A Personal Best for Lloyds Banking Group

2. BUSINESS TO EMPLOYEE A Personal Best for Lloyds Banking Group

3. Summary of sponsorshipBackground:Lloyds Banking Group (LBG) was the largest retail and commercial bank in the UKIn 2007, LBG became the first Tier One Partner for London 2012 as the official banking and insurance partnerChallenge:The Wholesale (B2B) division in LBG had the lowest employee engagement scores (pride, awareness and involvement in the sponsorship were measured) across the entire bank in 2009/10Target:To engage the 11,000 employees with LBG’s London 2012 Partnership by - supporting LBG’s strategic HR priorities - differentiating from other Employee programmes - instilling a sense of pride and advocacy in the workplace

4. Sponsorship Planning What? LBG created the Personal Bests employee engagement programme, with the support of Havas Sports & Entertainment (HS&E), to use the power of its London 2012 Partnership to boost employee involvement and advocacy in the Wholesale division Why? The strategy behind the programme was informed by one key insight from the 2010 LBG Employee Survey, which uncovered the desire for employees to achieve a personal ambitionin the workplace How? Focusing on self-improvement and development of an individual, Personal Bests took the three main HR strategic priorities and ‘turbo-charged’ them using London 2012 sponsor assets

5. The three key objectives for the business were: 1. Learning and Development (L&D): Get more employees using the under-used but existing online training resources (“courseware”) to self-develop; measure this by number of employees using the LBG “courseware” in eight months 2. Health and Well-being (H&W): Get more employees achieving personal health and fitness goals to create a healthier and more productive workforce; measure this by number of people recording monthly fitness activity over 12 months and financial year-on-year performance of the Wholesale division 3. Community volunteering: Get more employees volunteering in the communities that LBG is a vital part of; measure this by number of employees submitting volunteering hours online over 12 months Target:- 10% of the Wholesale division’s 11,000 employees actively taking part in Personal Bests over 12 months Measurement:- Increased pride and advocacy in working for LBG and engagement with the London 2012 partnership to be measured, by ongoing employee survey results

6. Sponsorship ExecutionThe Personal Bests programme tied the London 2012 partnership into opportunities for colleagues to get fit and healthy, learn new skills and volunteer in their communityThree individual activations were launched, all of which were part of the Personal Bests creative campaign, which was given its own intranet site. Each programme could be personalised by each employee, so goals were designed to be achievable, no matter what level of ability or seniority

7. Get Ahead (L&D): - LBG produced short films featuring Olympians, Paralympians, Sports Psychologists, Coaches and senior LBG Employees to draw parallels between business and sport and bring to life some of the key skills that employees could develop for themselves. - Eight videos were produced and released monthly - Each was made available on the Personal Bests intranet for all 11,000 employees to view Each video was promoted via email, intranet advertising and newsletter communications - All videos linked directly to learning resources on the L&D curriculum, where downloads could be tracked each week

8. Get Active (H&W): • - LBG licensed Premier Sport’s Golden Mile technology to provide a platform for employees to set personal training goals across walking, running, cycling, swimming and rowing and monitor those targets every month online • - An external website was created at https://www.personalbests.co.uk/getactive • - Employees could log-in from anywhere and record activity daily, which was collated by HS&E to show how many people were engaging • - Olympic and Paralympic athlete videos were available to watch, encouraging employees to achieve their goals • - Nutritional tips from Team GB’s nutritionist were uploaded every month • - Promotional emails were sent regularly to encourage employees to take part • - Monthly and seasonal (e.g. Christmas) campaigns and promotions helped drive engagement

9. Give Something Back (Volunteering): • - LBG partnered with Sports Leaders UK to provide one day training courses that delivered a recognised certificate in Teaching Values Through Leadership and developed specific community opportunities for employees • - Six training courses were delivered across the UK • - Ongoing email promotions encouraged volunteering opportunities • - An online platform was developed for colleagues to log hours spent volunteering, which was tracked on a weekly basis

10. Rewards and incentives - To give employees a target to achieve in a measurable timeframe, monthly prize draws were implemented across each programme - London 2012-related assets, including tickets to the Games, signed merchandise, sports vouchers and a community bursary were used as prizes for employees that achieved their personal target across either of the three initiatives - These provided a clear point of differentiation from other employee initiatives in the bank and a clear incentive to sign-up

11. Driving engagement • Office Champions • - Given the geographical diversity of LBG employees, a group of self-elected Office Champions were engaged to drive engagement within their office • - Each was given a communications toolkit to support their activities and a regular Office Champion conference call was set-up to share ideas and best practice • Content • - Fresh and relevant content was produced daily throughout the programme and communicated at relevant times • - Participant research suggested that employees were encouraged by fellow colleagues, so a monthly newsletter, including highlights from the programme and case studies of people taking part in Personal Bests, was issued to all 11,000 employees • Feedback • - Throughout the campaign, employee feedback was constantly listened to and actioned, to help shape future developments of the programme. • - Participation levels were regularly tracked to ensure that targets for the campaign were being achieved

12. Programme evaluation Client Feedback Chris Daniels, Head of London 2012 Activation, Wholesale Division, Lloyds Banking Group “Personal Bests has had a transformational effect on the bank. It has helped re-engage, reconnect and re-motivate our staff with amazing qualitative stories. And the quantitative data is astonishing: over 200 new regular volunteers contributing over 18,000 hours of volunteering in the community, over 9,000 hits to watch the Learning and Development tutorials, and over 2,000 employees getting more active in a fun and engaging way….from a population of 11,000 these blew all our targets out of the water!” Overall engagement figures Get Active Get Ahead Give Something Back =

13. Programme evaluation (cont) Get Active participant survey LBG Employee Survey Measureable impact on Wholesale division performance

14. Lessons Learned • - It was important that colleagues could make the programme personal to them and that it could be tailored to both genders, and those of all ages and abilities • - The benefits must be tangible and measurable both for colleagues and the wider business • - Adding value for employees (whether it's around health & wellbeing, personal development or encouraging involvement with volunteering initiatives) meant more than the prizes/rewards on offer • - Keeping communications fresh and relevant helped to drive ongoing participation in the programme

15. Campaign Images

16. Personal Bests winners