Photograph: Richard Harvey
“These results are a solid base on which we can build for the future.”
“We have set ourselves ambitious and challenging growth targets for 2005. We are pushing ourselves to reach even higher levels of performance. I am confident that we shall succeed.”

Delivering improved shareholder return

Group chief executive’s review

Overview

During 2004 we strengthened our competitive position in our key markets. Our continuing focus on profitable growth has resulted in Aviva delivering another strong performance.

We benefit from our diversified business model, which combines substantial life and general insurance operations, supported by a broad range of products sold through a variety of distribution channels.

We achieved our operational targets for the year. We set about improving value for money and delivering cost and service excellence for our customers. We manage our performance against return on capital targets. We employ an efficient capital structure which maximises the potential for profitable growth.

These results are a solid base on which we can build for the future as we focus on growing our business to deliver on our promises to customers, who continue to expect high quality at competitive prices, and enhancing our returns to shareholders.

Group results

Our pre-tax operating profit‡ of £2,344 million (2003: £1,906 million) reflected a stronger performance across our businesses coupled with the benefit of the actions we have taken to reduce costs. Our annualised return on capital employed of 14.4% (2003: 13.1%) reflects these strong results.

Worldwide long-term savings new business sales†† were £17.2 billion (2003: £14.9 billion) as we saw a slow recovery in equity markets. Long-term savings new business sales†† in continental Europe were £8,339 million (2003: £6,932 million), with strong performances from our bancassurance distribution agreements. Worldwide gross premiums written were £33,043 million (2003: £31,184 million). Pre-tax life operating return on a European embedded value (EEV) basis was £1,611 million (2003: £1,496 million).

Our general insurance operating profit of £1,326 million (2003: £911 million) was another excellent result. We also achieved a combined operating ratio (COR)* of 97%, beating our group COR target of 100% in each of the three years from the start of 2004.

On a modified statutory basis, group operating profit before tax# was £1,861 million (2003: £1,490 million). In line with our dividend policy, our total dividend for 2004 is 25.36 pence, an increase of 5% with a dividend cover of 2.25 times. The group delivered an overall profit before tax of £1,488 million (2003: £1,390 million).

Shareholders’ funds~ increased to £12.9 billion (2003: £10.8 billion), boosted by our strong operational performance and the issuance of the direct capital instrument.

Attaining operational excellence

Controlling costs is an important element in our drive for profitability. We continue to improve our operational efficiency by taking advantage of economies of scale. We also apply strict financial targets for developments and new projects across our businesses.

We plan to create a further 950 jobs offshore in 2005 to service our Norwich Union businesses in the UK. This is a further major investment in excellent customer service. We expect to conclude these plans by the end of 2007, by which time we shall have up to 7,000 roles offshore.

Reflecting this spirit of focus, in 2004 we have continued the rollout of the Aviva brand. We now manage a more focused brand portfolio. Aviva has a presence across Europe, Asia and North America and in 2005 we will work to further strengthen this young brand.

Taking into account all our cost-efficiencies during 2004, the net pre-tax benefit for the year relative to 2003 was £52 million. This was ahead of our target.

Industry perspective

In my role as chairman of the Association of British Insurers, I have continued to work at improving communications with governments, regulators and consumers.

The trust of stakeholders in our industry has been eroded. Customer confidence has been damaged by the fall in value of their savings. Regulators have introduced far-reaching changes to protect consumers and raise standards. This has occurred most recently with the introduction of new standards in general insurance.

As we emerge from these tough times, the winners will be those companies that regain the trust of their customers and shareholders first.

Text: Forming - see the overview of our year

People

Aviva excels in managing complexity. We face a number of challenges, including an increasingly tough regulatory environment, changes to accounting standards, evolving customer needs, diverse markets and distribution channels.

We are turning these challenges into a potential competitive advantage by using our size to drive down costs and achieve economies of scale, by transferring our best ideas across the group, and by directing resource and expertise to manage change. We have made great efforts to listen to our customers and respond to their needs.

Aviva is a diverse group in many ways. Our competitive advantage depends on employing people with different backgrounds, experiences and perspectives, and who feel valued for the positive contribution they can make to Aviva’s success. I thank all our staff worldwide for what they have achieved and continue to do so on behalf of our customers and shareholders.

Outlook

Overall, Aviva is in a strong, competitive position. Our long-term saving operations are focused on writing profitable business and improving margins ahead of increased sales volumes. We have a disciplined general insurance business producing high-quality earnings. Our cost efficiency initiatives put us in a strong position to achieve growth with improved profitability.

There are signs that consumers are slowly regaining their appetite for saving. Our business mix, geographical spread and distribution capability mean Aviva is well placed to capture more than our fair share of an upturn.

We have set ourselves ambitious and challenging growth targets for 2005. We are pushing ourselves to reach even higher levels of performance. I am confident that we shall succeed.

Signature: Richard Harvey, Group chief executive

Richard Harvey
Group chief executive

Worldwide business mix by sector**

Pie chart: Worldwide business mix by sector** - data below

1 Long-term savings† 73%
2 General insurance 27%

Worldwide business mix by geography**

Pie chart: Worldwide business mix by geography** - data below

1 Europe 92%
2 Rest of world 8%
* Combined operating ratio (COR) broadly expresses the total of claims costs, commission and expenses as a percentage of premiums, and is one of our key performance measures.
** With reference to net premium income from continuing
operations.
Including health premium income.
Including life European embedded value (EEV) operating return,
before amortisation of goodwill and exceptional items.
†† From continuing operations, including share of associates’
premium.
# Before amortisation of goodwill, amortisation of acquired
additional value of in-force long-term business and exceptional
items.
~ On an EEV basis.
All operating profit is from continuing operations.
Aviva plc Annual Report and Review 2004