Exceptional experience of employees

The Liberty Culture

Having the right people is the key to getting results, so Liberty Seguros periodically reviews the pillars of its organizational culture. An extensive study conducted in 2014 and 2015 mapped three pillars to show strategic objectives for the business: Customer Focus, Go Beyond and Inspirational Leadership. Based on these three pillars, 49 initiatives were suggested in 2016, of which 6 had been introduced by the end of the year.

Liberty Culture Pillars

Customer Focus

Helping people enjoy safer and more secure lives by listening, welcoming, understanding their needs, anticipating solutions and delivering exceptional experiences.

Inspirational Leadership

Strengthening an inspirational leadership attitude that enhances the Company’s purpose by engaging people to pursue the organization’s strategic objectives and by positively influencing them to develop and apply their full potential.

Go Beyond

Creating a stimulating and supportive environment so that everyone (Customers, Channels and Employees) can experiment, extrapolate borders and continuously improve, positively modifying the experience of everybody involved and making Liberty their company of choice.

Training

Liberty is continuously investing to train employees, encourage internal promotions and develop careers. The Company has a Knowledge Map – intuitive graphical content given to each employee – to help detect technical and behavioral skills that they need to develop, as well as the best time to enroll for training programs.

In 2016, the Company invested R$1.9 million in staff training. A total of 46,323 training hours were clocked by 53 face-to-face and 40 online courses. Liberty also has partnerships with educational institutions and language schools who offer its employees discounts off tuition fees. G4-LA9

Liberty Schools

Liberty Schools help employees, including interns and apprentices, to assertively manage their skills and boost their potential for professional growth. Depending on their competencies and Individual Development Programs (PDI in Portuguese), the Company aims for employees themselves to enroll for training programs that meet predetermined criteria. The purpose of the Schools is to put together a team of high-performers capable of providing exceptional customer experiences and generating effective and synergistic results for Liberty’s strategy.

Training data G4-LA9

	Hours	Headcount	Average
Leaders	12,053	228	52.86
Non-Leaders	34,270	1,508	22.73
Total	46,323	1,736	26.68

In 2016, the Company redesigned formats of its four schools and launched a fifth learning path:

Leaders School: professionals are trained for Leadership and Management jobs, which translates the Liberty Way of Doing Things. Skills are thus developed to attract, retain and engage talents.

Technical School: provides employees with the tools and knowledge needed to develop the ability to execute and find simple but efficient processes that lead to agile solutions.

People School: by upgrading behavioral and self-development skills, professionals themselves become the drivers for their careers.

School of Excellence in Service: the mission is to provide the tools and knowledge that will ensure exceptional service for Liberty Seguros’ customers and partners.

Strategy & Business School: employees develop commercial and strategic business initiatives that create value for Liberty, its customers and partners.

Liberty also runs insurance education initiatives involving technical certification; customer service; insurance regulation; internal controls; general insurance theory; and LOMA certification. FS16

Coaching

Liberty’s Coaching Program supports professional development by heightening awareness of learning, developing and reaching goals based on the ability to observe, questioning and change. Liberty Seguros believes that this partnership enables people to reveal their potential, substantially improves their results, and reflects in leadership attitudes and relations in the Organization and elsewhere.

This initiative is supported by outside consultants, who have worked with more than 100 of the Company leaders over the last eight years, thus contributing to their personal and professional development and improving activities developed at Liberty.

Mentoring

Mentoring involves a supportive relationship for professional development of an individual assisted by another person who has a certain expertise in the context in which both are working. Mentoring is an important way of using Liberty’s internal intellectual resources to develop people. At the end of 2016, Liberty had 28 mentors – all of whom were directors, superintendents and managers.

Participants of the Mentoring Program

Organizational climate

Since 2005, Liberty has been conducting an Organizational Climate Study (ECO in Portuguese) every two years to measure employee satisfaction with Liberty. Based on the results and opportunities identified, action plans are structured for each department. All items in the survey scored higher than the previous one, showing a 7 percentage point improvement in the overall level of satisfaction – up from 75% to 82%.

Organizational Climate Study (ECO) Results (%)

The study also evaluates at occupational values, which helps to properly allocate resources and efforts.

In 2016, Liberty also conducted an Employee Net Promoter Score (E-NPS) survey, a system for measuring employee satisfaction in order to spot opportunities for continuous improvement of internal processes and products.

Compensation and benefits

To engage and retain talents, Liberty’s structured compensation and benefits program offers meal and food vouchers, funeral assistance (including dependents and parents); child care and day care; payroll deduction loan; drugstore discounts; chartered buses; health and dental plans; affinity insurance (extended to family members – spouse, children and parents); group life insurance (for employees and their families) and transportation vouchers. In addition, employees may join a private pension plan (with option to add children), whose benefits include pension and retirement supplement. G4-EC3|G4-LA2

There is also a Discount Club, which can be extended to family members; hundreds of companies in Brazil and Latin America offer exclusive advantages in different categories and products.

The Company’s compensation policy is based on internal equity and external competitiveness of the positions and salaries structure; operation as an instrument for the management of people so as to provide transparency for actions; recognition and rewarding of exceptional performance in relation to established standards and to the offering of career development opportunities.

Differentials continue to include a competitive bonus program for all employees and variable compensation for telemarketing teams

Health and well-being

Liberty invests in the health and physical and emotional well-being of its teams. One example of this is its Personal Support Program (PAP in Portuguese) for professionals and their families, which offers confidential assistance in financial, psychological, social and legal aspects. Specialists advise and assist in cases of emotional problems, difficulties in personal and professional relationships, alcohol and drug involvement, financial problems and other issues.

There is also Liberty Health Space, which focuses on occupational health and assistance for employees and others. The Company also offers employees:

• Ergonomics, Posture and Workstation Analysis.
• Vocal and hearing health.
• Physiotherapy and nutrition clinic.
• Systematic health care monitoring for employees and their dependents through a program for fostering health and managing chronic diseases.
• Social services (employees and family members).
• Monitoring and support for complex and high-risk/high-cost cases such as chronic diseases.
• Pregnancy Support Program – The Mother Project (for employees and their wives) arranges meetings with specialists for talks, advice, discussions and postnatal home visits.
• Vaccination campaigns, which benefited 95.31% of Liberty’s employees and 423 of their dependents.
• Christmas Open House, for employees’ children to visit their parents’ workplace.
• Workplace gymnastics and massage for Liberty’s telemarketing team.
• Meetings for parents with kids aged under 5 to help them with their children’s education.
• Meetings to talk about health issues, such as Pink October and Blue November, when the Company mobilizes to encourage employees and their families to take preventive measures.
• Bicycle space.
• Seven Aspects of Health program – employees may examine their physical, emotional, financial, social, professional, spiritual and intellectual health and set targets for improvements if necessary.

Liberty also arranges interactive initiatives such as its “90-day challenge”, which recorded 126 participants in 2016. They were challenged to enhance four physical aspects of quality of life – body mass index (BMI), flexibility, upper-body and core strength – by taking functional gymnastics and running classes. Advice on healthy eating and individual meal plans are also available. Another highlight is its Happy Friday, which gives employees the option of finishing work at 2:00 pm and making up the remaining hours during the week. A survey showed that 71% rated the Happy Friday program as “very satisfactory” (51%) or “satisfactory” (19%).

Life Week

This annual event spreads awareness of the need to balance seven aspects of individual health (physical, social, financial, intellectual, spiritual, emotional and professional). In 2016, the event involved dance class, talks, employee health surveys and a blood-donor campaign.

Another highlight was Life Junior for the Company’s employees’ children – encouraging good eating, physical exercise and financial habits, as well as exercising creativity and providing socially interactive spaces for children. In total, there were 3,341 participations.

Recognition

Showing its appreciation for years of work with the Company is another Liberty Seguros’ commitment. Every quarter Liberty awards and recognizes employees for 5, 10, 15, 20, 25, 30, 35, 40, 45 or 50 years spent working for the Company. Special tributes are made for 25 and 50-year anniversaries – 267 employees were honored in 2016.