Talent and capability.


It’s important that we have the right people within our organisation to run the business successfully in the future.

Talented people

In 2012 we started carrying out a formal talent review at divisional and business level. We continued this in 2011. The purpose of the review is getting to know who our best people are and to give them the support to manage their careers more effectively.

Moving forward, we’ll be:

  • taking a particular interest in business leadership capability
  • identifying high-potential female employees to increase the number of women in our Leadership Group and leadership pipeline
  • identifying people who have customer and marketing abilities
  • being more proactive in terms of career management. For example, we’ll look to offer high-potential female employees alternative roles and support to help them broaden their scope
  • implementing a talent management system


Budget Invested in training and development

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2007

2008

2009

2010

2011

2010
versus
2011

Percentage of UK staff who agree they are confident they are really learning and developing at work

48%

51%

52%

56%

71%

+27%

Total UK investment in people development (£m)

10.1

9.1

3.3

2.1

4.1

+193%

In 2011 we implemented a Leadership Academy, which includes:

  • a bespoke induction for new leaders
  • Every Day Leadership, which focus on the behaviours for Every Day Matters
  • Leadership in Action, which focuses on increasing application of learning in the workplace.

It also includes Strategic Leadership, which is aimed at more senior managers in our business.

We’ve completed our talent reviews at business unit level and cross-functional level. We’re currently working with suppliers to deliver a further leader programme for our high-potential middle managers in 2012.

We’ll also be launching Every Day Learning, an external portal with tools available to help people manage their careers and become more self-sufficient.

Roadshows are starting at all our main sites in the UK to raise awareness about the training our outsourced training provider can deliver.

PROVIDING A SAFE WORKING ENVIRONMENT

We’re a predominately office-based business and no one has died as a result of our operations.

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2007

2008

2009

2010

2011

*

As defined by RIDDOR Regulations 1995.

**

Reportable incident rate per 100,000 employees.

UK employees

8,827

8,614

7,729

7,101

7,323

UK reportable accidents*

11

10

5

5

5

UK incident rate**

125

116

78

70

68

UK fatal accidents

Nil

Nil

Nil

Nil

Nil

UK prosecutions

Nil

Nil

Nil

Nil

Nil

UK dangerous occurrences*

Nil

Nil

1

Nil

Nil

UK reportable diseases*

Nil

Nil

Nil

Nil

Nil

UK Prohibition notices

Nil

Nil

Nil

Nil

Nil

UK other enforcement notices

Nil

Nil

Nil

Nil

Nil

Legal & General UK has a robust auditing programme at all our office locations.

  • Our externally-verified OHSAS 18001:2007 safety management system was audited and re-certified for its scope at Legal & General’s Kingswood and Cardiff locations.
  • Legal & General Netherlands has an OHSMS in place, which gives training to staff with specific OHSMS responsibilities. The committee also focuses on well-being, monitors absenteeism and its underlying causes and sets targets to reduce the absence rate.
  • Legal & General America moved to its new facility in Maryland to compliment its facilities in New York. Both locations have s security and safety procedures in place. Our Corporate Services group issues and monitors our building access practices and updates our policy on a continual basis. This policy is distributed to all employees and is available on our intranet.
  • Legal & General France has a CHSCT committee to discuss and control safety issues for employees.

All of these committees will be providing oversight of their activities to the Group Health and Safety Committee in 2012.

UK WELL-BEING AGENDA

As an office-based business, we face psychological, rather than physical reasons for absenteeism.

As we offer Group Protection products and services to other employers. It’s important we use that expertise with our own employees in a consistent way.

We have seen major reductions in both sickness and staff turnover in the UK. Business. turnover is at a five-year low.

We believe this is partly because of the economic slowdown and employees looking for stable and secure employment. We also believe we’ve enhanced employees’ benefits to include some non-financial elements to improve our employee’s well-being.

We piloted a well-being programme in partnership with an occupational health provider in the locations with the highest record of stress which are Cardiff and Hove. These locations have a high percentage of customer service employees. The objectives were to develop proactive and preventative initiatives to drive down absenteeism and presenteeism and the costs associated with them, with the aim of creating a healthier workforce.

The pilot has delivered:

  • access to online support to help manage stress
  • referral to a Cognitive Behavioural Therapy tool for those with mild depression
  • manager training to help managers identify early signs of stress in employees
  • self-diagnosis health assessment tools

The programme has now been launched throughout the organisation in the UK.

Other initiatives

Initiatives to promote healthy lifestyles have been organised across the business by local Health and Safety Committees in 2011. These include:

  • NHS support for employees to quit smoking
  • Live Less Stressfully handouts
  • dietary advice and information on local fitness centres

Our work with the British Heart Foundation on workplace health continues. This includes giving employees information packs on healthy exercise, healthy eating and mental health, as well as roadshows at our offices.

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