- Our sustainable business strategy
- Doing the right thing for customers
- Strengthening communities
- Our people
- Climate risk and environmental impacts
- Responsible investment
- Our commitments
- Our stories
- Aviva Community Fund (ACF)
- Good governance
- Reports and performance data
To disrupt insurance, we must transform our culture. With the right culture, Aviva will be agile, innovative and visionary. We will delight and serve our customers brilliantly. We employ around 29,500 people globally and are particularly proud to support the regional economies in our home market, where we employ more than 16,000 people across the UK.
Our People strategy
Our global people strategy sets out how we will accelerate our performance from the inside out.You can read more about this on the People pages of the 2016 Aviva Annual Report and Accounts.
Developing our talent
To succeed we need to empower our people to develop the skills and experiences they need to thrive and deliver for our customers. For example in 2016, we strengthened our executive team succession by investing in innovative programmes and re-launched our global graduate recruitment programmes, so that Aviva builds a full pipeline of new talent. We have taken steps to encourage digital and future talent to join Aviva, opening digital garages in Poland and Toronto in 2016 to provide an agile environment and encourage collaboration and creativity. We also introduced a software developer apprenticeship programme into our UK Digital team.
Engaging our people
This year’s global Voice of Aviva survey showed employee engagement is up by four percentage points to 74%*. Importantly former Friends Life colleagues’ engagement significantly strengthened (up 11 percentage points) highlighting how successful the integration work has been over the past 12 months. Our people are more positive than last year on a wide range of areas, in particular their perception of diversity and inclusion, recognition and support for the Aviva strategy.
Health and wellbeing
We help our people blend the demands of work and home through initiatives like our new maternity policy in Asia, maternity coaching in Aviva Investors, time off for parents when their children start school, and dental health and lifestyle management in India.
Our plans for 2017
Culture, leadership and developing digital capabilities are high priorities for us as we transform our business. We have mapped out how we will accelerate Aviva’s transformation into a company that puts customers at the centre of everything we do and in which our people can deliver in an innovative and simple way.
*Restated to reflect a new methodology used to measure employee engagement in 2016.
To innovate and succeed, Aviva must be inclusive and diverse. That's why we've signed up to the Women in Finance Charter.
GROW provides the tools and resources people need to do their jobs, develop their career and fulfil their potential
Becoming a more inclusive and diverse organisation is a business imperative. Jan Gooding, our Global Inclusion Director, also chair of LGBT equality charity Stonewall, is leading the agenda.We will build an agile and diverse workforce to reflect the population make-up of each country we operate in and the customers we seek to serve. We are building on the existing strengths of our networks and partnerships. For example, Aviva Pride now has over 5,000 visible lesbian, gay, bisexual and transgender (LGBT) Allies in the UK, and we are establishing it in Ireland and Canada. The Aviva Pride Allies programme has significantly raised the profile of Aviva Pride and issues still affecting the LGBT community.