01 Introduction and strategy 02 Measuring and managing sustainability 03 Climate change related disclosure 04 Strengthening our foundation 05 Our universal principles 02.4 Human resources 02.4.2 Strategic workforce planning A main approach to support our learning and development strategy is our Strategic Workforce Planning. The purpose behind our strategic workforce planning initiative is to understand what the transition to a digital future means for Allianz and its people, and how we can equip our workforce with the skills they need for the future. This initiative is closely linked to our Allianz Group Strategy and the Allianz Customer Model. Our strategic workforce planning approach compares workforce supply by job profile against projected workforce demand over the next five years. It is a structured annual process that is integrated into the annual planning. As a result, we are able to steer the skills that we need in our workforce in order to drive our business strategy via, for instance, targeted and strategic recruiting measures and major re- and upskilling initiatives. We consider digital, data, and agile working skills as well as leadership and functional skills as key for the future. For more details on learning and development, please see also our People Fact Book 2022. 02.4.3 Diversity, Equity and Inclusion (DE&I) We believe in creating an inclusive workplace with equal opportunities for all and shaping a diverse workforce which drives gender balance and expands to other dimensions, such as disability, nationalities/ ethnicities, generations and LGBTQ+. A diverse workforce enables us to understand and fulfil the diverse needs of our equally diverse customer base. Our reputation for inclusion strengthens Allianz’s brand as a trusted financial services provider. Our DE&I strategy Our strategy aims to embed DE&I across the whole business and is built around three pillars: 1. Employees – building the conditions for a div erse and inclusive workforce. 1 2. Customers – recognizing diversity as competitive business advantage. 3. Stakeholder Trust – actively positioning A llianz as a DE&I leader through public commitments, indices and certifications. 2 Our commitment to DE&I also comes from our top management. More than 20 CEOs and Board Members from Allianz entities around the globe are part of the Global Inclusion Council which has been in place since 2007 and oversees the implementation of our DE&I strategy. Our Allianz DE&I Policy describes our r ationale for diversity, equity and inclusion and how we foster diversity in all its forms. In 2022, we published an update of our global DE&I Policy including, among others, our 2024 DE&I targets and ambitions and a section on intersectionality. The target of our policy is to ensure across our operating entities and functions that there is no discrimination for reason of gender, age, sexual orientation, ethnicity, nationality, physical or mental abilities, religion, or social background among others. We apply a zero-tolerance policy towards discrimination of any kind, encourage employees to speak up, in line with our open communication and feedback culture, or to use the Group whistle-blowing system. Our Allianz Anti- Harassment Policy outlines our global zero tolerance standard against sexual and other harassment and discrimination. DE&I targets & ambitions Diversity is represented in many forms and at all levels and we keep close track of progress. Our targets and ambitions are updated regularly to ensure continual improvement. Our 2024 targets and ambitions c over the five dimensions of gender, disability inclusion, nationalities and ethnicities, generations, and LGBTQ+: Global targets to drive gender balance: For the 2024 Women in Leadership targets, see chart on page 70. Country-specific ambitions to drive disability inclusion: • It is our ambition to fulfil local legal disability quotas where applicable in 13 countries. All operating entities with country-specific legal requirements for disability inclusion are asked to meet their respective country quotas on disability representation through two levers, i.e., 1) talent attraction and/or 2) self-identification. 1 We take a strong stance on employee engagement and DE&I and measure this annually via our AES. 2 The Allianz Proprietary Trust Survey with nearly 9,000 participants revealed that our commitment to DE&I has strong impact on trust in Allianz. 52 p ercent say knowing about Allianz’s DE&I initiatives increased their Trust in Allianz. Allianz Group Sustainability Report 2022 68