1. DRIVING GROWTH THROUGH LEADERSHIP Justin Dunn

2. AGENDA
Who are we?
Leadership RSA
What’s missing?
Key challenges

3. A stable and well run business
RSA: OUR CORPORATE DNA
Est.1710: a 300 year heritage
FTSE-100 General Insurer
Over 20,000 employees in 34 countries
Premiums in excess of £6.7bn and £4bn market cap
UK’s first carbon-neutral insurer
Member of FTSE4Good Index
Strong position in attractive markets
A stable and well run business 3 3

4. SHIFTING TO A GROWTH CULTURE
GES GROUP RESULTS
PMIS RESULTS
4.49
Q1 - Knowing what’s expected
Q12 - Opportunities to learn and grow
Q6 - Someone has talked to me about my development
B4 - My 1:1s have helped me to build on my strengths
D2 - My leader and I discuss progress on my development plan at least twice a year
D4 - My development plan helps me to develop for future roles
73%
4.23
71%
4.14
52% 4

5. CULTURE SURVEY 2003 Culture 2003 Target Culture PATERNALISTIC
Encouraging teamwork
Achieving budgeted objectives
Delivering reliably on commitments to customers
Dependence on hierarchy
Supporting the decision’s of one’s boss
Treating employees fairly and consistently
Supporting top management decisions
Tolerating well-meaning mistakes and not learning
Being loyal and attendant to the company
Maintaining existing customer accounts
Encouraging teamwork
Achieving budgeted objectives
Delivering reliably on commitments to customers
Rewarding superior performance
Attracting top talent
Continuously improving operations
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
PATERNALISTIC
PERFORMANCE 5 5

6. 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)

7. 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 6th year
Amazing success stories

8. 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

9. 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

10. 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

11. LEARNING & DEVELOPMENT SUCCESSES - LDP NUMBERS
173 leaders through LDP
23 different countries
65 total no. of moves & promotions
37% percentage
of upwards
moves
86% retention of delegates
£975k cost saving vs. externals
Increased engagement
scores
100% delegates in succession plans
Engagement scores – 4.26 vs statistically significant 11 11

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

13. CULTURE CHANGE- WHAT’S OUR NEXT CHALLENGE?13

14. CULTURE SURVEY 2003 Culture 2003 Target Culture PATERNALISTIC
Encouraging teamwork
Achieving budgeted objectives
Delivering reliably on commitments to customers
Dependence on hierarchy
Supporting the decision’s of one’s boss
Treating employees fairly and consistently
Supporting top management decisions
Tolerating well-meaning mistakes and not learning
Being loyal and attendant to the company
Maintaining existing customer accounts
Encouraging teamwork
Achieving budgeted objectives
Delivering reliably on commitments to customers
Rewarding superior performance
Attracting top talent
Continuously improving operations
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
PATERNALISTIC
PERFORMANCE 14 14

15. What leadership qualities to we need to get us there?
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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