2016 saw us conclude a business transformation programme that leaves us a better, more focused operation. Across our core regions of UK & International, Canada and Scandinavia, we employ 13,394 people and, throughout a period of change, our outstanding colleagues continued to demonstrate their resilience and commitment to the success of our company.
|Total number of employees at the end of 2016|
|Country||Percentage of Group total|
|UK & International||6,925||52%|
|Group Corporate Centre||188||1%|
Culture and engagement
At RSA, we believe in fostering an open, honest and high-performing culture that is the basis for rich and rewarding careers.
With help from our HR, Risk and Audit teams, all our businesses conduct quarterly reviews of our cultural risk and health index to ensure we maintain cultural health right across the group. Our employees can provide feedback through a number of platforms, including the engagement tool Yammer used in the UK, Scandinavia and Canada. In 2017, we launched our new employee engagement survey YouRSAy. Our new global survey partner provides access to an online tool that lets us easily review results, add commentary and plan actions.
Diversity and inclusion
We have reinvigorated our efforts to build greater diversity across all levels of our organisation and create a more inclusive culture that attracts, encourages and capitalises on diverse perspectives, thus establishing a stronger foundation for RSA’s success.
Having a diverse workforce and a supportive, inclusive culture is vital for our future. Diversity in thought, background and experience enables us to innovate and create better solutions for our customers. So, in 2016, we joined Stonewall to help people be themselves at work. We also participate in the 30% Club’s cross-company mentoring programme which develops our female talent and provides them with access to senior mentors in other organisations. Members of our executive team are mentoring for other organisations and we are active participants in the newly created Gender Inclusion Network for Insurance.
We have set up an internal working group to create an inclusion strategy for 2017 and beyond. Our regions are currently developing action plans to be rolled out next year.
Female representation throughout the company
|2015||25% (2)||75% (6)|
|2016||27% (3)||73% (8)|
|2015||0% (0)||100% (11)|
|2016||10% (1)||90% (9)|
|2015||27% (231)||73% (615)|
|2016||32% (210)||68% (454)|
|Total number of Employees|
|2015||57% (9,591)||46% (8,090)|
|2016||55% (6,998)||45% (5,824)|
Training and development
Our commitment to developing talent across the organisation continued in 2016. Through a suite of talent, leadership development and learning tools, we provide an individualistic approach to development.
For our senior leaders, 360° feedback and facilitated development planning ensure individual and business priorities align.
We also continue to invest in emerging talent with our Fast Track programme. Run regionally and designed to accelerate careers, the programme deepens participants’ self-awareness and exposes them to fundamental business topics.
We launched our new online Learning and Performance platform, Horizon, and our bespoke Learning video portal, Origin, in October. Both enable employees to access formal and informal learning at a time and place that suits them. We still believe instructor-led training is important, especially when the topic is particularly complex or where interaction with others enhances the learning experience.
Health, safety and wellbeing
We want our people to enjoy a balanced lifestyle featuring physical activity, peer-to-peer collaboration and flexible working in a safe environment.
Health and safety forms part of our Operational Risk Management framework and our Human Resources team owns and develops the relevant policies and looks after workplace safety. Day-to-day health and safety management varies by site, although every site has at least one Health and Safety Coordinator. All our colleagues receive mandatory training on the topic.
Many of our employees have time-demanding responsibilities outside of work. Our range of flexible working patterns help them find a balance between life and work commitments.
All our policies and procedures comply with regulations and we endeavour to support colleague wellbeing through various, local initiatives.
For example, in 2016 we held our first Health and Wellbeing Week in the UK. Eight of our offices took part, running a week of activities in October ranging from Introduction to Mindfulness seminars to guided walks around the office and line dancing lessons. The week successfully engaged 23% of our colleagues. Similar weeks were also held in Denmark and Norway.