Estonia April 2005

1. PARE Estonia April 2005

2. PARE Estonia April 2005 • HUMAN RESOURCES • ? • RETURN ON INVESTMENT

3. PARE Estonia April 2005 • Key HR Business Partner Competencies • Employee Engagement • Is all of it visible ?

4. PARE Estonia April 2005 ABN AMRO Bank Global Human Resources Competency Model Building Organisational Excellence through People

5. ENABLING THE VISION - Championing Change- Acting With Empathy- Building Capability DELIVERING VALUE SHAPING SOLUTIONS - Focusing on Results- Acting Courageously- Winning Commitment- Holding Others Accountable - Thinking Powerfully- Digging for Information- Taking the Initiative PARTNERING WITH THE BUSINESS - Focusing on Client Service- Applying Organisational Understanding- Collaborating with Colleagues The Global HR Competency Model CREATING SHAREHOLDER VALUE

6. PARE Estonia April 2005 Partnering with the Business “Partnering with the business” arises from a deep-seated concern to add value to clients in the business. This calls for understanding of the critical forces that shape clients’ needs, both stated and unexpressed, and is demonstrated through taking action to pre-empt and respond to these needs in order to provide exceptional client service. The effectiveness of these actions is maximised through a considered choice of approach and the application of a profound understanding of the way in which the organisation operates. Maximum value is delivered to the Bank through ensuring that others are kept informed, synergies are harnessed and cross-business working is encouraged.

7. PARE Estonia April 2005 - Focusing on Client Service Concentrating one’s efforts on uncovering and meeting client needs - Applying Organisational Understanding Cultivating and using a deep understanding of the way that organisations function to maximise effectiveness and efficiency

8. PARE Estonia April 2005 - Collaborating with Colleagues Working co-operatively with others to maximise group effectiveness, achieve optimum performance and minimise duplication of effort

10. PARE Estonia April 2005 Shaping Solutions “Shaping Solutions” is characterised by a well-developed ability to create and shape valuable solutions for the business. This is done in a flexible and pragmatic way, by thinking and acting decisively. The thinking processes that underpin this ability are business-focused and flexible, serving not as an intellectual end in themselves, but rather as a means to shed new light on situations. Such thinking is applied to shape possible courses of action, and to bring insight, interpretation and clarity to issues which are often complex and ambiguous. This insight is made more powerful through the application of relevant information gathered from within and outside the Bank. This cluster calls for a far-sighted view, looking for future opportunities, whilst at the same time acting responsively to current issues.

11. PARE Estonia April 2005 - Thinking Powerfully Applying reasoning, that will often be based on experience and/or learning, to understand, clarify and act upon situations encountered • Digging for Information Scanning the internal and external environment to gather and share business, commercial and professional insights that can be applied to deliver organisational benefits

12. PARE Estonia April 2005 - Taking the Initiative Taking decisive action to capitalise on opportunities or overcome problems, which range from the immediate to the longer-term

13. PARE Estonia April 2005 Enabling the Vision “Enabling the Vision” is demonstrated through a concern to facilitate organisational development and transformation. This involves playing a key role in advocating and driving change, building commitment to it and putting in place the framework which allows the creation of future value. This also calls for understanding of the underlying reasons shaping others’ behaviour and the application of this knowledge to mould interactions and relationships so as to convey messages in the most compelling fashion. A final ingredient is a long-term view of the capability required within HR and the Bank as a whole, harnessed to ensure that any anticipated gaps are filled and to maximise the professional development of others.

14. PARE Estonia April 2005 - Championing Change Acting as a catalyst for organisational transformation by building momentum, and creating the infrastructure for lasting change - Acting with Empathy Demonstrating appreciation of the diverse perspectives, needs and concerns of individuals and using this to shape effective working relationships

15. PARE Estonia April 2005 - Building Capability Fostering others’ long-term development in line with individual priorities and the future needs of ABN AMRO

16. PARE Estonia April 2005 Delivering Value The desire to deliver enhanced business performance and shareholder value lies at the heart of the “Delivering Value” cluster. This is exemplified through a clear, commercial and focused desire for results. It calls for professional self-belief and credibility in the eyes of others, which is built by demonstrating sound and reasoned judgement, conviction and integrity. It calls for the considered deployment of a range of influencing styles, used to bring others from across the business together in pursuit of value-driven goals. The ability to work with and through others effectively (from within and outside the Bank) is crucial; setting clear accountabilities and standards and ensuring delivery against these is an important element for success.

17. PARE Estonia April 2005 - Focusing on Results Setting and working to exceed challenging and measurable goals that are clearly aligned with ABN AMRO strategy - Acting Courageously Consistently demonstrating belief in one’s own capability and judgement, even when in unfamiliar environments or when confronted with powerful opposition

18. PARE Estonia April 2005 - Winning Commitment Applying those influencing techniques that gain the necessary commitment and support from others - Holding Others Accountable Setting clear accountabilities and ensuring that others deliver against these

19. HR Development Programme (PC NGM) Example Summary Report HR Professional Name: Simon Taylor Manager Name: Annemieke van Gaalen Competency Analysis Development Planning Please complete this Summary Report and return it to Emma Pollard (emma.pollard@nl.abnamro.com) by 15 November 2002.

20. PARE Estonia April 2005 Your Views, Our Future Employee Engagement Programme - What is employee engagement at ABN AMRO - How employee engagement contributes to value creation for the organisation

21. PARE Estonia April 2005 What is employee engagement at ABN AMRO ? • “Commitment to the job and the company; intention to act in the best interest of the company and willingness to invest discretionary effort in meeting the organisation’s business goals”

22. PARE Estonia April 2005 Why does ABN AMRO measure employee engagement ? • To support the achievement of our strategy • - Proven link between employee engagement, customer satisfaction and financial performance • - Aligning people processes with our Corporate Values and Business Principles • - Increasing number of rating agencies use employees’ opinion to rate organisational performance

23. PARE Estonia April 2005 Who measures employee engagement ? • - The majority of global banks measure engagement using a consistent global process • Citigroup, Wells Fargo, Fleet Boston, Lloyds TSB, Barclays, RBS, Nordea, J P Morgan Chase • - High performing companies tend to measure engagement • Shell, Unilever, Merck, AstraZeneca, Nokia, Vanguard • - Employee attitude data is regularly communicated to investors and analysts

24. The difference between satisfaction and engagement PARE • Work Experiences • Supervision • Working Relationships • Training and development • Working conditions Stage 1 Glad to come into work each day and do this job EMPLOYEE SATISFACTION Stage 2 • Organisational Functioning • Strategic direction • Leadership • Company image • Communication • Customer focus Happy to be doing this job at this company EMPLOYEE ENGAGEMENT Stage 3 Motivated to go above and beyond the call of duty for this company

25. Behavioural ACT Willingness to strive Cognitive Affective THINK FEEL Support for goals and values of organisation Emotional attachment to organisation Intentional STAY Reluctance to leave Employee Engagement at ABN AMRO PARE The employee engagement index

26. Finding out what drives Employee Engagement PARE • Competitiveness • Resources. • Cooperation. • Work-Life Balance • Rewards • Managing People & Performance • Leadership • Vision, Values & Business Principles • Decision-making & Accountability • Talent-Management & Personal Development • Empowerment & Innovation • Communication • Customer focus

27. Details of the categories: PARE 8 – Competitiveness: refers to the perceived quality of products and services, innovation, professionalism and speed of response to the market, when compared to competitors, and its perceived external image amongst peers. 9 – Resources: measures to what degree people feel they have access to the resources they need, such as working environment, computer systems and applications, information to do their job. 10 – Cooperation: refers to cooperation at the department, BU and ABN AMRO level, as well as knowledge sharing within and between BU’s. 11 – Work-Life Balance: refers to the pressure as experienced in the job, as well as a suitable work-life balance. 12 – Rewards: refers to the fairness of pay compared to other staff and to similar organisations, whether benefits meets one’s needs, matching pay to performance. 13 –Managing People & Performance: refers to one’s manager’s ability to communicate, strengthen teamwork, provide good feedback on performance and coach, as well as local level leadership style. 14 -Engagement index: includes 13 questions that refer to the individual’s belief in the goals and values of the organisation, their sense of pride, willingness to go the extra mile and intention to stay with the Bank. 1 – Leadership: refers to the way BU Leadership is perceived, whether they are effective leaders, how effective they communicate, and the degree to which they are seen to show empathy. 2 – Vision, Values & Business Principles: refers to the clarity of Senior Management’s Vision, the consistency of actions with the ABN AMRO Business Principles, fairness of management towards employees and the organisation’s reputation and social responsibility. 3 – Decision-making & Accountability: refers to the way people perceive decision-making to take place and the level of accountability as they experience it in their environment. 4 – Talent-Management & Personal Development: refers to training, personal development/growth and career advancement opportunities, as well as perceptions of ABN AMRO’s ability to recruit, develop and retain talent. 5 – Empowerment & Innovation: refers to people’s perceived involvement in decisions and the climate of openness, trust and challenge that exists. 6 – Communication: refers to the availability of information, knowledge of department/BU objectives and ABN AMRO’s values and business principles, the quality of top-down communications. 7 – Customer focus: refers to the importance given to the servicing of internal and external customers, as well as the flexibility and information given to the employee to be able to do so.

28. PARE Importance of Employee Engagement Employee Turnover -.49 Engagement Sales .35 .27 Customer Satisfaction .18 Operating Efficiency .19 Customer Loyalty * This data is derived from a series of other ISR clients (‘case studies’), but it does not include ABN AMRO data

29. Service-Profit Chain: Guiding Theoretical Framework PARE The Service-Profit Chain posits a chain of effects running from employee opinions to customer satisfaction to business performance. What are the links for ABN AMRO? Internal Stakeholders External Stakeholders Business Performance Examples: Customer Satisfaction Customer Retention Company Brand/Image Employee Opinion Staff Turnover Absenteeism Sales Versus Target Profitability Efficiency

30. PARE Benefit of Linkage Research In Practice • Similar to finding the key drivers of employee engagement, linkage analysis identifies the areas where focused attention will have the greatest impact on business performance. Key Drivers of Engagement Employee Opinion Priority Areas Linkage Analysis

31. PARE Some of the links ABN AMRO has already been able to identify • A research carried out in 2003 and in partnership with ISR Research showed that a 2% difference in employee opinion led to : • a 14% difference in customer opinion • a 49% difference in chances to exceed sales vs. targets

32. Which components of employee opinion…… PARE Sales vs. Target Employee Opinion • Key Predictors: • Communication • Engagement: Act • Engagement: Think Customer Opinion Turnover • Key Predictors: • Ethics & Integrity • Empowerment & Innovation • Engagement: Stay • Engagement: Feel • Engagement: Act • Key Predictors: • Communication • Rewards • Engagement: Act • Work-Life Balance

33. PARE Estonia April 2005 It is hard to measure and the invisible savings ? ? ?