1.
Putting People 1st
to Prosper
Peter Sinden
Director of Sales & Service
LV= General Insurance Division

2.
Our Vision: to be Britain’s
Insurer
2
95%95% of ourof ourpeople believe
people believe
the core
the core
values are
values are
clearclear

3.
3
Putting our People 1st
…
PEOPLE
CUSTOMERS
BUSINESS
TIME SAVED REINVESTED:TIME SAVED REINVESTED:
More coaching time
Better agents
Making their job easier
MAKES OUR PEOPLE FEEL:MAKES OUR PEOPLE FEEL:
Engaged
Valued
They can make a difference
GOING UPGOING UP 
Sales
Customer Satisfaction
Employee Engagement
Loyalty/Retention
First Call Resolution
GOING DOWNGOING DOWN 
Attrition
Call Times
Costs
Smooth process
Less effort
Faster calls
Lower cost expense = lower price
More competitive products
Happier customers
…creates our award winning virtuous circle!

4.
Sharing woes = Why On Earth?
You said…
We did….

5.
Fixing those WOE’s saves LV= money…
5
… and helps us be competitive at
renewal
93% of our people
believe their team
constantly looks for
better ways to
serve its customers
Senior team spend 40 hours with our people
every month
520 ideas from WOE’s so far this year
Over 400 of our people have been involved in a
Lean event
Benefits from WOE changes are on plan to
deliver £2m in savings by year end.
Contributed to us halving our
Cost Expense ratio over 3 years
5 years worth of ideas – offering a
Cost Expense reduction of a further 3rd

6.
Our results speak for themselves…

7.
Awards: our benchmark against the industry best
National Management & Leadership Awards
7

8.
Your challenge to take away: DEPT.
VISITSDedicate 1 day a month, to get under the skin of each department
• It’s easy to let it slide – you have to be disciplined and give it a genuine high priority
• BUT - It’s the best investment in time you can make!
Talk to the people at the sharp end
• Take a group off the phones for an hour and chat about their WOEs.
• What would they do differently if it was their money and their business?
• Tell them which ideas you’ll take away, then keep them in the loop
Step into your agents’ shoes, and make sure they are in their Customers’
• Listen in to calls side-by-side with agents
• Understand what they say and why, and how the system works
• Find out what’s hurting them and what’s hurting the customer
Manage those Light-Bulb moments!
• By the end of the day you’ll have a great big list of ideas
• Delegate these to your management team – and keep pestering them!
• … my managers now find and sort WOEs themselves, just to keep me quiet!

9.
Your challenge to take away: WOEs
“Why On Earth do we do that?!”
• You need to know what’s hurting your people and your customers
• WOEs cost you time, money and customers - and damage staff morale
Get your people to tell you their WOEs
• You can’t chat to everyone through site visits – although this helps to get the ball rolling
• Create a way for people to submit ideas – could be an email address or an intranet page
• Publicise and incentivise it so people want to use it
Find out the big ideas
• Get people in the know to review WOEs, and see which ones have got legs
• I’ve developed a Business Improvement Team of canny agents and team leaders to do this
Kick off projects
• Once you’ve picked your WOEs put some structure behind them
• Scope it, CBA it, LEAN it, investigate it… then make the change and track your benefits
Tell everyone about it!
• Once people know they can make a difference it becomes self perpetuating

10.
I look forward to
your questions