Aviva 2009 Annual Report Download - page 78

76
860
Aviva plc Corporate responsibility continued
Annual Report and Accounts 2009
Environmental Incidents
During 2009 there were no environmental incidents as a result
of our operations (
2008: none ).
Aviva’s water consumption 000 m
3
Water consumption m
3
Water consumption m
3
per employee
20
660
700
820 16
780 12
740 8
736,455 851,070 843,750 751,750
m
3
/employee
4
0
06 07 08 09
Performance, strategy and targets
Water consumption reduced by 8.8% in 2009, exceeding our
target of 4%. Whilst the businesses in the UK continued to see
savings from the water saving devices installed towards the end
of 2008, Aviva France installed water filters on the bathroom
taps of Montaigne Head Office in 2009. The filters reduce the
flow of water by approximately 50% and achieve a reduction
of around 5% in the total water consumption. This will now
be rolled out to the regional offices in France.
Following the very successful use of double sided printing
in the Group head office, the introduction of duplex printing
as standard across the UK has resulted in a 20% reduction in
paper purchased and a 5% volume reduction in the amount
of office printing.
Aviva France is currently studying the possibility of using
paper with a reduced weight at the Montaigne head office in
order to reduce paper consumption. If this study is successful,
Aviva will implement this solution throughout its entire network
in France and will encourage its other subsidiaries to follow.
When buildings have reached their end of lease or are
being refurbished, the environmental implications are
considered. Some businesses like Aviva UK are turning to
‘space hopping’ (hot desk) solutions. Other Aviva businesses
are consolidating their property space and as a result are able
to manage their environmental impact more comprehensively.
Aviva USA’s purpose-built head office, to be opened in June
2010, has been rated ‘excellent’ by LEED (Leadership in Energy
and Environmental Design) and combines four existing offices
into one.
Indirect impacts
Products/suppliers/investors
The economic situation has meant that companies are
considering the added value of relationships. Recently we
engaged with some of our IT providers to see how we can make
further energy savings and, through conversations with our IT
supplier Cisco, we learned that we are able to power down our
desktop phones and other networked IT equipment remotely.
Continuing with our work around the impact of marketing
materials, and building on our initiatives to make information
available electronically and using degradable polywrap for
literature sent through the post, we will be looking at our
mailings and working with our distribution partners to
ensure that our environmental impact in this area is kept
to a minimum.
Aviva Canada’s ‘Save Waste, Eliminate Paper’ programme is
supporting our efforts to reduce our carbon footprint. It focuses
on eliminating printed policy documents for brokers, saving
paper, ink, energy and time costs. So far 246 out of 1,855
brokers have signed up to this programme.
In France, Aviva’s agents and advisers are able to use
laptops when with clients to carry out transactions online.
This has increased the use of the online intranet portal and
client email database, lowered levels of correspondence by
paper mail and fax, and has resulted in a reduction in waste
and increased efficiency for client-company exchanges.
In Italy, our distributors can use Web-Bancassurance and
WebAgenti IT support tools which provide online access to our
legacy system containing the lifecycle of policies from issuance
to liquidation. These tools have been extended to all
intermediaries connected with the main banks and also
to agents.
Industry benchmark information
— Water: 7.7m3 per employee per year (National Water
Demand Management Centre)
— Office Paper: good practice 4,000-5,000 sheets per employee
per annum (Gartner Research)
iv) Customer advocacy
Direct company impacts
At Aviva, the Net Promoter Score® is our key customer metric.
This measure is widely regarded as a predictor of future growth,
with strong correlations to persistency and retention, repeat
purchase and willingness to recommend. Results to date show
that advocates are more likely to stay with us and to be more
profitable over time, suggesting that using this metric to build
advocacy will have a positive impact on business performance.
Non financial indicator
Businesses’ performance vs local benchmark
Performance v market average
–
Net Promoter Score
©
% below market average % at or above market average % in upper quartile
100
80
60
40
20
0
08 09
Our performance, strategy and targets
In 2009, we successfully moved to a single global provider of
our annual relationship and benchmark NPS survey which has
helped ensure a globally consistent approach to NPS across
Aviva. Through the Group Remuneration Committee, each
market is now set improvement targets relative to their local
benchmark and 10% of our executive directors’ compensation
is linked to these targets.
Compared to 2008, we have seen a modest improvement
in the overall scores, which, given the tough economic climate,
may be considered a success.