and Directors’ Report for the
year ended 31 December 2024 is
consistent with the financial statements
and has been prepared in accordance
with applicable legal requirements.
In light of the knowledge and
understanding of the Group and Parent
Company and their environment
obtained in the course of the audit,
wedid not identify any material
misstatements in the Strategic Report
and Directors’ Report.
Informa Annual Report and Accounts 2024
142
Financial Statements
Independent auditors’ report to the members of Informa PLC
continued

Directors’ Remuneration
In our opinion, the part of the Directors’
Remuneration Report to be audited has
been properly prepared in accordance
with the Companies Act 2006.
Corporate Governance
Statement
The Listing Rules require us to review
the directors’ statements in relation to
going concern, longer-term viability
and that part of the Corporate
Governance Statement relating to the
Parent Company’s compliance with the
provisions of the UK Corporate
Governance Code specified for our
review. Our additional responsibilities
with respect to the Corporate
Governance Statement as other
information are described in the
Reporting on other information
section of this report.
Based on the work undertaken as part
of our audit, we have concluded that
each of the following elements of the
Corporate Governance Statement,
included within the Governance Report
is materially consistent with the
financial statements and our
knowledge obtained during the audit,
and we have nothing material to add or
draw attention to in relation to:
• The directors’ confirmation that they
have carried out a robust
assessment of the emerging and
principal risks;
• The disclosures in the Annual Report
that describe those principal risks,
what procedures are in place to
identify emerging risks and an
explanation of how these are being
managed or mitigated;
• The directors’ statement in the
financial statements about whether
they considered it appropriate to
adopt the going concern basis of
accounting in preparing them, and
their identification of any material
uncertainties to the Group’s and
Parent Company’s ability to continue
to do so over a period of at least
twelve months from the date of
approval of the financial statements;
• The directors’ explanation as to their
assessment of the Group’s and
Parent Company’s prospects, the
period this assessment covers and
why the period is appropriate; and
• The directors’ statement as to
whether they have a reasonable
expectation that the Parent Company
will be able to continue in operation
and meet its liabilities as they fall due
over the period of its assessment,
including any related disclosures
drawing attention to any necessary
qualifications or assumptions.
Our review of the directors’ statement
regarding the longer-term viability of
the Group and Parent Company was
substantially less in scope than an
audit and only consisted of making
inquiries and considering the directors’
process supporting their statement;
checking that the statement is in
alignment with the relevant provisions
of the UK Corporate Governance Code;
and considering whether the statement
is consistent with the financial
statements and our knowledge and
understanding of the Group and Parent
Company and their environment
obtained in the course of the audit.
In addition, based on the work
undertaken as part of our audit, we
have concluded that each of the
following elements of the Corporate
Governance Statement is materially
consistent with the financial
statements and our knowledge
obtained during the audit:
• The directors’ statement that they
consider the Annual Report, taken as
a whole, is fair, balanced and
understandable, and provides the
information necessary for the
members to assess the Group’s and
Parent Company’s position,
performance, business model and
strategy;
• The section of the Annual Report
that describes the review of
effectiveness of risk management
and internal control systems; and
• The section of the Annual Report
describing the work of the Audit
Committee.
We have nothing to report in respect of
our responsibility to report when the
directors’ statement relating to the
Parent Company’s compliance with the
Code does not properly disclose a
departure from a relevant provision of
the Code specified under the Listing
Rules for review by the auditors.
Responsibilities for the
financial statements
andtheaudit
Responsibilities of the directors for
the financial statements
As explained more fully in the
Statement of Directors’ responsibilities,
the directors are responsible for the
preparation of the financial statements
in accordance with the applicable
framework and for being satisfied that
they give a true and fair view. The
directors are also responsible for such
internal control as they determine is
necessary to enable the preparation of
financial statements that are free from
material misstatement, whether due to
fraud or error.
In preparing the financial statements,
the directors are responsible for
assessing the Group’s and the Parent
Company’s ability to continue as a
going concern, disclosing, as
applicable, matters related to going
concern and using the going concern
basis of accounting unless the directors
either intend to liquidate the Group or
the Parent Company or to cease
operations, or have no realistic
alternative but to do so.
Auditors’ responsibilities for the
audit of the financial statements
Our objectives are to obtain reasonable
assurance about whether the financial
statements as a whole are free from
material misstatement, whether due to
fraud or error, and to issue an auditors’
report that includes our opinion.
Reasonable assurance is a high level of
assurance, but is not a guarantee that
an audit conducted in accordance with
ISAs (UK) will always detect a material
misstatement when it exists.
Misstatements can arise from fraud or
error and are considered material if,
individually or in the aggregate, they
could reasonably be expected to
influence the economic decisions of
users taken on the basis of these
financial statements.
Irregularities, including fraud, are
instances of non-compliance with laws
and regulations. We design procedures
in line with our responsibilities,
outlined above, to detect material
misstatements in respect of
irregularities, including fraud.
Strategic Report Governance Financial Statements Additional Information
Informa Annual Report and Accounts 2024
143

Theextent to which our procedures
arecapable of detecting irregularities,
including fraud, is detailed below.
Based on our understanding of the
Group and industry, we identified that
the principal risks of non-compliance
with laws and regulations related to
data privacy regulations, prohibited
business practices and anti-bribery and
corruption laws, and we considered the
extent to which non-compliance might
have a material effect on the financial
statements. We also considered those
laws and regulations that have a direct
impact on the financial statements such
as the Companies Act 2006 and
applicable tax regulation in jurisdictions
in which the Group has material
operations. We evaluated
management’s incentives and
opportunities for fraudulent
manipulation of the financial
statements (including the risk of
override of controls), and determined
that the principal risks were related to
posting inappropriate journal entries to
manipulate financial results and
management bias in accounting
estimates. The Group engagement team
shared this risk assessment with the
component auditors so that they could
include appropriate audit procedures in
response to such risks in their work.
Audit procedures performed by the
Group engagement team and/or
component auditors included:
• Understanding and evaluating the
design and implementation of
controls designed to prevent and
detect irregularities and fraud;
• Discussions with management,
Internal Audit and the Group’s legal
counsel regarding their consideration
of known or suspected instances of
non-compliance with laws and
regulations or fraud;
• Identifying and testing journal
entries, in particular any journal
entries posted with unusual account
combinations; and
• Challenging assumptions and
judgements made by management
and assessing these for management
bias in particular relating to the
carrying value of goodwill in Informa
Tech (Group), valuation of the acquired
intangibles in respect of the Ascential
and TechTarget acquisitions (Group)
and impairment of investments in
subsidiary undertakings (Parent
Company) (see related key audit
matters section of this report).
There are inherent limitations in the
audit procedures described above. We
are less likely to become aware of
instances of non-compliance with laws
and regulations that are not closely
related to events and transactions
reflected in the financial statements.
Also, the risk of not detecting a
material misstatement due to fraud is
higher than the risk of not detecting
one resulting from error, as fraud may
involve deliberate concealment by,
forexample, forgery or intentional
misrepresentations, or
throughcollusion.
Our audit testing might include testing
complete populations of certain
transactions and balances, possibly
using data auditing techniques.
However, it typically involves selecting a
limited number of items for testing,
rather than testing complete
populations. We will often seek to target
particular items for testing based on
their size or risk characteristics. In other
cases, we will use audit sampling to
enable us to draw a conclusion about
the population from which the sample
isselected.
A further description of our
responsibilities for the audit of the
financial statements is located on the
FRC’s website at: www.frc.org.uk/
auditorsresponsibilities. This description
forms part of our auditors’ report.
Use of this report
This report, including the opinions, has
been prepared for and only for the
Parent Company’s members as a body
in accordance with Chapter 3 of Part 16
of the Companies Act 2006 and for no
other purpose. We do not, in giving
these opinions, accept or assume
responsibility for any other purpose or
to any other person to whom this
report is shown or into whose hands it
may come save where expressly
agreed by our prior consent in writing.
Other required reporting
Companies Act 2006
exception reporting
Under the Companies Act 2006 we
arerequired to report to you if,
inouropinion:
• we have not obtained all the
information and explanations we
require for our audit; or
• adequate accounting records have
not been kept by the Parent
Company, or returns adequate for
our audit have not been received
from branches not visited by us; or
• certain disclosures of directors’
remuneration specified by law are
not made; or
• the Parent Company Financial
Statements and the part of the
Directors’ Remuneration Report to
be audited are not in agreement with
the accounting records and returns.
We have no exceptions to report
arising from this responsibility.
Appointment
Following the recommendation of the
Audit Committee, we were appointed
by the directors on 8 March 2023 to
audit the financial statements for the
year ended 31 December 2023 and
subsequent financial periods.
Theperiod of total uninterrupted
engagement is 2 years, covering
theyears ended 31 December 2023
to31 December 2024.
Other matter
The company is required by the
Financial Conduct Authority Disclosure
Guidance and Transparency Rules to
include these financial statements in
an annual financial report prepared
under the structured digital format
required by DTR 4.1.15R – 4.1.18R and
filed on the National Storage
Mechanism of the Financial Conduct
Authority. This auditors’ report
provides no assurance over whether
the structured digital format annual
financial report has been prepared in
accordance with those requirements.
Christopher Burns (Senior
Statutory Auditor)
for and on behalf of
PricewaterhouseCoopers LLP
Chartered Accountants and Statutory
Auditors
London
13 March 2025
Informa Annual Report and Accounts 2024
144
Financial Statements
Independent auditors’ report to the members of Informa PLC
continued

Revenue
4
3,553.1
–
3,553.1
3,189.6
–
3,189.6
Net operating expenses
6
(2,560.9)
(480.2)
(3,041.1)
(2,341.6)
(432.1)
(2,773.7)
Other operating income
6
–
29.5
29.5
–
87.6
87.6
Operating profit/(loss) before joint ventures and
associates
992.2
(450.7)
541.5
848.0
(344.5)
503.5
Share of results of joint ventures and associates
19
2.8
(1.5)
1.3
5.8
(1.5)
4.3
Operating profit/(loss)
995.0
(452.2)
542.8
853.8
(346.0)
507.8
Fair value (loss)/gain on investments
19
–
(9.2)
(9.2)
–
1.3
1.3
(Loss)/profit on disposal of subsidiaries and operations
–
(24.1)
(24.1)
–
3.0
3.0
Finance income
10
12.9
–
12.9
47.4
–
47.4
Finance costs
11
(92.5)
(22.6)
(115.1)
(66.6)
(0.8)
(67.4)
Profit/(loss) before tax
915.4
(508.1)
407.3
834.6
(342.5)
492.1
Tax (charge)/credit
12
(178.2)
137.3
(40.9)
(156.4)
127.0
(29.4)
Profit/(loss) for the year
737.2
(370.8)
366.4
678.2
(215.5)
462.7
– Equity holders of the company
14
673.3
(375.6)
297.7
635.1
(216.1)
419.0
– Non-controlling interests
38
63.9
4.8
68.7
43.1
0.6
43.7
– Basic (p)
14
50.4
22.3
45.6
30.1
– Diluted (p)
14
50.1
22.2
45.3
29.9
Strategic Report Governance Financial Statements Additional Information
Informa Annual Report and Accounts 2024
145
Consolidated Income Statement
for the year ended 31 December 2024

Profit for the year
366.4
462.7
Remeasurement of the net retirement benefit pension obligation
35
(1.0)
(11.8)
Total items that will not be reclassified subsequently to profit or loss
(1.0)
(11.8)
Exchange gain/(loss) on translation of foreign operations
94.6
(351.5)
Exchange loss arising on disposal of foreign operations
20
(17.3)
–
Exchange gain on the deconsolidation of former subsidiaries
19
3.9
–
(Loss)/gain on net investment hedges
(80.3)
99.9
Fair value loss arising on hedging instruments
(49.3)
(28.2)
Less: gain reclassified to profit or loss
62.5
34.2
Movement in cost of hedging reserve
(1.2)
(6.7)
Tax charge relating to items that may be reclassified subsequently to profit or loss
(4.4)
(1.2)
Total items that may be reclassified subsequently to profit or loss
8.5
(253.5)
Other comprehensive income/(expense) for the year
7.5
(265.3)
Total comprehensive income for the year
373.9
197.4
– Equity holders of the company
302.2
155.4
– Non-controlling interests
71.7
42.0
373.9
197.4
Informa Annual Report and Accounts 2024
146
Financial Statements
Consolidated Statement of Comprehensive Income
for the year ended 31 December 2024

capital
1
reserves
2
Total
3
At 1 January 2023
1.4
1,878.6
175.5
1,928.2
3,168.4
7,152.1
314.2
7,466.3
Profit for the year
–
–
–
–
419.0
419.0
43.7
462.7
Exchange loss on translation of foreign operations
–
–
(349.8)
–
–
(349.8)
(1.7)
(351.5)
flow hedges
–
–
99.9
(0.7)
–
99.2
–
99.2
pensionschemes
–
–
–
–
(11.8)
(11.8)
–
(11.8)
Tax relating to components of other
comprehensive income
–
–
(1.2)
–
–
(1.2)
–
(1.2)
Total comprehensive income for the year
–
–
(251.1)
(0.7)
407.2
155.4
42.0
197.4
Dividends to shareholders
–
–
–
–
(176.6)
(176.6)
–
(176.6)
Dividends to non-controlling interests
–
–
–
–
–
–
(16.0)
(16.0)
Share award expense
–
–
–
19.6
–
19.6
–
19.6
Issue of share capital
0.1
–
–
173.7
–
173.8
–
173.8
Shares for Trust purchase
–
–
–
(4.8)
–
(4.8)
–
(4.8)
Transfer of vested LTIPs
–
–
–
(11.1)
11.1
–
–
–
Share buyback
5
(0.1)
–
–
(15.8)
(548.3)
(564.2)
–
(564.2)
Acquisition of non-controlling interests
–
–
–
–
–
–
92.3
92.3
Transactions with non-controlling interests
–
–
–
–
(8.3)
(8.3)
3.6
(4.7)
Remeasurement of put call options
–
–
–
1.5
–
1.5
–
1.5
At 31 December 2023
1.4
1,878.6
(75.6)
2,090.6
2,853.5
6,748.5
436.1
7,184.6
Profit for the year
–
–
–
–
297.7
297.7
68.7
366.4
Exchange gain on translation of
foreignoperations
–
–
91.6
–
–
91.6
3.0
94.6
flow hedges
–
–
(80.3)
12.0
–
(68.3)
–
(68.3)
Foreign exchange recycling of disposed entities
–
–
(17.3)
–
–
(17.3)
–
(17.3)
Exchange gain on the deconsolidation of
formersubsidiaries
4
–
–
3.9
–
–
3.9
–
3.9
pensionschemes
–
–
–
–
(1.0)
(1.0)
–
(1.0)
Tax relating to components of other
comprehensive income
–
–
(4.4)
–
–
(4.4)
–
(4.4)
Total comprehensive income for the year
–
–
(6.5)
12.0
296.7
302.2
71.7
373.9
Dividends to shareholders
–
–
–
–
(248.2)
(248.2)
–
(248.2)
Dividends to non-controlling interests
–
–
–
–
–
–
(31.4)
(31.4)
Share award expense
–
–
–
20.6
–
20.6
–
20.6
Issue of share capital
–
–
–
37.5
–
37.5
–
37.5
Shares for Trust purchase
–
–
–
(5.4)
–
(5.4)
–
(5.4)
Transfer of vested LTIPs
–
–
–
(12.9)
12.9
–
–
–
Share buyback
5
(0.1)
–
–
90.9
(424.2)
(333.4)
–
(333.4)
Deconsolidation of former subsidiaries
4
–
–
–
–
8.3
8.3
(41.4)
(33.1)
Transfer to realised profit
6
–
–
–
(4.0)
4.0
–
–
–
Disposal of non-controlling interests
7
–
–
–
–
(0.8)
(0.8)
(121.8)
(122.6)
Acquisition of non-controlling interests
8
–
–
–
–
(41.7)
(41.7)
518.9
477.2
Transactions with non-controlling interests
–
–
–
(0.6)
–
(0.6)
2.2
1.6
Remeasurement of put call options
–
–
–
(1.8)
–
(1.8)
–
(1.8)
At 31 December 2024
1.3
1,878.6
(82.1)
2,226.9
2,460.5
6,485.2
834.3
7,319.5
1 See Note 36
2 See Note 37
3 Total attributable to equity holders of the company
4 See Note 38
5 £4 24 . 2m (2023: £5 4 8 . 3m) of shares have been bought back during the period. The maximum liability for share buybacks with Informa’s broker
through to the conclusion of the company’s close period as at 31 December 2024 is nil (2023: £9 0.9m), given that the Group’s share buyback
programme was paused in 2024
6 Relates to the IFRS 2 reserve for the Management Incentive Plan (MIP) transferred to realised profit as part of the Curinos disposal (Note 9)
7 See Note 20
8 The acquisition of non-controlling interests includes £518.6m relating to the TechTarget acquisition (Note 17)
Strategic Report Governance Financial Statements Additional Information
Informa Annual Report and Accounts 2024
147
Consolidated Statement of Changes in Equity
for the year ended 31 December 2024

Goodwill
15
7,787.0
6,629.8
Other intangible assets
16
3,810.9
3,140.9
Property and equipment
18
75.0
60.8
Right-of-use assets
39
209.4
211.1
Investments in joint ventures and associates
19
92.7
58.8
Other investments
19
186.5
260.8
Deferred tax assets
21
85.7
17.6
Retirement benefit surplus
35
48.5
48.1
Finance lease receivables
39
8.8
8.2
Other receivables
22
51.2
32.6
12,355.7
10,468.7
Inventory
24
43.0
36.2
Trade and other receivables
22
717.0
546.9
Current tax asset
12
25.9
80.2
Cash and cash equivalents
27
484.3
389.3
Investments
28
61.8
–
Finance lease receivables
39
2.9
2.3
Derivative financial instruments
23
0.1
0.6
1,335.0
1,055.5
Total assets
13,690.7
11,524.2
Borrowings
29
(909.3)
–
Lease liabilities
39
(34.4)
(28.4)
Current tax liabilities
12
(128.5)
(85.6)
Provisions
30
(26.8)
(38.1)
Contingent consideration and put call options
31
(31.4)
(28.6)
Trade and other payables
32
(687.9)
(635.7)
Deferred income
32
(1,166.6)
(972.8)
Derivative financial instruments
23
(76.4)
–
(3,061.3)
(1,789.2)
Borrowings
29
(2,298.3)
(1,514.5)
Lease liabilities
39
(243.7)
(235.4)
Derivative financial instruments
23
(127.8)
(77.9)
Deferred tax liabilities
21
(593.4)
(540.9)
Retirement benefit obligation
35
(5.8)
(6.4)
Provisions
30
(15.3)
(33.5)
Contingent consideration and put call options
31
(14.9)
(109.3)
Trade and other payables
32
(5.4)
(24.9)
Deferred income
32
(5.3)
(7.6)
(3,309.9)
(2,550.4)
Total liabilities
(6,371.2)
(4,339.6)
Net assets
7,319.5
7,184.6
Share capital
36
1.3
1.4
Share premium
36
1,878.6
1,878.6
Translation reserve
(82.1)
(75.6)
Other reserves
37
2,226.9
2,090.6
Retained earnings
2,460.5
2,853.5
Equity attributable to equity holders of the Parent Company
6,485.2
6,748.5
Non-controlling interest
38
834.3
436.1
Total equity
7,319.5
7,184.6
These Consolidated Financial Statements were approved by the Board of Directors and authorised for issue on 13 March
2025 and signed on its behalf by
Stephen A. Carter Gareth Wright
Group Chief Executive Group Finance Director
Informa Annual Report and Accounts 2024
148
Financial Statements
Consolidated Balance Sheet
as at 31 December 2024

Cash generated by operations
34
1,011.4
819.7
Income taxes paid
(122.3)
(112.4)
Interest paid
(87.5)
(87.1)
Net cash inflow from operating activities
801.6
620.2
Interest received
13.3
47.9
Dividends received from investments
1
19
1.4
1.4
Purchase of property and equipment
18
(30.6)
(27.5)
Purchase of intangible software assets
16
(51.2)
(55.1)
Product development costs additions
16
(18.2)
(11.2)
Purchase of intangibles related to titles, brands and customer relationships
16
(8.2)
(22.8)
Acquisition of subsidiaries and operations, net of cash acquired
17
(1,450.5)
(596.7)
Acquisition of investments
19
(6.7)
(4.3)
Cash inflow/(outflow) from disposal of subsidiaries and operations
199.2
(16.0)
Finance lease receipts
2.4
1.3
Net cash outflow from investing activities
(1,349.1)
(683.0)
Dividends paid to shareholders
13
(248.2)
(176.6)
Dividends paid to non-controlling interests
13
(31.0)
(16.0)
Repayment of loans
26
(914.5)
(393.9)
Repayment of borrowings acquired
17
(59.2)
(443.9)
Proceeds from borrowings
26
2,379.1
–
Borrowing fees paid
(21.8)
(1.2)
Loans from other parties
7.9
–
Acquisition of non-controlling interests
(14.6)
–
Repayment of principal lease liabilities
39
(26.7)
(33.8)
Settlement of derivative liability associated with borrowings
–
(8.2)
Cash outflow from share buyback
36
(428.2)
(548.0)
Cash outflow from purchase of shares for Employee Share Trust
37
(5.4)
(4.8)
Net cash inflow/(outflow) from financing activities
637.4
(1,626.4)
Net increase/(decrease) in cash and cash equivalents
89.9
(1,689.2)
Effect of foreign exchange rate changes
5.1
(47.3)
Cash and cash equivalents at beginning of the year
27
389.3
2,125.8
Cash and cash equivalents at end of the year
27
484.3
389.3
1 There was no cash impact of the dividends related to the deconsolidation of former subsidiaries (£1.7m). See Note 19
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149
Consolidated Cash Flow Statement
for the year ended 31 December 2024

1. General information
Informa PLC (the company) is a company incorporated and domiciled in the United Kingdom under the Companies Act 2006
and is listed on the London Stock Exchange. The company is a public company limited by shares and is registered in England
and Wales with registration number 08860726. The address of the registered office is 5 Howick Place, London SW1P 1WG.
The Consolidated Financial Statements as at 31 December 2024 and for the year then ended comprise those of the company,
its subsidiaries and its interests in joint ventures and associates (together referred to as the Group).
The nature of the Group’s operations and its principal activities are set out in the Strategic Report on pages 2 to 79.
These Consolidated Financial Statements are presented in pounds sterling (GBP), which is the currency of the primary
economic environment in which the Group operates and the functional currency of the Parent Company, Informa PLC.
Foreign operations are included in accordance with the policies set out in Note 2.
2. Material accounting policies
Basis of accounting
The Consolidated Financial Statements have been prepared in accordance with the UK-adopted International Accounting
Standards and with the requirements of the Companies Act 2006 as applicable to companies reporting under those standards.
Going concern
To complete the going concern assessment, the Directors have modelled a base case with sensitivities and a reverse stress
test for the period to June 2026. In modelling the base case, the Directors have assumed Group financial performance is
consistent with the guidance given for 2025, followed by similar growth in the first half of 2026.
The reverse stress test shows that the Group can afford to lose 46% of its revenue from 1 April 2025 to the end of June 2026
and maintain positive liquidity headroom. This extremely remote scenario assumes no indirect cost savings and that
customer receipts are refunded with no further receipts collected in the period.
Based on these results, the Directors believe the Group is well placed to manage its financing and other business risks in
a satisfactory way. The Directors have been able to form a reasonable expectation that the Group has adequate resources
to continue in operation for at least 12 months from the signing date of this Annual Report and Accounts and consider it
appropriate to adopt the going concern basis of accounting in preparing the Consolidated Financial Statements. Further
detail is contained in the Strategic Report on page 71.
The Consolidated Financial Statements have been prepared on the historical cost basis, except for certain financial instruments,
pension assets and investments which are measured at fair value. The principal accounting policies adopted are set out
below, all of which have been consistently applied to all periods presented in the Consolidated Financial Statements.
The Group has taken advantage of the audit exemption set out within section 479A of the Companies Act 2006 for the year
ended 31 December 2024 for UK subsidiaries listed on page 229.
Basis of consolidation
The Consolidated Financial Statements incorporate the accounts of the company and all its subsidiaries. The Group controls
an investee when it is exposed, or has rights, to variable returns from its involvement with the investee and has the ability
to affect those returns through its power over the investee. The results of subsidiaries acquired or sold are included in
the Consolidated Financial Statements from the effective date of acquisition or up to the effective date of disposal,
as appropriate. Where necessary, adjustments are made to the results of acquired subsidiaries to bring their accounting
policies into line with those used by other members of the Group.
All intra-Group transactions, balances, income and expenses are eliminated on consolidation. Non-controlling interests in
the net assets of consolidated subsidiaries are identified separately from the Group’s equity and consist of the net assets of
those interests at the date of the original business combination plus their share of changes in equity since that date.
Joint ventures are joint arrangements in which the Group has the rights to the net assets through joint control with a third
party. Joint operations arise where there is the contractually agreed sharing of control of an arrangement, which exists only
when decisions about the relevant activities require the unanimous consent of the parties sharing control and where the
joint operators have rights to the assets and obligations for the liabilities relating to the arrangement. Associates are
undertakings over which the Group exercises significant influence, usually from 20–50% of the equity voting rights,
in respect of the financial and operating policies, and is neither a subsidiary nor an interest in a joint venture.
Informa Annual Report and Accounts 2024
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Financial Statements
Notes to the Consolidated Financial Statements
for the year ended 31 December 2024

The Group accounts for its interests in joint ventures and associates using the equity method. Under the equity method,
the investment in the joint venture or associate is initially measured at cost. The carrying amount is adjusted to recognise
changes in the Group’s share of profit or loss of the joint venture or associate since the acquisition date. The Consolidated
Income Statement reflects the Group’s share of the results of operations of the entity. The Consolidated Statement of
Comprehensive Income includes the Group’s share of any other comprehensive income recognised by the joint venture
or associate. Dividend income is recognised when the right to receive the payment is established. Where an associate
or joint venture has net liabilities, full provision is made for the Group’s share of liabilities where there is a constructive
or legal obligation to provide additional funding to the associate or joint venture.
Foreign currencies
Transactions in currencies other than the entity’s functional currency are recorded at the rates of exchange prevailing on
the dates of the transactions. Monetary assets and liabilities denominated in foreign currencies at the reporting date are
retranslated at the rates ruling at that date. These translation differences are included in net operating expenses in the
Consolidated Income Statement.
Non-monetary items carried at fair value that are denominated in foreign currencies are translated at the rates prevailing
at the date when the fair value was determined. Where a gain or loss on a non-monetary item is recognised in other
comprehensive income, any exchange component of that gain or loss is recognised in other comprehensive income.
When a gain or loss on a non-monetary item is recognised in profit or loss, any exchange component of that gain or loss
is recognised in profit or loss. Non-monetary items that are measured in terms of historical cost in a foreign currency are
not retranslated.
The balance sheet of foreign subsidiaries is translated into pounds sterling at the closing rates of exchange. The Consolidated
Income Statement results are translated at an average exchange rate, recalculated for each month at the prior month’s
closing rate.
Foreign exchange differences arising from the translation of opening net investments in foreign subsidiaries at the
closing rate are taken directly to the translation reserve. In addition, foreign exchange differences arising from
retranslation of the foreign subsidiaries’ results from monthly average rate to closing rate are also taken directly to
the Group’s translation reserve.
Where a disposal of a foreign subsidiary occurs, the translation differences are recognised in the Consolidated Income
Statement in the financial year that the disposal occurs.
The translation movements on matched long-term foreign currency borrowings, and derivative financial instruments
qualifying as hedging instruments under IFRS 9 Financial Instruments, are also taken to the translation reserve, to the extent
the hedge is effective. The gain or loss relating to the ineffective portion is recognised immediately in profit or loss and is
included in the finance costs line item. Gains and losses on the hedging instrument accumulated in the translation reserve
are reclassified to profit or loss on the disposal or partial disposal of the foreign operation. The Group treats specific inter
company loan balances, which are not intended to be repaid in the foreseeable future, as part of its net investment.
Goodwill and fair value adjustments arising on the acquisition of a foreign entity are treated as assets and liabilities of the
foreign entity and translated at the acquisition closing rate. This is then revalued at the year end rate with any foreign
exchange difference taken directly to the translation reserve.
Business combinations
The acquisition of subsidiaries and other asset purchases that are assessed as meeting the definition of a business under
the rules of IFRS 3 Business Combinations are accounted for using the acquisition method. The consideration for each
acquisition is measured at the aggregate of fair values of assets given, liabilities incurred or assumed, and equity instruments
issued by the Group in exchange for control of the acquiree. If the accounting for business combinations involves provisional
amounts, which are finalised in a subsequent reporting period during the 12-month measurement period as permitted
under IFRS 3, restatement of these provisional amounts may be required in the subsequent reporting period. Acquisitions
by the Group could be subject to post-acquisition adjustments; therefore, as permitted by IFRS 3, acquisitions have been
accounted for using a provisional accounting basis. Acquisition and integration costs incurred are expensed and included
in adjusting items in the Consolidated Income Statement.
If the business combination is achieved in stages, the acquisition-date fair value of the acquirer’s previously held equity
interest in the acquiree is remeasured to fair value at the acquisition date through the Consolidated Income Statement.
If the business combination is achieved with less than 100% control, NCI is valued at fair value within equity.
Any contingent consideration to be transferred by the acquirer will be recognised at fair value at the acquisition date.
Subsequent changes to the fair value of the contingent consideration, which is classified as a financial liability that is
within the scope of IFRS 9, will be recognised in the Consolidated Income Statement.
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151

2. Material accounting policies continued
Goodwill is initially measured at cost, being the excess of the aggregate of the consideration transferred and the amount
recognised for non-controlling interests over the net identifiable assets acquired and liabilities assumed. If this consideration
is lower than the fair value of the net assets of the subsidiary acquired, the difference is recognised in the Consolidated
Income Statement. The Group recognises any non-controlling interest at the proportionate share of the acquiree’s
identifiable net assets.
Disposals
At the date of a disposal, or loss of control, joint control or significant influence over a subsidiary, joint venture or associate,
the Group derecognises the assets and liabilities of the entity, with the carrying amount of any non-controlling interest and
any cumulative translation differences recorded in equity. The fair value of consideration including the fair value of any
investment retained is recognised. The consequent profit or loss on disposal that is not disclosed as a discontinued
operation is recognised in the Consolidated Income Statement within the ‘profit or loss on disposal of subsidiaries and
operations’ line.
Revenue
IFRS 15 Revenue from Contracts with Customers provides a single, principles-based, five-step model to be applied to all
sales contracts. It is based on the transfer of control of goods and services to customers and requires the identification
and assessment of the satisfaction/delivery of each performance obligation in a contract to recognise revenue.
Where separate performance obligations are identified in a single contract, total revenue is allocated on the basis of
relative stand-alone selling prices to each performance obligation, or management’s best estimate of relative value where
stand-alone selling prices do not exist.
Revenue is measured at the fair value of consideration received or receivable and represents amounts receivable for goods and
services provided in the normal course of business, net of discounts, VAT and other sales-related taxes, and provisions for returns
and cancellations. Revenue for each category type of revenue is typically fixed at the date of the order and is not variable.
Payments received in advance of the satisfaction of a performance obligation are held as deferred income until the point
at which the performance obligation is satisfied. Aside from an immaterial amount which is separately disclosed on the
face of the Consolidated Balance Sheet under non-current liabilities and relates to payment in advance received for biennial
and triennial events and exhibitions, deferred income balances included in current liabilities at the year end reporting date
will be recognised as revenue within 12 months. Therefore, the aggregate amount of the transaction price in respect of
performance obligations that are unsatisfied at the year end reporting date is the deferred income balance which will be
satisfied within one year.
Revenue type
Performance obligations
Revenue recognition accounting policy
Timing of customer payments
Subscriptions
Provision of journals and online
Transactional sales
Provision of exhibition
Attendee
Provision of exhibition
Sponsorship
Provision of event sponsorship.
Revenue relating to sponsorship
Informa Annual Report and Accounts 2024
152
Financial Statements
Notes to the Consolidated Financial Statements for the year
ended 31 December 2024 continued

Revenue relating to barter transactions is recorded at the fair value of the goods or services received from the customer,
and the timing of recognition is in line with the above. Expenses from barter transactions are also recorded at their fair value
and recognised as incurred. Barter transactions typically involve the trading of show space or conference places in exchange
for services provided at events or media advertising.
There are no material contract assets arising on work performed in order to deliver performance obligations. Where there
are incremental costs of obtaining a contract, the company has elected to apply the practical expedient in IFRS 15 which
permits those costs to be expensed when incurred. See Notes 4 and 5 for further details of revenue by type, business
segment and geographic location.
Pension costs and pension scheme arrangements
Certain Group companies operate defined contribution pension schemes for colleagues. The assets of the schemes are held
separately from the individual companies. The pension charge associated with these schemes represents contributions
payable and is charged as an expense when incurred.
The Group also operates funded defined benefit schemes for colleagues. The cost of providing these benefits is determined
using the Projected Unit Credit Method, with actuarial valuations being carried out at regular intervals. There is no service
cost due to the fact that these schemes are closed to future accruals. Net interest is calculated by applying a discount rate
to the opening net defined benefit liability or asset and is shown in finance costs, and the administration costs are shown
as a component of operating expenses. Actuarial gains and losses are recognised in full in the period in which they occur,
outside of the Consolidated Income Statement and in the Consolidated Statement of Comprehensive Income.
The retirement benefit obligation recognised in the Consolidated Balance Sheet represents the actual deficit or surplus in
the Group’s defined benefit plans under IAS 19. Any surplus resulting from this calculation is limited to the present value
of any economic benefits available in the form of refunds from the plans or reductions in future contributions to the plans.
Share-based payments
The Group issues equity-settled share-based payment awards to certain colleagues. These are measured at fair value at date
of grant. An expense is recognised to spread the fair value of each award over the vesting period on a straight-line basis, after
allowing for an estimate of awards that will not vest. At each reporting date, the Group revises its estimate of the number of
equity instruments expected to vest. The impact of the revision on the original estimates, if any, is recognised in the Consolidated
Income Statement such that the cumulative expense reflects the revised estimate. Non-market vesting conditions are taken into
account by adjusting the number of awards expected to vest at each reporting date so that the cumulative amount recognised
over the vesting period uses the number of awards that eventually vest. Market vesting conditions are factored into the fair value
of awards at grant date. As long as all other vesting conditions are satisfied, a charge is made irrespective of whether the market
vesting conditions are satisfied and there is not an adjustment for failure to achieve a market vesting condition.
Own shares are deducted in arriving at total equity and represent the cost of the company’s ordinary shares acquired by the
Employee Share Trust (EST) and ShareMatch in connection with certain Group colleague share schemes.
Interest income
Interest income is recognised on an accruals basis, by reference to the principal outstanding and at the effective interest rate
applicable. Cash flows from interest income are included as part of investing activities in the Consolidated Cash Flow Statement.
Taxation
The tax expense represents the sum of the current tax payable and deferred tax. Current tax is based on taxable profit for
the year. Taxable profit differs from profit before tax as reported in the Consolidated Income Statement because it excludes
items of income or expense that are taxable or deductible in other years and it further excludes items that are never taxable
or deductible. The Group’s liability for current tax is calculated using tax rates that have been enacted or substantively
enacted by the reporting date.
A current tax provision is recognised when the Group has a present obligation as a result of a past event and it is probable that
the Group will be required to settle that obligation. The provision is the best estimate of the consideration required to settle
the present obligation at the balance sheet date, taking into account the risks and uncertainties surrounding the obligation.
Deferred tax is the tax expected to be payable or recoverable on differences between the carrying amounts of assets and
liabilities in the Consolidated Financial Statements and the corresponding tax bases used in the computation of taxable
profit, and is accounted for using the balance sheet liability method. Deferred tax liabilities are generally recognised for
all taxable temporary differences and deferred tax assets are recognised to the extent that it is probable that taxable
profits will be available against which deductible temporary differences can be utilised. Such assets and liabilities are not
recognised if the temporary difference arises from the initial recognition of goodwill or from the initial recognition of other
assets and liabilities (other than in a business combination) in a transaction that affects neither the tax nor accounting
profit. To the extent that goodwill is tax deductible, where a taxable temporary difference arises from the subsequent
tax-deductible amounts, the associated deferred tax liability is recognised.
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Informa Annual Report and Accounts 2024
153

2. Material accounting policies continued
Deferred tax is calculated for all business combinations in respect of intangible assets and other assets that are part of the
fair value exercise. A deferred tax liability is recognised to the extent that the fair value of the assets for accounting purposes
exceeds the value of those assets for tax purposes and will form part of the associated goodwill on acquisition. Deferred tax
liabilities are recognised for taxable temporary differences arising on investments in subsidiaries and associates except where
the Group is able to control the reversal of the temporary difference and it is probable that the temporary difference will not
reverse in the foreseeable future.
The carrying amount of deferred tax assets is reviewed at each reporting date and reduced to the extent that it is no longer
probable that sufficient taxable profits will be available to allow all or part of the asset to be recovered. Deferred tax is
calculated at the tax rates that are substantively enacted at the reporting date in relation to the period when the liability
is expected to be settled or the asset is expected to be realised.
Deferred tax assets and liabilities are offset when there is a legally enforceable right to set off current tax assets against
current tax liabilities and when they relate to income taxes levied by the same taxation authority and the Group intends
to settle its current tax assets and liabilities on a net basis.
Current and deferred tax are recognised in the Consolidated Income Statement, except when they relate to items that are
recognised in other comprehensive income or directly in equity, in which case the current and deferred tax are also recognised
in other comprehensive income or directly in equity, respectively. Where current tax or deferred tax arises from the initial
accounting for a business combination, the tax effect is included in the accounting for the business combination.
The Group is a multinational group with tax liabilities arising in many geographic locations. This inherently leads to
complexity in the Group’s tax structure. Therefore, the calculation of the Group’s current tax liabilities and tax expense
necessarily involves a degree of estimation and judgement in respect of items whose tax treatment cannot be finally
determined until resolution has been reached with the relevant tax authority or, as appropriate, through a formal legal
process. The resolution of issues is not always within the control of the Group and issues can, and often do, take many years
to resolve.
Payments in respect of tax liabilities for an accounting period result from payments on account and on the final resolution
of open items. As a result, there can be differences between the tax charge in the Consolidated Income Statement and
tax payments. The final resolution of certain of these items may give rise to profit and loss and/or cash flow variances.
Any difference between expectations and the actual future liability is accounted for in the period identified.
The Group has applied the temporary exception under IAS12 Deferred Tax related to the accounting for deferred taxes
arising from the implementation of the Pillar Two rules.
Goodwill
Goodwill arises from the acquisition of a subsidiary or business and is calculated as the excess of the purchase consideration
over the fair value of identifiable assets and liabilities acquired at the date of acquisition. Goodwill also includes amounts
corresponding to deferred tax liabilities recognised in respect of acquired intangible assets. It is recognised as an asset at
cost, assessed for impairment at least annually and subsequently measured at cost less any accumulated impairment losses.
Any impairment is recognised immediately in the Consolidated Income Statement and is not subsequently reversed.
On disposal of a subsidiary or business, the attributable goodwill is included in the determination of the profit or loss
on disposal. Fair value measurements are based on provisional estimates and may be subject to amendment within
one year of the acquisition in line with IFRS 3 Business Combinations, resulting in an adjustment to goodwill.
Goodwill is tested for impairment annually, or more frequently when there is an indication that it may be impaired, at the
segment level. This represents an aggregation of the cash generating units (CGUs) and reflects the level at which goodwill
is monitored in the business. At each reporting date, the Group reviews the composition of its CGUs to reflect the impact
of changes to cash inflows associated with reorganisations of its management and reporting structure.
Where an impairment test is performed, the carrying value is compared with the recoverable amount which is the higher
of the value in use and the fair value less costs of disposal. Value in use is the present value of future cash flows and is
calculated using a discounted cash flow analysis based on the cash flows of the CGU compared with the carrying value of
that CGU, including goodwill. The Group estimates the discount rates as the risk-adjusted cost of capital for the particular
CGU. Fair value less costs of disposal is the amount that a market participant would pay for the asset or CGU less the costs of
disposal and uses an income-based approach calculated using a discounted cash flow analysis based on the cash flows of
the CGU on a post-tax basis. If the recoverable amount of the CGU or group of CGUs is less than the carrying amount of the
unit, the impairment loss is allocated first to reduce the carrying amount of any goodwill allocated to the unit and then to
the other assets of the unit pro-rata on the basis of the carrying amount of each asset in the unit.
In undertaking the impairment testing at 31 December 2024, management considered its view on the likely outcome from
potential climate change scenarios, and after taking account of the materiality of the expected impact, did not view there
to be any adjustment needed to the cash flow forecasts or long-term growth rates used in the testing.
Informa Annual Report and Accounts 2024
154
Financial Statements
Notes to the Consolidated Financial Statements for the year
ended 31 December 2024 continued

Intangible assets
Intangible assets are initially measured at cost. For intangible assets acquired in business combinations, cost is
calculated based on the Group’s valuation methodologies. These assets are amortised over their estimated useful lives
on a straight-line basis, as follows:
Book lists 20 years
1
Journal titles 20 years
1
Brands and trademarks 5–30 years
Customer relationship databases 5–30 years
Intellectual property 5–30 years
Software 3–10 years
Product development 3–7 years
1 Or licence period if shorter
Software which is not integral to a related item of hardware is included in intangible assets. Capitalised internal-use
software costs include external direct costs of materials and services consumed in developing or obtaining the software,
and payroll and other direct costs for colleagues who devote substantial time to the project. Capitalisation of these costs
ceases when the project is substantially complete and available for use. These costs are amortised on a straight-line basis
over their expected useful lives.
Product development expenditure is capitalised as an intangible asset only if all capitalisation criteria are met, with all
research costs and other development expenditure being expensed when incurred. The capitalisation criteria are as follows:
• An asset is created that can be separately identified, and which the Group intends to use or sell
• It is technically feasible to complete the development of the asset for use or sale
• It is probable that the asset will generate future economic benefit
• The development cost of the asset can be measured reliably
Software and product development expenditure that is part of a Software-as-a-Service (SaaS) arrangement that conveys
to the Group only the right to receive access to the supplier’s application software in the future is a service contract and is
not shown as an intangible asset. Similarly, the costs of configuring or customising the supplier’s application software in
an SaaS arrangement that is determined to be a service contract is not shown as an intangible asset with such costs being
expensed as incurred, with the exception being if the spend resulted in an ‘identifiable’ asset that meets the recognition
criteria in IAS 38 Intangible Assets.
The expected useful lives of intangible assets are reviewed annually. The Group does not have any intangible assets with
indefinite useful lives (excluding goodwill).
Property and equipment
Property and equipment is recorded at cost less accumulated depreciation and provision for impairment. Depreciation is
provided to write off the cost less the estimated residual value of property and equipment on a straight-line basis over the
estimated useful lives of the assets.
Freehold land is not depreciated. The rates of depreciation on other assets are as follows:
Freehold buildings 50 years
Leasehold land and buildings including right-of-use assets Shorter of useful economic life or life of the lease
Equipment, fixtures and fittings 2–5 years
The gain or loss arising on the disposal or retirement of an asset is determined as the difference between the net sale
proceeds and the carrying amount of the asset and is recognised in the Consolidated Income Statement.
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155

2. Material accounting policies continued
Leases
The Group as lessee
The Group assesses whether a contract is or contains a lease at inception of the contract. The Group recognises a right-of-
use asset and a corresponding lease liability with respect to all lease arrangements in which it is the lessee, except for
short-term leases (defined as leases with a lease term of 12 months or less) and leases of low-value assets (such as tablets
and personal computers, small items of office furniture and telephones). For these leases, the Group recognises the lease
payments directly in the Consolidated Income Statement as expenses.
The lease liability is initially measured at the present value of the lease payments that are not paid at the commencement
date, using the discount rate implicit within the lease. Where a discount rate is not implicit in the lease, an incremental
borrowing rate reflecting the risk profile of the underlying asset and the term of the lease length is calculated. The lease
liability is presented as a separate line in the Consolidated Balance Sheet. The lease liability is subsequently measured
by increasing the carrying amount to reflect interest on the lease liability (using the discount rate used at commencement)
and by reducing the carrying amount to reflect the lease payments made.
The Group remeasures the lease liability (and makes a corresponding adjustment to the related right-of-use asset) whenever:
• A lease contract is modified and the lease modification is not accounted for as a separate lease, in which case the lease
liability is remeasured based on the lease term of the modified lease by discounting the revised lease payments using
a revised discount rate at the effective date of the modification.
• The lease payments change due to changes in an index, rate or expected payments, in which case the lease liability is
remeasured by discounting the revised lease payments using an unchanged discount rate at the effective date of the
modification. If the change in lease payments arises from a change in floating interest rates, then a revised discount rate is used.
Right-of-use assets comprise the initial measurement of the corresponding lease liability and any lease payments made at
or before the commencement date, less any lease incentives received and vacant property provisions. They are subsequently
measured at cost less accumulated depreciation and impairment losses. Right-of-use assets are depreciated over the
expected lease term of the underlying asset. The depreciation starts at the commencement date of the lease. Right-of-use
assets are presented as a separate line in the Consolidated Balance Sheet. The Group applies IAS 36 to assess whether a
right-of-use asset is impaired and accounts for any identified impairment loss against the right-of-use asset.
IFRS 16 requires certain judgements and estimates to be made. The most significant of these relate to the discount rates used and
the term of the lease. However, these are not considered a critical accounting judgement or key source of estimation uncertainty.
Discount rates are calculated on a lease-by-lease basis. For most leases, the rate used is a portfolio rate, based on estimates
of incremental borrowing costs. The portfolio of rates depends on the territory of the relevant lease, hence the currency
used, and the weighted average lease term. As a result, reflecting the breadth of the Group’s lease portfolio, a level of
judgement is required in selecting the most appropriate discount rate. The standard permits the adoption of a portfolio
approach whereby a single group guarantee discount rate can be used for leases of a similar nature; therefore, this practical
expedient has been used where appropriate.
IFRS 16 defines the lease term as the non-cancellable period of a lease together with the options to extend or terminate a
lease if the lessee were reasonably certain to exercise that option. Where a lease includes the option for the Group to extend
the lease term, the Group makes a judgement as to whether it is reasonably certain that the option will be taken, and an
assumed expiry date is determined. Where there are extension options on specific leases and the assumed expiry date is
determined to have changed, the lease term is reassessed. This reassessment of the remaining life of the lease could result
in a recalculation of the lease liability and the right-of-use asset and potentially result in a material adjustment to the
associated balances of depreciation and lease interest.
The Group as lessor
Leases for which the Group is a lessor are classified as finance or operating leases. Whenever the terms of the lease transfer
substantially all the risks and rewards of ownership to the lessee, the contract is classified as a finance lease. All other leases
are classified as operating leases.
When the Group is an intermediate lessor, it accounts for the head lease and the sub-lease as two separate contracts.
The sub-lease is classified as a finance or operating lease by reference to the right-of-use asset arising from the head lease.
Rental income from operating leases is recognised directly in the Consolidated Income Statement. The Group acts as a
lessor only when office properties leased by the Group have been vacated and subsequently sublet to third parties.
Amounts due from lessees under finance leases are recognised as finance lease receivables at the amount of the Group’s
present value of the lease receipts. The finance lease receivable is subsequently measured by increasing the carrying
amount to reflect interest on the finance lease receivable (using the discount rate used at commencement) and by
reducing the carrying amount to reflect the lease payments received.
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Financial Statements
Notes to the Consolidated Financial Statements for the year
ended 31 December 2024 continued

Impairment of tangible and intangible assets
At each reporting date, the Group reviews the carrying amounts of its tangible and intangible assets to determine whether
there is any indication that those assets have suffered an impairment loss. If any such indication exists, the recoverable
amount of the asset is estimated in order to determine the extent of the impairment loss, if any. Where the asset does not
generate cash flows that are independent from other assets, the Group estimates the recoverable amount of the CGU to
which the asset belongs.
The recoverable amount is the higher of fair value less costs of disposal and value in use. In assessing value in use, the
estimated future cash flows are discounted to their present value using a pre-tax discount rate that reflects current market
assessments of the time value of money and the risks specific to the asset, for which the estimates of future cash flows have
not been adjusted. Fair value less costs of disposal uses an income-based approach to calculate a value.
If the recoverable amount of an asset, or CGU, is estimated to be less than its carrying amount, the carrying amount of the
asset, or CGU, is reduced to its recoverable amount. An impairment loss is recognised as an expense immediately, unless
the relevant asset is carried at a revalued amount, in which case the impairment loss is treated as a revaluation decrease.
Other investments
Other investments are entities over which the Group does not have significant influence (typically where the Group holds
less than 20% of the entity’s voting interests). Other investments are classified as assets held at fair value through profit
or loss under IFRS 9, with changes in fair value reported in the Consolidated Income Statement.
Inventory
Inventory is stated at the lower of cost and net realisable value. Cost comprises direct materials and expenses incurred in
bringing the inventory to its present location and condition. Net realisable value represents the estimated selling price less
marketing and distribution costs expected to be incurred. Pre-publication costs are included in inventory, representing costs
incurred in the origination of content prior to publication. These are expensed systematically, reflecting the expected sales
profile over the estimated economic lives of the related products (typically over four years).
Financial assets
Financial assets are recognised in the Group’s Consolidated Balance Sheet when the Group becomes a party to the
contractual provisions of the instrument.
Trade and other receivables
Trade and other receivables without a significant financing component are initially measured at the transaction price and
are subsequently measured at amortised cost using the effective interest rate method, less any impairment. Further details
on the Group’s loss allowance considerations can be found in Note 33(f).
Cash and cash equivalents
Cash and cash equivalents comprise cash on hand and balances with banks and similar institutions. Cash equivalents comprise
bank deposits and money market funds, which are readily convertible to known amounts of cash and have a maturity of
three months or less, and are subject to an insignificant risk of changes in value, and there is a reasonable expectation that
these funds will be used for meeting the short-term cash commitments of the Group.
Impairment of financial assets
The Group recognises lifetime expected credit losses (ECL) for trade receivables and lease receivables. The ECL on these
financial assets are estimated based on the Group’s historical credit loss experience, adjusted for factors that are specific
to the debtors, general economic conditions and an assessment of both the current as well as the forecast direction of
conditions at the reporting date, including time value of money where appropriate. The carrying amount is reduced by the
ECL through the use of a provision account. When a trade receivable is considered uncollectible, it is written off against the
provision account.
Subsequent recoveries of amounts previously written off are credited against the provision account. Changes in the carrying
amount of the provision are recognised in the Consolidated Income Statement.
For all other financial instruments, the Group recognises lifetime ECL when there has been a significant increase in credit
risk since initial recognition. However, if the credit risk on the financial instrument has not increased significantly since
initial recognition, the Group measures the loss allowance for that financial instrument at an amount equal to 12-month ECL.
Lifetime ECL represents the expected credit losses that will result from all possible default events over the expected life
of a financial instrument. In contrast, 12-month ECL represents the portion of lifetime ECL that is expected to result from
default events on a financial instrument that are possible within 12 months after the reporting date.
Strategic Report Governance Financial Statements Additional Information
Informa Annual Report and Accounts 2024
157

2. Material accounting policies continued
Financial liabilities and equity instruments issued by the Group
Financial liabilities and equity instruments are classified according to the substance of the contractual arrangements entered into.
An equity instrument is any contract that evidences a residual interest in the assets of the Group after deducting all of its
liabilities. Equity instruments issued by the Group are recorded at the proceeds received, net of direct issue costs.
Borrowings
Interest-bearing loans are recorded at the proceeds received, net of direct issue costs and stated at amortised cost using the
effective interest rate method. The amortised cost calculation is revised when necessary to reflect changes in the expected cash
flows and the expected life of the borrowings, including the effects of the exercise of any prepayment, call or similar options.
Any resulting adjustment to the carrying amount of the borrowings is recognised as finance costs in the Consolidated Income
Statement. Cash flows relating to finance costs are included in operating activities in the Consolidated Cash Flow Statement.
Net debt
Net debt consists of cash and cash equivalents and includes bank overdrafts, borrowings, derivatives associated with debt
instruments, finance leases, lease liabilities, deferred borrowing fees and other loan receivables or loan payables, excluding
in either case fair value through profit or loss items and amounts in escrow, where these are interest-bearing and do not
relate to deferred consideration arrangements for acquisitions or disposals.
Debt issue costs
Debt issue costs, including premium payable on settlement or redemption, are accounted for on an accrual basis in the
Consolidated Income Statement using the effective interest rate method. These costs are added to the carrying amount
of the instrument to the extent that they are not settled in the period in which they arise.
Trade and other payables
Trade payables and other payables are initially measured at fair value, and are subsequently measured at amortised cost,
using the effective interest rate method.
Other financial liabilities
Other financial liabilities are initially measured at fair value, net of transaction costs. Other financial liabilities are subsequently
measured at amortised cost using the effective interest rate method, as set out above, with interest expense recognised on an
effective yield basis.
Derivative financial instruments and hedge accounting
The Group’s activities expose it primarily to the financial risks of changes in foreign currency exchange rates and interest
rates. The derivative instruments utilised by the Group to hedge these exposures are cross currency interest rate swaps.
The Group does not use derivative contracts for speculative purposes.
Derivatives are initially recognised at fair value at the date a derivative contract is entered into and are subsequently
remeasured to their fair value at each reporting date. The resulting gain or loss is recognised in profit or loss immediately
unless the derivative is designated and effective as a hedging instrument, in which event the timing of the recognition in
profit or loss depends on the nature of the hedge relationship. A derivative with a positive fair value is recognised as a
financial asset whereas a derivative with a negative fair value is recognised as a financial liability. Derivatives are not offset
in the Consolidated Financial Statements unless the Group has both a legally enforceable right and intention to offset.
The Group designates certain derivatives as either:
• Hedges of a particular risk associated with a recognised asset or liability or a highly probable forecast transaction
(cash flow hedge)
• Hedges of a net investment in a foreign operation (net investment hedge)
• Hedges of changes in the fair value of a recognised asset or liability or unrecognised firm commitment (fair value hedge)
The Group designates and documents at the inception of the transaction the relationship between hedging instruments
and hedged items, as well as its risk management objectives and strategy for undertaking various hedging transactions.
Furthermore, at the inception of the hedge and on an ongoing basis, the Group documents whether the hedging instrument
is expected to be or has been highly effective in offsetting changes in cash flows, net investment assets or fair values of the
hedged item attributable to the hedged risk. This will occur when the hedging relationship meets all of the following hedge
effectiveness requirements:
• There is an economic relationship between the hedged item and the hedging instrument
Informa Annual Report and Accounts 2024
158
Financial Statements
Notes to the Consolidated Financial Statements for the year
ended 31 December 2024 continued

• The effect of credit risk does not dominate the value changes that result from that economic relationship
• The hedge ratio of the hedging relationship is the same as that resulting from the quantity of the hedged item that the
Group actually hedges and the quantity of the hedging instrument that the Group actually uses to hedge that quantity
of hedged item
If a hedging relationship ceases to meet the hedge effectiveness requirement relating to the hedge ratio but the risk management
objective for that designated hedging relationship remains the same, the Group adjusts the hedge ratio of the hedging relationship
(i.e. rebalances the hedge) so that the adjusted relationship meets the qualifying criteria once again.
The Group elects to exclude foreign currency basis from the designation of the financial instrument, applying the cost of
hedging approach. The amounts accumulated in the cost of hedging reserve are reclassified to profit or loss in line with the
aligned hedged item.
Cash flow hedges
Changes in the fair value of derivative financial instruments that are designated, and effective, cash flow hedges of forecast
transactions are recognised in other comprehensive income and accumulated under the heading of cash flow hedging reserve,
limited to the cumulative change in the fair value of the hedged item from inception of the hedge. The gain or loss relating
to the ineffective portion is recognised immediately in profit or loss.
The cumulative amount recognised in other comprehensive income and accumulated in equity is reclassified into the
Consolidated Income Statement out of other comprehensive income in the same period the hedged item is recognised
in profit or loss.
Hedges of net investment in foreign operations
Hedges of net investment in foreign operations are accounted for similarly to cash flow hedges. Any gain or loss on the
hedging instrument in relation to the effective portion of the hedge is recognised in other comprehensive income and
accumulated in the foreign currency translation reserve. The gain or loss relating to the ineffective portion is recognised
immediately in the Consolidated Income Statement. Gains and losses on the hedging instrument relating to the effective
portion of the hedge accumulated in the foreign currency translation reserve are reclassified to profit or loss when the
hedged item is disposed of.
Fair value hedges
The Group has designated fair value hedges of certain fixed rate debt instruments where the derivatives used as hedging
instruments result in the Group paying a floating rate of interest. Changes in the fair value of derivatives that are designated
and qualify as fair value hedges are recorded in profit or loss, together with any changes in the fair value of the hedged debt
that are attributable to the hedged risk. The gain or loss relating to the effective portion of interest rate swaps hedging fixed
rate borrowings is recognised in profit or loss within finance costs, together with changes in the fair value of the hedged fixed
rate borrowings attributable to interest rate risk. The gain or loss relating to the ineffective portion is recognised in profit or loss.
Discontinuation of hedge accounting
Hedge accounting is discontinued when the hedge instrument expires or is sold, terminated or exercised, or no longer
qualifies for hedge accounting; the discontinuation is accounted for prospectively. At that time, any cumulative gain or
loss on the hedging instrument recognised in equity is retained in equity until the forecast transaction occurs. If a hedged
transaction is no longer expected to occur, the net cumulative gain or loss recognised in equity is transferred to the
Consolidated Income Statement in the period.
A derivative is presented as a non-current asset or a non-current liability if the remaining maturity of the instrument is
more than 12 months and it is not expected to be realised or settled within 12 months. Other derivatives are presented
as current assets or current liabilities. Further details of derivative financial instruments are disclosed in Notes 23 and 33.
Provisions
Provisions are recognised when the Group has a present obligation (legal or constructive) as a result of a past event, and it is
probable that the Group will be required to settle that obligation. Provisions are measured at management’s best estimate
of the expenditure required to settle the obligation at the reporting date, and are discounted to present value where the
effect is material. Any difference between the amounts previously recognised and the current estimates is recognised
immediately in the Consolidated Income Statement.
Restructuring provisions are recognised when the Group has a detailed formal plan for the restructuring that has been
communicated to the affected parties. Acquisition and integration provisions are recognised when there is a commitment
to settle an obligation relating to expenditure incurred on acquisition-related items or integration items of spend that relate
to an acquisition. Onerous contract provisions are recognised when it is determined that the cost to fulfil the contract is
higher than the economic benefit to be obtained from it.
Strategic Report Governance Financial Statements Additional Information
Informa Annual Report and Accounts 2024
159

2. Material accounting policies continued
Alternative performance measures
In addition to the statutory results, adjusted results are prepared for the Consolidated Income Statement, including
adjusted operating profit and adjusted diluted earnings per share, as the Board considers these non-GAAP measures to
be a useful and alternative way to measure the Group’s performance in a way that is comparable to the prior year. See the
Glossary of terms: alternative performance measures on page 231 for definitions of non-GAAP measures, which includes
adjusted measures shown in Notes 7 and 14.
Adoption of new and revised International Financial Reporting Standards (IFRSs)
Standards and interpretations adopted in the current year
The following new standards and interpretations have been adopted in the current year, effective as of 1 January 2024:
• Amendments to IFRS 16 – Leases on sale and leaseback
• Amendments to IAS 1 – Non-current liabilities with covenants
• Amendments to IAS 7 and IFRS 7 – Supplier finance arrangements
The adoption of the above standards and interpretations is not expected to lead to any changes to the Group’s accounting
policies or have any material impact on the financial position or performance of the Group.
All other amendments of IFRSs have not led to any changes to the Group’s accounting policies or had any material impact
on the financial position or performance of the Group. Other amendments and interpretations to IFRSs effective for the
period ended 31 December 2024 have had no impact on the Group.
Standards and interpretations in issue, but not yet effective
At the date of authorisation of these financial statements, the following standards and interpretations which have not been
applied in these Consolidated Financial Statements were in issue but have not yet come into effect:
• Amendments to IAS 21 – Lack of Exchangeability
The adoption of the above standards and interpretations is not expected to lead to any changes to the company’s accounting
policies or have any material impact on the financial position or performance of the company.
Management also notes the IFRS Interpretations Committee (IFRIC) agenda decision released in the year relating to
disclosures under IFRS 8. IFRIC decisions do not have effective dates and this has not been adopted in the year. The impact
of the agenda decision on disclosures will be considered and reflected as necessary in the 2025 accounts.
3. Critical accounting judgements and key sources of estimation uncertainty
In the application of the Group’s accounting policies, which are described in Note 2, the Directors are required to make
judgements and estimates about the carrying amounts of assets and liabilities that are not readily apparent from other
sources. The estimates and associated assumptions are based on historical experience and other relevant factors. Actual
results may differ from these estimates.
Critical accounting judgements
In addition to the judgement taken by the Group in selecting and applying the accounting policies set out above, the Directors
have made the following judgements concerning the amounts recognised in the Consolidated Financial Statements. There are
no additional critical accounting judgements and key sources of estimation uncertainty relating to climate-related risks.
Identification of adjusting items
The Group provides adjusted results and underlying measures in addition to statutory measures, in order to provide additional
useful information on business performance trends to shareholders. The Board considers these non-GAAP measures as an
appropriate way to measure the Group’s performance because it aids comparability to the prior year and to other companies
that treat specific items as adjusting items and given the size of these items and variability from one year to the next.
The terms ‘adjusted’ and ‘underlying’ are not defined terms under IFRS and may not therefore be comparable with
similarly titled measurements reported by other companies. Management is therefore required to exercise its judgement
in appropriately identifying and describing these items. These measures are not intended to be a substitute for, or superior
to, IFRS measurements.
The Financial Review provides reconciliations of alternative performance measures (APMs) to statutory measures and provides
the basis of calculation for certain APM metrics. These APMs are provided on a consistent basis with the prior year.
Informa Annual Report and Accounts 2024
160
Financial Statements
Notes to the Consolidated Financial Statements for the year
ended 31 December 2024 continued

Estimation uncertainty
As at the year ended 31 December 2024, the Group noted two key sources of estimation uncertainty. No reasonably possible
change in assumptions used in the measurement of the retained stake in Pharma Intelligence would give rise to a material
change and, therefore, this is no longer assessed to be a key source of estimation uncertainty at 31 December 2024.
Details of the two key sources of estimation uncertainty are outlined below.
Measurement of retirement benefit obligations
The measurement of the retirement benefit obligation and surplus involves the use of a number of assumptions. The most
significant of these relates to the discount rate and mortality assumptions where reasonable changes to these estimates could
result in a material adjustment to the retirement benefit obligations within the next financial year. The most significant scheme
is the UBM Pension Scheme (UBMPS). Note 35 details the principal assumptions which have been adopted following advice
received from independent actuaries and also provides sensitivity analysis with regard to changes to these assumptions.
Valuation of the acquisition intangible assets
The valuation of the acquisition intangibles relies on management’s estimate of discount rates, royalty rates and attrition
rates for TechTarget and Ascential. A reasonable change to these estimates could cause a material adjustment to the provisional
fair value of these intangibles within the measurement period. Note 17 provides sensitivity analysis for these estimates.
Assumptions used in the goodwill impairment assessment
The construction of the annual goodwill impairment assessment relies on management’s estimate of future cash flows,
discount rates and long-term growth rates to calculate the recoverable amount of each group of CGUs. In line with the
requirements of IAS 1, management has considered the impact of these assumptions on the future as well as at the balance
sheet date. Accordingly, we identify that a reasonably possible change in the discount rate and future cash flow assumptions
could cause a material adjustment to the carrying value of the assets of the Informa TechTarget division, which forms part of
the Group following structural changes effective 1 January 2025. Note 15 provides further details of the sensitivity analysis
conducted.
4. Revenue
An analysis of the Group’s revenue by type is set out below; refer to the accounting policy in Note 2 on revenue for an
explanation of the nature of revenue types, their timing and related expected cash flows, and any uncertainties and
significant payment terms.
Year ended 31 December 2024
Other
1
Exhibitor
1,392.4
98.6
132.7
–
9.5
1,633.2
Subscriptions
38.2
54.1
150.9
368.8
9.5
621.5
Transactional sales
6.0
28.1
43.3
327.6
19.3
424.3
Attendee
88.6
55.6
179.3
–
30.7
354.2
Marketing and advertising services
95.1
114.1
38.5
1.8
–
249.5
Sponsorship
102.7
73.4
86.3
–
8.0
270.4
Total
1,723.0
423.9
631.0
698.2
77.0
3,553.1
1 Other comprises the results of Ascential and TechTarget, which were acquired during the year ended 31 December 2024 (see Note 17)
Year ended 31 December 2023
Other
1
Exhibitor
1,309.4
85.1
103.8
–
–
1,498.3
Subscriptions
34.8
58.7
144.0
346.1
–
583.6
Transactional sales
4.3
26.5
45.6
272.0
–
348.4
Attendee
74.8
54.4
164.8
–
–
294.0
Marketing and advertising services
91.0
116.3
36.0
0.9
–
244.2
Sponsorship
79.0
55.7
86.4
–
–
221.1
Total
1,593.3
396.7
580.6
619.0
–
3,189.6
1 Other comprises the results of Ascential and TechTarget, which were acquired during the year ended 31 December 2024 (see Note 17)
Strategic Report Governance Financial Statements Additional Information
Informa Annual Report and Accounts 2024
161

5. Business segments
The Group has identified reportable segments based on financial information used by the Directors in allocating resources
and making strategic decisions. We consider the chief operating decision maker to be the Executive Directors.
The Group’s five identified reportable segments under IFRS 8 Operating Segments as described in the Strategic Report are
Informa Markets, Informa Tech, Informa Connect, Taylor & Francis and Other. Other comprises the results of Ascential and
TechTarget, which were acquired during the year (see Note 17). There is no difference between the Group’s operating segments
and the Group’s reportable segments as at year end.
The Group’s identified reportable segments to be presented for the year ended 31 December 2025 and onwards is outlined
in the Strategic Report section from page 3.
Segment revenue and results
The Group’s primary internal income statement performance measures are revenue and adjusted operating profit. A
reconciliation of adjusted operating profit to statutory operating profit and profit before tax is provided below:
Year ended 31 December 2024
Other
1
Revenue
1,723.0
423.9
631.0
698.2
77.0
3,553.1
Adjusted operating profit before joint ventures and
associates
2
517.2
82.2
114.4
255.7
22.7
992.2
Share of adjusted results of joint ventures and
associates
2.8
–
–
–
–
2.8
Adjusted operating profit
520.0
82.2
114.4
255.7
22.7
995.0
Intangible asset amortisation
3
16
(173.5)
(37.1)
(54.1)
(31.7)
(13.2)
(309.6)
Impairment – acquisition-related and other intangibles
16
(11.2)
(0.9)
(0.2)
(16.2)
–
(28.5)
Impairment – IFRS 16 right-of-use assets
7
(0.4)
(1.5)
(1.8)
(0.3)
(1.0)
(5.0)
Acquisition costs
7
(5.6)
(0.7)
(3.6)
(1.5)
(54.6)
(66.0)
Integration costs
7
(10.4)
(17.0)
(12.5)
(1.0)
(1.3)
(42.2)
Restructuring and reorganisation costs
7
(2.0)
(1.4)
(4.7)
(2.5)
(3.5)
(14.1)
Fair value gain on contingent consideration
7
6.2
18.7
4.6
–
–
29.5
Fair value loss on contingent consideration
7
(4.4)
–
(11.9)
–
–
(16.3)
Operating profit
318.7
42.3
30.2
202.5
(50.9)
542.8
Fair value loss on investments
19
(9.2)
Loss on disposal of subsidiaries and operations
(24.1)
Finance income
10
12.9
Finance costs
11
(115.1)
Profit before tax
407.3
1 Other comprises the results of Ascential and TechTarget, which were acquired during the year ended 31 December 2024 (see Note 17)
2 Adjusted operating profit before joint ventures and associates included the following amounts for depreciation and other amortisation:
£34.6m for Informa Markets, £24.7m for Informa Connect, £8.8m for Informa Tech, £21.5m for Taylor & Francis and £1.1m for Other
3 Excludes non-acquired intangible product development and software amortisation
Informa Annual Report and Accounts 2024
162
Financial Statements
Notes to the Consolidated Financial Statements for the year
ended 31 December 2024 continued

Year ended 31 December 2023
Other
1
Revenue
1,593.3
396.7
580.6
619.0
–
3,189.6
and associates
2
454.7
72.9
102.5
217.9
–
848.0
Share of adjusted results of joint ventures and associates
5.8
–
–
–
–
5.8
Adjusted operating profit
460.5
72.9
102.5
217.9
–
853.8
Intangible asset amortisation
3
16
(179.0)
(37.5)
(43.4)
(52.9)
–
(312.8)
Impairment – acquisition-related and other intangibles
16
(24.5)
(0.3)
(0.3)
–
–
(25.1)
right-of-use assets
7
0.1
(0.3)
0.8
–
–
0.6
Acquisition costs
7
(15.7)
(17.0)
(19.7)
(0.9)
–
(53.3)
Integration costs
7
(8.3)
(2.9)
(8.5)
–
–
(19.7)
Restructuring and reorganisation income/(costs)
7
1.8
1.1
(0.5)
(13.4)
–
(11.0)
Fair value gain on contingent consideration
7
–
82.4
5.2
–
–
87.6
Fair value loss on contingent consideration
7
(7.3)
–
(4.5)
(0.2)
–
(12.0)
Foreign exchange loss on swap settlement
7
(2.8)
(0.7)
(1.0)
(1.1)
–
(5.6)
Credit in respect of unallocated cash
7
3.3
0.8
1.2
–
–
5.3
Operating profit
228.1
98.5
31.8
149.4
–
507.8
Fair value gain on investments
1.3
Profit on disposal of subsidiaries and operations
3.0
Finance income
10
47.4
Finance costs
11
(67.4)
Profit before tax
492.1
1 Other comprises the results of Ascential and TechTarget, which were acquired during the year ended 31 December 2024 (see Note 17)
2 Adjusted operating profit before joint ventures and associates included the following amounts for depreciation and other amortisation:
£33.7m for Informa Markets, £22.1m for Informa Connect, £6.9m for Informa Tech and £18.2m for Taylor & Francis
3 Excludes non-acquired intangible product development and software amortisation
The accounting policies of the reportable segments are the same as the Group’s accounting policies described in Note 2.
Adjusted operating results by operating segment is the measure reported to the Directors for the purpose of resource
allocation and assessment of segment performance. Finance costs and finance income are not allocated to segments,
as this type of activity is driven by the central Treasury function, which manages the cash positions of the Group.
Segment assets
Informa Markets
6,699.9
6,838.7
Informa Connect
1,343.3
1,632.1
Informa Tech
1,337.6
1,368.2
Taylor & Francis
1,022.2
968.5
Ascential
1,462.9
–
TechTarget
1,013.4
–
Total segment assets
12,879.3
10,807.5
Unallocated assets
811.4
716.7
Total assets
13,690.7
11,524.2
For the purpose of monitoring segment performance and allocating resources between segments, the Group monitors
the non-current tangible, intangible and financial assets attributable to each segment. All assets are allocated to reportable
segments except for certain centrally held balances, including cash, some intangible software assets relating to Group
infrastructure, balances receivable from businesses sold and taxation (current and deferred). Assets used jointly by
reportable segments are allocated on the basis of the revenues earned by individual reportable segments.
Strategic Report Governance Financial Statements Additional Information
Informa Annual Report and Accounts 2024
163

5. Business segments continued
Geographic information
The Group’s revenue by location of customer and information about its segment assets by geographic location are detailed below:
Revenue
Segment non-current assets
1
UK
195.6
188.8
2,875.2
2,278.3
Continental Europe
405.1
355.1
1,294.1
945.0
North America
1,752.2
1,541.4
5,927.1
4,927.2
China
466.3
449.0
1,717.9
1,767.4
Rest of World
733.9
655.3
220.7
224.3
3,553.1
3,189.6
12,035.0
10,142.2
1 Non-current amounts exclude other investments, deferred tax assets and retirement benefit surplus of £320.7m (2023: £326.5m)
No individual customer contributed more than 10% of the Group’s revenue in either 2024 or 2023.
6. Operating expenses and other operating income
Operating profit has been arrived at after charging/(crediting):
items
1
items
1
Cost of sales (excluding staff costs, depreciation and
adjusting items)
1,220.9
–
1,220.9
1,123.7
–
1,123.7
Staff costs
8
984.0
–
984.0
900.6
–
900.6
Auditors’ remuneration for audit services
10.1
–
10.1
6.3
–
6.3
Amortisation of other intangible assets
16
46.1
309.6
355.7
41.1
312.8
353.9
Depreciation – property and equipment
18
17.5
–
17.5
13.5
–
13.5
Depreciation – IFRS 16 right-of-use assets
39
27.1
–
27.1
26.3
–
26.3
Impairment – acquisition-related and other intangibles
7
–
28.5
28.5
–
25.1
25.1
right-of-use assets
7
–
5.0
5.0
–
(0.6)
(0.6)
Acquisition costs
7
–
66.0
66.0
–
53.3
53.3
Integration costs
7
–
40.7
40.7
–
18.2
18.2
Restructuring and reorganisation costs
7
–
14.1
14.1
–
11.0
11.0
Fair value gain on contingent consideration
7
–
(29.5)
(29.5)
–
(87.6)
(87.6)
Fair value loss on contingent consideration
7
–
16.3
16.3
–
12.0
12.0
Net foreign exchange loss
7
5.5
–
5.5
7.6
5.6
13.2
Credit in respect of unallocated cash
7
–
–
–
–
(5.3)
(5.3)
Other operating expenses
249.7
–
249.7
222.5
–
222.5
income before share of joint ventures and associates
2,560.9
450.7
3,011.6
2,341.6
344.5
2,686.1
1 Excludes adjusting items relating to joint ventures and associates
Informa Annual Report and Accounts 2024
164
Financial Statements
Notes to the Consolidated Financial Statements for the year
ended 31 December 2024 continued

Amounts payable to the auditors, PricewaterhouseCoopers LLP and its associates by the company and its subsidiary
undertakings are provided below:
Fees payable to the company’s auditors for the audit of the company’s annual financial statements
4.2
5.0
Audit of the company’s subsidiaries
5.9
1.3
Total audit fees
10.1
6.3
TechTarget acquisition regulatory filings
14.0
–
Half-year review
0.3
0.3
Other services
0.2
0.1
Total non-audit fees
14.5
0.4
The Audit Committee approves all non-audit services within the company’s policy. The Committee considers that certain
non-audit services should be provided by the external auditors, because its existing knowledge of the business makes this the
most efficient and effective way for those non-audit services to be carried out and does not consider the provision of such
services to impact the independence of the external auditors in accordance with the FRC’s ‘Revised Ethical Standard 2019’.
Fees payable for the audit of the company’s subsidiaries totalled £5.9m in 2024 (2023: £1.3m) primarily due to the acquisition
of TechTarget. As well as increasing the size of the Group, additional fees were incurred for the audit transition of the
TechTarget business to PricewaterhouseCoopers LLP and for the new requirement for the Informa Tech digital businesses
to be audited under US GAAP and PCAOB requirements.
In 2024, the non-audit fees paid to PricewaterhouseCoopers LLP totalled £14.5m (2023: £0.4m), which represented 144%
(2023: 6%) of the 2024 audit fee. The 2024 non-audit fees included £14.0m (2023: nil) relating to regulatory filings associated
with the acquisition of TechTarget, including the audit and review of the historical financial information required by the
Securities and Exchange Commission (SEC), and £0.3m (2023: £0.3m) relating to the half-year review.
A description of the work of the Audit Committee is set out in the Corporate Governance Statement on pages 105 to 114 and
includes an explanation of how auditors objectivity and independence is safeguarded when non-audit services are provided
by the auditors. No services were provided under contingent fee arrangements.
7. Adjusting items
The Board considers certain items should be recognised as adjusting items (see the Glossary of terms: alternative
performance measures on page 231) since, due to their size, nature or infrequency, such presentation is relevant to an
understanding of the Group’s performance. These items do not relate to the Group’s underlying trading and are adjusted
to facilitate a comparative understanding of the Group’s adjusted operating profit measure.
The following charges/(credits) are presented as adjusting items:
Intangible asset amortisation
1
16
309.6
312.8
Impairment – acquisition-related and other intangible assets
16
28.5
25.1
Impairment/(reversal of impairment) – IFRS 16 right-of-use assets
39
5.0
(0.6)
Acquisition costs
66.0
53.3
Integration costs
42.2
19.7
Restructuring and reorganisation costs
14.1
11.0
Fair value gain on contingent consideration
31
(29.5)
(87.6)
Fair value loss on contingent consideration
31
16.3
12.0
Foreign exchange loss on swap settlement
–
5.6
Credit in respect of unallocated cash
–
(5.3)
Adjusting items in operating profit or loss
2
452.2
346.0
Fair value loss/(gain) on investments
9.2
(1.3)
Loss/(profit) on disposal of subsidiaries and operations
24.1
(3.0)
Finance costs
11
22.6
0.8
Adjusting items in profit before tax
508.1
342.5
Tax related to adjusting items
12
(137.3)
(127.0)
Adjusting items in profit for the year
370.8
215.5
1 Intangible asset amortisation is in respect of acquired intangibles and excludes amortisation of software and non-acquired product development
of £46.1m (2023: £41.1m)
2 Includes £1.5m (2023: £1.5m) relating to joint ventures and associates
Strategic Report Governance Financial Statements Additional Information
Informa Annual Report and Accounts 2024
165

7. Adjusting items continued
Further descriptions of the above adjusting items:
• Intangible asset amortisation is the amortisation charged in respect of intangible assets, including product development,
acquired through business combinations or the acquisition of trade and assets. The charge is not considered to be related
to the underlying performance of the Group and it can fluctuate materially period-on-period as and when new businesses
are acquired or disposed of. Revenue and results from the related business combinations have been included within the
adjusted results.
• Impairment of acquisition-related intangible assets is the impairment charged as a result of the annual impairment test or
more frequently when an indicator exists.
• Impairment of right-of-use assets is the impairment charged as a result of an impairment indicator. Reversal of
impairment of right-of-use assets mainly relates to the reopening of previously impaired office properties.
• Acquisition and integration costs are costs incurred in acquiring and integrating share and asset acquisitions as part of
M&A activity.
• Restructuring and reorganisation costs are charges incurred by the Group in business restructuring, operating model changes
and non-recurring legal costs. These costs relate to specific initiatives following reviews of our organisational operations.
• Fair value (gains)/losses on contingent consideration arise as a result of acquisitions. The fair value remeasurement is
recognised in the period as charges or credits to the Consolidated Income Statement, unless these qualify as
measurement period adjustments arising within one year from the acquisition date.
• Foreign exchange losses on swap settlements are one-off and infrequent in nature.
• Credit in respect of unallocated cash relates to a change to the period that unapplied and unallocated cash receipts will be
held on the Consolidated Balance Sheet in certain territories before being released to the Consolidated Income Statement.
The balance recognised in adjusting items comprises balances that would have been released in prior periods, under the
revised methodology, and is not expected to recur as an adjusting item.
• Fair value loss/(gain) on investments is the loss, or gain, as a result of a decrease, or increase, in the fair value of
investments held.
• Loss/(profit) on disposal of subsidiaries and operations relates to disposals in the current period or subsequent costs/
credits relating to prior disposals.
• Finance costs relate to charges incurred specifically for arranging financing in respect of share and asset acquisitions as
part of M&A activity.
• The tax items relate to the tax effect on the items above and adjusting tax items which are analysed in Note 12.
8. Staff numbers and costs
The monthly average number of persons employed by the Group (including Directors) during the year, analysed by segment,
was as follows:
2024
2023
Informa Markets
5,442
4,982
Informa Connect
2,581
2,206
Informa Tech
1,947
2,053
Taylor & Francis
2,860
3,054
Other
1
262
–
Total
13,092
12,295
1 Other comprises the post-acquisition average number of employees of Ascential and TechTarget, which were acquired during the year ended
31 December 2024 (see Note 17). If the post-acquisition number of employees for Ascential and TechTarget were employed by the Group for the
full 12 months, the average number of employees would be 1,687
Informa Annual Report and Accounts 2024
166
Financial Statements
Notes to the Consolidated Financial Statements for the year
ended 31 December 2024 continued

Their aggregate remuneration comprised:
Wages and salaries
853.5
782.8
Social security costs
78.6
70.6
Pension costs associated with staff charged to operating profit (Note 35)
29.7
26.4
Share-based payments (Note 9)
22.2
20.8
Staff costs (excluding adjusting items)
984.0
900.6
Redundancy costs
1
8.3
15.5
Total
992.3
916.1
1 Included within restructuring and reorganisation costs (see Note 7)
The remuneration of the Directors, who are the key management personnel of the Group, is set out below in aggregate for
each of the categories specified in IAS 24 Related Party Disclosures (Note 40). Further information about the remuneration
of individual Directors is provided in the audited part of the Remuneration Report on pages 124 to 129.
2023
1
Short-term employee benefits
5.5
3.6
Post-employment benefits
0.2
0.2
Share-based payments
3.2
3.2
Total
8.9
7.0
1 The 2023 balance has been re-presented to remove compensation paid to Non-Executive Directors and to add the Short-Term Incentive Plan of
Executive Directors
9. Share-based payments
The Group recognised total expenses of £22.2m (2023: £20.8m) relating to share-based payment costs in the year ended
31 December 2024, with £14.3m (2023: £14.6m) relating to equity-settled long-term incentive plan awards, £4.4m (2023: £4.1m)
relating to equity-settled ShareMatch awards, £1.6m (2023: £nil) relating to equity-settled TechTarget share awards,
£0.7m (2023: £nil) relating to cash-settled Tahaluf long-term incentive plan share awards, £0.6m (2023: £1.6m) relating
to equity-settled Curinos Management Incentive Plan share awards and £0.6m (2023: £0.5m) relating to Employee Share
Purchase Plan (ESPP) awards.
Long-Term Incentive Plan (LTIP)
During the year, the Group awarded options at nominal cost to the Executive Directors and the Executive Management Team
as part of the LTIP. The grant price used in the valuation of the awards is the closing share price on the date of grant less
nominal cost.
The LTIP awards are conditional share awards with four performance conditions. The performance period is three years,
starting with the year in which the grant is made. To the extent that the performance conditions are met or satisfied, awards
will be exercisable following the vesting date. LTIP allocations are equity-settled and will lapse if the colleague leaves the
Group before an LTIP grant is exercisable, unless the employee meets certain eligibility criteria. For Executive Directors,
any LTIP awards that vest will be subject to an additional two-year holding period.
The performance conditions with regards to the LTIP awards are as follows: cumulative adjusted operating profit, cumulative
operating cash flow, relative total shareholder returns against the FTSE 100 (TSR) and an ESG-related measure relating to the
number of events in which the Group’s Sustainable Event Fundamentals programme has been implemented. For each
performance measure, if the threshold is achieved then 25% of the award will vest, which increases on a straight-line basis
to full vesting if the maximum is achieved. The period to which these measures relate spans from 2024 through to 2026.
The TSR component of the LTIP awards is valued using the Stochastic and Black-Scholes models. Additionally, the Chaffe
model has been used to value the discount applied to those awards which are subject to an additional holding period.
The inputs into the valuation models for the LTIP performance conditions are as follows:
Grant date
Vesting date
grant date
Exercise price
(years)
Risk free rate
15 April 2024
1
15 April 2027
£8.08
0.1p
25.95%
3
4.43%
29 July 2024
29 July 2027
£8.76
0.1p
22.46%
3
4.22%
1 The expected volatility and risk-free rate for share awards that are subject to a two-year holding period is 21.59% and 4.25% respectively, based on
the grant date of 15 April 2024
Strategic Report Governance Financial Statements Additional Information
Informa Annual Report and Accounts 2024
167

9. Share-based payments continued
In addition to this LTIP award, the Group also awarded options at nominal cost during the year as part of the Management
Equity Plan (MEP). These are restricted share awards which have a three-year vesting period, after which the shares vest
and become available to colleagues, provided they are in continuous employment throughout the vesting period. MEP
awards have no specific performance conditions. The grant price used in the valuation of these awards is the closing share
price as at the day of grant less nominal cost. Allocations are equity-settled and will lapse if the colleague leaves the Group
before a grant is exercisable, unless the employee meets certain eligibility criteria.
The Group also awarded long-term incentive plan awards in January 2021, January 2022 and January 2023 as part of the
Equity Revitalisation Plan (ERP). These are restricted share awards which have a three-year vesting period. These awards
are subject to a shareholder value underpin: if, at the point when an award is due to vest, Informa’s share price does not
exceed £5.454 for the ERP award, the award will not vest until the share price exceeds that price for a period of at least three
months. If this has not been achieved within two years from the original vesting date, no shares will vest and the award will
lapse. The grant price used in the valuation of these awards is the closing share price as at the day of grant. Allocations are
equity-settled and will lapse if the colleague leaves the Group before a grant is exercisable, unless the employee meets
certain eligibility criteria.
The movement in the number of awards across all of the Group’s equity-settled LTIP schemes during the year is as follows:
Outstanding as at 1 January
8,878,745
8,202,790
Granted in the year
2,664,756
2,798,314
Exercised in the year
(2,066,899)
(1,826,371)
Lapsed in the year
(316,351)
(295,988)
Outstanding as at 31 December
9,160,251
8,878,745
Exercisable awards included in outstanding number of options as at 31 December
1,822,072
1,468,521
In order to satisfy outstanding share awards granted under the Group’s equity-settled LTIP schemes, the share capital would
need to be increased at 31 December 2024 by 1,641,407 shares (2023: 8,074,700 shares) taking account of the 7,518,844
(2023: 804,045) shares held in the Employee Share Trust (Note 37). The company will satisfy the awards either through the
issue of additional share capital or the purchase of shares as needed on the open market. The weighted average exercise
price for LTIPs exercised during the year was £7.98 (2023: £6.91). The exercise price for the majority of LTIP awards is 0.1p per
share award and the average period to exercise was 5.3 years (2023: 5.7 years) for awards exercisable at 31 December 2024.
The expected life used in the model has been adjusted, based on the Group’s best estimate, for the effects of non-
transferability, exercise restrictions and behavioural considerations.
ShareMatch (Share Incentive Plan)
In June 2014, the company launched ShareMatch, a global Share Incentive Plan, under which eligible colleagues can invest
up to the limit of £1,800 per annum in the company’s shares. For every one share purchased by the colleague, the company
awards the participant two matching shares after a three-year period.
Matching shares are subject to forfeiture if the purchased shares are withdrawn from the scheme within three years of
purchase or if the colleague leaves the Group, unless the reason for leaving is due to restructuring or retirement. In addition,
both the purchased and matching shares are eligible to receive any dividends payable by the company, which are
reinvested in more shares. Employee subscriptions can be made on a monthly or one-off lump sum basis and matching
shares are purchased on a monthly basis, through a UK Trust. Further details are set out in the remuneration section of
the financial statements.
Outstanding as at 1 January
1,889,766
1,354,338
Granted in the year
756,491
840,329
Exercised in the year
(256,548)
(233,808)
Lapsed in the year
(72,966)
(71,093)
Outstanding as at 31 December
2,316,743
1,889,766
Informa Annual Report and Accounts 2024
168
Financial Statements
Notes to the Consolidated Financial Statements for the year
ended 31 December 2024 continued

TechTarget share plan
As part of the TechTarget acquisition (see Note 17), Informa has assumed responsibility for the existing TechTarget share-based
payment arrangements. TechTarget operates as a separate publicly traded company and has issued equity-settled restricted
stock units. Grants have a three-year vesting period and will lapse if the colleague leaves the Group before a grant is exercisable,
unless the employee meets certain eligibility criteria. Option awards may also be granted as part of TechTarget’s stock-based
compensation plans; however, there are no options granted at the acquisition date.
Under the terms of the acquisition agreement between TechTarget and Informa, 50% of the outstanding unvested restricted
stock units with respect to shares in TechTarget were accelerated immediately prior to the acquisition date. The remaining
50% were converted to restricted stock units in Informa TechTarget on the acquisition date, under the same terms and
conditions as the original restricted stock units. The fair value of these restricted stock units upon acquisition was USD 43.6m
(£34.3m). These units were valued based on the share price of the underlying Informa TechTarget shares at the acquisition
date, adjusted for expected forfeitures. Of the total fair value, USD 13.5m (£10.6m) was attributed to pre-combination
service and included in consideration transferred, while USD 30.1m (£23.7m) relates to post-combination service and will be
expensed over the remaining vesting period as a share-based payment cost.
The number of awards outstanding on the acquisition date was 1,492,858. After the acquisition date, 13,626 awards were
granted and 6,057 awards were fully vested and released. The number of awards outstanding as at 31 December 2024 was
1,500,427. There is no exercise price for the awards. The awards have an expected weighted average remaining life of 1.4 years
as at 31 December 2024.
Curinos Management Incentive Plan (MIP)
Following the acquisition of Novantas Inc. on 28 May 2021 and its combination with the Informa FBX business to form the
Curinos business, Management Incentive Plan (MIP) awards were agreed to be issued to Curinos colleagues for the
equivalent of up to 10% of the share capital of the Curinos business.
MIP awards provide holders with a payment following a performance event based on the increase in the value of the Curinos
business relative to the initial investment price, as adjusted for the percentage vested for the performance-based element
of the awards. MIP awards are dependent on continued employment during the vesting period, with one third vesting
equally over time and two thirds being subject to a performance criterion related to the level of increase in value of the
Curinos business. MIP awards have been valued for IFRS 2 purposes using a stochastic Option Pricing modelling approach,
using comparable companies to estimate volatility and assuming an expected life of three years. MIP awards were granted
to Curinos colleagues on 9 September 2021.
During the year, 3,740,000 awards were issued, 9,366,093 awards were forfeited and 609,622 awards were repurchased from
terminated employees and removed from the shares which are available for subsequent issuance. Following the disposal of
the Curinos business on 24 December 2024 (see Note 20), which is not considered a performance event, the number of
awards outstanding under the MIP as at 31 December 2024 was nil (2023: 40,617,205) and the scheme will no longer have an
impact on the Group’s results.
10. Finance income
Interest income on bank deposits
12.1
46.7
Interest income from finance lessor leases
0.4
0.4
Fair value gain on financial instruments
0.4
0.3
Total finance income
12.9
47.4
Strategic Report Governance Financial Statements Additional Information
Informa Annual Report and Accounts 2024
169

11. Finance costs
Interest expense on borrowings and loans
1
79.4
58.2
Interest on lease liabilities
39
13.3
11.2
Interest income on pension scheme net surplus
35
(1.9)
(1.8)
Total interest expense
90.8
67.6
Other
1.7
(1.0)
Financing costs before adjusting items
92.5
66.6
Adjusting items
2
7
22.6
0.8
Total finance costs
115.1
67.4
1 Included in interest expense above is the amortisation of debt issue costs of £2.8m (2023: £2.7m)
2 The adjusting items for finance costs relate to fair value losses on derivative contracts executed in expectation of the October 2024 EMTN issuance
and fees on the Ascential acquisition bridge facility. The adjusting item for finance costs in 2023 relates to the revaluation of the BolognaFiere
convertible bond
12. Taxation
The tax charge comprises:
UK
24.0
33.2
Continental Europe
28.7
26.0
US
71.6
(10.5)
China
35.4
25.6
Rest of world
32.5
25.1
Prior years
30.5
(25.1)
Total current tax
222.7
74.3
Current year
(105.6)
(36.3)
Prior years
(79.0)
(6.6)
Charge/(credit) arising from tax rate changes
2.8
(2.0)
Total deferred tax
(181.8)
(44.9)
Total tax charge
40.9
29.4
The tax on adjusting items within the Consolidated Income Statement relates to the following:
Intangible assets amortisation
7
(309.6)
72.6
(312.8)
76.8
Benefit of goodwill amortisation for tax purposes only
–
(16.0)
–
(14.5)
Impairment – acquisition-related and other intangible assets
7
(28.5)
7.1
(25.1)
6.4
(Impairment)/reversal of impairment – IFRS 16 right-of-use assets
7
(5.0)
1.3
0.6
(0.1)
Acquisition and integration-related costs
7
(108.2)
9.9
(73.0)
22.5
Restructuring and reorganisation costs
7
(14.1)
3.3
(11.0)
2.7
Fair value gain on contingent consideration
7
29.5
–
87.6
–
Fair value loss on contingent consideration
7
(16.3)
–
(12.0)
–
Foreign exchange loss on swap settlement
7
–
–
(5.6)
1.3
Credit in respect of unallocated cash
7
–
–
5.3
(1.2)
Fair value (loss)/gain on investments
7
(9.2)
(0.1)
1.3
1.5
(Loss)/profit on disposal of subsidiaries and operations
7
(24.1)
(28.1)
3.0
–
Finance costs
7
(22.6)
1.7
(0.8)
0.2
Movement in deferred tax asset on Luxembourg losses
–
66.9
–
15.9
Adjustments for prior years
–
18.7
–
15.5
Total tax on adjusting items
(508.1)
137.3
(342.5)
127.0
Informa Annual Report and Accounts 2024
170
Financial Statements
Notes to the Consolidated Financial Statements for the year
ended 31 December 2024 continued

The current and deferred tax charges are calculated on the estimated assessable profit for the year. Taxation is calculated in
each jurisdiction based on the prevailing rates of that jurisdiction. A reconciliation of the actual tax expense to the expected
tax expense at the applicable statutory rate is shown below:
2024
2023
£m
%
£m
%
Profit before tax
407.3
492.1
Tax charge at effective UK statutory rate of 25% (2023: 23.5%)
101.8
25.0
115.6
23.5
Different tax rates on overseas profits
0.1
–
4.4
0.9
Disposal-related items
1
34.3
8.4
(1.0)
(0.2)
Acquisition-related items
16.9
4.1
(5.2)
(1.1)
Non-deductible expenditure
22.9
5.6
10.7
2.1
Non-taxable income
2
(9.9)
(2.4)
(27.8)
(5.6)
Benefits from financing structures
(9.6)
(2.4)
(8.1)
(1.6)
Tax incentives
(3.5)
(0.9)
(1.4)
(0.3)
Adjustments for prior years
3
(48.5)
(11.9)
(31.7)
(6.4)
Net movement in provisions for uncertain tax positions
4
(2.6)
(0.6)
(11.6)
(2.4)
Impact of changes in tax rates
2.8
0.7
(2.0)
(0.4)
Recognition of deferred tax asset on Luxembourg losses
5
(66.9)
(16.4)
(15.9)
(3.2)
Movements in other deferred tax not recognised
3.1
0.8
3.4
0.7
Tax charge and effective rate for the year
40.9
10.0
29.4
6.0
1 Disposal related items relate to the difference between a loss for accounting and a gain for tax purposes on the disposal of subsidiaries and operations
2 Non-taxable income includes income in relation to the remeasurement of contingent consideration as set out in Note 31
3 Adjustments for prior years incorporate refinements to tax computations made on submission or resubmission and agreement with tax authorities
4 The net movement in provisions for uncertain tax positions reflects management’s reassessment of the provisions required in relation to historical
tax exposures
5 Additional deferred tax has been recognised in relation to Luxembourg losses as, based on the Group’s current forecasts, it is now expected that
there will be taxable profits against which they can be utilised
In addition to the income tax charge in the Consolidated Income Statement, a tax charge of £4.4m (2023: £1.2m) has been
recognised directly in the Consolidated Statement of Comprehensive Income during the year.
Current tax liabilities include £45.0m (2023: £43.6m) in respect of provisions for uncertain tax positions.
On 11 July 2023, the UK Government enacted the Pillar Two income taxes legislation, effective for the financial year beginning
1 January 2024. Under the legislation, Informa PLC is required to pay, in the UK, top-up tax on the profits of its subsidiaries
and permanent establishments that are taxed at a Pillar Two effective tax rate of less than 15%. The Group has performed
an assessment of the exposure to Pillar Two income taxes in 2024. Based on this assessment, the majority of entities fall
within the transitional safe harbours or have a simplified effective tax rate of more than 15%. However, there are a limited
number of jurisdictions where the transitional safe harbour relief may not apply and the Pillar Two effective tax rate is below
15%. The Group has recognised a £6.6m tax charge for the year in relation to this.
The UK’s Finance Bill 2024-25 was substantively enacted on 3 March 2025. This included amendments to the Pillar Two rules,
including in relation to arbitrage arrangements. The Group is currently assessing the impact of this legislation.
13. Dividends
Interim dividend for the year ended 31 December 2023
–
–
5.8
80.9
Final dividend for the year ended 31 December 2023
–
–
12.2
163.6
Interim dividend for the year ended 31 December 2024
6.4
84.6
–
–
Proposed final dividend for the year ended 31 December 2024
13.6
180.9
–
–
Total dividend for the year
20.0
265.5
18.0
244.5
As at 31 December 2024, £0.3m (2023: £0.3m) of dividends were still to be paid, and total dividend payments in the year
were £248.2m (2023: £176.6m). The proposed final dividend for the year ended 31 December 2024 of 13.6p (2023: 12.2p) per
share is subject to approval of shareholders at the Annual General Meeting and has not been included as a liability in these
Consolidated Financial Statements. The payment of this dividend will not have any tax consequences for the Group.
In the year ended 31 December 2024, there were dividend payments of £31.0m (2023: £16.0m) to non-controlling interests.
Strategic Report Governance Financial Statements Additional Information
Informa Annual Report and Accounts 2024
171

14. Earnings per share
Basic
The basic earnings per share (EPS) calculation is based on the profit/(loss) attributable to the equity holders of the Parent
Company divided by the weighted average number of shares in issue less those shares held by the Employee Share Trust
and ShareMatch.
Diluted
The diluted EPS calculation is based on the basic EPS calculation above except that the weighted average number of shares
includes all potentially dilutive options granted by the reporting date as if those options had been exercised on the first day of
the accounting period or the date of the grant, if later. In 2024, there were no (2023: nil) potential ordinary shares which were
anti-dilutive and therefore excluded from the weighted average number of ordinary shares for the purpose of calculating
diluted EPS.
Weighted average number of shares
The table below sets out the adjustment in respect of dilutive potential ordinary shares for use in the calculation of diluted
EPS and diluted adjusted EPS:
2024
2023
Weighted average number of shares used in basic and adjusted basic earnings per share
1,335,773,495
1,394,051,260
Effect of dilutive potential ordinary shares
8,218,817
8,670,882
Weighted average number of shares used in diluted and adjusted diluted earnings per share
1,343,992,312
1,402,722,142
Statutory earnings per share
Profit for the year
366.4
462.7
Non-controlling interests
(68.7)
(43.7)
Earnings and EPS for the purpose of statutory basic EPS
297.7
22.3
419.0
30.1
Effect of dilutive potential ordinary shares (p)
–
(0.1)
–
(0.2)
Earnings and EPS for the purpose of statutory diluted EPS
297.7
22.2
419.0
29.9
Adjusted earnings per share
In addition to basic EPS, adjusted diluted EPS has been calculated to provide useful additional information on underlying
earnings performance. Adjusted diluted EPS is based on profit attributable to equity holders which has been adjusted to
exclude items that, in the opinion of the Directors, would distort underlying results (see Note 7).
Informa Annual Report and Accounts 2024
172
Financial Statements
Notes to the Consolidated Financial Statements for the year
ended 31 December 2024 continued

Adjusted earnings per share
Earnings and EPS for the purpose of statutory basic EPS
297.7
22.3
419.0
30.1
Intangible asset amortisation
309.6
23.2
312.8
22.4
Impairment – acquisition-related and other intangible assets
28.5
2.1
25.1
1.8
Impairment/(reversal of impairment) – IFRS 16 right-of-use assets
5.0
0.3
(0.6)
–
Acquisition costs
66.0
4.9
53.3
3.8
Integration costs
42.2
3.2
19.7
1.4
Restructuring and reorganisation costs
14.1
1.1
11.0
0.8
Fair value gain on contingent consideration
(29.5)
(2.2)
(87.6)
(6.3)
Fair value loss on contingent consideration
16.3
1.2
12.0
0.9
Foreign exchange loss on swap settlement
–
–
5.6
0.4
Credit in respect of unallocated cash
–
–
(5.3)
(0.4)
Fair value loss/(gain) on investments
9.2
0.7
(1.3)
(0.1)
Loss/(profit) on disposal of subsidiaries and operations
24.1
1.8
(3.0)
(0.2)
Finance costs
22.6
1.7
0.8
0.1
Tax related to adjusting items
(137.3)
(10.3)
(127.0)
(9.1)
Non-controlling interest adjusting items
4.8
0.4
0.6
–
Earnings and EPS for the purpose of adjusted basic EPS
673.3
50.4
635.1
45.6
Effect of dilutive potential ordinary shares
–
(0.3)
–
(0.3)
Earnings and EPS for the purpose of adjusted diluted EPS
673.3
50.1
635.1
45.3
15. Goodwill
At 1 January 2023
6,559.2
Additions in the year
998.1
Exchange differences
(275.7)
At 31 December 2023
7,281.6
Additions in the year (Note 17)
1,381.3
Disposals (Note 20)
(228.8)
Deconsolidation of former subsidiaries (Note 19)
(37.6)
Exchange differences
32.6
At 31 December 2024
8,429.1
At 1 January 2023
(678.9)
Exchange differences
27.1
At 31 December 2023
(651.8)
Exchange differences
9.7
At 31 December 2024
(642.1)
At 31 December 2024
7,787.0
At 31 December 2023
6,629.8
The Group has historically tested goodwill for impairment at the business segment level (see Note 5) representing an
aggregation of CGUs, reflecting the level at which goodwill is monitored. There were six groups of CGUs for goodwill
impairment testing in 2024 (2023: four groups of CGUs), four of which represent the historical business segments, and
Ascential and TechTarget separately, following the acquisition of these companies by the Group (see Note 17).
Due to the proximity of the acquisitions of Ascential and TechTarget to the year end, the impairment assessments have been
carried out leveraging the work performed to recognise the acquired assets at their fair value, analysis of the post-
acquisition performance of each business, forecasted performance expectations and, in the case of TechTarget, analysis of
the share price movement since acquisition. No impairments were identified in this process.
Strategic Report Governance Financial Statements Additional Information
Informa Annual Report and Accounts 2024
173

15. Goodwill continued
As a result of structural changes from 1 January 2025, Informa TechTarget will form a new division combining Informa Tech’s
digital businesses and TechTarget. The use of the acquisition cash flows at 31 December 2024 to support the TechTarget
impairment assessment means that goodwill is at its fair value and there is negligible headroom, which contributes to the
fact we consider that reasonably possible changes in key assumptions within this new group of CGUs could lead to a risk of
future impairment within the next 12 months. A 10% reduction in cash flows and a 1% increase in discount rate would in
isolation result in £119.3m and £117.9m impairments respectively. A 0.5% decrease in long-term growth rate would not result
in a material impairment.
For the remaining groups of CGUs, impairment testing involved comparing the aggregated carrying value of assets with
income-based fair value less costs of disposal (FVLCD) calculations derived from the latest Group cash flow projections,
which are Level 3 inputs per IFRS 13 and which reflect past experience of the Group. This is consistent with the approach in
2023 for Informa Tech but represents a change in methodology from value in use (VIU) calculations for Informa Markets,
Informa Connect and Taylor & Francis. IAS 36 allows for the application of either approach, and there is no requirement to
complete both calculations if no impairments are identified.
Informa Markets
4,223.2
4,211.5
6
5
Informa Connect
871.3
1,023.3
5
4
Informa Tech
835.1
824.6
1
1
Taylor & Francis
588.2
570.4
1
1
Other
1
1,269.2
–
2
–
7,787.0
6,629.8
15
11
1 Other comprises the post-acquisition values of Ascential and TechTarget, which were acquired during the year ended 31 December 2024 (see Note 17)
Impairment review
As goodwill is not amortised, it is tested for impairment at least annually, or more frequently if there are indicators of impairment.
At half-year 2024, we concluded that there were no indicators of impairment in any group of CGUs, so no further review was
conducted. In line with our accounting policy, an annual impairment review was performed as at 31 December 2024.
Management has used the following key assumptions in its impairment analysis:
Key assumption
How we have defined this
For
2025
, management has used the annual budget. For 2026 and 2027, management has used the three-year plan forecast.
Management has concluded that there was no impairment indicated in the impairment tests conducted as at 31 December 2024,
with headroom above the carrying value of assets in all groups of CGUs. The key assumptions used in the tests are stated below:
Long-term growth rates
Post-tax discount rates
Pre-tax discount rates
Key assumptions
2024
2023
2024
2023
2024
2023
Informa Markets
2.0%-3.3%
2.4%
6.6%-18.3%
n/a
n/a
9.6%-15.3%
Informa Connect
2.1%-2.2%
2.1%
9.5%-10.2%
n/a
n/a
11.6%-12.5%
Informa Tech
2.1%
2.1%
10.6%
10.2%
n/a
n/a
Taylor & Francis
2.1%
2.1%
8.5%
n/a
n/a
11.0%
Informa Annual Report and Accounts 2024
174
Financial Statements
Notes to the Consolidated Financial Statements for the year
ended 31 December 2024 continued

The ranges presented for long-term growth rates and discount rates are due to different rates being used across the CGUs
that make up Informa Markets and Informa Connect, reflecting the different geographies they operate in and the risk
characteristics relevant to them.
Sensitivity analysis
Key uncertainties relate to the continued growth of the events, technology and publishing businesses, and the variability in
the impact of higher interest rates across the geographies in which the Group operates, which may impact the future cash
flows, discount rates and long-term growth rates. Management has applied sensitivities to each of those three areas.
The cash flow scenario considered a 10% reduction in cash flows in all forecast periods, 2025 to 2027, including the perpetuity
year, reflecting an estimation of the impact of a reduction in the number or profitability of physical events or by a reduction
in digital revenue. To reflect disadvantageous changes in the economies in which the Group operates, we applied 1.0%
increases in discount rates and 0.5% decreases in long-term growth rates.
The above sensitivities indicate management’s assessment of reasonably plausible, material changes to assumptions. The
results of the sensitivity analysis showed there remained headroom in each group of CGUs under all three scenarios tested.
16. Other intangible assets
At 1 January 2023
938.5
693.7
3,663.0
5,295.2
278.9
45.5
5,619.6
and operations
6.8
40.5
529.8
577.1
–
1.5
578.6
Additions
1
8.4
2.2
22.2
32.8
52.9
14.9
100.6
Disposals
–
(22.6)
(19.4)
(42.0)
(10.7)
(11.2)
(63.9)
Exchange differences
(28.5)
(35.9)
(170.4)
(234.8)
(4.2)
(0.7)
(239.7)
At 31 December 2023
925.2
677.9
4,025.2
5,628.3
316.9
50.0
5,995.2
and operations
9.6
390.1
614.3
1,014.0
11.7
90.6
1,116.3
Additions
1
3.7
–
2.7
6.4
51.9
20.5
78.8
Disposals
(0.6)
(154.2)
(53.3)
(208.1)
(50.2)
(3.2)
(261.5)
Deconsolidation of former subsidiaries
2
–
–
(51.4)
(51.4)
–
–
(51.4)
Exchange differences
6.2
11.8
11.2
29.2
0.9
1.7
31.8
At 31 December 2024
944.1
925.6
4,548.7
6,418.4
331.2
159.6
6,909.2
Accumulated amortisation
3
At 1 January 2023
(724.3)
(328.4)
(1,402.6)
(2,455.3)
(177.7)
(13.9)
(2,646.9)
Charge for the year
(52.7)
(36.5)
(223.6)
(312.8)
(35.1)
(6.0)
(353.9)
Impairment losses
(0.2)
–
(23.5)
(23.7)
–
(1.4)
(25.1)
Disposals
–
22.6
19.4
42.0
13.8
7.2
63.0
Exchange differences
23.0
16.9
65.5
105.4
2.7
0.5
108.6
At 31 December 2023
(754.2)
(325.4)
(1,564.8)
(2,644.4)
(196.3)
(13.6)
(2,854.3)
Charge for the year
(31.9)
(42.6)
(233.2)
(307.7)
(35.4)
(12.6)
(355.7)
Impairment losses
–
–
(11.2)
(11.2)
(16.4)
(0.9)
(28.5)
Disposals
0.6
63.3
51.0
114.9
27.8
2.2
144.9
Deconsolidation of former subsidiaries
2
–
–
3.2
3.2
–
–
3.2
Exchange differences
(5.6)
(3.9)
1.9
(7.6)
(0.3)
–
(7.9)
At 31 December 2024
(791.1)
(308.6)
(1,753.1)
(2,852.8)
(220.6)
(24.9)
(3,098.3)
At 31 December 2024
153.0
617.0
2,795.6
3,565.6
110.6
134.7
3,810.9
At 31 December 2023
171.0
352.5
2,460.4
2,983.9
120.6
36.4
3,140.9
1 Additions includes business asset acquisitions and product development. The Consolidated Cash Flow Statement shows £77.6m (2023: £89.1m)
for these items, with £8.2m (2023: £22.8m) for titles, brands and customer relationships, £51.2m (2023: £55.1m) for intangible software assets
and £18.2m (2023: £11.2m) of product development
2 See Note 19
3 Amortisation is included within the Net operating expenses line within the Consolidated Income Statement
Strategic Report Governance Financial Statements Additional Information
Informa Annual Report and Accounts 2024
175

16. Other intangible assets continued
Intangible software assets include a gross carrying amount of £295.1m (2023: £287.8m) and accumulated amortisation
of £190.2m (2023: £170.7m) which relates to software that has been internally generated. There were additions of £47.8m
(2023: £50.0m) related to internally generated intangible assets. The Group does not have any of its intangible assets
pledged as security over bank loans. In 2024, £nil (2023: £nil) was recognised as research and development expenditure
in the period.
In addition to the impairment review of goodwill, a review of intangible assets identified an impairment of £11.2m
(2023: £23.7m) relating to brands and customer relationships where the recoverable amount did not support the
carrying amount, and this included selected individual events which have been discontinued.
17. Business combinations
Solar Media
37.4
–
IMN
95.0
–
Ascential
1,169.0
–
TechTarget
59.2
–
Other
Prior year acquisitions including deferred and contingent payments
44.7
–
Tarsus
3.7
144.3
Winsight
12.1
296.8
HIMSS Global Health Conference & Exhibition
–
84.0
Canalys
3.9
37.7
LSX
2.7
7.5
Future Science Group
1.2
22.4
Black Arts
–
2.2
Industry Dive
18.7
–
Premiere Shows
2.9
–
Other
–
1.8
Total cash paid in year, net of cash acquired
1,450.5
596.7
Acquisitions
To determine the value of separately identifiable intangible assets of a business combination, and deferred tax on these
intangibles, the Group is required to make estimates when utilising valuation methodologies. These methodologies include
the use of discounted cash flows, revenue forecasts and the estimates for the useful economic lives of intangible assets.
There are estimates involved in assessing what amounts are recognised as the estimated fair value of assets and liabilities
acquired through business combinations, particularly the amounts attributed to separate intangible assets such as titles,
brands, acquired customer lists and associated customer relationships. These estimates impact the amount of goodwill
recognised on acquisitions. Any provisional amounts are subsequently finalised within the 12-month measurement period,
as permitted by IFRS 3. The Group has built considerable knowledge of these valuation techniques and, for major acquisitions,
the Group also considers the advice of third-party independent valuers to identify and support the valuation of intangible
assets arising on acquisition.
If all material business combinations had completed on the first day of the reporting period, the total revenue of the Group
would have been £3,977.9m and profit after tax would have been £722.3m for the year ended 31 December 2024. This
includes the impact of Ascential’s disposals of the WGSN and Digital Commerce businesses in the first half of the year,
further details of which can be found in their published half-year accounts.
Informa Annual Report and Accounts 2024
176
Financial Statements
Notes to the Consolidated Financial Statements for the year
ended 31 December 2024 continued

Acquisition of Solar Media
On 4 April 2024, the Group acquired 100% of the issued share capital of Solar Media Limited (Solar Media). Solar Media is a
UK-based media company specialising in the delivery of live events focused on the clean energy sector. Solar Media is part of
Informa Markets.
Total consideration was £48.1m, of which £43.6m was paid in cash and £4.5m was deferred cash consideration. The deferred
consideration is payable 12 months after the date of completion.
The provisional fair values of the identifiable assets acquired and liabilities assumed at the acquisition date are shown below:
Acquisition intangible assets
14.3
Trade and other receivables
1
Cash and cash equivalents
6.2
Current tax liabilities
(1.6)
Provisions
(0.6)
Trade and other payables
(2.5)
Deferred income
(3.7)
Deferred tax liabilities
(3.6)
Total identifiable net assets acquired
11.2
Provisional goodwill
36.9
Total consideration
48.1
1 Trade and other receivables include trade receivables that represent the gross contractual amounts and the amounts that are expected to be
collected in full
Acquisition intangible assets of £14.3m consist of £6.8m of trade names fair valued using the relief from royalty method,
£6.6m of customer relationships fair valued using the excess earnings income method and £0.9m of content library fair
valued using the cost approach. A deferred tax liability has been recognised as a result of the recognition of these acquisition
intangible assets.
To determine the value of separately identifiable intangible assets, key estimates have been made, namely the royalty rate
and attrition rates. Sensitivity analysis has been performed on these estimates which determined that a reasonable change
could not cause a materially different value of intangible assets to be recognised.
Provisional goodwill arising from the acquisition was £36.9m which represents the total consideration of £48.1m less the fair
value of the net assets acquired of £11.2m.
The provisional goodwill arising from the acquisition has been identified as relating to the following factors:
• Expansion into the solar energy market via Solar Media’s existing position
• Ability to leverage strength and market positions of Solar Media and Informa’s existing portfolio to accelerate growth in both
• Synergies across all clean energy content, customers, products and partners
Goodwill recognised is included in the Informa Markets group of CGUs for 31 December 2024. None of the goodwill recognised
is expected to be deductible for tax purposes.
Total acquisition-related costs of £0.9m were recognised within adjusting items in the Consolidated Income Statement.
Solar Media generated revenue of £8.5m and a loss after tax of £0.4m for the period from the date of acquisition to
31 December 2024.
Strategic Report Governance Financial Statements Additional Information
Informa Annual Report and Accounts 2024
177

17. Business combinations continued
Acquisition of IMN
On 3 September 2024, the Group acquired 100% of the issued share capital of IMN Limited (IMN). IMN is a US-based organiser
of institutional real estate events, focusing primarily on the US real estate market. IMN is part of Informa Connect.
Total consideration was $125.2m (£95.0m), all of which was paid in cash.
The provisional fair values of the identifiable assets acquired and liabilities assumed at the acquisition date are shown below:
Acquisition intangible assets
32.6
Deferred tax asset
4.1
Trade and other receivables
1
Prepayments
0.7
Trade and other payables
(1.3)
Deferred income
(5.8)
Total identifiable net assets acquired
33.0
Provisional goodwill
62.0
Total consideration
95.0
1 Trade and other receivables include trade receivables that represent the gross contractual amounts and the amounts that are expected to be
collected in full
Acquisition intangible assets of £32.6m consist of £16.0m of trade names fair valued using the relief from royalty method,
as well as £16.6m of customer relationships fair valued using the excess earnings income method. A deferred tax liability
has been recognised as a result of the recognition of these acquisition intangible assets.
To determine the value of separately identifiable intangible assets, key estimates have been made, namely the royalty rate
and attrition rates. Sensitivity analysis has been performed on these estimates which determined that a reasonable change
could not cause a materially different value of intangible assets to be recognised.
Provisional goodwill arising from the acquisition was £62.0m which represents the total consideration of £95.0m less the fair
value of the net assets acquired of £33.0m.
The provisional goodwill arising from the acquisition has initially been identified as relating to the following factors:
• Revenue synergies achieved through accelerated revenue growth as a result of Informa’s wider global customer base,
as well as the opportunity to launch new events in geographies in which Informa has a strong local network
• Cost synergies, particularly in Canada, because of Informa’s strong geographic presence, which will aid integration and the
scaling-up of certain events
Goodwill recognised is included in the Informa Connect group of CGUs for 31 December 2024. None of the goodwill
recognised is expected to be deductible for tax purposes.
Total acquisition-related costs of £1.4m were recognised within adjusting items in the Consolidated Income Statement.
The IMN business generated revenue of £8.1m and a profit after tax of £3.1m for the period from the date of acquisition to
31 December 2024.
Informa Annual Report and Accounts 2024
178
Financial Statements
Notes to the Consolidated Financial Statements for the year
ended 31 December 2024 continued

Acquisition of Ascential
On 9 October 2024, the Group acquired 100% of the issued share capital of Ascential plc, Parent Company of the Ascential
Group, and its subsidiaries (collectively known as Ascential). Ascential is a specialist events-led, intelligence and advisory
business, and owner of the Cannes Lions and Money20/20 businesses.
Total consideration was £1,198.5m, all of which was paid in cash.
The provisional fair values of the identifiable assets acquired and liabilities assumed at the acquisition date are shown below:
Acquisition intangible assets
577.1
Other intangibles
11.4
Property and equipment
1.6
Investments
2.5
Inventory
0.4
Trade and other receivables
1
Cash and cash equivalents
29.5
Finance lease receivables
4.5
Borrowings
(56.8)
Lease liabilities
(9.5)
Current tax liabilities
(4.5)
Provisions
(19.6)
Trade and other payables
(29.1)
Deferred income
(60.2)
Deferred tax liabilities
(91.1)
Total identifiable net assets acquired
393.0
Provisional goodwill
805.5
Total consideration
1,198.5
1 Trade and other receivables include trade receivables that represent the gross contractual amounts and the amounts that are expected to be
collected in full
Acquisition intangible assets of £577.1m consist of £439.6m of trade names fair valued using the relief from royalty method,
£123.5m of customer relationships fair valued using the excess earnings method and £14.0m of database content fair valued
using the relief from royalty method. A deferred tax liability has been recognised as a result of the recognition of these
acquisition intangible assets.
To determine the value of separately identifiable intangible assets, several estimates have been made. Two estimates have
been identified where a reasonable change could cause a materially different value of intangible assets to be recognised.
The most significant of these estimates is the royalty rate used within the relief from royalty valuation method for trade
names. A 2.5% increase or decrease in royalty rate would result in a £56.7m increase or decrease in trade names valuation,
respectively. The second significant estimate is the attrition rate used in the customer relationships valuation. A 5% decrease
in attrition rate would result in a £30.0m increase in customer relationships valuation and a 5% increase in attrition rate
would result in a £20.2m decrease in customer relationships valuation.
Provisional goodwill arising from the acquisition was £805.5m and represents the total consideration of £1,198.5m less the
fair value of the net assets acquired of £393.0m.
The provisional goodwill arising from the acquisition has initially been identified as relating to the following factors:
• Enhancing Informa’s position in high-value experience-led B2B events
• Capturing growth opportunities from expanding world-class B2B brands Cannes Lions and Money20/20 into more
geographies, leveraging Informa’s international reach into fast-growth economies, as well as its operating platform
and capacity
• Synergy opportunities and access to an experienced and skilled workforce
Goodwill recognised is included in the Other group of CGUs for 31 December 2024. None of the goodwill recognised is
expected to be deductible for tax purposes.
Total acquisition-related costs of £22.7m were recognised within adjusting items in the Consolidated Income Statement.
The Ascential business generated revenue of £57.8m and a profit after tax of £15.0m for the period from the date of
acquisition to 31 December 2024.
Strategic Report Governance Financial Statements Additional Information
Informa Annual Report and Accounts 2024
179

17. Business combinations continued
Acquisition of TechTarget
On 2 December 2024, the Group completed the transaction contemplated by its definitive agreement with TechTarget, Inc.
(TechTarget) to contribute the Informa Tech digital businesses, along with £275.6m ($350.0m) in cash to TechTarget shareholders
to create (New TechTarget), a leading growth accelerator to the B2B technology sector (defined as Informa TechTarget).
Upon the closing of the transaction, Informa beneficially owned a controlling holding of 57% of the outstanding share capital
(on a fully diluted basis) of Informa TechTarget and former TechTarget shareholders owned the remaining outstanding shares of
Informa TechTarget. Informa TechTarget shares are traded on Nasdaq under TechTarget’s previous name: TechTarget, Inc.
The Informa Group was considered the accounting acquirer of TechTarget and the net assets of TechTarget were recorded at
their estimated fair values, while the Informa Tech digital businesses’ assets continue at their historical basis. The Group
recorded a non-controlling interest of £518.6m for the 43% ownership interest of former TechTarget shareholders in Informa
TechTarget. The £323.8m non-controlling interest associated with TechTarget’s acquired net assets was recorded at fair value
determined using the closing market price per share of TechTarget as of 2 December 2024, while the portion attributable to
Informa’s Tech digital businesses of £194.8m was recorded at its historical carrying amount. The impact of recognising the
non-controlling interest relating to the Informa Tech digital businesses resulted in a £41.7m decrease to retained earnings.
The following table summarises the components of the purchase consideration reflected in the acquisition accounting using
TechTarget’s outstanding shares and closing share price as of 2 December 2024 of 29,802,846 and £24.84 ($31.54), respectively.
Purchase price for shares issued and outstanding in TechTarget
740.3
Value of employee share-based payment awards attributable to pre-combination service
10.6
Other cash consideration entitlement of employee share award and option holders
2.1
Total purchase consideration representing 100% of Informa TechTarget
753.0
Net purchase consideration representing 57% of Informa TechTarget
429.2
Cash
275.6
Fair value of 43% Informa Tech digital businesses
153.6
Informa’s cash contribution of £275.6m ($350.0m) was paid out at approximately £9.21 ($11.70) per share (on a fully diluted
basis) to holders of issued and outstanding shares of TechTarget as of the closing of the transactions, with none of this cash
remaining on TechTarget’s balance sheet as of closing.
The provisional fair values of the identifiable assets acquired and liabilities assumed at the acquisition date are shown below:
Acquisition intangible assets
452.8
Property and equipment
2.2
Right-of-use assets
9.6
Cash and cash equivalents
216.4
Investments
61.0
Trade and other receivables
1
Current tax assets
2.3
Trade and other payables
(23.1)
Convertible notes (Note 29)
(325.7)
Provisions
(1.2)
Lease liabilities
(12.7)
Deferred income
(13.5)
Deferred tax liabilities
(92.5)
Total identifiable net assets acquired
310.6
Provisional goodwill
442.4
Non-controlling interest
2
Net purchase consideration
429.2
1 Trade and other receivables include trade receivables that represent the gross contractual amounts and the amounts that are expected to be
collected in full
2 Non-controlling interest represents the fair value of the 43% interest of TechTarget retained by former TechTarget shareholders
Informa Annual Report and Accounts 2024
180
Financial Statements
Notes to the Consolidated Financial Statements for the year
ended 31 December 2024 continued

Acquisition intangible assets of £452.8m consist of £311.0m of customer relationships fair valued using the excess earnings
income method, and £90.6m of product development and £51.2m of trade names, both fair valued using the relief from royalty
method. A deferred tax liability has been recognised as a result of the recognition of these acquisition intangible assets.
To determine the value of separately identifiable intangible assets several estimates have been made. Three estimates
have been identified where a reasonable change could cause a materially different value of intangible assets to be
recognised. A 1% increase in the discount rate would decrease intangibles recognised by £31.5m and a 1% decrease would
increase intangibles recognised by £35.4m. A 1% increase in royalty rate would result in a £39.4m increase in intangibles
valuation and a 1% decrease would result in a £31.5m decrease in intangibles valuation. A 1% decrease or increase in the
attrition rate would result in a £27.6m increase or decrease in the customer relationships valuation, respectively.
The provisional goodwill arising from the acquisition has initially been identified as relating to the following factors:
• Enhanced scale across geographies and verticals, market expertise and solutions
• Expands total addressable market and accelerates expansion opportunities
• Increases product diversification to support all phases of the go-to-market
• Synergy opportunities and access to an experienced and skilled workforce
Goodwill recognised is included in the Other group of CGUs for 31 December 2024. None of the goodwill recognised is
expected to be deductible for tax purposes.
Total acquisition-related costs of £32.1m were recognised within adjusting items in the 2024 Consolidated Income
Statement. This included £14.0m of non-audit fees (see Note 6).
TechTarget generated revenue of £19.2m and a profit after tax of £3.0m for the period from the date of acquisition to
31 December 2024.
18. Property and equipment
At 1 January 2023
1
3.2
78.4
78.2
159.8
Additions
2
0.2
14.7
16.5
31.4
Acquisitions
0.2
–
4.6
4.8
Disposals
(0.1)
(20.6)
(8.7)
(29.4)
Exchange differences
(0.1)
(2.2)
(6.0)
(8.3)
At 31 December 2023
3.4
70.3
84.6
158.3
Additions
2
–
6.8
34.1
40.9
Acquisitions
–
1.1
2.7
3.8
Disposals
–
(3.6)
(10.0)
(13.6)
Exchange differences
(0.1)
0.1
(0.2)
(0.2)
At 31 December 2024
3.3
74.7
111.2
189.2
At 1 January 2023
1
(0.7)
(48.8)
(62.4)
(111.9)
Charge for the year
(0.2)
(4.3)
(9.0)
(13.5)
Disposals
0.1
16.0
8.0
24.1
Exchange differences
–
1.5
2.3
3.8
At 31 December 2023
(0.8)
(35.6)
(61.1)
(97.5)
Charge for the year
–
(5.4)
(12.1)
(17.5)
Disposals
–
1.1
3.0
4.1
Exchange differences
–
(2.2)
(1.1)
(3.3)
At 31 December 2024
(0.8)
(42.1)
(71.3)
(114.2)
At 31 December 2024
2.5
32.6
39.9
75.0
At 31 December 2023
2.6
34.7
23.5
60.8
1 Prior year opening cost and accumulated depreciation have been updated to remove a historical adjustment to allocate £25.9m of leasehold land
and buildings and £28.6m of fixtures, fittings and equipment accumulated depreciation against cost. There is no impact on net book value
2 Cash paid in relation to additions was £30.6m (2023: £27.5m)
The Group does not have any of its property and equipment pledged as security over bank loans.
Strategic Report Governance Financial Statements Additional Information
Informa Annual Report and Accounts 2024
181

19. Other investments and investments in joint ventures and associates
Investments in joint ventures and associates
The carrying value of investments in joint ventures and associates are set out below:
At 1 January
58.8
35.5
Arising on disposals
(8.9)
–
Arising on acquisition
–
22.3
Deconsolidation of former subsidiaries
52.7
–
Arising on transfer to subsidiaries
(7.1)
(1.8)
Dividends
(3.1)
(1.4)
Share of profit
1.3
4.3
Foreign exchange loss
(1.0)
(0.1)
At 31 December
92.7
58.8
As part of the Tarsus acquisition in April 2023, the Group acquired Foshan Huaxia Home Textile Development Co., Ltd. and
International Electronics Circuit Exhibition (Shenzhen) Co., Ltd which include the Hometex and PCB events. These intermediate
Parent Companies were presented as subsidiaries under the Tarsus deal structure and fully consolidated within the year ending
31 December 2023 financial statements. However, within 2024, it was determined that the Group only had joint control. As such,
for the year ending 31 December 2024, the Group has correctly accounted for all companies held under (and including) the
intermediate Parent Companies as investments in joint ventures. As at April 2023, the fair value of both investments was £52.7m.
In the year ending December 2024, the Group’s share of earnings was £0.5m (2023: £1.3m). The Group received a dividend from
Foshan Huaxia Home Textile Development Co., Ltd in 2024 of £1.7m (2023: nil).
There was no comprehensive income from joint ventures and associates.
The Group’s investments in joint ventures at 31 December 2024 were as follows:
Company
Divisions
and operation
Class of shares held
Exhibitions Limited
Informa Markets
UK
Ordinary
50%
UK1
Cosmoprof India Private Limited
Informa Markets
India
Ordinary
50%
IN1
Services Ltd
Informa Connect
UK
Ordinary
50%
UK2
Shanghai Intex Exhibition Co., Ltd
Informa Markets
China
Ordinary
50%
PRC1
Tak Mexico Holdings, LLC
Informa Markets
USA
Ordinary
50%
US1
Tarsus RAI Events, LLC
Informa Markets
USA
Ordinary
50%
US2
Development Co., Ltd.
Informa Markets
China
Ordinary
65%
PRC2
Shenzhen Bo Ao Exhibition Co., Ltd.
Informa Markets
China
Ordinary
65%
PRC3
Exhibition (Shenzhen) Co., Ltd
Informa Markets
Hong Kong
Ordinary
51%
HK1
Shenzhen HKPCA Show Co., Ltd.
Informa Markets
China
Ordinary
51%
PRC4
No joint venture is considered individually material to the Group.
The Group’s investments in associates at 31 December 2024 were as follows:
Company
1
operation
Class of shares held
News Limited
Informa Markets
UK
Ordinary
20.0%
UK3
PA Media Group Ltd
Informa Markets
UK
Ordinary
18.2%
UK4
Exhibitions Ltd
Informa Markets
China
Ordinary
27.5%
PRC5
Founders Forum LLP
Informa Tech
UK
Membership Interest
22.3%
UK5
1 All companies have an accounting year end of 31 December
Informa Annual Report and Accounts 2024
182
Financial Statements
Notes to the Consolidated Financial Statements for the year
ended 31 December 2024 continued

No associate is considered individually material to the Group.
Registered office
Registered office address
HK1
Unit
1508
, 15/F., Greenfield Tower, Concordia Plaza, No. 1 Science Museum Road, Tsimshatsui, Hong Kong
IN1
Solitaire-XIV Building, B-Wing, 1st Floor, Unit No. 3 & 4, Guru Hargovindji Marg, Chakala, Andheri (East), Mumbai 400093, India
PRC1
Room
1208
, No. 55 Loushanguan Road, Shanghai, China
Room
26
02, Building 1, South China International Financial Centre, 28 Haiwu Road, Guicheng Street, Nanhai District,
Room
14
05S, 14th Floor, Times Financial Center, No. 4001 Shennan Avenue, Fu’an Community, Futian Street, Futian District,
PRC4
Unit 2607B, 26/F, Huarong Building, 178 Mintian Road, Futian District, Shenzhen, China
PRC5
Room B358, No. 364 Industrial Avenue Middle Road, Haizhi District, Guangzhou, China
UK1
5 Howick Place, London SW1P 1WG, United Kingdom
UK2
71 Fenchurch Street, London, EC3M 4BS, United Kingdom
UK3
200
Grays Inn Road, London, WC1X 8XZ, United Kingdom
UK4
The Point, 37 North Wharf Road, London W2 1AF, United Kingdom
UK5
6th Floor, 180 Strand, 2 Arundel Street, London, WC2R 3DA, United Kingdom
US1
c/o Corporation Service Company, 251 Little Falls Drive, Wilmington, DE 19808, USA
US2
c/o The Corporation Trust Company, Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, USA
Other investments
The Group’s other investments at 31 December 2024 are as follows:
At 1 January
260.8
262.7
Arising on acquisition of subsidiaries and operations (Note 17)
2.5
–
Additions of listed equity securities in year
6.7
24.9
Conversion of convertible bonds to investments
–
(20.6)
Disposal of preference shares
(74.2)
–
Fair value (loss)/gain
(9.2)
2.5
Foreign exchange loss
(0.1)
(8.7)
At 31 December
186.5
260.8
Other investments consist of investments in listed and unlisted equity securities.
On 1 December 2024, the Group entirely disposed of its ordinary and preference shares held in Swordfish TopCo Limited
(previously referred to as Maritime Intelligence) for a total cash consideration of £74.9m (of which £74.2m relates to the
Group’s preference shareholding).
Strategic Report Governance Financial Statements Additional Information
Informa Annual Report and Accounts 2024
183

20. Disposal of subsidiaries and operations
Divestment of IBIS JV LP
On 24 December 2024, the Group completed the disposal of IBIS JV LP, and its subsidiaries, collectively known as the Curinos
business, for a cash consideration of $200.0m (£158.4m).
The carrying amounts of assets and liabilities as at the date of sale were:
Goodwill
228.8
Intangible assets
113.9
Cash and cash equivalents
31.0
Other assets
27.3
Borrowings
(30.1)
Other liabilities
(60.4)
Net assets
310.5
Cash received
158.4
Carrying amount of net assets disposed
(310.5)
Costs of disposal
(1.6)
Exchange movements recycled to the Income Statement
17.3
Non-controlling interest disposed
122.6
Loss on disposal
(13.8)
The Group divested its interest in Curinos to Inflexion Private Equity. The terms of the transaction included an immediate
cash payment and an earnout, based on a percentage of the Group’s previously held equity, payable if there is a subsequent
ownership change of Curinos. The timing and value of any subsequent exit is uncertain and is not expected to result in a
material cash inflow.
As described in Note 19, the Group also disposed of its ordinary and preference shares held in Swordfish TopCo Limited for
a total cash consideration of £74.9m.
The disposals in the current year have not been classified as discontinued operations as they do not meet the Group’s
definition of a separate major line of business.
21. Deferred tax
31 December
1
Accelerated tax depreciation
(6.9)
(6.1)
3.5
(10.0)
Intangibles
755.6
647.4
(64.7)
(40.8)
Pensions
(1.4)
(1.6)
–
–
Losses
(162.6)
(69.4)
(92.4)
3.7
Other
2
(77.0)
(47.0)
(28.2)
2.2
507.7
523.3
(181.8)
(44.9)
1 See Note 12
2 Other relates predominantly to interest carried forward and provisions
Informa Annual Report and Accounts 2024
184
Financial Statements
Notes to the Consolidated Financial Statements for the year
ended 31 December 2024 continued

The movement in the deferred tax balance during the year is:
Net deferred tax liability at 1 January
523.3
531.1
Acquisitions and additions
189.9
62.5
Disposals
(21.2)
–
Credit to profit or loss for the year
(181.8)
(44.9)
Foreign exchange and other movements
(2.5)
(25.4)
Net deferred tax liability at 31 December
507.7
523.3
Certain deferred tax assets and liabilities have been offset. The analysis of deferred tax balances for the Consolidated
Balance Sheet is set out below:
Deferred tax liability
593.4
540.9
Deferred tax asset
(85.7)
(17.6)
507.7
523.3
Deferred tax assets have been recognised because, based on the Group’s current forecasts, it is expected that there will be
taxable profits against which these assets can be utilised. A deferred tax asset of £83.5m has been recognised in respect of
Luxembourg tax losses. Notwithstanding the fact that the relevant company generated additional tax losses in 2023, and the
utilisation of the deferred tax asset is dependent on future taxable profits in excess of the profits arising from the reversal
of existing taxable temporary differences, we have recognised this deferred tax asset on the basis that our profit forecasts
demonstrate that sufficient taxable profits will be available to utilise these losses in the foreseeable future.
The Group has the following unused tax losses in respect of which no deferred tax assets have been recognised:
• £316.7m (2023: £313.4m) of UK tax losses
• £85.8m (2023: £89.9m) of US Federal tax losses which expire between 2025 and 2037
• £175.9m (2023: £210.0m) of US State tax losses which expire between 2025 and 2044
• £270.2m (2023: £270.1m) of UK capital losses which are only available for offset against future capital gains
• £7.1bn (2023 restated: £7.8bn) of Luxembourg tax losses
• £26.7m (2023: £30.6m) of Brazilian tax losses
• £130.7m (2023: £105.2m) of tax losses in other countries
Other than as noted, none of the losses are due to expire.
No deferred tax has been recognised in respect of these tax losses as it is not considered probable that these losses will be
utilised. This assessment has been made on the basis of the latest financial forecasts for the Group which set out management’s
expectations of the profit before tax in each of the relevant jurisdictions.
In addition, the Group has other deductible temporary differences not recognised of £58.1m (2023: £52.7m). No deferred tax
assets have been recognised in respect of these amounts as it is not considered probable that they will be utilised.
No liability has been recognised in relation to withholding tax on undistributed earnings of subsidiaries because the Group,
being in a position to control the timing of the distribution of intra-Group dividends, has no intention to distribute intra-Group
dividends in the foreseeable future. The amount of withholding tax for which deferred tax liabilities have not been recognised
was £9.6m (2023: £6.4m). The gross temporary differences associated with investments in subsidiaries amount in aggregate
to £3.0bn (2023: £2.5bn).
Strategic Report Governance Financial Statements Additional Information
Informa Annual Report and Accounts 2024
185

22. Trade and other receivables
Trade receivables
498.4
372.2
Less: provision
(22.5)
(30.5)
Trade receivables net
475.9
341.7
Other receivables
64.6
60.9
Accrued income
45.4
44.3
Prepayments
131.1
100.0
Total current
717.0
546.9
Other receivables
51.2
32.6
Total non-current
51.2
32.6
Other receivables net
768.2
579.5
In 2022, as a result of the Pharma Intelligence disposal, an agreement with the Trustees of the UK schemes to accelerate
deficit repair contributions for the UK schemes was agreed. This resulted in a contribution of £28.2m into an escrow fund,
with payment from this fund to the pension schemes being dependent on the future financial strength of the UK pension
schemes. In 2024, this contribution is included within current other receivables of £1.8m (2023: £15.6m) and non-current
other receivables of £26.4m (2023: £12.6m). The change in the year is due to the date of the funding test being pushed back
for the UBMPS.
The average credit period taken on sales of goods is 53 days (2023: 56 days). Under the normal course of business, the Group
does not charge interest on its overdue receivables.
The Group’s exposures to credit risk and impairment losses related to trade and other receivables are disclosed in Note 33.
The Directors consider that the carrying amount of trade and other receivables approximates to their fair value.
23. Derivative financial instruments
Currency forwards
0.1
0.6
Currency forwards
(1.5)
–
Cross currency swaps designated in a hedging relationship
(74.9)
–
(76.4)
–
Cross currency swaps designated in a hedging relationship
(89.7)
(77.9)
Cross currency interest rate swaps designated in a hedging relationship
(38.1)
–
(127.8)
(77.9)
Cross currency swaps and cross currency interest rate swaps that are associated with debt instruments are included within
net debt (see Note 26). £202.7m (2023: £77.9m) of derivative financial liabilities are in hedging relationships (see Note 33).
Currency forwards are also included in net debt.
24. Inventory
Work in progress
20.0
15.0
Finished goods and goods for resale
23.0
21.2
43.0
36.2
The write-down of inventory during the year amounted to £nil (2023: nil). The cost of inventories recognised as a cost of sales
expense during the year was £27.6m (2023: £32.0m).
Informa Annual Report and Accounts 2024
186
Financial Statements
Notes to the Consolidated Financial Statements for the year
ended 31 December 2024 continued

25. Reconciliation of movement in net debt
Increase/(decrease) in cash and cash equivalents in the year (including cash acquired)
89.9
(1,689.2)
Cash flows from net drawdown of borrowings, derivatives associated with debt, and lease liabilities
(1,367.2)
879.7
Change in net debt resulting from cash flows
(1,277.3)
(809.5)
Non-cash movements including foreign exchange, excluding leases
(434.1)
(365.2)
Movement in net debt in the period
(1,711.4)
(1,174.7)
Net debt at beginning of the year
(1,456.4)
(244.6)
Net lease additions in the year
(34.0)
(37.1)
Net debt at end of the year
(3,201.8)
(1,456.4)
26. Movements in net debt
Net debt consists of cash and cash equivalents and includes bank overdrafts when applicable, borrowings, derivatives
associated with debt instruments, finance leases, lease liabilities, deferred borrowing fees and other loan note receivables
(excluding fair value through profit or loss items and amounts held in escrow) where these are interest bearing and do not
relate to deferred contingent arrangements.
Cash and cash equivalents
389.3
–
89.9
5.1
484.3
Finance lease receivables
10.5
3.8
(2.4)
(0.2)
11.7
Total other financing assets
10.5
3.8
(2.4)
(0.2)
11.7
Bond borrowings due in more than one year
(1,492.6)
606.5
(1,464.6)
33.0
(2,317.7)
Bond borrowings due in less than one year
–
(608.2)
–
27.6
(580.6)
Bond borrowing fees
6.2
(2.8)
13.4
(0.4)
16.4
Bank loans due in more than one year
1, 2
(30.4)
38.3
–
(7.9)
–
Bank loan fees due in more than one year
2.3
(7.1)
8.4
0.2
3.8
Acquired debt (Note 17)
–
(384.9)
59.2
(3.8)
(329.5)
Derivative liabilities associated with borrowings due in more than
one year
(77.9)
(49.9)
–
–
(127.8)
Derivative liabilities associated with borrowings due in less than
one year
–
(76.4)
–
–
(76.4)
Lease liabilities
(263.8)
(37.8)
26.7
(3.2)
(278.1)
Loans received from other parties
3
–
–
(7.9)
–
(7.9)
Total other financing liabilities
(1,856.2)
(522.3)
(1,364.8)
45.5
(3,697.8)
Total net financing liabilities
(1,845.7)
(518.5)
(1,367.2)
45.3
(3,686.1)
Net debt
(1,456.4)
(518.5)
(1,277.3)
50.4
(3,201.8)
1 Bank loans include the Curinos debt acquired as part of the Novantas transaction in 2021. On 24 December 2024, the Group disposed of the
Curinos business (see Note 20)
2 Bank loans include the non-current revolving credit facility, of which £914.5m was drawn down and repaid within the year
3 Loans received from other parties are included within current other payables (see Note 32)
Strategic Report Governance Financial Statements Additional Information
Informa Annual Report and Accounts 2024
187

26. Movements in net debt continued
Cash and cash equivalents
2,125.8
–
(1,689.2)
(47.3)
389.3
Derivative assets associated with borrowings
2.2
(2.2)
–
–
–
Finance lease receivables
6.7
5.9
(1.3)
(0.8)
10.5
Total other financing assets
8.9
3.7
(1.3)
(0.8)
10.5
Bond borrowings due in more than one year
(1,512.3)
–
–
19.7
(1,492.6)
Bond borrowings due in less than one year
(398.4)
–
386.0
12.4
–
Bond borrowing fees
8.8
(2.7)
–
0.1
6.2
Bank loans due in more than one year
(41.3)
0.5
7.9
2.5
(30.4)
Bank loan fees due in more than one year
2.4
(1.6)
1.2
0.3
2.3
Acquired debt (Note 17)
–
(443.9)
443.9
–
–
Derivative liabilities associated with borrowings
(168.1)
82.0
8.2
–
(77.9)
Lease liabilities
(270.4)
(43.0)
33.8
15.8
(263.8)
Total other financing liabilities
(2,379.3)
(408.7)
881.0
50.8
(1,856.2)
Total net financing liabilities
(2,370.4)
(405.0)
879.7
50.0
(1,845.7)
Net debt
(244.6)
(405.0)
(809.5)
2.7
(1,456.4)
27. Cash and cash equivalents
Cash and cash equivalents
1
484.3
389.3
1 Cash and cash equivalents comprises balances valued at amortised cost of £482.7m (2023: £248.3m) and those at fair value of £1.6m (2023: £141.0m)
The Group’s exposure to interest rate risks and a sensitivity analysis for financial assets and liabilities are disclosed in Note 33.
28. Investments
At 1 January
–
–
Arising on acquisition
61.0
–
Foreign exchange gain
0.8
–
At 31 December
61.8
–
Investments relate to Floating Rate and Short-Term Bond Funds acquired upon acquisition of TechTarget (see Note 17). These
investments were recorded at fair value on the acquisition date. There were no unrealised or realised gain or losses from the
acquisition date to 31 December 2024.
Informa Annual Report and Accounts 2024
188
Financial Statements
Notes to the Consolidated Financial Statements for the year
ended 31 December 2024 continued

29. Borrowings
Total borrowings, excluding derivative assets and liabilities associated with borrowings, are as follows:
Convertible notes
329.5
–
Bank borrowings
329.5
–
Euro Medium Term Note (€700.0m) – due October 2025
580.6
–
Euro Medium Term Note issue costs
(0.8)
–
Euro Medium Term Note borrowings
579.8
–
Total current borrowings
26
909.3
–
Bank borrowings – other
–
30.4
Bank debt issue costs
(3.8)
(2.3)
Bank borrowings
26
(3.8)
28.1
Euro Medium Term Note (€700.0m) – due October 2025
–
608.2
Euro Medium Term Note (£450.0m) – due July 2026
450.0
450.0
Euro Medium Term Note (€600.0m) – due October 2027
497.6
–
Euro Medium Term Note (€500.0m) – due April 2028
414.7
434.4
Euro Medium Term Note (€650.0m) – due October 2030
540.7
–
Euro Medium Term Note (€500.0m) – due October 2034
414.7
–
Euro Medium Term Note issue costs
(15.6)
(6.2)
Euro Medium Term Note borrowings – non-current
26
2,302.1
1,486.4
Total non-current borrowings
2,298.3
1,514.5
Total borrowings
3,207.6
1,514.5
Borrowings do not have any financial covenants and do not contain any pledge of its property and equipment and other
intangible assets as security over loans.
The Group issued the following Euro Medium Term Notes on 23 October 2024 at a discount to their respective notional
values as follows:
• A 3-year fixed term note, until 23 October 2027, of €599.5m (notional value €600m)
• A 6-year fixed term note, until 23 October 2030, of €647.1m (notional value €650m)
• A 10-year fixed term note, until 23 October 2034, of €498.0m (notional value €500m)
Convertible notes were acquired as part of the TechTarget acquisition (see Note 17). Upon acquisition, the Group was
required to offer to repurchase the notes for cash at a purchase price equal to 100% of the aggregate principal amount,
plus accrued and unpaid interest to 24 January 2025.
The average debt maturity on our drawn borrowings is currently 3.4 years (2023: 2.7 years). The Group maintains the
following lines of credit:
• £1,050.0m (2023: £1,050.0m) non-current revolving credit facility, of which £nil (2023: £nil) was drawn down at
31 December 2024. Interest is payable at SONIA or SOFR plus a margin
• £41.0m (2023: £23.2m) comprising a number of bilateral uncommitted bank facilities that can be drawn to meet short-
term financing needs, of which £0.2m (2023: £nil) was drawn at 31 December 2024. These facilities consist of £10.0m
(2023: £10.0m), USD 22.8m (2023: USD 12.8m), AUD 1.0m (2023: AUD 1.0m), CAD 2.0m (2023: CAD 2.0m) and SGD 1.0m
(2023: SGD 2.3m), JPY 20.0m (2023: nil), BHD 0.3m (2023: nil), AED 30.0m (2023: nil) and INR 360.0m (2023: nil). Interest is
payable at the local base rate plus a margin
• Four bank guarantee facilities comprising in aggregate up to USD 10.0m (2023: USD 10.0m), €0.9m (2023: €0.9m), £14.0m
(2023: £14.0m) and INR 25.0m (2023: nil)
The effective interest rate on total borrowings for the year ended 31 December 2024 was 3.7% (2023: 3.4%).
The Group’s exposure to liquidity risk is disclosed in Note 33.
Strategic Report Governance Financial Statements Additional Information
Informa Annual Report and Accounts 2024
189

30. Provisions
At 1 January 2023
–
18.0
0.3
16.0
28.3
62.6
Increase in year
75.1
12.2
24.8
0.5
7.2
119.8
Acquisitions of subsidiaries
–
0.1
0.2
–
7.4
7.7
Utilisation
(47.5)
(4.5)
(16.7)
(16.0)
(5.0)
(89.7)
Release
(11.7)
(15.7)
–
–
(1.4)
(28.8)
At 31 December 2023
15.9
10.1
8.6
0.5
36.5
71.6
Increase in year
20.1
1.4
10.5
–
5.2
37.2
Acquisitions of subsidiaries
–
2.7
5.2
12.4
1.1
21.4
Disposal of subsidiaries
–
(0.3)
–
–
(0.7)
(1.0)
Utilisation
(29.5)
(2.1)
(17.6)
(8.5)
(11.6)
(69.3)
Release
(4.5)
(1.3)
(0.1)
–
(11.9)
(17.8)
At 31 December 2024
2.0
10.5
6.6
4.4
18.6
42.1
Current liabilities
2.0
3.0
6.6
4.4
10.8
26.8
Non-current liabilities
–
7.5
–
–
7.8
15.3
Current liabilities
15.9
0.5
8.5
0.5
12.7
38.1
Non-current liabilities
–
9.6
0.1
–
23.8
33.5
Acquisition and integration provisions relate to the costs and fees incurred in acquiring businesses and subsequently
integrating these into the Group.
The balance of £10.5m in property leases relates to provisions for the future costs, excluding rental costs, of a number of
office properties that have been permanently vacated. These provisions will be utilised over the course of the remaining
lease term. The majority of the provisions are expected to be utilised as follows: £3.0m within one year, £7.3m in two to
five years and £0.2m after five years.
Of the £6.6m restructuring provisions, £4.6m relate to the future restructuring costs anticipated from the acquisition of
Ascential (see Note 17).
Onerous contract provisions acquired during the year of £12.4m relate to future costs expected to close the Hudson MX
business, acquired as part of the Ascential acquisition (see Note 17), of which £4.4m of the provision is yet to be utilised as
at 31 December 2024.
Other provisions primarily consist of legal and various other claims. Of the £7.8m non-current provision, £4.4m is expected
to be utilised within three years, with the remaining £3.4m to be utilised within five years.
Informa Annual Report and Accounts 2024
190
Financial Statements
Notes to the Consolidated Financial Statements for the year
ended 31 December 2024 continued

31. Contingent consideration and put call options
At 1 January 2023
133.3
Fair value gain through profit or loss
(87.6)
Fair value loss through profit or loss
12.0
Fair value gain through equity on put call options
(1.5)
Acquisitions of subsidiaries (Note 17)
45.4
Acquisitions of assets
5.0
Amounts assumed at acquisition date (Note 17)
56.5
Transfers
1
Utilisation
(9.3)
Currency translation
(2.8)
At 31 December 2023
137.9
Fair value gain through profit or loss
(29.5)
Fair value loss through profit or loss
16.3
Fair value loss through equity on put call options
1.8
Acquisitions of subsidiaries (Note 17)
4.3
Acquisitions of assets
1.0
Utilisation
(84.9)
Currency translation
(0.6)
At 31 December 2024
46.3
Current liabilities
31.4
Non-current liabilities
14.9
Current liabilities
28.6
Non-current liabilities
109.3
1 The transfers relate to amendments to agreements, finalising fixed amounts to be paid. As a result, these contracts were reclassified to
deferred consideration
The contingent consideration is based on future business valuations, revenue growth and profit multiples (Level 3 fair value
measurements) and has been estimated on an acquisition-by-acquisition basis using available forecasts (a significant
unobservable input). The higher the forecast, the higher the fair value of any contingent consideration (subject to any
maximum payout clauses).
32. Trade and other payables and deferred income
Trade and other payables
Trade payables
178.0
108.2
Other payables
61.2
53.8
Deferred consideration
8.0
3.7
Accruals
440.7
379.1
Share buyback liability
1
–
90.9
Total current
687.9
635.7
Other payables
4.8
13.6
Deferred consideration
0.6
11.3
Total non-current
5.4
24.9
693.3
660.6
1 The share buyback liability of nil (2023: £90.9m) reflects the remaining liability for the purchase of the company’s own shares through to the
conclusion of the Group’s share buyback programme. The Group’s share buyback programme was paused in 2024
Strategic Report Governance Financial Statements Additional Information
Informa Annual Report and Accounts 2024
191

32. Trade and other payables and deferred income continued
Trade payables and accruals principally comprise amounts outstanding for trade purchases and ongoing costs. The average
credit period taken for trade purchases is 51 days (2023: 52 days).
There are no suppliers who represent more than 10% of the total balance of trade payables in either 2024 or 2023.
The Group has financial risk management policies in place to ensure that all payables are paid within the credit timeframe.
Therefore, under the normal course of business, the Group is not charged interest on overdue payables. The Directors consider
that the carrying amount of trade payables is approximate to their fair value.
Deferred income
Total current
1,166.6
972.8
Total non-current
5.3
7.6
Total
1,171.9
980.4
Deferred income relates to payments received in advance of the satisfaction of a performance obligation.
33. Financial instruments
(a) Financial risk management
The Group has exposure to the following risks from its use of financial instruments:
• Market risk
• Credit risk
• Liquidity risk
This note presents information about the Group’s exposure to each of the above risks, the Group’s management of capital,
and the Group’s objectives, policies and procedures for measuring and managing risk.
The Board of Directors has overall responsibility for the establishment and oversight of the Group’s risk management
framework. The Board has established a Treasury Committee which is responsible for developing and monitoring the
Group’s financial risk management policies. The Treasury Committee meets regularly and reports to the Audit Committee
on its activities.
The Group Treasury function provides services to the Group’s businesses, co-ordinates access to domestic and international
financial markets, and monitors and manages the financial risks relating to the operations of the Group. These risks include
market risk (including currency risk, interest risk and price risk), credit risk and liquidity risk.
The Treasury Committee has put in place policies to identify and analyse the financial risks faced by the Group and has set
appropriate limits and controls. These policies provide written principles on funding investments, credit risk, foreign
exchange risk and interest rate risk. Compliance with policies and exposure limits is reviewed by the Treasury Committee.
This Committee is assisted in its oversight role by the Internal Audit function, which undertakes both regular and ad hoc
reviews of risk management controls and procedures, the results of which are reported to the Audit Committee.
Capital risk management
The Group manages its capital to ensure that the Group is able to continue as a going concern while maximising the return
to stakeholders and supporting the future development of the business. In order to maintain or adjust the capital structure,
the Group may suspend or adjust the amount of dividends paid to shareholders, return capital to shareholders, issue new
shares or sell assets to reduce debt.
The capital structure of the Group consists of net debt, which includes cash and cash equivalents (Note 27), borrowings (Note 29),
and equity attributable to equity holders of the Parent Company, comprising issued capital (Note 36), reserves and
retained earnings.
Cost of capital
The Group’s Treasury Committee reviews the Group’s capital structure on a regular basis and, as part of this review, the
Committee considers the weighted average cost of capital and the risks associated with each class of capital.
Informa Leverage ratio
There are no financial covenants on our Group-level debt facilities in issue at 31 December 2024.
Informa Annual Report and Accounts 2024
192
Financial Statements
Notes to the Consolidated Financial Statements for the year
ended 31 December 2024 continued

(b) Categories of financial instruments
Details of the significant accounting policies and methods adopted, including the criteria for recognition, the basis of
measurement and the basis on which income and expenses are recognised in respect of each class of financial asset,
financial liability and equity instrument, are disclosed in Note 2.
Trade receivables
22
475.9
341.7
Other receivables
22
115.8
93.5
Finance lease receivables
39
11.7
10.5
Cash and cash equivalents – at amortised cost
27
482.7
248.3
Cash and cash equivalents – at fair value
1
27
1.6
141.0
Derivative assets
23
0.1
0.6
Other investments
19, 28
248.3
260.8
Total financial assets
1,336.1
1,096.4
Convertible notes
29
329.5
–
Bank borrowings
29
–
28.1
Bond borrowings
29
2,881.9
1,486.4
Lease liabilities
39
278.1
263.8
Derivative liabilities
23
204.2
77.9
Trade payables
32
178.0
108.2
Accruals
32
307.1
260.7
Other payables
32
66.0
67.4
Share buyback liability
32
–
90.9
Deferred consideration
32
8.6
15.0
Contingent consideration
31
46.3
137.9
Total financial liabilities
4,299.7
2,536.3
1 Comprises money market funds which are measured at fair value – no change in valuation compared to held at amortised cost
(c) Market risk
Market risk is the risk that changes in market prices, such as foreign exchange and interest rates, will affect the Group’s
income or the value of its holdings of financial instruments.
The Group manages these risks by maintaining a mix of fixed and floating rate debt and currency borrowings using derivatives
where necessary. The Group does not use derivative contracts for speculative purposes.
The Group’s overall risk management programme focuses on the unpredictability of financial markets and seeks to minimise
adverse effects on the Group’s financial performance. Risk management is carried out by a central Treasury function under
policies approved by the Board of Directors. There has been no change to the Group’s exposure to market risks or the manner
in which these risks are managed and measured.
Strategic Report Governance Financial Statements Additional Information
Informa Annual Report and Accounts 2024
193

33. Financial instruments continued
(d) Interest rate risk
The Group has no significant interest-bearing assets at floating rates, except cash, but is exposed to interest rate risk as entities
in the Group borrow funds at both fixed and floating interest rates. Borrowings issued at variable rates expose the Group to
cash flow interest rate risk. Borrowings issued at or converted to fixed rates expose the Group to fair value interest rate risk.
The interest rate risk is managed by maintaining an appropriate mix of fixed and floating rate borrowings and by the use of
interest rate swap contracts. The Group’s exposures to interest rates on financial assets and financial liabilities are detailed
in the liquidity risk section of this note.
The following table details financial liabilities by interest category before the effect of hedge accounting:
2024
2023
Convertible notes
329.5
–
–
329.5
–
–
–
–
Bank borrowings
–
–
–
–
–
28.1
–
28.1
Bond borrowings
2,881.9
–
–
2,881.9
1,486.4
–
–
1,486.4
Lease liabilities
278.1
–
–
278.1
263.8
–
–
263.8
Derivatives liabilities
166.1
38.1
–
204.2
77.9
–
–
77.9
Trade payables
–
–
178.0
178.0
–
–
108.2
108.2
Accruals
–
–
307.1
307.1
–
–
260.7
260.7
Other payables
–
–
66.0
66.0
–
–
67.4
67.4
Share buyback liability
–
–
–
–
–
–
90.9
90.9
Deferred consideration
–
–
8.6
8.6
–
–
15.0
15.0
Contingent consideration
–
–
46.3
46.3
–
–
137.9
137.9
3,655.6
38.1
606.0
4,299.7
1,828.1
28.1
680.1
2,536.3
Interest rate sensitivity analysis
100% (2023: 98%) of total borrowings are at fixed interest rates; the EMTN tranche maturing in 2030 of €650m is subject to a
floating rate of interest after considering the effect of hedge accounting. The Group’s interest rate sensitivity would only be
affected by the exposure to variable rate debt.
If interest rates on variable debt had been 100bps higher or lower and all other variables were held constant, the Group’s
profit for the year would have decreased or increased by £1.0m (2023: £0.3m).
Financial assets are both fixed and floating interest rate bearing but any interest received on these amounts is immaterial
to the Group.
Should interest rates fluctuate by a different rate to those disclosed, the impact can be linearly interpolated.
(e) Foreign currency risk
The Group is a business with significant net USD or currencies pegged to USD transactions; hence, exposures to exchange
rate fluctuations arise.
Allied to the Group’s policy on the hedging of surplus foreign currency cash inflows, the Group will usually seek to finance
its net investment in its principal overseas subsidiaries by borrowing in those subsidiaries’ functional currencies, primarily
USD and EUR. This policy has the effect of partially protecting the Group’s Consolidated Balance Sheet from movements
in those currencies to the extent that the associated net assets are hedged by derivatives.
The carrying amounts of the Group’s foreign currency denominated assets and liabilities, excluding derivatives and deferred
income, at the reporting date are as follows:
Assets
Liabilities
2023
1
2023
1
USD
742.8
556.5
(1,153.6)
(823.1)
EUR
135.1
47.2
(2,593.8)
(1,165.9)
CNY
114.0
121.2
(111.4)
(138.5)
Other
226.9
130.6
(302.7)
(213.5)
1,218.8
855.5
(4,161.5)
(2,341.0)
GBP
267.3
269.7
(833.6)
(940.3)
1,486.1
1,125.2
(4,995.1)
(3,281.3)
1 2023 figures have been re-presented to separately report GBP assets and liabilities
Informa Annual Report and Accounts 2024
194
Financial Statements
Notes to the Consolidated Financial Statements for the year
ended 31 December 2024 continued

Cross currency swaps and the 2034 EMTN debt tranche are used to hedge the Group’s net investments in foreign subsidiaries,
which resulted in a loss of £80.3m (2023: gain of £99.9m) being recognised through other comprehensive income.
Average rate
Closing rate
2024
2023
2024
2023
USD
1.28
1.24
1.26
1.27
EUR
1.18
1.15
1.21
1.15
Foreign currency sensitivity analysis
In 2024, approximately 66% (2023: 62%) of Group revenue was received in USD or currencies pegged to USD. Similarly, the Group
incurred approximately 55% (2023: 54%) of its costs in USD or currencies pegged to USD. Each one cent ($0.01) movement in
the USD to GBP exchange rate has a circa £19m (2023: circa £16m) impact on annual revenue, a circa £8m (2023: circa £6m)
impact on annual adjusted operating profit and a circa £21m (2023: circa £12m) impact on the net investment hedge reserve.
Should exchange rates fluctuate by a different rate to those disclosed, the impact can be linearly interpolated.
Derivatives designated in hedge relationships
Cross currency swaps – derivative financial liabilities
(202.7)
(77.9)
There are cross currency swaps and cross currency interest rate swaps over the EMTN borrowings where the company
receives the following:
• A fixed rate of interest on €700.0m of EMTN borrowings with a maturity of October 2025 and pays a fixed rate of interest
for $821.6m
• A fixed rate of interest for £450.0m of EMTN borrowings with a maturity of July 2026 and pays a fixed rate of interest for
$588.9m
• A fixed rate of interest on €600.0m of EMTN borrowings with a maturity of October 2027 and pays a fixed rate of interest
for $655.6m
• A fixed rate of interest on €500m of EMTN borrowings with a maturity of April 2028 and pays a fixed rate of interest for
$551.6m
• A fixed rate of interest on €650.0m of EMTN borrowings with a maturity of October 2030 and pays a floating rate of
interest of SOFR plus premium for $710.2m
At 31 December 2024, the fair value of these swaps was a net financial liability of £202.7m (2023: liability of £77.9m); of these
amounts, a £135.9m liability (2023: £58.1m liability) was designated in a net investment hedge relationship, a £57.8m
(2023: £19.8m) liability was designated in a cash flow hedge relationship and a £9.0m (2023: £nil) liability was designated in a
fair value hedge relationship.
The cross currency interest rate swaps in place are used to hedge against benchmark interest rate risk, foreign exchange risk
of net investment in foreign operations assets and repayments of EUR denominated debt. As such, the Receive EUR Pay USD
cross currency swaps have been separated into synthetic cross currency swaps, whereby the EUR fixed to GBP fixed legs are
hedging the cash flow risk on EUR debt, the EUR fixed to GBP floating legs (on the €650m EMTN with maturity October 2030)
are hedging fair value risk on the bond and the GBP to USD legs are hedging foreign currency risk relating to net
investments.
The result of the synthetic cross currency swaps has been to swap €2,450.0m to £2,117.1m to hedge the cash flow risk at an
average foreign exchange rate of €1.16:£1 and additionally £2,117.1m to $2,739.0m to hedge the foreign currency risk at an
average foreign exchange rate of $1.29:£1.
The net investment hedge reserve at 31 December 2024 was £135.6m (2023: £55.3m). The total loss during the year was
£80.3m (2023: £99.9m gain) in respect of the hedging instruments, of which a loss of £4.4m (2023: gain of £7.4m) is in
relation to exchange losses on debt instruments in a net investment hedge relationship.
The cash flow hedge reserve at 31 December 2024 was £45.3m (2023: £32.1m). The fair value loss during the year was
£49.3m (2023: £28.2m loss) in respect of the hedged instruments, and there was a gain of £62.5m (2023: £34.2m gain)
in respect of the hedged items which has been reclassified to finance costs in the Consolidated Income Statement.
Interest of £11.5m has been reclassified to the Consolidated Income Statement.
For the fair value hedge, a total gain of £2.3m (2023: £nil) was recognised in the Consolidated Income Statement to account
for the change in the fair value of the hedged item. A total loss of £5.4m (2023: £nil) was recognised in finance costs to
account for changes in fair value of the hedging instrument.
Strategic Report Governance Financial Statements Additional Information
Informa Annual Report and Accounts 2024
195

33. Financial instruments continued
The main source of ineffectiveness in the above hedging relationships is the effect of the Group’s own and counterparty
credit risk on the fair value of the cross currency swaps, which is not reflected in the fair value of the hedged item that is
exposed to change in foreign exchange rates, the change in value of the hedged item used as the basis for recognising hedge
ineffectiveness for the period. No other significant sources of ineffectiveness have emerged from these hedging relationships.
These hedges were assessed to be highly effective at 31 December 2024 with no ineffectiveness recognised in the
Consolidated Income Statement.
(f) Credit risk
The Group’s principal financial assets are trade and other receivables (Note 22) and cash and cash equivalents (Note 27),
which represent the Group’s maximum exposure to credit risk in relation to financial assets.
Credit risk refers to the risk that a counterparty will default on its contractual obligations, resulting in financial loss to the
Group. The Group has adopted a policy of assessing creditworthiness of counterparties as a means of mitigating the risk of
financial loss from defaults.
The Group’s exposure and the creditworthiness of its counterparties are continuously monitored, and the aggregate value
of transactions concluded is spread among approved financial institutions. Credit exposure is controlled by counterparty
limits that are reviewed and approved as part of the Group’s Treasury Policy.
Predominantly all of the Group’s cash and cash equivalents are held in investment grade counterparties; where this is not
the case, approval is required by the Group Treasury Committee.
The carrying amount of financial assets recorded in the financial statements, which is net of impairment losses, represents
the Group’s maximum exposure to credit risk.
Trade receivables
The Group’s credit risk is primarily attributable to its trade receivables and the amounts presented in the Consolidated
Balance Sheet are net of the expected credit loss (ECL). Trade receivables consist of a large number of customers, spread
across diverse industries and geographic areas, and the Group’s exposure to credit risk is influenced mainly by the individual
characteristics of each customer. The Group does not have significant credit risk exposure to any single counterparty or any
group of counterparties having similar characteristics. Concentration of credit risk did not exceed 5% of gross trade receivables
at any time during the year.
The majority of customers have credit limits set by credit managers and are subject to the standard terms of payment of each
division. As Informa Markets, Informa Connect, Omdia, the journals subscriptions part of the Taylor & Francis division, Ascential
and TechTarget operate predominantly on a prepaid basis, they have a low bad debt history. The Group is exposed to normal
credit risk and potential losses are mitigated as the Group does not have significant exposure to any single customer.
The Group recognises lifetime ECL for trade receivables using a provisioning matrix. The ECL is estimated based on the
Group’s historical credit loss experience, where for non-event receivables, a 50% provision is made over 180 days based on
due date and a 100% provision is made over 270 days, and a 100% provision is made for event receivables three months post
event date. This is then adjusted for factors that are specific to the debtors, general economic conditions and an assessment
of both the current as well as the forecast direction of conditions at the reporting date, including time value of money where
appropriate. The carrying amount is reduced by the ECL through the use of a provision account. The Group writes off a trade
receivable against the provision account when the receivable is considered uncollectible. This occurs when the debtor is in
severe financial difficulty and there is no realistic prospect of recovery, e.g. when the debtor has been placed under liquidation
or has entered into bankruptcy proceedings. None of the trade receivables that have been written off are subject to
enforcement activities. Subsequent recoveries of amounts previously written off are credited against the provision account.
Changes in the carrying amount of the provision are recognised in the Consolidated Income Statement.
The Directors consider that the carrying amount of trade and other receivables approximates to their fair value.
Informa Annual Report and Accounts 2024
196
Financial Statements
Notes to the Consolidated Financial Statements for the year
ended 31 December 2024 continued

Ageing of trade receivables:
Not past due
234.3
–
151.0
–
Past due 0–30 days
126.2
–
96.9
–
Past due over 31 days
137.9
(16.0)
124.3
(21.2)
498.4
(16.0)
372.2
(21.2)
Books return provision (see below)
–
(6.5)
–
(9.3)
Total
498.4
(22.5)
372.2
(30.5)
Trade receivables that are less than three months past the date due for payment are generally not considered impaired.
Of the gross trade receivables balance of £498.4m (2023: £372.2m), £49.7m (2023: £30.6m) was more than three months
past the due date for payment. The Group believes there has not been a significant change in the credit quality and the
amounts are considered recoverable. The Group does not hold any collateral over these balances.
A provision relating to returns on books which are yet to be paid for of £6.5m (2023: £9.3m) has been disclosed separately
in the table above. This is based on the Group’s best estimate of returns for future periods, taking account of returns trends,
and the amount is included as part of the overall provision balance of £22.5m (2023: £30.5m).
Movement in the provision:
1 January
30.5
45.0
Provision recognised
3.5
5.4
Receivables written off as uncollectible
(5.2)
(5.6)
Amounts recovered during the year
(6.3)
(14.3)
31 December
22.5
30.5
There are no customers who represent more than 5% of the total gross balance of trade receivables in either 2024 or 2023.
(g) Liquidity risk
Liquidity risk is the risk that the Group will not be able to meet its financial obligations as they fall due. Ultimate responsibility
for liquidity risk management rests with the Board of Directors, though operationally it is managed by Group Treasury with
oversight by the Group Treasury Committee. Group Treasury has built an appropriate liquidity risk management framework
for the management of the Group’s short, medium and long-term funding. The Group manages liquidity risk by maintaining
adequate reserves and debt facilities, together with continuously monitoring forecast and actual cash flows, and matching
the maturity profiles of financial assets and liabilities. Included in Note 29 is a summary of additional undrawn facilities that
the Group has at its disposal.
Historically and for the foreseeable future, the Group has been, and is expected to continue to be, in a net borrowing position.
The Group’s policy is to fulfil its borrowing requirements by borrowing in the currencies in which it operates, principally USD
and EUR, thereby providing a natural hedge against projected future surplus USD cash inflows.
Strategic Report Governance Financial Statements Additional Information
Informa Annual Report and Accounts 2024
197

33. Financial instruments continued
(h) Liquidity and interest risk tables
The following tables present the earliest date on which the Group can settle its financial liabilities. The table includes both
interest and principal cash flows.
cash flows
1
Convertible notes
(329.5)
(329.5)
(329.5)
–
–
–
Bond borrowings
(2,881.9)
(3,235.2)
(657.1)
(509.6)
(1,028.6)
(1,039.9)
Lease liabilities
(278.1)
(405.2)
(42.3)
(40.7)
(88.5)
(233.7)
Trade and other payables
(551.1)
(551.1)
(546.3)
(4.8)
–
–
Deferred consideration
(8.6)
(8.6)
(8.0)
(0.6)
–
–
Contingent consideration
(46.3)
(46.3)
(31.4)
(9.1)
(5.8)
–
(4,095.5)
(4,575.9)
(1,614.6)
(564.8)
(1,122.9)
(1,273.6)
Currency forwards
(1.5)
(1.5)
(1.5)
–
–
–
2,673.0
641.9
494.5
983.6
553.0
Cross currency swaps – payments
(3,009.3)
(765.3)
(551.9)
(1,100.0)
(592.1)
(204.2)
(337.8)
(124.9)
(57.4)
(116.4)
(39.1)
Total financial liabilities
(4,299.7)
(4,913.7)
(1,739.5)
(622.2)
(1,239.3)
(1,312.7)
Bank borrowings
(28.1)
(40.0)
(3.5)
(3.5)
(33.0)
–
Bond borrowings
(1,486.4)
(1,574.3)
(32.4)
(638.0)
(903.9)
–
Lease liabilities
(263.8)
(386.5)
(38.9)
(37.9)
(92.5)
(217.2)
Trade and other payables
(527.2)
(527.2)
(513.6)
(13.6)
–
–
Deferred consideration
(15.0)
(15.0)
(3.7)
–
(11.3)
–
Contingent consideration
(137.9)
(111.9)
(28.6)
(8.8)
(74.5)
–
(2,458.4)
(2,654.9)
(620.7)
(701.8)
(1,115.2)
(217.2)
1,574.7
32.4
638.2
904.1
–
Cross currency swaps – payments
(1,695.8)
(57.4)
(698.3)
(940.1)
–
(77.9)
(121.1)
(25.0)
(60.1)
(36.0)
–
Total financial liabilities
(2,536.3)
(2,776.0)
(645.7)
(761.9)
(1,151.2)
(217.2)
1 Under IFRS 7, contractual cash flows are undiscounted and therefore may not agree with the carrying amounts in the Consolidated Balance Sheet
Fair values and fair value hierarchy
Valuation techniques use observable market data where it is available and rely as little as possible on entity-specific estimates.
The fair values of interest rate swaps and forward exchange contracts are measured using discounted cash flows. Future cash
flows are based on forward interest/exchange rates (from observable yield curves/forward exchange rates at the end of the
reporting period) and contract interest/forward rates, discounted at a rate that reflects the credit risk of the counterparties.
Financial instruments that are measured subsequently to initial recognition at fair value are grouped into Levels 1 to 3, based
on the degree to which the fair value is observable, as follows:
Level 1 fair value measurements are those derived from unadjusted quoted prices in active markets for identical assets
or liabilities.
Level 2 fair value measurements are those derived from inputs, other than quoted prices included within Level 1, that are
observable for the asset or liability, either directly (as prices) or indirectly (derived from prices).
Level 3 fair value measurements are those derived from valuation techniques that include inputs for the asset or liability that
are not based on observable market data (unobservable inputs), such as internal models or other valuation methods. Level 3
balances for contingent consideration, other investments and convertible bonds use future cash flow forecasts to determine
the fair value, with the fair value of deferred consideration balances taken as the receivable amount less any provision.
Informa Annual Report and Accounts 2024
198
Financial Statements
Notes to the Consolidated Financial Statements for the year
ended 31 December 2024 continued

Financial assets and liabilities measured at fair value in the Consolidated Balance Sheet and their categorisation in the fair
value hierarchy at 31 December 2024 and 31 December 2023:
Unhedged derivative financial instruments
–
0.1
–
0.1
Investments (Note 28)
–
61.8
–
61.8
Cash and cash equivalents measured at fair value
1.6
–
–
1.6
Other investments (Note 19)
–
27.6
158.9
186.5
1.6
89.5
158.9
250.0
Unhedged derivative financial instruments
–
1.5
–
1.5
Derivative financial instruments in designated hedge accounting relationships
1
–
202.7
–
202.7
Deferred consideration on acquisitions
–
–
8.6
8.6
Contingent consideration on acquisitions (Note 31)
–
–
46.3
46.3
–
204.2
54.9
259.1
1 Amounts relate to cross currency interest rate swaps associated with Euro Medium Term Notes (see Note 29)
Unhedged derivative financial instruments
–
0.6
–
0.6
Cash and cash equivalents measured at fair value
141.0
–
–
141.0
Other investments (Note 19)
–
28.3
232.5
260.8
141.0
28.9
232.5
402.4
Derivative financial instruments in designated hedge accounting relationships
1
–
77.9
–
77.9
Deferred consideration on acquisitions
–
–
15.0
15.0
Contingent consideration on acquisitions (Note 31)
–
–
137.9
137.9
–
77.9
152.9
230.8
1 Amounts relate to cross currency interest rate swaps associated with Euro Medium Term Notes (Note 29)
Fair value of other financial instruments (unrecognised)
The Group also has a number of financial instruments which are not measured at fair value in the Consolidated Balance
Sheet. For the majority of these instruments, the fair values are not materially different to their carrying amounts,
since the interest receivable/payable is either close to current market rates or the instruments are short term in nature.
Significant differences were identified for the following instruments at 31 December 2024 and 31 December 2023:
Bond borrowings
2,881.9
2,850.5
1,486.4
1,417.1
Total
2,881.9
2,850.5
1,486.4
1,417.1
Strategic Report Governance Financial Statements Additional Information
Informa Annual Report and Accounts 2024
199

34. Notes to the Consolidated Cash Flow Statement
Profit before tax
407.3
492.1
Amortisation of other intangible assets
16
355.7
353.9
Depreciation of property and equipment
18
17.5
13.5
Depreciation of right-of-use assets
39
27.1
26.3
Impairment – acquisition-related and other intangible assets
16
28.5
25.1
Impairment/(reversal of impairment) – IFRS 16 right-of-use assets
39
5.0
(0.6)
Share-based payments
9
22.2
20.8
Fair value gain on contingent consideration
7
(29.5)
(87.6)
Fair value loss on contingent consideration
7
16.3
12.0
Lease modifications
1.3
(5.1)
Loss/(profit) on disposal of subsidiaries and operations
7
24.1
(3.0)
Loss on disposal of property, equipment and software
0.1
2.4
Fair value loss/(gain) on investment
7
9.2
(1.3)
Finance income
10
(12.9)
(47.4)
Finance costs
11
115.1
67.4
Share of adjusted results of joint ventures and associates
19
(2.8)
(5.8)
Net exchange differences
0.9
–
Operating cash inflow before movements in working capital
985.1
862.7
Increase in inventories
(6.8)
(7.4)
Increase in receivables
(174.4)
(16.1)
Increase/(decrease) in payables
208.6
(16.0)
Movements in working capital
27.4
(39.5)
Pension deficit recovery contributions
35
(1.1)
(3.5)
Cash generated by operations
1,011.4
819.7
Reconciliation of total net financing liabilities
At 1 January 2023
(2,370.4)
(75.0)
(2,445.4)
Non-cash movements
(405.0)
(90.9)
(495.9)
Cash flow
879.7
75.0
954.7
Exchange movements
50.0
–
50.0
At 31 December 2023
(1,845.7)
(90.9)
(1,936.6)
Non-cash movements
(518.5)
–
(518.5)
Cash flow
(1,367.2)
90.9
(1,276.3)
Exchange movements
45.3
–
45.3
At 31 December 2024
(3,686.1)
–
(3,686.1)
Informa Annual Report and Accounts 2024
200
Financial Statements
Notes to the Consolidated Financial Statements for the year
ended 31 December 2024 continued

35. Retirement benefit schemes
(a) Charge to operating profit
The charge to operating profit for the year in respect of pensions, including both defined benefit and defined contribution
schemes, was £29.7m (2023: £26.4m).
(b) Defined benefit schemes – strategy
The Group operates four defined benefit pension schemes in the UK (the UK Schemes): the Informa Final Salary Scheme
(Informa FSS), the Taylor & Francis Group Pension and Life Assurance Scheme (T&F GPS), the UBM Pension Scheme (UBMPS)
and the United Newspapers Executive Pension Scheme (UNEPS). These are for qualifying UK colleagues and provide benefits
based on final pensionable pay. The Group also has a defined benefit scheme in the US, the Penton, Inc. Retirement Plan
(the US Scheme). All schemes (the Group Schemes) are closed to future accruals. Contributions to the UK Schemes are
determined following triennial valuations undertaken by a qualified actuary using the Projected Unit Credit Method.
Contributions to the US Scheme are assessed annually following valuations undertaken by a qualified actuary.
For the UK Schemes, the defined benefit schemes are administered by separate funds that are legally separated from the
company. The Trustees are responsible for running the UK Schemes in accordance with the Group Schemes’ Trust Deed and
Rules, which sets out their powers. The Trustees of the UK Schemes are required to act in the best interests of the beneficiaries
of the Group Schemes. There is a requirement that one third of the Trustees are nominated by the members of the UK Schemes.
The Trustees of the pension funds are responsible for the investment policy with regard to the assets of the fund. None of
the Schemes has any reimbursement rights.
The Group’s pension funding policy is to provide sufficient funding, as agreed with the Trustees, to ensure any pension deficit
will be addressed to ensure pension payments made to current and future pensioners will be met.
For the US Scheme, the defined benefit scheme is administered by Informa Media, Inc. and is subject to the provisions of the
Employee Retirement Income Security Act 1974 (ERISA). The company is responsible for the investment policy with regard to
the assets of the fund. The defined benefit scheme has no reimbursement rights.
The investment strategies adopted by the Trustees of the UK Schemes include some exposure to index-linked gilts and
corporate bonds. The investment objectives of the US Scheme are to maximise plan assets within designated risk and
return profiles.
The current asset allocation of all schemes consists primarily of bespoke funds, bonds, diversified growth funds, property,
credit funds, annuity contracts and equities. All assets are managed by a third-party investment manager according to
guidelines established by the company.
(c) Defined benefit schemes – risk
Through the Group Schemes, the company is exposed to a number of potential risks as described below:
• Asset volatility: The Group Schemes’ defined benefit obligation is calculated using a discount rate set with reference
to corporate bond yields; however, the Group Schemes invest in other asset classes as stated above. The mix of assets
is expected to outperform corporate bonds in the long term, but provide volatility and risk in the short term
• Changes in bond yields: A decrease in corporate bond yields would increase the Group Schemes’ defined benefit
obligation; however, this would be partially offset by an increase in the value of the Schemes’ bond holdings
• Inflation risk: A significant proportion of the Group Schemes’ defined benefit obligation is linked to inflation; therefore,
higher inflation will result in a higher defined benefit obligation (subject to caps for the UK Schemes). The majority of the
UK Schemes’ assets target being fully hedged against inflation; therefore, an increase in inflation is not expected to impact
the surplus
• Life expectancy: If the Group Schemes’ members live longer than expected, the Group Schemes’ benefits will need to be
paid for longer, increasing the Group Schemes’ defined benefit obligations
The Trustees and the company manage risks in the Group Schemes through the following strategies:
• Diversification: Investments are well diversified, such that the failure of any single investment would not have a material
impact on the overall level of assets
• Investment strategy: The Trustees are required to review their investment strategy on a regular basis
There are three categories of pension scheme members:
• Employed deferred members: Currently employed by the company
• Deferred members: Former colleagues of the company
• Pensioner members: In receipt of pension
Strategic Report Governance Financial Statements Additional Information
Informa Annual Report and Accounts 2024
201

35. Retirement benefit schemes continued
The defined benefit obligation is valued by projecting the best estimate of future benefit payments (allowing for future
salary increases for UK employed deferred members, revaluation to retirement for deferred members and annual pension
increases for UK members) and then discounting to the Consolidated Balance Sheet date. UK members receive increases
to their benefits linked to inflation (subject to caps for the UK Schemes). There are no caps on benefits in the US Scheme
as benefits are not linked to inflation in this Scheme. The valuation method used for all Schemes is known as the
Projected Unit Credit Method.
The approximate overall duration of the Group Schemes’ defined benefit obligation as at 31 December 2024 was as follows:
2024
2023
Overall duration (years)
14
11
10
15
11
11
The assumptions which have the most significant effect on the results of the IAS 19 valuation for the Schemes are those
relating to the discount rate, the rates of price inflation, salaries, and pensions and life expectancy. The main assumptions
adopted are:
2024
2023
Discount rate
5.35%
5.35%
5.35%
4.60%
4.60%
4.75%
Rate of price inflation
2.65% (CPI)
2.65% (CPI)
n/a
2.45% (CPI)
2.45% (CPI)
n/a
3.20% (RPI)
3.20% (RPI)
n/a
3.05% (RPI)
3.05% (RPI)
n/a
Rate of increase for deferred pensions
2.65%
2.65%
n/a
2.45%
2.45%
n/a
Rate of increase for pensions in payment
1.95%-3.75%
1.95%-3.75%
n/a
1.90–3.70%
1.90–3.70%
n/a
For an individual aged 65 – male (years)
86
86
85
86
86
85
For an individual aged 65 – female (years)
88
88
87
88
88
87
For the UK Schemes, mortality assumptions used in the IAS 19 valuations are taken from tables published by Continuous
Mortality Investigation (CMI). The UBMPS uses 100%/108% (male/female) of the ‘SAPS’ S3 Pensioner tables (2023: no changes
since previous year end) based on the year of birth, the Informa FSS uses ‘SAPS’ S3 Pensioner tables with a scaling factor of
100% (2023: no change since previous year end), the T&F GPS uses ‘SAPS’ S3 Middle tables with a scaling factor of 100%
(2023: no change since previous year end) and the UNEPS uses the ‘SAPS’ S3 Normal tables with a scaling factor of 100%
(2023: no change since previous year end). All UK Schemes use life expectancy improvements taken from CMI 2023 (2023:
CMI 2022) with an initial addition parameter of 0% (2023: 0%), a weighting of 100% to 2023 mortality data (2023: n/a), a
weighting of 100% to 2022 mortality data (2023: 35%), a weighting of 0% to 2021 mortality data (2023: 10%), a weighting of
0% to 2020 mortality data (2023: 10%) and the long-term rate of improvement of 1.00% (2023: 1.00%).
(d) Defined benefit schemes – individual defined benefit scheme details
Informa FSS
T&F GPS
UBMPS
UNEPS
Latest valuation date
31.03.2023
30.09.2023
31.03.2023
05.04.2023
Funding surplus at valuation date
1
£11.5m
£1.5m
£36.1m
£0.8m
1 At the latest valuation date, all schemes are in a funding surplus; hence, no recovery plans are in place
The sensitivities regarding the principal assumptions used to measure the IAS 19 pension scheme liabilities as at 31 December 2024
are set out below:
Discount rate – Decrease by 1.00%
9.5
2.0
31.7
1.0
1.8
Rate of price inflation pre-retirement – Increase by 1.00%
6.3
1.2
10.5
1.1
n/a
Life expectancy – Increase by 1 year
1.7
0.5
11.3
2.0
0.4
Informa Annual Report and Accounts 2024
202
Financial Statements
Notes to the Consolidated Financial Statements for the year
ended 31 December 2024 continued

Sensitivities have been prepared using the same approach as 2023. The above sensitivity analyses are based on a change
in an assumption while holding all other assumptions constant, although in practice this is unlikely to occur and changes in
some assumptions may be correlated. Should discount and inflation rates fluctuate by a different rate to those disclosed,
the impact can be linearly interpolated.
Amounts recognised in respect of these defined benefit schemes are as follows:
Administrative expenses
0.9
0.1
Interest income on net pension surplus (Note 11)
(1.9)
(1.8)
Actuarial loss on scheme assets
(37.5)
(2.3)
Experience loss
(4.6)
(17.4)
Change in irrecoverable element of pension surplus
11.0
5.9
Change in demographic actuarial assumptions
0.4
18.0
Change in financial actuarial assumptions
29.7
(16.0)
Total recognised in the Consolidated Statement of Comprehensive Income
(1.0)
(11.8)
Net surplus in Schemes at beginning of the year (before irrecoverable element of pension surplus)
68.9
80.6
Past service credit and administrative expenses
(0.9)
(0.1)
Net finance income
3.2
3.3
Actuarial loss
(12.0)
(17.8)
Deficit recovery contributions from the employer to the Schemes
1.1
2.5
Effect of movement in foreign currencies
(0.1)
0.4
Net surplus in Schemes at end of the year (before irrecoverable element of pension surplus)
60.2
68.9
Irrecoverable element of pension surplus
(17.5)
(27.2)
Net surplus in Schemes at end of the year after irrecoverable element of pension surplus
42.7
41.7
Amounts recognised in the Consolidated Balance Sheet in respect of the Group Schemes are as follows:
Present value of defined benefit obligations
(439.9)
(478.2)
Fair value of Scheme assets
500.1
547.1
Irrecoverable element of pension surplus
(17.5)
(27.2)
Net surplus
42.7
41.7
Retirement benefit surplus recognised in the Consolidated Balance Sheet
48.5
48.1
Deficit in scheme and liability recognised in the Consolidated Balance Sheet
(5.8)
(6.4)
Net surplus
42.7
41.7
Changes in the present value of defined benefit obligations are as follows:
Opening present value of defined benefit obligation at 1 January
(478.2)
(477.3)
Interest cost
(21.2)
(22.7)
Benefits paid
34.3
35.4
Actuarial gain/(loss)
25.6
(15.4)
Effect of movement in foreign currencies
(0.4)
1.8
Closing present value of defined benefit obligation at 31 December
(439.9)
(478.2)
Strategic Report Governance Financial Statements Additional Information
Informa Annual Report and Accounts 2024
203

35. Retirement benefit schemes continued
Changes in the fair value of Scheme assets are as follows:
Opening fair value of Scheme assets at 1 January
547.1
557.9
Return on Scheme assets
24.4
26.0
Actuarial loss
(37.5)
(2.3)
Benefits paid
(34.3)
(35.4)
Other payments from Schemes
(0.9)
(0.1)
Contributions from the employer to the Schemes
1.1
2.5
Effect of movement in foreign currencies
0.2
(1.5)
Closing fair value of Scheme assets at 31 December
500.1
547.1
The assets of the Informa Final Salary Scheme and Taylor & Francis Group Pension and Life Assurance Scheme include assets held
in managed funds, liability driven investment (LDI) funds and cash funds operated by Legal & General Investment Management
Limited (LGIM), Partners Group (UK) Limited, Zurich Assurance Limited and Baillie Gifford International.
The assets of the UBM Pension Scheme are held in buy and maintain bonds and bespoke LDI funds with Legal & General
Investment Management Limited (LGIM), real return funds with Newton Investment Management Limited, property funds
with Aviva Investors Jersey Unit Trusts and M&G Investment Management Limited (M&G), an illiquid credit fund with M&G,
annuities to cover a small number of pension members and cash.
The assets of the United Newspapers Executive Pension Scheme assets are held in an insurance buy-in policy with Aviva Life
& Pensions UK Limited and a Sterling Liquidity Fund with LGIM.
The assets of the Penton Scheme are primarily invested in collective investment trust funds operated by Aon, with various
investment managers serving as sub-managers within each fund.
The fair values of the assets held are as follows:
Equities
13.4
3.0
–
–
–
16.4
Bonds and gilts
20.8
4.8
106.1
–
11.0
142.7
Property funds
9.8
2.4
34.5
–
–
46.7
Diversified growth fund
5.5
1.3
43.9
–
–
50.7
Illiquid credit funds
0.6
0.2
44.0
–
–
44.8
Bespoke funds (LDI and hedge funds)
22.0
4.9
118.2
–
0.7
145.8
Annuity contracts
–
–
3.1
14.9
–
18.0
Cash
9.4
2.9
11.2
1.3
10.2
35.0
Total
81.5
19.5
361.0
16.2
21.9
500.1
Equities
9.9
2.3
–
–
7.9
20.1
Bonds and gilts
23.1
5.4
107.2
–
12.2
147.9
Property funds
9.0
2.2
62.1
–
2.5
75.8
Diversified growth fund
9.9
2.3
41.1
–
–
53.3
Illiquid credit funds
1.1
0.3
48.0
–
–
49.4
Bespoke funds (LDI and hedge funds)
34.5
8.3
133.5
–
1.4
177.7
Annuity contracts
–
–
3.8
11.9
–
15.7
Cash
0.8
0.3
4.6
1.3
0.2
7.2
Total
88.3
21.1
400.3
13.2
24.2
547.1
All the assets listed above have a quoted market price in an active market, with the exception of illiquid credit funds,
bespoke funds, annuities, property and cash. The Group Schemes’ assets do not include any of the Group’s own financial
instruments, nor any property occupied by, or other assets used by, the Group.
Informa Annual Report and Accounts 2024
204
Financial Statements
Notes to the Consolidated Financial Statements for the year
ended 31 December 2024 continued

(e) Virgin Media vs NTL Pensions Trustees II Limited case
The Group is aware that the Court of Appeal upheld the decision in the Virgin Media vs NTL Pension Trustees II Limited case
in July 2024. The decision questions the validity of amendments made in respect of the rules of a contracted-out pension
scheme between 6 April 1997 and 5 April 2016. The judgement means that some historical amendments affecting s.9(2B)
rights could be void if the necessary actuarial confirmation under s.37 of the Pension Schemes Act 1993 was not obtained.
The T&F GPS and UNEPS were contracted-in throughout the relevant period and are therefore outside the scope of this
decision. The Trustees of the Informa FSS and UBMPS have begun investigations into the impact of the judgement,
conducting risk assessments and engaging professional advice. To date, in both schemes, all amendments in the relevant
period have been identified, many of which did not affect the s.9(2B) rights of scheme members. Additionally, in further
cases where amendments did affect s.9(2B) rights, the s.37 actuarial confirmation has been identified.
For a small number of remaining amendments across both affected schemes, it remains unclear whether the amendment
would be classed as relating to s.9(2B) rights or whether the s.37 actuarial confirmation exists. These amendments remain
under investigation. Until this further investigation is complete and/or any legislative action is taken by the UK Government,
the potential impact, if any, on the valuation of the Group’s defined benefit surplus is unknown. At this stage, the Directors
do not consider it necessary to make any adjustments to the calculation of the defined benefit surplus as a result of the
judgement in this case.
36. Share capital and share premium
Share capital
Share capital as at 31 December 2024 amounted to £1.3m (2023: £1.4m). For details of options issued over the company’s
shares see Note 9.
1,330,244,733
(2023: 1,368,029,699) ordinary shares of 0.1p each
1.3
1.4
At 1 January
1,368,029,699
1,418,525,746
Issue of new shares to Employee Share Trust
8,860,000
–
Issue of shares
4,397,622
26,492,800
Share buyback
(51,042,588)
(76,988,847)
At 31 December
1,330,244,733
1,368,029,699
The Group issued 8,860,000 new ordinary shares of 0.1p each to the Employee Share Trust on 9 January 2024.
The Group issued 4,397,622 new ordinary shares of 0.1p each on 16 May 2024. The shares were issued as deferred
consideration for the acquisition of the Tarsus group of companies.
During 2024, the Group bought back 51,042,588 ordinary shares (2023: 76,988,847) at the nominal value of 0.1p for a total
consideration of £424.2m (2023: £548.3m) and cancelled 51,554,769 ordinary shares (2023: 76,476,666) including 512,181
(2023: 599,861) shares that had been bought in the prior year and settled and cancelled in 2024 for a consideration of £4.0m
(2023: £3.7m).
Share premium
At 1 January
1,878.6
1,878.6
Issued in the year
–
–
At 31 December
1,878.6
1,878.6
Strategic Report Governance Financial Statements Additional Information
Informa Annual Report and Accounts 2024
205

37. Other reserves
At 1 January 2023
27.9
4,125.4
(2,232.5)
(20.9)
26.1
2.2
1,928.2
Share award expense (equity–settled)
19.6
–
–
–
–
–
19.6
Shares for Trust purchase
(4.8)
–
–
–
–
–
(4.8)
Transfer of vested LTIPs
(11.1)
–
–
–
–
–
(11.1)
in hedging relationships
–
–
–
–
6.0
(6.7)
(0.7)
Issue of share capital
–
173.7
–
–
–
–
173.7
Remeasurement of put call options
–
–
1.5
–
–
–
1.5
(Note 32)
–
–
(15.8)
–
–
–
(15.8)
At 31 December 2023
31.6
4,299.1
(2,246.8)
(20.9)
32.1
(4.5)
2,090.6
Share award expense (equity-settled)
20.6
–
–
–
–
–
20.6
Shares for Trust purchase
(5.4)
–
–
–
–
–
(5.4)
Transfer of vested LTIPs
(12.9)
–
–
–
–
–
(12.9)
in hedging relationships
–
–
–
–
13.2
(1.2)
12.0
Issue of share capital
–
37.5
–
–
–
–
37.5
Remeasurement of put call options
–
–
(1.8)
–
–
–
(1.8)
Transfer to realised profit
1
(4.0)
–
–
–
–
–
(4.0)
Transactions with NCI
–
–
(0.6)
–
–
–
(0.6)
(Note 32)
2
–
–
90.9
–
–
–
90.9
At 31 December 2024
29.9
4,336.6
(2,158.3)
(20.9)
45.3
(5.7)
2,226.9
1 Relates to the IFRS 2 reserve for the MIP transferred to realised profit as part of the Curinos disposal (Note 9)
2 The total decrease in the share buyback liability of £90.8m is represented by an increase in other reserves (£90.9m) and decrease in share
capital (£0.1m)
Reserve for shares to be issued
This reserve relates to LTIP and Curinos share awards granted to colleagues and reduced by the transferred and vested awards.
Further information is set out in Note 9.
Merger reserve
In 2004, the merger of Informa PLC and Taylor & Francis Group plc resulted in a merger reserve amount of £496.4m being recorded.
On 2 November 2016, the Group acquired Penton Information Services and the £82.2m share premium on the shares issued to the
vendors was recorded as an increase in the merger reserve in accordance with the merger relief rules of the Companies Act 2006.
There were 427,536,794 shares issued on 18 June 2018 in connection with the acquisition of UBM plc, which at the acquisition-date
closing share price of 829p resulted in an increase in the merger reserve of £3,544.6m. From 19 July 2018 to 13 December 2018,
there were 256,689 shares issued in connection with the satisfaction of Save As You Earn (SAYE) awards in the UBM business which
resulted in an increase in the merger reserve of £2.2m.
On 17 April 2023, the Group acquired Tiger Acquisitions (Jersey) Limited, the Parent Company of Tarsus Group Limited and issued
25,957,663 shares, resulting in an increase in the merger reserve of £169.8m.
On 1 September 2023, the Group issued 535,137 ordinary shares at the nominal value of 0.1p to Canalys Pte Limited in relation to the
acquisition of Canalys, resulting in an increase to the merger reserve of £3.9m.
On 16 May 2024, the Group issued 4,397,622 shares as deferred consideration for the acquisition of the Tarsus group of companies,
resulting in an increase in the merger reserve of £37.5m.
Other reserve
The other reserve includes the inversion accounting reserve of £2,189.9m which was created from an issue of shares under a
Scheme of Arrangement in May 2014.
Informa Annual Report and Accounts 2024
206
Financial Statements
Notes to the Consolidated Financial Statements for the year
ended 31 December 2024 continued

Employee Share Trust and ShareMatch shares
As at 31 December 2024, the Informa Employee Share Trust held 7,518,844 (2023: 804,045) ordinary shares in the company
at a market value of £60.0m (2023: £6.3m). As at 31 December 2024, the ShareMatch scheme held 2,316,743 (2023: 1,889,766)
matching ordinary shares in the company at a market value of £18.5m (2023: £14.8m). At 31 December 2024, the Group held
0.7% (2023: 0.2%) of its own called-up share capital.
Cost of hedging reserves
The cash flow hedging reserve and cost of hedging reserve arise from the Group’s hedging arrangements, as described in
Note 33.
38. Non-controlling interests
The Group has subsidiary undertakings where there are non-controlling interests. At 31 December 2024, these
non-controlling interests were composed entirely of equity interests and represented the following holding of
minority shares by non-controlling interests:
• APLF Ltd (40%, 2023: 40%)
• BrightTALK Limited (41.71%, 2023: n/a)
• BrightTALK, Inc. (41.71%, 2023: n/a)
• Canalys Economic Information Consulting (Shanghai) Co., Ltd (41.71%, 2023: n/a)
• Canalys Pte. Ltd (41.71%, 2023: n/a)
• Canalys Solutions and Experiences Private Limited (41.71%, 2023: n/a)
• Canalys.com Ltd (41.71%, 2023: n/a)
• Canalys.com, Inc. (41.71%, 2023: n/a)
• CCA Limited (45%, 2023: n/a)
• China International Exhibitions Co., Ltd (30%, 2023: 30%)
• Cosmoprof Asia Limited (50%, 2023: 50%)
• E-Magine Media SAS (41.71%, 2023: n/a)
• Fort Lauderdale Convention Services, Inc. (10%, 2023: 10%)
• Foundermade LLC (35%, 2023: 35%)
• GKT Events LLC (25%, 2023: 25%)
• Global Exhibition and Conference Joint Stock Company (30.03%, 2023: n/a)
• Global Media Payments, Inc. (10.3%, 2023: n/a)
• Guangzhou CitiExpo Jianke Exhibition Co., Ltd. (40%, 2023: 40%)
• Guangzhou Sinobake International Exhibition Co., Ltd. (65%, 2023: 65%)
• Health Connect Partners Inc. (40%, 2023: 40%)
• Hong Kong Sinoexpo Informa Markets Limited (30%, 2023: 30%)
• Hudson MX Holdings, Inc. (10.3%, 2023: n/a)
• Hudson MX Limited (10.3%, 2023: n/a)
• Hudson MX, Inc. (10.3%, 2023: n/a)
• Industry Dive, Inc. (41.71%, 2023: n/a)
• Industry Dive, Ltd (41.71%, 2023: n/a)
• Informa and Tharawat Limited (51%, 2023: 51%)
• Informa Baiwen Exhibitions (Hangzhou) Co., Ltd (40.5%, 2023: 40.5%)
• Informa Data Service (Shanghai) Co., Ltd. (41.71%, 2023: n/a)
• Informa Intelligence Godo Kaisha (41.71%, 2023: n/a)
• Informa Intrepid Holdings Inc. (41.71%, 2023: n/a)
• Informa Marine Holdings, Inc. (10%, 2023: 10%)
• Informa Markets Art, LLC (10%, 2023: 10%)
• Informa Markets BN Co Ltd (40%, 2023: 40%)
• Informa Markets KOAMI Co. Ltd (40%, 2023: n/a)
• Informa Tech (Shanghai) Co., Ltd. (70.27%, 2023: 49%)
• Informa Tech Founders Limited (45%, 2023: 45%)
• Informa Tech Germany GmbH (41.71%, 2023: n/a)
• Informa Tech Holdings Limited (41.71%, 2023: n/a)
• Informa Tech Korea Co., Ltd (41.71%, 2023: n/a)
Strategic Report Governance Financial Statements Additional Information
Informa Annual Report and Accounts 2024
207

38. Non-controlling interests continued
• Informa Tech LLC (41.71%, 2023: n/a)
• Informa Tech MMS (US) LLC (41.71%, 2023: n/a)
• Informa Tech MMS LLC (41.71%, 2023: n/a)
• Informa Tech Research Limited (41.71%, 2023: n/a)
• Informa Tech Taiwan Limited (41.71%, 2023: n/a)
• Informa Telecoms & Media Limited (41.71%, 2023: n/a)
• Informa Tianyi Exhibitions (Chengdu) Co., Ltd (40%, 2023: 40%)
• Informa Wiener Exhibitions (Chengdu) Co., Ltd (40%, 2023: 40%)
• ITF2 Limited (45%, 2023: 45%)
• Marketworks Datamonitor (Pty) Ltd (41.71%, 2023: n/a)
• Monaco Yacht Show SAM (10%, 2023: 10%)
• Netline Corporation (41.71%, 2023: n/a)
• Ovum Pty Limited (41.71%, 2023: n/a)
• PEP Tarsus Corporation (49%, 2023: 49%)
• Piattaforma LLC (40%, 2023: 40%)
• PT Tarsus Indonesia SEA (33%, 2023: 49%)
• PT UBM Pameran Niaga Indonesia (33%, 2023: 33%)
• Sada Uzmanlik Fuarlari A.S (40%, 2023: 40%)
• SCBE Exhibitions (Shenzhen) Co., Ltd. (42.2%, 2023: 42.2%)
• Scuba Holdings, Inc. (41.71%, 2023: n/a)
• Sea Asia Singapore Pte Limited (10%, 2023: 10%)
• Shanghai Baiwen Exhibitions Co., Ltd (15%, 2023: 15%)
• Shanghai IMSinoexpo Digital Services Co., Ltd. (30%, 2023: 30%)
• Shanghai Informa Markets ShowStar Exhibition Co., Limited (30%, 2023: 30%)
• Shanghai Meisheng Culture Broadcasting Co., Ltd (15%, 2023: 15%)
• Shanghai Sinoexpo Informa Markets International Exhibitions Co., Ltd (30%, 2023: 30%)
• Shanghai Yingye Exhibitions Co., Ltd (40%, 2023: 40%)
• Shenzhen Informa Markets Herong Exhibition Co., Ltd. (30%, 2023: 30%)
• Shenzhen Shengshi Jiuzhou Exhibition Co., Ltd (25%, 2023: 25%)
• Southern Convention Services, Inc. (10%, 2023: 10%)
• Tahaluf Events Limited (49%, 2023: 49%)
• Tarsus Bodysite LLC (40%, 2023: 49%)
• Tarsus Map LLC (30%, 2023: 49%)
• TechTarget (Australia) Pty Limited (41.71%, 2023: n/a)
• TechTarget (Hong Kong) Limited (41.71%, 2023: n/a)
• TechTarget (Singapore) Pte. Limited (41.71%, 2023: n/a)
• TechTarget Germany GmbH (41.71%, 2023: n/a)
• TechTarget Holdings, Inc. (41.71%, 2023: n/a)
• TechTarget Limited (41.71%, 2023: n/a)
• TechTarget Securities Corporation (41.71%, 2023: n/a)
• TechTarget, Inc. (41.71%, 2023: n/a)
• UBM Asia (Thailand) Co., Ltd (51%, 2023: 51%)
• UBM Tech Research Malaysia Sdn Bhd (41.71%, 2023: n/a)
• USA Beauty LLC (55%, 2023: 55%)
• Yachting Promotions, Inc. (10%, 2023: 10%)
• Zhongshan Guzhen Lighting Expo Co., Ltd (64.3%, 2023: 64.3%)
During the year, there were non-controlling interest disposals of £122.6m relating to the divestment of the Curinos business
(see Note 20) as well as £41.4m relating to the deconsolidation of former subsidiaries (see Note 19).
The non-controlling interest in Informa TechTarget represents a minority shareholding of 43% on a fully diluted basis.
As at the year ended 31 December 2024, the accumulated non-controlling interest of Informa TechTarget was £522.2m. As
of the end of the reporting period and before inter company eliminations, Informa TechTarget’s total assets were £1,756.8m
and total liabilities were £539.7m.
Informa Annual Report and Accounts 2024
208
Financial Statements
Notes to the Consolidated Financial Statements for the year
ended 31 December 2024 continued

39. Leases
(a) Leases where the Group is a lessee
The Group’s right-of-use assets and lease liabilities at 31 December are as follows:
Right-of-use assets
leases
1
At 1 January 2023
82.6
125.4
208.0
Depreciation
(21.9)
(4.4)
(26.3)
Additions
40.0
–
40.0
Additions from business combinations
6.8
–
6.8
Impairment reversal (Note 7)
0.6
–
0.6
Disposals
(6.9)
–
(6.9)
Foreign exchange movement
(4.6)
(6.5)
(11.1)
At 31 December 2023
96.6
114.5
211.1
Depreciation
(22.6)
(4.5)
(27.1)
Additions
53.2
–
53.2
Additions from business combinations
2
11.3
–
11.3
Impairment (Note 7)
(5.0)
–
(5.0)
Disposals
(12.6)
(23.0)
(35.6)
Foreign exchange movement
0.3
1.2
1.5
At 31 December 2024
121.2
88.2
209.4
1 Other leases relate to event venue-related leases
2 Some leases acquired through business combinations were impaired or sublet at acquisition
Lease liabilities
leases
1
At 1 January 2023
(134.0)
(136.4)
(270.4)
Repayment of lease liabilities
39.3
5.7
45.0
Interest on lease liabilities
(6.1)
(5.1)
(11.2)
Additions
(40.0)
–
(40.0)
Additions from business combinations
(6.8)
–
(6.8)
Disposals
3.8
–
3.8
Foreign exchange movement
8.5
7.3
15.8
At 31 December 2023
(135.3)
(128.5)
(263.8)
Repayment of lease liabilities
35.3
4.7
40.0
Interest on lease liabilities
(8.7)
(4.6)
(13.3)
Additions
(53.2)
–
(53.2)
Additions from business combinations
(22.7)
–
(22.7)
Disposals
15.1
23.0
38.1
Foreign exchange movement
(1.2)
(2.0)
(3.2)
At 31 December 2024
(170.7)
(107.4)
(278.1)
Current lease liabilities
(33.4)
(1.0)
(34.4)
Non-current lease liabilities
(137.3)
(106.4)
(243.7)
At 31 December 2024
(170.7)
(107.4)
(278.1)
Current lease liabilities
(27.5)
(0.9)
(28.4)
Non-current lease liabilities
(107.8)
(127.6)
(235.4)
At 31 December 2023
(135.3)
(128.5)
(263.8)
1 Other leases relate to event venue-related leases
Strategic Report Governance Financial Statements Additional Information
Informa Annual Report and Accounts 2024
209

39. Leases continued
(b) Leases where the Group is a lessor
The Group is a lessor in relation to property leases which are sublet. These sub-lease arrangements are classified as either
finance or operating leases. The Group’s finance lease receivable at 31 December 2024 is £11.7m (2023: £10.5m).
(c) Low-value and short-term lease expense for the year ended 31 December
Low-value lease expense
–
Short-term lease expense
1
Low-value lease expense
–
Short-term lease expense
1
1 Includes event venue-related leases
40. Related party transactions
All transactions with related parties are conducted on an arm’s-length basis and in accordance with normal business terms.
Transactions between related parties that are Group subsidiaries are eliminated on consolidation. The related parties,
identified by the Directors, include joint ventures, associates and key management personnel, who are the Directors of
the company.
Transactions with joint ventures and associates
All transactions with joint ventures and associates are in the normal course of business. Transactions between the Group
and its joint ventures and associates are disclosed below:
Sales to joint ventures
(0.2)
(0.1)
Sales to associates
(0.8)
(1.7)
Purchases from joint ventures
0.4
–
Purchases from associates
1.2
2.2
Trade receivables owed by joint ventures
0.2
0.1
Trade receivables owed by associates
–
0.5
Trade payables owed to joint ventures
(0.4)
–
Trade payables owed to joint ventures are settled net of trade receivables due from joint ventures 60 days after the delivery
of goods or services. There are no loans to or from joint ventures.
Transactions with key management personnel
There were no material transactions with Directors of the company during the period, except for those relating to
remuneration and shareholdings. Refer to the Directors’ Remuneration Report on page 115 and Note 8 for disclosure
on remuneration. For the purposes of IAS 24 Related Party Disclosures, Executives below the level of the company’s
Board are not regarded as related parties.
Other related party disclosures
At 31 December 2024, Informa Group companies have guaranteed the UK pension scheme liabilities of the Taylor & Francis
Group Pension and Life Assurance Scheme, the Informa Final Salary Scheme and the UBM Pension Scheme.
Informa Annual Report and Accounts 2024
210
Financial Statements
Notes to the Consolidated Financial Statements for the year
ended 31 December 2024 continued

41. Subsidiaries
The listing below shows the subsidiary undertakings as at 31 December 2024:
Company name
Country
Ownership
Centre for Asia Pacific Aviation Pty. Limited
Australia
100.00%
AU1
Centre for Aviation Pty Limited
Australia
100.00%
AU1
Datamonitor Pty Limited
Australia
100.00%
AU2
Informa Australia Pty Limited
Australia
100.00%
AU2
Informa Holdings (Australia) Pty Limited
Australia
100.00%
AU1
Ovum Pty Limited
Australia
58.29%
AU3
TechTarget (Australia) Pty Limited
Australia
58.29%
AU3
Informa Bahrain W.L.L.
Bahrain
100.00%
BA1
Informa Middle East Limited
Bermuda
100.00%
BM1
Informa Markets Ltda
Brazil
100.00%
BR1
AMB Tarsus Exhibitions (Cambodia) Pte. Ltd.
Cambodia
100.00%
CB1
iNet Interactive Canada Inc.
Canada
100.00%
CA1
Informa Canada Inc.
Canada
100.00%
CA2
Informa Tech Canada Inc.
Canada
100.00%
CA2
Afterhurst (Beijing) Information Consulting Co., Ltd.
China
100.00%
PRC1
Canalys Economic Information Consulting (Shanghai) Co., Ltd
China
58.29%
PRC2
China International Exhibitions Co., Ltd.
China
70.00%
PRC3
Guangzhou CitiExpo Jianke Exhibition Co., Ltd.
China
60.00%
PRC4
Guangzhou Sinobake International Exhibition Co., Ltd.
2
China
35.00%
PRC5
IBC Conferences and Event Management Services (Shanghai) Co., Ltd.
China
100.00%
PRC6
Informa Baiwen Exhibitions (Hangzhou) Co., Ltd
China
59.50%
PRC7
Informa Data Service (Shanghai) Co., Ltd.
China
58.29%
PRC8
Informa Enterprise Management (Shanghai) Co., Ltd.
China
100.00%
PRC9
Informa Exhibitions (Beijing) Co., Ltd.
China
100.00%
PRC10
Informa Information Technology (Shanghai) Co., Ltd.
China
100.00%
PRC11
Informa Markets China (Chengdu) Co., Ltd.
China
100.00%
PRC12
Informa Markets China (Guangzhou) Co., Ltd.
China
100.00%
PRC13
Informa Markets China (Hangzhou) Co., Ltd.
China
100.00%
PRC14
Informa Markets China (Shanghai) Co., Ltd.
China
100.00%
PRC15
Informa Markets China (Shenzhen) Co., Ltd.
China
100.00%
PRC16
Informa Tech (Shanghai) Co., Ltd.
2
China
29.73%
PRC17
Informa Tianyi Exhibitions (Chengdu) Co., Ltd.
China
60.00%
PRC18
Informa Wiener Exhibitions (Chengdu) Co., Ltd.
China
60.00%
PRC19
SCBE Exhibitions (Shenzhen) Co., Ltd.
China
57.80%
PRC20
Shanghai Baiwen Exhibitions Co., Ltd.
China
85.00%
PRC21
Shanghai IMSinoexpo Digital Services Co., Ltd.
China
70.00%
PRC22
Shanghai Informa Markets ShowStar Exhibition Co., Ltd.
China
70.00%
PRC23
Shanghai Meisheng Culture Broadcasting Co., Ltd.
China
85.00%
PRC24
Shanghai SinoExpo Informa Markets International Exhibitions Co., Ltd.
China
70.00%
PRC25
Shanghai Yingye Exhibitions Co., Ltd.
China
60.00%
PRC26
Shenzhen Informa Markets Herong Exhibition Co., Ltd.
China
70.00%
PRC27
Shenzhen Shengshi Jiuzhou Exhibition Co., Ltd
China
75.00%
PRC28
Shenzhen Zhongxincai Exhibition Company Limited
China
100.00%
PRC29
Tarsus Exhibition (Shanghai) Co., Ltd
China
100.00%
PRC30
Tarsus Exhibition (Shenzhen) Co., Ltd
China
100.00%
PRC31
Tarsus Hope Exhibition Co., Ltd
China
100.00%
PRC32
WARC Business Information Consulting (Shanghai) Co., Ltd
China
100.00%
PRC33
Zhengzhou Tarsus Hope Exhibition Co., Ltd
China
100.00%
PRC34
Zhongshan Guzhen Lighting Expo Co., Ltd.
2
China
35.70%
PRC35
Stormcliff Limited
Cyprus
100.00%
CY1
Informa Egypt LLC
Egypt
100.00%
EG1
Ascential Events France SAS
France
100.00%
FR2
Edimer SAS
France
100.00%
FR3
E-Magine Media SAS
France
58.29%
FR4
Strategic Report Governance Financial Statements Additional Information
Informa Annual Report and Accounts 2024
211

Company name
Country
Ownership
Euromedicom SAS
France
100.00%
FR1
Eurovir SAS
France
100.00%
FR1
New AG International S.à.r.l.
France
100.00%
FR1
EBD Group GmbH
Germany
100.00%
DE1
Informa Holding Germany GmbH
Germany
100.00%
DE1
Informa Tech Germany GmbH
Germany
58.29%
DE1
Taylor & Francis Verlag GmbH
Germany
100.00%
DE1
TechTarget Germany GmbH
Germany
58.29%
DE2
UBM Canon Deutschland GmbH
Germany
100.00%
DE1
APLF Limited
Hong Kong
60.00%
HK1
CCA Limited
Hong Kong
55.00%
HK1
Cosmoprof Asia Limited
2
Hong Kong
50.00%
HK1
Great Tactic Limited
Hong Kong
100.00%
HK1
Hong Kong Sinoexpo Informa Markets Limited
Hong Kong
70.00%
HK1
Informa Global Markets (Hong Kong) Limited
Hong Kong
100.00%
HK1
Informa Limited
Hong Kong
100.00%
HK1
Informa Markets Asia Group Limited
Hong Kong
100.00%
HK1
Informa Markets Asia Holdings (HK) Limited
Hong Kong
100.00%
HK1
Informa Markets Asia Limited
Hong Kong
100.00%
HK1
Informa Markets Asia Partnership
Hong Kong
100.00%
HK1
Informa Markets South China Limited
Hong Kong
100.00%
HK1
MAI Brokers (Asia & Pacific) Limited
Hong Kong
100.00%
HK1
Mills & Allen Holdings (Far East) Limited
Hong Kong
100.00%
HK1
Penton Media Asia Limited
Hong Kong
100.00%
HK1
TechTarget (Hong Kong) Limited
Hong Kong
58.29%
HK2
Canalys Solutions and Experiences Private Limited
India
58.29%
IN4
Informa Markets India Private Limited
India
100.00%
IN1
Tarsus Exhibitions India Private Limited
India
100.00%
IN5
Taylor & Francis Books India Private Limited
India
100.00%
IN2
Taylor & Francis Technology Services LLP
India
100.00%
IN3
UBM Exhibitions India LLP
India
100.00%
IN1
PT Pamerindo Indonesia
Indonesia
100.00%
ID1
PT Tarsus Indonesia SEA
Indonesia
67.00%
ID2
PT UBM Pameran Niaga Indonesia
Indonesia
67.00%
ID1
Colwiz Limited
Ireland
100.00%
IR2
Donytel Unlimited Company
Ireland
100.00%
IR1
F1000
Open Science Platforms Limited
Ireland
100.00%
IR1
Maypond Holdings Limited
Ireland
100.00%
IR1
Maypond Limited
Ireland
100.00%
IR1
Tanahol Unlimited Company
Ireland
100.00%
IR1
UNM International Holdings Limited
Isle of Man
100.00%
IM1
Informa Global Markets (Japan) Co., Ltd
Japan
100.00%
JP1
Informa Intelligence Godo Kaisha
Japan
58.29%
JP1
Informa Markets Japan Co., Ltd
Japan
100.00%
JP2
Taylor & Francis Japan G.K.
Japan
100.00%
JP3
Ascential Jersey Financing Limited
Jersey
100.00%
JE2
Informa Jersey Limited
Jersey
100.00%
JE1
Tarsus Group Limited
Jersey
100.00%
JE2
UBM (Jersey) Limited
Jersey
100.00%
JE2
UBM Limited
Jersey
100.00%
JE2
CMP Holdings S.à.r.l.
Luxembourg
100.00%
LX1
CMP Intermediate Holdings S.à.r.l.
Luxembourg
100.00%
LX1
UBM Finance S.à r.l.
Luxembourg
100.00%
LX1
UBM IP Luxembourg S.à r.l.
Luxembourg
100.00%
LX1
United Brazil Holdings Sàrl
Luxembourg
100.00%
LX1
41. Subsidiaries continued
Informa Annual Report and Accounts 2024
212
Financial Statements
Notes to the Consolidated Financial Statements for the year
ended 31 December 2024 continued

Company name
Country
Ownership
United Commonwealth Holdings S.à.r.l.
Luxembourg
100.00%
LX1
United CP Holdings S.à.r.l.
Luxembourg
100.00%
LX1
United News Distribution S.à.r.l.
Luxembourg
100.00%
LX1
United Professional Media S.à.r.l.
Luxembourg
100.00%
LX1
UNM Holdings S.à.r.l.
Luxembourg
100.00%
LX1
Vavasseur International Holdings S.à.r.l.
Luxembourg
100.00%
LX1
AMB Tarsus Exhibitions Sdn Bhd
Malaysia
100.00%
MA2
Informa Markets Malaysia Sdn Bhd
Malaysia
100.00%
MA1
Malaysian Exhibition Services Sdn Bhd
Malaysia
100.00%
MA1
UBM Tech Research Malaysia Sdn Bhd
Malaysia
58.29%
MA1
UBMMG Holdings Sdn Bhd
Malaysia
100.00%
MA1
Tarsus Services, S. de R.L. de C.V.
Mexico
100.00%
MX1
UBM Mexico Exposiciones, S.A.P.I.
Mexico
100.00%
MX1
Informa Monaco SAM
Monaco
100.00%
MC1
Monaco Yacht Show SAM
Monaco
90.00%
MC1
Myanmar Trade Fair Management Company Limited
Myanmar
100.00%
MY1
IIR South Africa B.V.
Netherlands
100.00%
NL1
Informa Europe B.V.
Netherlands
100.00%
NL1
Informa Finance B.V.
Netherlands
100.00%
NL1
Informa Markets B.V.
Netherlands
100.00%
NL1
UBM Asia B.V.
Netherlands
100.00%
NL2
Dove Medical Press (NZ) Limited
New Zealand
100.00%
NZ1
Informa Healthcare A.S.
Norway
100.00%
NO1
Colwiz Pakistan Private Limited
Pakistan
99.98%
PK1
AMB Tarsus Exhibitions (Philippines) Corporation
Philippines
100.00%
PH2
PEP Tarsus Corporation
Philippines
51.00%
PH3
UBM Exhibitions Philippines Inc
Philippines
100.00%
PH1
Informa and Tharawat Limited
2
Qatar
49.00%
QA1
Informa Markets BN Co Ltd
Republic of Korea
60.00%
RK1
Informa Markets KOAMI Co. Ltd
Republic of Korea
60.00%
RK3
Informa Markets Korea Corporation
Republic of Korea
100.00%
RK1
Informa Tech Korea Co., Ltd
Republic of Korea
58.29%
RK2
Tahaluf Events Limited
Saudi Arabia
51.00%
KSA1
Ascential (Singapore) Pte Limited
Singapore
100.00%
SG3
Canalys Pte. Ltd
Singapore
58.29%
SG4
IBC Asia (S) Pte Ltd
Singapore
100.00%
SG1
Informa Exhibitions Pte Limited
Singapore
100.00%
SG1
Informa Global Markets (Singapore) Pte Limited
Singapore
100.00%
SG1
Sea Asia Singapore Pte Limited
Singapore
90.00%
SG2
Singapore Exhibition Services (Pte) Limited
Singapore
100.00%
SG2
Tarsus (Singapore) Pte Ltd
Singapore
100.00%
SG2
Tarsus Asia Exhibitions Pte. Ltd
Singapore
100.00%
SG2
Taylor & Francis (S) Pte Ltd
Singapore
100.00%
SG1
TechTarget (Singapore) Pte. Limited
Singapore
58.29%
SG5
Marketworks Datamonitor (Pty) Ltd
South Africa
58.29%
SA1
Institute for International Research Espana S.L.
Spain
100.00%
SP1
Co-Action Publishing AB
Sweden
100.00%
SE1
Taylor & Francis AB
Sweden
100.00%
SE1
Informa IP GmbH
Switzerland
100.00%
SW1
Informa Tech Taiwan Limited
Taiwan
58.29%
TA1
Ascential (Thailand) Co., Ltd.
Thailand
100.00%
TH2
Ascential Holding (Thailand) Co., Ltd.
Thailand
100.00%
TH2
Bangkok Exhibition Services Ltd
Thailand
100.00%
TH1
UBM Asia (Thailand) Co. Ltd
2
Thailand
49.00%
TH1
Informa Fuarcılık Anonim Şirketi
Turkey
100.00%
TU1
Strategic Report Governance Financial Statements Additional Information
Informa Annual Report and Accounts 2024
213

Company name
Country
Ownership
Sada Uzmanlik Fuarlari Anonim Şirketi
Turkey
60.00%
TU2
ABI Building Data Limited
UK
100.00%
UK1
Afterhurst Limited
UK
100.00%
UK1
Ascential America Holdings Limited
UK
100.00%
UK2
Ascential Dormant Limited
1
UK
100.00%
UK2
Ascential Events (Europe) Limited
UK
100.00%
UK2
Ascential Financing Limited
UK
100.00%
UK2
Ascential Group Limited
UK
100.00%
UK2
Ascential Information Services Limited
1
UK
100.00%
UK2
Ascential Limited
UK
100.00%
UK2
Ascential Operations Limited
1
UK
100.00%
UK2
Ascential P&P Limited
UK
100.00%
UK2
Ascential Radio Financing Limited
UK
100.00%
UK2
Ascential UK Holdings Limited
UK
100.00%
UK2
Blessmyth Limited
UK
100.00%
UK1
Boat International Business Limited
UK
100.00%
UK1
Boat International Group Limited
UK
100.00%
UK1
Boat International Media Limited
UK
100.00%
UK1
Bridge Event Technologies Limited
UK
100.00%
UK1
BrightTALK Limited
UK
58.29%
UK3
Canalys.com Ltd
UK
58.29%
UK1
Canrak Books Limited
UK
100.00%
UK1
CapRegen BioSciences Limited
1
UK
100.00%
UK1
CapRegen Limited
UK
100.00%
UK1
CapRegen Magnum Limited
UK
100.00%
UK1
CapRegen Natural BioSciences Limited
UK
100.00%
UK1
CapRegen Nutraceuticals Limited
UK
100.00%
UK1
Colonygrove Limited
UK
100.00%
UK1
Colwiz UK Limited
UK
100.00%
UK1
Contagious Communications Limited
UK
100.00%
UK2
Crosswall Nominees Limited
UK
100.00%
UK1
Design Junction Limited
UK
100.00%
UK1
DIVX Express Limited
UK
100.00%
UK1
Dove Medical Press Limited
UK
100.00%
UK1
Expert Publishing Medicine Ltd
UK
100.00%
UK1
Expert Publishing Science Ltd
UK
100.00%
UK1
F1000
Research Limited
UK
100.00%
UK1
Fairs & Exhibitions (1992) Limited
UK
100.00%
UK1
Fairs And Exhibitions Limited
UK
100.00%
UK1
Futurum Media Limited
UK
100.00%
UK1
GNC Media Investments Limited
UK
100.00%
UK1
Green Thinking (Services) Limited
UK
100.00%
UK1
Hirecorp Limited
UK
100.00%
UK1
Hudson MX Limited
UK
89.70%
UK2
IBC (Ten) Limited
UK
100.00%
UK1
IBC (Twelve) Limited
UK
100.00%
UK1
IIR (U.K. Holdings) Limited
UK
100.00%
UK1
IIR Management Limited
UK
100.00%
UK1
Industry Dive, Ltd
UK
58.29%
UK1
Informa Connect Holdings Limited
UK
100.00%
UK1
Informa Connect Limited
UK
100.00%
UK1
Informa Cosec Limited
UK
100.00%
UK1
Informa Exhibitions Limited
UK
100.00%
UK1
Informa Final Salary Pension Trustee Company Limited
UK
100.00%
UK1
Informa Finance Australia Limited
UK
100.00%
UK1
41. Subsidiaries continued
Informa Annual Report and Accounts 2024
214
Financial Statements
Notes to the Consolidated Financial Statements for the year
ended 31 December 2024 continued

Company name
Country
Ownership
Informa Finance Brazil Limited
UK
100.00%
UK1
Informa Finance Egypt Limited
UK
100.00%
UK1
Informa Finance Mexico Limited
UK
100.00%
UK1
Informa Finance USA Limited
UK
100.00%
UK1
Informa Global Markets (Europe) Limited
UK
100.00%
UK1
Informa Group Holdings Limited
UK
100.00%
UK1
Informa Group Limited
UK
100.00%
UK1
Informa Holdings Limited
UK
100.00%
UK1
Informa Investment Plan Trustees Limited
UK
100.00%
UK1
Informa Investments Limited
UK
100.00%
UK1
Informa Manufacturing Europe Holdings Limited
UK
100.00%
UK1
Informa Manufacturing Europe Limited
UK
100.00%
UK1
Informa Markets (Europe) Limited
UK
100.00%
UK1
Informa Markets (Maritime) Limited
UK
100.00%
UK1
Informa Markets (UK) Limited
UK
100.00%
UK1
Informa Markets Limited
UK
100.00%
UK1
Informa Overseas Investments Limited
UK
100.00%
UK1
Informa Property (Colchester) Limited
UK
100.00%
UK1
Informa Services Limited
UK
100.00%
UK1
Informa Six Limited
UK
100.00%
UK1
Informa Tech Founders Limited
UK
55.00%
UK1
Informa Tech Holdings Limited
UK
58.29%
UK1
Informa Tech Research Limited
UK
58.29%
UK1
Informa Telecoms & Media Limited
UK
58.29%
UK1
Informa Three Limited
UK
100.00%
UK1
Informa UK Limited
UK
100.00%
UK1
Informa United Finance Limited
UK
100.00%
UK1
Informa US Holdings Limited
UK
100.00%
UK1
ITF2 Limited
UK
55.00%
UK1
Light Reading UK Limited
UK
100.00%
UK1
London On-Water Ltd
UK
100.00%
UK1
LSX Limited
UK
100.00%
UK1
MAI Luxembourg UK Societas
UK
100.00%
UK1
Miller Freeman Worldwide Limited
UK
100.00%
UK1
MRO Exhibitions Limited
UK
100.00%
UK1
MRO Publications Limited
UK
100.00%
UK1
Newlands Press Limited
UK
100.00%
UK1
Oes Exhibitions Limited
UK
100.00%
UK1
PeerJ Limited
UK
100.00%
UK1
Penton Communications Europe Limited
UK
100.00%
UK1
PNO Exhibition Investment (Dubai) Limited
UK
100.00%
UK1
Rembrandt Technology Limited
1
UK
100.00%
UK2
Roamingtarget Limited
UK
100.00%
UK1
Routledge Books Limited
UK
100.00%
UK1
Siberia Europe Limited
1
UK
100.00%
UK2
Smarter Shows (No 2) Limited
1
UK
100.00%
UK4
Smarter Shows (Tarsus) Limited
UK
100.00%
UK4
Solar Media Limited
UK
100.00%
UK1
Steel River Media Limited
UK
100.00%
UK2
Superyacht Media Limited
UK
100.00%
UK1
Tarsus AM Shows Ltd
UK
100.00%
UK1
Tarsus America Limited
UK
100.00%
UK1
Tarsus Atlantic Limited
UK
100.00%
UK1
Tarsus Cedar Limited
UK
100.00%
UK1
Tarsus China Limited
UK
100.00%
UK1
Strategic Report Governance Financial Statements Additional Information
Informa Annual Report and Accounts 2024
215

Company name
Country
Ownership
Tarsus Exhibitions & Publishing Limited
UK
100.00%
UK1
Tarsus Group Limited
UK
100.00%
UK1
Tarsus Holdings Limited
UK
100.00%
UK1
Tarsus Investments Limited
UK
100.00%
UK1
Tarsus Leeward Limited
UK
100.00%
UK1
Tarsus Luzhniki Limited
UK
100.00%
UK1
Tarsus Martex
UK
100.00%
UK1
Tarsus Medical Limited
UK
100.00%
UK1
Tarsus New Media Limited
UK
100.00%
UK1
Tarsus Organex Limited
1
UK
100.00%
UK1
Tarsus Overseas Limited
UK
100.00%
UK1
Tarsus Publishing Limited
1
UK
100.00%
UK1
Tarsus Touchstone Limited
1
UK
100.00%
UK1
Tarsus UK Holdings Limited
UK
100.00%
UK1
Tarsus US Limited
UK
100.00%
UK1
Tarsus Windward Limited
UK
100.00%
UK1
Taylor & Francis Books Limited
UK
100.00%
UK1
Taylor & Francis Group Limited
UK
100.00%
UK1
Taylor & Francis Limited
UK
100.00%
UK1
Taylor & Francis Publishing Services Limited
UK
100.00%
UK1
TechTarget Limited
UK
58.29%
UK6
The W.R.Kern Organisation Limited
UK
100.00%
UK1
Tiger Acquisitions Holding Limited
UK
100.00%
UK1
Tiger Acquisitions Intermediate Holding Limited
UK
100.00%
UK1
Tiger Acquisitions UK Limited
UK
100.00%
UK1
Times Aerospace Publishing Holdings Limited
UK
100.00%
UK5
Times Aerospace Publishing Limited
UK
100.00%
UK5
TU-Automotive Holdings Limited
UK
100.00%
UK1
TU-Automotive Limited
UK
100.00%
UK1
Turtle Diary Limited
UK
100.00%
UK1
UBM (GP) No1 Limited
UK
100.00%
UK1
UBM International Holdings UK Societas
UK
100.00%
UK1
UBM Property Services Limited
UK
100.00%
UK1
UBM Shared Services Limited
UK
100.00%
UK1
UBM Trustees Limited
UK
100.00%
UK1
UBMG Holdings
UK
100.00%
UK1
UBMG Services Limited
UK
100.00%
UK1
United Consumer Media UK Societas
UK
100.00%
UK1
United Executive Trustees Limited
UK
100.00%
UK1
United Newspapers Publications Limited
UK
100.00%
UK1
United Trustees Limited
UK
100.00%
UK1
UNM Investments Limited
UK
100.00%
UK1
Vavasseur Overseas Holdings Limited
1
UK
100.00%
UK1
Informa FZE
United Arab Emirates
100.00%
UAE2
Informa Middle East Media FZ LLC
United Arab Emirates
100.00%
UAE1
Advanstar Communications, Inc.
USA
100.00%
US3
Boat International Media, Inc.
USA
100.00%
US4
Brainweek, LLC
USA
100.00%
US1
BrightTALK, Inc.
USA
58.29%
US1
Canalys.com, Inc.
USA
58.29%
US1
CapRegen Nurtaceuticals Inc.
USA
100.00%
US5
Caroo Development Inc.
USA
100.00%
US1
Caroo USA Inc.
USA
100.00%
US1
CMP Child Care Center, Inc
USA
100.00%
US17
Connect Biz, LLC
USA
100.00%
US1
41. Subsidiaries continued
Informa Annual Report and Accounts 2024
216
Financial Statements
Notes to the Consolidated Financial Statements for the year
ended 31 December 2024 continued

Company name
Country
Ownership
Connect Travel, LLC
USA
100.00%
US1
DMS Group, LLC
USA
100.00%
US6
Farm Progress Limited
USA
100.00%
US1
Fort Lauderdale Convention Services, Inc.
USA
90.00%
US4
Foundermade LLC
3
USA
65.00%
US2
GKT Events LLC
USA
75.00%
US7
Global Media Payments, Inc
USA
89.70%
US9
Health Connect Partners Inc.
USA
60.00%
US10
Hudson MX Holdings, Inc.
USA
89.70%
US1
Hudson MX, Inc.
USA
89.70%
US1
Industry Dive, Inc.
USA
58.29%
US1
Informa Business Intelligence LLC
USA
100.00%
US5
Informa Business Media Holdings LLC
USA
100.00%
US1
Informa Business Media LLC
USA
100.00%
US1
Informa Connect USA LLC
USA
100.00%
US1
Informa Data Sources, Inc.
USA
100.00%
US1
Informa Exhibitions Holding Corp.
USA
100.00%
US1
Informa Exhibitions U.S. Construction & Real Estate, Inc.
USA
100.00%
US1
Informa Exhibitions, LLC
USA
100.00%
US1
Informa Global Sales, Inc.
USA
100.00%
US1
Informa Global Shared Services LLC
USA
100.00%
US1
Informa Ibis GP, LLC
USA
100.00%
US1
Informa Intrepid Holdings Inc.
USA
58.29%
US1
Informa Life Sciences Exhibitions, Inc.
USA
100.00%
US1
Informa Marine Holdings, Inc.
USA
90.00%
US1
Informa Markets Art, LLC
USA
90.00%
US1
Informa Markets Fashion (East) LLC
USA
100.00%
US1
Informa Markets France, Inc.
USA
100.00%
US1
Informa Markets Holdings LLC
USA
100.00%
US1
Informa Markets Investments LLC
USA
100.00%
US1
Informa Markets Manufacturing LLC
USA
100.00%
US1
Informa Markets Medica LLC
USA
100.00%
US1
Informa Media LLC
USA
100.00%
US1
Informa Operating Holdings LLC
USA
100.00%
US1
Informa Princeton LLC
USA
100.00%
US3
Informa Support Services, Inc.
USA
100.00%
US1
Informa Tech Holdings LLC
USA
100.00%
US1
Informa Tech LLC
USA
58.29%
US1
Informa Tech MMS (US) LLC
USA
58.29%
US8
Informa Tech MMS LLC
USA
58.29%
US1
Informa US Beauty Holdings LLC
USA
100.00%
US1
Informa USA, Inc.
USA
100.00%
US5
Internet World Media, Inc.
USA
100.00%
US1
LOE Holdings, LLC
USA
100.00%
US1
Ludgate USA LLC
USA
100.00%
US1
MCI OPCO, LLC
USA
100.00%
US1
Medical Conferences International, Inc.
USA
100.00%
US11
Metabolic Medical Institute, Inc.
USA
100.00%
US7
Money2020 LLC
USA
100.00%
US1
Montana Street Consultants, Inc.
USA
100.00%
US1
Natural Biosciences Inc.
USA
100.00%
US1
Netline Corporation
USA
58.29%
US12
Off-Price Specialists Center
USA
100.00%
US13
PeerJ, Inc.
USA
100.00%
US1
Piattaforma LLC
USA
60.00%
US1
Strategic Report Governance Financial Statements Additional Information
Informa Annual Report and Accounts 2024
217

Company name
Country
Ownership
Roast LLC
USA
100.00%
US1
Scuba Holdings, Inc.
USA
58.29%
US1
Southern Convention Services. Inc.
USA
90.00%
US4
Spectrum ABM Corp.
USA
100.00%
US1
Tarsus Advon Holdings, Inc.
USA
100.00%
US7
Tarsus Atlantic Holdings LLC
USA
100.00%
US1
Tarsus Bodysite LLC
USA
60.00%
US1
Tarsus Cardio, Inc.
USA
100.00%
US7
Tarsus Connect, LLC
USA
100.00%
US1
Tarsus Direct LLC
USA
100.00%
US7
Tarsus Events, LLC
USA
100.00%
US1
Tarsus Exhibitions, LLC
USA
100.00%
US1
Tarsus Expositions, Inc.
USA
100.00%
US14
Tarsus GEP, Inc.
USA
100.00%
US1
Tarsus Map LLC
USA
70.00%
US1
Tarsus Medical Education LLC
USA
100.00%
US7
Tarsus Mexico Events, LLC
USA
100.00%
US1
Tarsus Partners, L.P.
USA
100.00%
US1
Tarsus Publishing, Inc.
USA
100.00%
US15
Tarsus US Holdings Incorporated
USA
100.00%
US1
Taylor & Francis Group, LLC
USA
100.00%
US1
Technomic, Inc.
USA
100.00%
US1
TechTarget Holdings, Inc.
USA
58.29%
US2
TechTarget Securities Corporation
USA
58.29%
US16
TechTarget, Inc.
USA
58.29%
US2
Trade Show News Network, Inc.
USA
100.00%
US1
UBM Community Connection Foundation
USA
100.00%
US18
UBM Delaware LLC
USA
100.00%
US1
UBM Finance, Inc.
USA
100.00%
US1
UBM UK LLC
USA
100.00%
US1
USA Beauty LLC
2
USA
45.00%
US1
WARC LLC
USA
100.00%
US1
Winsight, LLC
USA
100.00%
US1
Yachting Promotions, Inc.
USA
90.00%
US4
Tarsus Advon Holdings, Inc.
USA
100.00%
US7
Tarsus Atlantic Holdings LLC
USA
100.00%
US1
Tarsus Bodysite LLC
USA
60.00%
US1
Tarsus Cardio, Inc.
USA
100.00%
US7
Tarsus Connect, LLC
USA
100.00%
US1
Tarsus Direct LLC
USA
100.00%
US7
Tarsus Events, LLC
USA
100.00%
US1
Tarsus Exhibitions, LLC
USA
100.00%
US1
Tarsus Expositions, Inc.
USA
100.00%
US14
Tarsus GEP, Inc.
USA
100.00%
US1
Global Exhibition and Conference Joint Stock Company
Vietnam
69.97%
VE2
SES Vietnam Exhibition Services Company Limited
Vietnam
100.00%
VE1
1 A strike-off application has been filed for this entity since the year end date
2 This entity is included here as a subsidiary and in the Consolidated Financial Statements due to the circumstances of its ownership and
management, in line with the requirements of IFRS 10
3 The Group acquired the remaining 35% stake in Foundermade LLC on 28 February 2025
41. Subsidiaries continued
Informa Annual Report and Accounts 2024
218
Financial Statements
Notes to the Consolidated Financial Statements for the year
ended 31 December 2024 continued

Company registered office addresses
office
Registered office address
AU1
c/o LBW & Partners, Level 3, 845 Pacific Highway, Chatswood, NSW 2067, Australia
AU2
Level 4, 24 York Street, Sydney, NSW 2000, Australia
AU3
420
Elizabeth Street, Level 1, Surry Hills, Sydney, NSW 2010, Australia
BA1
Suite 4001-4002, 40th Floor, The United Tower, Building 316, Road 4609, Block No. 346, Manama/Sea Front, Bahrain
BM1
Victoria Place, 5th Floor, 31 Victoria Street, Hamilton, HM10, Bermuda
BR1
Avenida Doutora Ruth Cardoso, 7221, 22 /C2301/B.A, Pinheiros, Sao Paulo – SP, CEP 05425-902, Brazil
CA1
c/o McMillan LLP, 1500 Royal Centre, 1055 W. Georgia Street, Vancouver, BC V6E 4N7, Canada
CA2
12th Floor, 20 Eglinton Avenue West, Yonge Eglinton Centre, Toronto, ON M4R 1K8, Canada
CB1
Building #128, Office No. 103, 1st Floor, Russian Federation Bvld (110), Sangkat Toek Laak 1, Khan Tuol Kork, Phnom Penh, Cambodia
CY1
2nd Floor, Sotiri Tofini 4, Agios Athanasios, Limassol, 4102, Cyprus
DE1
Kaufingerstraße 24, 80331 Munich, Germany
DE2
c/o RPI Roehm & Partner, Elsenheimerstr. 7, 80687 Munich, Germany
EG1
Building 12B03/B, First Floor, Cairo Festival City, New Cairo, Egypt
FR1
37 avenue de Friedland, 75008, Paris, France
FR2
5 Rue Marechal Joffre, 06400 Cannes, France
FR3
35 Rue de la Bienfaisance, 75008 Paris, France
FR4
29 rue du Colisee, 75008 Paris, France
HK1
Room 810, Silvercord, Tower 1, 30 Canton Road, Tsimshatsui, Kowloon, Hong Kong
HK2
Room
5705
, 57/F The Center, 99 Queen’s Road, Central, Hong Kong
ID1
Menara Jamsostek Utara, Lanatai 12 Unit 12-04, Jalan Jendral Gatot Subroto No. 38, Jakarta 12710, Indonesia
ID2
Intiland Tower, 19th Floor Jalan Jendral Sudirman No.32, Jakarta Pusat, 10220, Indonesia
IM1
First Names House, Victoria Road, Douglas, Isle of Man, IM2 4DF, Isle of Man
IN1
5th Floor, B Wing, Unit Number 1 & 2, Times Square Building, Andheri Kurla Road, Marol, Mumbai, Maharashtra, 400059, India
IN2
2nd & 3rd floor, The National Council of YMCAs of India, 1, Jai Singh Road, New Delhi, 110001, India
IN3
1st Floor, Tower C, Global Technology Park, Bellandur, Outer Ring Road, Bengaluru 560 103, India
IN4
58 Bowring Hospital Road, Shivaji Nagar Bangalore, Bangalore, Karnataka, 560051, India
IN5
9 Mathura Road, Jangpura-B, New Delhi, 110014, India
IR1
68 Merrion Square, Dublin 2, D02 W983, Ireland
IR2
70 Sir John Rogerson's Quay, Dublin 2, Ireland
JE1
22 Grenville Street, St Helier JE4 8PX, Jersey
JE2
44 Esplanade, St Helier, JE4 9WG, Jersey
JP1
21F, Otemachi Financial City North Tower, 1-9-5 Otemachi, Chiyoda-ku, Tokyo, 100-0004, Japan
JP2
Kanda 91 Building, 1-8-3 Kajicho, Chiyoda-ku, Tokyo, 101-0044, Japan
JP3
9th Floor, JHV Building 1-54-4, Kanda Jimbocho, Chiyoda-ku, Tokyo, 101-0051, Japan
KSA1
Office 109, 1st Floor, Aban Center, King Abdulaziz Road, AlGhadir District, Riyadh, 13311, Saudi Arabia
LX1
21 – 25 Allee Scheffer, L-2520, Luxembourg
MA1
Unit 30-01, Level 30, Tower A, Vertical Business Suite, Avenue 3, Bangsar South, No. 8, Jalan Kerinchi, 59200 Kuala Lumpur, Malaysia
MA2
41B Damai Complex, Jalan Datuk Haji Eusoff, Kuala Lumpur, Wilayah Persekutuan, Malaysia
MC1
Le Suffren, 7 rue Suffren-Reymond, Monaco, 98000, Monaco
MX1
Lago Alberto 319, 901-A, Colonia Granada, Delegación Miguel Hidalgo, Mexico City 11520, Mexico
MY1
No. 3/A, # 14-00 Junction City Tower, Bogyoke Aung San Road, Pabedan Township, Yangon Region, Myanmar
NL1
WTC, Tower Ten, 7th Floor, Strawinskylaan 763, Amsterdam 1077 XX, Netherlands
NL2
Coengebouw, Suite 8.04, Kabelweg 37, 1014 BA Amsterdam, Netherlands
NO1
c/o Advokat Merete Bardsen, Wahl-Larson Advokatfirma AS, Fridtjof Nansens plass 5, Oslo, 0160, Norway
NZ1
HPCA Limited, 1 ihumata Road, Milford, Auckland, 0620, New Zealand
PH1
Unit I-121, Ground Floor, One E-com Center Ocean Drive, Mall of Asia Complex, Pasay City, Philippines
PH2
12F Times Plaza Bldg., United Nations Ave, Cor. Taft Avenue, Ermita, Manila 100, Philippines
PH3
72-C Esteban Abada Loyola Heights, Quezon City, Metro Manila, Philippines
PK1
Office # M-12, Beaumont Plaza, Beaumont Road, Civil Lines, Karachi, Pakistan
PRC1
Unit 101, 1st Floor, Building 8, Yard 1, Gaolizhang Road, Haidian District, Beijing, China
PRC2
Room 501-7445, No.1566 West Yan’an Road, Changning District, Shanghai, China
PRC3
Floor 7/8, Urban Development International Tower, No. 355 Hong Qiao Road, Xu Hui District, Shanghai, 200030, China
PRC4
Room
140
3, No. 996 East Xingang Road, Haizhu District, Guangzhou, China
PRC5
Room
28
07, No. 1022 East Xingang Road, Haizhu District, Guangzhou, China
PRC6
Room
2
072, 2nd Floor, 124 Building, No. 960 Zhong Xing Road, Jing'an District, Shanghai, China
Strategic Report Governance Financial Statements Additional Information
Informa Annual Report and Accounts 2024
219

office
Registered office address
PRC7
Room 537, No.857 of North Shixin Road, Xiaoshan District, Hangzhou, China
PRC8
Room
6
396, No. 650 Dingxi Road, Changning District, Shanghai, China
PRC9
Room 302, No. 10, 308 Nong, Xu Min Road, Qing Pu District, Shanghai, China
PRC10
Room 901, 902, 917a, Building A, Pacific Century Place, 2A, Worker’s Stadium North Road, Chaoyang District, Beijing 100020, China
PRC11
West-South Area Fl. 3, No. 2123 Pudong Avenue, Free Trade Zone, Shanghai, China
PRC12
China (Sichuan) Pilot Free Trade Zone, East Section of Ningbo Road, Zhengxing Street, Tianfu New District, Chengdu, China
PRC13
Room 1159-1164, China Hotel Office Tower, Liu Hua Road, Guangzhou, China
PRC14
Room 601, 6/F, BLK B, Galaxy International, No.169, North Huan Cheng Rd, Hangzhou, China
PRC15
Room
30
56, Building 8, No. 33 Guangshun Road, Shanghai, China
PRC16
V3 East, Level 17 Daqing Building, Tian'an Shatou Street, Futian District, Shenzhen, China
PRC17
Room 501-7, 1566 West Yan’an Road, Changning District, Shanghai, China
PRC18
1-3 10th Floor, Building 1, No. 19 Way 4, South People Road, Chengdu City, China
PRC19
6 & 7 10th Floor, Building 1, No. 19 Way 4, South People Road, Chengdu City, China
PRC20
8C-28E, Xinlikang Building, 3044 Xinghai Avenue, Nanshan Street, Qianhai Shenzhen-Hong Kong Cooperation Zone,
PRC21
Room 1010,
10F, No. 993 West Nanjing Road, Jingan District, Shanghai, China
PRC22
8/F UDIT, 355 Hong Qiao Road, Shanghai 200030, China
PRC23
Unit
29
01, K11 Atelier, 300 Huai Hai Road Central, Huangpu District, Shanghai 200021, China
PRC24
Room 101-75, No.15 Jia, No. 152 Alley, Yanchang Road, Jing'an District, Shanghai, China
PRC25
Room 608, Block A, No. 1 Building, No. 3000 Longdong Avenue, Pilot Free Trade Zone, Shanghai, China
PRC26
Room 234, 2nd Floor, M-Zone, 1st Building, No 3398 Hu Qing Ping Road, Zhao Xiang Town, Qing Pu District, Shanghai, China
PRC27
Room 607, East Block, Coastal Building, Haide 3rd Road, Nanshan District, Shenzhen, Guangdong 518054, China
PRC28
Room
1703
, Block C, Tairan Building, Futian District, Shenzhen, China
PRC29
Room
1303
, Building 3, Zhongkang Road 128, Meilin Community, Meilin Street, Futian District, Shenzhen, China
PRC30
Room V1134,
11F, No. 158 Shuanglian Road, Qingpu District, Shanghai, China
PRC31
4AC-1229, Block A, NEO Lvjing Era Building, 6011 Shennan Avenue, Futian District, Shenzhen, China
PRC32
Rm D326, No. 1 – 9 Clapping Hands Incubator, Tower A, Asia Trade Plaza, No. 628 Wuluo Road, Zhongnan Road Street,
PRC33
Room 101,
852
Kangning Road, Jingan District, Shanghai, China
PRC34
Rm.
210
6, 60 Zi Jinshan Road, Cheng District, Zhengzhou, China
PRC35
2F, Guzhen Convention & Exhibition Center, Zhongshan, Guangdong, China
QA1
Sports Accelerator – Aspire Zone, 1st Floor, Office F-14, Doha 358000, Qatar
RK1
8F, Woodo Building, 214 Mangu-ro, Jungnang-gu, Seoul, 02121, Republic of Korea
RK2
S110
02,
431
Teheran-ro, Gangnam-gu, Seoul, Republic of Korea
RK3
7F, Main Building, Machinery Center, 37, Eunhaeng-ro, Yeongdeungpo-gu, Seoul 07238, Republic of Korea
SA1
Broadacres Business Centre, Corner Cedar, 3rd Avenue Broadacres, Sandton Gauteng, Johannesburg, 2021, South Africa
SE1
Box
32
55, 103
65, Stockholm, Sweden
SG1
230
Victoria Street, #04-06 Bugis Junction Towers, 188024 Singapore
SG2
63 Robinson Road, #06-02 Afro-Asia, 068894 Singapore
SG3
133
New Bridge Road, Chinatown Point #08-03, 059413 Singapore
SG4
133
Cecil Street, #13-02 Keck Seng Tower, 069535, Singapore
SG5
50 Raffles Place, #16-03, Singapore Land Tower, 048623 Singapore
SP1
Calle Azcona, 36, Bajo de Madrid, Madrid 28028, Spain
SW1
Suurstoffi 37, 6343 Rotkreuz, Switzerland
TA1
Floor 10, No. 66, Second 1, Neihu Rd, Neiting District, Taipei, Taiwan
TH1
Ari Hills Building, 18th Floor, 428 Phahonyothin Road, Samsen Nai, Phaya Thai, Bangkok 10400, Thailand
TH2
Bangna Tower A, 16F, Unit A, 2/3 Moo 14 Debaratana Road, KM 6.5, Bangkaew, Bangplee, Samutprakarn 10540, Thailand
TU1
Esentepe Mah, Harman 1 Sok, Nida Kule No: 7-9 İç Kapı No: 17, Şişli, Istanbul 34394, Turkey
TU2
Mustafa Kemal Mah 2143 Sok, Gokceoglu, Plaza, No 7/4-5, Cankaya, Ankara, 06510, Turkey
UAE1
17th & 18th Floor, Creative Tower, P. O. Box 4422, Fujairah, United Arab Emirates
UAE2
Level 6, The Offices 4 – One Central, Trade Centre 2, Sheikh Zayed Road, Dubai, P.O BOX 9428, United Arab Emirates
UK1
5 Howick Place, London, SW1P 1WG, United Kingdom
UK2
2nd Floor, 81-87 High Holborn, London WC1V 6DF, United Kingdom
UK3
15th Floor, 240 Blackfriars Road, London SE1 8BF, United Kingdom
UK4
2nd Floor, 79-83, North Street, Brighton, BN1 1ZA, United Kingdom
UK5
3-4 Rumsey House, Locks Hill, Rochford, Essex, SS4 1BB, United Kingdom
41. Subsidiaries continued
Informa Annual Report and Accounts 2024
220
Financial Statements
Notes to the Consolidated Financial Statements for the year
ended 31 December 2024 continued

office
Registered office address
UK6
Suite 4, 7th Floor, 50 Broadway, London SW1H 0DB, United Kingdom
US1
c/o Corporation Service Company, 251 Little Falls Drive, Wilmington, DE 19808, USA
US2
c/o The Corporation Trust Company, Corporation Trust Center, 1209 Orange Street, Wilmington DE 19801, USA
US3
c/o Corporation Service Company, 80 State Street, Albany, NY 12207-2543, USA
US4
c/o Corporation Service Company, 1201 Hays Street, Tallahassee, FL 32301, USA
US5
c/o Cogency Global Inc., 850 New Burton Road, Suite 201, Dover, DE 19904, USA
US6
c/o Corporation Service Company, 211 E. 7th Street, Suite. 620, Austin, TX 78701, USA
US7
c/o Corporation Service Company, 33 East Main Street, Suite 610, Madison, WI 53703, USA
US8
c/o Corporation Service Company, 1900 W. Littleton Boulevard, Littleton, CO 80120, USA
US9
c/o Corporate Creations Networks Inc., 3411 Silverside Road, Tatnall Building STE 104, Wilmington, DE 19810, USA
US10
c/o Corporation Service Company, 2908 Poston Avenue, Nashville, TN 37203, USA
US11
c/o Illinois Corporation Service Company, 801 Adlai Stevenson Drive, Springfield, IL 62703, USA
US12
c/o Corporation Service Company, 2710 Gateway Oaks Drive, Suite 150N, Sacramento, CA 95833, USA
US13
c/o CT Corporation System, 701 S. Carson Street, Suite 200, Carson City, NV 89701, USA
US14
c/o Corporation Service Company, 1160 Dublin Road, Suite. 400, Columbus, OH 43215, USA
US15
c/o Corporation Service Company, 508 Meeting Street, West Columbia, SC 29169, USA
US16
c/o Bowditch & Dewey LLP, 311 Main Street, Worcester, MA 01615, USA
US17
600
Community Drive, Manhasset, NY 11030, USA
US18
c/o The Prentice-Hall Corporation System Inc, 251 Little Falls Drive, Wilmington, DE 19808, USA
VE1
Ha Phan Building, 17-17A-19, Ton That Tung Street, District 1, Ho Chi Minh City, Vietnam
VE2
Room L2, No. 6 Phung Khac Khoan, Ward Da Kao, District 1, Ho Chi Minh City, Vietnam
42. Contingent liabilities and assets
At 31 December 2024, there were no contingent liabilities or contingent assets (2023: nil).
43. Post balance sheet events
On 6 March 2025, Informa entered into an agreement with Dubai World Trade Centre to combine assets through a strategic
partnership to create Informa International. Informa will hold a position that allows it to consolidate the business.
Strategic Report Governance Financial Statements Additional Information
Informa Annual Report and Accounts 2024
221

Notes
2024
£m
2023
Restated
1
£m
Fixed assets
Investments in subsidiary undertakings 4 7,581.2 7,259.7
7,581.2 7,259.7
Current assets
Debtors amounts falling due within one year 5 6,280.3 4,921.5
Cash and cash equivalents – 89.6
6,280.3 5,011.1
Creditors: amounts falling due within one year 6 (1,236.9) (585.8)
Total assets less current liabilities 12,624.6 11,685.0
Creditors: amounts falling due after more than one year 7 (2,424.6) (1,588.6)
Net assets 10,200.0 10,096.4
Capital and reserves
Called-up share capital 8 1.3 1.4
Share premium 9 1,878.6 1,878.6
Reserve for shares to be issued 9 28.9 27.5
Merger reserve 9 4,713.1 4,675.6
Capital redemption reserve 9 (17.3) (17.3)
Other reserves 9 0.2 (90.7)
Hedging reserve 9 – (1.3)
Profit and loss account 3,595.2 3,622.6
Total shareholders’ funds 10,200.0 10,096.4
Profit for the year ended 31 December 632.1 589.9
1 The amounts presented are after the restatement as disclosed in Note 13
The financial statements on pages 222 to 228 of this company, registration number 08860726, were approved by the Board
of Directors and authorised for issue on 13 March 2025 and were signed on its behalf by
Stephen A. Carter Gareth Wright
Group Chief Executive Group Finance Director
Informa Annual Report and Accounts 2024
222
Financial Statements
Parent Company balance sheet as at 31 December 2024

Share capital
£m
Share
premium
account
£m
Reserve for
shares to be
issued
£m
Merger
reserve
£m
Capital
redemption
reserve
£m
Other
reserves
£m
Hedging
reserve
£m
Profit and
loss account
£m
Total
£m
As at 1 January 2023 1.4 1,878.6 24.0 4,501.9 (17.3) (74.9) – 4,653.4 10,967.1
Restatement – – – – – – – (906.9) (906.9)
At 1 January 2023 –
Restated
1
1.4 1,878.6 24.0 4,501.9 (17.3) (74.9) – 3,746.5 10,060.2
Profit for the year – – – – – – – 589.9 589.9
Total comprehensive
income for the year – – – – – – – 589.9 589.9
Issue of shares 0.1 – – 173.7 – – – – 173.8
Share buyback (0.1) – – – – (15.8) – (548.3) (564.2)
Share award expense – – 14.6 – – – – – 14.6
Equity dividends – – – – – – – (176.6) (176.6)
Transfer of vested LTIPs – – (11.1) – – – – 11.1 –
Reclassification of hedging
reserves to profit or loss – – – – – – (1.3) – (1.3)
Aa at 31 December 2023 1.4 1,878.6 27.5 4,675.6 (17.3) (90.7) (1.3) 4,529.5 11,003.3
Restatement – – – – – – – (906.9) (906.9)
At 31 December 2023 –
Restated
1
1.4 1,878.6 27.5 4,675.6 (17.3) (90.7) (1.3) 3,622.6 10,096.4
Profit for the year – – – – – – – 632.1 632.1
Total comprehensive
income for the year – – – – – – – 632.1 632.1
Issue of shares – – – 37.5 – – – – 37.5
Share buyback (0.1) – – – – 90.9 – (424.2) (333.4)
Share award expense – – 14.3 – – – – – 14.3
Equity dividends – – – – – – – (248.2) (248.2)
Transfer of vested LTIPs – – (12.9) – – – – 12.9 –
Reclassification of hedging
reserves to profit or loss – – – – – – 1.3 – 1.3
At 31 December 2024 1.3 1,878.6 28.9 4,713.1 (17.3) 0.2 – 3,595.2 10,200.0
1 The amounts presented are after the restatement as disclosed in Note 13
Strategic Report Governance Financial Statements Additional Information
Informa Annual Report and Accounts 2024
223
Parent Company statement of changes in equity for the year ended 31 December 2024

1. Corporate information
Informa PLC (the company) is a company incorporated and domiciled in the United Kingdom under the Companies Act 2006
and is listed on the London Stock Exchange. The company is a public company limited by shares and is registered in England
and Wales with registration number 08860726. The address of the registered office is 5 Howick Place, London SW1P 1WG.
Principal activity and business review
Informa PLC is the Parent Company of the Informa Group (the Group) and its principal activity is to act as the ultimate
holding company of the Group.
2. Significant accounting policies
Basis of accounting
The company meets the definition of a qualifying entity under Financial Reporting Standard FRS 102 issued by the Financial
Reporting Council. The financial statements have therefore been prepared in accordance with FRS 102: The Financial
Reporting Standard applicable in the UK and Republic of Ireland as issued by the Financial Reporting Council, and the
Companies Act 2006.
As permitted by FRS 102, the company has taken advantage of the disclosure exemptions available under that standard in
relation to share-based payments, financial instruments, presentation of a cash flow statement, standards not yet effective
and related party transactions. The Directors’ Report, Corporate Governance Statement and Directors’ Remuneration
Report disclosures are on pages 115 to 135 of this report. The financial statements have been prepared on the historical cost
basis except for the remeasurement of certain financial instruments which are measured at fair value at the end of each
reporting period. Having assessed the principal risks and the other matters discussed in connection with the Group Viability
Statement, the Directors have considered it appropriate to adopt the going concern basis of accounting in preparing the
financial statements.
The principal accounting policies adopted are the same as those set out in Note 2 to the Consolidated Financial Statements
and have been applied consistently, with the exception of the merger reserve accounting treatment arising from the Scheme
of Arrangement in 2014 and the key sources of estimation uncertainty (Note 3). The company’s financial statements are
presented in pounds sterling, being the company’s functional currency.
Profit and loss account
As permitted by section 408 of the Companies Act 2006, the company has elected not to present its own profit and loss
account or Statement of Comprehensive Income for the year. The company’s revenue for the year is £nil (2023: £nil) and
profit after tax for the year is £632.1m (2023: £589.9m).
Share-based payment amounts that relate to employees of subsidiary Group companies are recorded as capital
contributions to the relevant Group company.
Investments in subsidiary undertakings
Investments in subsidiary undertakings are stated at cost less provision for any impairment in value.
Impairment of investments in subsidiary undertakings
At each reporting date, the company assesses the carrying amounts of its investments to determine whether there is any
indication of impairment. Where such an indication exists, the company makes an estimate of the recoverable amount. If the
recoverable amount of the investment is less than its carrying amount, the investment is written down to its recoverable
amount. Any impairment loss is immediately recognised in the profit and loss account.
3. Critical accounting judgements and key sources of estimation uncertainty
In the application of the company’s accounting policies, which are described in Note 2, the Directors are required to make
judgements and estimates about the carrying amounts of assets and liabilities that are not readily apparent from other
sources. The estimates and associated assumptions are based on historical experience and other relevant factors. Actual
results may differ from these estimates.
Critical accounting judgements
There are deemed to be no critical accounting judgements in the application of the company’s accounting policies set out above.
Estimation uncertainty
As at the year ended 31 December 2024, the company noted one key source of estimation uncertainty, details of which are
outlined below.
Informa Annual Report and Accounts 2024
224
Financial Statements
Notes to the Parent Company financial statements for the year
ended 31 December 2024

Impairment of investments in subsidiary undertakings
Annually, the company considers whether its investments in subsidiaries are impaired. Where an indication of impairment is
identified at a cash generating unit (CGU) level, the recoverable amount of the CGU requires estimation. To estimate the
recoverable amount, the company estimates the expected future cash flows from the CGUs and discounts them to their
present value at a determined discount rate. The recoverable amount of the CGUs is a source of significant estimation
uncertainty and determining this involves the use of significant assumptions. See Note 4 for details of the key assumptions
and sensitivity analysis.
4. Investments in subsidiary undertakings
Cost £m
At 1 January 2023 7,897.0
Additions – other 11.9
Additions 449.0
Disposals (191.3)
At 31 December 2023 8,166.6
Additions – other
2
11.5
Additions
3
407.0
Disposals
4
(97.0)
At 31 December 2024 8,488.1
Accumulated impairment loss
At 1 January 2023 – Restated
1
(906.9)
At 31 December 2023 – Restated
1
(906.9)
At 31 December 2024 (906.9)
Carrying amount
At 31 December 2024 7,581.2
At 31 December 2023 – Restated
1
7,259.7
1 The amounts presented are after the restatement as disclosed in Note 13
2 Additions – other includes £11.5m (2023: £11.9m) related to the fair value of share incentives issued to employees of subsidiary undertakings
during the year
3 During the year, the company acquired additional share capital in UBM Limited at a value of £358.5m. The company also acquired share capital in
Informa Intrepid Holdings Inc, after contributing its shares in Canalys Pte Limited to Informa Intrepid Holdings Inc, at a value of £48.5m
4 During the year, the company transferred its shareholding in Canalys Pte Limited to Informa Intrepid Holdings Inc at a value of £48.5m.
Subsequently, the company transferred its shareholding in Informa Intrepid Holdings Inc to another Group company at a value of £48.5m
The listing below shows the direct subsidiary undertakings as at 31 December 2024 which affected the profit or net assets of
the company:
Company Country of registration Principal activity Ordinary shares held
Informa Jersey Limited Jersey Holding company 100%
Informa Global Sales, Inc. USA Domestic international sales corporation 100%
UBM Limited Jersey Holding company 100%
The W.R.Kern Organisation Limited UK Holding company 100%
Details of subsidiaries controlled by the company are disclosed in the Consolidated Financial Statements (Note 41).
Impairment review
The company performed an annual assessment of impairment indicators of Investments in subsidiaries and identified an
impairment indicator in its investment in Informa Jersey Limited (Informa Jersey). In line with the company’s accounting
policies, a detailed impairment review was performed for the Informa Jersey investment for the year ended 31 December 2024.
This review involved comparing the carrying value of investment with assessments of fair value less costs to sell, derived from
the cash flow projections related to Informa Jersey. As a result, the company identified a £906.9m impairment of the
investment in Informa Jersey Limited which relates to prior periods. Refer to Note 13 for further details.
Sensitivity analysis
The company has applied sensitivities to the key assumptions used in the impairment model. The cash flow scenario
considered a 10% reduction in cash flows, a 1% increase in discount rates and a 0.5% decrease in long-term growth rates.
The results of the sensitivities indicate that a reasonably possible change to the discount rate could result in a further
impairment of the company’s investments in subsidiaries within the next financial year.
Strategic Report Governance Financial Statements Additional Information
Informa Annual Report and Accounts 2024
225

5. Debtors: amounts falling due within one year
2024
£m
2023
Restated
1
£m
Amounts owed from Group undertakings 6,279.8 4,921.1
Other debtors 0.5 0.4
6,280.3 4,921.5
1 The amounts presented are after the restatement as disclosed in Note 13
Amounts owed from Group undertakings falling due within one year are unsecured, non-interest bearing and repayable on
demand. The amounts owed by Group undertakings have been assessed for 12-month expected credit losses. Due to the
low credit risk, the expected credit loss is considered immaterial.
6. Creditors: amounts falling due within one year
2024
£m
2023
Restated
1
£m
Amounts owed to Group undertakings 550.5 459.1
Euro Medium Term Notes
2
579.8 –
Derivative financial instruments 74.9 –
Other payables 25.1 122.8
Corporation tax 6.6 –
Contingent consideration – 3.9
1,236.9 585.8
1 The amounts presented are after the restatement as disclosed in Note 13
2 Stated net of arrangement fees of £0.8m (2023: £nil)
Amounts owed to Group undertakings falling due within one year are unsecured, non-interest bearing and repayable on demand.
There is a cross currency swap over the EMTN borrowings where the company receives a fixed rate of interest on €700.0m of
EMTN borrowings with a maturity of October 2025 and pays a fixed rate of interest for $821.6m. At 31 December 2024,
thefair value of this swap was a net financial liability of £74.9m (2023: £nil).
The corporation tax liability of £6.6m (2023: £nil) relates to Pillar Two income taxes in 2024.
7. Creditors: amounts falling due after more than one year
2024
£m
2023
Restated
1
£m
Arrangement fees in respect of revolving credit facility (RCF) (3.8) (1.7)
Euro Medium Term Notes
2
2,300.6 1,486.4
Derivative financial instruments 127.8 77.9
Contingent consideration – 26.0
2,424.6 1,588.6
1 The amounts presented are after the restatement as disclosed in Note 13
2 Stated net of arrangement fees of £15.6m (2023: £6.2m)
The RCF was not drawn at 31 December 2024 and had a balance of £nil (2023: £nil) and is stated net of the £3.8m
(2023: £1.7m) arrangement fees. Interest is payable at the rate of SONIA or SOFR plus a margin.
Informa Annual Report and Accounts 2024
226
Financial Statements
Notes to the Parent Company financial statements for the year
ended 31 December 2024 continued

There are cross currency swaps over the EMTN borrowings where the company receives the following:
• A fixed rate of interest for £450.0m of EMTN borrowings with a maturity of July 2026 and pays a fixed rate of interest for $588.9m
• A fixed rate of interest on €500.0m of EMTN borrowings with a maturity of April 2028 and pays a fixed rate of interest for $551.6m
• A fixed rate of interest on €600.0m of EMTN borrowings with a maturity of October 2027 and pays a fixed rate of interest
for$655.6m
• A fixed rate of interest on €650.0m of EMTN borrowings with a maturity of October 2030 and pays a floating rate of
interest of SOFR plus premium for $710.2m
At 31 December 2024, the fair value of these swaps was a net financial liability of £127.8m (2023: liability £77.9m).
8. Called-up share capital
2024
£m
2023
£m
Issued, authorised and fully paid
1,330,244,733 (2023: 1,368,029,699) ordinary shares of 0.1p each 1.3 1.4
2024
Number of
shares
2023
Number of
shares
At 1 January 1,368,029,699 1,418,525,746
Issue of new shares to Employee Share Trust 8,860,000 –
Issue of shares 4,397,622 26,492,800
Share buyback (51,042,588) (76,988,847)
At 31 December 1,330,244,733 1,368,029,699
Share capital
The company issued 8,860,000 new ordinary shares of 0.1p each to the Employee Share Trust on 9 January 2024.
The company issued 4,397,622 new ordinary shares of 0.1p each on 16 May 2024. The shares were issued as deferred
consideration for the acquisition of the Tarsus group of companies.
During 2024, the company bought back 51,042,588 ordinary shares (2023: 76,988,847) at the nominal value of 0.1p for a total
consideration of £424.2m (2023: £548.3m) and cancelled 51,554,769 ordinary shares (2023: 76,476,666) including 512,181
(2023: 599,861) shares that had been bought in the prior year.
9. Capital and reserves
Share premium
There have been no changes to share premium during the year (2023: no change).
Reserves for shares to be issued
This reserve relates to LTIP share awards granted to colleagues and reduced by the transferred and vested awards.
Merger reserve
On 30 May 2014, under a Scheme of Arrangement, the company subscribed to shares in Informa Switzerland Limited,
formerly Old Informa, a subsidiary undertaking, which were valued at £3,500.0m. This resulted in new share capital of
£2,627.1m from the issue of 603,941,249 shares at a nominal value of 435p and the creation of a merger reserve of £872.9m.
On 2 November 2016, the company acquired Penton Information Services and the Group issued 12,829,146 ordinary shares
to the vendors, with the £82.2m share premium on the shares issued recorded against the merger reserve in accordance
with the merger relief rules of the Companies Act 2006.
On 15 June 2018, the company acquired UBM plc and issued 427,536,794 shares, resulting in an increase in the merger
reserve of £3,544.6m. The company also issued 256,689 shares in 2018 to satisfy UBM SAYE scheme awards maturing in the
post-acquisition period and there was an increase in the merger reserve of £2.2m in relation to the issue of these shares.
On 17 April 2023, the company acquired Tiger Acquisitions (Jersey) Limited, the Parent Company of Tarsus Group Limited
and issued 25,957,663 shares, resulting in an increase in the merger reserve of £169.8m.
On 1 September 2023, the company acquired Canalys Pte Ltd and issued 535,137 shares, resulting in an increase in the
merger reserve of £3.9m.
On 16 May 2024, the company issued 4,397,622 shares as deferred consideration for the acquisition of the Tarsus group of
companies, resulting in an increase in the merger reserve of £37.5m.
Strategic Report Governance Financial Statements Additional Information
Informa Annual Report and Accounts 2024
227

9. Capital and reserves continued
Capital redemption reserve
The capital redemption reserve relates to the purchase of shares by the Employee Stock Ownership Plan (ESOP) in 2019
(£15.0m) and 2018 (£2.3m).
Other reserves
Other reserves reflect a share buyback liability for the remaining liability for the purchase of the company’s own shares
through to the conclusion of the Group’s share buyback programme in 2024.
10. Share-based payments
Details of the share-based payments are disclosed in the Consolidated Financial Statements (Note 9).
11. Dividends
During the year, total dividends of £248.2m (2023: £176.6m) were recognised as a distribution by the company. As at
31 December 2024, £0.3m (2023: £0.3m) of dividends were still to be paid relating to prior periods. Details of dividends
aredisclosed in the Consolidated Financial Statements (Note 13).
12. Related party transactions
The Directors of Informa PLC had no material transactions with the company or its subsidiaries during the year other than
service contracts and Directors’ liability insurance. Details of Directors’ remuneration are disclosed in the Remuneration
Report. The company has taken advantage of the exemption that transactions with wholly owned subsidiaries do not need
to be disclosed.
13. Restatement
Investments in subsidiary undertakings
When performing the impairment assessment as at 31 December 2024, the company identified indicators of impairment in
its investment in Informa Jersey Limited. In response to these indicators, the company assessed the recoverability of the
investment and an impairment has been identified in the company’s investment in Informa Jersey Limited. Upon
investigation, the company concluded that the reduction in cash flows following the disposal of the Intelligence business in
2022 and the increase in inter company receivables as at31 December 2022 were triggering events at this date.
Following a detailed impairment review, an impairment of £906.9m was identified as at 31 December 2022. The Investments
in subsidiary undertakings balance as at 31 December 2022 has been restated to £6,990.1m and the £317.7m profit for the
year then ended to a loss of £589.2m. The impact at 1 January 2023 was a restatement of the Profit and loss account to
£3,746.5m. The impact at 31 December 2023 was a restatement of the Investments in subsidiary undertakings balance to
£7,259.7m and Profit and loss account to £3,622.6m. Despite the impairment, sufficient distributable reserves were held by
the company for the periods 2022 to 2024 to supportdividend payments.
Amounts owed from/to Group undertakings
During the year, the company identified a £309.2m overstatement of amounts owed from Group undertakings within
current assets and a corresponding overstatement of amounts owed to Group undertakings within non-current liabilities
asat 31 December 2023.
Following a review of classification and presentational requirements under the Companies Act, the company has restated
£1,387.7m of amounts owed from Group undertakings from ‘Debtors: amounts falling due after one year’ to ‘Debtors:
amounts falling due within one year’, and £305.1m of amounts due to Group undertakings from ‘Creditors: amounts falling
due after more than one year’ to ‘Creditors: amounts falling due within one year as at 31 December 2023’. While the
intention is to settle these balances after more than 12 months and after it is contractually due, these amounts are all
repayable on demand. These changes have resulted in an increase in amounts owed from Group undertakings within
current assets from £3,842.6m to £4,921.1m, a decrease in amounts owed from Group undertakings within non-current
assets from £1,387.7m to £nil, an increase in amounts owed to Group undertakings within current liabilities from £154.0m to
£459.1m and a decrease in amounts owed to Group undertakings within non-current liabilities from £614.3m to £nil, for the
year ended 31 December 2023.
There was no impact to the company’s net assets or profit or loss for the year ended 31 December 2023.
Informa Annual Report and Accounts 2024
228
Financial Statements
Notes to the Parent Company financial statements for the year
ended 31 December 2024 continued

The following UK subsidiaries will take advantage of the audit exemption set out within section 479A of the Companies Act
2006 for the year ended 31 December 2024:
Audit exempt company Registration number Audit exempt company Registration number
ABI Building Data Limited 2385277 Informa Three Limited 4595951
Afterhurst Limited 1609566 Informa UK Limited 1072954
Ascential America Holdings Limited 100991 Informa United Finance Limited 948730
Ascential Dormant Limited
(formerly WGSN Group Limited) 8256689 Informa US Holdings Limited 9319013
Ascential Events (Europe) Limited 7814172 ITF2 Limited 12294578
Ascential Financing Limited 9938180 Light Reading UK Limited 8823359
Ascential Group Limited 435820 London On-Water Ltd 10621549
Ascential Information Services Limited 7880716 LSX Limited 8982745
Ascential Operations Limited 8255890 Lloyd's Maritime Information Services Limited 1974215
Ascential P&P Limited 14825281 MAI Luxembourg UK Societas SE000010
Ascential Radio Financing Limited 5289615 Miller Freeman Worldwide Limited 1750865
Ascential UK Holdings Limited 537204 MRO Exhibitions Limited 2737787
Blessmyth Limited 3805559 MRO Publications Limited 2732007
Boat International Business Limited 8731010 Newlands Press Limited 4982360
Boat International Group Limited 6026344 OES Exhibitions Limited 9958003
Boat International Media Limited 2650007 PeerJ Limited 8054414
Bridge Event Technologies Limited 11540817 Penton Communications Europe Limited 2805376
BrightTALK Limited 4432080 PNO Exhibition Investment (Dubai) Limited 9993836
Canrak Books Limited 3194381 Rembrandt Technology Limited 11120186
Canalys.com Ltd 3631553 Roamingtarget Limited 5419444
CapRegen BioSciences Limited 6695188 Routledge Books Limited 3177762
CapRegen Limited 6264929 Siberia Europe Limited 9076366
CapRegen Magnum Limited 6460511 Smarter Shows (No 2) Limited 12338608
CapRegen Natural BioSciences Limited 6695529 Smarter Shows (Tarsus) Limited 12338170
CapRegen Nutraceuticals Limited 6695546 Solar Media Limited 5758671
Colonygrove Limited 4109768 Steel River Media Limited 7088513
Colwiz UK Limited 8164609 Superyacht Media Limited 5900525
Contagious Communications Limited 6183878 Tarsus AM Shows Ltd 7910136
Crosswall Nominees Limited 950209 Tarsus America Limited 3528599
Design Junction Limited 7634779 Tarsus Atlantic Limited 6445661
DIVX Express Limited 3212879 Tarsus Cedar Limited 7954429
Dove Medical Press Limited 4967656 Tarsus China Limited 5949339
Expert Publishing Medicine Ltd 4059017 Tarsus Exhibitions & Publishing Limited 1459268
Expert Publishing Science Ltd 10134073 Tarsus Group Limited 2000544
F1000 Research Limited 8322928 Tarsus Holdings Limited 5246843
Fairs & Exhibitions (1992) Limited 2696019 Tarsus Investments Limited 3527715
Fairs And Exhibitions Limited 635224 Tarsus Leeward Limited 6620137
Futurum Media Limited 9813559 Tarsus Luzhniki Limited 6697908
Strategic Report Governance Financial Statements Additional Information
Informa Annual Report and Accounts 2024
229
Audit exemption

Audit exempt company Registration number Audit exempt company Registration number
GNC Media Investments Limited 3085849 Tarsus Martex 3109690
Green Thinking (Services) Limited 5803263 Tarsus Medical Limited 6004318
Hirecorp Limited 4790559 Tarsus New Media Limited 1332457
Hudson MX Limited 14614576 Tarsus Organex Limited 3280222
IBC (Ten) Limited 1844717 Tarsus Overseas Limited 3671643
IBC (Twelve) Limited 3007085 Tarsus Publishing Limited 2438248
IIR (U.K. Holdings) Limited 2748477 Tarsus Touchstone Limited 3891757
IIR Management Limited 2922734 Tarsus UK Holdings Limited 6774643
Industry Dive, Ltd 12786552 Tarsus US Limited 5253899
Informa Connect Holdings Limited 15615107 Tarsus Windward Limited 6620149
Informa Connect Limited 1835199 Taylor & Francis Books Limited 3215483
Informa Cosec Limited 3849195 Taylor & Francis Group Limited 2280993
Informa Exhibitions Limited 5202490 Taylor & Francis Limited 314578
Informa Final Salary Pension Trustee Company
Limited 3267900 Taylor & Francis Publishing Services Limited 3674840
Informa Finance Australia Limited 12008055 TechTarget Limited 5872378
Informa Finance Brazil Limited 12007958 The W.R.Kern Organisation Limited 928594
Informa Finance Egypt Limited 12008044 Tiger Acquisitions Holding Limited 11987963
Informa Finance Mexico Limited 12008165 Tiger Acquisitions Intermediate Holding Limited 11996640
Informa Finance USA Limited 8940353 Tiger Acquisitions UK Limited 11988001
Informa Global Markets (Europe) Limited 3094797 Times Aerospace Publishing Holdings Limited 13644712
Informa Group Limited 3099067 Times Aerospace Publishing Limited 13645657
Informa Holdings Limited 3849198 TU-Automotive Holdings Limited 9823826
Informa Investment Plan Trustees Limited 5557980 TU-Automotive Limited 9798474
Informa Investments Limited 1693134 Turtle Diary Limited 1816342
Informa Manufacturing Europe Holdings
Limited 10025028 UBM (GP) No1 Limited 3259390
Informa Manufacturing Europe Limited 9893244 UBM International Holdings UK Societas SE000009
Informa Markets (Europe) Limited 8851438 UBM Property Services Limited 3212363
Informa Markets (Maritime) Limited 495334 UBM Shared Services Limited 4957131
Informa Markets (UK) Limited 370721 UBM Trustees Limited 2970035
Informa Markets Limited 2972059 UBMG Holdings 152298
Informa Overseas Investments Limited 5845568 UBMG Services Limited 3666160
Informa Property (Colchester) Limited 3610056 United Consumer Media UK Societas SE000008
Informa Services Limited
(previously: Datamonitor Limited) 2306113 United Executive Trustees Limited 1693088
Informa Six Limited 4606229 United Newspapers Publications Limited 235544
Informa Tech Founders Limited 12302369 United Trustees Limited 2113253
Informa Tech Holdings Limited 15700047 UNM Investments Limited 1219152
Informa Tech Research Limited 11971005 Vavasseur Overseas Holdings Limited 879102
Informa Telecoms & Media Limited 991704
Informa Annual Report and Accounts 2024
230
Financial Statements
Audit exemption
continued

The Group provides adjusted results and underlying
measures in addition to statutory measures, in order
toprovide additional useful information on business
performance trends to shareholders. The Board considers
these non-GAAP measures to be a useful and alternative
way to measure the Group’s performance in a way that is
comparable to the prior year.
The terms ‘adjusted’ and ‘underlying’ are not defined terms
under IFRS and may not therefore be comparable with
similarly titled measurements reported by other companies.
These measures are not intended to be a substitute for,
orsuperior to, IFRS measurements. The Financial Review
provides reconciliations of alternative performance
measures (APMs) to statutory measures and also provides
the basis of calculation for certain APM metrics. These APMs
are provided on a consistent basis with the prior year.
Adjusted results and adjusting items
Adjusted results exclude items that are commonly excluded
across the media sector: amortisation and impairment
ofgoodwill and intangible assets relating to businesses
acquired and other intangible asset purchases of book lists,
journal titles, acquired databases and brands related to
exhibitions and conferences, acquisition and integration
costs, profit or loss on disposal of businesses, restructuring
costs and other items that in the opinion of the Directors
would impact the comparability of underlying results.
Adjusting items are detailed in Note 7 to the Consolidated
Financial Statements.
Adjusted results are prepared for the following measures
which are provided in the Consolidated Income Statement
on page 145: adjusted operating profit, adjusted net finance
costs, adjusted profit before tax (PBT), adjusted tax charge,
adjusted profit after tax, adjusted earnings and adjusted
diluted earnings per share. Adjusted operating margin,
effective tax rate on adjusted profits and adjusted EBITDA
are used in the Financial Review on pages 50, 52 and 55
respectively.
Adjusted EBITDA
• Adjusted EBITDA is earnings before interest, tax, depreciation,
amortisation and other non-cash items such as share-based
payments and before adjusting items. The full reconciliation
and definition of adjusted EBITDA is provided in the
FinancialReview.
• Covenant-adjusted EBITDA for Informa interest cover purposes
under the Group’s previous financial covenants on debt
facilities is earnings before interest, tax, depreciation and
amortisation and adjusting items. It is adjusted to be on a
pre-IFRS 16 basis.
• Covenant-adjusted EBITDA for Informa leverage purposes
under the Group’s previous financial covenants on debt
facilities is earnings before interest, tax, depreciation and
amortisation and adjusting items. It is adjusted to include
afull year’s trading for acquisitions and remove trading
resultsfor disposals, and to be on a pre-IFRS 16 basis.
Adjusted EBITDA margin
Adjusted EBITDA margin is shown as a percentage and is
calculated by dividing adjusted EBITDA by revenue, which
isprovided as an additional useful metric to readers.
Adjusted effective tax rate
The adjusted effective tax rate is shown as a percentage and
is calculated by dividing the adjusted tax charge by the
adjusted profit before tax. The Financial Review on page 53
shows the calculation of the adjusted effective tax rate,
which is provided as an additional useful metric for readers
on the Group’s tax position.
Adjusted net debt
Adjusted net debt for Informa leverage purposes under
theGroup’s previous financial covenants on debt facilities
istranslated using average exchange rates for the 12-month
period and is adjusted to include deferred consideration
payable, to exclude derivatives associated with borrowings
and to be on a pre-IFRS 16 basis.
Adjusted operating margin
The adjusted operating margin is shown as a percentage and
is calculated by dividing adjusted operating profit by
revenue. The Financial Review on page 50 shows the
calculation of the adjusted operating margin, which is
provided as an additional useful metric on underlying
performance to readers.
Adjusted tax charge
The adjusted tax charge excludes the tax effects of
adjustingitems, deferred tax movements relating to tax
losses in Luxembourg as well as other significant one-off
items. It includes the allowable tax benefit for goodwill
amortisation in the US and elsewhere.
Dividend cover
Dividend cover is the ratio of adjusted diluted earnings
pershare to dividends per share for the year and is provided
to enable year-on-year comparability on the level at which
dividends are covered by earnings. Dividends consist of the
interim dividend that has been paid for the year and the
proposed final dividend for the year. Diluted earnings
pershare are adjusted to be stated before adjusting items
impacting earnings per share. The Financial Review on
page54 provides the calculation of dividend cover.
Dividend payout ratio
This is the ratio of the total amount of dividends per share
paid and proposed to shareholders relating to a financial
year relative to the adjusted diluted earnings per share on
continuing operations for the year. The dividend payout
ratio is shown on page 54 of the Financial Review.
Strategic Report Governance Financial Statements Additional Information
Informa Annual Report and Accounts 2024
231
Glossary of terms: alternative performance measures

Free cash flow
Free cash flow is a key financial measure of cash generation
and represents the cash flow generated by the business
before cash flows relating to acquisitions and disposals and
their related costs, dividends, any new equity issuance or
repurchases of own shares and debt issues or repayments.
Free cash flow is one of the Group’s key performance
indicators, and is an indicator of operational efficiency
andfinancial discipline, illustrating the capacity to reinvest,
fund future dividends and repay debt. The Financial Review
on page 56 provides a reconciliation of free cash flow to
statutory measures.
Informa interest cover
Informa interest cover is calculated according to the Group’s
previous financial covenants on debt facilities and is the
ratio of covenant-adjusted EBITDA for interest cover
purposes to adjusted net finance costs and excluding
finance fair value items. It is provided to enable the
assessment of our debt position together with our
compliance with these previous specific debt covenants.
TheFinancial Review on pages 57 and 58 provides the basis
ofthecalculation of Informa interest cover.
Informa leverage ratio
The Informa leverage ratio is calculated according to the
Group’s previous financial covenants on debt facilities and
isthe ratio of net debt to covenant-adjusted EBITDA for
Informa leverage information purposes and is provided to
enable the assessment of our debt position together with
compliance with these previous specific debt covenants.
TheFinancial Review on page 58 provides the basis of
thecalculation of the Informa leverage ratio.
Net debt
Net debt consists of cash and cash equivalents, and includes
bank overdrafts (where applicable), borrowings, derivatives
associated with debt instruments, finance leases, lease
liabilities, deferred borrowing fees and other loan
receivables or loan payables where these are interest
bearing and do not relate to deferred consideration
arrangements for acquisitions or disposals.
Operating cash flow and operating
cashflowconversion
Operating cash flow is a financial measure used to
determine the efficiency of cash flow generation in the
business and is measured by and represents free cash flow
before interest, tax, restructuring and reorganisation costs.
The Financial Review on page 56 reconciles operating
cashflow to statutory measures.
Operating cash flow conversion is a measure of the strength
of cash generation in the business and is measured as a
percentage by dividing operating cash flow by adjusted
operating profit in the reporting period. The Financial
Review on page 56 provides the calculation of operatingcash
flow conversion.
Pro-forma
The 12-month 2024 pro-forma financials for the new Informa
divisional structure in place from 2025. This reflects recently
acquired businesses, including Ascential and TechTarget, and
excludes the recently divested Curinos business as if the
acquisitions, or disposal, had occurred on 1 January 2024.
Underlying revenue and underlying
adjustedoperating profit
Underlying revenue and underlying adjusted operating
profit refer to results adjusted for acquisitions and
disposals, the phasing of events, including biennials,
theimpact of changes from implementing new accounting
standards and accounting policy changes, and the effects
ofchanges in foreign currency by adjusting the current year
and prior year amounts to use consistent currency
exchangerates.
Phasing and biennial adjustments relate to the alignment
ofcomparative period amounts to the usual scheduling
cycleof events in the current year. Where an event
originallyscheduled for 2023 or 2024 was either cancelled
orpostponed, there was an adverse impact on 2023 or 2024
underlying growth as no adjustment was made for these
inthe calculation.
The results from acquisitions are included on a pro-forma
basis from the first day of ownership in the comparative
period. Disposals are similarly adjusted for on a pro-forma
basis to exclude results in the comparative period from the
date of disposal. Underlying measures are provided to aid
comparability of revenue and adjusted operating profit
results against the prior year. The Financial Review onpage
51 provides the reconciliation of underlying measures of
growth to reported measures of growth inpercentage terms.
Informa Annual Report and Accounts 2024
232
Financial Statements
Glossary of Terms: Alternative Performance Measures
continued

2024
£m
2023
£m
2022
£m
2021
£m
2020
£m
Results
Revenue 3,553.1 3,189.6 2,389.3 1,798.7 1,660.8
Adjusted operating profit 995.0 853.8 535.0 388.4 266.6
Statutory operating profit/(loss) 542.8 507.8 221.9 93.8 (881.6)
Statutory profit/(loss) before tax 407.3 492.1 1,946.9 137.1 (1,140.9)
Profit/(loss) attributable to equity holders of the Parent Company 297.7 419.0 1,631.5 77.9 (1,042.5)
Free cash flow 812.1 631.7 466.4 438.7 (153.9)
Net assets
Non-current assets 12,355.7 10,468.7 9,521.7 8,924.4 9,022.6
Current assets 1,335.0 1,055.5 2,624.0 1,273.2 695.2
Current liabilities (3,061.3) (1,789.2) (2,008.8) (1,350.0) (1,200.6)
Non-current liabilities (3,309.9) (2,550.4) (2,670.6) (2,801.7) (2,889.2)
Net assets 7,319.5 7,184.6 7,466.3 6,045.9 5,628.0
Key statistics (pence)
Earnings per share 22.3 30.1 112.0 5.2 (73.4)
Diluted earnings per share 22.2 29.9 111.4 5.2 (73.4)
Adjusted diluted earnings per share 50.1 45.3 26.4 16.7 9.8
Dividends per share 20.0 18.0 9.8 – –
Strategic Report Governance Financial Statements Additional Information
Informa Annual Report and Accounts 2024
233
Five-year summary

Registrars
All general enquiries about holdings of ordinary shares in
Informa PLC should be addressed to our registrar,
Computershare:
Computershare Investor Services PLC
The Pavilions
Bridgwater Road
Bristol BS99 6ZZ
+44 (0)370 707 1679
investorcentre.co.uk
The helpline is available Monday to Friday, 8.30am to
5.30pm, excluding UK public holidays.
To access shareholding details online, please visit
Computershare’s website at investorcentre.co.uk. To register
to use the website, you will need your shareholder reference
number, shown on share certificates or dividend vouchers.
• View and manage all your shareholdings
• Register for electronic communications
• Buy and sell shares online with the dealing service
• Deal with other matters such as a change of address,
transferring shares or replacing a lost certificate
Electronic shareholder communications
As part of Informa’s commitment to the responsible use of
natural resources and reducing our environmental impact,
we offer all shareholders the opportunity to elect to register
for electronic communications. To do so, please visit
investorcentre.co.uk.
Dividend and dividend reinvestment
Shareholders can have dividends paid directly into a bank or
building society account. To do this, complete the dividend
mandate instruction form available at investorcentre.co.uk
or contact our registrar.
To receive dividends in a different currency, you will need to
register for the global payments service provided by our
registrar. More information is available at investorcentre.co.uk.
Informa offers a Dividend Reinvestment Plan, or DRIP, where
cash dividends can be automatically reinvested in additional
Informa shares. Details and full terms and conditions,
including eligibility for shareholders based outside the UK,
are available at investorcentre.co.uk.
Share dealing
Shareholders can buy or sell Informa PLC shares using a
share dealing facility operated by our registrar. Dealing can
be carried out online or by telephone. More information,
including details of eligibility and costs, can be found on
investorcentre.co.uk or by calling +44 (0)370 703 0084 from
8.00am to 4.30pm Monday to Friday. Have your shareholder
reference number to hand when logging in or calling.
UK regulations require the registrar to check that you have
read and accepted the terms and conditions before being
able to trade, which could delay your first telephone trade.
You may therefore wish to first register online at
computershare.trade.
Informa Annual Report and Accounts 2024
234
Additional Information
Shareholder information

ShareGift
ShareGift (registered charity no. 1052686) is an independent
charity that takes unwanted holdings of shares, aggregates
those shares and sells them for the benefit of thousands of
charities. If you have a small shareholding in Informa and
would like to support this initiative, see the ShareGift
website at Sharegift.org. You can also contact ShareGift
byemail at help@sharegift.org or by telephone on
+44(0)207930 3737.
London Stock Exchange and ADR programme
for US investors
Informa’s ordinary shares are traded on the London Stock
Exchange under the symbol INF, ISIN: GB00BMJ6DW54.
Since 2013, Informa has maintained a Level I American
Depositary Receipt (ADR) programme with BNY Mellon. Each
Informa ADR represents two ordinary shares and trade on
the over-the-counter market in the US under the symbol
IFJPY, ISIN: US45672B2060. Information on Informa’s ADRs
can be found at bnymellon.com/dr.
Protecting your investment from share fraud
UK law means that companies are required to make their
shareholder registers public, and it is not possible to control
who inspects the register and how that information is used.
There are reports that shareholders in other companies have
received unsolicited phone calls or correspondence about
investment matters, and shareholders are recommended to
be very wary of any approach that involves unsolicited
investment advice or offers to buy or sell any shares.
If you receive any unsolicited phone calls or correspondence:
• Do not give out or confirm any personal information
• Make a note of the name of the person who contacted you
and their organisation
• Do not hand over any money without checking that the
organisation is properly authorised and making your own
enquiries. You can check whether firms are authorised on
the Financial Conduct Authority (FCA) website at fca.org.uk
If you think you may have been targeted, report the matter
to the FCA as soon as possible. More information can be
found on the FCA’s website or by calling its helpline on
0800111 6768 (freephone) or 0300 500 8082 from the UK or
+44(0)20 7066 1000 from outside the UK. You should also
notify the registrar by calling 0370 707 1679.
Tips for protecting your shareholding:
• Ensure all your certificates are kept in a safe place or hold
your shares electronically in CREST via a nominee
• Keep all documentation containing personal share
information in a safe place and destroy any
correspondence you do not wish to keep by shredding it
• Know when the dividends are paid and consider having your
dividend paid directly into your bank rather than by cheque
• If you change address or bank account, inform the
registrar immediately. If you receive a letter from the
registrar regarding a change of address or bank details
that you did not instigate, contact them immediately on
+44 (0)370 707 1679
• If you are buying or selling shares, only deal with brokers
registered in the UK or in your country of residence
Strategic Report Governance Financial Statements Additional Information
Informa Annual Report and Accounts 2024
235

Auditors
PwC
1 Embankment Place
London WC2N 6RH
UK
pwc.co.uk
Joint Stockbrokers
BAML
2 King Edward Street
London EC1A 1HQ
UK
bofaml.com
Morgan Stanley
25 Cabot Square
London E14 5AB
UK
morganstanley.com
Deutsche Numis
45 Gresham Street
London EC2V 7BF
UK
dbnumis.db.com
Strategic Financial Advisers
Goldman Sachs International
Plumtree Court, 25 Shoe Lane
London EC4A 4AU
UK
goldmansachs.com
Depository Bank
BNY Mellon Depositary Receipts
101 Barclay Street
New York NY 10286
US
adrbnymellon.com
Principal Solicitors
Clifford Chance LLP
10 Upper Bank Street
London E14 5JJ
UK
cliffordchance.com
Communications Advisers
Teneo
The Carter Building, 11 Pilgrim Street
London EC4V 6RN
UK
teneo.com
Registrar
Computershare Investor Services PLC
The Pavilions, Bridgwater Road
Bristol BS99 6ZZ
UK
computershare.com
Informa Annual Report and Accounts 2024
236
Additional Information
Advisers

Informa is grateful to all the colleagues,
teams and partners that have
contributed their time and support in
the production of this Annual Report.
Consultancy, design and production
byLuminous: luminous.co.uk.
Consultancy by Falcon Windsor:
falconwindsor.com.
Cover and all text page illustrations
created by Bratislav Milenković:
bratislavmilenkovic.com.
All Informa Board member
photography on pages 81 to 83
andrepeated on other pages by
ChrisWarren at CWA Studios:
cwa-studios.com.
Photography on page 49 supplied
by Pennie Withers at Pennie
Withers Photography:
penniewithersphotography.co.uk.
Photos on pages 6 and 8 from Alamy.
Photograph of John Legend on page 38
is courtesy of Getty Images.
All other photography was contributed
byour colleagues and teams across
thecompany.
All information in this report is ©
Informa PLC 2025 and may not be
usedin whole or part without
priorpermission.
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Our office hubs
Europe
London (Registered Office)
5 Howick Place, SW1P 1WG
+44 (0)20 8052 0400
info@informa.com
informa.com
London Blackfriars
240 Blackfriars
SE1 8BF
Colchester
The Octagon
Essex CO1 1TG
Oxford
4 Milton Park Square
Milton Park
OX14 4RN
Amsterdam
WTC Tower Ten
Strawinskylaan 763
Monaco
7 Rue Suffren Reymond
Le Suffren
MC 98000
Americas
New York
605 Third Avenue
NY 10158
Washington DC
2121 K Street NW
DC 20037
Boston
One Riverside Center
Newton, MA 02466
Philadelphia
530 Walnut Street
PA 19106
Chicago
300 Riverside Plaza
IL 60606
Boca Raton
2385 NW Executive Center Drive
FL 33431
Fort Lauderdale
1650 SE 17th Street
FL 33316
Kansas City
22701 West 68th Terrace
Shawnee KS 66226
Boulder
1710 29th Street
CO 80303
Irving
222 West Las Colinas Boulevard
TX 75039
Santa Monica
2644 30th Street
CA 90405
Toronto
20 Eglinton Avenue West
MP4 1A9
Mexico City
Lago Alberto 319
Colonia Granada
Delegacion Miguel Hidalgo 11520
São Paulo
Avenida Dra Ruth Cardoso
7221 Pinheiros
Middle East/Australasia
Istanbul
4th Floor, Nidakule Levent
Esentepe Mahallesi Harman 1 Sokak
Cairo
First Floor, Building 12B03/B
Cairo Festival City
Riyadh
Oud Square
13311
Manama
The United Tower
Road 4609
Dubai
The Offices 4, One Central
Sheikh Zayed Road
Mumbai
Solitaire Corporate Park
167 Guru Hargovinadji Marg
Mumbai 40093
New Delhi
1 Jai Singh Road
New Delhi 110001
Jakarta
Menara Jamsostek North Tower
Jakarta 12710
Bangkok
Ari Hills Building
428 Phahonyothin Road
Bangkok 10400
Kuala Lumpur
Sunway Visio Tower
Lingkaran SV, Sunway
Velocity 55100
Singapore
Bugis Junction Towers
230 Victoria Street
Singapore 188024
Ho Chi Minh City
10th Flr, Ha Phan Building
District 1
Hong Kong
17/F China Resources Building
26 Harbour Road, Wanchai
Shanghai
Hong Kong New World Tower
No. 300 Huai Hai Middle Road
Shanghai 200021
Tokyo
Kanda 91 Building
Chiyoda-ku
Tokyo 101-0044
Sydney
24 York Street
NSW 200