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OPERATING AND FINANCIAL REVIEW / THE COMPANY / DELIVERING VALUE /

PEOPLE

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EMPLOYEE CONSULATION FORUM
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Another new initiative for 2004 was the launch of an employee forum, chaired by the Chief Executive, which meets on a quarterly basis to examine a wide range of issues from across the business. 14 employee representatives were elected by their peers to serve for two years on the forum. Questions raised are debated with a panel comprising the HR Director, Operations Director, and other senior management as required.

The Forum has made an encouraging start, yielding a number of useful recommendations which have been implemented in business, operational and HR areas. The representatives also served as a focus group for several internal projects in 2004.

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CULTURE AND VALUES
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Work began in 2004 on identifying a set of core values and behaviours which employees would like to exist within Amlin, using a series of workshops and focus groups involving employees from all locations and business areas. Further workshops will be held during 2005 with a view to deciding on and communicating a set of values across the Group. This is intended to help further strengthen Amlin’s internal and external relationships, to improve Amlin’s working environment and to provide additional impetus to Amlin’s delivery of core objectives.

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TRAINING AND DEVELOPMENT
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Amlin Academy, now in its fourth year, provides training and development courses for our employees and selected open courses for others. Courses offered include business technical (in the UK and US), information technology, management development, personal development and professional qualifications.

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In 2004 the emphasis continued on training and development of technical business skills and management development. We are presently assessing the skills required to deliver Amlin’s new Vision and consequential enhancements which may need to be made to our training and development programmes.

In recognition of the importance of professional standards and qualifications, Amlin has extended its sponsorship of the Chartered Insurance Institute’s examinations to prizes for both underwriting and claims management.

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RETENTION
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Retention among our senior underwriters, where continuity is considered most important, was again high, the only leavers being two retirements in our UK commercial division.

EMPLOYEE TURNOVER

  No. at
1.1.04
Joiners Redundancies Leavers Retirements No. at
31.12.04
2004
turnover
ratio *
2003
turnover
ratio *

Senior underwriters 46 0 0 0 2 44 0.0% 0.0%

Other underwriters 44 3 0 4 0 43 9.0% 11.4%

Claims 144 10 10 12 2 130 8.3% 14.1%

Other 372 83 9 81 2 363 21.8% 14.1%

Total 606 96 19 97 6 580 16.0% 11.5%

* excluding retirements and redundancies

In other areas turnover was higher, in part resulting from reorganisation of the finance function and a planned reduction of claims personnel in the UK Commercial division, which has a much larger claims team than our London market operations. Both resulted in some redundancies. Also, 27 leavers were on fixed term contracts which expired. Amlin’s senior underwriters have an average 22 years’ experience in the insurance industry and an average of 11 years with Amlin.

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AMLIN INFLUENCE
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Amlin’s size in Lloyd’s provides an opportunity for it to influence positive change in the market. Its senior employees hold positions in key groups and contribute to raising standards, improving processes and the general governance of Lloyd’s and its market.

  Lloyd’s or Lloyd’s Market Association
(“LMA”) role

Simon Beale LMA Marine Committee

Brian Carpenter Lloyd’s Motor Underwriters Association

Rod Dampier LMA Board
LMA Aviation Committee

David Harris LMA Market Processes Committee

Richard Hextall Lloyd’s Investment Committee
LMA Finance Committee (Chairman)

Tony Holt Lloyd’s Underwriting Advisory Committee

James Illingworth LMA Risk Committee

Julie Northfield LMA Professional Standards Committee

Charles Philipps Council of Lloyd’s
Compliance Committee of Lloyd’s Council
LMA Board

Ian Shackell LMA Regulatory Committee


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