Corporate Social
Responsibilty Report2019An introduction from David Stevens, CSR Board Representative | CSR Report 2019

An introduction fromDavid Stevens, CSR Board
Representative
Admiral has been in businessfor just over 25 years. I would
like Admiral to be around inanother 25 and 125 years as
a prosperous, independentcompany, based in South Wales.
Achieving that long term
ambition requires more thanjust short term financial
success. It must ensurethat Admiral delivers forall of its stakeholders – ourcustomers, our people, ourlocal communities and, in an
increasingly connected andglobal environment, thewider community.

I am proud to introduce our
Corporate Social Responsibility
Report which explains the very
many things Admiral does tolay strong foundations for thatlong term success.

David Stevens
Chief Executive Officer
5th March 20191

Our CSR Framework | CSR Report 20192019 Achievements
Our CSR Framework
Focusing on
our Customers

Valuing
our People

Best Motor Insurance Provider,
Personal Finance Awards#1: Best Big Company to Work For in
the UK – 2019 Sunday Times Best Big
Companies Awards

Best Insurance Provider: Customer Service,2019 Personal Finance Awards#3: Great Place to Work Best Workplaces
for Women (UK) Great Places to Work

Home Insurance Provider of the Year2019 Moneyfacts Awards

Engaging with
our Community

Acting sustainably for
our Environment£400,000 committed tofund four charity projects in South Walesover 2019/20

BREEAM Excellent Rating
For our Cardiff and Newport offices

Headline sponsor of
Pride Cymru’s Big Weekend

Green & Renewable Energy Procurement
100% of purchased UK energy comes fromgreen, renewable sources

At Admiral we adopt a principle-based
approach to CSR, with a focus on the needsof all our stakeholders.
It is our aim to adopt a fair and principle-based responsible
approach to CSR, with a focus on creating a positive impact forour stakeholders and the wider community. This has always been
an integral part of how we do things at Admiral. By considering
the needs of our stakeholders and the wider community, we
aim to continue to develop our approach to being a responsible
business and to deliver sustainable returns to our shareholders.
Our awards in 2019 are a testament to our continued focus on our
stakeholders. Highlights from 2019 include first place in the Sunday
Time's Best Big Companies to work for in the UK and being named
the Personal Finance Award's Best Motor Insurance Provider for theseventh year in a row.

SatisfiedCustomers

Being aResponsible
Business

Shareholder
Returns2

Our Customers | CSR Report 2019

Our Customers
We strive to ensure that our customers receive great customer
service and an effortless experience whenever, and however, they
contact us.

Our Reevoo results
NPS score1
2018: 71

75

Would buy again2
2018: 98%

98%

Our customers are at the heartof everything that we do;without them we wouldn’t havea business. We strive to ensurethat our customers receive thebest service possible and aneffortless experience whenever,and however, they get in touch.
As technology has evolved,
we have adapted to provide
new and effective methods
for us to stay connected withour customers, be it throughwebchat, on our website,
email, telephone, and via
Facebook Messenger. This
year we further improved our

1 based on 17,136 responses
2 based on 27,211 responses

MyAccount offering, which now
enables Admiral customers to
instantly update more of theirpolicy and payment details
online. It is a continuationof our journey into true selfservice and we will continue
to offer additional self-service
options in the future.
Whilst many of our customers
will only need to contact us
at renewal or when they aremaking a claim, in all cases we
aim to provide as smooth andefficient a service as possible.
Feedback is also vital for us toknow exactly what we’re doing
well and where we need to
improve. We try to make giving
feedback as quick and easy
for customers as possible, be
it by text and email, to more
stringent monitoring of calls.

3

Our Customers | CSR Report 2019

Our Customer
Initiatives
Cristina’s Customer
Commentaries

5,000
Number of calls monitored
by senior managers in 201980%
Average score for an externalmonitoring call in 2019

Cristina, our UK CEO, shares acustomer commentary every
month in which she talks
about all things relating to
the customer. She includes
customer stories and changes
to processes that havehelped improve the customer
experience. As well as customer
comments Cristina also
awards the title of monthly
Customer Champion to one of
our customer-facing agents
who have received a score of
10 out of 10 on all questions
asked in SMS feedback. Cristina
personally gives the Customer
Champion a thank you card anda gift to show her appreciation.
Cristina’s SGM presentation
this year was focused aroundthe customer, and she gavea shout out to her Customer
Champions at the same time.

Kudos
Kudos is a customer experiencemeasurement programme
used across all our customer
facing contact centres. The
programme focuses on three
key areas which directly
impact, or are influenced by,our customers. These areas
are: average speed of answer,
customer SMS feedback and4external call monitoring bysenior management. Throughexternal call monitoring, senior
managers across all areas of
the business evaluate customer
calls monthly and are able togain an in-depth knowledge
about what our customers
think of us, and provide
feedback to agents about theservice the customer received.

Jess: Customer Champion, August 2019

“My champion this month is Jess who works in Admiral Van, Swansea.
I was very impressed with her 10/10 scores for the month of August,as well as all her fantastic comments from lots of customers.”- Cristina Nestares, UK Insurance CEO“I spoke to Jess when I called to renew my insurance, she was very
helpful and very friendly. The quote was £20 more than another priceI’d had online but because Jess was so helpful I went with the priceanyway. She is a credit to your company.”– Customer Feedback

Our Customers | CSR Report 2019

Above and Beyond: Lauren, New Business
Lauren, from our New Business department asked
her customer if there was anything else that she
could do to help at the end of her phone call. In
response to this, the customer said a cup of tea
would be lovely. Lauren acted on this and sent
the customer a card to thank him for his call andbusiness and included tea bags, shortbread and achina cup!
Our UK Insurance CEO Cristina Nestares praised
Lauren in her Customer Commentary and said:“Lauren has provided great service, and by putting
the customer at the centre of everything we dowill in turn ensure that we have a very healthy,
sustainable growing business”.

The Above andBeyond Campaign

Customer Care
Hearts Campaign

We aim to delight customers
when they interact with us andaim to go above and beyond.
This happens throughout thebusiness in customer-facing
departments. One exampleof this is New Business’ Aboveand Beyond Initiative which
encourages handlers to senda nomination when they thinktheir customer deserves a
special something. These areoften things that have come up
in conversation during our calls
such as birthdays, new jobs or
the purchase of a new car. In
2019 we sent 170 surprises
to our customers which haveincluded: a cake and tea
hamper for two neighbours
who recommended us toeach other, coffee gift cards
and more.

In 2018 Customer Care made acommitment to reach 100,000
hearts. A heart is gained whena customer gives our agents ascore of 8 or above in our SMS
feedback. The Customer Carehearts campaign continued into
2019 and they received a totalof 229,687 hearts.

Customers Matter
We introduced a new crossdepartmental project called
Customers Matter in May
2019. This project focused on

improving the way we interact
with our customers across ourcustomer-facing departmentsby tracking metrics such as
average speed of answer,
Kudos scores, SMS scores andcomplaint percentages. Since
then the business celebrated
National Customer Service
week with lots of activity acrossthe business. Departments
created an Admiral banner filledwith the words they thought
best described our customer
service, with some of the mostcommon words being "friendly","personal" and "caring".

5Our Customers | CSR Report 2019

Measures of customer
service from the CRMI report

2017

2018

2019

TargetClaims First Notification ofLoss (FNOL) call answer rates3

95.1%

95.5%

95.7%

>90%

Customer Services
SMS feedback4

9.09

9.05

9.15

>8.0

Vulnerable Customers

Conduct Risk

In 2019, all customer-facing
staff were trained to enhance
our identification of support
for vulnerable customers.
This includes being flexible
with our processes andprocedures to meet thecustomer’s needs, and theability to refer to a specialist
vulnerable customer team foradvice. Admiral is committed
to further strengthen ourservices for vulnerable
customers in line withemerging regulatory guidance
and our own experience ofour customers’ needs. We
are also an active memberof the Association of British
Insurers Vulnerable Customers
Working Group, which looks
to develop the insurance
market’s understandingof the treatment ofvulnerable customers.

Fair treatment of customers
is at the heart of ourbusiness, and our Conduct
Risk Framework has been
established to ensure that ourculture, products, services,
processes and customer
interactions deliver fairoutcomes for customers.
The framework provides
effective reporting to identify
any risk to outcomes, andthese are reported to Senior
management. Conduct risk
appetite and standards havebeen set by the Board, andour conduct risk reporting(CRMI) is aligned to these. The
CRMI metrics include quality
assurance monitoring resultsfrom across the business, which
are analysed monthly. This
process allows us to continuallyassess and challenge ourselvesto achieve the best outcomesfor our customers.

3 Based on Motor FNOL and Frontline calls
4 Based on SMS feedback in which we ask customers to rate the level ofservice they received and the handler they interacted with on a scale of
one to ten. The score shown is the average of both metrics following a
policy change.

6Our People | CSR Report 2019

Our People
96% of our staff believe that Admiral is afriendly place to work.5
At Admiral we have created an environment where our people
look forward to coming to work and providing great service to ourcustomers. As a responsible employer, we aim to create an inclusive
working environment and to support our staff wherever possible.
This approach is underpinned by our four pillars:Communication

Equality

Reward and Recognition

Fun

5Group-wide results in the 2019 Great Place to Work Survey

7Our People | CSR Report 2019

The Four Pillars:Communication
88% of our staff feelthat they get empathy
and support from their
managers and supervisors
when needed.6

Quick Fact
In 2019 theCommunications
department consulted
with over 2,000 staff
members through various
face-to-face forums.

Effective and transparent
communication is at the heartof our culture, and we takepride in the many ways that weshare information and updates
across the Group. Face-to-facecommunication is a huge focus
for us as a company. Our senior
managers promote open-plan
workplaces and demonstrate
the importance of constantcommunication and interaction
across teams and departments.
Staff are encouraged to break
down barriers and build acollaborative environment
with teamwork at its core.
In the following paragraphs
we outline some of our mostimportant channels andcommunication initiatives.

Employee Consultation
Group (ECG)
Whilst we have always had anopen culture and encouraged
feedback from staff to anyone
from our leadership team, we
decided to formalise this at
the start of 2019 and launched
the Employee Consultation
Group (ECG). The ECG promotes
employees as key stakeholders
and acts as a platform for
two-way communication
between Admiral Group Boardand the employees of its UK
businesses. In 2019, the ECG
met quarterly and topics
for review included holiday
entitlement, flexible working
and pension contributions.
These have been allocated astasks across working groups
within People Services. Througha series of 360 interactions,employees can be confident
that their views and opinions
are discussed at the mostsenior level.

6Group-wide results in the 2019 Great Place to Work Survey

8Our People | CSR Report 2019

Performance Reviews
All members of staff receivea formal annual performance
review from their immediate
manager, often these will takeplace over a coffee or meal.
These reviews are designed
to reflect upon performancein the previous year, integraterounded and informed
development feedback, and set
objectives for the year ahead.
The appraisal is a two-way
process in which staff members
can openly discuss topics with
their manager. 360-degree
evaluations are also used acrossthe company for managers.
This is at the heart of our belief
that managers are here to
support their employees.

Staff Annual
General Meeting
Each year, all UK-based staff
are invited to attend theStaff General Meeting (SGM)

in the UK. Since 1998, thegathering has been designed
to provide lively and engaging
presentations about company
performance and forwardlooking business plans. Our
senior managers address
everyone, including our offices
around the globe, via a live
streaming link. Our SGM is
informative, fun, and extremely
important to us in terms ofcommunicating the samemessage directly to all staff on
the same day. We find this tobe a powerful and effective way
to promote a renewed sense of
pride in Admiral each year.

Atlas
Our biggest communication
tool is Atlas, our intranet. Thissocial media style platform has
been designed to encourage

Quick Fact
Christina’s videos werewatched 4538 times
in 2019.

constant interaction, allowing
senior managers to speak tostaff via topical news stories
and video messages.
One of the most popularfeatures on Atlas is a seriesof videos filmed by Cristina
Nestares, UK Insurance CEO,who chats to employees about
their roles, their challenges andmilestones. Atlas also provides away to share frequent businessupdates within the Group.
David Stevens our Group CEO,Geraint Jones our Group CFO,
Milena Mondini our Head of
UK and European Insurance,
and Alistair Hargreaves, our
UK Insurance COO, take turns
to update our staff on global
business performance andoperational milestones.

Friendly Forums
Each month, we host between
four and six Friendly Forums
across Cardiff, Swansea and
Newport. Attendees are
typically made up of twelve
members of staff fromdifferent departments andone senior manager, with themeeting facilitated by theCommunications team. Eachforum lasts an hour and staff
attending can raise any topic
they want to discuss. The
informal atmosphere provides
a comfortable way for staff tomeet others from across thebusiness, discuss any relevant
issues in a relaxed atmosphereand enjoy some tea and coffee.

Quick Fact
We held 39 Friendly
Forums with 367
attendees in 2019.

9

Our People | CSR Report 2019

The Four Pillars:
Equality
People from 53 different
nationalities work in our
UK offices

There are 17 different
religions or belief systems
followed across our
UK based offices

9%of our employees identify
as LGB+6%of our employees
identify as BAME

40%

of Admiral Group
Board are women

Just under 3% of employees
consider themselves tohave a disability or
long-term condition

96% of our staff believethat people at work aretreated fairly regardless of
their race or ethnic origin.7
We work to promote a sense offairness at Admiral. No matter
where you are from or what you
do, everyone is given the same
opportunity, including thesame base plan share scheme
for full-time employees. Our
staff represent different
genders, sexual orientations,
ethnicities, and abilities, andwe are always working towards
improved representation
throughout our business. Our
Group CEO, David Stevens,takes pride in meeting withevery new starter to discuss
our history and company
values. He also presents
everyone with a piece of jigsaw

puzzle - this symbolic gestureserves to remind people that tocomplete the picture you need
all the parts, and every part has
an important role to play.

2019 Diversity
Report Findings
We have a Diversity andInclusion Working Group to
ensure that we recruit, develop
and keep a diverse workforce,
including working groups for
LGB+, gender, age, ethnicity,social mobility and disability.
We also work with Autism
Spectrum Connections
Cymru (ASCC) by providing abusiness partner to help findemployment opportunities,
work experience andplacements with Welsh anchor
companies as well as offering
placements for people with
Autism at Admiral.

7Group-wide results in the 2019 Great Place to Work Survey
The data in the 2019 report was taken from answers to inclusion andequality questions posed on the employee self-service portal. The response
rate for these questions was 69% on average, with a further 4% of people
selecting an answer preferring not to say.

10

Our People | CSR Report 2019

Admiral has also signed up to the Women in Finance Charter, theSocial Mobility Charter, The Race to Work Charter, and is working
with organisations including Business in the Community, The Social
Mobility Foundation, and Disability First in order to learn fromothers and support best practice.

Further information on the work and activities of our Diversity andInclusion working groups can be found in the 2019 Diversity Report,
which is available on our corporate website.

Parental Leave
To help our staff attain a work life balance as new parents, ourfamily friendly policies allow mothers, fathers, partners andadopters to spend cherished time at home with their new family, sothat when they return to work they can thrive and flourish. If bothparents work for the Group, then our full pay benefit can be split
and shared.

11

Our People | CSR Report 201912

Admiral Group Gender Split:
Gender Pay Gap

2019

2018

Total Headcount% Male% Female

Women’s hourly rate
lower (mean)

12.87%

12.88%

11,223

49

51

Women’s hourly rate
lower (median)

4.49%

3.60%

Pay Quartiles (M/F)

Gender Split

Gender Split

Top quartile split %

62/38

61/39

Upper middle split %

48/52

48/52

Lower middle split %

45/55

44/56

Lower quartile split %

47/53

47/53

Pay Quartiles (M/F)

2019

2018

Women's bonus pay
lower (mean)

28.55%

28.08%

Women's bonus pay
lower (median)

29.71%

24.93%

Men receiving
bonus pay

91.5%

89.46%

Women receiving
bonus pay

90.9%

87.71%

Gender Pay Gap
The gender pay gap figures show that the median pay gap has
widened from 3.6% to 4.5% in 2019. Improvements have been
made to the recruitment process and to flexible working andparental leave to help improve the female talent pipeline. Suchmeasures do not have an immediate impact on the overall balance
however, and take time to work through. It can be noted that our
gap is relatively small compared to others in the Insurance andFinancial Services sector. The overall median pay gap for the UK is
8.9% but in the Financial Services Industry it stands at 23%8

For more information on Board gender distribution and remuneration,please see our 2019 Annual Report.

8According to the latest Women in Finance Charter reports.

Our People | CSR Report 2019

The Four Pillars:
Reward &Recognition
We firmly believe that a
job well done should beappropriately rewarded, be itwith a departmental awards
ceremony, the award ofadditional shares, or even just a
simple ‘thank you’. Without thehard work and dedication of
our staff, we wouldn’t be where
we are today. At the heart of
our Reward and Recognitionpillar is our performancerelated pay structure and shareownership scheme. Our focus
is to reward and recognise
our employees for their own
progress and accomplishments,
as well as the overall
performance of the Group.

Share Scheme
All staff who have been fully
employed for one year receive
the same number of shares(pro-rated for part time
staff) through our Approved

Free Share Plan (SIP). Somemanagement staff additionallyreceive shares through a DFSS
bonus, a scheme that links
awards, to dividends paid,
to shareholders. More detailsurrounding the SIP and the
DFSS scheme can be found in
the Renumeration report of the2019 Annual Report.
In addition to our share scheme,
we have many initiatives toshow appreciation to our staff
for the hard work they put inevery day. These range fromprestigious company awards
to individual peer-to-peer
recognition schemes. They
all work in harmony to ensure

our staff feel appreciated andrecognised by the company,
and by their peers.

Managers Awards
An example of this can be seen
with our Managers Awards. In
1993, executives and senior
managers created a set ofawards reflecting the skills
and qualities that they valued.
Today, there are 20 awards
in total, ranging from theStuart Clarke “Details Makea Difference” award to Lorna
Connelly's “Rebel with a cause”
award. These awards embody
the Admiral culture and carry agreat deal of prestige.

13

Our People | CSR Report 2019

5

Years

In 2019, 330 staff celebrated
their 5-year anniversary at aceremony with afternoon tea

Big Ideas
To promote our dedication to innovation, ‘Big Ideas’ is a schemethat encourages staff to think outside the box and share theirthoughts on how to continually improve - for our customers, for ourpeople and for our share price. In return for their thoughts, staff are
rewarded and recognised accordingly.
All Big Ideas suggestions are reviewed by an internal expert and
rated on a star system. Periodically our Head of Support, Brian
Martin, reviews the selection of 5-star ideas and selects one
recommendation as the winning idea. This idea wins a cash prize
and the employee also benefits from company-wide recognition.

10

Years

222 staff celebrated
their 10-year anniversary
with a nice lunch withsenior managers and theafternoon off

15

Years

108 staff celebrated their
15-year anniversary witha three-course lunchwith Welsh rugby legend
Scott Quinnell

Just because...
The extra little things count, most departments have staff memberof the year awards, and other non-financial rewards include earlyfinishes, chocolate, vouchers and much more.

14

Our People | CSR Report 2019

The Four
Pillars: Fun
88% of our staff feel thatthey have a 'family' or'team' in the workplace.9
Our philosophy is that people
who like what they do, do
it better, and that happy
staff are key to our business'
success. Whilst we work hardwith a strong business ethic,
we also pride ourselves on
the relaxed, fun, and informal
atmosphere at Admiral. Our
offices are intentionally openplan, brightly decorated, anddistinctive. We celebrate as
many events and occasions
as possible to build strong
relationships between
colleagues and to improve
morale all round.

look forward to coming to work,
celebrate being who they are,and where they feel happy andsupported to give that little
bit extra. We truly believe that
happy staff leads to happy
customers and the way wetreat our staff is integral to our
success as a business.
To enhance and promote this
aspect of our culture, wetask all team managers tocontribute to, and support
our own ‘Ministry of Fun,’ alight-hearted platform thathas evolved and grown with
Admiral over the last two
decades. The Ministry of Fun
extends across all Admiralsites and encompasses every
team. Each month of theyear, different departments
across the business take thelead to implement fresh andinteresting ways for teammembers to engage with peers
and colleagues.

These core principles work
together to create anenvironment where people

9Group-wide results in the 2019 Great Place to Work Survey

15

Our People | CSR Report 201996
ILM qualifications received by
employees in 2019

209,408
online courses completed979
classroom sessions delivered3256
books purchased via David's Buy
a Book scheme in 2019

Training andDevelopment
As a business we recognisethat our future success relies
on our ability to develop andretain our people. Training andDevelopment is an importantpart of Admiral’s culture, and
we ensure that our people areable to develop themselvesfrom the moment they join thecompany and throughout theircareer with us.

Induction Training
When a new colleague joins
Admiral, they are given acomprehensive induction
period that covers core topics,
such as compliance and dataprotection, in addition tomaterial that is tailored to theirrole. For example, the New
Business induction programme
typically lasts 10 weeks.
This comprehensive training
programme ensures that ourpeople have the knowledge andconfidence to take their first
calls from customers.

Admiral Academy
Admiral Academy is Admiral’scentral training team and offers
support, learning opportunities,
and career advice to all
employees. We have a teamof over 100 learning anddevelopment professionals andtrainers across the Group, with16

the skills necessary to support
the needs of our businessand our people. The Academy
understands that our people
possess unique development
needs and the Academy
offers a prospectus of training
programs and standalone
courses to help meetthese needs.

Learning and Development Conference 2019
In November, the Admiral Academy hosted their 5th International
Learning and Development Conference. Over 150 training
professionals came together from all corners of the business tocollaborate, share best practice, network, and most importantly
celebrate success.
The day kicked off with a performance by the Admiral Inspire Choirand an opening speech from senior managers. Group CEO, David
Stevens, also recorded a personal thank you message to attendees
for their efforts in winning the L&D Award at the Best Big Companies
to Work for Awards this year.

Our People | CSR Report 2019

Institute of Leadershipand Management
The Admiral Academy isan accredited Institute of
Leadership and Management(ILM) centre, which provides
nationally recognised
management qualifications toemployees, and delivers ILM
qualifications at levels 2, 3, 5
and 7. The programme Admiral
Academy has developed with
the ILM means that from theoutset of their career with
Admiral, staff can pursue a
professional qualification thatcomplements their professional
development. Delivering theILM qualification in-housemeans that the courses arealigned with our objectives andculture. In 2019, 96 employees
gained ILM qualifications
through the Academy.

iLearnTalent Bank

In addition to the Admiral
Academy, we have an online
training and development
platform called iLearn, whichhosts a range of online courses,
including mandatory training
and a range of optional
personal development
courses. Our catalogue
includes over 670 courses
and is growing. During 2019,
our staff completed 209,408
online courses. As well as theabove, iLearn also hosts nonwork-related training such as
mindfulness videos from our
in-house ministry of health.
This year we also launcheda ‘learning playlists’, to allow
experts to share learning fromanywhere on the internet.

Our Talent Bank allows
employees to search forcolleagues with different skills,
which can provide our people
an opportunity to add value tothe business and get involved
beyond their day-to-day job. In
addition to work-related skills,
this also includes personal skills
such as sports, languages orplaying instruments. The Talent
Bank currently has over 1,450
registered users.

Quick Fact
The most frequently
ordered book in 2019was The Chimp Paradox
by Professor StevenPeters, with over 180
copies ordered!

17David’s Buy aBook SchemeDavid's Buy a Book Scheme
allows staff to purchase books
for their personal development.
On average we order around
300 books per month. This
year we have also held a ‘bookamnesty’ encouraging people
to return books they no longer
want, creating a library oneach site.

Neurodiversity Training
Admiral is proud to be a diverse workplace and is always looking at
the ways in which we support our people to help them succeed. In
2019 the Admiral Academy introduced training around dyslexia andmore. The focus of the training is to increase awareness, challenge
perceptions, and highlight examples of support or adjustments that
may benefit individuals.
In 2019, 159 managers from around the business, including trainers,
coaches and operations managers, completed neurodiversity
training. An additional 126 employees in non-management positions
were trained on a condensed course on how to enable a safe spacefor individuals to ask questions about their own experiences or thatof family, children, or partners. The Academy have received positive
feedback, and training will be delivered to more staff members
in 2020.

Our People | CSR Report 2019

Management
Training
We have a number of
initiatives in place tosupport our managers
throughout the business.

TalentDevelopment Plans
These plans have beendeveloped to ensure thattalent within our customerfacing departments isnurtured, and that we canprovide the company withhighly skilled managers. The
Talent Development Plans are
split into three levels; bronze,silver and gold. The bronze
level is for Customer Contact
Representatives, the silver
for Senior Customer Contact
Representatives and the gold
for Team Managers.

Graduate Scheme
We have a graduate scheme
in place to ensure that webring new talent into thebusiness. The scheme offers
two routes – core and analyst.
On both schemes the graduates
undertake a number ofplacements in different areasof the business where talentis needed, before securing afull-time role. We also have apartnership with the Welsh
Data Science and Welsh
Financial Services Graduate
Programmes, offering work
placements to students onthese schemes as well.

Management
Performance Programme
All people managers within
Admiral complete theManaging Performance
Programme. This programme
consists of online courses,
classroom sessions andpractical on-the-job training,

completed with the support
of a mentor. It aims to equip
participants with the core skills
necessary to thrive as people
managers within the business.

Role-Specific Training
Some departments offer
additional bespoke training toenhance the development ofmanagement. One exampleof this is the Claims-specificManager Induction Programme,
which delivers a series of 10
modules over the course of aweek to participants. These
modules are delivered bysenior managers within thedepartment, including theHead of Claims. In 2019, theClaims Manager Induction
Programme was arranged for
5 inductions, and 46 managers
within Claims felt the benefit ofattending the programme. This
programme will be rolled out tomore members of staff in 2020.

18

Our People | CSR Report 2019

SeniorManagement Training
The Admiral Leadership
Development Programme
was launched in May 2019in partnership with Cardiff
Metropolitan University andaims to develop the next
generation of Admiral leaders.
The programme enables
participants to develop aunique set of business andProfessional and Higher Education Sponsorship
Daniel Kennedy is one of our employees who has benefitted from educationalsponsorship to undertake an MBA at Cardiff University. He had this to say about
his experience:“Admiral agreed to fund an Executive MBA at Cardiff University, which I started
in September 2017. Having worked in Admiral for over ten years – I hoped that
attending the program would broaden my understanding of business which would
allow me to increase my skill set to benefit both myself and the company.
After completing twelve modules on topics ranging from Sustainable Businessto Corporate Finance, I’m currently completing the final assessment – a 30,000word dissertation.
Overall, the course has been hugely beneficial – and I’m hopeful that my dissertation
will prove useful to the business once complete”.

interpersonal skills, which
they are able to apply to theirroles within Admiral. The 2019
cohort consisted of twenty
participants and was delivered
in a series of seven two-day
workshops on topics suchas leadership, communicationand strategic planning
amongst others.

Professional Qualification
Sponsorship
We encourage our staff tostudy for qualifications thatare relevant to their role.
Anyone employed by Admiral
on a full-time or part-timebasis and that has passed theirprobationary period can apply
for educational sponsorship,
regardless of their level within
the organisation. Staff have
utilised this to complete awide range of qualifications,
including accountancy andmarketing qualifications.

19Our People | CSR Report 2019

Operational Roles

Recruitment
9,229
Applications

We approach recruitment as a two-way process – we aim to make
Admiral an attractive opportunity for prospective applicants, andwe are committed to developing and retaining our employees inline with our company culture.

5,431
Phone
Interviews

Our centralised recruitment team within our People Services (HR)department work in partnership with our managers throughout the
selection process and strive to word all job advertisements in an
open and inclusive way. Admiral’s recruitment approach is different
because it does not necessarily look for people from certain
backgrounds, or for those with experience. We look for the rightattitude and customer service ethic and believe that we can teachpeople the rest.

2,829
Meet &
Greets821
Hires

Support Roles

Combined Figures10

13,032
Applications

22,261
Applications

2,634Interviews

1,182
Hires

Our culture has always been based on teamwork, empathy, andcommunication. We look for people who want to pitch in, make adifference, and take responsibility. We aim to keep our application
process as smooth as possible and look to accommodate the needs
and requirements of candidates.

361
Hires
10Figures for UK offices only

20

Our People | CSR Report 2019

Work-life Balance
85% of our staff believethat we take an active
interest in their healthand wellbeing.11
When Admiral was set up,
one of our founder, Henry
Engelhardt’s, core aims wasto create a company thatoffered staff a good worklife balance. Twenty-sevenyears later his wish remains asimportant as ever. A balanced
approach is fundamental to
our culture, and ensures thatpeople have a healthy living
and a work-life balance. We
genuinely believe that if weoffer our people flexibility, we
can create a happier and more
effective workforce.
Examples of flexibility
initiatives on offer include
working from home, part-timehours, compressed hours,
job sharing, and 'My Time,' ascheme that allows our people
to take an additional threedays of unpaid leave eachyear if they choose to. We
offer maternity and paternity
provisions that go above thestatutory requirement. We
also offer time off to care fordependants and compassionate
leave career breaks. We
encourage our people to attend
routine medical appointments
and offer four hours of paid
leave to travel to, and attend,
breast screenings, prostate
screenings, and smear tests.

21

Additionally, our People
Services department run a
dedicated Ministry of Health(MOH), tasked with maintaining
and promoting a high qualityof health in the workplace.
Popular MOH initiatives
include; an occupational healthservice, free gym facilities, andsupplying free fresh fruit toboth UK sites and international
operations every day.

Emotional Resilience Training
One of our Academy trainers worked in partnership with Swansea
University to create an emotional resilience training programme thatis tailored to our business and culture. The course has been designed
to equip staff with a range of techniques to help them promoteemotional resilience both within work and their personal lives. 291
staff members completed the training in 2019, and the course will berolled out further in 2020.
In 2019 we reviewed our Mental Health Strategy, and appointed
Charlotte Bennett, Chair of Admiral’s Diversity and Inclusion Forum, as
our ‘Healthy Heads Ambassador’.

11Group-wide results in the 2019 Great Place to Work Survey

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Our Community
When asked, 85% of our people feel good about the ways in which
we contribute to our community.12
Giving back to our communities
is an important part of ourculture and translates into theinitiatives we take to drive
positive impact for thosein need. Whether throughfundraising, community
outreach, or sponsorships, we
aim to actively engage withthe communities around us andbring meaningful impact.

A GlobalFundraising Community
In Cardiff, Admiral's newest
graduates cohort wereintroduced to the Wallich, whohighlighted the work that thecharity does to help alleviate
homelessness in Wales. The
Graduates were challenged toraise funds, and awareness for
the Wallich. To achieve this they
hosted events, and completed
personal challenges, raisingover £25,000 in the process.
In our French operations, staff
participated in a telethon to
support children affected byrare diseases. They also heldgreen workshops where theprofits were donated to the
Association Against Breast
Cancer, and organised clothes
sales supporting people living
in poverty.
In Spain, Admiral Seguros
supported five charities
through a series of communityand charitable activities.

12Group-wide results in the 2019 Great Place to Work Survey

One example of this is theircollaboration with Pulseras
Rosas (Pink Bracelets), an
association supporting cancer
patients and their families
throughout their treatment
period.
In Italy, ConTe’s dedicatedcharities for 2019 were La Casa
di Andrea and La Grande Casa
di Peter Pan, two children’s
hospices. Through ConTe’s
support these two hospices
were able to undergo various
renovations and provide a
better environment forthe children.

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Overall, these are just a few of the initiatives from across theGroup and reflect a small part of the work our staff does for theircommunities. Fundraising is actively encouraged throughout thebusiness and the wide range of initiatives we see happening every
year across the globe are a testament to the support they bring.

Community Chest
The Admiral Community Chest is a fund set up by the Company to provide financial
support to staff directly involved with local charities and organisations and thescheme has been running since 1998. We have been able to contribute to around 350
applications a year to different charities and organisations. What may be a small sum
to many can have a huge impact on small community projects, and encourages staff
involvement in the community. The budget in 2019 was £130,000 and has gone towards
helping many staff and their families.

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Ministry of Giving
In 2018, Admiral committed £400,000 to fund four charity projects in South
Wales over 2019 & 2020. The charities were chosen following an employee votefor the types of causes most important to them. These were brightening the livesof children with life limiting illnesses (Wooden spoon); supporting cancer carefacilities and charities (Maggie’s); improving the lives of vulnerable elderly
people (Royal Voluntary Service) and supporting young people at risk ofhomelessness (Llamau).
2019 Progress
Llamau opened a much needed Learning 4 Life project in Newport and with our
support they were able to employ a full-time tutor to deliver training.
Maggie’s newly funded psychologist based in Swansea has seen over 300 people
in the first months of 2019 and facilitates several network support groups for
specific cancers.
A full-time Royal Voluntary Service Community Engagement and Development
Worker has been recruited and has been able to make great progress inestablishing volunteer-led social groups for local older people in Swansea, Cardiff
and Newport.
Throughout the year we’ve continued to work with Wooden Spoon to findprojects in south Wales to help brighten the lives of children with life limiting
illnesses, such as gardens and sensory rooms.

Promoting
Employability in
our Communities
At the heart of our growth are
our talented people, manyof whom are from the local
communities we operate
in. As such we feel a strong
sense of responsibility to giveback to our communities
through various outreachprograms, aimed at promoting
employability and careerdevelopment.
We have partnerships witha number of learning anddevelopment organisations
within Wales, such as
Cardiff and Vale College
who have delivered a seriesof apprenticeship anddevelopment schemes overthe last few years. We havealso partnered with the Welsh
Assembly and host an annual
continuous learning event for
their learning and development
professionals. In 2020, we will
host another event focusing

on the theme of resilience andwellbeing in the workforce.
We have signed a pledge with
Cardiff Commitment to help
young people from various
social backgrounds enter
employment. This involves
initiatives such as visiting
schools within Cardiff andproviding employability talks. In
2019 we visited 9 schools andspoke to over 400 children aged
between 7 and 12.
Many of our employees work in
partnership with 'One Million
Mentors, an independent
charity working to connect
mentors with young people.
They act as mentors to help
increase youth employability,
support social action, and help
break down barriers.

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IMAGE
PromotingDiversity &Inclusion
Festival of SportIn 2019 we continued our 15-year relationship with the Festivalof Sport; a sports and activity event hosted by Neath Port
Talbot Council for children with disabilities. Over 200 Admiralemployees volunteered and were on hand to help and provide
support to various activities including cycling, rock climbing,canoeing, rugby and archery.

Alongside providing financial
support to charities andimproving employability skills
in our communities, importantto our business and many of
our staff is the impact Admiral
can have on promoting better
diversity & inclusion.
In Spain Admiral Seguros
supports Red Acoge, an

Pride Cymru
Admiral has a longstanding partnership with Pride Cymru, in2019 we celebrated our diversity by headline sponsoring Pride
Cymru’s Big Weekend. Wales’ largest annual celebration of
LGB+ equality and diversity. As part of our sponsorship, over
50 members of staff, along with their partners, family andfriends, took part in the Pride Cymru parade through Cardiff
city centre. Our Inspire Choir also joined the parade before
performing on the main stage of the event.

association working to promote
the rights of immigrants, equal
opportunities and socio-labour
integration. In 2019, Admiral
Seguros was recognized by
Red Acoge for their corporate
commitment to diversity,
inclusion and equal treatment,
ranking as one of Red Acoge’s
top ten companies with bothinternal and external initiatives
in place to promote diversity
and inclusion.

Corporate
Sponsorship
Admiral is also very
proactive in partnering withcorporate sponsors. With ourheadquarters in Cardiff, a rugby
nation, Admiral is thrilled tosponsor the Welsh Rugby
Union as a motivational andengagement tool for staff, anda way to give back to the wider
community in which we arebased. The ‘Admiral way’ is not
to secure excessive branding,marketing or advertising. Oursponsored partnerships are
selected to offer ‘money can’t
buy’ experiences for our staff, tohelp us show our appreciation
for all their hard work as wellas providing support to localorganisations. In 2019, We alsosponsored a number of eventsand organisations in South
Wales including the ice rink at
Cardiff's Winter Wonderland,
and Chapter Arts Centre.

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Our Environment
As the Group continues to grow it is increasingly important tomanage our impact on the environment. Working hard to ensure we
continue to build a sustainable future for all.

Climate Change
Admiral acknowledges thereality of climate change andthe growing risks that oursociety faces if we do notplay our role in mitigating our
impact on the environment.
We recognize the risks ofinaction and the impact on
our customers, employees,
shareholders, our communities
and more.
This year, a Climate ChangeRelated Risks Project (CCRR
Project) has been initiated,with monthly steering
meetings, to understandcurrent and potential futurerisks arising from climaterelated change, disclosureand reporting requirements(as compared to current
practices), and to determine
how to incorporate climaterelated risks into our risk
management processes.
The effects of climate change
will be felt by different parts ofthe business, and over different
time frames. These are viewed
as emerging risks with thelargest impacts expectedacross non-life premium(pricing) risk, reinsurance risk,
and strategic risk. Other risks
and opportunities have been
considered, and their impacts
assessed. Physical risks will
impact many lines of business,
including motor, household
and travel. Transition risks,

however, may have the bigger
impact in the short-to medium
term, especially in a 1.5c or 2c
scenario. Some climate changerelated physical risks weremodelled as part of the 2019
General Insurance Stress Tests,
using both internal modellingas well as expertise provided
by CAT model providers.
Some transition risks werehighlighted in Admiral’s Group
Strategy Review, completed in
2019, and follow-on projects
are ongoing to ensure thatclimate change is factored into
decision making processes.
For more information on
climate impact to thebusiness please see our 2019
Annual Report.

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Environmental
impact85% of our staff believe weare working to reduce ourenvironmental impact13
As a global business with
operations in multiple
countries, a key impact we haveon the environment is in the
carbon emissions we produce.
In order to help reduce ouremissions we have developed
a new 2019 Environmental
Policy of which one of the
primary goals is to bettermeasure, record and reduce ourGreenhouse Gas emissions. Our
Environmental Policy is alignedwith our vision for sustainablegrowth and our focus on
profitability, as outlined by
our Group business model andstrategy in our 2019 Annual
Report. By monitoring andreporting on our annual carbon
emissions, we can identify

areas of the business whereenergy usage could be reduced,
leading to the potential forcost-savings. Focusing on ourenvironmental impact, in 2019,
our approach remains to avoid
emitting carbon emissions in
the first place. This includes a
focus on purchasing electricity
from 100% green sources
where we have operational
control, and minimising
our impact in places whereemissions are still unavoidable
in our day-to-day operations.
Between 2018 and 2019, theoverall group CO2e emissions
decreased by 5%. All operations(with the exception of ourFrench and Spanish offices)
showed a decrease in theiremissions output. This is apositive improvement following
from our increase between
2017 and 2018, which waslargely attributed to ourcontinued growth as well as

13Group-wide results in the 2019 Great Place to Work Survey

improved reporting which
gives a more accurate view of
our total group emissions. Ouremissions per employee also
continued to decrease year
on year with an 8% reduction
between 2018 and 2019.

Everydayinitiatives
100% of our UK nonrecyclable waste is sent toan incinerator where it isconverted into energy.

Energy usage
Our Cardiff and Newport offices
are rated BREEAM Excellent
for exceeding sustainability
benchmarks above regulatory
requirements, with energy
controls throughout ourbuildings to limit the useof utilities. Since 2015, allelectricity purchased in the
UK originates from 100%
green sources. In many of ourbuildings across our operations
we use motion sensor lights
which switch off after a shortperiod of inactivity to reduce
unnecessary electricity
consumption. Solar panels
have also been installed on
the Cardiff and Newport
offices providing direct solar
powered electricity.

Raising AwarenessWe use signage to encourage
recycling and energy saving ina clear and simple way, withan ongoing focus on raisingawareness and encouraging
engagement. In 2019, theAdmiral Green Team hosted its
largest annual green awarenessweek to date. As part of theweek we hosted a range of
local sustainability focusedcompanies in our offices.
Articles and hot topics werealso circulated daily discussing
the company’s impact on
the environment.

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Promoting Low
Carbon Commuting

Reducing
Plastic Consumption

Our offices are in easily
accessible locations to promote
the use of public transport,
and we try to include facilities
that encourage cycling to work,
such as showers on site andsecure bike storage. Our UK
offices benefit from a travel
to work scheme, linked to
discounts on most bicycles andsafety equipment, so that ourpeople can spread the cost ofcommuting and can access low
carbon commuting options.
Globally, staff such as those
based in our Canadian office,have access to subsidisedtransit passes to encourage
employees to use city transit
instead of cars. We also workwith CarShare, a company thatprovides sustainable transport
schemes for big companies andorganisations, matching people
travelling from the same area
to encourage car sharing.

We acknowledge the risingproblem that single use plastics
creates for society, so we haverolled out several recycling
initiatives including: trialling
reusable plastic water bottles inour offices, removing all singleuse plastic from our Cardiff
canteen, and using recycled
cardboard cups at our water
fountains. Our I.T. departments
across several UK offices also
recycle and refurbish their
old hardware.

Reducing
Paper Consumption
Across our UK offices we
use recycled printer paper.
Our printers default to
2-sided printing to reduce
paper consumption, and we
encourage the re-use of paper
as scrap paper. To further
reduce paper usage, we givecustomers the option to accesstheir policy documents online,
rather than being sent themthrough the post.

Sustainable Paper Trial
In 2019 we partnered with envoPAP to trial a new kind of recycled
paper. Using paper created through a reclaimed waste product calledbagasse, envoPAP uses by-products from existing indian sugarcane
farming practices which helps to reduce both air pollution anddeforestation in local communities.

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Total CO₂e (tonne)

Type of Emission

2019

2018

Movement
Total

Scope 1Company Van

4

-

4

Gas

491

503

-12

495

503

-8

Purchased electricity

1649

1717

-68

Total

1649

1717

-68

31

35

-

Domestic flight, average class

27

12

15

Short-haul int. Flight, average passenger

144

171

-27

Flights: Long Haul Average Passenger
Average car diesel

1010
177

939
200

70
-23

Regular Taxi

0

0

0

National rail

147

155

-8

International rail

-

-

-

Light rail and tram

-

-

-

London Underground

-

-

-

Air conditioning/refrigeration
Total
Scope 2Significant Scope 3
T & D Electricity
Employee Business Travel

Waste
Mix Recycling

2

2

1

Paper and board: board

0

14

-14

Paper and board: paper

3

17

-14

EfW

5

0

5

Landfill

0

28

-28

Water supply

10

44

-34

Water Treatment

20

90

-70

Total

1576

1706

-130

Combined Total

3720

3926

-205

Water

Methodology
The reporting process iscentralised at our UK head
office, and our international
businesses send their data to
the team regularly. This way,
our people can be engaged inrecording and monitoring theirenvironmental impact and wehope that this will encourage
each of our sites to makecontinual improvements.

Measuring and Reporting
We follow UK government
guidance on how to measure
and report greenhouse gas
emissions. In particular, thedata has been prepared withreference to the WRI/WBCSD
Greenhouse Gas Protocol: A
Corporate Accounting andReporting Standard (Revised
Edition) and in accordance withthe guidance for corporate
reporting issued by DEFRA.

CO2e per Employee: 0.36 tonnes (2018: 0.39 tonnes)14
14Average employee number excludes employees from offices for which data could not be collected.

Admiral’s three largest UK
offices meet the GHG Protocol
Corporate Standard and,
therefore, Admiral is exempt
from reporting greenhousegas emissions from electricity
supply, which is in accordancewith GHG Protocol Scope
2 guidance released 20thJan 2015.
We have a cross functionalteam in place to monitor
and report on our annual
greenhouse gas emissions,
including employees from
our Finance and Facilities
departments. We’ve neverbeen subject to prosecution
or fines as a result of noncompliance with environmental
reporting regulations.

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

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Organisational boundary
We have chosen to use theoperational control approach
because we maintain theability to direct the operating
policies of each of ourorganisations, with a view toachieving economic benefits.
Specifically excluded from theorganisational boundary is ouroutsourced 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) and significant
Scope 3 emissions have beenreported for operations
2019

2018

UK

2435

2483

Spain

171

134

US

162

169

India

354

384

France18

2

Halifax

277

339

Italy

303

389

3720

3926

CO2e (Ton)Totalwithin the organisationalboundary, with the exception of
exclusions listed below. Where
appropriate, emissions frommulti-occupancy offices are
determined on the basis of therecharge statement provided
to the Group by the relevant
managing agents.

Exclusions tooperational scopes
Excluded from our Scope 1
emissions are air conditioning
emissions produced by allof our operations. We arecontinuing to work with the
managing agents to obtain
this data, however, it is likely
we will continue to exclude
this from reporting for theforeseeable future. due todifficulty in obtaining accurate,
timely information.
Elephant, in the USA, AECS in
Spain and LeLynx in France
have been unable to provide
data for 2019 but their impact
is small and immaterial on ourfull group reported figures. As
part of our focus on improved

data collection we will work to
include these in the future.

Operational scopes –calculation approach,conversion tools andemission factors
The carbon emissions linked
to the activities listed above
have been determined on
the basis of measured or
estimated energy and fueluse, multiplied by relevant
carbon conversion factors.
The large majority of our fueland energy consumption
is based on actual mileage
data, purchase invoices andinformation supplied by the
managing agents of our leased
buildings. However, it has beennecessary to make estimations
in some circumstances, where
this form of evidence has notbeen available. In particular, wehave made estimations whenmonthly invoices have not been
available for the full reporting
period. Where this was thecase, an average of available
invoices was applied to themonths for which invoices were

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unavailable. This process of
estimation represents less than
10% of data.
We have calculated emissions
using the 2019 carbon
conversion factors downloaded
from the DEFRA website, which
are valid until 2020. Overseas
electricity conversion factors
have been taken from IEA
online data service and are valid
for the 2019 reporting year.

Green tariffs
All of the electricity tariffs
we control in the UK use
energy from green sources.
Our current green electricity
tariffs have been renewedin 2019. Our international
offices either select their own
tariffs or use those selectedby the managing agents ofthe buildings they residewithin. However, international
procurement is not yet
centralised at our UK head

office hence there is no recordof the number of internationalsites using green tariffs.

Assurance Statement
We have not received external
assurance of our carbon
emissions data for the 2019
reporting year. However, as aGroup we have completed aninternal 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 andsample checks to source data.
The process did not highlight
any incorrected deficiencies in
the reported data.
As part of our ESG focus in 2020
and improved environmental
management, we are currently
looking to receive external
assurance for our carbon
emissions data.

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Data Protection &Information Security
Our dynamic team of data protection and information security
professionals work to support the business’ global pursuit ofprivacy-conscious innovation.
Data plays a critical rolein everything we do, fromaccurate pricing and fraud
prevention, to renewal
reminders and customer
support. We understand our
responsibility to ensure a firm
and uncompromising approachto data security. Our Privacy
Policy explains in detail how
and why we collect data, oursecurity measures, and how to
exercise data subject requests.
This is available on our website,
along with our cookie policy.
Data is a crucial part of theGroup’s operations; each
entity interacts with it in its
own, unique way and we arealways striving to maximise
the potential of our data.
However, Admiral is awareof its responsibilities whenprocessing personal data andtakes the protection of ourcustomers’ and employee’s
data very seriously. Regular
reporting between streamlined
risk committees across all sites,with engaged stakeholders
at every level, underpinsa proactive and effective
approach to privacy andsecurity. Admiral has alsoacquired Bronze member
status from the International
Association of Privacy
Professionals and many of
our UK-based data protection

team members are certified
with a wide range of industry
qualifications.
We are always scanningthe horizon for the next
development or challenge,
ensuring we are best prepared
to meet the ever-increasing
requirements and expectationsof both our regulators andthose who provide us with
their data.
Our employees are at the heartof what we do as a business,
and we make sure that they
have the right tools to work
effectively. We firmly believein the adage that ‘fore-warned

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is forearmed’, and we provide
regular, detailed training to all
staff – including contractors –throughout the year and tailor
it by role to ensure we arecommunicating our messages
in the most effective way.

Information
Security
Admiral aims to protect
its assets, including its
financial, business, customer
and employee data, byImplementing the necessary
technological, procedural,and organisational measures
to withstand a cyber-attack,while fulfilling all applicable
contractual, regulatory, andlegal obligations. Admiral’s
Board of Directors hasdelegated the accountability
for cyber security throughout
the organisation to its Chief
Information Security Officer(CISO). The CISO is Head of theInformation Security Team
who is assigned the ongoing
responsibility for driving

improvements to cyber security
throughout the organisation,
as well as monitoring andreporting on cyber risk.
The implementation of, andcompliance with, cyber security
measures is the responsibility of
all Admiral employees. We havea Group Information Security
Policy in place to ensure that
all employees understandtheir responsibilities when it
comes to information security.
This policy is reviewed andre-approved annually byGroup Board, or when materialchanges occur. We also provide
all employees – including
contractors – with information
security training three times
a year. The training covers
a variety of topics, which
include password complexity,
tailgating, risks of USB devices,
data classification, suspicious
emails, and phishing. In addition
to this, there is targetedtraining for high risk users,
as well as regular simulated
phishing campaigns.

We have a number of measuresin place to reduce our cybersecurity risk. Admiral is
audited annually by external
auditors and audit reports
are reviewed by the Audit
Committee. Information
security risk assessments
are carried out regularly by
the Information Security
Team. Results are provided
to senior management
and form part of Admiral’senterprise risk management
system. Furthermore, all newtechnology initiatives are
subject to risk assessment andassociated control deployment
prior to launch. Admiral has
adopted, and operates inaccordance with, the NIST
Cyber Security Framework.

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CSRPolicies
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Our Policies
2019

Our Policies
At Admiral Group, we arecommitted to grow whileembedding sustainability inthe way we do business. The
purpose of our policies is tocommunicate our expectationsof employees at Admiral Grouplevel and to provide clarity
to the reader when dealing
with accountability issues or
activities that are of criticalimportance to the company.
We have a number of Group
policies relating to Corporate
Social Responsibility, including:

Responsible
Investment Policy
Admiral has fully integrateda Responsible Investment
Policy which is applicable toall investments. The purposeof the Policy is to mitigate
Environmental Social andGovernance (ESG) related risks
and achieve more sustainablelong-term returns. In particular
the Policy requires ESG
considerations to be integrated
in each step of investment
decision-making and Admiral
has set requirements for
its asset managers to besignatories to the Principles for
Responsible Investment (PRI).
Admiral will also monitor the
ESG-risks of our investments
carefully and for impact
investments, monitor thesocial impact target. Greenbonds are specified as anallowable asset class within
the Policy, and this has led toinvestment as a result. The
ultimate investment decision
is delegated to Admiral’s asset
managers, who invest based oninvestment rationale and thegreen characteristics of thepotential investment. Throughtime, monitoring and analysis

of underlying securities maylead to disinvestment if aninvestment does not satisfy
our ESG requirements. The
Responsible Investment Policy
may evolve as opportunities
arise and responsible
investment practices develop.
Compliance with our Policy ismonitored by the Investment
Committee who haveincorporated ESG into regular
reporting and their committee
meeting cycle.

Anti-Bribery Policy
We recognise that market
practice can vary across theterritories in which we operate
and that what is acceptablein one may not be the case inanother. This policy prohibits
any inducement which results
in a personal gain or advantage
to the recipient or any person
or body associated with them,and which is intended toinfluence them to take action
which may not be solely in theinterests of the Group, theperson, or the body employing
them or whom they represent.
Staff receive regular online
training informing them of theGroup’s expectations and their
responsibilities in relation to
the policies.

Modern-Slavery Act
Admiral Group, and all its
subsidiaries and branches, is
opposed to the exploitationof people in any way and hasa zero-tolerance approach.
Our policy, which explainsin detail what this means
to us as a business, to eachof our employees, and to
everyone as members of ourcommunity, can be found on
our corporate website.

34

| CSR |ReportOur
CSRPolicies
Report 2019
Our Policies
2019

Whistleblowing Policy
We take care that our
staff know not to feel
uncomfortable for doing
the right thing. It is always
acceptable to raise concerns
even if it is later found to
be a mistake; we prefer
our staff to be vigilant. We
inform employees about two
different ways to report any
suspected wrongdoing - bothinternally through designatedHR channels and externallythrough the Financial Conduct
Authority (FCA), the Prudential
Regulation Authority (PRA),
or the independent charity,
Public Concern at Work - withthe reassurance that they will
be taken seriously. This policy
is a core part of initial training
taken during induction and isrepeated regularly throughout
the year.

Procurement Policy
Procurement exposes anorganisation to financial,
operational, compliance,
environmental, reputationaland strategic risks.
Procurement also exposes
individuals to potential risks. A
coherent Procurement Policy,
supported by appropriate
procurement procedures, isessential for ensuring effective
governance of these risks.
The Group Procurement andOutsourcing Policy provides
the framework and policy
guidelines at a global level for
all Admiral Group procurement
activity, with the exception of
the placement of reinsurance(which is governed by theReinsurance Policy). All AdmiralGroup employees who engage
in procurement activity are
expected to enhance andprotect the standing of thebusiness, maintain the highest
standard of integrity in all
business relationships, promote
the eradication of unethicalbusiness practice, and ensure
full compliance with laws
and regulations.
During a tender process,potential suppliers are required
to complete a due diligencequestionnaire focusing on
the following items: Financial
Stability, Financial Crime,
Conflict of Interest, Modern
Slavery, Environmental
accreditation, Information
Security, Data Protection,
Payment Card Industry Data
Security Standard, whereapplicable and Customer
Conduct, where applicable.
The Group Procurement
department work with thebusiness to ensure third party
agreements are monitored
proactively to ensure thatthe business adheres to theGroup Procurement Policy. This
includes an annual review ofthe services and commercials
and, for key and strategic
suppliers, a review of the due
diligence questionnaire. The
Head of Group Procurement is
responsible for reviewing andmonitoring the effectivenessof this Group Procurement
Policy. For critical or importantfunctions, Internal Audit
will review the outsourced
provider, in line with their riskbased approach.

35

Our
CSRPriorities
Report 2019
For 2020| Our| Priorities
CSR ReportFor20192020 36
36

Our Priorities For 2020
Our Customers

Our People

Our Communities

Our Environment

Creating processes withcustomers at the heart ofeverything we do

Building an equal andsupportive workplace
where our people
are engaged

Giving back to thecommunities around us

Playing an active role in
reducing the impact that
we have

In 2020 our focus remains
unchanged, we'll continue to
put our customers at the heartof what we do and improveupon the service that we offer.
Our 2020 focus continues to be:
y Continue to improve our Net
Promoter Score (NPS)y Continue to improve
our digital andautomation capabilitiesy Continue to improve upon
the products and services
that we offer to customers
y Continue to ensure
appropriate measures arein place to treat customers
fairlyare in place to treat
customers fairly.

We believe that a happy
workforce inspires employees
to give that little bit extra,
moving forward our focus is to:y Continue to train anddevelop our peopley Continue to be a great place
to worky Commit to increase female
representation at executive
level to 40% by 2023
y Maintain a minimum of 33%
female representation on
the Admiral Group Board,and achieve this ratio on
subsidiary Boards.

Our communities and the role
we play to drive a positive
impact around us is integral to
our culture, In 2020 our
focus is:y Complete our commitment
to donate £400,000 to fund
four charity projects inSouth Wales over2019 & 2020y Continue to engage withour communityy Continue to empower
our people to give backto our local communities
through initiatives suchas optional charity breaks,
Community Chest andvolunteering opportunities.

We continuously work tominimise our impact on theenvironment. Our focus moving
forward will be to:y Have our CO2e emission
verified by an external third
party in 2020y Set Group-wide emission
reduction targets in 2020y Continue to explore bestpractice developments andmitigate our impact on
the environmenty Further develop our Group
Environmental policy.