01 Our vision of 02 Sustainable 03 Active 04 Strengthening sustainability 05 Appendices sustainability investing stewardship in our operations 04.2 Creating an inclusive and supportive workplace We recommend this training to teams Our framework allows for 昀氀exibility in Employee facts and 昀椀gures whose Allianz Engagement Survey (AES) both time and place, providing room results indicate there may be issues for individual working arrangements Training/upskilling Health, safety and wellbeing with workload or where we identify that to bene昀椀t a thriving culture. Some may 2023 2023 process improvements are needed. agree within their team to come in on We rolled out strategic workforce 昀椀xed days; others may choose to split EUR 2.9m 3 days planning in 2023, and in 2024 we will their time between morning hours in the identify learning pathways for speci昀椀c job o昀케ce and working from home in the invested in employee Average sick days pro昀椀les to ensure roles and development afternoon. This 昀氀exible model empowers development per employee are fully aligned. our colleagues to balance work, career 2022: EUR 2.7m 2022: 3 days Beyond gender, we monitor dimensions development and personal priorities in 2021: EUR 2.1m 2021: 2 days such as age and nationality to nurture the way that best suits their individual a truly international and age- work and life situations. 2023 2023 balanced workforce. In the 2023 AES, 87% of employees agreed that the 昀氀exible working arrangements we 24 hours 10 years 04.2.2 Promoting health and o昀昀er meet their current needs. The same of training on average Average length wellbeing in a 昀氀exible and survey also showed that 89% feel per employee of service hybrid work environment connected to the company, regardless of where they work. 2022: 22 2022: 10 years Creating a 昀氀exible work environment Since 2022, we have also o昀昀ered cross- 2021: 15 2021: 11 years As a global business, we have many border remote working as an extension years of experience using technology- of our 昀氀exible work o昀昀er. This allows enabled virtual collaboration. Our global employees in roles that allow for it to work Source: Allianz Global Investors, as at 31 December 2023. framework for 昀氀exible work arrangements occasionally from abroad for up to 昀椀ve Learning: focus on future skills employees, totalling more than 8,900 has been in place since 2016. With the days in one trip, for a maximum of 25 days and resilience training hours on topics such as people development of new tools and equipment in a calendar year. This has been positively Our employees have access to global, management skills, resilience and to support digital collaboration and the adopted by employees; 711 employees’ regional and local development wellbeing. We o昀昀er training in the Kaizen deep experience gained over the past cross-border remote work requests were opportunities for lifelong continuous continuous philosophy to all employees few years, we continue to build on this approved in 2023. learning. In 2023, our return to face-to- and encourage teams to use it to framework. We focus on empowering face learning saw a high uptake from identify improvements. employees with collaborative and 昀氀exible ways of working. Allianz Global Investors Sustainability and Stewardship Report 2023 80