Aviva 2006 Annual Report Download - page 21

Employee engagement and leadership
2005 2006
70
Engagement (%)
Leadership (%)
50
40
20
10
0Employee engagement
Leadership
30
60
70
50
40
20
10
0
30
60
Customer satisfaction
Overview Business review Governance Financial statements Other information
Aviva plc
Annual Report and Accounts 2006 17
Our global employee climate survey provides a measure of
employee engagement. For Aviva, employee engagement
represents the degree of effort that our people put into the
organisation, the quality of that effort and their loyalty to the
company. The survey results are used to plan for the year ahead,
with the aim of achieving continuous improvement. The climate
survey also measures employees’ perceptions of leadership, verifying
that employee engagement is harnessed and aligned with our
strategic direction and immediate business plans. Our aim is to
improve both measures over time and to meet or exceed a global
financial services benchmark.
During 2006, our employee engagement score has risen by 8%
to 67% and our leadership metric has risen by 4% to 55%.
These increases represent ongoing improvement and actions taken
in response to our 2005 employee climate survey. Additionally, we
are making progress towards a global financial services benchmark‡.
‡ The global financial services benchmark and our global employee climate survey measure employee engagement using slightly different definitions. Using the global financial
services definition our employee engagement score was 70% (3% below the benchmark) and our leadership scorewas 55% (2% below the benchmark).
All Aviva business units are required to measure customer
satisfaction. The maturity of our business units and the varied
business models and distribution channels mean that, at present,
asingle, combined measure of group-wide customer performance
is not available. While different metrics are in place in business
units, key principles govern the methodology for defining customer
satisfaction KPIs. These principles include that KPIs should reflect
the level of satisfaction/advocacy achieved with customers and
that the KPIs should reference a meaningful external benchmark.
In 2006, the majority of our business units reached an “on target”
level of customer performance, with four business units achieving
“stretch” goals. Every business unit has produced an action plan
as a result of 2006 customer performance and stretching targets
have been set for 2007 to drive continuous improvement. In 2007,
we will be exploring ways to consolidate the various approaches
to customer performance measurement such that in future years,
aggregated performance data may be disclosed.