People
Progress in 2007
Australia
| Objectives | Progress against objectives |
|---|---|
| Continue to address Global Employee Climate Survey issues | Our scores improved in all categories of the 2007 Global Employee Climate Survey. |
| Continue to provide a safe, healthy and progressive work environment | Aviva Australia’s Occupational Health and Safety (OH&S) Committee monitors and resolves any health and safety issues in the workplace. We maintain an appropriate number of first-aid officers, OH&S officers and fire wardens. |
Maintain standards for reporting of accidents, incidents and near misses |
We continue to maintain a register of injuries. An online system is in place for employees to register incidents and these are tabled for action at the OH&S Committee meetings. |
| Create broader staff awareness of health and wellbeing policies and procedures | Programmes and activities made available to employees include:
|
| Train new Occupational Health and Safety officers | All OH&S officers are appropriately trained. |
China
| Objectives | Progress against objectives |
|---|---|
| Conduct an employee survey | We carried out the Aviva Global Employee Climate Survey with a participation rate of 99%. All employees were involved in creating an action plan to address the survey results. |
India
| Objectives | Progress against objectives |
|---|---|
| Implement employee development programmes | We have launched various initiatives including ‘Talking Talent’, the ‘Aviva Leadership Academy’, ‘Accelerated Leadership Programme’, ‘Aviva Values in Action’ and ‘Rotational Development Programme’. |
| Strengthen our position in the market by acquiring and developing talent | We have a strong succession planning policy and ‘Talking Talent’ has been implemented for the top two levels of management. A Talent Committee has been created to review all promotions to the senior management team. |
| Continue to promote an open and transparent employee culture, with employees being partners in the company’s success | ‘Rendezvous with Bert’, gives each member of our head office staff the opportunity to meet our CEO as part of a small group (8–10 people) to discuss issues of common concern. We also have an open-door policy, where any employee, irrespective of position or level, can walk up to any member to air his/her views. |
Sri Lanka (Eagle Insurance)
| Objectives | Progress against objectives |
|---|---|
| Introduce ‘Talking Talent’ | We rolled out ‘Talking Talent’ for senior managers. Roll-out to the next level of management commences in January 2008. |
| Strengthen the employer brand | We participated in careers fairs and provided industrial training and career guidance opportunities for university students. Senior management participated in professional forums. |
| Roll out employee surveys | The company rolled out a pulse survey. For the first time, Eagle also rolled out the Aviva Global Employee Climate Survey, with a 100% participation rate. |
| Develop our pool of leaders for succession | We conducted the first phase of the life sales distribution second-line development programme. 360º feedback and evaluations were carried out for new members of the top management team. |
| Implement employee engagement and effectiveness initiatives | We held knowledge-sharing sessions on topics of personal and professional relevance to employees and completed the implementation of 5-S across several departments. 5-S is a Japanese concept in managing efficient workplaces. |
| Promote employee health | We opened a company gym. |
Taiwan (First-Aviva Life Insurance)
| Objectives | Progress against objectives |
|---|---|
| Conduct an employee survey | We carried out the Aviva Global Employee Climate Survey with a participation rate of 100%. Employees generally gave high scores on all categories of questions. |
Highlights
- 100% of staff at First-Aviva in Taiwan participated in our employee survey