DRIVING GROWTH THROUGH LEADERSHIP Justin Dunn AGENDA Who

DRIVING GROWTH THROUGH LEADERSHIP Justin Dunn

AGENDA • Who are we? • Leadership development @ RSA • What’s missing? • Key challenges

RSA: OUR CORPORATE DNA Est. 1710: a 300 year heritage FTSE-100 General Insurer Strong position in attractive markets Over 20, 000 employees in 34 countries UK’s first carbon-neutral insurer Member of FTSE 4 Good Index A stable and well run business 3 Premiums in excess of £ 6. 7 bn and £ 4 bn market cap

SHIFTING TO A GROWTH CULTURE GES GROUP RESULTS 4 PMIS RESULTS Q 1 - Knowing what’s expected 4. 49 B 4 - My 1: 1 s have helped me to build on my strengths 73% Q 12 - Opportunities to learn and grow 4. 23 Q 6 - Someone has talked to me about my development 71% 4. 14 D 2 - My leader and I discuss progress on my development plan at least twice a year D 4 - My development plan helps me to develop for future roles 52%

CULTURE SURVEY 2003 Culture 2003 • Encouraging teamwork • Achieving budgeted objectives • Delivering reliably on commitments to • Dependence on hierarchy • Rewarding superior performance • Supporting the decision’s of one’s boss • Attracting top talent • Treating employees fairly and consistently • Continuously improving operations customers • Supporting top management decisions • Tolerating well-meaning mistakes and not learning • Being loyal and attendant to the company • Maintaining existing customer accounts PATERNALISTIC 5 Target Culture customers • Being flexible and adaptive in thinking and approach • Maintaining a high sense of urgency • Demonstrating understanding of the customer’s point of view • Maintaining clear lines of authority and accountability PERFORMANCE

LEADERSHIP CURRICULUM Executive Leadership Transition Programme EDP Senior Management Transition Programme LDP Great Leadership 2 Fast Track Programme Great Leadership 1 Graduate Development Programme Internships with Business Schools and Universities Induction (General, Graduate, Fast Track, Senior Leadership)

WHAT IS EDP? • Targets the successors to our Top 100 • Delegates selected via a development centre • Exposure to the Group Exec • Big projects! • Great networking • Emotional Intelligence coaching • Runs annually • Now in our 6 th year • Amazing success stories

WHAT IS LDP? • Winner of the UK CIPD Organisational learning award 2010! • Regionally- delivered (up to 6 programmes delivered annually) • Seeks to develop delegates to a senior business/Regional CEO role • Excellent networking opportunities (including move to more mixed programmes) • Emotional Intelligence coaching Project success stories • 86% retention rates amongst delegates • High engagement scores for delegates and teams

WHAT IS GREAT LEADERSHIP 1? • Provides a ‘jump start’ for new leaders • Focuses on the transition into leadership and the difference between managers and leaders • Core skills gaps covered include coaching, leading, stakeholder management etc • Emotional Intelligence coaching • Internally-led by supplier-accredited facilitators • Delivered in local language across the business • Over 1000 leaders attended since Jan 2008

WHAT IS GREAT LEADERSHIP 2? • Aimed at seasoned or senior leaders who lead large teams • We use ECI and a number of other diagnostics uses • Acknowledges the need for a number of leadership styles • Opportunities to role-play your most challenging situations with an actor! • Delivered locally by external partners • Over 330 delegates attended

LEARNING & DEVELOPMENT SUCCESSES - LDP NUMBERS 173 leaders through LDP different countries 86% £ 975 k retention of delegates 11 23 cost saving vs. externals 65 total no. of moves & promotions Increased engagement scores 37% percentage of upwards moves 100% delegates in succession plans

HOW DO WE KEEP OUR PROGRAMMES RELEVANT? Regular evaluation Virtual development centres Roll-out some content across the organisation Aligning to our capability framework 12 Use IT to create communities Deliver using a blended approach Sharing outcomes between regions More mixed programmes

CULTURE CHANGE- WHAT’S OUR NEXT CHALLENGE?

CULTURE SURVEY 2003 Culture 2003 • Encouraging teamwork • Achieving budgeted objectives • Delivering reliably on commitments to • Dependence on hierarchy • Rewarding superior performance • Supporting the decision’s of one’s boss • Attracting top talent • Treating employees fairly and consistently • Continuously improving operations customers • Supporting top management decisions • Tolerating well-meaning mistakes and not learning • Being loyal and attendant to the company • Maintaining existing customer accounts PATERNALISTIC 14 Target Culture customers • Being flexible and adaptive in thinking and approach • Maintaining a high sense of urgency • Demonstrating understanding of the customer’s point of view • Maintaining clear lines of authority and accountability PERFORMANCE

THE CHALLENGES • Where are we going? • What leadership qualities to we need to get us there? • Coaching and mentoring • Delighting customers • Being creative 15

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