FA HR DAGEN 3. OKTOBER 2012. RSA AROUND THE WORLD •2•2 The 3rd largest insurer in Denmark and Sweden with a growing business in Norway 3rd largest general.

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1 FA HR DAGEN 3. OKTOBER 2012

2 RSA AROUND THE WORLD •2•2 The 3rd largest insurer in Denmark and Sweden with a growing business in Norway 3rd largest general insurer overall, up from number 10 in 2005 Largest Commercial lines insurer in the UK Number 1 general insurer in Chile & Leading Marine insurer in Brazil

3 THE RSA WAY OF PERFORMANCE MANAGEMENT

4 •4•4 PERFORMANCE MANAGEMENT IN RSA: HOW IT WORKS What am I here for? How am I doing? How can I do better? Does anyone care? Clear Expectations Personal Development Coaching; Support Clear guidance Regular and Honest feedback 121s Recognition; Reward Career Development

5 WHY MEASURE PERFORMANCE •5•5 s M A R T MY PERFORMANCE It’s everyone’s responsibility to contribute to performance of business BUSINESS GOALS

6 GOALS

7 SMART GOAL DEFINITION pecific – Business goals should clearly define what outcomes should be achieved. easurable – There should be some concrete measurement possible to prove business goals have been reached. ligned/Agreed – An employee’s goals should be agreed with their manager to ensure that they align to overall team and business goals/ strategy. ealistic – Business goals should fall within the individual’s current role and development needs. imed – Target dates should be set for the achievement of results.

8 BELIEFS

9 •9•9 THE HOW: RSA BRAND BELIEFS DOING THE RIGHT THING At bruge sund fornuft, når du beskæftiger dig med mennesker, at vinde deres tillid ved at behandle dem, som de ønsker at blive behandlet. BRIGHT IDEAS Ved løbende at kombinere vores tekniske ekspertise med en indgående forståelse af kundernes behov skaber vi løsninger, som folk virkelig sætter pris på. POSITIVE PEOPLE At skabe et miljø, hvor alle ønsker at gøre deres bedste. GETTING THE JOB DONE At holde vores løfter og skære unødvendige processer væk for at gøre tingene simplere. BRILLIANT SERVICE At yde fremragende service, der giver andre anledning til at anbefale os.“Det drejer sig ofte om at gøre de små ting, det daglige arbejde, rigtigt godt.”

10 • 10 YOUR GUIDE TO COMPLETING THE PERFORMANCE JOURNAL EFFECTIVELY My Performance Journal •My Goals •My Beliefs •My Development •My Review •My Career

11 • 1111 COUNTRY/REGION NAME - LCP PERFORMANCE Outstanding Superior Good Below Expectations LateralPotentialHigh Potential POTENTIAL

12 • 12 COUNTRY/REGION NAME - TALENT POOL Name Role Level Devpt programme Date appt’d into role Perf / Potl rating At risk y/n Next move/ timingMobilityAction (to develop & retain) New in role Fulfilling role Ready for next job move

13 COUNTRY/REGION NAME - SUCCESSION PLAN – YEAR • 13 NOW 1-2 YEARS 2-5 YEARS EMERGENCY

14 Bonus Culture in Codan Reward for performance - Effective execution of our reward strategy relies on robust performance management High rewards for high performance - Lower rewards for average performance No bonus payout for Below Expected performance We want to recognise and reward individual performance and encourage the achievement of stretching business, financial and other objectives aligned to our Brand beliefs and our Think! Customer Strategy We believe that it is motivating to be rewarded based on the performance within one’s ”home turf” We will still support the fact that we work as one organisation in Scandinavia, yet, account for the fact that we are 3 countries • 14

15 15 The three C’s C lear: C onsistent: C onnected: : Enkle designs fungerer bedst, engagerende og klar kommunikation, gennemsigtige principper og processer Repeterbare metoder og budskaber. Gøre kommunikationen personlig - "Hvad betyder det for mig”. Knyt belønning til Strategi & Forretningsudvikling.

16 16 generations X and Y globalisation new technologies regulation & legislation mobility of talent changing work patterns individualisation growing wealth & power : Asia & India economic change climate change increased life expectancy population expansion scarce resources workplace diversity What will the future hold?

17 • 17 AND JUST TO REMIND US - WHY DOES IT MATTER? From this......to this Compared to the bottom quartile, organisations who are in the top quartile for engagement have: 27% less absenteeism 51% less staff turnover 62% fewer safety incidents 51% less shrinkage 12% better customer satisfaction 18% more productivity and are 12% more profitable “If you have people who are actively disengaged, you would cause less damage to your business if you paid them to stay at home”

18 SPØRGSMÅL?? • 18