2016
Corporate Social
Responsibility
ReportIntroduction from David Stevens,
CSR Board Representative

Since launching in 1993, Admiral Group has grown to become a business with
operations spanning 7 countries. Across all of our brands and in all of thecountries we operate, the Admiral Group serves a real social purpose – protecting
people, as much as we can, from the adverse consequences of car accidents or
damage to their home. In addition to providing protection for our customers, we
also pursue opportunities to contribute positively to the wider communities inwhich we operate.
Our business is centred on four significant stakeholders; our customers, ourpeople, our community, and our environment. It is these four stakeholders whodrive the core focus of our Corporate Social Responsibility strategy.

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After another year of growth we now have over 5 million customers globally. Ourcommitment to providing an ever improving level of customer service means that
we continue to explore new solutions and technology to improve the level ofservice to these customers. In the UK during 2016, we completed theimplementation of our new policyholder system, Guidewire. All new policies are
created on our Guidewire system, improving the transaction process for ourcustomers. Guidewire is also being rolled out across other operations in theGroup. We also continue to implement and investigate other technologies,
including telematics, and our aim is to anticipate and adapt to changing customer
needs and shopping habits.
I am incredibly proud to once again announce that we have continued our trackrecord of featuring in the UK Great Places To Work For listings, this year placing insixteenth place in the UK. We also featured in the Sunday Times Best Companies
To Work For list placing 6th, we are the only company to have been included every
year in the list from the start – that’s a record 17 years! We were also proud tosee this replicated in our other operations, with ConTe in Italy being namedsecond in Great Places To Work Best Workplaces Italy. This is testament to thegreat staff we have working around the world and also strongly demonstrates the
success we’ve had in exporting the Admiral culture internationally.
We remain committed to supporting our local community both throughcharitable giving and community partnerships. I am proud that our people are so
passionate about helping good causes and we always encourage suggestions
from staff on the local organisations and charities they would like to support.
As our business continues to grow and as we plant the seeds for new businesses,
we renew our commitment to manage and minimise our environmental impact.
This report summarises the Admiral Group’s ongoing Corporate Social
Responsibility strategy and how we have engaged with our four major
stakeholders throughout 2016: our customers, our people, our community andour environment.

3David Stevens
Chief Operating Officer
2 March 2016

Our Customers
Customers are the most important part of our business and, as we pass amilestone of 5 million customers across the group, they are as important as ever.
We encourage our customers to provide feedback on our products and services.
The main feedback method is through SMS feedback, which is a key measure of
the Conduct Risk Management Information (CRMI) we report. SMS feedback
enables our customers to rate the service provided by our contact centre staff.
The feedback gained from our SMS feedback, email and Customer Comment
Form analysis allows us to pinpoint areas in need of improvement and to identify
employees who could benefit from further training. This enables us to continue
to provide excellent customer service as our business continues to grow.

Conduct Risk
In 2016 we have continued the evolution of our conduct risk approach, ensuringthat our customers’ experiences of our processes and services match their
expectations when they purchase our products.
Each business area owns the initial management of conduct risk as they areclosest to the processes and procedures we have established. CRMI is reported to
the UK Risk Management Committee and the Group Risk Committee. The Chair of
the Group Risk Committee provides a quarterly update to the Group Board.
If a risk threshold is breached, the relevant business area manager will investigate
the issue and provide information on the reason, along with a plan to improve
the result.

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The information captured as part of the CRMI, combined with detailed knowledgeof the risks faced by customers and their relevant controls, helps to formulate
both the Compliance Monitoring Programme and activities undertaken by the
Risk and Audit areas.

The table below contains some of the measures of customer service from the
CRMI report:
Conduct Risk Measure% customers who would renew
following a claim
Customer Services, New Business andRenewals call answer rates
Claims call answer rates
Complaints per 1,000 vehicles
Customer Services SMS feedback*1
*1

2015

2016

Target

94%

95%

>85%

94%

94%

>90%

97%
1.0
9.1

96%
1.0
9.2

>90%
<1.4
>8.0

Customer Services SMS feedback - our customers rate separately, on a scale of 1 to 10, how goodthe service provided to them has been and the Agent they have dealt with. In the above table we
present the average of both metrics for CS in 2016.

Personal Finance Awards 2016
To show their support for the brand during the year our customers voted for us at
the Personal Finance Awards and we won Best Motor Insurance 2016.

20 Years of Loyalty
We’ve started a new trial of surprising loyal customers with a gift, thanks to a staff
suggestion. Paul from Swansea Renewals used the ‘Ask David’ feature on Atlas, ourintranet, to make a suggestion about rewarding a customer who has stayed with us.
This sparked our interest and when we looked into it further it turns out we haveseveral hundred customers who have been with us for over 20 years!
In recognition of our appreciation for their customer loyalty, the Renewals teamhave been sending flowers as a thank you to these customers.

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In the first week alone we sent 250 bouquets of flowers to customers who had beenwith us for 20 years or longer. We have received some positive customer responses
and even thank you letters!

Our People“People who like what they do, do it better.”
Our simple yet strong philosophy is the lifeblood of our culture at Admiral Groupand according to the Great Place to Work Institute, this has helped us to become
one of the best employers in the UK and Europe. In 2016, this resulted in the UK
coming 16th in The Great Places to Work For and ConTe also coming 2nd in thiscompetition in Italy.
A business is as good as its people and we at Admiral are hugely fortunate tohave great people whose commitment, energy and initiative allow us to create
great value for our shareholders.
In order to understand why we are rated as such a good employer, it is useful tounderstand the four pillars upholding the working culture at Admiral –communication, equality, reward & recognition and fun.
Communication at Admiral is simple: we communicate with people, people
communicate back to us. We make sure that everyone knows what’s going onwith the business because our people want to be involved. Our staff portal, Atlas,is updated daily with all the news from around the business, whether we’ve won
an award or changed a procedure – our staff will know about it!
The transparency of our communication philosophy extends to senior managers
and Directors, who sit amongst their teams rather than in their own offices which
encourages a dialogue between staff of all levels of seniority across all areas ofour business. Furthermore, our Chief Executive Officer (CEO) operates an ‘open
door’ policy so if any member of our staff wants to ask him a question, they canemail him directly through our ‘Ask David’ intranet initiative, and in fact, David
doesn’t have an office, you’ll find his desk on one of our open-plan floors. Our
senior managers and Directors also participate in regular online chats with staff.
This year we have held several online group chats with David Stevens our CEO,Geraint Jones our CFO and many of the senior management team. Having thesecompany-wide online chats every quarter, allows staff to question senior
management on a variety of topics including the way we do things, Group results,
future strategy or even which team will win in the next Six Nations rugby match.

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In addition, we use a wide range of communication tools to help our employees
and which assist in the understanding of business goals and objectives including;internal newsletters, videos, team briefings, suggestion schemes, staff forums
and the annual Staff General Meeting (SGM). In the 2016 annual staff survey, 84%of staff were happy with the amount of information they receive about thecompany (2015: 85%).

Outstanding Service
We thought it would be nice to share what our customers are saying about theservice they receive from us. We’ve received these recent examples...
Craig from Swansea New Business set up an eight vehicle MultiCar policy forhis customer. The customer was so impressed with the level of service from
Craig, he sent in two bottles of champagne as a thank you. This reflected theexcellent service Craig delivered and the relationship he built with his
customer. What an outstanding thank you from his customer!
Nigel from Swansea Claims Service received a fantastic customer comment
form following his handling of claim where our insured’s house had been
burgled and two cars stolen. Nigel’s handling of this traumatic claim left alasting impression of their experience with Admiral on this customer and theirfriends and family.

Training and development
Admiral Academy is Admiral’s central training team and offers support, learning
opportunities and career advice for all employees. We have a team of over 100
learning and development professionals across the group, with the skills
necessary to support the needs of our business and our employees.
The Academy offers a prospectus which contains over 100 pages of courses,
workshops and training programmes. Such is the success of the courses on offer,over 5800 training slots were taken up by our people in 2016. This includes
training provided for specific UK departments and any training that has been
provided by our UK trainers in any of our overseas offices.
In order to measure how our people feel about training and development, we ask
them to complete evaluation forms after training courses. In 2016 our overall
feedback score was 9.3/10 (2015: 9.4/10).

7Admiral Academy is an approved Institute of Leadership and Management (ILM)
Centre, which provides nationally recognised management qualifications toemployees. The programme Admiral Academy has developed with the ILM will
mean that from the outset of their career with Admiral, staff can pursue a
professional qualification that complements their professional development. It
also provides a strong incentive to progress within Admiral. Since becoming ILM
accredited, over 800 employees have gained ILM qualifications through Admiral
Academy to date. This year alone 88 ILM qualifications were completed and afurther 54 were started and are due to complete in 2017.

We have continued to make considerable investment in improving theaccessibility and quality of online learning for staff. Admiral’s eLearning platform,
iLearn, boasts a catalogue of over 100 courses to suit the needs of staff, which
includes both work-specific courses such as Health and Safety training but also
includes personal development courses such as Plain English and TimeManagement. In 2016 over 54,000 courses were completed online.
Admiral Academy also encourages self-learning through David’s Buy a Book
scheme, whereby Admiral Academy will fund the purchase of any book, eBook or
DVD if it will help an individual with their career development. These books arethen theirs for the staff member to keep but often many departments keep
libraries of books for everyone in the company to share. In 2016 over 2,700 books
were ordered via the scheme.
We also encourage staff to consider using our sponsorship scheme to gain
professional qualifications and attend courses externally. We support employees
as they complete qualifications with the Chartered Institute of Insurance andother professional bodies.

Equality
Admiral’s approach to equality is simple. Our people are our greatest asset and
we respect and value the individuality and diversity of all our staff. Our Equality,
Diversity and Dignity at Work policy makes certain every employee is treatedequally and fairly and that all employees are aware of their rights and obligations
and it includes guidance on how to promote diversity, alongside advice for ourpeople on how to identify and report any instances of unfair discrimination.
The Group is fully committed to the health and safety and the human rights of its
employees, regardless of their background. In addition, we maintain an employee
code of conduct regarding appropriate ethical standards in the workplace.

8

The Group’s principles of respect for human rights, diversity, health and safety
and workplace ethical standards apply not only to staff directly employed by
Admiral, but also to staff employed by the Group’s outsourced partner in
Bangalore, India. To meet this commitment, Admiral Group maintains regularcontact with its outsourcer’s management team and the Group’s senior managers
pay visits to the outsourcer, whilst the Group also provides training anddevelopment to ensure that the team uphold these principles. In addition,
Admiral Group has appointed a manager based permanently at the outsourced
operation, who is responsible for ensuring that the Group’s principles areadhered to by the outsourced partner and that the wellbeing of outsourced staff
is monitored.

Gender diversity
The table below provides a breakdown of the gender of Company Directors andemployees at the end of the financial year:
Male

FemaleCompany Directors*1

6

4

Other senior managers*2

38

15

All employees

4,372

4,625

[*1] ‘Company Directors’ consist of the Board of Directors, as detailed on pages 46-47 of theAdmiral Group Annual Report 2016.
[*2] ‘Other senior managers’ is as defined in the Companies Act 2006 (Strategic Report andDirectors’ Report) and includes: persons responsible for planning, directing or controlling theactivities of the Company, or a strategically significant part of the Company, other than Company
Directors. Any other Directors of undertakings included in the consolidated accounts that are notconsidered strategically significant have not been included.

Disabled employees
Admiral Group gives full and fair consideration to applications for employment
made by those with disabilities, having regard to their particular aptitudes andabilities. The Group was recently accredited the Two Ticks symbol by Jobcentre
Plus for meeting five key standards of conduct regarding the recruitment,
training, retention and career development of disabled employees.
The Group will support any employee who is disabled or has a life threatening
illness and help them to contribute to the Group as long as their health allows.

9Managers in the Group are sensitive to health concerns and special needs andwill not knowingly allow any employee with a disabling or life threatening illness
to suffer from discrimination at work. The Group provides staff with access to the
EAP Care First confidential helpline which offers advice and support on a range ofhealth issues.

Corporate Health Standard Gold Award
We have been recognised by the Welsh government for the high standard of healthand wellbeing of our staff, through the Gold Corporate Health Standard award.
Run by the Welsh Government through Healthy Working Wales, the Corporate HealthStandard (CHS) is the quality mark for workplace health promotion in Wales. The
Standard recognises good practice and targets key preventable ill-health issues andthe Health Challenge Wales priorities.
We first achieved the Gold standard in 2014, because the independent assessors were
so impressed by the processes we had in place for driving success through our healthand wellbeing. Three years later and we have continued to maintain these highstandards.
Independent assessor, Emma George, visited Ty Admiral as part of the assessment.
She said, “Clearly, Admiral Group is an organisation with its people at its core, and thecommitment to and investment in the wellbeing of staff is sector leading. This was afantastic revalidation assessment - Admiral is a truly inspirational workplace.”

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Fundamental to equality, and also important for Reward and Recognition, is our
performance-related pay structure and share ownership scheme. We like toreward and recognise our people for both their own personal achievement andthe overall performance of the Group. All employees are rewarded for the overall
success of the Group through our approved Free Share Incentive Plan (SIP), a key
feature of employee remuneration.

As of 31 December 2016 an employee who joined us on 1 January 2005 would
have received a total of 3,335 shares, of which 2,723 would now have matured
and 2,241 which could be sold free of income tax and national insurance. If noneof the matured shares had been sold, these shares would be worth £49,749(based on the share price of £18.27 on 31 December 2016). In addition to our SIP,
we also operate an unapproved Discretionary Free Share Scheme (DFSS) to
reward managers and ‘star performers’ – employees who have excelled in theirrole, regardless of business location or level of seniority. Further details of oursalary structure and our share schemes are available in the Directors’
Remuneration Report on pages 65-77 of our Annual Report 2016.
Our Board firmly believes that share ownership motivates employees, decreases
attrition and makes it easier to recruit successfully. According to our annual Staff
Survey, 83% of our people are more likely to stay with us because of our staff
share schemes (2015: 82%).

Recruitment
In further support of our reputation as a good employer within the local
community we received over 9,900 applications for contact centre positions
during 2016 (2015: 14,700). The decrease in applications is due to the varying
recruitment needs across the group.

Celebrating excellent performance
We host a series of annual award ceremonies to reward and recognise ourpeople, both for their own individual achievements and for the collective
performance of their team, department or site.
Admiral Managers Awards
In 1992, before the first Admiral policy had even been sold, our CEO Henry
Engelhardt gave each senior manager an award to present in their name to amember of staff they believe had contributed to Admiral’s success in a unique or
outstanding way. Twenty awards are now available, such as the James Armstrong –Bouncebackability Award and Cristina Nestares – Creative Solutions Award. The
names of the award winners are permanently inscribed in Admiral’s history onplaques displayed in the reception area of our headquarters in Cardiff, South Wales.

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Fun plays a vital role in helping us to ensure that our people enjoy their work,
encouraging and motivating each and every individual to produce excellent
results
So how do we know that this approach works? Our staff tell us. One of the mostimportant tools that we use to measure employee satisfaction is our anonymous
annual Staff Survey, which collects views on what it is like to work for us. Thesurvey results are analysed by department and each department manager sharesthe findings with their team, exploring any issues and concerns before making
improvements.
The most significant results are provided in the table below. There are no specifictargets with respect to the survey results, as our executive team use the data toidentify trends in employee perception, rather than absolute values.

Staff Survey results*1

Survey question

2012

2013

2014*1 2015

2016

Morale is good within Admiral

93%

89%

75%

84%

84%

Morale is good within my department

87%

75%

67%

77%

75%

I am happy at Admiral

91%

88%

78%

84%

83%

Every effort is made to understand thethoughts and opinions of employees

91%

85%

78%

84%

83%

I am more likely to stay at Admiral becauseof the share schemes

79%

81%

80%

82%

83%

Admiral is truly customer-focused

90%

90%

85%

88%

87%

In 2014 we changed the way we collected our staff survey results. We now use the Great Place toWork (GPTW) Best Workplaces survey as our Annual Staff Survey and every single person in AdmiralGroup (including our overseas operations) will be filling it out. As a result not every question is adirect match to previous years. From 2014 we have presented this new question set.

As a Group we participate in a number of independently managed surveys,
including The Sunday Times 100 Best Companies to Work For and the Great Place
to Work Institute’s Best Workplaces in the UK and Best Workplaces in Europe.

12

In 2016 we have continued to win awards for employee satisfaction, adding tothose achieved in previous years. This year Admiral Group again placed in the Top
10 for the Sunday Times 100 Best Companies to Work For list. The table below
shows how we have performed in these surveys

External survey results
Name of award

2008

2009

2010

2011

2012

2013

2014

2015

2016

Sunday Times 100
Best Companies toWork For

57th

37th

16th

9th

6th

11th

2nd

5th

6th

Best Workplaces in
the UK

10th

6th

10th

9th

1st

2nd

3rd

4th

16th

16th

26th

21st

4th

2nd

3rd

4th

9th

13

Best Workplaces in
EuropeOur Community
We play a positive role in the community through charitable giving andsponsorship of local community partnerships. As an employer, we promote
payroll giving and provide matched funding for eligible staff initiatives. In 2016
Admiral Group donated £110,000 to local and national charities. The amount wedonate fluctuates annually due to changes in sponsorship initiatives andemployee demand for matched funding.
Our strategy on charitable giving and community sponsorship aims to:Contribute to the local communities surrounding our offices;
Support events that are likely to appeal to our people;
Reflect our culture of vibrancy and fun; andRaise our profile as a good employer within the local community.
Our strategy provides further opportunities for employee engagement by
providing opportunities for our people to participate in charity fundraising orcommunity projects and by enabling us to secure additional employee benefits,
such as free event tickets and local discounts. It also helps us to attract new staff
and to minimise recruitment costs, reinforcing our strategy of focusing on profit
and controlling costs in order to maintain our market-leading expense ratio.

Admiral Community Chest
Admiral Community Chest is a fund set up to provide funding for charities andlocal organisations which our people and their families are involved with. The
Chest has been running for over ten years and in that time we have been able tocontribute to over 700 charities and organisations.

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During 2016, there were 248 successful applications for funding. This included
120 football and rugby teams, 19 schools and nurseries and a variety of otherclubs, societies and charities. Funds from the scheme have been used to purchasesports kit, IT equipment and even a fridge and microwave for a cricket club.

In one donation, we gave £800 to Cardiff Friends of Dogs so they could buy
weatherproof coats for their dogs to wear, protecting them from the rain andcold, but also helping them find a home through advertising.

15

During 2016 Swansea staff had a special visit from Paul Karabardak, a Paralympic
table tennis player, who had received £500 to pay for much needed sports
equipment for his Rio 2016 campaign.

Our Environment
Our Environmental Policy is aligned with our vision for sustainable growth andour focus on profitability, as outlined by our Group business model and strategy
on pages 12 - 15 of our Annual Report 2016. By monitoring and reporting on ourannual carbon emissions, we can identify areas of the business where energy
usage could be reduced, leading to the potential for cost-savings. Furthermore,by improving our buildings to drive energy efficiency, we are able to create abetter working environment for our people.
We are committed to:

Raising and maintaining employee awareness of, and ensuring that all of ourpeople are actively engaged in, activities to reduce our environmental impact;
Measuring and monitoring key aspects of our environmental performance andregularly reviewing progress to reduce the amount of resources consumed per
employee; andComplying with the requirement to report annual levels of greenhouse gas (GHG)
emissions in line with guidance provided by the Department for Environment,
Food and Rural Affairs (DEFRA) in partnership with the Department for Energy
and Climate Change (DECC).
We have never been subject to prosecution or fines as a result of non-compliancewith environmental reporting regulations. We have a cross-functional team inplace to monitor and report on our annual greenhouse gas emissions, including
employees from our Finance and Facilities departments. One of the major
responsibilities of our Facilities team is to continuously reduce our environmental
impact. The reporting process is centralised at our UK head office and ourinternational businesses send their data to the team each month. This way, ourpeople can be engaged in recording and monitoring their environmental impact
and we hope that this will encourage each of our sites to make continual
improvements. The data is reviewed annually and reported to David Stevens, ourcorporate social responsibility Board representative.

16

We uphold a structured consultation process to gauge stakeholder views on ourenvironmental performance. In 2016, the staff survey revealed that 89% (2015:87%) of our people think we are working to reduce our environmental impact.
Each department manager feeds back the results to their employees,
encouraging a forum for positive discussion to gain employee ideas on what more
we can be doing to limit our environmental impact.

Performance Measures
GHG Emissions(CO2e
Tonnes*1)% Of Group
Total
2016

2016

GHG Emissions(CO2e
Tonnes*1)% Of Group
Total
2015

2015

Scope 1
Owned transport

9

0.20%

10

0.27%

Gas

502

11.35%

541

14.66%

Total Scope 1

511

11.55%

551

14.93%

Purchased
electricity(including green
energy)2,639

59.65%

2,017

54.65%

Total Scope 2

2,639

59.65%

2,017

54.65%

T & D*2 Electricity

263

5.94%

185

5.01%

Business travel833

18.83%

851

23.06%

Water

35

0.79%

35

0.95%

Waste Disposal

144

3.25%

52

1.14%

Total Significant
Scope 31,274

28.80%

1,124

30.45%

Total CO2e
Emissions

4,424

Scope 2Significant Scope 3

*1

17

*2

‘Tonnes’ refers to metric tonnes‘T&D’ refers to the transport and distribution of electricity.

3,691Total emissions have increased as an absolute figure due to inclusion of data forall sites during 2016. 2015 excluded the US, France and one site in Delhi, however
on a per employee basis have reduced to 0.53 tonnes CO2e per employee (vs.
0.55 in 2015).

Intensity Ratio
We have used average employees as the measure for our intensity ratio as this is
the most relevant indication of our growth and provides for the best comparative
measure over time.
CO2e per employee*1
0.53 tonnes (2015: 0.55)*2*1

Average employee number excludes employees from offices for which data could not becollected.
*22015 data has been restated to reflect the fact that Admiral’s three largest UK offices meet the
GHG Protocol Corporate Standard and, therefore, Admiral is exempt from reporting greenhouse gas
emissions from electricity supply for these locations.

Methodology
Reporting period
1 January 2016 – 31 December 2016

Measuring and reporting approach
We have followed UK government guidance on how to measure and reportgreenhouse gas emissions. In particular, the data has been prepared withreference to the WRI/WBCSD Greenhouse Gas Protocol: A Corporate Accounting
and Reporting Standard (Revised Edition) and in accordance with the guidance forcorporate reporting issued by DEFRA.
Admiral’s three largest UK offices meet the GHG Protocol Corporate Standard
and, therefore, Admiral is exempt from reporting greenhouse gas emissions fromelectricity supply, which is in accordance with GHG Protocol Scope 2 guidance
released 20th Jan 2015. As a result, the comparative figures have been restatedto reflect the exemption.

Greenhouse gases

18

All GHG emissions figures are in tonnes of carbon dioxide equivalents (CO2e) andinclude all six GHGs covered by the Kyoto Protocol.

Organisational boundary
We have chosen to use the operational control approach because we maintainthe ability to direct the operating policies of each of our organisations, with aview to achieving economic benefits.
Specifically excluded from the organisational boundary is our outsourced contact
centre in Bangalore, India, which we do not have control over.

Operational scopes
All Scope 1 (direct GHG emissions), Scope 2 (indirect GHG emissions) andsignificant Scope 3 emissions have been reported for operations within theorganisational boundary, with the exception of exclusions listed below.
Where appropriate, emissions from multi-occupancy offices are determined on
the basis of the recharge statement provided to the Group by the relevant
managing agents.

Exclusions to operational scopes
Excluded from our Scope 1 emissions are air conditioning emissions produced by
all of our operations. We are continuing to work with the managing agents toobtain this data however it is likely we will continue to exclude this from
reporting for the foreseeable future.

Operational scopes – calculation approach, conversion tools andemission factors
The carbon emissions linked to the activities listed above have been determinedon the basis of measured or estimated energy and fuel use, multiplied by relevant
carbon conversion factors.
The large majority of our fuel and energy consumption is based on actual mileage
data, purchase invoices and information supplied by the managing agents of ourleased buildings. However it has been necessary to make estimations in somecircumstances, where this form of evidence has not been available. In particular
we have made estimations when monthly invoices have not been available forthe full reporting period. Where this was the case, an average of available
invoices was applied to the months for which invoices were unavailable. This
process of estimation represents less than 10% of data.

19

We have calculated emissions using the 2016 carbon conversion factors
downloaded from the DEFRA website, which are valid until 30 June 2017.
Overseas electricity conversion factors have been taken from IEA online dataservice and are valid for 2016 reporting year.

Geographical breakdown
2016

Tonnes of
CO2e
Scope 1

Scope 2

Scope 3

Total

Total global

511

2,638

1,275

4,424

UK

511

268

982

2,319

Italy

0

14

25

293

Spain

0

131

15

146

France

0

14

81

95

India

0

307

72

379

US

0

684

60

744

Canada

0

408

40

448

Green tariffs
All of the electricity tariffs we control in the UK use energy from green sources.
Our current green electricity tariffs expire Oct 2018 at which point we will look to
procure green tariffs again for all UK sites we control.
Our international offices either select their own tariffs or use those selected by
the managing agents of the buildings they reside within. However, international
procurement is not yet centralised at our UK head office hence there is no recordof the number of international sites using green tariffs.

Annual Achievements

20

We are focused on reducing Admiral’s impact on the environment and raisingawareness throughout the company.
Globalo We provide a guide to recycling in work, what we’re doing to reduce
Admiral’s impact on the environment and how staff can get involved
o Wherever possible, we use SMS to contact our customers in order toprovide a convenient service and to further reduce paper usageo We promote recycling to limit the amount of waste we send to landfill



UK

o

o
o
o

All UK controlled energy contracts continue to come from green energy
sources. These contracts run up until October 2018, at this point we will
look to procure further green energy contracts
We have tested food waste bins in the staff kitchens to further reduce
waste we send to landfill
We have tested new recyclable food containers in all of our canteens
We are investing in further Smart metering technology at our Swanseasite and updating the building control software to help us manage ourenergy use betterCanadao We have bins to separate waste (garbage, paper, organics and plastic)o Printers default to 2-sided printing to reduce paper consumption and
we encourage the re-use of paper as scrap papero We have subsidised transit passes to encourage employees to use citytransit instead of cars



India
o We are recycling cardboard and shredded paper and use reusable
cups/glasseso Meeting rooms are fitted with the sensors to keep lights off if nomovement is observed.
o Only biodegradable cleaning products are used for cleaning

Targets for 2017
Energyo21Continue to source 100% Green Electricity for all our UK sites where we
control the utilities purchasing.
o Utilise our smart metering system and monthly energy assessments(completed by our external partner) to highlight potential energy
savings as well as monitoring each site’s energy efficiency.
Waste and Recyclingo We aim to reduce the % of waste sent to landfill to less than 20%(currently 23% for 2016).
o Replace disposable plastic drinking cups with a reusable drinking bottle
option or recyclable paper option.
o Work with our onsite canteens to continue to reduce consumable use.
We have implemented environmentally friendly food cartons at all sites
in the UK. One project underway is the introduction of reusable coffee
cups and recyclable coffee cup options.
o Work with our Vending contractor to source a 100% recyclable coffee
cup option.



Reportingo Continue to utilise and improve our Environmental Dashboard andUtilities Usage Report to monitor our energy usage and waste andrecycling figures.
o Remain up to date with all compulsory reports and begin planning
process for next ESOS assessment in 2018.
o Work with external partners BRE on the EU funded Quantum Project(which aims to close the gap between predicted and actual energy
performance in European buildings).

Assurance Statement
We have not received external assurance of our carbon emissions data for the2016 reporting year. However, as a Group we have completed an internal peer
review to assess the reasonableness, accuracy and completeness of the data
presented. This included: recalculation of formulae, checking conversion factors
applied, agreement of data to detailed breakdowns and sample checks to source
data. The process did not highlight any uncorrected deficiencies in the reported
data.

Conclusion

22This report summarises our ongoing corporate social responsibility strategy andhow this relates to the Group business model and strategic objectives, in addition
to outlining the progress we have made during 2016 in relation to our four key
stakeholders: our customers, our people, our community and our environment