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OPERATING AND FINANCIAL REVIEW / THE COMPANY / DELIVERING VALUE /
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MARK FARROW HUMAN RESOURCES DIRECTOR
“We have made excellent progress
towards our goal of becoming
‘the place to work’ in the industry.”
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To find out about Amlin in the community, please click here
A pre-requisite to the achievement of superior
performance is an excellent skill-base,
especially in an industry where experience
and high levels of technical expertise matter.
For this reason a key component of Amlin’s
Vision and strategy over the past four years
has been to become the “place to work” in
the London insurance market.
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| EMPLOYEE OPINION SURVEY |
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In 2004, Amlin asked MORI to carry out an
Employee Opinion Survey to measure the extent
to which the Company was meeting this
objective. The survey, conducted in May 2004,
measured seven main areas; Amlin as an
employer, Amlin as a business, working
relationships, leadership, communication,
change and personal development.
74% of employees participated in the survey, a
high proportion in MORI’s experience for a first
survey. On most scores Amlin ranked very well
against MORI’s benchmark for companies in
the financial services sector and on a number
of scores was among their top ten companies
surveyed. 86% of respondents indicated that
they would recommend Amlin as a place to
work to a friend, and 76% were either very
satisfied or satisfied with Amlin as an employer,
compared with a 62% benchmark
for the financial services sector generally.
Amlin rates highly in comparison with MORI's benchmarks in both the financial services sector and in relation to the top 10 UK companies surveyed on each question.
Click here to see how Amlin compared with MORI's financial norms and top 10
Nonetheless, the primary purpose of conducting
the survey was to highlight areas where Amlin can
further improve its credentials as “the place to
work”. Therefore in 2005 Amlin will be working
on areas such as; developing a more open culture,
improving communication across the Group,
sharing best practice and increasing co-operation
between business areas, and taking steps to
encourage employees to achieve a better work-life
balance. We intend to use the 2004 survey as a
benchmark and repeat the survey in 2006.
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