Aviva 2013 Annual Report Download - page 31

Aviva plc
Annual report and accounts 2013
29
Strategic report Governance IFRS Financial statements Other information
Measuring our performance in 2013 continued
Non-nancial metrics
Business ethics Performance
95% of our employees accepted our
business ethics code in 2013 (2012:
88%). We aim for 100% each year and
continue to work towards this goal. 95%
Reduction in CO2ePerformance
CO2e data includes emissions from our
buildings, business travel, outsourced
data centres, water and waste to
landll. Our long-term reduction
target remains a 20% reduction from
2010 to 2020.
8%
CO2e reduction 2013
Board membership Males Females
We remain committed to having a
diverse Board in terms of gender as
well as diversity of experience, skills
and knowledge, background and
nationality. There were 11 members
on the Board in 2013, of whom nine
were male and two were female. 9 2
Group executive Males Females
In 2013, 21% of Group executive
members were female (2012: 29%).
From April 2014, Monique Shivanandan
will be joining the Group executive as
Chief Information Ofcer. We recognise
that a diverse senior management team
is better for business. 11 3
Senior management Males Females
There were 638 senior managers at
Aviva, including those in Aviva’s
subsidiary Boards. Of this number, 502
were male and 136 were female. 502 136
Aviva Group employees Males Females
There were 27,718 employees at Aviva as
at 31 December 2013 of whom 13,538
were male and 14,180 were female.
13,538 14,180
Customer advocacy Performance
Our Relationship Net Promoter Score®
measures the likelihood of a customer
recommending Aviva. It gives us a
single, simple measure of customer
satisfaction which can drive
improvements in customer loyalty.
Our 2013 survey shows four of our
businesses achieved upper quartile,
two were at market average and seven
were at lower quartile relative to their
local markets. Encouragingly, UK
General Insurance, one of our largest
businesses, has moved into an upper
quartile position. Our customer thesis
work should improve this measure.
31%
in upper quartile
15%
at or above
market average
54%
below market
average
Employee engagement
and enablement Performance
We measure employees’ views on Aviva
through our annual global Employee
Promise Survey and two of our key
measures are engagement and
enablement. We know that we need
to increase our employees’ sense of
engagement and enablement. Our
employees should feel they can build
a future career at Aviva and trust their
senior leaders after a period of
instability. We need to demonstrate
that we value our employees and are
focused on creating an environment
in which they can thrive.
56%
engagement
in 2013
64%
enablement
in 2013
Community investment Performance
In 2013, we invested £6.2 million
(2012: £11 million) into the community
including cash, in kind donations
and skills-based volunteering. £6.2m