Training and development
Amlin Academy, now in its fifth year, provides training and development courses for Group employees and selected open programmes for others.

Amlin Academy training days provided

The Academy's objective is to provide a core curriculum of training, while encouraging professional and personal development at every level throughout the organisation.



The Academy supports regulatory and compliance requirements and also provides a broad range of initiatives including technical training, management training and personal development, to help staff realise their full potential.

During 2005 we designed and started delivering technical training to our underwriters to assist in our drive for "contract certainty" as required by FSA for all insurers. We also carried out a detailed review of the skill and competency needs of our claims teams so that future training and development is directed at supporting our capability to deliver the high standards which we have set for our claims adjusting and settlement in line with our strategy of delivering first class client service standards.

We place great emphasis on management development within Amlin and offer a selection of programmes to help enhance self-awareness, develop leadership and change management skills and to create a common language across our management population. A variety of globally-recognised training providers, business schools and universities are used for this purpose. As well as continuing with the management development programme at Roffey Park, 2005 saw the launch of personal and management development programmes designed specifically for Amlin by specialist training partners such as The Coverdale Organisation and BlessingWhite.

A key initiative in 2005 was the inaugural Oxford Amlin Leadership Programme, a five-day residential course developed in conjunction with Templeton College, Oxford. The aim was to structure a world class course around current thinking in risk management, the business environment and contemporary management. What made the programme so unique was the mix of delegates, not only from Amlin and the Lloyd's market, but also from one of our major US shareholders, State Farm Insurance. The opportunity to work together and understand very different business models has emerged as one of the most beneficial outputs from the event.

We have developed a range of on-line training packages for our employees covering subjects such as competition legislation, money laundering legislation and health and safety management.

Our Group Legal team identified the need for Amlin professionals to be trained in the complex area of EU Competition Law. Accordingly they developed an on-line training package which was implemented across the Group during 2005. The Lloyd's Market Association has offered to purchase a version of our package to make it available to others in the Lloyd's market, allowing Amlin to substantially recover the costs of development.

Communication
The MORI employee survey conducted in 2004 highlighted a number of areas for improving internal communication across the Group, so as to increase awareness of major initiatives and involvement and commitment to the Group's strategy. During 2005, the Group redesigned the Matrix, its internal communications website, with increased prominence given to company news and key developments and a new section linking plans and actions to our Vision. Additionally, the Chief Executive attended all of the employee induction seminars to outline the Company's vision and strategy, and employee briefings were again held after the preliminary and half year results statements. The Employee Consultation Forum, which was established in 2004, met three times in 2005.



For the first time, the Company has this year published its 2006 business plan on the intranet, highlighting those matters which management considers are important for the performance and development of the Group in the current year.

Diversity and flexibility
Amlin is proud to be an equal opportunity employer and we ensure that the recruitment, promotion and development of staff are based solely on their suitability for a specific role. In 2005, and in preparation for new EC employment legislation, we expanded our statistical reporting to include disability and ethnicity.

We believe that a good work/life balance for our employees helps their performance. Around 3% of employees regularly work from home and a further 4% have flexible working arrangements. Additionally, 36% of employees can work remotely as necessary. In 2005, we introduced sabbatical arrangements for employees with at least ten years' service and ten employees took up this option. From April 2006, we are extending the normal retirement age from 60 to 65 years in anticipation of UK employment legislation and in order to offer Amlin employees the option of continuing their employment with the group.

In March 2005, Amlin Insurance Services, our UK commercial business was awarded the Investors in People Standard for the third time. This achievement was not only a business plan objective, but an important measure of the continual improvement in standards which is resulting in Amlin becoming the "Place to Work" in our market.