QBE European Operations plc

More documents

Recommendations

Info

QBE European Operations plc Annual report 2011 24 Our people “ QBE EO is dedicated to employing the best people in all disciplines and to being known as an employer of choice.” Mohinder Kang Chief Human Resources Officer QBE European Operations Working at QBE EO QBE EO is a high-performing business, which uses some of the world’s leading technologies and best practices. QBE EO offers a professional results-driven environment in which people are proud to work. Our success is supported by a close partnership between the business and HR, where strategy is aligned. One of our strategic priorities is to ensure the commitment of our employees. Working with high-performing people, who comply with our Essential Behaviours, delivers a better experience for them, as well as for our brokers and clients. During 2011, we used the feedback from our employee engagement survey to generate ideas and create plans to make changes throughout the business. These included the launch of the QBE Foundation and a clearer focus on diversity. Remuneration QBE EO continues to review and redesign its remuneration package to attract, motivate and retain high-performing people while, at the same time, maintaining its focus on the Group’s interests. Increasing regulation on remuneration in the financial sector is instrumental in any changes we make. For example, HR worked with the risk teams throughout 2011 to carry out reviews and gap analyses to ensure that we comply with Solvency II and also investigated the FSA Code to ensure that we are in a position to understand and comply with it, if it is extended to cover insurance companies. We also made progress in broadening our online Flexible Benefits Scheme; following employee feedback we added a number of extra voluntary benefits. Performance management Performance management continues to be an important element in achieving our strategic vision. In 2011, we focused on improving and embedding the process and, as in 2010, we carried out a peer review, which focused on increasing the quality of performance review discussions. We also undertook a quality review audit – which included interviewing a number of people managers – to achieve an in-depth insight into ways of making improvements. We continue to emphasise the recognition and rewarding of individual performance through this process. QBE EO’s people strategy It is QBE EO’s strategy to employ the best people in all disciplines. We maintain our focus on three key people strategies: • to develop excellent transactional processes in core HR services; • to develop and implement peoplefocused solutions with the aim of improving our employees’ capabilities and, thereby, to increase shareholder value; and • to ensure that QBE EO is recognised as an employer of choice by existing and potential employees, the market and its business partners. 2011 key metrics £1.8m Training spend 2,722 Average number of employees during 2011 8.6% Employee turnover
QBE European Operations plc Annual report 2011 25 Our values O Open thinking P E N U P Q B Personal impact Entrusting Networking Utmost integrity Planning perspective Quality customer focus Business acumen Motivating our people Driving decisions Optimising outcomes Delivering superior returns to shareholders Our values, which underpin the unique QBE culture, are demonstrated through QBE’s nine Essential Behaviours, known by the acronym OPENUPQBE. These behaviours and attitudes, as applied by QBE people on a day-to-day basis, are the common threads binding together the diversity of our worldwide organisation. E Entrepreneurship Business operations Employee learning and development QBE EO supports its strong learning and development culture through management and leadership development programmes, support for professional qualifications and personal and technical development. In 2011, we focused on developing our talented leading underwriters by helping with succession plans. The Big Difference awards In 2011 we repeated the Big Difference awards – an important employee engagement initiative which gives recognition to our employees – at our annual Christmas party. Employees were asked to nominate colleagues who have delivered something exceptional to improve brokers’, clients’ or employees’ experience of QBE. Awards were also presented to employees who made a significant contribution to charity. As a result of feedback from our employee surveys, which highlighted engagement and diversity, in 2012 we will be launching workshops for managers to support these initiatives. They are based on the QBE Essential Behaviours, which form the basis of business performance and leadership standards and define the values which embody the QBE culture. These behaviours create a common language throughout the organisation and, through that, provide consistency in its activities. Over the past 25 years, the Group has achieved one of its core strategies – to diversify its product and geography – primarily by making more than 130 acquisitions. The strength of the QBE culture has provided a platform for the successful integration of diverse teams from these acquisitions. Doug Jenkins Senior Client Risk Manager, Motor and Big Difference Award Winner “After ten years in a police force environment and 20 years running a successful business, I was surprised to find a company the size of QBE whose values aligned with my own. I am grateful to work in a culture that gives me the freedom to use my initiative, pursue my ambitions and use my strengths.” Doug is one of our finest brand ambassadors. He appreciates the importance of reputation for an organisation like ours. By helping to demonstrate QBE EO’s risk management expertise and by sharing the risk management services unit’s marketleading work, he has made a positive impact on the external perception of the brand. Doug has made a big difference to the way brokers and clients view QBE EO. Heena Patel Operations Team Leader, Property, Casualty and Motor and Big Difference Award Winner “QBE has provided me with many opportunities to give something back to the community. It’s great to work for a company that encourages its employees to get involved and make a real difference to local, national and international causes.” Heena did a huge amount of work to support QBE EO’s charity programme in 2011. Not only did she help manage the reading and maths partners scheme at Canon Barnett School, in east London, she also organised our participation in the JP Morgan challenge – and if it were not for Heena, QBE EO wouldn’t have formed a partnership with the Rainbow Trust in 2011. She has championed the Trust’s cause from the very beginning and was instrumental in achieving a record fundraising amount for an annual charity partner.
Page 1 and 2: QBE European Operations plc Annual
Page 25: QBE European Operations plc Annual
Page 77 and 78:
QBE European Operations plc Annual
Page 79 and 80:
Page 81 and 82:
Page 83 and 84:
Page 85 and 86:
Page 87 and 88:
show all

QBE European Operations plc

You also want an ePaper? Increase the reach of your titles

Delete template?

Save as template?