Investors

in People

Allianz UK as Pilot

Client for IIP 6

Philip Gennoy, HR Director

23 October 2015

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Agenda

1. Who we are and what we do

2. Allianz UK

3. Our People Differential

4. Thoughts about High Performance

5. How we approached IIP 6

6. Our IIP Assessment

7. Insights from IIP 6

No.1 insurance brand worldwide.

85m customers globally.

Top 5 life / health insurer.

147,000 employees worldwide.

2nd largest Asset Manager.

Total revenues €122bn in 2014.

31st largest company in the world by revenue.

70 countries.

1. Who we are and what we do

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3. Our People Differential

Employees are central to our performance

Set out to be an Employer of Choice

Consistently benchmarking against leading employers

Constant measurement / IIP since 1990s

Strong HR focus and alignment to business

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4. Thoughts about High Performance

Allianz consciously embarked on a high

performance journey in 2009

Research into characteristics of high performing organisations

Self and external evaluation of our status quo against these

and action plan

Pro-active learning from other organisations which were high

performing in their area, involvement of Board members and

managers

Aligning our competency framework with characteristics of

high performance attributes

Revising our performance management to encompass

business and behavioural targets in a transparent way

Our behaviours

1. External Outlook

2. Focus on Winning

3. Collaborate

4. Build Skills and Talent

5. Decide and Do

6. Act like Business

Owners

7. Deliver with Passion

and Energy

8. Improve and Innovate

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5. How we approached IIP 6

We researched the new IIP framework and liked the maturity model

It looks past the policies to see whether they are embedded in the organisation

The online survey enhances the sample considerably beyond what is achievable

through 1:1 interviews

The reports and findings include an evaluation against the maturity model

IIP complements our annual Allianz Engagement Survey to arrive at an independent,

external view

We chose March/April to run IIP to keep clear of our survey in September

A communication campaign announced the IIP 6 review

Our sample included

• 107 Leaders and employees interviewed across 5 office locations (Guildford, Liphook, 3 x Bristol)

• 960 responses from online survey across the same office locations

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6. Our IIP Assessment

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7. Insights from IIP 6

A detailed planning and de-briefing conversation with our lead assessor helped to get

valuable insights from the reaccreditation process

The findings endorsed by the external IIP authority and reputation provides additional

focus to discuss key topics with business leaders on different levels

IIP recommendations stimulate our internal discussion to develop and action plan

High level findings included:

1. That our new values (2014) still need to embed further in the organisation

2. There are pockets of leadership excellence but this is not demonstrated

consistently in all parts surveyed

3. We could do more to structure work and role around the existing talent we have

4. Not all managers feel confident yet in applying our new Performance Management

tools and processes

5. We can do more to develop a culture which is more open to ‘challenge’

6. Our feedback culture to managers could be strengthened