Our Report

GRI G4 Content Index

STRATEGY AND ANALYSIS NIELSEN RESPONSE
G4-1 Statement from the most senior decision-maker of the organization. Letter from our CEO.
G4-2 Description of key impacts, risks and opportunities. Our Company, Risk Management.
ORGANIZATIONAL PROFILE
G4-3 Name of the organization. Nielsen Holdings Inc.
G4-4 Primary brands, products and/or services. Our Company2015 10-K, pp. 3-7.
G4-5 Location of organization’s headquarters. Our Company. 2015 10-K, p. 68.
G4-6 Number of countries where the organization operates and names of countries with either major operations or that are specifically relevant to the sustainability issues covered in the report. Our Company. 2015 10-K, p. 21, 68.
G4-7 Nature of ownership and legal form. Our Company. 2015 10-K, p. 68, 125.
G4-8 Markets served (including geographic breakdown, sectors served and types of customers/beneficiaries). Our Company. 2015 10-K, p. 3.
G4-9 Scale of the reporting organization. Our Company. 2015 10-K, p. 3.
G4-10 Total workforce by employment type, employment contract and region, broken down by gender. Our Company, Organizational Profile.
G4-11 Percentage of employees covered by collective bargaining agreements. 20%.
G4-12 Describe the organization’s supply chain. Our Company, Supply Chain.
G4-13 Significant changes during the reporting period regarding size, structure, or ownership. Appendix.
G4-14 Explanation of whether and how the precautionary approach or principle is addressed by the organization. Our Company, Risk Management. Consistent with the precautionary principle, we advocate a risk-based approach to our operations through our extensive management systems.
G4-15 Externally developed economic, environmental and social charters, principles or other initiatives to which the organization subscribes or endorses. MRC accreditation. Our ClientsAppendix.
G4-16 Memberships in associations (such as industry associations) and/or national/international advocacy organizations in which the organization: Has positions in governance bodies; Participates in projects or committees; Provides substantive funding beyond routine membership dues; or Views membership as strategic. Our CommunitiesOur ClientsOur PeopleAppendix.
IDENTIFIED MATERIAL ASPECTS AND BOUNDARIES
G4-17 List all entities included in the organization’s consolidated financial statements or equivalent documents. 2015 10-K. Our Company.
G4-18 Process for defining report content. Our Company, Strategy and Analysis.
G4-19 List all the material Aspects identified in the process for defining report content. Our Company, Strategy and Analysis. Our Company, Materiality Assessment.
G4-20 For each material Aspect, report the Aspect Boundary within the organization. Our Company.
G4-21 For each material Aspect, report the Aspect Boundary outside the organization. Our Company.
G4-22 Report the effect of any restatements of information provided in previous reports and the reasons for such restatements. None.
G4-23 Report significant changes from previous reporting periods in the Scope and Aspect Boundaries. None.
STAKEHOLDER ENGAGEMENT
G4-24 List of stakeholder groups engaged by the organization. Our Company, Stakeholder EngagementAppendix.
G4-25 Basis for identification and selection of stakeholders with whom to engage. Our CompanyOur ClientsDiversity at NielsenOur Communities.
G4-26 Approaches to stakeholder engagement, including frequency of engagement by type and by stakeholder group. Our Company, Materiality Assessment. Our Company, Stakeholder EngagementOur ClientsOur Communities.
G4-27 Key topics and concerns that have been raised through stakeholder engagement and how the organization has responded to those key topics and concerns, including through its reporting. Our Company, Stakeholder Engagement. Our Company, Materiality Assessment. Our Clients, Ensuring Information Security at Nielsen. Our Company, Diversity at Nielsen.
REPORT PROFILE
G4-28 Reporting period (e.g., fiscal/calendar year) for information provided. 2015.
G4-29 Date of most recent previous report (if any). None.
G4-30 Reporting cycle (annual, biennial, etc.) Appendix.
G4-31 Contact point for questions regarding the report or its contents. Appendix.
G4-32 Table identifying the location of the Standard Disclosures in the report. GRI G4 Content Index.
G4-33 Policy and current practice with regard to seeking external assurance for the report. Our Company, Strategy and Analysis.
GOVERNANCE
G4-34 Report the governance structure of the organization, including committees of the highest governance body. Identify any committees responsible for decision-making on economic, environmental and social impacts. Our Company. 2015 10-K, p. 125. Please also refer to Nielsen’s 2015 Proxy Statement pp. 73-78. Any updates will be included in our 2016 Proxy Statement.
G4-35 Report the process for delegating authority for economic, environmental and social topics from the highest governance body to senior executives and other employees. Our Company, Governance.
G4-36 Report whether the organization has appointed an executive-level position or positions with responsibility for economic, environmental and social topics, and whether post holders report directly to the highest governance body. Our Company, Governance.
G4-37 Report processes for consultation between stakeholders and the highest governance body on economic, environmental and social topics. If consultation is delegated, describe to whom and any feedback processes to the highest governance body. Our Company, Governance.
G4-38 Report the composition of the highest governance body and its committees. Our Company, Governance.
G4-39 Report whether the Chair of the highest governance body is also an executive officer (and, if so, his or her function within the organization’s management and the reasons for this arrangement). Our Company, Governance.
G4-40 Report the nomination and selection processes for the highest governance body and its committees, and the criteria used for nominating and selecting highest governance body members. Our Company, Governance.
G4-41 Report processes for the highest governance body to ensure conflicts of interest are avoided and managed. Our Company, Governance.
G4-42 Report the highest governance body’s and senior executives’ roles in the development, approval, and updating of the organization’s purpose, value or mission statements, strategies, policies, and goals related to economic, environmental and social impacts. Our Company, Governance.
G4-45 Report the highest governance body’s role in the identification and management of economic, environmental and social impacts, risks, and opportunities. Include the highest governance body’s role in the implementation of due diligence processes. Report whether stakeholder consultation is used to support the highest governance body’s identification and management of economic, environmental and social impacts, risks and opportunities. Our Company, Governance.
G4-46 Report the highest governance body’s role in reviewing the effectiveness of the organization’s risk management processes for economic, environmental and social topics. Our Company, Governance.
G4-51 Report the remuneration policies for the highest governance body and senior executives for the below types of remuneration:  Fixed pay and variable pay: – Performance-based pay – Equity-based pay – Bonuses – Deferred or vested shares  Sign-on bonuses or recruitment incentive payments  Termination payments  Clawbacks  Retirement benefits, including the difference between benefit schemes and contribution rates for the highest governance body, senior executives and all other employees. Report how performance criteria in the remuneration policy relate to the highest governance body’s and senior executives’ economic, environmental and social objectives. Please refer to Nielsen’s 2015 Proxy Statement, A-31 and A-36. Any updates will be included in our 2016 Proxy Statement.
G4-52 Report the process for determining remuneration. Report whether remuneration consultants are involved in determining remuneration and whether they are independent of management. Report any other relationships which the remuneration consultants have with the organization. Please refer to Nielsen’s 2015 Proxy Statement, A-31 and A-36. Any updates will be included in our 2016 Proxy Statement.
G4-53 Report how stakeholders’ views are sought and taken into account regarding remuneration, including the results of votes on remuneration policies and proposals, if applicable. Please refer to Nielsen’s 2015 Proxy Statement, A-31 and A-36. Any updates will be included in our 2016 Proxy Statement.
ETHICS AND INTEGRITY
G4-56 Describe the organization’s values, principles, standards and norms of behavior such as codes of conduct and codes of ethics. Our Company, Ethics and Integrity.
G4-57 Report the internal and external mechanisms for seeking advice on ethical and lawful behavior and matters related to organizational integrity, such as help lines or advice lines. Code of Conduct. Our Company, Ethics and Integrity.
G4-58 Report the internal and external mechanisms for reporting concerns about unethical or unlawful behavior and matters related to organizational integrity, such as escalation through line management, whistle blowing mechanisms or hotlines. Code of Conduct and Integrity Leadership Program. Our Company, Ethics and Integrity.

Category: Economic

Disclosure on Management Approach (DMA) Economic Performance. Market Presence. Our Company.
ECONOMIC NIELSEN RESPONSE
G4-EC1 Direct economic value generated and distributed, including revenues, operating costs, employee compensation, donations and other community investments, retained earnings and payments to capital providers and governments. Our Company2015 10-K, p. 25.
G4-EC2 Financial implications and other risks and opportunities for the organization’s activities due to climate change. Our Company, Risk Management. 2015 10-K, pp.13-21.
G4-EC3 Coverage of the organization’s defined benefit plan obligations. Please refer to Nielsen’s 2015 Proxy Statement. Any updates will be included in our 2016 Proxy Statement.
G4-EC4 Significant financial assistance received from government. While financial assistance is not applicable for Nielsen, 32 government-related institutions, including sovereign wealth funds and state/government pension funds, were present in Nielsen’s overall shareholding structure as of December 31, 2015, or the last time the institution or fund publicly filed. This accounts for about 30.5 million shares (9.48% of Nielsen’s outstanding shares).
Market Presence
G4-EC5 Range of ratios of standard entry level wage by gender compared to local minimum wage at significant locations of operation. Minimum wage rules apply in the United States.  All U.S. employees (approximately 16,000) are paid above minimum wage. Globally we comply with all minimum wage regulations, where applicable.
G4-EC6 Proportion of senior management hired from the local community at significant locations of operation. Of our current senior leaders, more than 97% were hired from within the local market/region in which they manage.
Indirect Economic Impacts
G4-EC8 Significant indirect economic impacts, including the extent of impacts. Our CommunitiesOur ClientsOur CompanyOur People.
Procurement Practices
G4-EC9 Proportion of spending on local suppliers at significant locations of operation. Data not available.

Category: Environmental

Disclosure on Management Approach (DMA) Our Environment.
Energy
G4-EN3 Energy consumption within the organization. Our Environment, 2015 Environmental Data.
G4-EN4 Energy consumption outside of the organization. Our Environment, 2015 Environmental Data.
G4-EN5 Energy intensity. Our Environment, 2015 Environmental Data.
G4-EN6 Reduction of energy consumption. Our Environment, Initiatives.
G4-EN7 Reductions in energy requirements of products and services. Our Environment, Data Center Updates & Consolidations Yield Green Results.
Emissions
G4-EN15 Direct Greenhouse Gas (GHG) emissions (Scope 1). Our Environment, 2015 Environmental Data.
G4-EN16 Energy indirect Greenhouse Gas (GHG) emissions (Scope 2). Our Environment, 2015 Environmental Data.
G4-EN17 Indirect Greenhouse Gas (GHG) emissions (Scope 3). Not reported due to lack of data. We intend to add Scope 3 to our report in the future.
G4-EN18 Greenhouse Gas (GHG) emissions intensity. Our Environment, 2015 Environmental Data.
G4-EN19 Reduction of Greenhouse Gas (GHG) emissions. Our Environment, Initiatives.
Effluents and Waste
G4-EN23 Total weight of waste by type and disposal method. Our Environment, 2015 Environmental Data.
Products and Services
G4-EN27 Extent of impact mitigation of environmental impacts of products and services. Our Environment, Initiatives.
Compliance
G4-EN29 Monetary value of significant fines and total number of non-monetary sanctions for non-compliance with environmental laws and regulations. None. Significant fines defined by Nielsen to be more than $1 million.
Supplier Environmental Assessment
G4-EN32 Percentage of new suppliers that were screened using environmental criteria. Our Company, Supply Chain.
G4-EN33 Significant actual and potential negative environmental impacts in the supply chain and actions taken. None.

Category: Social – Labor Practices and Decent Work

Disclosure on Management Approach (DMA) Employment. Labor/Management Relations. Occupational Health and Safety. Training and Education. Diversity and Equal Opportunity. Equal Remuneration. Our People.
Employment
G4-LA1 Total number and rates of new employee hires and employee turnover by age group, gender and region. Our People, Talent Acquisition.
G4-LA2 Benefits provided to full-time employees that are not provided to temporary or part-time employees, by significant locations of operation. In the U.S., benefits include the following: medical, dental, vision, basic and supplemental life insurance; dependent life insurance; flexible spending account; short- and long-term disability; legal; 401(k); EAP; wellness programs; parental, adopting, maternity, personal, FMLA, Military, volunteer, jury duty and bereavement leave. Outside of the U.S., benefits vary by geography and work council agreements. Some of these benefits include but are not limited to: healthcare, sick leave, life insurance, paid annual leave and gym discounts.
G4-LA3 Return to work and retention rates after parental leave, by gender. In the U.S., the Family and Medical Leave Act gives both male and female workers job protection for up to 12 weeks a year. In other countries, we follow the law which varies country by country. Outside of the U.S., Nielsen tracks parental leave and return to work rates at the regional level by gender. We do not disclose this information for employee privacy reasons.
Labor/Management Relations
G4-LA4 Minimum notice periods regarding operational changes, including whether these are specified in collective agreements. For major operational changes, Nielsen informs the European Works Councils and representatives of collective bargaining agreements with a minimum of at least a three months’ notification to allow for consultation prior to implementation.
Occupational Health & Safety
G4-LA5 Percentage of total workforce represented in formal joint management–Worker Health and Safety Committees that help monitor and advise on occupational health and safety programs. We have included information about health and safety initiatives driven by employees in Our People. Health and Safety programs vary across bargaining unit agreements.
G4-LA6 Type of injury and rates of injury, occupational diseases, lost days and absenteeism and total number of work-related fatalities, by region and by gender. The most common type of work-related injuries for our field workers include motor vehicle accidents, slips and falls and manual material handling (including cumulative trauma and overexertion). There are no reports of work-related illness or disease. Of the 8,377 full-time and 9,276 part-time employees in the U.S. in 2015, per U.S. OSHA injury and illness recordkeeping guidelines, there were 129 total cases of work-related injuries and 70 lost workday cases for U.S. employees. Outside of the U.S., in the countries that were able to provide data for this, the total number of work-related injuries and illness cases involving lost workdays (lost workday cases) totaled 1,065, where data was available to report. There were no work-related fatalities in 2015 reported in the U.S. or in any other region globally. See Our People, Occupational Safety section for more information.
G4-LA7 Workers With high incidence or high risk of diseases related to their occupation. None.
G4-LA8 Health and safety topics covered in formal agreements with trade unions. Outside of the U.S., Nielsen is subject to agreements with works councils. Topics vary by region.
Training and Education
G4-LA9 Average hours of training per year per employee by gender and by employee category. Our People, Training and Education.  The average hours of training per associate in 2015 was 23.4 hours (split between an average of 4.8 hours of e-learning and 18.6 hours of instructor-led training). We do not track by gender or employee category at this time. We are not able to split this metric further to regions or business areas at this time, but as we work further on our data sources, this may be possible for future submissions. This data also does not include informal training or workshops, ‘self-study’ learning activities, lunch and learns or on-the-job training.
G4-LA10 Programs for skills management and lifelong learning that support the continued employability of employees and assist them in managing career endings. Our People, Training and Education.
G4-LA11 Percentage of employees receiving regular performance and career development reviews, by gender and by employee category. Our People, Check-In: a New Approach to Performance Reviews. One of the mitigating factors limiting the ability to fully capture 100% of our employee base is the continual process of integrating new acquisitions into our business. Because of the early stages of the implementation of our Check-In framework, the data does not yet allow us to break down our employee base by gender and employee category but there is a project underway to make more granular data available in future reports.
Diversity and Equal Opportunity
G4-LA12 Composition of governance bodies and breakdown of employees per employee category according to gender, age group, minority group membership and other indicators of diversity. Our Company, Organizational Profile.
Equal Remuneration for Women and Men
G4-LA13 Ratio of basic salary and remuneration of women to men by employee category, by significant locations of operation. The ratio of male-to-female average compensation by employment category for executive, management and non-management employees is as follows for 2015:

  • Executive = 1:1. This category encompasses the global population of senior leaders (approx. 170).
  • Management = 1.1:1. This category encompasses the United States population only.
  • Non-Management = 0.9:1. This category encompasses United States population only.
Supplier Assessment for Labor Practices
G4-LA14 Percentage of new suppliers that were screened using labor practices criteria. Our Company, Supply Chain.
G4-LA15 Significant actual and potential negative impacts for labor practices in the supply chain and actions taken. None.
Labor Practices Grievance Mechanisms
G4-LA16 Number of grievances about labor practices filed, addressed and resolved through formal grievance mechanisms. We do track this; however, we do not publicly report on this due to employee privacy concerns and any pending legal or regulatory actions.

Category: Social – Human Rights

Investment
G4-HR2 Total hours of employee training on human rights policies or procedures concerning aspects of human rights that are relevant to operations, including the percentage of employees trained. Human Rights topics are covered in our Code of Conduct  training. Other training includes anti-corruption, prohibition of discrimination, fair wages and opportunity, safety and ethics and integrity.  We do not specifically track Human Rights training separately from Code of Conduct Best Practices training.
Non-discrimination
G4-HR3 Total number of incidents of discrimination and corrective actions taken. We do track this; however, we do not publicly report on this due to employee privacy concerns and any pending legal or regulatory actions.
Freedom of Association and Collective Bargaining
G4-HR4 Operations and suppliers identified in which the right to exercise freedom of association and collective bargaining may be violated or at significant risk and measures taken to support these rights. None.
Child Labor
G4-HR5 Operations and suppliers identified as having significant risk for incidents of child labor and measures taken to contribute to the effective abolition of child labor. None. See Our Company, Risk Management and Our Company, Supply Chain to learn about Nielsen’s new supplier screening program.
Forced or Compulsory Labor
G4-HR6 Operations and suppliers identified as having significant risk for incidents of forced or compulsory labor and measures to contribute to the elimination of all forms of forced or compulsory labor. None. See Our Company, Risk Management and Our Company, Supply Chain to learn about Nielsen’s new supplier screening program.
Assessment
G4-HR9 Total number and percentage of operations that have been subject to human rights reviews or impact assessments. See Our Company, Supply Chain to learn about Nielsen’s new supplier screening program.
Supplier Human Rights Assessment
G4-HR10 Percentage of new suppliers that were screened using human rights criteria. See Our Company, Supply Chain to learn about Nielsen’s new supplier screening program.
G4-HR11 Significant actual and potential negative human rights impacts in the supply chain and actions taken. None.
Human Rights Grievance Mechanisms
G4-HR12 Number of grievances about human rights impacts filed, addressed and resolved through formal grievance mechanisms. We do track this; however, we do not publicly report on this due to employee privacy concerns and any pending legal or regulatory actions.

Category: Social – Society

Disclosure on Management Approach (DMA) Local Communities. Our Communities.
Local Communities
G4-SO1 Percentage of operations with implemented local community engagement, impact assessments and development programs. Our Communities.
G4-SO2 Operations with significant actual and potential negative impacts on local communities. Our Company, Risk ManagementAppendix.
Anti-corruption
G4-SO3 Total number and percentage of operations assessed for risks related to corruption and the significant risks identified. Our Company, Risk Management. Our Company, Ethics and Integrity. Employees at all of our operations are required to comply with our Code of Code, which include anti-corruption measures and are assessed for compliance. Additionally, Nielsen’s Corporate Audit Staff (CAS) team considers numerous business- and corporate-owned risks related to corruption in assessing our operations, like privacy, talent management, compensation and rewards, and tax.
G4-SO4 Communication and training on anti-corruption policies and procedures. Our Company, Ethics and Integrity.
G4-SO5 Confirmed incidents of corruption and actions taken. Less than 25% of 2015 cases were related to corruption. Less than 10% of the 2015 cases resulted in confirmed incidents where employees were dismissed or terminated for corruption. Corruption is defined as bribery, data falsification & interference, fraud or travel & expenses (T&E) fraud or kickback schemes. Less than 1% of the 2015 cases resulted in confirmed incidents where business partners were terminated or not renewed due to corruption.
Public Policy
G4-SO6 Total value of political contributions by country and recipient/beneficiary. Our Communities, Nielsen Data for Good.
Anti-competitive Behavior
G4-SO7 Total number of legal actions for anti-competitive behavior, anti-trust and monopoly practices and their outcomes. None. (Threshold is more than $1 million.)
Compliance
G4-SO8 Monetary value of significant fines and total number of non-monetary sanctions for non-compliance with laws and regulations. None. (Threshold is more than $1 million.)
Supplier Assessment for Impacts on Society
G4-SO9 Percentage of new suppliers that were screened using criteria for impacts on society. See Our Company, Supply Chain to learn about Nielsen’s new supplier screening program.
G4-SO10 Significant actual and potential negative impacts on society in the supply chain and actions taken. We are not aware of any.
Grievance Mechanisms for Impacts on Society
G4-SO11 Number of grievances about impacts on society filed, addressed and resolved through formal grievance mechanisms. None.

Category: Social – Product Responsibility

Disclosure on Management Approach (DMA) Customer Privacy. Compliance. Our Clients.
Customer Health and Safety
G4-PR1 Percentage of significant product and service categories for which health and safety impacts are assessed for improvement. Not material for our organization.
Product and Service Labeling
G4-PR4 Total number of incidents of non-compliance with regulations and voluntary codes concerning product and service information and labeling, by type of outcomes. None.
G4-PR5 Results of surveys measuring customer satisfaction. Our Clients and Appendix. Nielsen does not report specifics of its client satisfaction surveys because the results are confidential and proprietary. However, we do report on how we measure customer satisfaction and gain feedback.
Marketing Communications
G4-PR6 Sale of banned or disputed products. None.
G4-PR7 Total number of incidents of non-compliance with regulations and voluntary codes concerning marketing communications, including advertising, promotion and sponsorship, by type of outcomes. None.
Customer Privacy
G4-PR8 Total number of substantiated complaints regarding breaches of customer privacy and losses of customer data. Nielsen has not received any substantiated complaints regarding breaches of customer privacy and losses of customer data.
Compliance
G4-PR9 Monetary value of significant fines for non-compliance with laws and regulations concerning the provision and use of products and services. None. (Threshold is more than $1 million).

Appendix

Report Profile, DMA, G4-13, G4-16, G4-27, G4 28-31, G4-45, G4-SO2, G4-PR5

This report has been prepared in accordance with the GRI’s G4 guidelines at the Core level. The report, published in 2016, covers the period of the calendar year 2015. This is the first report prepared by Nielsen using GRI guidelines. We followed GRI principles for defining report content and quality.

Our intention is to report every other year, making periodic updates between reports as needed. We intend to also evaluate external assurance as our data collection evolves. For comments or questions about this report, contact our Nielsen Cares team at nielsencares@nielsen.com.

G4-13, G4-SO2 Significant Changes in Operations

In 2015, Nielsen consolidated U.S. call centers, expanding operations in Dallas, Texas, San Antonio, Texas and Tampa, Florida, and reducing or eliminating call center operations in Radcliff, Kentucky, Columbia, Maryland and Sarasota, Florida. This strategic shift was undertaken in order to take advantage of technology upgrades in Dallas, San Antonio and Tampa and to more easily source multilingual talent to meet client needs and ensure a representative sample base. Affected workers were notified in 2014 and were provided with a range of options to meet their transition needs: transfers to other sites, outplacement services and compensation based on the number of years of full-time service.

G4-45 Additional Information about the Corporate Audit Staff and Financial Risk

The Corporate Audit Staff (CAS) team is an independent group within Nielsen that reports functionally and administratively to the Chief Financial Officer and directly to the Audit Committee. The team performs SOX (Sarbanes-Oxley) testing, risk-based audits and other process improvement work. CAS independently reviews the accuracy of financial information, assesses financial processes and evaluates the effectiveness of financial controls for Nielsen’s global business units. In 2015, CAS performed audit and project work on-site in approximately 20 countries, achieving 96% coverage over Nielsen’s global assets and 75% coverage over total revenue. Additionally, CAS completed remote reviews for approximately 70 other business units. CAS will continue to have similar coverage over assets and revenue in 2016 and will have a special focus on disbursement audit work. The results of CAS’s reviews are reported on a quarterly basis to Nielsen’s Chief Financial Officer and Audit Committee.

The Corporate Reporting and Analysis (CR&A) team oversees global financial consolidating, reporting and compliance efforts. CR&A conducts ongoing analyses on key financial metrics such as global receivables/days billing outstanding (DBOs), unbilled aging and cash flow. They also host quarterly close meetings with all of Nielsen’s global business units to ensure that material period-over-period variances are understood before the financials are externally reported. Among other responsibilities, the CR&A team also oversees external financial disclosures and leads compliance trainings on accounting standards.

Nielsen’s Treasury team manages financial risks through their extensive and ongoing work around foreign currency exchange, credit risk and interest rates.

G4-PR5 Client and Industry Committees

On the Watch side of our business, Nielsen maintains a number of national cable and local television committees, including:

  • The Local Alliance: The Local Alliance advises the local business unit of Nielsen on industry issues and concerns, provides insight on technological advances and helps Nielsen improve the utility of local data as currency for the planning, buying and selling of local spot television and cable in order to ultimately provide the data insights and analyses the industry needs to thrive.
  • The Local Policy Guidelines Committee (PGC): The Local Policy Guidelines Committee consists of a number of both permanent and rotating seats for Nielsen broadcast, cable, agency and syndicator executive clients focused on providing guidance and advice to Nielsen’s local business division in determining policies and procedures related to the local television industry.
  • The Committee on Local Television Audience Measurement (COLTAM) run by the National Association of Broadcasters (NAB): This group comprises broadcast industry research executives representing NAB member television stations and groups, as well as relevant industry groups including the Media Ratings Council and the Television Bureau of Advertising. COLTAM meets semi-annually with Local Television industry research suppliers, including Nielsen, and is focused on addressing issues concerning the quality of the research products and services that are available to local television stations.
  • The Cable Advisory Board: This group, consisting of cable distributors, provides feedback on Nielsen’s product roadmap to advise on how Nielsen advancements could proactively address industry priorities and needs.

Internationally in our Watch space, Nielsen is highly engaged with all of the Joint Industry Committees (JICs). These JICs comprise the major content providers, advertisers and agencies in the market and act as a collaborative industry body to align on best practices in media measurement, collaborate on product enhancements and generally serve as the single voice of the client in the market. In the event where Nielsen is the chosen currency provider in the market, we have regular, ongoing contact with the technical committees and boards of these JICs. In addition, Nielsen also collaborates in industry-wide events such as the ASI, hosts of radio and television symposiums across the globe, and EGTA, the association of television and radio sales houses in Europe.

For Nielsen Scarborough, a tool that provides clients with insights on the product consumption habits, demographics, lifestyles and media usage of consumers, we maintain a Nielsen Scarborough Advisory Council to provide us with valuable feedback about how our services can better align with our clients’ needs and priorities. This Council provides a forum for industry leaders to inform Nielsen Scarborough’s senior management about their priorities, key business drivers and important issues, as well as an opportunity to provide feedback about how Nielsen Scarborough’s services can better align with client needs. The Nielsen Scarborough Advisory Council also acts as a sounding board for Nielsen Scarborough to confidentially review and discuss the implications of potential changes in services.

Nielsen also maintains an Advisory Council and Policy Guidelines Committee (PGC) to proactively solicit and incorporate client and industry guidance into the development of our products and services for Nielsen Audio. As part of this commitment, Nielsen also participates on the Committee on Local Radio Audience Measurement (COLRAM), run by the National Association of Broadcasters (NAB).

In conjunction with the Media Rating Council (MRC), Nielsen has also established our MRC Client Engineering committee in order to engage clients on the technical aspects of product development and enhancement.

Nielsen Consumer Neuroscience also works with a Science Advisory Board (SAB) to advise our neuroscience business. This group consists of  highly accomplished neuroscientists from leading institutions from around the world. Nielsen and SAB have structured a mutually-beneficial relationship whereby SAB helps Nielsen ensure that testing our protocol and research and development efforts are held to the most rigorous scientific standards, while Nielsen makes its products and services available to SAB members for use in academic research.

G4-PR5 Client Satisfaction

Historically, Nielsen has run an annual client satisfaction survey for the North America Buy business, while the Watch and global client surveys were on their own varied schedules. In 2015, we took the opportunity to leverage our North America Buy process globally for all Buy clients. By centralizing this effort, we boosted efficiencies by keeping consistency across inputs, questionnaires, timelines and data outputs.

Our survey coverage is comprehensive within the Buy business, covering organizations of all types, sizes and global regions. Survey respondents represent all client functions and levels of their respective organizations. The major themes of the survey cover clients’ overall satisfaction with Nielsen and their perceptions of the value of—and their expectations for—Nielsen’s products and services. The survey also covers the client service experience, clients’ engagement and time spent with Nielsen teams, as well as clients’ level of satisfaction with the specific Nielsen data and products they use. We do not disclose specific results of the survey for competitive reasons.

After fielding the survey for approximately four weeks, we process the survey data to begin the action planning process to appropriately address our clients’ feedback. To do this, we view survey results through a variety of lenses, with global, regional and client-specific viewpoints in mind. Action plans primarily focus on outlined improvement areas based on the survey scores and “verbatims,” or open-ended comments, from our clients. To carry out these action plans, we develop global initiatives alongside region- and client-specific action plans in order to continually evolve our overall go-to-market strategy, as well as to focus on additional areas of opportunity for specific regions and clients.

A key part of this process is the continual review of feedback and action planning with our clients. During this action planning process, we engage with our clients to collaborate on ways that we can put our action plans in motion with their input. This fits within our broader client engagement model and allows our teams to continually review and revise these plans throughout the year based on changing needs, priorities and committed milestones set with our clients.

In addition to the annual client satisfaction survey, Nielsen has a global program that captures ongoing client feedback at the project level.  This program is a key component of the client engagement model, which enables us to align with the client on strategic initiatives that Nielsen can help support. Additionally, this program allows us to measure the value and return on investment that Nielsen delivers for our clients. In 2016, we introduced a new component to the program to better understand and measure client outcomes by introducing additional functionality to our program tool.

Additional Information about The Demand Institute

The Demand Institute is a non-advocacy, nonprofit organization and a division of The Conference Board, which holds 501(c)(3) tax-exempt status in the U.S. The Demand Institute is jointly operated by Nielsen and The Conference Board. Nielsen provides talent, data assets and insights to The Demand Institute, contributing its expertise and unique understanding of consumer markets. While The Demand Institute often focuses on long-term projects to illuminate the evolving nature of global trends, two projects of particular note in 2015 included The Demand Institute’s focus on understanding Chinese consumption, building a robust landscape of Chinese demand through 2025, and the American Communities Program, focused since 2011 on gaining a more holistic understanding of the future of American communities. The Demand Institute founded Project 8 along with the Office of the United Nations Secretary-General and the U.N. Foundation.

Organizations and Affiliations

Please note that this is a representative—but not exhaustive—list of Nielsen’s internal and external organizational teams, collaborations, initiatives and affiliations:

Nielsen Committees, Teams, Programs and Initiatives

Nielsen Board of Directors, Nomination and Corporate Governance Committee, Audit Committee, Compensation Committee, Diversity Council, Talent Acquisition, Talent Engagement and Development, MENAP Integrity Council, Vendor Management, Global Inclusion Councils, External Advisory Councils (AAAC, APAAC, HLAC), U.S. Strategic Community Alliances and Consumer Engagement, Global Citizenship and Sustainability Council (GCSC), Public Development and Sustainability (PD&S), Diversity and Inclusion, Investor Relations, Human Resources, Legal, Public Affairs, Sourcing, Environmental Sustainability, Nielsen Green Team, Consumer Insights, Compliance and Ethics Committee, Security Team, Employee Resource Groups (AAL, ADEPT, HOLA, PRIDE, SABLE, SERV, WIN), People Analytics, Nielsen Cares, Diverse Leadership Network (DLN), Emerging Leaders Program (ELP), Digital Enablement Team, Digital Ad Ratings, Nielsen Global Support Fund, Integrity in Action, Healthy Measures, The Whole You, Get Healthy Reward Program, Nielsen Wellness Ambassadors, myLearning Network, Check-in, Nielsen Global Impact Day (NGID), Hunger Action Month, International Women’s Day.

Local Policy Guidelines Committee, Scientific Advisory Committee, Policy Guidelines Committee, Scarborough Advisory Board, Local Alliance, COLTAM, COLRAM.

Awards/Recognition

Diversity Inc., Human Rights Campaign, Emmy, mlearnCon, MBN USA, Corporate Diversity, WE USA, Diversity MBA magazine, Intellectual Property Owners Association, CEO Magazine, Consumer Goods Technology Magazine, Green Umbrella, Institutional Investor.

Collaborations

Project 8, Nielsen Innovate Incubator, PushSpring, Media Rating Council, A Billion+Change, World Food Programme, Special Olympics, Junior Achievement, Feeding America, Boston College Center for Corporate Citizenship Professional Services Sustainability Roundtable (PSSR), Corporate Volunteers of New York, Impact 2030 Network, Big Brothers Big Sisters, Pinellas Education Foundation, Upper Tampa Bay Education Foundation, Points of Light, Next Generation Tech program, Good World Solutions, Posse Foundation, Emma Bowen Foundation, Global Partnership on Sustainable Development Data, Alliance for Youth, The Demand Institute, Enactus.org.

Industry Trade Associations

Consumer Healthcare Products Association (CHPA), Food Marketing Institute (FMI), Global Market Development Center (GMDC), Grocery Manufacturers Association (GMA), National Association of Convenience Stores (NACS), National Association of Chain Drug Stores (NACDS), National Grocers Association (NGA), Network of Executive Women (NEW), Consumer Goods Forum, Advertising Research Foundation (ARF), ESOMAR, Interactive Advertising Bureau (IAB), Cable & Telecommunications Association for Marketing (CTAM), Video Advertising Bureau (VAB), Digital Content Next (DCN), International Radio and Television Society Foundation (IRTS), National Association of Broadcasters (NAB), PromaxBDA, Marketing and Accountability Standards Board (MASB).

Research Reports

Diverse Intelligence Series and The Sustainability Imperative. For more Nielsen research and reports, go to Nielsen News Center and Nielsen Insights.

Standards/Frameworks

MRC, ISO27001, EU Privacy Acts, HIPAA, COBIT5, Federal Data Protection Acts, Information Systems Audit and Control Association, GRI, UN Sustainable Development Goals, e-Stewards, National Institute of Standards and Technology, Corporate Executive Board.

Diversity-Related Organizations

National Minority Development Council, Women’s Business Enterprise National Council, National Gay & Lesbian Chamber of Commerce, U.S. Business Leadership Program, Rainbow PUSH Coalition, Asian American Federation, National Council of La Raza, National Association of Black Owned Broadcasters.

Reporting and Benchmarking Resources

Dow Jones Sustainability Index (DJSI), GRI, EcoVadis, Working Mother, True Impact, Nielsen Voice.

2015 Environmental Data Verification Statement

Data for Scope 1 and Scope 2 emissions along with electricity consumption have been verified by an external provider; view the verification statement here.

About Nielsen

Nielsen N.V. (NYSE: NLSN) is a global performance management company that provides a comprehensive understanding of what consumers Watch and Buy. Nielsen’s Watch segment provides media and advertising clients with Total Audience measurement services across all devices where content — video, audio and text — is consumed. The Buy segment offers consumer packaged goods manufacturers and retailers the industry’s only global view of retail performance measurement. By integrating information from its Watch and Buy segments and other data sources, Nielsen provides its clients with both world-class measurement as well as analytics that help improve performance. Nielsen, an S&P 500 company, has operations in over 100 countries that cover more than 90 percent of the world’s population.

For more information, visit www.nielsen.com.

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