Aviva 2007 Annual Report Download - page 71
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Please find page 71 of the 2007 Aviva annual report below. You can navigate through the pages in the report by either clicking on the pages listed below, or by using the keyword search tool below to find specific information within the annual report.During the course of 2007, we conducted a major
redesign of the programmes offered through the Aviva
Leadership Academy which continues to support our
leadership work. Working with a range of the world’s
foremost institutions in the field of leadership
development, the programmes now provide a unique
opportunity for Aviva managers to gain deeper self-insight
and awareness of the impact of their leadership. It strongly
supports the concept of “One Aviva” by encouraging
an international network of colleagues to learn from
each other while gaining insights and fresh perspectives
from the outside world.
We measure our success in achieving our people
strategy in part through our global climate survey,
which is open to our workforce worldwide. The survey
was completed by over 42,000 employees in 2007
and is a key performance management, governance
and communication tool. Findings from this survey
are presented to local executive teams and the Board.
Our European Consultative Forum and employee
forum in the UK (“Your Forum”) provide an opportunity
for regular sharing of information and dialogue at a
more informal level with representatives of the wider
employee population.
We also participate in external surveys and
benchmark studies which allow us to compare ourselves
with best practice and to learn from what others do.
In 2007 Aviva in the UK was included in The Times
“Top 50 Places Where Women Want to Work” list
for the second consecutive year, while our businesses
in Ireland, Australia and India were once again listed
in national “Great Places to Work” surveys.
Diversity
Being a global organisation spread across 27 countries,
multiple time zones and cultures brings challenges.
This is well understood and addressed through our
diversity programme which embodies the key principles
of respect, valuing differences and inclusion.
To embed our diversity vision we created a
“Respect Diversity Toolkit” which is an online learning
and knowledge resource. It includes training materials,
interactive games, presentations, DVDs, and best practice
and benchmarking information. Its success was recently
recognised internally, with Norwich Union making its
content available to 30,000 employees, and externally,
with a City launch in London. This “toolkit” approach
has been replicated this year in other work streams for
HR and CSR since it is an excellent platform from which
to cascade and share knowledge across the group.
Our “Respect Diversity” initiative and toolkit have
also been recognised as best practice by the Equal
Opportunities Commission in the UK.
Aviva plc
Annual Report and
Accounts 2007
67
Business
review
70% consider Aviva
a great place to work
(Employee survey 2007)
Improvement against 2006 survey
Base points
Communication 7
Empowerment and innovation 6
Talent management 5
Values 4
Engagement 4
Diversity index 4
Leadership 4
Customer focus 2
Efficiency and effectiveness 2
In a continued effort to create a
strong annual feedback mechanism
for employees’, we carried out our
global employee climate survey for
the third consecutive year. We had
a strong overall participation rate
of 70% (2006: 66%) with four
business units achieving a
100% participation. The results
showed improvement on all
survey categories and improved
performance against our external
benchmark of performance in
global financial services companies.
Our senior management pay is
linked to employee survey results
through clear targets on leadership
and engagement. We also pay
special attention to action-planning
using the results: the businesses,
regions and group draw up plans
to address employee issues and
to build on our existing strengths.
Progress on these plans is then
shared with employees before
the next survey cycle.