01 04.2 Developing a shared vision for inclusion and diversity continued Introduction 02 Sustainable investing 03 We access diverse candidate pools by engaging Equal access to learning and development Active stewardship in external initiatives. For example, we took part To support employees’ career development, we ensure in the #10000Blackinterns initiative to tackle the equal access to learning and development including 04 underrepresentation of black people in the UK’s training, networking and mentoring. We offer self- AllianzGI as a sustainable business investment industry and build a pipeline of young black managed mentoring matching on our Opportunity 04.1 B uilding our approach to talent. During the summer, six new interns worked across Platform, which allows employees to volunteer as sustainable investing various investment functions including infrastructure mentors and mentees to “crowdsource” mentoring 04.2 Developing a shared vision for debt, UK equities and global fixed income, and two matches across the firm. inclusion and diversity of these internships led to full-time roles. 04.3 Promoting employee health Increasing I&D through succession planning Marketplace: embedding I&D in our wider and wellbeing in a hybrid social purpose work environment Our focus on the long-term success of our clients We believe our firm can be a powerful force by 04.4 Business conduct and makes succession planning vital. To ensure stable client increasing investment in assets, products and businesses operational risk management management and avoid knowledge and relationship 04.5 Managing the environmental disruptions, we continuously maintain our succession that help the world become more sustainable and impact of our operations plans for critical roles, which are formally reviewed equitable. This third pillar of our I&D strategy is about 04.6 Corporate citizenship annually. This planning considers potential successors at leveraging our I&D values to strengthen our positive different levels of readiness. Each succession plan must impact on society. With this pillar we aim to strengthen 05 include at least one potential successor who would be the way we influence external stakeholders, and Appendix ready within 12 months and an emergency candidate. create greater alignment with the UN’s Sustainable In line with our emphasis on gender diversity, each in- Development Goals. We will develop our strategic scope position must have at least one female successor approach in this area in the coming years to build on in its succession plan. the many initiatives already in place, including our financial literacy programmes and support for other Apart from critical roles, we also review key roles whose community initiatives. incumbent is at risk of leaving, has a planned move to another position, is retiring within two years, or has held the position for longer than five years, after which mobility may be expected or encouraged. This robust process for succession planning – and follow-up to develop identified potential successors – contributes to the retention of top talent and helps secure business continuity for our clients.