Aviva 2009 Annual Report Download - page 79

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Performance review
Aviva plc Corporate responsibility continued
Corporate responsibility
Annual Report and Accounts 2009
However, the Net Promoter discipline is about much more than
simply measuring performance; what counts is how we use the
data to improve the experience for all our customers and this is
where we are encouraging businesses to place their attention.
Through 2010 there will be a number of projects across
Aviva to further embed the NPS discipline into the way we
do business. These include using the NPS discipline to capture
the voice of our distributors as well as Transactional NPS,
which surveys our customers after they ’touch‘ the business
to understand and fix immediate operational issues.
Many of our businesses have already integrated Net
Promoter into the rhythm of how they do business day-to-day.
By conducting ’closed loop‘ follow-up calls with ‘detractor’
customers, our UK health business was able to better
understand why their customers were unhappy and take action,
for example, one follow-up call prevented a formal complaint
and another, by reducing the customer’s premium, retained
someone who may otherwise have lapsed.
In 2009 our Aviva India business began working with their
‘promoter’ customers to generate sales leads. The sales teams
followed up with these potential customers to discern their
needs and offer an appropriate product.
Governance
Shareholder information
Financial statements IFRS
Financial statements MCEV
Other information
Employee advocacy
During 2010 we will be conducting work to understand and
improve employee advocacy (ie the willingness of our own
employees to recommend our products) as this will be a key
driver of customer advocacy. We will report on our findings
next year in the 2010 Annual Report and Accounts.
v) Investing in communities
Direct company impacts
Our global investment in charitable and community projects in
2009 was over £8.0 million (
2008: £9.6 million ). This includes
cash, time and in-kind donations as well as management costs
calculated using the London Benchmarking Group (LBG) model4.
Community investment £m
Community investment Employee volunteering hours
12 81
10 78
8 75
6 72
4 69
000 hours
Corporate responsibility
Indirect impacts
2 66
Our measures to understand the key facets of customer
0
advocacy feed into a broader need in society to establish a more
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customer focused approach to insurance. This is a key part of
the recommendations from the Insurance Industry Working
Group (IIWG) which was co-chaired by Aviva’s CEO, Andrew
Moss, and Alistair Darling, Chancellor of the Exchequer. The
IIWG’s report – ‘Vision for 2020’3 – was published in July 2009
and set out recommendations for its members to increase
consumer confidence and trust in UK insurance and create
more awareness of consumers’ personal financial responsibility.
In turn this would encourage the flow of capital into the UK
insurance industry and ensure its competitive position in the
global marketplace.
Consumer attitudes to saving
Aviva’s global survey of consumer attitudes to savings has run
for six years, building up a powerful and valuable body of data
on a range of topic areas such as attitudes to risk, debt, trust,
financial services providers and pensions. It has been used in
product development, PR, strategy and lobbying:
— Malaysia: won significant media attention with the release
of selected data revealing that a significant majority of
Malaysians worry about being under-prepared for their
financial future.
— France: taking the insight that French customers are
increasingly risk averse, we developed a product that would
allow them to invest gradually in equity markets to smooth
the risk.
— Singapore: held successful meetings with the Prime Minister’s
Office and received acknowledgement for their plans to
organise a workshop aimed at encouraging and educating
on wellness and shrinking the gap on long-term care.
07 08 09
Our performance, strategy and targets
Our global community investment (CI) strategy, focusing
on financial literacy, education and life trauma, aligns to
our corporate vision and channels financial support and the
expertise of our employees into projects where we can see
positive societal impacts. Our total community investment
was £1.6 million lower than in 2008. A number of factors
contributed, including budget constraints across our businesses
and the sale of Aviva Australia. We also made exceptional cases
of higher levels of investment in 2008, including our support
for the victims of the earthquake in Sichaun province in China.
Despite challenging conditions, employee volunteering is on
the increase. 16% of employees participated in volunteering
programmes in 2009, resulting in 79,900 hours of paid
employee volunteering. Our target for 2010 is to further
increase the numbers of employees taking up this opportunity.
Employee attitudes are measured and benchmarked through
our annual survey, which this year showed that 62% of
employees believe that we do a good job of supporting
the communities where we live and work.
3 A copy of the IIWG report can be found at:
http://www.hm-treasury.gov.uk/fin_insurance_index.htm 4 See www.lbg-online.net for more information