Aviva 2009 Annual Report Download - page 77

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Performance review
Aviva plc Corporate responsibility continued
Corporate responsibility
Annual Report and Accounts 2009
sooner and breakdown assistance mileage is reduced. We are
also making use of our local knowledge of reliable garages to
reduce towing mileage and achieve a comprehensive repair
quickly. These changes in our processes, together with speed
limiters and minimising our carrying load, have all reduced the
carbon intensity of our roadside breakdown service whilst still
providing the highest level of customer satisfaction.
Indirect impacts
We are conscious of the potential impacts that climate change
has on our business. We constantly update our understanding
of the effect of these impacts through catastrophe modelling
tools – using computer-assisted calculations to estimate the
losses that could be sustained as a result of an extreme weather
event such as a windstorm or storm surge. In 2009 Aviva was
represented on the latest ABI Climate Change Research steering
group which sought to combine catastrophe models with
climate change models to explore the variation in risk based on
different temperature scenarios. We consider the financial risk
climate change poses for Aviva and accordingly build this into
our levels of capital reserves and risk management processes.
Further detail on this can be found on page 56.
We have completed a carbon footprinting exercise for
the properties we own through our Property Fund managed
by Aviva Investors for 2008. Under the new UK Government
Carbon Reduction Commitment scheme, electricity, gas and
oil used in the properties will be subject to an additional cost
of £12 per tonne. Aviva Investors’ European Renewable Energy
and Infrastructure Fund, launched in November 2008, is
open for investment. The target initial gross assets are set
at €500 million.
Industry benchmark information
— Carbon Disclosure Project Leadership Index
Score 80 out of 100 in FTSE Global 500 and FTSE350
— BREEAM2 minimum ranking ’Good‘ for new build and
refurbishment
ii) Waste
Direct company impacts
Hazardous and non-hazardous waste
Total disposal cost for hazardous and non-hazardous waste in
the UK was £748,000 (
2008: £629,000 ), which includes UK
landfill tax.
Conservation investment
Total capital expenditure for storage and recycling in the
UK was zero (
2008: £minimal ).
Aviva’s waste 000 tonnes
Total waste (tonnes) Recycled (tonnes)
25
Total waste per employee (kgs)
450
20 360
15 270
10 180
Governance
Shareholder information
Financial statements IFRS
Financial statements MCEV
Other information
Performance, strategy and targets
In 2009, the headline figure for the total volume of waste
generated globally by Aviva shows a reduction of 24%.
However, this includes a figure of some 6,000 tonnes, the result
of divestment of businesses such as Aviva in Australia, AGS and
AutoWindscreens. When we take divestments into account,
the actual waste shows a net increase of 9.6%, and this has
also affected our recycling waste figure which at 69% is short
of our target of 80%. Our global rebranding to Aviva generated
rebranding waste; however, we monitored it in the run up to
the day to ensure it was kept as low as possible. The UK
business recycled 161 tonnes of obsolete media and 26 tonnes
of other branded products. Aviva in the USA took the
opportunity to remove office clutter with a two-day recyclathon,
which generated 18.5 tonnes of recyclable material – the
equivalent of 101 m3 of landfill space. In 2007 the UK business
set a zero to landfill target for 2012. This has been delayed due
to the situation in the Chinese recyclate market and the UK’s
economic position. We now have this target set for 2015. To
achieve this we have made some significant changes to our
waste management model. Where local facilities exist, our
remaining waste, following segregation in the office, is
processed via material recycling facilities which provides a
further 85% recycling rate on our waste in these locations.
This process will continue to be rolled out in 2010 but it has
already lifted our recycling rate in the UK from 61% to 74%.
Indirect impacts
Products/suppliers/investors
We are rolling out a ‘repair over replacement’ process in our UK
accident repair centre network to reduce the proportion of new
parts used in repairs to customers’ vehicles.
In Canada, Aviva’s Premiere Auto Network became the first
National Insurance Direct Repair programme to have all of their
network repairers waterborne compliant. The new waterborne
products will reduce volatile organic compounds (VOCs) by 40%
by 2034. VOCs release fine particulates and ozone into the
atmosphere. By working with water rather than solvent-based
products, the reduction will lower the health risk for the paint
sprayers and other repair shop technicians from contracting
lung cancer and heart disease. Other procurement initiatives
include providing alternative recycled-part solutions and paying
for the disposal of hazardous waste.
Industry benchmark information
— 200kg of waste per employee per year
— Recycling rate of 60–70% (BRE Office toolkit)
iii) Resource usage
Direct company impacts
Water
The operating cost of water usage was £1.3 million in 2009
(
2008: £944,000 ).
Energy Intensity
Total cost of buildings-related energy in 2009 was £17.7 million
(
2008: £18.2 million ).
Corporate responsibility
Paper usage
5
05
4,911 8,271 12,622 19,719 16,672 18,877 16,222 19,311 10,064 14,592
kg/employee
90
We currently do not track the cost of paper on a global basis.
0
06 07 08 09
2 Building research establishment environmental assessment methodology
0