This document summarizes Allianz UK's experience going through Investors in People (IIP) accreditation. It provides an overview of Allianz as a global insurance company, discusses their focus on high performance and people development, and outlines their approach to and insights from the IIP 6 assessment process. Key findings from IIP included that Allianz's new values still need more embedding, leadership excellence is inconsistent, talent utilization could be improved, managers vary in confidence with performance tools, and cultures of challenge and feedback could be strengthened.

1. Investors
in People
Allianz UK as Pilot
Client for IIP 6
Philip Gennoy, HR Director
23 October 2015

2. 2
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

3. 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

4. 5
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

5. 6
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