Admiral Group
Corporate Social
Responsibility Report
March 2018

CSR Report 2018 | An introduction from David Stevens, CSR Board Representative

An introduction from David Stevens,
CSR Board Representative
In 26 years, we have gone from 1 brand with 57 employees and 0
customers, to a truly global business, employing over 10,000 people in
9 countries, and with a global customer-base of over 6 million.
As insurers, we aim to provide people
with peace of mind and protection
from the risk of adverse consequencesof events such as car accidents or
damage to their homes. Our “test andlearn” approach to business has proved
time and time again to yield strong
results, which can be seen in our
growth, at home and abroad – as wellas in our positive customer reviews.

These – our stakeholders – arefundamental to our business, without
which, we simply could not operate.

We understand, however, that thisgrowth brings with it a need to be
more conscious of our impacts,
both positive and negative, on
our customers, our people, ourcommunities, and our environment.

As such, we try to engage each ofthem to ensure that we are meeting
their expectations of us.

We reach out to our Customers in avariety of different ways and value any
feedback we get.

Without our customers, we wouldn’t have abusiness, so the faster we can react to their needs,
the better we perform - something that underpins
our “test and learn” philosophy.
We have channels for them to give us
their opinions and views and, good orbad, this feedback allows us to reflect
on what we do and improve the service
we provide.

2

CSR Report 2018 | An introduction from David Stevens, CSR Board Representative

When it comes to our commitment
to our People, I think 2018 speaks foritself: the Group came 20th in theannual Great Place to Work awards,
as well as the 4th Best Workplace for
Women in the UK in the same survey;
adding yet another fantastic accolade
to our growing list of awards andfurther underpinning our commitment
to diversity. On top of this we took
third place in the Sunday Times Best
Companies to Work For awards – theGroup has featured every year since
the award’s inception, and 2018 was
the eighth consecutive year for us tofeature in the top ten!
As for our Community, this year saw
us radically change our approach
to local sponsorship, opting instead
to donate £400,000 pounds to four
South Wales-based charities overthe next two years, as chosen by ourstaff. We feel that their involvement
at all levels encourages a greater levelof emotional investment, which inturn sees greater commitment anddedication to these charities.

With regards to our Environment, 2018
was an interesting year in terms ofboth climate and weather, with the
UK experiencing a fiercely cold winterfollowed by an unusually hot and drysummer, both of which had an impact
on our claims cost.
Similar wild weather was felt aroundthe world throughout the year,
highlighting the growing need for
responsible, environmental efforts.
With another year well under way,
I’m confident that we will continue tobuild on our previous successes andmake 2019 another triumph.

David Stevens
Chief Executive Officer
06 March 20193

CSR Report 2018 | Our approach

Our approach
Admiral is always looking for ways to develop
and improve as a business, and when it comesto being a responsible business, things are
no different.
It is our aim to adopt a fair andresponsible approach to CSR with apositive impact on our stakeholders
and the wider community: this has
always been an integral part of how we
do things at Admiral.
From procurement and supply chain
management, to diversity, fair pay,
and inclusion, we have considered
key elements, identifying the areasthat have the most impact on our
stakeholders and the highest levelof materiality. This allows us to takeaction and report effectively on the
topics that matter most.

In an unpredictable world, we have toconfront difficulties and challenges,
but in so doing we are able to learn
and develop, preparing us for the nextchange around the corner. In compilingthis report, we have taken a holistic
approach to how we set and achieve
our CSR goals.
Our culture is fundamental to ourbusiness success, and is built upon 4pillars: 1 -Communication, 2 - Equality,
3 - Reward and Recognition, and
4 - Fun.

4

CSR Report 2018 | Our approach“People that like what they do,
do it better”
Admiral has always been about people; from day one we have always
made sure that our people are happy coming to work each morning,wherever they are and whatever their role.
Often quoted, we believe that ‘people
who like what they do, do it better’
and, by putting our people right at thecentre of what we do, aim to create
a positive, productive and fun work
environment.
We’re always open to hear what
our staff think and have multiple
opportunities to engage internally,
which has over the years crafted an
important element of how we operate
as a company.

We invest a lot of time in surveying
how our staff feel about their workand consult them whenever we makechanges. We’re always open to hear
what our staff think and have multiple
opportunities to engage internally,
which has over the years crafted an
important element of how we operate
as a company.

Central to this are our four pillars:Communication, Equality, Reward
and Recognition, and Fun. These four
components form our unique culture,making us who we are.
Throughout the report, we’ll take acloser look at each of these and how
they shape our working environment.

We are always looking for ways toimprove our staff experience, from thevery start of the recruitment process,through what we hope and often are,long and varied careers at Admiral.

We invest a lot of time in surveying how our staff
feel about their work and consult them whenever
we make changes.

5CSR Report 2018 | An introduction from David Stevens, CSR Board Representative

The four pillars
Communication, Equality, Reward
and Recognition, and Fun. Thesefour components form our uniqueculture, making us who we are.
Let’s take a closer look at eachof these and how they shape ourworking environment.

6

CSR Report 2018 | Communication

Communication
Effective communication is fundamental to us, and we pride ourselves on
the many ways in which information is shared throughout the business.
We believe strongly in two-way
communication, at all levels. To
encourage this, we have an open
door policy at Admiral. All managers,
including all senior managers, do nothave offices and prefer to sit openplan in their departments.
We make sure that everyone knows
what’s going on with the businessbecause our people want to be involved.
Our staff portal, Atlas, is updated daily
with all the news from around thebusiness, whether we’ve won an award
or changed a procedure – our staff willknow about it!
Furthermore, David, our Group Chief
Executive Officer (CEO) also has an‘open door’ policy, and if any memberof our staff wants to ask him a question,
they can email him directly through our‘Ask David’ intranet initiative.

Our senior managers and Directors
also participate in regular online chatswith staff. This year we have held
several online group chats with David
Stevens our Group CEO, Geraint Jones
our Chief Financial Officer (CFO) andmany of the senior management team.
Having these company-wide online
chats every quarter, allows staff toengage with 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 World Cup.

In the 2018 annual staff survey, 84%of staff were happy with the amountof information they receive about thecompany (2017: 83%).

In addition, we make use of a broad
variety of communication tools
to inform and involve our staff inunderstanding our business goals
and objectives including internal
newsletters, videos, team briefings,
suggestion schemes, staff forums andthe annual Staff General Meeting (SGM).

The appraisal is a two-way process inwhich staff members can question
their manager. 360-degree evaluations
are also used across the company
for managers. This is at the heart ofour belief that managers are here to
support their employees.

All members of staff receive a formal
annual performance review from their
immediate manager, often these willtake place over a coffee or a meal.
These reviews are designed to reflect
upon performance in the previous
year, integrate rounded and informed
development feedback, and set
objectives for the year ahead.

7

CSR Report 2018 | Equality

Gender split
United Kingdom
Total headcount 7,385

48%

52%

Equality
We work hard to make our staff feel comfortable and secure in theworkplace, reduce gender bias in the wording of job postings, andalways look for new ways to improve our selection process.
At Admiral, we’re fully committed tobreaking down gender barriers toprovide genuinely equal opportunities
for all roles across the Group.

Rest of the world
Total headcount 3,4611

49%

51%

Headcount figures for Con.TE and EUIGS are 2017 figures

1

We work hard to make our staff
feel comfortable and secure in theworkplace, reduce gender bias whenrecruiting, and always look for new
ways to improve representation acrossour sites and roles.
The figures to the left break down thegeneral sex distribution between the
UK and the wider Group.

For more information on Board gender
distribution and remuneration, please
see the Admiral 2018 Annual Report.
We recognise, of course, that there’s
room for improvement, but are pleased
that by having an approach to equalitythat offers equal opportunities andrigorous self-evaluation rather than by
setting arbitrary quotas, we are laying
the foundations for sustainable, longterm balanced development.

We have set up a diversity working
group to look at a variety of diversity
issues around gender, age, LGBT,disability, and ethnicity, to ensure we
continue to be a workplace which
encourages diversity, and also to see
what else we could be doing.
We are also talking to the Equalities
Commission and Welsh Government
to use their expertise, and to see what
other companies are doing.

8

CSR Report 2018 | Equality

Hourly Rate Gender Pay Gap
Gender Pay Gap

2017
Reported
Figures

2017
RevisedFigures2018

Women’s Hourly Rate lower(mean)

13.30%

13.64%

12.88%

Women’s Hourly Rate lower(median)

5.10%

3.89%

3.60%

Pay Quartiles (M/F)

2017
Reported
Figures

2017
RevisedFigures

2018

Top Quartile Split %

61/39

60/40

61/39

-3.43%-13.16%MedianGender Pay Gap

Mean

Bonus Gender Pay Gap-25.84%Mean-22.77%

MedianUpper Middle Split %

49/51

49/51

48/52

Lower Middle Split %

46/54

47/53

44/56

Lower Quartile Split %

49/51

48/52

47/53

Women's Bonus Pay lower(mean)

35%

28.84%

28.08%

Women's Bonus Pay lower(median)

32.90%

Men Receiving Bonus Pay

91.50%

Women Receiving Bonus Pay

87.90%

25.47%

92.84%

89.93%

24.93%

89.46%

87.71%

While our gender pay gap is materiallylower than the UK average (2018:
17.9% for all employees, ONS) andthe industry average for the financial
services industry, we are committed
to reducing it further by ensuring
everyone gets equal opportunities andfair compensation for the work they do.
The main reason for the gender pay
gap is related to the balance of men
and women at differing seniority levelsin the business. In the upper quartile
there is a higher proportion of men,which reflects the split of senior
managers in the group (29% female).

After an internal audit of the figures
we have changed the way we treat one
element within the figures from lastyear to fully reflect the ACAS guidance.
It relates to the employees’ pension
contributions made under salarysacrifice, we have been advised thatthe employees’ gross salary after the
reduction should be used, where thiswasn’t used in the previous year.

Great Place to Work Awards – diversity-specific questions

Total

People here are treated fairly regardless of their sexual orientation.

97%

People here are treated fairly regardless of their race or ethnic origin.

96%

People here are treated fairly regardless of their disability.

96%

People here are treated fairly regardless of their sex.

94%

People here are treated fairly regardless of their age.

91%

9

CSR Report 2018 | Recruitment

Recruitment
Throughout the year we have seen a huge number of applications forposts in all of our departments in all our sites, right around the globe.
In general, the Group has a minimal level of staff turnover yet continues
to grow is hence seeing a steady increase in staff numbers.
Case Study – OutboundOne of the departments thatconsistently scores the highest
morale in its staff surveys in Admiral,is our Cardiff Outbound Sales
department. This is in no small partdue to the way Cardiff OutboundOperations manager, Gurmeet Singhruns his department and in particular
how he speaks to his managers andfront-line staff.
Giving an insight into the culture in
his department, Gurmeet said:“Outbound is not precious about
holding onto staff. Admiral is a
big company and if our staff are
not succeeding in their roles, we
encourage them to look at otherdepartments where they may bebetter suited. This has proved very
successful in a number of cases. One
person gave their team manager
a box of chocolates as a thank you
for her three years in the Outbounddepartment. She was moving on
to a job in our Customer Accounts
team but thanked us for a lot of
personal growth and development
throughout her time with us. She wasan average performer in Outboundand was moving on to a job that was
better suited to her skills. She hadlearnt the importance of putting
the customer first in her role within
Outbound and she was able to takethat skill and experience to her newrole in Accounts. That’s a win for myteam and we believe this massively
contributes to Admiral’s success.

I’m so proud that my department
consistently has the highest
attendance rate amongst our callcentres. This is because we makecoming to work about the team - wetake inspiration from retired Irish
rugby player Paul O’Connell who
said, “let’s be the best at all things
that require no talent”. So, whenmy staff don’t feel like coming inbecause they know there won’t bemany opportunities for a sale today,or they feel down, or they just don’t
fancy it; they get up and come into
work anyway because they know thateveryone’s in this together.
They know that success is all about
putting in the effort, especially when
you don’t feel like it.”10CSR Report 2018 | Recruitment

Operational Roles

15,279Applications

9,580
Phone Interviews

Combined figures2

27,634
Applications

1,993
Hires

Support Roles
4,432
Meet & Greets

Recruitment 2018
The diagrams shows how our UK offices
have fared in terms of recruitment
in 2018, giving us a snapshot of how
the Group has grown over the past
12 months, and highlighting theimportance of efficient recruitment
department.
As can be seen clearly in the diagrams,a large amount of time and effort
goes into the recruitment process tofind the best candidate for the job;even before one considers advertisingavailable positions and headhunting,and onboarding, narrowing down
overall applications right to the final
hiring stage. Our skilled recruiters havekeen eyes for spotting talent, finding
alternative or more suitable roles forhigh-calibre candidates who aren’t
successful in their original application.

Case Study
Bodily Injury Claims

12,355
Applications

In the complex and busy world of
Bodily Injury Claims (BI), there is aconstant demand for highly-skilledindividuals with analytical minds andan aptitude for acquiring new skills
and areas of expertise.

1,549
Hires
2,697
Interviews

If we recognise this potential intalented applicants who would be
more suited to a career in BI rather
than where they had originallyapplied, they’ll be advised by our

444
Hires
2

Figures for UK offices only

recruitment team on the mostsuitable career choice. Of course,
if they wish to pursue their original
application, we’ll support theirdecision either way.
And it’s not just BI, if a candidate’s
particular skillset is desirable but
ultimately would be more useful inanother role, we’ll make our caseand help them decide on how toproceed with their application.

11

CSR Report 2018 | Recruitment

We aim to keep our application
process as smooth as possible and will
try our best to accommodate every
candidate’s needs and requirements.
With our contact centre roles, we offer
candidates the opportunity to visit our
premises and spend time shadowing
current staff in an active role.
We feel that by exposing potential
recruits to an authentic work
environment they know what toexpect and are able to make a truly
informed decision over their future
career with us.

Case Study
CellanWe don’t see disability as a barrier towork – far from it. If someone has the
motivation and skills to work, thenwe will make the necessary provisions
to welcome them to the business.
This includes accessible meetingrooms, and even some things thatappear as banal as differently
coloured paper for recruitment
documents and special-designed
fonts for our dyslexic applicants.
“Back in 2018, we received an email
from a gentleman called Steve who
was enquiring about the possibilityof work experience for his son Cellan,
who is autistic.
Steve advised his son has a naturalflare for Mathematics and would
relish the opportunity of doing somework experience in Admiral.

Having met up with Steve and Cellan
at Ty Admiral over a coffee andinformal chat, it became apparent
that Cellan would be a great addition
to the Admiral Group. As a resultof this meeting, we shared Cellan’sCV within our Data Departments
and set up a meeting with him andvarious managers. Consequently,
it was agreed that Cellan would
conduct a four-week paid work
placement in one of our Data
teams. On completion of said work
experience, the managers wereenormously impressed with his work
ethic, personality and ability. We
then made the decision to extend his
experience and offer him a 6-monthcontract within our MI Department.
Throughout the 7 months, Cellan hasreceived a huge amount of training,support and guidance and as has now
been offered a permanent contract asa Data Analyst in our IT Department.”

12

CSR Report 2018 | Reward and recognition

Reward and recognition
Without the hard work and dedication of our staff, wewouldn’t be where we are today.
Reward and Recognition is one of
our Four Pillars, and something wetake to heart. We make sure that wegive credit where it’s due, be it with adepartmental awards ceremony, theaward of additional shares, or evenjust a simple ‘thank you’.
Fundamental to both Reward andRecognition and Equality, is our
performance-related pay structure andshare ownership scheme. We like toreward and recognise our people forboth their own personal achievement
and the overall performance of
the Group.

All employees are rewarded for theoverall success of the Group throughour approved Free Share Incentive
Plan (SIP), a key feature of employee
remuneration.
As of 31st December, 2018, an
employee who joined us on 1st January,
2005 would have received a total of
3,698 shares, of which 3,156 would
now have matured and 2,723 which
could be sold free of income tax andnational insurance.
If none of the matured shares had
been sold, these shares would be worth£75,513.16 (based on the share price of£20.47 on 31 December 2018).

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 orlevel of seniority.
Further details of our salary structure
and our share schemes are available in
the Directors’ Remuneration Report ofour 2018 Annual Report.
Our Board firmly believes that shareownership motivates employees,
decreases attrition and makes it easierto recruit successfully.

According to our annual Staff Survey, 80% of ourpeople are more likely to stay with us because of ourstaff share schemes (2017: 80%).

13

CSR Report 2018 | Training and development

Admiral Academy 2018

Training and development
Online courses completed
253,241Classroom sessionsdelivered
698

Something we’re particularly proud of here is the Admiral Academy,
our own in-house training and development team.
Admiral Academy is responsible fora huge number of different training
courses, and in just as many diverse andvaried areas of the business as can be
imagined, the Academy is the driving
force behind internal development,
helping our staff discover and attaintheir full potential.
Not only does the Academy design,
create, and run tailor-made courses
and workshops across the business,but it is also an approved Institute of
Leadership and Management (ILM)
Centre, which provides nationallyrecognised management
qualifications to employees.

Cost of 3,416 books
purchased via Buy a Book
£64,817

The programme Admiral Academy has
developed with the ILM means thatfrom the outset of their career with
Admiral, staff can pursue a professional
qualification that complements theirprofessional development. It also
provides a strong incentive to progresswithin Admiral.

The two main legislative changes thatcame into force in 2018, the Insurance
Distribution Directive (IDD) and theGeneral Data Protection Regulation(GDPR), were both covered for all
staff in several different online andclassroom-based courses, ensuringthat every one of our people aresuitably prepared to assist and advise
our customers.

Since becoming ILM accredited, over 850
employees have gained ILM qualifications
through Admiral Academy to date.

14

CSR Report 2018 | Training and development

Stories of talent

Danielle - Customer Services
Photographer at the L&D conference
supporting Admiral Academy

Talent Bank
Since the launch of Talent Bank in March 2018,
more than 1,100 staff have created profiles andhere are a few examples of how we spottedtalents and shared knowledge so far.
This year we launched ourinternational Talent Bank to ensure
we can tap into employees’ talents
and ensure we’re sharing all our skills
and knowledge across our global
operations.

Thomas - Claims
Grad Scheme video editor
supporting Recruitment on theAdmiral Jobs website

The Talent Bank is an online databaseof staff where anyone can log theirtalents in one place, whether they areskills, languages, qualifications, hidden
talents, work experience or ambitions.
Staff can also find out about the
talents of everyone else in thecompany to share knowledge, bestpractice and involve colleagues in new
interesting projects.

Owen - Renewals
Supporting Renewals on the MI
temp project and now in Vectus

Since its launch in March 2018, morethan 1,100 staff have created profiles
and on the left are a few examples of
how we spotted talents and sharedknowledge so far.

Case Study – OutboundOwen, a CCR from our Renewals
department helped on a temporary
project with the Renewals
Management Information teamand has since moved to our IT
department.

15

CSR Report 2018 | Fun

The world of work has its up’s and down’s,
and fun plays a vital role in maintaining
those up’s and helping us to ensure thatour people enjoy their work.

Having fun
The last of our four pillars, but still integral
to us as a business, is Fun.
All teams in Admiral have regular awaydays to build team spirit and inspireand encourage people to enjoy coming
to work. All departments have anannual budget for fun money, which
can be put towards team events.
Examples of afternoons out taken byteams in the last 12 months include:
circus skills at, pizza making, and, duckherding.
So how do we know that this approachworks? Our staff tell us. One of themost important tools that we use tomeasure employee satisfaction is ouranonymous annual Staff Survey, whichcollects views on what it is like to workfor us.

The Ministry of Fun (MOF) also ensures
there are fun activities every monthacross all our sites.
The survey results are analysed bydepartment and each department
manager shares the findings with
their team, exploring any issues
and concerns before making
improvements.

16

CSR Report 2018 | Fun

Staff survey results 201832018 results at a glance3

Total

This is a friendly place to work.

95%

People celebrate special events around here.

94%

People here are treated fairly regardless of their sex.

94%

Colleagues try to make new employees fit in with the team.

94%

People here are treated fairly regardless of their age.

91%

I think Admiral Group is doing a good job in supporting
recreational and social events.

91%

I am treated as a full member here regardless of my position.

89%

People care about each other here.

89%

When people change jobs or work units, they are made to feelright at home.

89%

There is a "family" or "team" feeling here.

89%

Management is approachable, easy to talk with.

88%

I would recommend my immediate manager as a good manager.

88%

Our facilities contribute to a good working environment.

88%

I'm proud to tell others I work here.

88%

Group-wide results to the 2018 Great Place to Work awards

17

CSR Report 2018 | Training and development

GovernanceAs our business continues togrow, we believe it’s importantto have a robust governancestructure to ensure that we
fulfil our regulatory obligations
to the best of our abilities.

18

CSR Report 2018 | Corporate governanceCorporate governance
We are able to monitor and oversee policies and structures on aninternational scale. In 2018 there was a greater focus on data-related
regulation, some of which is explained below.
Data Handling

GDPR

Data plays a critical role in everything
we do, from accurate pricing and fraud
prevention, to renewal reminders andcustomer support. Everyone knowsthat all data growth will continue
exponentially, so we understand our
responsibility to ensure a firm anduncompromising approach to data
security. Our updated Privacy Policy
explains in detail how and why wecollect data, our security measures,and how to exercise data subject
requests. This is available on our
website, along with our cookie policy.

2018 saw the introduction of theGeneral Data Protection Regulation(GDPR) across Europe. Admiralrequires customer data for pricing
and customer servicing purposes,
and hence the new regulation andsubsequent UK Data Protection Act isrelevant to our businesses. Preparatory
work began in 2014 before thelegislation had even been drafted, toensure that all of our operations would
not be disrupted by any potentialchanges.

Thanks to an intelligent and focussed
approach to data protection, deliveredby agile and highly-skilled Data
Protection team, we embraced the
far-reaching changes of the GDPR,
giving us a further opportunity toshow our customers and partners ourcommitment to delivering the highest
level of security and peace of mind. All
staff must complete training on this aspart of their induction and then repeat
this training annually.

Data has always been one of Admiral’s
greatest assets.

19

CSR Report 2018 | Corporate governance

Procurement Policy
Procurement exposes an organisation
to financial, legal, regulatory,
reputational, contractual andoperational risks. Procurement also
exposes individuals to potential
risks. A coherent Procurement Policy,
supported by appropriate Procurement
Procedures, is essential for ensuring
effective governance of these risks.
Group Procurement Policy and theProcurement Procedure provide theframework and policy guidelines for all
Admiral Group procurement activity inrelation to the Admiral UK businesses
including support functions locatedoverseas, with the exception of theplacement of reinsurance (which isgoverned by the Reinsurance Policy).
The Group Procurement department
work with the business to ensure
third party agreements are monitored
proactively as outlined in the
Appendices to ensure the businessadheres to the Group Procurement
Policy. The Head of Group Procurement
is responsible for reviewing andmonitoring the effectiveness of thisProcurement Policy.

For critical or important functions,Internal Audit will review theoutsourced provider, in line with theirrisk-based approach.

Anti-Bribery policy
We recognise that market practice canvary across the territories in which we
operate and that what is acceptablein one may not be the case in another.
This policy prohibits any inducement
which results in a personal gain oradvantage to the recipient or any
person or body associated with them,and which is intended to influencethem to take action which may not besolely in the interests of the Group, theperson, or the body employing themor whom they represent. Staff receive
regular online training informing
them of the Group’s expectations andtheir responsibilities in relation to thepolicies.

Modern-Slavery Act
Admiral Group, and all its subsidiaries
and branches, is opposed to the
exploitation of people in any way andhas a zero-tolerance approach.

Our full policy, which explains indetail what this means to us as abusiness, to each of our employees,
and to everyone as members of ourcommunity, can be found both on our
corporate website.

Whistleblowing Policy
We take care that our staff know not
to feel uncomfortable for doing theright thing. It is always acceptable toraise concerns even if it is later foundto be a mistake; we prefer our staff tobe vigilant.
We inform employees of two different
ways to report any suspected
wrongdoing - both internally throughdesignated HR channels and externallythrough the Financial Conduct
Authority (FCA), the Prudential
Regulation Authority (PRA), or the
independent charity, Public Concern
at Work - with the reassurance thatthey will be taken seriously. This policy
is a core part of initial training taken
during induction and is repeatedregularly throughout the year.

20

CSR Report 2018 | Our Customers

Our Reevoo
results

Our Customers
98%
NPS Score4

Quite simply, without our customers wewouldn’t have a business – they are at the heartof what we do. We strive to ensure that eachand every one our customers receives the best
service possible, whenever they get in touch.
Many of our customers will only needto contact us at Renewal or when they
are making a claim. In all cases, we try
to provide as smooth and efficient a
service as can be expected, but we’realways looking to improve things.

96%
Would buy again5

 eevoo – based on 31,690
R
responses.
5
Reevoo – based on 42,834
responses.
4

As the technological world has
evolved, we have adapted to provide
new and effective methods for us tostay connected with our customers,
be it by Facebook chat (both manned
and automatic), email, telephone, andthrough webchat on our websites.

Feedback is vital for us to know exactly
what we’re doing well and where weneed to improve. We try to makegiving feedback as quick and easy forcustomers as possible, be it by text andemail, to more stringent monitoring ofcalls for greater complaint root-cause
analysis.
One of the feedback services we use
is Reevoo, who survey our customers
after they have purchased insurancewith us.
As can be seen on the left, theresponse from respondents was quite
clearly favourable!

21

CSR Report 2018 | Our customers

Personal Finance Awards
We are proud to feature in the Personal
Finance Awards, once again. This year
we were awarded best Customer
Service in an Insurance Company.
Additionally, we added to our trackrecord claiming Best Motor Insurance
Provider in the Personal Finance Awards
for the 6th year in a row! The results of
the awards, which are based entirely
on consumer votes, are made available
to the public to demonstrate who
consumers consider the best in various
personal finance categories

Going Beyond
Sometimes, disaster strikes out of
the blue, and 2018 started with a fireat the Liverpool Echo Arena car park.
Given our large UK customer-base, it
was probable that some of the people
affected by this disaster would be ourcustomers. This assumption turned
out to be correct.

Over 1,600 cars were destroyed on
New Year’s Eve 2017, in a car park
in Liverpool. Not surprisingly, being
one of the largest insurers in theUK, we received a large number ofclaims from customers caught in theblaze. Thankfully no one was seriously
injured, but the impact on customers
was severe.
We immediately put a plan into action,and fast-tracked customers affectedby the fire so that their claims weredealt with in a very short time-frame
time and guaranteed that no ‘No
Claims Bonuses’ (NCB’s) would be lostas a result. We hope that by taking
a more human approach to such an
event, we were able to provide security
and peace of mind for our customers,
reaffirming why they chose us as theirinsurer.

In 2018 we launched our Vulnerable Customer
Working Group in order to help us better understandthe potential scope for dealing with customers inneed of special care.

Vulnerable Customer
Working GroupIn 2018 we launched our Vulnerable
Customer Working Group in orderto help us better understand thepotential scope for dealing withcustomers in need of special care.
Of course, vulnerability comes in manydifferent forms - financial, health,accessibility or even significant andunforeseeable life events. We currently
have processes in place to support
these requirements, and often receive
excellent feedback. Our aim is toprovide extra support to the customer
by capturing this information. This
will allow us to identify the types ofvulnerabilities we are dealing with, andensure we identify whether we need tohelp support our vulnerable customers
on a short term or long-term basis.
As our customer base continues togrow, it is important that we makeprovisions for those most in need.

22

CSR Report 2018 | Our customers

Conduct Risk
In 2018 we continued the evolution of
our conduct risk approach, ensuringthat our customers’ experiences ofour processes and services match their
expectations when they purchase our
products.
Each business area owns the initialmanagement of conduct risk as
they are closest to the processes
and procedures we have established.
CRMI is reported to the UK Risk
Management Committee and theGroup Risk Committee. The Chair of
the Group Risk Committee provides aquarterly update to the Group Board.

If a risk threshold is breached, therelevant business area manager will
investigate the issue and provide
information on the reason, along witha plan to improve the result.
The information captured as part of
the CRMI, combined with detailed
knowledge of the risks faced bycustomers and their relevant
controls, helps to formulate both theCompliance Monitoring Programme
and activities undertaken by the Risk
and Audit areas.

Measures of customer service
from the CRMI report

2016

2017

2018

2019

% Customers who would renew
following a claim

95%

95%

98%6

>85%

Claims First Notification of Loss (FNOL)
call answer rates

96.1%

95.1%

95.5%

>90%

Customer Services SMS feedback7

9.22

9.09

9.05

>8.0

6

In 2016 and 2017 this figure referred to customers who renew following a claim whereas this refers moregenerally to renewal intention based on Reevoo scores7 ustomer Services SMS feedback - our customers rate separately, on a scale of 1 to 10, how good theCservice 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 following a change to policy.

23

CSR Report 2018 | Our Customers

Our
community
We take great pridein our charity work,
ensuring that a lot of
it is kept to the local
community.

24

CSR Report 2018 | Our community

We’re always happy to giveback and lend a hand
Be it sporting or community projects, we’re happy to help
and get these fantastic community projects up and running.
An important part of this is ensuring
the money is spent where our staff feelmost appropriate and, like most things,
we involve our staff in the decision
making process.

Fundraising – Prince’s Trust Million Makers
We like to involve our new graduatesin our philanthropic efforts. Not only
does this get them fully invested in theAdmiral ethos from the beginning, but
we feel it helps develop key skills thatthey will rely on in the business world.

2018 marked the tenth year of ourinvolvement with the Prince’s Trust’s
Million Makers challenge, which sees
teams from businesses around the UK
compete against each other in different
stages to raise as much money as they
can for the Prince’s Trust. The Trust aims
to help disadvantaged young people geton in life through a variety of different
schemes and grants. This year our
graduates raised £156,643.29, and, after
a decade of involvement with the Trust,
we’ve raised over £1 million, proving ourdedication to charitable causes.

This is the sixth year we’ve run the Festival of Rugby
event and each year it gets bigger and better.

Festival of Rugby
The WRU approached all thechildren’s rugby teams who havereceived money through Community
Chest over the last year or so, to invite
them to a fun-filled afternoon at thetraining base of the Welsh rugby teamat the Vale Hotel.
The event contained all sorts ofrugby-related activities including
Cage Rugby, Street Games and Atomic
Touch. The teams also got to meet ourbrand ambassador Leigh Halfpenny
plus fellow internationals Rob Evans,
Ellis Jenkins and Gareth Davies. It wasa great experience for the children
involved and was exclusively thanks toour partnership with Welsh Rugby.

25

CSR Report 2018 | Our community

Ministry of Giving
Through its newly formed Ministryof Giving, the company will donate£100,000 over two years to fourcharities allowing them to fundtangible and sustainable projects inthe cities where Admiral’s UK offices
are based. The charities receiving the
donations are Llamau, Maggie’s,
The Royal Voluntary Service andWooden Spoon.
Admiral’s donations will be funding
a new Llamau Learning 4 Life centre
in Newport, a psychologist to work
across Maggie’s centres in Cardiff andSwansea, a full-time Royal Voluntary
Service Community Engagement andDevelopment Worker who will help
establish volunteer-led social groups for
local older people in Swansea, Cardiff
and Newport and, at least two Wooden
Spoon projects for children with life
limiting illnesses.
The charities were chosen following an
employee vote for the types of causes
most important to them.
Admiral has committed £400,000 to fund fourcharity projects in South Wales over the next two years.

The causes chosen by Admiral staff
were brightening the lives of children
with life-limiting illnesses; supporting
cancer care facilities and charities;
improving the lives of vulnerable elderly
people; and helping homeless people.
Several charities sitting withinthese causes were invited to submit
proposals, with one charity in eachcause selected to receive the funding.
Admiral’s Chief Financial Officer, Geraint
Jones, said, “We’re really pleased to beable to make these donations to four
fantastic causes which we hope will
have a positive and long lasting impact
on our local communities. Giving isa big part of Admiral and our staff
undertake a great deal of fundraisingin the offices and many spend a lot oftime volunteering in the community.
It was really important to us to choose
causes which were close to their hearts.
It’s more than just about money andwe’ll be giving our staff opportunities
to get involved in each of the projects
in a number of ways through various
volunteering opportunities.”

26

CSR Report 2018 | Our community

Community Chest
As we’ve grown over the years,
we’ve never forgotten our humble
beginnings, and we try to help the
local community in any way we can.
The Admiral Community Chest is set
up to provide financial support to staff
directly involved with local charities
and organisations. The chest has beenrunning for over 7 years and in thattime, we have been able to contributeto over 500 charities and organisations.
What may be a small sum to manycan have huge impacts on small
community projects, one need only
look at a handful of the projects we’ve
helped fund in the last year to see
how far this money goes. The budget
in 2018 was £130,000 and has gone
towards helping the following groups
amongst many others:
Admiral’s Community Chest scheme
once again linked up with the Welsh
Rugby Union for a festival of rugby forchildren’s rugby teams.

yy £500 to Port Talbot and District
Amateur Operatic Society to help
fund scenery and props for theirproductions of CATS.

yy £510 to West Park Primary School,
to enable them to purchase outdoor
education equipment.
yy We provided funding of £723.30
to Kids Cancer Charity for them topurchase indoor and outdoor playboxes.
For other charities, we offer to match
funding that they have already raisedelsewhere thus doing our bit for the
charity in question and encouraging
the more entrepreneurial membersof our community to take the firststeps. A good example of this was the£456 in match funding for Liveability.
Staff member Emma Leach raised
this amount by running the London
Marathon and other staff members
kindly donated to the cause. The
company matched almost £15,000of staff’s donations to 30 different
organisations in 201827

CSR Report 2018 | Community Chest

Our
Environment
It is only by working in theinterest of the planet that
we can safeguard the futurefor generations to come.

28

CSR Report 2018 | Our Environment

Helping the planet
We understand that there’s a limit to what an individual can accomplish,
so we make great efforts as a Group to reduce our environmental
footprint on a number of fronts.
The impact of climate change is being
felt increasingly around the globe,
from melting ice caps, increased
ocean temperatures, and heightenedlevels of air pollution, it’s clear thatsomething needs to be done toaddress these problems.
Our Environmental Policy is alignedwith our vision for sustainable growthand our focus on profitability, as
outlined by our Group business modeland strategy in our 2018 Annual
Report.
By monitoring and reporting on ourannual carbon emissions, we canidentify areas of the business whereenergy usage could be reduced, leading
to the potential for cost-savings.

We are committed to:yy Raising and maintaining employee
awareness of, and ensuring that
all of our people are actively
engaged in, activities to reduce ourenvironmental impact;
yy Complying with the requirement toreport annual levels of greenhousegas (GHG) emissions in linewith guidance provided by the
Department for Environment,
Food and Rural Affairs (DEFRA) in
partnership with the Department forEnergy and Climate Change (DECC);yy Measuring and monitoring key
aspects of our environmental
performance and regularly reviewing
progress to reduce the amount of
resources consumed per employee.
We’ve never been subject toprosecution or fines as a result of
non-compliance with environmental
reporting regulations. We have a crossfunctional team in place to monitor andreport 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.

By improving our buildings to drive energy
efficiency, we are able to create a better working
environment for our people.

29

CSR Report 2018 | Our Environment

Total CO₂e (ton)
2018

2017

Movement
Total

Company Van

0.0

9.1

-9.1

Gas

502.6

325.3

177.3

Total

502.6

334.4

168.2

Purchased electricity

1716.72117.9-401.2

Total

1716.72117.9-401.2

34.6

234.9

-

-

-

-

Domestic flight, standard class

11.9

0.0

11.9

Short-haul int. Flight, average passenger

170.8

111.8

59.0

Flights: Long Haul Average Passenger

939.3

513.5

425.8

Average diesel car

200.1

22.3

177.8

Regular Taxi

0.0

0.0

0.0

National rail

155.4

48.9

106.5

International rail

0.1

0.1

0.0

Light rail and tram

-

-

-

London Underground

-

-

-

Mix Recycling

1.6

2.2

-0.6

Paper and board: board

14.5

3.2

11.2

Paper and board: paper

16.9

4.4

12.5

Plastics: average plastics

0.2

0.1

0.1

Landfill

27.7

55.9

-28.2

Type of Emission
Scope 1

Our environmental
performance

Scope 2Significant Scope 3
T & D Electricity
Employee Business Travel

Waste

Water

once again, that 86% (2017: 86%) of
our people think we are working to
reduce our environmental impact. Eachdepartment manager feeds back theresults to their employees, encouraging
a forum for positive discussion to gain
employee ideas on what more we can bedoing to limit our environmental impact.
Between 2017 and 2018 there wasan overall increase in CO2 emissions
and waste for the Group. This can be
accounted for by our continued growth
as well as improved reporting which
gives a more accurate view of emissions
per employee. Overall, emissions per
employee have dropped.

We uphold a structured consultation
process to gauge stakeholder views
on our environmental performance.
In 2018, the staff survey showed,

Geographical breakdown - CO2e (Ton)
Scope 1

Scope 2

Scope 3

Total

Total global

503

1717

1706

3926

Water supply

43.6

38.3

5.3

UK

503

406

1574

2483

Water Treatment

89.7

78.9

10.8

Italy

0

290

99

389

Total

1706.21114.6

591.6

Spain

0

132

1

134

Combined Total

3925.6

3566.9358.7

France

0

1

1

2

India

0

379

4

384

US

0

168

1

169

Canada

0

339

0

339

CO2e per employee8 -0.39 tonnes (2017: 0.42)
8

The reporting process is centralised at
our UK head office and our international
businesses send their data to the teameach month. This way, our people can be
engaged in recording and monitoring
their environmental impact and we hopethat this will encourage each of our sites
to make continual improvements. The
data is reviewed annually and reported
to David Stevens, our Corporate Social
Responsibility Board representative.

Average employee number excludes employees from offices for which data could not be collected.

30

CSR Report 2018 | Methodology

Methodology
Reporting period: 1 January 2018 to 31 December 2018
Measuring and reporting
approach
We have followed UK government
guidance on how to measure andreport greenhouse gas emissions. In
particular, the data has been preparedwith reference to the WRI/WBCSD
Greenhouse Gas Protocol: A Corporate
Accounting and Reporting Standard(Revised Edition) and in accordancewith the guidance for corporate
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
from electricity supply, which is inaccordance with GHG Protocol Scope
2 guidance released 20th Jan 2015.
As a result, the comparative figures
have been restated to reflect theexemption.

Greenhouse gases

Operational scopes

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

All Scope 1 (direct GHG emissions),
Scope 2 (indirect GHG emissions) andsignificant Scope 3 emissions havebeen reported for operations within
the organisational boundary, with the
exception of exclusions listed below.

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 a view to achieving economic
benefits.
Specifically excluded from theorganisational boundary is ouroutsourced contact centre in
Bangalore, India, which we do
not have control over.

Where appropriate, emissions
from multi-occupancy offices are
determined on the basis of therecharge statement provided to theGroup by the relevant managing
agents.

31

CSR Report 2018 | Methodology

Exclusions to operational scopes
Excluded from our Scope 1 emissions
are air conditioning emissions producedby all of 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 the foreseeable
future. Elephant, in the USA have been
unable to provide data for 2018 as thishas been disclosed by their landlord in a
separate disclosure for their portfolio.

Operational scopes – calculation
approach, conversion tools andemission factors
The carbon emissions linked to theactivities listed above have been
determined on 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
our leased buildings. However it has

been necessary to make estimations insome circumstances, where this formof evidence has not been available. In
particular, we have made estimations
when monthly invoices have not been
available for the full reporting period.
Where this was the case, an averageof available invoices was applied tothe months for which invoices were
unavailable. This process of estimation
represents less than 10% of data.
We have calculated emissions using
the 2018 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 the 2018
reporting year.

Green tariffs
All of the electricity tariffs we control
in the UK use energy from green
sources. Our current green electricity
tariffs expire in October, 2019; at which
point we will look to procure green
tariffs again for all UK sites we control.

Our international offices either selecttheir own tariffs or use those selectedby the managing agents of thebuildings they reside within. However,international procurement is not yet
centralised at our UK head office hence
there is no record of the number ofinternational sites using green tariffs.

Assurance Statement
We have not received external
assurance of our carbon emissions data
for the 2018 reporting year. However,as a Group we have completed
an internal peer review to assess
the reasonableness, accuracy andcompleteness of the data presented.
This included: recalculation of
formulae, checking conversion factors
applied, agreement of data to detailed
breakdowns and sample checks tosource data. The process did nothighlight any uncorrected deficiencies
in the reported data.

32

CSR Report 2018 | Our offices and daily green

Our offices and everyday green efforts
We recognise that improving our environmental footprint is an
ongoing concern, and that only through adapting our lifestyles andhabits can we hope to combat man-made climate change.
One of the main ways we approach
this is by ensuring that our working
environments are as green as they canbe. Our Cardiff and Newport offices are
rated BREEAM Excellent for exceeding
sustainability benchmarks above
regulatory requirements with energy
controls throughout our buildings tolimit the use of utilities. Since 2015 allelectricity that we have purchased in
the UK is from 100% green sources.
Our offices are in environmentallyconsiderate locations to promote theuse of public transport and we try
to include facilities that encourage
cycling to work, such as showers onsite and secure bike storage. The lattercomplements our involvement with
the UK’s Bike2Work scheme.

We also take care with regards topaper waste and general waste,with Secure Print facilities reducing
printing levels and use of paper. Dry
Mixed Recycling is active at all sites
and with input from our staff we havetrialled and changed to recyclable orbiodegradable food/drink containers
and cutlery in our canteens anddrinking water machines. We use
signage to encourage recycling andenergy saving in a clear and simple
way, with an ongoing focus on raisingawareness and encouraging staff
engagement.
Of course, we understand that there areareas for improvement.

As such, the Admiral Green Team, acommittee of staff from around thebusiness, meet via video conference todiscuss the company’s green strategy.
During awareness events we have asked
employees to sign up to our green
pledge and these are displayed on trees
in our office reception areas as a visible
commitment to the environment.
We participate in Earth Hour annually
by switching off all non-essential
lighting in all our buildings and madepledges during Green GB and NI Week.
These specific pledges include getting
100% of our future energy from green
sources, using only paper water cups
and for all our hot food cartons to berecyclable and biodegradable.

33

CSR Report 2018 | Annual achievements

Annual achievements
We are focused on reducing Admiral’s impact on the environmentand raising awareness throughout the company.
Globalyy We provide a guide to recycling inwork, what we’re doing to reduce
Admiral’s impact on the environmentand how staff can get involved;
yy Wherever possible, we use SMS tocontact our customers in order toprovide a convenient service and tofurther reduce paper usage;yy We promote recycling to limit theamount of waste we send to landfill.
UK
yy All UK controlled energy contracts
continue to come from green
energy sources. These contracts run
up until October, 2019; at this point
we will look to procure further green
energy contracts;

yy Implemented recyclable andbiodegradable food containers in allof our canteens chosen by our staff
following successful tests last year;
yy We implement and monitor energy
usage through Smart metering
technology at our Swansea, Cardiff
and Newport sites and regularly
update the building control
software to help us manage ourenergy use better;yy Printers default to 2-sided printing
to reduce paper consumption and
we encourage the re-use of paper as
scrap paper.
Canadayy We have bins to separate waste(garbage, paper, organics and plastic);yy Printers default to 2-sided printing
to reduce paper consumption and
we encourage the re-use of paper as
scrap paper. This is also happening at
all UK, Canada and India sites;yy We have subsidised transit passes
to encourage employees to use citytransit instead of cars.
India
yy We are recycling cardboard andshredded paper and use reusable
cups/glasses;
yy Meeting rooms are fitted withthe sensors to keep lights off if nomovement is observed;
yy Only biodegradable cleaningproducts are used for cleaning.

34

CSR Report 2018 | Targets for 2019

Targets for 2019
In 2019 we will be formulating
a comprehensive, Group-wide
environmental policy to identify
and combat our impacts on theenvironment, as well as setting out
which independently-recognised
reporting criteria and standards wewill use.

This will provide immediate, shortterm, and long-term initiatives andprocesses for all business areas acrossthe Group.

35

CSR Report 2018 | Conclusion

Conclusion
This report summarises our ongoing
corporate social responsibility
strategy and how this relates to theGroup business model and strategic
objectives, in addition to outlining the
progress we have made during 2018 inrelation to our four key stakeholders:our customers, our people, ourcommunity and our environment. So, insummary:
yy Customer engagement and support
has remained consistently high, withpositive feedback equally consistent.
Commitments to data security anddiversified communication channels
certainly playing a role in this.
yy Consistently high employee
satisfaction gained us several
prestigious awards throughout theyear, continuing trends we’ve been
proud to set throughout our history,
and due in no small part to ourunique culture.

yy We have seen continued
engagement with our local
communities through new
fundraising and sponsorship
schemes, while continuing
our support for personal staff
involvement with community andcharity projects.
yy Finally, despite continued growth andexpansion of the Group emissions
per employee have decreased, and2018 saw our UK sites cease sending
waste to landfill altogether.
Altogether, each of these four
stakeholders are integral to who weare and, looking to the future, we willcontinue to work with each to improve
our impact and their experiences. 2018has been another year of successes forus, and one which we hope to repeat
and build on in 2019 and beyond.

36