Aviva 2006 Annual Report Download - page 18

Aviva plc
Annual Report and Accounts 2006 14
Group strategy continued
Strategic
priority
Understanding and
meeting the evolving
needs of our customers
Working closely with
business partners to deliver
efficient and effective
distribution channels
Attracting, motivating and
retaining talented people
who are committed to
Aviva’s values and ambitions
Business review continued
How we measure
progress
Meeting or exceeding customer
advocacy and satisfaction targets,
at group and individual
business level
Generating increased profitable
sales by providing the products and
services that our customers want at
afair price
Meeting or exceeding sales and
service targets jointly agreed with
each business partner
Improving our score in independent
external assessments of service
(eg the FASA rating in the UK)
Maintaining our leading position
with insurance brokers
Increasing sales to the customers of
our bancassurance partners
Meeting targets for our external hire,
internal promotion and voluntary
staff turnover rates
Improving further our employee
engagement and leadership
performance in our global employee
survey and against the global
financial services benchmark
Progress in 2006 Established performance
measures in our businesses based
on customer satisfaction and
advocacy (ie actively recommending
us to others)
Linked senior management
remuneration to performance
against these measures
Came second overall in
independent insurance customer
satisfaction surveys in China
and India
Surveyed over 23,000 consumers
across 21 countries in our third
annual survey of consumer attitudes
to savings, providing valuable
insights on consumer trends
Introduced a group-wide customer
policy, setting common governance
standards for how we deal with
customers
Established new key partnerships in
the UK with Barclays Bank, the Post
Office, Cooperative Insurance
Services and Volkswagen
Expanded our bancassurance
partnerships, eg, in Ireland with AIB
and in India with a further 11 bank
partnerships, bringing the total to
over 30
Voted the Insurance Times “General
Insurer of the Year” for the fourth
consecutive year in the UK
Won the “service Award for
excellence” from brokers in Ireland
Grew our direct sales forces in India,
where it almost doubled
Enhanced our e-commerce
capabilities (eg in Canada) making
us easier to do business with
Improved our group-wide
employee survey results in the
key areas of leadership and
employee engagement
Linked senior management
remuneration to the measures of
employee and customer measures
Maintained staffmorale while
undertaking significant change and
restructurings, particularly in the UK
Put 300 employees through the
Aviva Leadership Academy, run in
partnership with leading
international business schools
Progressed our diversity agenda,
being recognised by inclusion in
The Times’ “Top 50 places where
women want to work,” and gained
an Opportunity Now gold award
2007 priorities Implementing specific local
initiatives to improve service
to attract and retain customers
Setting and meeting customer
advocacy and satisfaction
benchmarks, both at group level
and across all of our businesses
Conducting our fourth consumer
attitudes to savings survey,covering
24 countries
Continuing to roll out our successful
bancassurance distribution model,
tailored to the specific needs of
developing and maturemarkets
Continuing to strengthen our
relationships with key brokers and
other partners
Broadening and strengthening
our direct distribution capabilities
Improving on our two star
(out of five) Financial Adviser
Service Awards (FASA) rating
in our UK life operations
Developing leadership behaviours
that improve staffcommitment
and customer experience
Developing a robust talent
management mindset and culture
throughout Aviva
Making the most of our
international presence when
deploying and developing people
Building a strong employment
brand to attract and retain high
quality staff
Implementing talent management
processes across the group