Aviva and Oracle HRMS Achieving Successful Human Resources

Aviva and Oracle HRMS Achieving Successful Human Resources Management Jean Timms, Head of UK HR Systems © Aviva plc

Agenda • Who is Aviva? • HR Policy • HR Systems Strategic Approach • Strategic use of Oracle e-business suite • Extracting value from Oracle HRMS applications: - How we started - Where we are today - Future Directions - And how are we doing it. . . © Aviva plc

Who is Aviva? • Launched in July 2002 as the new name for CGNU, the group created by the merger of CGU and Norwich Union in May 2000 • World’s seventh-largest insurance group and the biggest in the UK • The group has 59, 000 employees and 25 million customers worldwide • Aviva operates in around 30 countries: - • 90% of our business comes from Europe - 52% comes from the UK £ 28 billion premium income and investment sales from continuing operations and more than £ 200 billion of assets under management © Aviva plc

HR Policy • The Group aims to have in place competitive and fair reward policies in the countries in which it operates. HR departments will lead in setting policy and practice which they believe will allow them to attract, retain and motivate the level of talent necessary to deliver their business plans successfully. They will also take account of their businesses ability to meet the costs of proposed reward policies. • We believe our people are a source of competitive advantage. The company will invest in its employees’ training and development, building their capabilities to meet the business plans and provide internal management succession. © Aviva plc

The UK HR Systems Strategic Approach • HR should deliver its core operational processes through common, technology driven solutions • Staff should manage and own their personal data on line • Relevant training and development should be delivered through commonly developed technology based training • Transactional processing will be automated wherever possible to reduce HR’s administration role • We should be creating business insights through the effective reporting and analysis of data on our human capital • Our HR Systems development plan should deliver functionality and capability to the business as it can be absorbed © Aviva plc

Key Operational Requirements • We must support the legal and regulatory requirements of the business. • Our solutions must be scaleable, so that growth in our user base can be readily accommodated. • Our activities and the way the team behaves must support our values and behaviours, particularly those of team work, progressiveness and outperformance. • We should aim to keep our solutions simple, which means packages will be implemented with minimal customisation. © Aviva plc

Use of Oracle e-business suite • Our first and preferred solution to a systems problem should be found within the Oracle suite of products • If the Oracle solution does not meet our requirements, then any alternative technology solution adopted should be UK wide in application and Oracle compatible © Aviva plc

How we started: HR Records and Payroll • Went live October 2001 • New installation • 35, 000 staff and 4, 500 pensioners • 9 payrolls, 329 pay elements • 40 interfaces to and from other systems • data conversion of 2001 data • automated letters / contracts • workflow • effective MI © Aviva plc

Where we are today: Oracle Self Service ü Direct Access rollout started Jan 2003 ü Manager and Employee update ü Personal details, online payslips, ü MI for managers • Leavers • Cost centre changes • Absence recording • Discoverer/ Business Intelligence “Everyone has now logged on and the general feedback is that the system is very good and user friendly. A few problems arose with some people not having a hierarchy but this was quickly fixed by the helpdesk who were very efficient” © Aviva plc

Where we are today: Oracle Training Administration • Due to go live October 2003 to Training Administrators • Replacing legacy training systems and MANY spreadsheets • Opportunity for consolidated training MI for all Business Units • Will be linked by Skills and Competencies to HR • To be rolled out to all staff in the UK as part of Oracle Self Service © Aviva plc

Future directions: i-learning • 2004 • training modules in support of: - key business initiatives - product training - procedural/ systems training • linked back to skills and competencies © Aviva plc

Future directions: Oracle i-recruitment • 2004 • e-recruitment effectiveness proven through hosted pilot • Drivers: • - to reduce costs - enhance brand management - standardisation of procedures looking to link internal and external hires seamlessly to core HR © Aviva plc

And how are we doing it. . . BU HR UK-wide project teams Ownership of minor enhancements Testing System Changes HR System requests Group HR HR Systems Central Team Strategic Projects Consultancy, Impact Analysis, testing, training coordination: : Non-strategic projects / Minor enhancements Support: Help Desk open 8. 00 -5. 30 tracking of all change requests and user problems; training NUCS IT IT Development team (ITD) - NUCS Mandatory projects /minor enhancements/ Strategic projects Support team (ITD) NUCS IT Infrastructure team © Aviva plc

© Aviva plc