Review

Mark Farrow Human Resources Director

• Core values communicated and embedded across the Group.
• Group and local actions identified in response to 2006 MORI employee survey and implementation commenced.
• Leadership programme delivered to identify and develop current and future leaders.

• Staff turnover below 15% for sixth consecutive year
• Senior underwriter turnover at 8.3%: higher than previous five years but within target
• An average 22 years’ industry experience per senior underwriters.
• Training expenditure represents 2.1% of salary costs

Amlin’s success is driven by our ability to attract, develop, motivate and retain talented staff. We strongly believe that our intellectual property and competitive advantage resides in our employees and that there is a strong correlation between effective people practices and delivery of shareholder value.

Our ambition is to be “the place to work”. In managing our human capital, our objective is to create a strong alignment between the Group’s vision and goals, and employee interests. We aim to sustain and where necessary raise the performance of the business by developing staff to their full potential, by motivating staff appropriately and by planning ahead so that we are capable of properly addressing succession issues.

Our key objectives remain:

• Creation of a working environment where employees are well motivated and have a strong belief in the Group, its strategy and its core values.
• The development of loyalty between the Group and employees.
• Continual improvement in:
• • the effective management of people;
  • the skills and competency of staff at all levels and across all disciplines; and
  • the retention and growth of key skills which are critical to the business.
• Well constructed and fair reward systems which incentivise superior performance and align employee and shareholder interests.
• The development and use of first class employment practices throughout the Group.

© Copyright Amlin 2007