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Inclusive senior policy in Storebrand invest in the seniors

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Inclusive senior policy in Storebrand - invest in the seniors! Erik R d Herlofsen ... 'Storebrand shall be the leading and most respected partner in the Norwegian ... – PowerPoint PPT presentation

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Title: Inclusive senior policy in Storebrand invest in the seniors


1
Inclusive senior policy in Storebrand - invest
in the seniors!
  • Erik Råd Herlofsen
  • Executive Vice President HRStorebrand ASA

Established 1767
2
Core business - 3 main areas
Asset management
Life Insurance and Retirement Pensions
Bank and distribution
StorebrandLife Insurance StorebrandHealth
Insurance
StorebrandInvestments
StorebrandBank
  • Storebrand shall be the leading and most
    respected partner in the Norwegian market for
    life insurance and long-term savings

3
Storebrand main asset Employee competence
2005
  • Number of employees 1.255
  • 49,8 women
  • Female executives 37
  • Average age 43 years
  • Higher education 72
  • Average length of employment 12 years
  • Number of seniors 334
  • Over 60 years 111
  • 55-59 years 101
  • 50-54 years 122
  • Number of veterans (more than 20 years) 289
  • More than 30 years of service 104
  • More than 40 years of service 20
  • Number of recruited people since 2002 253
  • More than 50 years old 12
  • Number of people older than 65 still in work 12

4
Norway is quite well off...
  • Transition from industrial to knowledge based
    society
  • High living standard creates luxury choice
  • Generally low unemployment rate (4,1)
  • Hours of working week has significantly been
    reduced therefore we have increased parttime
    workers
  • Well organised working regulations
  • Relatively slow increase of aging population
  • High employment rate among mature-aged workers

BUT...
5
The number of disabled increases
Will it be 14 i 2010?
Number of disable between 20-67 år
310 000
11,00
301.214
10,7
Number of disable
290 000
Share of population 20 - 67 years
10,50
Prognose number of disable 04-05
270 000
10,00
250 000
Share of population 20 - 67 years
Number of disable
230 000
9,50
210 000
9,00
190 000
8,50
170 000
150 000
8,00
1990
1991
1992
1993
1994
1995
1996
1997
1998
1999
2000
2001
2002
2003
05
04
Source NOU 2000 27 / SSB jan 2004
6
Pension challenges
Net savings
Conceptual
Age
Decreased birth-rate
7
Increasing pension gap
Changes in oil revenues and pension liabilities
Pensions
of GDP
Net cash flow from the petroleum activity
Source The Pension commission
8
Why put focus on an active senior policy?
  • Senior qualities
  • Corporate social responsibility (CSR)
  • Binding agreement with the authorities through
    Inclusive Working life
  • Recruitment costs
  • Demography
  • Customer satisfaction

9
Senior qualities
  • Knowledge and working experience
  • Social skills
  • Problem solving competencies
  • Ability to see the overall picture and see
    connections
  • Responsibility and loyalty
  • Ability to strategic thinking
  • Patience

10
Corporate Social ResponsibilityAction Plan
2003-2004
  • We base all our activities on economic, social
    and environmental criteria
  • Concrete targets, measures and indicators for
    reporting
  • Action plan focuses on stakeholders for whom we
    wish to create value

11
Inclusive working life andsenior policy
  • Goal
  • Increase the actual retirement age
  • Reduction in absence caused by illness
  • Keep employees with reduced working capacity
  • Why did we sign the agreement?
  • To make senior policy more concrete
  • Positive that we can pay attention to the
    inclusive part of working life
  • Common sense and good staff policy
  • Fast follow-up by leaders of people who are
    absent due to illness

12
Reducing recruitment expenses - Leaving/new
comers 1997-2004
13
Demographic development in Norway
14
(No Transcript)
15
What is done to maintain a good senior policy?
Storebrand - Oficina Lanzarote
  • Management programmes for
  • experience executives
  • Flexibility long distance work
  • Retirement interviews
  • Retirement club, veteran club, athletic
    association etc
  • Preparation course before retirement
  • Shorter working hours for employees over 64 years
  • Three additional days off for employees over 60
    years
  • Focus on transfering their expertise to the
    younger employees

16
What is done to maintain a good senior policy?
  • Senior committee
  • Possibility to work after having turned 65 for
    those who wish to do so
  • 80 work for 90 salary
  • Separate intranet page for seniors
  • Exercise during working hours for employees over
    60
  • Regular survey amongst seniors

17
79 feel that they are appreciated by younger
colleagues for the competence and experience they
have
18
The closer to retirement age, the more people
want to work longer
19
89 of the seniors are happy at work
20
Maintenance and further development of competence
is most important
Which of the following measures are important to
you (prioritise from 1-3)?
21
Does our senior policy pay off?
22
What is it really about?
  • Attitude
  • Age discrimination must not be tolerated
  • Top management must take responsibility and set a
    good example
  • Awareness among all employees
  • Well-being
  • Meaningful work
  • Good colleagues
  • Care it is allowed to be ill
  • Challenges
  • Workforce reductions
  • Sales representatives
  • Remote officies

23
Its time to retire retirement
  • Greater demand and competition about seniors
    competence and experience
  • Prepare to hire more seniors in years to come
  • Create a culture that honours experience
  • Offer flexible work
  • Introduce flexible retirement

Source Ken Dychtwald, Tamara Erickson and Bob
Morison Harvard Business Review, March
2004
24
Conclusion
  • Senior policy is good business and it contributes
    to making Storebrand an attractive employer!

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