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# Viva Aviva - Chief executive Andrew Moss sees a bright future for the
insurer
## Aviva's boss tells Jamie Dunkley of a challenging year in the glare of
media scrutiny for both him and his company.
5:54PM BST 24 Oct 2009
[Comments][1]
If Andrew Moss was the Queen, he would probably not describe 2009 as his
"annus horribilis" but rather his "year of contrasts", one that has seen both
Mr Moss and Aviva, the company he heads, hit the headlines for a variety of
reasons. Some good and others not so good.
![Andrew Moss, Aviva chief executive][2]
Andrew Moss, Aviva chief executive
On Thursday, the British insurance group announced the streamlining of its
European business to a single base in Ireland - the latest in a run of
restructuring measures. However, another piece of news was dominating the
media after it emerged that Mr Moss had left his wife of 25 years and mother
of their four children following an affair with a senior employee, who was
married to one of his senior executives.
After a difficult day that has seen reporters and photographers camped outside
his London and Kent homes, Mr Moss is keen to avoid talk of extramarital
affairs. However, he is resolute in his determination to focus on Aviva and
see through the five-year restructuring plan he started in 2007.
"It's a private matter and as far as I'm concerned it doesn't impinge on the
job that I do at Aviva at all. I'm 100pc committed to managing the company,"
he says - wearing the look of a man whose personal life has been splashed
across the newspapers remarkably well. "As far as the matter is concerned, I
have acted properly in relation to disclosing it and the way it's been
managed."
Mr Moss is now living with the twice-married Deirdre Galvin in his London
flat. Before resigning almost two weeks ago, she had worked as his business
director and had been married to Aviva's head of human resources for Europe,
Andrew Moffat. Although there were mutterings that the company's rule book
forbid senior figures from entering into relationships with each other,
Aviva's chairman made it clear he did not believe Mr Moss had transgressed any
guidelines.
"Andrew has been very open with me and I am clear there has been no breach of
company rules," Lord Sharman said.
So, having started 2009 with an advertising campaign to mark the company's
global rebranding, which spelt the end of its Norwich Union name, Aviva is
entering the final quarter of the calendar year back in the spotlight.
Mr Moss is relaxed as we begin to talk about the multi-million-pound change
for Aviva and his misfortune at never meeting Bruce Willis or Ringo Starr, who
both featured in Aviva's adverts. Much more solid ground for an insurance
chief executive.
"We announced we were going to rebrand Norwich Union to Aviva last year and it
was a huge project," he said. "The reason we did it was because we are known
as Aviva across the world and wanted to fall under one brand. The advertising
campaign cost us between £10m and £20m pounds - but it was worth every penny."
The first few months of 2009 were testing for Aviva, which felt the impact of
the economic downturn as it continued to haunt the financial services sector.
This was characterised by its full-year results in March, when the insurer's
decision to maintain its full-year dividend payout helped send its shares down
43pc in one week.
Mr Moss says concerns over the company's level of capital were a "huge
overreaction".
"The 2008 full-year reporting season was always going to be tricky for
insurers, because we'd just seen the biggest fall in financial markets any of
us can remember. We reported first and the whole sector moved downwards as a
result. There was some concern at the time that capital would need to be
raised but we were convinced that was not the case and the capital position of
the group has steadily improved since."
Aviva also found itself at the centre of a debate over the insurance
accounting measure, market consistent embedded value (MCEV), which the
industry was meant to adopt this year. Fellow UK insurers queued up to
distance themselves from a measure they described as being confusing, but
Aviva signed up.
"You have to put it into context, 13 of the 18 largest insurers in Europe use
MCEV and we decided to take that route. Over time all of them will need to and
we decided that this was as good a time as any to do it," Mr Moss said. "I
don't think fundamentally that had a major effect. Given what had happened in
the financial markets it meant the embedded value of what was in the company
was volatile. I'm very happy with the decision we made to report in MCEV."
The accounting measure was suspended until 2011 and Aviva announced that
Philip Scott, chairman of the Forum of European finance directors and finance
director at Aviva, would be standing down from his role a couple of months
later.
Mr Moss denies Scott was the fall-guy for the results and insists he was not
feeling the pressure himself. "Philip has worked for the company for 36 years
and he and I agreed it would be good to have a change on the CFO position but
I'd like to go on record as thanking him for his contribution over an entire
career.
"I think we'd steered Aviva through the financial crisis and into really great
shape. At the year end we made some provisions for potential losses that might
come down the track but haven't come through. We took a very conservative
approach and that's proved to be the right thing to do."
Aviva's mid-year results seemed to be a turning point for the company,
although the insurer reversed its dividend policy by cutting its interim
payout by 31pc. The news of the day was a planned partial flotation of its
Dutch subsidiary, Delta Lloyd, which is estimated to raise the company about
£1.1bn.
This, alongside the sale of its Australian operations to National Australia
Bank, set the tone of a busy period of restructuring at the company.
"At the half-year people started to see evidence of delivery," Mr Moss said.
"We set out on a five-year journey - One Aviva, twice the value - in the
middle of 2007 and results are starting to show. The cost base of the group at
the half-year was down 9pc year-on-year and the internal rates of return on
new business have started to go up. Wherever you look there is evidence
changes are starting to come through."
Alongside the flotation of Delta Lloyd the company has also settled the long-
running reattribution of funds from its inherited estate. Mr Moss says the
company is delighted at being able to repay £470m to customers.
Last week, Aviva also completed its listing on the New York Stock Exchange,
which Mr Moss describes as a "truly great moment", having rang the bell as the
exchange opened last Tuesday.
So where does Mr Moss see as an area for growth? Will it look to compete with
Prudential in Asia, which has based most of its recent growth across the
region.
"Our UK and European business dwarves our Asian operations," Mr Moss said. "We
operate in nine countries in Asia and over time we invested over £700m in Asia
in terms of capital investment. If you were to cash out of those businesses
then you'd get between £1.5bn and £2bn - so it's been a huge investment for us
over five to six years.
"We don't want to do that because in some markets like China we have created a
position that is growing extremely fast and it's the second largest foreign
life insurer in China. It's going to go on growing really fast given the power
of the demographics and a population that is growing richer and is using more
insurance products.
"We will continue to invest in Asia and believe having a large business out
there will benefit us, but we are certainly not thinking about a listing [in
Asia] at this time." He adds that the US and continental Europe will also
continue to be core growth areas.
"In the US we've seen very strong growth over the last couple of years and the
business we bought (AmerUs) has broadly doubled in size. The US is the biggest
savings market in the world, with 30pc of the world's savings, so growing our
presence in the US is important to us. Then you come back to Europe, which
also has excellent growth characteristics. We have an excellent joint venture
in Turkey, for example, and in other places like France and Italy we can
benefit as people save more."
After a testing year, Mr Moss says staff at Aviva can all "look in the mirror
and be proud". He says the company will continue to push its strategy through
and shape key industry issues.
One of these is Solvency II, new regulations that will govern the European
insurance industry. He says he is confident the industry will "come to a
sensible landing" on the issue and describes suggestions that insurers will be
forced into large-scale capital raisings as "no more than scaremongering".
He is also coy about Clive Cowdery's pursuit of consolidation in the life
industry, having previously warned not to rule out Aviva.
"We're a very big player in the UK market in both the life and general
insurance market. If you're looking at merger and acquisition activity - and
we're not at the moment - then we've probably got more synergies than anybody
else. If there were to be a shift in the landscape then that's something we'd
look at.
"[In Europe] if you look at Aviva's history, then we have a history of small
bolt-on acquisitions and we're moving back into a phase after the financial
crisis when there may be opportunities to do that. That's one of the reasons
we've been building capital strength at the centre of the group. There are
certainly opportunities in US, Europe and Asia but we take a hard-nosed
financial view."
Finally, he insists the UK government must not subject the insurance industry
to a "regulatory backlash" and says the company is happy to stay domiciled in
the UK, despite basing its other European operationsin Ireland - a tax haven
that is attractive to insurers.
"That was not about our overall domicile as this is a business already written
outside of the UK, which we think will be more tax efficient to run out of a
company from Ireland than using a branch structure. We have looked at leaving
the UK in the past but we are very content here and sure that it is the place
for us.
"I think the biggest risk policymakers pose is over-regulation because of
what's happened over the last couple of years. Certainly in insurance this is
a concern, because insurance companies have come through this relatively well
compared to banks. We don't want to be regulated like banks because we're
different.
"In the longer term, developing a saving culture is a real issue and exploring
how the insurance industry can offer solutions and save money from the public
purse. That must be a debate that's worth having and there has been a great
deal of interest since we published the Insurance Industry Working Group
report earlier this year."
So what now for Mr Moss - after such as memorable year.
"We're two years into a five-year programme. It's great to see the results
coming through, but there is still a lot of work to do. For me that's the
time-frame I set out to deliver and there's clearly still lots to come."
**Facts**
**?** Aviva is the world's fifth-largest insurance group. It can trace its
heritage back to 1797 when Norwich Union
was founded.
**?** Famous customers have included Sir Isaac Newton, Sir Winston Churchill
and John F Kennedy.
**£51.4bn** - Worldwide sales in 2008
**£11.8bn** - Market capitalisation of the insurance group
**£1.69bn** - Operating profit on an MCEV basis for the first six months of
2009
**£470m** - The amount 805,000 customers will share from the reattribution of
its inherited estate
**£1.1bn** - The amount the company is expected to raise from the Delta Lloyds
IPO
**?** Aviva's history is steeped in the city of Norwich. The company currently
sponsors Norwich City Football
Club and incorporates Norwich Cathedral in its logo.
**Andrew Moss CV**
**Born** March 1958
**Education** degree in law from Christ Church, Oxford
**Career**
Trainee accountant, Coopers & Lybrand
**1988-89** vice-president and head of fiduciary compliance, Citibank
**1989-95** assistant director, group treasury, Midland Montagu/HSBC Markets
**1995-97** head of group assets & liability management HSBC Group
**1997-2000** chief financial officer, investment banking and treasury, HSBC
**2000-04 **director of finance, risk management and operations, Lloyd's of
London
**2004-07** group finance director, Aviva
**2007** chief executive, Aviva
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