• Bit of background about Admiral

• Our culture & our four pillars

• Some of the challenges we face

• The results

What will I be talking about?

Who are Admiral?

3.64 million vehicles insured

5,100 Staff

Where are we?

“People who like what they do, do it better”

Our Culture

Fun

Customer service

Fun at work

Equality

• Open door policy• No ‘executive’ benefits, such as extra holiday, dining rooms, company cars

• Same chairs and desks• Car park waiting list for everyone

Equality

• Our CEO welcomes all new starters

• Inverted pyramid structure

• ‘Back to the floor’ programme

Reward and Recognition

• No dress code• Long service awards – 5, 10, 15, 20 years

• Star lunches every quarter

• Top 10 Departments• Annual Manager’s Awards

Reward and Recognition

• WOW Factor• Initiative King & Queen• Last, but by no means least: saying  thank you for a job well done

Reward and Recognition

Company wide award ceremonies

Reward and Recognition

Short term incentive plans:

Monetary incentives in most departments

Drive performanceMajority of our incentive programmes are quality driven, not unit driven

Competitions for the best quality

Reward and Recognition

Long term incentive plans:Designed for long term focus and performance:

All Employee Share Incentive Plan (SIP)

Attendance recognition plans (12 months)

Quarterly incentivesSix monthly incentives

Reward and Recognition

2 yearly company party

Communication

Communication is vitally important – multi‐directional feedback with ownership

Drives employee engagement

Drives changeImproves the business

Communication Channels• Intranet• Face to Face Company Updates

• Friendly Forums• Online Chats• Business Exchange• Column• Staff surveys• Tea with...

• Direct email• Open door policy• Email• Team meetings• Staff General Meeting (SGM)

• Admiral TV• Senior Managers running training sessions

Communication

Monthly Staff Surveys• Do you get enough information from your manager to do your 

job?• Do you feel well informed about what Admiral Group is doing 

as a business?• If you had a problem, would you feel comfortable bringing it 

up with your manager?• What silly rules or bureaucracy have you come across in 

Admiral?• Is there anything the Company does as a business you find 

hard to justify?• Would you agree your department treats its customers fairly?

Communication

• Customer service is the most important thing we do

• Engaging new hires –particularly in the call centres

• Change is the only constant

• We are all busy (that’s why formal communication is important!)

• Recognising the individual – MOF

• Flexibility is vital

Challenges

• Customer service is the most important thing we do

• Engaged employees• Change is embraced by our employees

• Flexibility is a given

• We are all busy (that’s why formal communication is important!)

• Recognising the individual

The results

Annual Staff Survey• I am proud to be associated with the Admiral Group – 96%• My immediate manager shows enough interest in my development 

– 89%• I feel I am treated with respect and my opinions are considered by 

my manager – 94%• Taking everything into account, I am happy at Admiral Group – 91%• I feel valued by my colleagues – 92%• I think people are willing to go the extra mile to get the job done 

across Admiral Group – 89%• I think I make a valuable contribution to the Group’s success – 88% • In my opinion, the Admiral Group is truly customer focused – 90%

Communication

Our Awards

These awards are important to us as they come from a survey of the people that work here

Currently placed 11thCurrently placed 2nd

Highly engaged employees mean better business performance: there’s no doubt

Case Study – Department Restructure

How could we improve initial claims experience?• Identified that it would be easier if customers could speak to a 

specialist sooner• Disbanding of one department – affecting c200 people• Moving of these employees into more specialist teams• Moves took place between March and September• 200 team members trained to upskill and change role• All staff communicated to by Heads of Department• Feedback from team members generally positive once over the 

surprise• No attrition because of this change

Case Study - Homeworking

Could we improve employee engagement and therefore service by enabling home working? Could it improve our DR capabilities?

Home working is a departure for us.  Our culture is very much built on teams and camaraderie.  Important to get things right.

Key metrics of homeworking:ProductivityQualityEmployee retentionAbsence rates

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Are there any questions?