Aviva Financial Results 2010 - 030311

News Release News Release
Aviva plc preliminary results for the year ended 31 December 2010
3rd March 2011
26% growth in operating profit Strong results pave the way for further growth
Strong performance
IFRS operating profit up 26% to 2.55 billion (FY 2009: 2.02 billion) Profit before tax up 35% to 2.44 billion (FY 2009: 1.81 billion) Increased net operational capital generation by 70% to 1.7 billion1 (FY 2009: 1.0 billion) IFRS Net Asset Value per share up by 21% to 454p (FY 2009: 374p) EEV equivalent NAV per share 621p. IFRS return on equity 14.8% (FY 2009: 10.9%) Total dividend per share up 6% to 25.5 pence
Profitable growth in both life and general insurance
Improved life new business IRR to 12.5% and payback to 8 years (FY 2009: 10.0% and 14 years) and long term savings sales up 4% to 37.4 billion (FY 2009: 35.9 billion) General insurance COR of 96.8% (FY 2009: 99%) and general insurance and health net written premiums up 6% to 9.7 billion
Positive outlook: good platform for continued growth
Focusing on markets where we have strength and scale: UK and Europe is the largest savings market in the world with greatest absolute growth in next five years Improved profitability and focus on robust capital generation Stronger balance sheet - pension deficit reduced to zero from 1.7 billion2 (31.12.09); IFRS shareholder equity now exceeds pre-financial crisis levels, increasing during the year by 2.5 billion to 13.0 billion Financial strength recognised in recent positive rating action by S&P and Fitch
Andrew Moss, group chief executive, commented:

Weve gone from strength to strength in 2010. In a tough external environment weve outperformed. Operating profits are up 26% and we are able to reinvest in the business and pay a healthy and growing dividend. Over the last few years, we've grown the business, significantly reduced costs and strengthened the balance sheet. As a result, weve created a good platform for the next phase of growth. We have a clear strategy and we are meeting our customers needs. By focusing on what we do best in the markets where we have strength and scale, we will continue to prosper in 2011.
1 Gross of Delta Lloyd longevity assumption change 2 IAS19 basis
Key financial highlights

IFRS 2010 m 2009 m Sterling % change
Long-term business General insurance and health Fund management Other operations and regional costs Corporate centre Group debt and other interest costs Operating profit before tax Profit after tax Earnings per share
2,318 1,050 201 (220) (143) (656) 2,550 1,892 50.4p
1,887 960 133 (214) (108) (636) 2,022 1,315 37.8p
23% 9% 51% (3)% (32)% (3)% 26% 44% 33%
Long-term business
Present value of new business premiums 2010 m 2009 m 2010 % IRR 2009 %
United Kingdom Aviva Europe Delta Lloyd North America Asia Pacific3 Total life and pensions Investment sales Long-term savings sales
10,298 13,537 3,178 4,728 1,617 33,358 4,002 37,360
8,914 13,523 3,665 4,545 1,356 32,003 3,872 35,875
15% 13% 6% 14% 11% 12.5%
14% 13% 6% 7% 8% 10.0%
General insurance and health

Net written premiums 2010 m 2009 m Operating profit 2010 m 2009 m 2010 % GI COR 2009 %
United Kingdom Aviva Europe Delta Lloyd North America Asia Pacific Total general insurance and health
4,539 1,953 1,177 1,958 72 9,699
4,298 1,883 1,163 1,800 49 9,193
579 109 146 222 (6) 1,050
535 132 143 144 6 960
96% 103% 95% 97% n/a 97%
99% 103% 97% 100% n/a 99%
Capital
31 December 2010 31 December 2009 Sterling % change
Net operating capital generated Total dividend per share
1.7bn 25.5p
1.0bn 24.0p
31 December 2009
70% 6%
Sterling % change
31 December 2010
IFRS net asset value per share EEV equivalent net asset value per share IGD solvency surplus
454p 621p 3.8bn
374p n/a 4.5bn
21% n/a
Contacts
Investor contacts Media contacts Timings Contents
Andrew Moss +44 (0)20 7662 2286 Pat Regan +44 (0)20 7662 2228 Charles Barrows +44 (0)20 7662 8115 Jonathan Price/Jane Gillis +44 (0)20 7662 2111/8048
Nigel Prideaux +44 (0)20 7662 7654 Sue Winston +44 (0)20 7662 8221 Andrew Reid +44 (0)20 7662 3131 James Murgatroyd/ Conor McClafferty +44 (0)20 7251 3801
Real-time media conference call 0800 hrs GMT Analyst presentation 0930 hrs GMT Presentation slides available at www.aviva.com from 0930 hrs GMT Live webcast www.aviva.com
Overview Financial Supplements IFRS New business Capital Analysis of assets MCEV Glossary Shareholder services
1 29 83 91 107 133 171 176
3 Includes the Australian life business sold on 1 October 2009 4 Gross of Delta Lloyd longevity assumption change
Group chief executives review
A successful year for Aviva

This has been a successful year for Aviva. Despite the tough economic environment in 2010, we have grown the business and the benefits of Avivas transformation over recent years have started to come through. We have seen strong growth during the year: IFRS operating profits were up 26% to 2.55 billion and total sales were up 4% to 47.1 billion. We are selling more and improving profitability: we delivered a life new business internal rate of return (IRR) of 12.5% and a general insurance combined operating ratio (COR) of 96.8%. We have also beaten our target for capital generation, increasing net operational capital by 70% to 1.7 billion. This is the result of a great deal of hard work across the group focusing on our customers, growing the business and driving cost and capital efficiency. We are in good shape to continue building on last years strong performance. We have a clear strategy to concentrate on the markets where we have strength and scale and to make the most of running our life and general insurance businesses under a single strong brand.
Through our determination to focus on meeting customers needs effectively and efficiently, we are attracting new customers and giving existing customers greater reason to stay with Aviva.
...as we continued to grow the business profitably...

During the year we maintained our emphasis on growing the business profitably. We ensured that we allocated our capital to areas where we could earn optimal returns and continued to bear down on costs. We reduced our cost base by 149 million, a reduction of 3%, and over the last three years we have taken more than 750 million of costs out of the business. With this combination of keeping down costs and pursuing profitable growth, Avivas life business is now significantly more profitable than it was three years ago and the momentum is continuing. In general insurance, absolute cost savings combined with rising sales and disciplined underwriting have driven a significant improvement in profitability. These improvements helped to drive IFRS operating profit up by 26% to 2,550 million and earnings per share increased by 33% to 50p. In addition, the consultation on the planned closure of Avivas final salary staff pension scheme was completed during the year. Moving all UK staff to a defined contribution scheme from 1 April 2011 has benefitted Avivas net asset value by 286 million and will reduce funding costs by 50 million a year.
We have created a strong platform for profitable growth...

With the global economy in the grip of a financial crisis, we have created a strong platform for profitable growth, taking decisive management actions to improve our productivity and efficiency. The steps we have taken as part of our One Aviva, twice the value strategy have helped us achieve this. We have simplified and streamlined the group, moving from a federation of independent businesses to a successful, global business operating under a single, strong brand. This has strengthened the business and enabled us to serve our customers better.
...due to strong performances across our businesses

We delivered a strong life insurance performance in 2010. Longterm savings sales increased by 4% to 37,360 million. Through our focus on profitable new business growth and disciplined allocation of capital the groups IRR increased to 12.5% (from 10.0% in 2009) with a payback of 8 years (14 years in 2009). In the UK our life business is clearly winning in an attractive market and we were voted the UKs top insurer by independent financial advisers. Not only did we grow long-term saving sales by 19% and increase our market share for the third consecutive quarter but we also delivered excellent profitability with a 15% (IRR) and significantly increased margins to 3.4% (FY 2009: 2.8%). In Europe we are well positioned in the worlds largest life and pensions market. We achieved a 13% IRR in Aviva Europe - ahead of the groups short term financial target - on life and pensions sales up 3% on a local currency basis. In North America we significantly increased profitability with an IRR of 14% and a four year payback as a result of disciplined pricing management and our focus on more capital-efficient life products.
...and the benefits are clearly evident in the numbers

As expected, the economic situation remained difficult in 2010. The fact that we turned in such a strong financial performance under these circumstances underlines the strength of our business. We are seeing evidence of improved performance right across our business. We had another strong year in life insurance. General insurance is returning to growth from a low point in the cycle. Our asset management business, Aviva Investors, delivered significant growth in funded external sales.
Our customers are at the heart of our success...

Avivas resilience and improving performance are underpinned by the scale of our customer base, now over 53 million strong. Against an uncertain economic backdrop, customers are looking to save more for their financial security. Investment performance and customer demand for our products increased total funds under management by 23 billion to 402 billion in the year.
Group chief executives review continued
In Asia Pacific we have made great strides in the growth of our franchise. Life and pensions sales were up 48%5 and IRRs improved significantly from 6%5to 11% through active management of the product mix and capital discipline. Our general insurance performance is a very important highlight of 2010. Over the last couple of years, we took tough decisions to move away from unprofitable business, particularly in the UK. This means that, from a sound footing, we are now growing in a market which shows some signs of improvement and total general insurance and health net written premiums increased by 6% to 9,699 million. Our offering is proving very successful. In the UK General Insurance business, net written premiums were 5% higher at 4,046 million in 2010 and we delivered four consecutive quarters of sales growth. In Aviva Europe the COR was 103%, and although some of this was due to poor weather this is an area for further improvement in 2011. In Canada our second largest general insurance business our decision to exit unprofitable business contributed to a 54% increase in operating profit to 222 million on slightly lower sales, down 3% to 1,958 million on a constant currency basis. Across the general insurance business we achieved a COR of 96.8%, better than our 2011 target of 97%. The strength of our bancassurance performance was particularly pleasing. Our combination of life and general insurance and our excellent products and services in both areas make us an attractive business partner and during 2010 we announced new arrangements with Santander and Royal Bank of Scotland. We have over 100 bank partnerships and long-term savings sales in this area grew by 10% in the year. Aviva Investors, our global asset management business, grew assets under management by 4% to 260 billion. IFRS operating profits were down from 115 million in 2009 to 100 million in 2010 as we continued to invest in the business. Despite the unpredictable nature of the financial markets, investment performance was ahead of target for Aviva Investors with 73% of its funds beating benchmark. The business has also made good progress in the development of a global infrastructure which will help to reinforce the focus on delivering strong growth in third party business. Net funded external sales rose from 236 million outflows in 2009 to 2,364 million inflows in 2010. Overall, our results in life, general insurance and asset management have been largely unaffected by foreign exchange movements.
Last year we forecast net operating capital for the year of 1.5 billion. We have beaten that guidance, delivering 1.7 billion net operating capital in 2010 an increase of 70% on 2009.
...and our balance sheet is stronger...

We also provided further clarity on the strength and quality of our balance sheet which underpins our resilient profits and powerful capital generation. During the year our IFRS net asset value per share increased to 454p (31 December 2010) from 374p (31 December 2009), largely through the strength of our earnings and by reducing the pension deficit to zero (31 December 2010) from 1.7 billion (31 December 2009), but also partly through improving financial markets. The strength of Avivas balance sheet rests on our effective management of credit and insurance risk and our disciplined asset liability management. We have high quality, well managed and diverse fixed income portfolios, and our asset manager Aviva Investors has helped to deliver a consistently strong performance across these assets over a number of years. In line with the prudent management of our balance sheet in the current economic environment and our strong capital generation, we plan to reduce Avivas hybrid debt by at least 700 million over the next three years. In January 2011 we provided the market with further embedded value disclosure. This gave additional clarity to the value of Avivas future cash flows and allows greater comparability with other UK insurers. On a European Embedded Value equivalent basis Avivas net asset value per share is 621p at 31 December 2010. Our IFRS shareholder equity now exceeds the level before the global financial crisis, having increased during the year by 2.5 billion to 13.0 billion and our financial strength was recognised by the positive rating action by credit rating agencies S&P and Fitch at the start of 2011.
...supporting a healthy and growing dividend.

It is the strength of our capital generation and our balance sheet which support a healthy and growing dividend. For 2010, we intend to pay a dividend of 25.5p, an increase of 6% over 2009.
We have refreshed our strategy

In November 2010, we set out the results of our strategic review. There is no doubt we are in a strong position because of the actions we have taken across the business. Equally, the world is a very different place to when we laid out our strategy in 2007. We are in a new economic environment as customers prefer to pay down debt and save more and constraints on capital require greater investment discipline, strategic focus and strong balance sheets. Given this changed environment, in 2010 we took a step back and took a hard look at our strategic direction. In summary, we concluded that we can maximise value for shareholders through:
Cash and capital is a clear differentiator...

We took time in 2010 to highlight to analysts and shareholders the strength of our cash and capital generation. Indeed, we generate substantially more capital than any other insurer in the UK. Given the strength of our business across life and general insurance, and with over 30 million customers on long-term contracts, a key characteristic of Aviva is the strength of our cash flows and our capital position. 2010 saw a 3 billion increase in expected future cash flows from our in-force life book to 36 billion.
5 Excluding Australian life business sold on 1 October 2009
Group chief executives review continued
1. Increasing our geographic focus on twelve markets where we have strength and scale, particularly in the UK and Europe where our market-leading positions mean that we are well placed to make the most of the significant demographic opportunity in the region. 2. Benefiting from the combination of life and general insurance. Our life and general insurance operations are excellent businesses in their own right, with strong market positions, good growth prospects and attractive returns. In addition to their inherent strengths, there are significant advantages of running both under one brand. For example, Aviva benefits from the diversification of risk that allows us to hold 30-40% less capital to write new general insurance business than on a standalone basis. 3. Building on our core strengths in marketing and distribution expertise, technical excellence, operational effectiveness and financial discipline. We already perform well in these areas, but by focusing our efforts and resources we aim to excel at each of them, and enhance Avivas position as a leading insurer.
Confident outlook
We are in good shape with a clear way forward and strong momentum in our businesses. In our life business, we are confident that with our brand strength, leading market positions and great product offerings, we are in a strong position to benefit from our customers increasing propensity to save in these uncertain times. In our general insurance business, because of the actions we have taken and the improving market conditions, I believe the prospects are better than at any time in the last five years. We have come a long way in the last few years and I am confident that, although the economic environment may well be tough in 2011, we have a strong platform from which to deliver the continued success of Aviva.
Delivering on short-term financial commitments

In addition to our longer-term strategy, we have set out a number of near-term, demanding financial targets. We aim to deliver: at least 1.5 billion operational capital generation in 2011; life IRR of at least 12% with payback of 10 years or less; 2011 general insurance COR of 97% or better; and 200 million of cost savings and 200 million of efficiency gains by the end of 2012. In 2010 we demonstrated our ability to meet these targets as we generated 1.7 billion net operational capital; delivered a life new business IRR of 12.5% and a general insurance COR of 96.8%.
Andrew Moss
Group chief executive
Strength from our people and our customers

We are reaping the benefits of the commitment and hard work of our people over the past few years and I am grateful to all of the Aviva team. The real source of our success, of which I am always conscious, is the difference that our people can make to our customers lives. This is what motivates us and makes Aviva an exciting place to work.
Building a strong and sustainable business

Our business helps our customers to manage the risks of everyday life and to secure their financial futures. We must be there for them throughout their lives and beyond, so it is crucial we are a sustainable and profitable business, for the mutual benefit of our shareholders and our customers. Our sustainability and financial strength are underpinned by effective risk management, which allows us to predict future changes, move more quickly and take better decisions for our customers, giving them prosperity and peace of mind.
Regional performance
United Kingdom
IFRS operating profit of 1,411 million (FY09: 1,165 million) Life and pension sales of 10,298 million (FY09: 8,914 million) Life new business IRR of 15% (FY09: 14%) General insurance COR of 96% (FY09: 99%)
Significant opportunity for future earnings growth as general insurance performance accelerates
Our general insurance and health business delivered a strong performance with IFRS operating profit increasing 8% to 579 million and our general insurance combined operating ratio improving from 99% to 96%, demonstrating the quality of our portfolio and our continuing focus on cost control. Our enhanced pricing and risk selection techniques through the Aviva Risk Index and our digital flood mapping tool bring us more detailed segmentation of risks and pricing. This enables us to more An excellent year with momentum building in profit, sales and accurately recognise individual risks with the most competitive service across our UK business premium, which in turn has been reflected in our improved claims experience. Our approach to reserving and prior year releases has In 2010 we delivered strong and profitable growth across our UK remained consistent to previous years. Our expense ratio has business. IFRS operating profit increased 21% to 1,411 million, declined further from 11.5% to 11.0%. clearly demonstrating the significant value generated from our unique combination of life and general insurance businesses. We In the UK General Insurance business, we have delivered four aim to excel in both life and general insurance, while driving out consecutive quarters of sales growth with net written premiums additional value from operating the two businesses together. We 5% higher at 4,046 million. significantly increased our distribution strength during the year by expanding our corporate partnerships across our UK businesses Our direct business is growing fast with over one million while at the same time being voted the UKs top insurer by customers holding direct motor policies with Aviva, 200,000 more insurance intermediaries across life, general insurance and than at the start of 2010. Direct pricing has been rolled out to health. Our continued disciplined focus on operational capital 2,300 brokers making a significant contribution to our growth generation across our UK business resulted in an 85% increase and RAC Panel sales have more than doubled. We continue to to 973 million. exploit our market leading SME franchise in commercial lines and SME net written premiums increased 7% as we successfully Our life business is winning in an attractive marketplace leveraged our excellent broker networks. We have made good progress in building our corporate risks and speciality lines We delivered a record result in our UK life business with IFRS business through the controlled expansion of our risk appetite operating profits up 26% to 850 million as we drove increased and the recruitment of specialist expertise. We are attracting high earnings from our new and in-force business. This includes a full quality risks with 50 million of new gross premiums and a COR year of benefit from the reattribution of the inherited estate. We of 81%. have created competitive advantage from our strong and diversified new business franchise, leading brand and multidistribution. Total long-term savings were up 19% to 11,846 million and life and pensions sales increased 16% to 10,298 million. The UK market is growing again and we grew our market share for the third consecutive quarter (Q310: 11.1%; Q309: 9.7%) with a strong performance in annuities and core life protection. We increased margins significantly to 3.4% (FY09 2.8%) through our disciplined approach to business mix, costs and capital. Our IRR was 15% with a reduced payback period of 7 years. (FY09 14%; 8 year payback). We are well-placed for the Retail Distribution Review (RDR) in 2013 and are supporting IFAs as they make the transition. 8,600 IFAs are going through our Financial Adviser Academy and we are already offering RDR compliant products with c.50% of new individual personal pensions written on this basis. Our diverse distribution and broad product range is a strategic advantage as only approximately 15% of our new business contribution is impacted by scope of the review and our RDRresilient bancassurance partnerships are growing. Our disciplined approach to risk selection, claims excellence and our geographical spread helped mitigate some of the effects of the adverse winter weather experienced in late November and December. We have received over 23,000 weather related property claims for homes and businesses at a cost of 60 million above our long-term average weather assumptions. To help our customers and minimise claims costs, we contacted 800,000 customers by text message to give practical advice in dealing with the difficult weather conditions. Weather in the rest of the year was better than expected despite the January freeze, taking the overall impact to 40 million above long-term average for the whole of 2010. In the absence of the adverse weather, our COR would have improved by a further 1% to 95%, reflecting the strength of our UK general insurance business. Our sophisticated pricing enables us to target the right price for the right risk. In personal motor we have seen rating increases of 25% in 2010 building on our early action in previous years to respond to rising bodily injury claims inflation. Commercial motor rates increased 7% in 2010 with higher increases during the second half of the year as claims trends in personal motor impacted commercial motor. In homeowner rates increased 6%. In commercial property and liability we have seen little change in overall rating reflecting continuing intense competition. We have protected profitability by selectively targeting rate increases by segment and case, careful risk selection resulting in reduced overall claims frequencies, and continuing excellence in claims management.
Regional performance continued
Benefiting from the trust, confidence and visibility of being the UKs leading insurance brand and customer franchise
Following consultation with our staff, we are closing our UK final salary pension schemes to future accrual from 1 April 2011. This reduced the pension fund deficit benefiting Avivas net asset value We have 19 million customers in the UK, with one in three by approximately 286 million and reducing future funding costs households having an Aviva relationship. We continue to invest in by 50 million per year. developing our brand and customer franchise. We continue to simplify our business and improve our service to We have embedded strong customer focus in everything we do customers. Our new online services mean that 95% of new online by making it part of our reward package for every member of general insurance customers receive their documents staff. In 2010 service improved across our business on all electronically. We have also introduced a range of smartphone measures and we launched a number of innovative new services applications for customers. Customers can now report their motor that allow customers to benefit from our expertise through their claim through our new claims app, our pensions app helps mobile devices. customers to plan for the financial future, and the RAC traffic app has been downloaded over 750,000 times. The Aviva brand is strong; customer recognition and consideration levels improved in 2010 with spontaneous During the year we completed the biggest policy migration in our awareness at 54% at the year end. Our new sponsorship of industry, as we simplified our administration with the transfer of Premiership Rugby is bringing us extra visibility with 6.2 million almost 3 million policies over 3 years. This has enabled us to viewers. We have also adopted a single approach to TV decommission over 300 IT systems and benefit from a lower and advertising using Paul Whitehouse which has both contributed to more flexible cost base. growing customer interest and sales. Our latest advertisement takes a new approach to promote life protection for families and Outlook: A growing business with a unique opportunity early results are very positive with online quotes and sales up one Aviva is growing profitably in the UK and we expect this third over the same period last year. momentum to continue in 2011 as we benefit from our strong brand, broad product range and diverse distribution. Our unrivalled product range means Aviva can meet customer needs throughout their lives and our customer research highlights the significant opportunity we have to increase value and deliver a The long-term savings market continues to show great resilience wider service to our UK customers. The number of customers who and is growing. While we remain cautious about the economy overall, we expect to continue to grow as we extend our hold multiple Aviva products is growing and we are focussing on competitive advantage and retain a disciplined approach. The further developing this. growth dynamics in the UK market remain compelling with new Becoming the partner of choice research from Aviva finding that the UK has the largest annual pensions gap per person in Europe at 318 billion overall; in Our strategic partnerships with leading banks and other leading addition 61% of families have no life insurance protection. As a organisations delivered strong financial results in 2010 with an IRR trusted brand Aviva is well-placed to respond. of 15% and a general insurance COR of 96%. The general insurance market remains competitive. Through We are now the leading UK bancassurer based on both new disciplined deployment of our capital we will extend our risk business volume and breadth of offer. We continue to invest in appetite and business mix to drive superior returns. At the heart the proposition we can bring to each of our current and of this will be continued excellence in our risk selection and prospective partners, drawing on the insight and expertise we underwriting. have gained from these long-term relationships. We strengthened this market-leading distribution with some significant wins in We will drive additional and unique benefit from operating our 2010 and will build further on these in 2011. life and general insurance businesses together and have clear plans to expand distribution, develop our customer agenda and In our exclusive relationship with Santander we are adding life further improve cost management. insurance, critical illness and income protection to our existing general insurance distribution agreement, which we renewed in 2010. We are on track to launch the life protection products later this year. Our long-term successful strategic partnership with RBS was renewed in 2010 on the basis of a new exclusive distribution agreement for the sale of life, protection and pensions products. In general insurance we also secured or renewed ten partnership arrangements with bank and building society partners in 2010.
Driving value across our UK business for customers and shareholders
In November we set out a number of financial targets to demonstrate the significant potential of our UK business. In 2010 total costs including brand and restructuring have fallen by 200 million to 1.7 billion. Costs continue to be an area of focus and we remain on track to deliver 200 million of cost and efficiency gains by the end of 2012.
Europe
Aviva Europe
IFRS operating profit of 898 million (FY09: 797 million) Life and pensions sales of 13,537 million (FY09: 13,523 million) Life new business IRR of 13% (FY09: 13%) General insurance COR of 103% (FY09: 103%)
In Turkey, we have launched a retirement savings product in anticipation of new pensions legislation. This has the potential to be a significant new market. 'My Aviva Customer Bundling' was launched as a pilot in Ireland to maximise cross-selling of general, life and health products for our most profitable customers. In Spain and Ireland we have offered customers additional peace of mind through innovative product enhancements providing market-leading breast cancer cover.
Transformation delivers operational excellence
Increased profit in a challenging market
Aviva Europe increased IFRS operating profits by 13% to 898 million (FY09: 797 million) underpinned by disciplined capital management and driven by a pan-European distribution model through our retail and bancassurance channels.
Life and pensions operating profit higher
Weve made good progress developing our shared service capabilities to embed single and consistent ways of doing business. This combined with a management focus on cost discipline has enabled Aviva Europe to maintain like for like costs at the same level as 2009. This is a great achievement that negates the impact of inflation. In addition to the pan-European product initiatives above, another example of how we share expertise across the region is our approach to brand and marketing initiatives. This enables high media exposure via cost-efficient campaigns. Poland and Ireland rebranded in 2010; this was supported by the opening in Dublin of the Aviva Stadium and an extensive branding campaign in Poland. The Faces advertising campaign, launched across France and Italy, clearly demonstrates the efficiencies gained from a single brand and extends the reach of Avivas global You are the Big Picture campaign.
Europe presents a significant opportunity
Life and pensions sales were maintained at 13,537 million (FY09: 13,523 million), a 3% increase on a local currency basis. A number of initiatives have been enacted in 2010 including a reduction in the guaranteed interest rate in Italy and the redesign of unit-linked products in France, Ireland and Poland. This has helped to deliver a strong performance in life operating profits with a 17% increase to 893 million (FY09: 761 million). Furthermore it has helped to achieve a margin of 3.7% and an IRR of 13% with a payback period of 7 years (FY09: 7 years), in line with the groups short term financial targets.
Positive general insurance sales
General insurance and health net written premiums increased 4% to 1,953 million (FY09: 1,883 million). This is supported by management action in Poland, where we have expanded the product offering sold through independent agents, strong growth in Italian personal motor and creditor business, and strong health sales in both Ireland and France. General insurance and health operating profits are 17% lower at 109 million (FY09: 132 million) as a result of lower longer-term investment returns of 147 million (2009: 175 million). Adverse weather and a significantly lower level of reserve margin release than prior year has led to a general insurance COR of 103% (FY09:103%).
Customer-focussed, multi-channel distribution
Europe has significant long-term potential for Aviva with a $1.7 trillion growth in life and pensions assets expected between 2009 and 2014. The strategic attractiveness of the region was underscored by research we conducted in 2010 into Europes pensions gap. This pioneering study demonstrated that European citizens need to find an additional 2.4 trillion in savings every year to fully close the gap between the pension amount they can currently expect to receive and the pension provision that people retiring between 2011 and 2051 will need for an adequate standard of living in retirement.
Outlook
We operate a pan-European distribution model through our retail and bancassurance channels. We benefit from offering both life and general insurance in France, Ireland, Italy, Poland and Turkey and will assess opportunities to leverage our skills across the region. We are a leader in bancassurance and continuously evaluate potential new relationships. This year we established a new general insurance bancassurance agreement with Ulster Bank in Ireland bringing our total number of bancassurance relationships to 55. Sales through the bancassurance channel increased by 9% to 8,040 million (FY09: 7,353 million)
Delivering attractive propositions to our customers
There is evidence that economies in Europe are recovering at different rates as well as continuing uncertainty around legislative changes. However our geographic diversity means that we remain well positioned. As we look ahead, while there may be an element of uncertainty in some of our markets, the need for people to save and protect what they have allied with our clear strategic direction means that we are optimistic about the longterm prospects for growth. We expect consumer sentiment to continue to favour guaranteed savings products and the general insurance market to remain competitive. Our focus in 2011 will be on positively contributing towards the groups targets through margin growth and generating operational capital. We will continue executing our strategy: driving operational excellence, maximising the value from our combination of life and general insurance and competitive distribution network, and deepening our presence in growth markets.
We have leveraged best practice in pricing and underwriting principles across Europe in both life and general insurance. This enables us to bring attractive propositions to our customers while ensuring we generate appropriate returns for shareholders: CPPI Fund, a unit-linked product with an element of guarantee, has launched successfully in Poland, Ireland and France.
Delta Lloyd
IFRS operating profit of 536 million (FY09: 399 million) Life and pension sales of 3,178 million (FY09: 3,665 million). (3% lower on a local currency basis excluding Germany) Life new business IRR 6% (FY09: 6%) (excluding Germany, FY 2010: IRR 7%) General Insurance COR of 95% (FY09: 97%)
Simplification drives efficiency
Delta Lloyd implemented a simplification plan during 2010 which aims to reduce the management cost base by 8% to 850 million by 2012. The number of risk-bearing insurance businesses was reduced from 12 to 5, the number of staff departments from 13 to 7 and the number of directors from 52 to 32.
Outlook
Increased profit as fund management delivers exceptional result
Delta Lloyd increased IFRS operating profits by 34% to 536 million (FY09: 399 million) driven by higher than expected investment returns, higher fund management performance fees and higher expense margins. Life and pensions sales in Delta Lloyds core Benelux markets decreased by 3% on a local currency basis to 3,109 million (FY09: 3,324 million) as a result of a decline in the market for Group Pension business. Life operating profit increased by 19% to 330 million (FY09: 277 million) reflecting an increase in technical margins and a decrease in administrative expenses. The life result was also impacted by a change in mortality assumptions leading to a oneoff increase in the longevity provision as at year-end 2010. As a result there was a one-off negative impact of 483 million on the IFRS result before tax. General insurance net written premiums at 1,177 million were in line with the prior year (FY09: 1,163 million) and 5% higher on a local currency basis. General insurance COR improved to 95% (FY09: 97%) with expense savings and reserve margin releases offsetting a higher claims ratio. Fund management operating profits are 268% ahead of prior year at 103 million (FY09: 28 million) due to the receipt of substantial one-off performance fees in the fourth quarter of 2010. This is largely due to Delta Lloyds investment in the Brazilian telecoms market which underwent a period of consolidation during 2010.
The Benelux market and the economic environment continue to be challenging, and Delta Lloyd remains focused on growing its profitability and providing appropriate returns to shareholders. Central to this are the efficiency plans implemented in 2010 which has seen costs reduced by 74 million in 2010.
North America
IFRS operating profit of 376 million (FY09: 213 million) Life and pension sales of 4,728 million (FY09: 4,545 million) Life new business IRR 14% (FY09: 7%) General insurance COR of 97% (FY09: 100%)
Outlook
The North American region is the home to two of the worlds largest and richest economies. Looking forward to the year ahead regional economic growth is recovering and the outlook is for moderate growth overall.
In this context, our disciplined underwriting and operational effectiveness in our general insurance business combined with a continued focus on profitable growth underpinned by compelling Strong profits and progress against strategic priorities across value propositions to our customers in our life business positions the region the North American region well to further grow our contribution to Avivas overall profits. In 2010, the North American businesses saw strong financial performance as a result of our focus and discipline. We increased our total regional IFRS operating profit by 77% to 376 million, benefiting from strong pricing and underwriting management, cost discipline and an improved economic environment.
Healthy profit growth in US life and annuity business
In the US, our disciplined pricing management led IFRS operating profits from our life and annuity business to more than double, with life new business profitability also improving significantly to a 14% IRR (FY09: 7%). Our US protection sales as measured on a PVNBP basis rose 15% to 999 million and are the largest across Aviva. Annuity sales grew moderately as we focused on profitable growth and capital efficiency. We continue to focus on diversifying our business mix, specifically targeting the growth of life sales in existing and new channels. This past year, the US business introduced its Building insurance around YOU consumer strategy, which will enable us to deliver life and annuity products to meet our customers changing needs. We also entered the guaranteed investment contract market through an institutional investor-focused product that leverages the capabilities of both our life business and those of Aviva Investors North America.
Strong general insurance performance in Canada
In Canada, operating profit rose 54% to 222 million reflecting improved underwriting performance combined with benign weather in the early part of 2010. Following our decision last year to exit unprofitable business we saw a moderate decline in premiums on a local currency basis and we concentrated efforts on growing profits from our book. We made further progress enhancing our sophisticated underwriting capabilities and dealt successfully with new regulation in the Ontario auto market, further strengthening our position in that sector. We have taken difficult but necessary actions to improve our cost base and operational performance, including targeted cost reductions announced in November 2010 that form part of the overall 60 million of cost savings and efficiencies to be achieved across the North American Region by the end of 2012.
Asia Pacific
IFRS operating profit of 31 million (FY 2009: 77 million6) Life and pension sales of 1,617 million (FY 2009: 1,356 million6) Life new business IRR of 11% and payback 13 years (FY 2009: 8%6 and 20 years6)
Strengthening our multi-channel distribution capability
Our improved performance in 2010 can be largely attributed to strengthened relationships with our bank partners. This has encouraged an evolving product portfolio focused on highermargin products in areas such as protection and saving. We have continued to build our multi-distribution platform and now have over 50 bank partnerships, with sales from our bancassurance operations increasing by 76% since 2009. In addition, we have transformed the traditional agency model in Singapore and Hong Kong with the launch of Aviva Advisors to better meet the evolving needs of our customers. This is an innovative approach that bridges the gap between the traditional agency and independent financial advisors.
Outlook
Franchise value growth through organic investment
We continue to progress against our strategic priorities across nine Asian markets, pursuing franchise growth though organic investment and improved margins. We have further sharpened our focus on markets where we have strength and scale such as China, India and Singapore where we expect to generate a significant proportion of our new business growth.
Sales increase significantly as Asian franchise grows7
The fundamentals of the Asian markets remain attractive with the regions economies reverting to pre-crisis levels of activity and confidence. The longer-term outlook for our business in Asia Total sales were 1,911 million in 2010. This represents an remains positive owing to the current low penetration rates of increase of 25% on 2009, with margin on a Present Value of New insurance products in many markets, high GDP growth, growing Business Premium (PVNBP) basis increasing from 0.9% to 3.2%. middle class and ageing populations. By strengthening our multiLife and pensions sales increased by 48% and on a local currency channel distribution capability as well as managing our product basis, life and pension sales were 39% higher, reflecting the portfolio, we are well-positioned to continue delivering strong growth and development of Avivas franchise in Asia. We growth in both volume and margins, and growing our franchise delivered a strong performance in our priority markets of China value. and India where sales increased by 28% and 22% respectively. Life and pension sales in our Asian markets (excluding China and India) were higher than the previous year, increasing from 676 million to 1,085 million. This reflects the regions strong economic recovery as well as our renewed strategic focus on delivering strong new business margins. Markets such as Singapore recorded a rise in life and pensions sales to 345 million from 155 million and South Korea is now our second largest market after China in terms of sales volumes, growing by 41%. IFRS operating profit for the year fell to 31 million as a result of prior year favourable reserve releases in Singapore and the sale of Avivas Australian business. Excluding these one-off factors and the one-off impact from the change in Chinas GAAP accounting basis this year, underlying adjusted operating profit increased by 40 million reflecting our increased scale and focused cost management. Our direct online general insurance business in Singapore continues to offer an attractive proposition for customers and has expanded to include a home and travel offering. Launched in April 2010, it has proven a significant alternative to current market distribution channels and has captured 2.2% market share of the individual car market after only eight months. We have also focused on capital efficiency. Our internal rate of return (IRR) has improved significantly from 6% to 11% through a better product mix and the increasing benefits of scale coupled with careful portfolio management and capital discipline.
6 Includes the Australian life business sold on 1 October 2009 7 All 2009 comparators exclude the Australian life business sold on 1 October 2009
Aviva Investors
IFRS operating profit of 100 million (FY09: 115 million) Net funded external sales (excluding liquidity funds) of 2.36 billion (FY09: 236 million outflows) Higher management fee rates from third party sales 73% of institutional funds where a benchmark is specified, performed above benchmark
Strengthening our mutually beneficial position within Aviva Our strategy for growth is focused on leveraging our Aviva parentage and insurance heritage to further increase external assets under management. In 2010 we further strengthened our relationship with Aviva, continuing to benefit from the financial strength and global brand presence of the Group while, in return, delivering investment know-how, strong and sustainable returns and supporting financial risk management initiatives. An example of this working in practice is our Guaranteed Managed Solutions (GMS) product in the US, which brought in mandates totalling over 500 million in the last four months of the year. GMS was developed in partnership with Aviva USA and is an important product for both companies.
Outlook
Growth in external sales
We made strong progress in the development of our global business development infrastructure during 2010 and saw encouraging signs that our business model is supporting our primary objective of delivering strong growth in external fund sales. Net funded external sales (excluding liquidity funds) rose from an outflow of 236 million in 2009 to inflows of 2,364 million in 2010. Gross external sales were 8,320 million offset by higher than expected redemptions of 5,956 million. Net liquidity fund sales were an outflow of 745 million (FY09: inflows of 2,593 million). During 2010, we re-oriented our business towards more durable, higher margin funds, which resulted in an increased average fee rate on gross external sales, excluding liquidity funds. Assets under management of 260 billion (at 31 December 2010) were up 4% on 2009s figure of 250 billion, with assets managed for external clients increasing 13% to 51 billion (FY09: 45 billion). Strong investment performance and further improvements in client service At the end of 2010, 73% of institutional funds where a benchmark is specified performed above benchmark over the 1 year and 3 year horizon (equally weighted). For portfolios measured against a relevant peer group, 70% performed above median over 1 and 3 years at the end of December 2010, with 33% in the top quartile over 1 year and 42% in the top quartile over the 3 year period. Our continuing focus on client-centricity enabled us to deliver further improvements in client service rankings for Aviva UK, UK institutional and for UK/European financial institutions in 2010 according to independent surveys undertaken by Investit. Rankings in UK pensions, measured by Greenwich Associates, slipped slightly in comparison with 2009 from 1st quartile to 2nd, but we remain in a strong position competitively, particularly for client service and in Real Estate.
Continuing investment in the business leads to a fall in operating profit
We have made considerable progress developing the infrastructure necessary to meet our objectives and are seeing the benefits of this through improved sales performance. In 2011 we will continue to focus on our core investment strategies to deliver added-value investment solutions to clients in our established markets of the UK, Europe and the US, as well as actively pursuing market share in potential high growth markets in the Asia Pacific region.
We saw a reduction in operating profit from 115 million in 2009 to 100 million in 2010 as a result of higher than expected redemptions and ongoing investment in the business which is starting to bear fruit as we see an increase in higher margin external assets. The 100 million profit in 2010 comprises 97 million (FY09: 115 million) in respect of fund management operations and 3 million (FY09: zero) from our pooled pensions business, which is reported within the long-term business segment.
Notes to editors
Notes to editors
Aviva is a leading provider of life and pension products in Europe (including the UK) with substantial positions in other markets around the world, making it the worlds sixth largest insurance group based on gross worldwide premiums at 31 December 2009. Avivas principal business activities are long-term savings, fund management and general insurance, with worldwide total sales* of 47.1 billion and funds under management of 402 billion at 31 December 2010. * Based on 2010 published life and pensions PVNBP on an MCEV basis, total investment sales and general insurance and health net written premiums, including share of associates premiums. The Aviva media centre at www.aviva.com/media includes images, company and product information and a news release archive. All figures have been translated at average exchange rates applying for the period. The average rates employed in this announcement are 1 euro = 0.85 (12 months to 31 December 2009: 1 euro = 0.88) and 1 = US$1.55 (12 months to 31 December 2009: 1 = US$1.57). Income statements and cash flows of foreign entities are translated at average exchange rates while their balance sheets are translated at the closing exchange rates on 31 December 2010. Growth rates in the press release have been provided in sterling terms unless stated otherwise. The supplements following present this information on both a sterling and local currency basis. Definition: Present value of new business premiums (PVNBP) PVNBP is derived from the single and regular premiums of the products sold during the financial period and are expressed at the point of sale. The PVNBP calculation is equal to total single premium sales received in the period plus the discounted value of regular premiums expected to be received over the term of the new contracts. The discount rate used reflects the appropriate risk-free rate for the country and duration of business. The projection assumptions used to calculate PVNBP for each product are the same as those used to calculate new business contribution. The discounted value of regular premiums is also expressed as annualised regular premiums multiplied by a Weighted Average Capitalisation Factor (WACF). The WACF will vary over time depending on the mix of new products sold, the average outstanding term of the new contracts and the projection assumptions. Cautionary statements: This should be read in conjunction with the documents filed by Aviva plc (the Company or Aviva) with the United States Securities and Exchange Commission (SEC). This announcement contains, and we may make verbal statements containing, forward-looking statements with respect to certain of Avivas plans and current goals and expectations relating to future financial condition, performance, results, strategic initiatives and objectives. Statements containing the words believes, intends, expects, plans, seeks, aims, may, could, outlook, estimates and anticipates, and words of similar meaning, are forward-looking. By their nature, all forward-looking statements involve risk and uncertainty. Accordingly, there are or will be important factors that could cause actual results to differ materially from those indicated in these statements. Aviva believes these factors include, but are not limited to: the impact of difficult conditions in the global capital markets and the economy generally; the impact of new government initiatives related to the financial crisis; defaults in our bond, mortgage and structured credit portfolios; the impact of volatility in the equity, capital and credit markets on our profitability and ability to access capital and credit; changes in
general economic conditions, including foreign currency exchange rates, interest rates and other factors that could affect our profitability; risks associated with arrangements with third parties, including joint ventures; inability of reinsurers to meet obligations or unavailability of reinsurance coverage; a decline in our ratings with Standard & Poors, Moodys, Fitch and A.M. Best; increased competition in the U.K. and in other countries where we have significant operations; changes in assumptions in pricing and reserving for insurance business (particularly with regard to mortality and morbidity trends, lapse rates and policy renewal rates), longevity and endowments; a cyclical downturn of the insurance industry; changes in local political, regulatory and economic conditions, business risks and challenges which may impact demand for our products, our investment portfolio and credit quality of counterparties; the impact of actual experience differing from estimates on amortisation of deferred acquisition costs and acquired value of in-force business; the impact of recognising an impairment of our goodwill or intangibles with indefinite lives; changes in valuation methodologies, estimates and assumptions used in the valuation of investment securities; the effect of various legal proceedings and regulatory investigations; the impact of operational risks; the loss of key personnel; the impact of catastrophic events on our results; changes in government regulations or tax laws in jurisdictions where we conduct business; funding risks associated with our pension schemes; the effect of undisclosed liabilities, integration issues and other risks associated with our acquisitions; and the timing impact and other uncertainties relating to acquisitions and disposals and relating to other future acquisitions, combinations or disposals within relevant industries. For a more detailed description of these risks, uncertainties and other factors, please see Item 3, Risk Factors, and Item 5, Operating and Financial Review and Prospects in Avivas Annual Report on Form 20-F as filed with the SEC on 30 March 2010. Aviva undertakes no obligation to update the forward-looking statements in this announcement or any other forward-looking statements we may make. Forward-looking statements in this announcement are current only as of the date on which such statements are made. Aviva plc is a company registered in England No. 2468686. Registered office St Helen's 1 Undershaft London EC3P 3DQ
01
Aviva plc 2010 Preliminary Announcement
Overview
02
Group performance IFRS basis

Pro forma reconciliation of group operating profit to profit after tax IFRS basis 1 Long-term business IFRS operating profit 2 Long-term business IFRS profit driver analysis 3 General insurance and health 4 Fund management 5 Other operations and regional costs 6 Corporate centre 7 Group debt costs and other interest 8 Investment return variances and economic assumption changes on long-term business 9 Short-term fluctuation in return on investments on general insurance and health business 10 Economic assumption changes on general insurance and health business 11 Profit on the disposal of subsidiaries and associates 12 Integration and restructuring costs 13 Exceptional items 14 Net flows
05 06 07 09 12 13 13 13 14 15 16 16 16 16 16
New business
15 Life and pension sales 16 Investment sales
17 20
Capital management
17 Capital generation and utilisation 18 Internal rate of return and payback period 19 Net asset value 20 Financial flexibility 21 European Insurance Groups Directive (IGD) 22 Sensitivity analysis 23 Risk management 24 Return on capital employed 25 EEV equivalent embedded value
21 21 22 22 22 23 24 24 25
Analysis of assets
26 Total assets 27 Shareholders assets
26 27
Financial Supplement
A B C D E IFRS New business Capital Management Analysis of assets MCEV
29 83 91 107 133
02
Group Performance
IFRS operating profit and IFRS total return
IFRS operating profit increased to 2,550 million (2009: 2,022 million) driven in particular by strong growth in UK, Europe and the US. IFRS profit after tax increased to 1,892 million (2009: 1,315 million) driven by the strong growth in operating profits. Total return increased to 1,404 million (2009: 1,024 million) driven by the strong growth in operating profits. Included in this were gains on the closure of the pension scheme and reorganisation of the joint venture with Royal Bank of Scotland (RBS) of 0.4 billion and net positive investment variances of 0.5 billion. These items have been more than offset by restructuring and amortisation costs and other exceptional items totalling 1.0 billion. Within these amounts there is a positive investment variance of around 0.8 billion that relates to differing movements in the asset and liability yield curves used by Delta Lloyd. There are also 0.5 billion of exceptional items in Delta Lloyd, including the adoption of revised longevity tables. The net impact of these one-offs in Delta Lloyd items is to increase the Aviva Group EPS (after tax and minority interests) by 4p. The effective tax rate for the period was 22% (2009: 27%). IFRS earnings per share increased to 50.4 pence (2009: 37.8 pence) driven by the growth in operating profit. Total dividend for 2010 of 25.5 pence is an increase of 6% on the 2009 dividend of 24.0 pence.
EPS Total dividend of 25.5 pence
Capital
Net operational capital generated
Net operational capital generated increased to 1.7 billion1 (2009: 1.0 billion). Capital generated from existing business was 2.7 billion offset by capital investment in new business of 1.0 billion. Group IRR increased to 12.5% from 10.0% for 2009. Compared with 2009 there have been increases in UK, US and Asia Pacific. The US IRR has improved from 7% to 14%, driven by broadly equal impacts of the AXXX capital solution and management actions. In addition, Asia Pacific IRR has improved from 6%2 to 11%, driven by improvements in product mix and individual product profitability. Payback periods have improved overall from 14 years for 2009 to 8 years in 2010. IGD solvency surplus at 31 December 2010 is 3.8 billion (2009: 4.5 billion). Of this movement, 0.3 billion relates to additional funding contributions to the Aviva pension scheme. A 40% fall in equities would reduce IGD surplus by 0.6 billion. At 31 December 2010 IGD cover is 1.6 times (2009: 1.7 times).
IGD solvency
IFRS net asset value per share
IFRS NAV has increased to 454 pence (2009: 374 pence) driven by strong operating profit, gains on available for sale (AFS) assets and actuarial gains on staff pension schemes. These have been partially offset by external dividend payments.
EEV equivalent NAV

1 Excluding Delta Lloyd longevity assumption impact of 0.2 billion 2 Excluding the Australian life business which was sold on 1 October 2009
The European Equivalent Embedded Value (EEV) equivalent NAV was 621 pence at 31 December 2010 (546 pence at 30 June 2010).
03
Key financial highlights continued
Life
IFRS long-term business
Long-term business operating profit increased 23% to 2,318 million (2009: 1,887 million) driven by returns on the UK reattributed estate, actions to improve the profitability of the business in the US and stronger existing business returns in Europe. IFRS new business income improved to 1,021 million (2009: 813 million) driven by strong profits from UK annuity sales, and growth in new business profitability and volumes in all other regions. Overall investment returns increased to 3,226 million (2009: 2,865 million) principally driven by improved credit spread earnings in the US. Expenses increased to 2,444 million (2009: 2,353 million) partially as a result of higher initial and renewal commissions in Europe driven by changes in product mix towards single premium contracts. Worldwide long-term business sales (including investment products) were 37.4 billion (2009: 35.9 billion) an increase of 4% with significant increases in the UK and Asia Pacific, and a resilient performance in Europe. On a local currency basis, sales increased by 5%. Within this total life and pensions sales were 33.4 billion (2009: 32.0 billion) an increase of 4%. New business margin is 1.9% (2009: 2.4%) as improvements in the UK where the margin increased from 2.8% to 3.4% were more than offset by the impact of lower risk free rates in the US MCEV margin.
New business
MCEV result
MCEV operating profit increased by 5% to 3,760 million (2009: 3,592 million). Life MCEV operating earnings were 3,579 million (2009: 3,498 million) an increase of 2%. Within this total, expected return is now calculated based on implied discount rates (IDRs) to improve the predictability of the operating result. The value of new business (VNB) decreased to 624 million from 765 million in 2009, as a result of the lower reported margins in the US (as a consequence of the fall in risk-free rates). MCEV profit after tax reduced to 1,746 million (2009: 2,722 million). MCEV NAV was 542 pence (2009: 473 pence), driven by strong operating profit and actuarial gains on staff pension schemes partly offset by external dividend payments.
General Insurance
General insurance and health operating profit increased to 1,050 million (2009: 960 million). A strong improvement in underlying profitability has been partially offset by lower prior year development and adverse weather experience. The general insurance combined operating ratio for the year is 97% (2009: 99%) with strong improvements in the UK and Canada. Operating profit benefited from reserve releases of 212 million in 2010 compared with 372 million in 2009. Net written premiums increased to 9,699 million (2009: 9,193 million) primarily due to strong levels of retention and growth in the UK. In addition, the Canadian result has benefited from foreign exchange movements during the year.
Fund management
Fund management
Operating profit increased to 201 million (2009: 133 million), particularly reflecting higher performance fees in Delta Lloyd. Total funds under management are 402 billion (2009: 379 billion).
04
Key financial highlights continued
Other
Underlying costs
Total expenses have reduced by 3% from 5,144 million in 2009 to 4,995 million in 2010. On a like for like basis (excluding the impact of foreign exchange, restructuring and acquisitions and disposals) costs remain broadly flat at 4,686 million (2009: 4,638 million) with the impact of inflation offset by cost savings. The groups rating from Standard and Poors is AA- (very strong) with a revised outlook from negative to stable; Aa3 (excellent) with a stable outlook from Moodys; and A (excellent) with a positive outlook from A M Best and AA- (strong) with a revised outlook from negative to stable from Fitch. The Group's financial strength ratings continue to reflect our strong competitive position and diversified underlying earnings profile, positive strategic management and substantial liquid assets. Strong liquidity position with direct access to 1.5 billion of central liquid assets (2009: 2.2 billion). 2.1 billion of undrawn committed credit facilities provided by a range of leading international banks. Return on equity shareholders funds on an IFRS basis increased to 14.8% (2009: 10.9%) benefitting from the growth in operating profits. The asset portfolio remains of high quality. Avivas exposure to sovereign debt is well within our risk appetite. We hold these assets for the long-term and believe that the risk of European countries defaulting on their sovereign debt is low. Total foreign currency movements during 2010 resulted in a gain recognised in the income statement of 34 million (2009: 154 million gain).
Groups financial strength rating
Liquidity
ROCE Asset quality
Impact of foreign exchange
Key Financial Highlights

IFRS 2010 m 2009 m Change % 2010 m Restated 2009 m MCEV Change %
Long-term business IFRS profit / MCEV earnings General insurance and health Fund management Other operations and regional costs Corporate centre Group debt and other interest costs Operating profit before tax Profit after tax IFRS total return Net operational capital generated IRR MCEV new business margin Combined operating ratio Long-term savings sales Total dividend per share Net asset value per share EEV equivalent NAV Earnings per share Equity shareholders funds Return on equity shareholders funds
1
2,318 1,050 201 (220) (143) (656) 2,550 1,892 1,404 1.7bn1 12.5% n/a 97% n/a 25.5p 454p n/a 50.4p 12,794 14.8%
1,887 960 133 (214) (108) (636) 2,022 1,315 1,024 1.0bn 10.0% n/a 99% n/a 24.0p 374p n/a 37.8p 10,356 10.9%
23% 9% 51% (3)% (32)% (3)% 26% 44% 37%
3,579 1,050 125 (195) (143) (656) 3,760 1,746 n/a n/a n/a 1.9% n/a 37,360 n/a 542p 621p 59.2p 15,295 16.4%
3,498 960 51 (173) (108) (636) 3,592 2,722 n/a n/a n/a 2.4% n/a 35,875 n/a 473p n/a 95.8p 13,092 16.3%
2% 9% 145% (13)% (32)% (3)% 5% (36)%
Excluding Delta Lloyd longevity assumption impact of 0.2 billion
05
Group performance - IFRS basis
Pro forma reconciliation of group operating profit to profit after tax IFRS basis
For the year ended 31 December 2010
2010 m 2009 m
Operating profit before tax attributable to shareholders profits Long-term business United Kingdom Europe North America Asia Pacific Total long-term business (note 1) General insurance and health United Kingdom Europe North America Asia Pacific Total general insurance and health (note 3) Fund management Aviva Investors United Kingdom Europe Asia Pacific Total fund management (note 4) Other: Other operations and regional costs (note 5) Regional operating profit Corporate centre (note 6) Group debt costs and other interest (note 7) Operating profit before tax attributable to shareholders profits Adjusted for the following: Investment return variances and economic assumption changes on long-term business (note 8) Short-term fluctuation in return on investments on non-long-term business (note 9) Economic assumption changes on general insurance and health business (note 10) Impairment of goodwill and other amounts expensed Amortisation and impairment of intangibles Profit on the disposal of subsidiaries and associates (note 11) Integration and restructuring costs (note 12) Exceptional items (note 13) Profit before tax attributable to shareholders profits Tax on operating profit Tax on other activities Profit for the year
850 1,223 174 71 2,318 579 255 222 (6) 1,050 97 3 103 (2) 201 (220) 3,349 (143) (656) 2,550 791 (243) (61) (24) (216) 159 (243) (273) 2,440 (625) 77 (548) 1,892
672 1,038 85 92 1,887 535 275 144 6 960 115 (14) 31 1 133 (214) 2,766 (108) (636) 2,022 (75) 95 57 (62) (144) 153 (286) 45 1,805 (547) 57 (490) 1,315
Earnings per share IFRS basis

Financial statements MCEV 276 319
2010 2009
Operating earnings per share on an IFRS basis after tax, attributable to ordinary shareholders of Aviva plc Basic (pence per share) Diluted (pence per share) Earnings after tax on an IFRS basis, attributable to ordinary shareholders of Aviva plc Basic (pence per share) Diluted (pence per share)
55.1p 54.2p
45.1p 44.8p
50.4p 49.6p
37.8p 37.5p
06
Group performance - IFRS basis continued
1 Long-term business IFRS operating profit

2010 m 2009 m
With-profit Non-profit United Kingdom France Ireland Italy Poland Spain Other Europe Aviva Europe Delta Lloyd Europe North America Asia Pacific Total
147 703 850 319 122 119 157 179 (3) 893 330 1,223 174 71 2,318
177 495 672 272 50 128 152 160 (1) 761 277 1,038 85 92 1,887
IFRS long-term business operating profit before shareholder tax was 2,318 million (2009: 1,887 million), an increase of 23% on the prior period.
United Kingdom
IFRS operating profit was 26% higher at 850 million (2009: 672 million) driven by strong growth in the non-profit result. The non-profit result increased to 703 million (2009: 495 million) from a strong performance in annuities, increased annual management charges and earnings related to the reattributed estate. The full year benefit of earnings on the reattributed assets, unwind of guarantee costs and the demographic impact of policyholder actions contributed 171 million to operating profits (2009: 79 million). Of this at least 120 million relating to investment return and unwind of guarantee costs is expected to recur. This was partly offset by a lower with-profit result of 147 million (2009: 177 million), reflecting the shareholders share of reduced regular and terminal bonus payments. The with-profit result includes the final tranche of special bonus distribution of 84 million (2009: 86 million).
Aviva Europe
Aviva Europes life operating profit increased 17% to 893 million (2009: 761 million). This growth was partly driven by an increase in returns from existing business in France, Italy and Spain as a result of growth in assets under management and favourable investment performance. The current year result includes 75 million from release of reserves following a review of reserving assumptions in Ireland (55 million of this was announced at the half year).
Delta Lloyd
Life operating profit for Delta Lloyd group increased to 330 million (2009: 277 million) due to higher expected investment returns and expense margins.
North America
Life operating profit doubled to 174 million (2009: 85 million), as a result of our actions to improve the profitability of the business. This performance reflects spread management, expense discipline and an improved economic environment, combined with growth in the in-force business.
Asia Pacific
Life operating profit reduced to 71 million (2009: 92 million). The current year includes a 27 million benefit from changes to local GAAP reporting in China. The prior year result included a one-off release of reserves in Singapore of 68 million, and 40 million for the Australian life business sold on 1 October 2009. On an underlying basis, profits from the Asia region increased strongly, driven by new business growth, increased scale and profit emergence from existing business.
07
2 Long-term business IFRS profit driver analysis

2010 United Kingdom m Aviva Rest of the Europe world m m Total m Note
New business income Underwriting margin Unit-linked margin Participating business Spread margin Expected return Investment return Income Acquisition expenses Administration expenses Expenses DAC/AVIF amortisation and other IFRS operating profit
Rest of the world includes Delta Lloyd, North America and Asia Pacific
a b c d e f
499 178 348 147 173 223 891 1,568
382 433 541 394 44 138 1,117 1,932
140 270 110 141 673 294 1,218 1,628
1,021 881 999 682 890 655 3,226 5,128
g h
(353) (333)
(515) (515) (686) (1,030) (32) (9) 850 893
(216) (1,084) (512) (1,360) (728) (2,444) (325) (366) 575 2,318
Restated 2009 United Kingdom m Aviva Europe m Rest of the world m
Note
Total m
New business income Underwriting margin Unit-linked margin Participating business Spread margin Expected return Investment return Income Acquisition expenses Administration expenses Expenses DAC/AVIF amortisation and other IFRS operating profit
a b c d e f
402 148 322 176 166 167 831 1,381
310 433 532 322 50 138 1,042
101 202 84 162 460 286 992
813 783 938 660 676 591 2,865 4,461
1,785 1,295
g h
(320) (347) (667) (42) 672
(422) (203) (945) (506) (555) (1,408) (928) (758) (2,353) (96) (83) (221) 761 454 1,887
Detailed analysis of the above is given within the IFRS supplement, Note A18, page 80.
(a) New business income
New business income increased 26% to 1,021 million as the new business income margin (as a percentage of APE sales) increased to 26% (2009: 22%) and sales on an APE basis increased 5%. This was primarily driven by annuity volumes and profit growth in the UK. In Aviva Europe, new business income margin increased to 25% (2009: 20%) reflecting geographical mix from growth in with-profit business in Italy and France. In the Rest of the World, new business income includes the effect on new business of the reserving changes made in 2009 in Asia Pacific.
(b) Underwriting margin
The underwriting margin increased to 881 million (2009: 783 million). This increase reflects a benefit of 36 million in the UK from non-profit business and policyholder behaviour following the reattribution of the inherited estate in October 2009. The underwriting result remained stable in Aviva Europe and increased in the Rest of the World due to improved expense margins in Delta Lloyd.
(c) Unit-linked margin
The unit-linked margin grew from 938 million to 999 million as improved market conditions resulted in higher average unit-linked reserves of 93 billion (2009: 85 billion). The annual management charge as a percentage of reserves reduced slightly to 108 bps. The majority of this unit-linked income comes from the UK and Aviva Europe, which primarily relates to unit-linked business in France, Poland and Spain.
(d) Participating business
Income from participating business increased to 682 million (2009: 660 million). Whilst the special distribution of 84 million (2009: 86 million) was in line with prior year, the reduction in bonus rates lowered shareholder income in the UK. This was more than offset by an increase in Aviva Europes result within which France is the main contributor reflecting a fixed management charge of circa 50bps on AFER business. The reduced contribution from Rest of the World reflects closure of the Delta Lloyd German business.
08
2 Long-term business IFRS profit driver analysis continued

(e) Spread margin
Spread income increased 32% to 890 million as the spread margin increased to 114 bps (2009: 94 bps) driven by the benefit of management actions to improve profitability in our US business.
(f) Expected return on shareholder assets
Expected returns increased to 655 million (2009: 591 million) due to a 135 million contribution in the UK following the reattribution of the inherited estate. Of this, 55 million were earnings on the reattributed estate and 80 million from unwind of guarantees of which 65 million expected to recur, going forward.
(g) Acquisition expenses
Acquisition expenses have increased to 1,084 million (2009: 945 million) mainly due to new business growth in the UK and Italy.
(h) Administration expenses
Administration expenses reduced to 1,360 million (2009: 1,408 million) reflecting cost reduction activity in the UK and Delta Lloyd.
(i) DAC, AVIF and other
DAC, AVIF and other amounted to 366 million (2009: 221 million) as the prior year included a significant number of one-off positives including one-off reserve releases in Singapore of 68 million and 40 million contribution from the Australian life business sold in October 2009. In 2010, the current year result includes 75 million from release of reserves following a review of reserving assumptions in Ireland, 55 million announced at the half year.
09
3 General insurance and health

Net written premiums 2010 m 2009 m Underwriting result 2010 m 2009 m Longer-term investment return 2010 m 2009 m 2010 m Operating profit2 2009 m
General insurance United Kingdom1,2 France Ireland2 Other3 Aviva Europe Delta Lloyd2 Europe North America2 Asia Pacific Health insurance United Kingdom France Ireland Aviva Europe Asia Pacific Total
4,109 734 397 526 1,657 1,177 2,834 1,958 19 8,920 430 234 62 296 53 779 9,699
3,911 729 422 457 1,608 1,163 2,771 1,800 10 8,492 387 223 52 275 39 701 9,193
184 1 (17) (49) (65) 60 (5) 60 (7) 232 5 11 17 28 (2) 31 263
98 15 (11) (62) (58) 38 (20) (4) 74 8 10 7 17 5 30 104
419 49 50 31 130 97 227 173 3 822 7 15 2 17 24 846
439 55 62 40 157 105 262 148 1 850 7 17 1 18 25 875
567 50 32 (18) 64 146 210 222 (4) 995 12 26 19 45 (2) 55 1,050
520 70 49 (22) 97 143 240 144 1 905 15 27 8 35 5 55 960
1. United Kingdom includes Aviva Re and agencies in run-off. 2. Group operating profit includes an unfavourable impact of 59 million resulting from unwind of discount and pension scheme net finance costs (2009: 19 million). 36 million relating to UKGI (2009: 17 million), 11 million relating to Delta Lloyd (2009: nil), 11 million relating to Canada (2009: nil) and 1 million relating to Ireland (2009: 2 million). 3 Other Europe includes Italy, Poland and Turkey.
Combined operating ratios general insurance business only

Claims ratio 2010 % 2009 % 2010 % Expense ratio 2009 % Combined operating ratio 2010 % 2009 %
United Kingdom1 France Ireland Aviva Europe Delta Lloyd Europe North America Total
1. United Kingdom excluding Aviva Re and agencies in run-off.
63.9% 71.2% 74.9% 73.0% 61.3% 68.0% 64.3% 64.5%
66.2% 68.1% 73.6% 72.3% 63.0% 68.4% 68.5% 66.7%
11.0% 10.5% 19.5% 13.1% 13.7% 13.4% 13.6% 12.4%
11.5% 11.2% 19.6% 13.7% 14.7% 14.1% 12.8% 12.6%
96% 99% 105% 103% 95% 100% 97% 97%
99% 98% 103% 103% 97% 101% 100% 99%
Detailed analysis is given within the IFRS supplement, note A19, page 81. Ratios are measured in local currency. The total group ratios are based on average exchange rates applying to the respective periods. Definitions: Claims ratio Expense ratio Combined operating ratio
Incurred claims expressed as a percentage of net earned premiums. Written expenses excluding commissions expressed as a percentage of net written premiums. Aggregate of claims ratio, expense ratio and commission ratio.
10
Group performance IFRS continued
3 General insurance and health continued

Group operating profit from general insurance and health businesses for the period was 1,050 million (2009: 960 million). The general insurance and health underwriting result increased to 263 million (2009: 104 million), due to improving current year profitability within the UK and more favourable claims experience in Canada. We continue to apply our reserving policy consistently and the reserves in the group are set conservatively with the aim to protect against adverse future claims and development. Our business is predominantly short tail in nature and loss development experience is generally stable. As a result of the conservatism applied in setting the reserves, operating profit has benefited from releases of 212 million, net of reinsurance, which reflect releases from the 2009 accident year and prior (2009: 372 million). The worldwide general insurance combined operating ratio (COR) was 97% (2009: 99%) ahead of the groups meet or beat target. The worldwide GI expense ratio has decreased to 12.4% (2009: 12.6%) reflecting cost savings from our efficiency programmes and actions taken across the group to manage the cost base. The longer term investment return (LTIR) on general insurance and health business assets was lower at 846 million (2009: 875 million) reflecting a small reduction in the average asset levels compared with the prior year.
United Kingdom
The result for our general insurance and health business in the UK includes the UK General Insurance business, the UK Health Insurance business, our group captive reinsurer, Aviva Re, and agencies in run off. Operating profit of 579 million (2009: 535 million) comprises UK General Insurance operating profit of 476 million (2009: 424 million), a contribution of 91 million (2009: 91 million) from Aviva Re and 12 million from our UK health business (2009: 15 million). All subsequent commentary relates solely to UK General Insurance. Momentum has continued to build strongly during the year in UK General Insurance, both in terms of profitability and sales volumes. Overall, operating profit has increased to 476 million, up 12% from 2009 (2009: 424 million), and includes an adverse impact from weather-related claims of 40 million compared to the long-term average (2009: neutral). The result is driven by an improvement in underlying current year underwriting result of 140 million (before the adverse impact of weather-related claims) which has more than offset the adverse weather impact of 40 million, an 11 million reduction in investment return to 406 million (2009: 417 million) and slightly lower savings on prior year claims development of 87 million (2009: 105 million). Current year operating profitability has increased by 70 million to 389 million in 2010 (2009: 319 million), building on the 38 million improvement recorded in 2009 and notwithstanding the adverse impact from weather-related claims. This strong performance reflects the growing sustainable profitability of the business now being written, as we reap the benefits from the action we took to exit unprofitable business and build on the promise of scale to deliver shareholder value. The principal factors behind this success are underwriting and claims management excellence, enhanced risk selection through the implementation of sophisticated pricing techniques, a continued focus on cost control, and a reduction in creditor claims from the levels seen last year. The full year combined operating ratio was 96% (2009: 99%). Our loss ratio has improved to 64% (2009: 66%), despite the adverse weather and lower prior year savings, reflecting our disciplined approach to underwriting and focus on claims management excellence. The distribution ratio has also improved further to 32% (2009: 33%), principally as a result of the delivery of further cost savings as we continue to focus on cost control, as well as holding costs whilst premiums grow. During the year UK General Insurance has seen four consecutive quarters of premium growth culminating in net written premiums for the discrete fourth quarter being 20% higher than those recorded in the same period in 2009. Full year net written premiums of 4,046 million were 5% higher (2009: 3,866 million). This performance has been driven by a combination of factors including strong levels of retention across all lines of business; substantial growth in our direct channel, reflecting the impact of our marketing initiatives and the success of the RAC panel; rolling out our direct prices to brokers; good levels of commercial new business; and the launch of our corporate risks offering.
Europe
In Europe, net written premiums were 3% higher at 3,130 million (2009: 3,046 million). Operating profit was 255 million (2009: 275 million) due to lower LTIR.
11
3 General insurance and health continued

Aviva Europe
General Insurance net written premiums increased 3% to 1,657 million (2009: 1,608 million). This is supported by management action in Poland, where we have expanded the product offering sold through independent agents, strong growth in Italian personal motor and creditor business, and positive rating actions in France. Sales in Ireland continued to be impacted by the challenging market, characterised by aggressive price competition. Health net written premiums increased 8% to 296 million (2009: 275 million) building on momentum from 2009, with increased sales in both France and Ireland. General insurance and health operating profit was 109 million (2009: 132 million). The result was adversely impacted by lower longer-term investment returns of 147 million (2009: 175 million), as a result of lower investment yields, which was partially offset by expense savings. The combined operating ratio for Aviva Europe was 103% (2009: 103%) reflecting adverse weather and includes a significantly lower level of reserve margin release than prior year. Our expense ratio improved 1pp reflecting cost savings achieved over and above the increase in volumes.
Delta Lloyd
Net written premiums were 1,177 million, in line with the prior year (2009: 1,163 million) and 5% higher on a local currency basis. This includes amounts from accelerating the reporting of brokered business onto an actual basis. Excluding these amounts net written premiums were stable year on year. Operating profit remained stable at 146 million (2009: 143 million). COR improved to 95% (2009: 97%), with expense savings and reserve margin releases offsetting higher claims.
North America
Net written premiums in Canada were 1,958 million (2009: 1,800 million), 3% lower on a constant currency basis. This reflected lower personal lines premiums following actions to exit unprofitable business. The operating profit increased 54% to 222 million (2009: 144 million) as the underwriting result increased to 60 million (2009: loss of 4 million) and LTIR increased by 17% to 173 million (2009: 148 million). The underwriting profit was driven by improved claims from actions to improve underwriting effectiveness and favourable weather experience in the first half of the year. These resulted in the combined operating ratio improving to 97% (2009: 100%). LTIR was 4% (7 million) higher than prior year on a constant currency basis (excluding foreign exchange movements of 18 million) primarily due to interest income related to an expected tax refund and the repositioning of the investment portfolio.
Asia Pacific
The net written premiums in the general insurance and health business rose to 72 million (2009: 49 million) primarily due to new business initiatives in Singapore and contributions from the newly acquired Indonesia health business, acquired on 1 July 2010. The operating loss was 6 million (2009: 6 million profit) reflecting the non recurrence of the favourable 5 million one-off release of reserves in the Singapore health business in 2009 and the costs of setting up the general insurance business in Singapore and health business in Indonesia.
12
4 Fund management
Geographical analysis of fund management operating profits
2010 m 2009 m
United Kingdom Europe North America Asia Pacific Aviva Investors United Kingdom Aviva Europe1 Delta Lloyd Europe Asia Pacific Total
1. Aviva Europe includes the result from fund management operations in Poland in 2009. This business was transferred across to Aviva Investors from 1 January 2010.
44 36 22 (5) 97 3 103 103 (2) 201
66 28 22 (1) 115 (14) 3 28 31 1 133
Our worldwide fund management operating profit increased to 201 million (2009: 133 million) on an IFRS basis.
Aviva Investors
Operating profit reduced to 97 million in 2010 (2009: 115 million) as a result of higher than expected redemptions and ongoing investment in the business, which is starting to bear fruit as we see an increase in higher margin external assets. We have made strong progress in the development of our global infrastructure and during 2010 saw encouraging signs of traction in our business model towards our primary objective of delivering strong growth in third party business. Net funded external sales (excluding liquidity funds) rose from an outflow of 236 million in 2009 to inflows of 2,364 million (at 31 December 2010). Gross external sales were 8,320 million offset by redemptions of 5,956 million. Liquidity sales were an outflow of 745 million (2009: inflows of 2,593 million). During 2010, we re-oriented our business towards more durable, higher margin funds, which resulted in an increased average fee rate on gross external sales, excluding liquidity funds.
Other fund management businesses
United Kingdom operating profit of 3 million comprises 8 million profit (2009: 1 million) from our Aviva UK investment business and 5 million loss (2009: 15 million loss) from our collective investment business with Royal Bank of Scotland Group (RBSG) reflecting improved strain on new business sales compared to the previous year. Delta Lloyd operating profit of 103 million (2009: 28 million) partly reflected the receipt of substantial performance fees generated by an investment in the Brazilian telecoms market which experienced a period of consolidation during 2010. We do not expect this level of performance fees to recur regularly. Asia Pacific, comprising our Navigator businesses in Singapore and Hong Kong, contributed 2 million loss (2009: 1 million profit). The 2009 result included 4 million profit from the Australian business which was sold on 1 October 2009.
Funds under management
Total funds under management at 31 December 2010 were 402 billion (2009: 379 billion).
2010 Other Aviva Aviva and external Investors managers m m Aviva Investors m Other Aviva and external managers m 2009
Total m
Total m
Internal funds under management Third party funds under management Funds under management
209,094 50,693 259,787
117,666 24,798 142,464
326,760 75,491 402,251
204,923 44,707 249,630
104,100 25,681 129,781
309,023 70,388 379,411
Funds managed by Aviva Investors were up 4% to 260 billion (2009: 250 billion), with assets managed for external clients increasing 13% to 51 billion (2009: 45 billion). Funds under management increased due to market growth and the River Road acquisition. Detailed analysis is given within the IFRS supplement, note A20, page 82.
13
5 Other operations and regional costs

2010 Regional costs m Other operations m Total m Regional costs m Other operations m 2009 Total m
United Kingdom Aviva Europe Delta Lloyd Europe North America Asia Pacific Total
(55) (55) (26) (32) (113)
(21) (49) (43) (92) 6 (107)
(21) (104) (43) (147) (20) (32) (220)
(36) (36) (19) (20) (75)
(28) (63) (49) (112) 3 (2) (139)
(28) (99) (49) (148) (16) (22) (214)
Across all regions head office costs have increased due to the expansion of regional initiatives and projects and ongoing brand spend. Note A21 on page 82 in the IFRS supplement gives further information on the operational cost base.
6 Corporate centre
2010 m 2009 m
Project spend Share awards and other incentive schemes Central spend Total
(37) (14) (92) (143)
(11) (12) (85) (108)
The Corporate Centre costs increased to 143 million (2009: 108 million) due mainly to increased project costs which include the investment in our successful global Brand marketing campaign in the second half of the year. In addition central spend increased by 7 million reflecting costs to meet greater financial and regulatory reporting requirements.
7 Group debt costs and other interest

2010 m 2009 m
External debt Subordinated debt Other Total external debt Internal lending arrangements Net finance charge on main UK pension scheme Total
(290) (33) (323) (246) (87) (656)
(293) (42) (335) (227) (74) (636)
Group debt costs and other interest of 656 million (2009: 636 million) comprise external interest on borrowings, subordinated debt and internal lending arrangements. External interest costs remained level at 323 million (2009: 335 million), interest costs on internal lending arrangements increased to 246 million (2009: 227 million) due to changes in internal debt balances throughout the year. The UK pension scheme net charge represents the difference between the expected return on pension scheme assets and the interest charged on pension scheme liabilities. The net pension charge increased to 87 million (2009: 74 million) due mostly to the effect of the higher deficit at the beginning of the period, which offset the reduction in discount rates from 31 December 2008 to 31 December 2009.
14
8 Investment return variances and economic assumption changes on long-term business

(a) Definitions
Operating profit for long-term business is based on expected investment returns on financial investments backing shareholder and policyholder funds over the period, with consistent allowance for the corresponding expected movements in liabilities. Operating profit includes the effect of variance in experience for non-economic items, such as mortality, persistency and expenses, and the effect of changes in non-economic assumptions, where not treated as exceptional. In 2010, the strengthening of annuitant longevity assumptions in the Netherlands is treated as an exceptional item outside operating profit. Changes due to economic items, such as market value movement and interest rate changes, which give rise to variances between actual and expected investment returns, and the impact of changes in economic assumptions on liabilities, are disclosed separately outside operating profit.
(b) Economic volatility
The investment variances and economic assumption changes excluded from the long-term business operating profit are as follows:
Long-term business
2010 m
2009 m
Investment variances and economic assumptions
791
(75)
Investment variances of 791 million include 1,010 million relating to Delta Lloyd. Of this, around 800 million is due to differing movements in asset and liability yield curves while, the remainder primarily relates to gains on interest rate derivatives. Liabilities in Delta Lloyd are discounted using a yield curve based on a fully collateralised AAA bond portfolio. The discount rate increased in 2010 as an increase of around 80bps in credit spreads on collateralised bonds was only partly offset by lower risk-free yields. As a result, whilst lower interest rates increased the market value of assets, this has not been offset by a corresponding movement in liabilities. The AAA collateralised bond spread movement in the year reflected the perceived risk regarding the curves components which include bonds issued by Spanish savings banks and a range of other European organisations. If spreads were to reduce, this would increase the insurance liabilities and this increase may not be offset by a corresponding increase in asset values. The positive investment variance in Delta Lloyd was partly offset by negative economic variances of 154 million in Aviva Europe, primarily from the impact of increased bond yields and credit spreads on assets in Ireland, Italy and Spain. The additional allowance for credit defaults on UK corporate bonds and commercial mortgages that were established in 2008 remain at consistent levels.
(c) Assumptions
The expected rate of investment return is determined using consistent assumptions between operations, having regard to local economic and market forecasts of investment return and asset classification under IFRS. The principal assumptions underlying the calculation of the expected investment return for equities and properties are:
Equities 2010 % 2009 % 2010 % Properties 2009 %
United Kingdom Eurozone
7.8% 7.2%
7.0% 7.3%
6.3% 5.7%
5.5% 5.8%
The expected return on equities and properties has been calculated by reference to the 10 year swap rate in the relevant currency plus an appropriate risk margin. These are the same assumptions as are used under MCEV principles to calculate the longer-term investment return for the Groups long-term business. For fixed interest securities classified as fair value through profit or loss, the expected investment returns are based on average prospective yields for the actual assets held. Where such securities are classified as available for sale, such as in the United States, the expected investment return comprises the expected interest or dividend payments and amortisation of the premium or discount at purchase.
15
9 Short-term fluctuation in return on investments on general insurance and health business

General insurance and health 2010 m 2009 m
Net investment income Foreign exchange on unrealised gains/losses and other charges Analysed between: Longer term investment return, reported within operating profit Short-term fluctuations in investment return, reported outside operating profit
633 55 688 846 (158) 688
1,272 (179) 1,093 875 218 1,093 218 (123) 95
General insurance and health Other operations Total short term fluctuations as per pro forma group operating profit
(158) (85) (243)
The longer-term investment return is calculated separately for each principal non-long-term business unit. In respect of equities and properties, the return is calculated by multiplying the opening market value of the investments, adjusted for sales and purchases during the year, by the longer-term rate of investment return. The longer-term rate of investment return is determined using consistent assumptions between operations, having regard to local economic and market forecasts of investment return. The allocated longer-term return for other investments is the actual income receivable for the year. Actual income and longer-term investment return both contain the amortisation of the discounts/premium arising on the acquisition of fixed income securities. For other operations, the longer-term return reflects interest income earned in the Netherlands bank and retail mortgage divisions. General insurance and health includes the impact of the unrealised and realised gains on group centre investments, including the centre hedging programme which is designed to economically protect the total Group's capital against adverse equity and FX movements. The total assets supporting the general insurance and health business, which contribute towards the longer-term return, are:
2010 m 2009 m
Debt securities Equity securities Properties Cash and cash equivalents Other Assets supporting general insurance and health business Assets supporting other non-long term business Total assets supporting non long-term business
11,404 918 146 1,787 4,021 18,276 1,689 19,965
11,649 1,239 200 2,078 3,490 18,656 2,598 21,254
The principal assumptions underlying the calculation of the longer-term investment return are:
Longer-term rates of return equities 2010 % 2009 % Longer-term rates of return property 2010 % 2009 %
United Kingdom France Ireland Netherlands Canada
7.8% 7.2% 7.2% 7.2% 7.5%
7.0% 7.3% 7.3% 7.3% 6.1%
6.3% 5.7% 5.7% 5.7% 6.0%
5.5% 5.8% 5.8% 5.8% 4.6%
The underlying reference rates are at E18 within the MCEV financial supplement.
16
10 Economic assumption changes on general insurance and health business

Economic assumption changes of 61 million adverse (2009: 57 million positive) mainly arise as a result of the reduction in the swap rate used to discount latent claims reserves.
11 Profit on the disposal of subsidiaries and associates

Profit on disposal of subsidiaries and associates was 159 million (2009: 153 million), which includes profits arising from the sales of our joint venture with Royal Bank of Scotland (RBS) (128 million), Sogessur, a non-insurance operation in France (24 million) and certain UK non-core operations (4 million).
12 Integration and restructuring costs

Integration and restructuring costs were 243 million (2009: 286 million). This includes expenditure relating to restructuring exercises across the group of 123 million, including UK restructuring costs of 53 million, 18 million in Delta Lloyd, 20 million in North America and 30 million in Aviva Investors. Expenditure relating to the Quantum Leap project in Europe amounted to 40 million and costs associated with preparing the businesses for Solvency II implementation amounted to 59 million. Costs incurred in 2009 mainly related to expenditure on cost saving programmes in the UK and Europe.
13 Exceptional items
Exceptional costs of 273 million (2009: 45 million positive) mainly arose in Delta Lloyd partly offset by a 286 million benefit from the closure of the final salary section of the UK staff pension scheme to future accruals. Delta Lloyd has recognised a total of 549 million which comprises the cost of adopting new longevity tables of 483 million, German business closure, unit-linked insurance compensation scheme costs and compensation costs in defined contribution pension schemes of 66 million.
14 Net flows
Funds under management at 1 Jan 2010 m Premiums and deposits, net of reinsurance m Claims and redemptions, net of reinsurance m Net flows m Market and Funds under other management at movements 31 Dec 2010 m m
Life business UK - non-profit UK - with-profits United Kingdom Aviva Europe Delta Lloyd Europe North America Asia Pacific Total life business Other funds under management included within consolidated IFRS assets Third party funds under management not included within consolidated IFRS assets Total funds under management
63,516 47,055 110,571 105,130 36,412 141,542 26,758 2,430 281,301 37,702 60,408 379,411
7,390 1,146 8,536 12,902 3,204 16,106 4,713 507 29,862
(5,907) (5,030) (10,937) (9,965) (3,539) (13,504) (3,033) (420) (27,894)
1,483 (3,884) (2,401) 2,937 (335) 2,602 1,680 87 1,968
7,965 5,261 13,226 (2,208) 2,088 (120) 2,760 349 16,215
72,964 48,432 121,396 105,859 38,165 144,024 31,198 2,866 299,484 37,275 65,492 402,251
Life business
United Kingdom During 2010, positive net inflows of 1.5 billion on non-profit business have mainly been driven by significant sales of individual and bulk purchase annuities. Net outflows on our with-profits book amounted to 3.9 billion in 2010. Aviva Europe Life business net inflows of 2.9 billion are mainly driven by inflows in France, reflecting the strength of our relationships with AFER and Credit du Nord, and in Italy, where sales of unit-linked and participating savings products have increased significantly. Other movements mainly relate to the adverse effect of foreign exchange, partly offset by fair value movements and other net cash inflows. North America Net inflows in our US business are mainly due to continued growth of our protection and annuity portfolios.
17
New business
15 Life and pension sales

Present value of new business premiums Life and pensions (gross of tax and minority interest) 2010 m 2009 m Value of new business 2010 m Restated 2009 m New business margin 2010 % Restated 2009 %
United Kingdom France Ireland Italy Poland Spain Other Europe Aviva Europe Delta Lloyd excluding Germany Germany Delta Lloyd2 Europe North America Asia Pacific1 Australia1 Total life and pensions
1. Asia Pacific excludes the Australian life business that was sold on 1 October 2009 2. For details of the 2009 Delta Lloyd restatement see basis of preparation in the MCEV Financial Statements
10,298 4,918 938 4,456 603 2,084 538 13,537 3,109 69 3,178 16,715 4,728 1,617 33,358
8,914 4,891 1,072 3,607 1,079 2,454 420 13,523 3,324 341 3,665 17,188 4,545 1,095 261 32,003
354 175 1 142 40 128 18 504 (82) (10) (92) 412 (194) 52 624
247 169 12 124 55 151 10 521 (31) (17) (48) 473 16 10 19 765
3.4% 3.6% 0.1% 3.2% 6.6% 6.1% 3.3% 3.7% (2.6)% (14.1)% (2.9)% 2.5% (4.1)% 3.2% 1.9%
2.8% 3.5% 1.1% 3.4% 5.1% 6.2% 2.4% 3.9% (0.9)% (5.0)% (1.3)% 2.8% 0.4% 0.9% 7.3% 2.4%
See New Business Supplement on page 83 for further analysis of sales volumes. Regional new business internal rates of return are included in the Capital Management section, page 21 and 100.
United Kingdom
Our UK business continued to deliver a strong performance. We have successfully increased sales, margin and IRR through robust cost control, active management of our new business mix, and an increasingly strong and trusted brand. Life and pensions sales were up 16% to 10,298 million (2009: 8,914 million) backed by a significantly increased margin at 3.4% (2009: 2.8%) and our IRR strengthened to 15% (2009: 14%). Highlights of the year were our strong performances in annuities, core protection and group personal pensions. Growing our customer franchise remains a key priority and we have made excellent progress in developing and deepening our distribution partnerships. Earlier in the year we announced a new exclusive five year distribution agreement with Santander in the UK, for the sale of protection products from June 2011, which builds on our existing personal lines insurance arrangements. In addition, we have renewed our successful strategic partnership with RBS with a new exclusive seven year agreement for the sale of life, protection and pensions products from the start of this year. Customers will be able to purchase Aviva products through over 21,000 branches of major banks and other organisations, such as the Post Office. Intermediaries continue to be important to Aviva, with the majority of our sales made through independent financial advisers (IFAs). During 2010 we were voted Life Company Of The Year by intermediaries. As we approach the implementation of the Retail Distribution Review in 2013 our strong brand, diverse distribution, and strong product range position us well for success. We have already delivered adviser charging individual pensions products and at the end of 2010 approximately 50% of sales were on this basis. Annuity sales increased by 67% to 3,170 million (2009: 1,897 million). Bulk purchase annuity sales grew to 871 million (2009: 175 million) as we were able to maintain our strict pricing disciplines and manage capital efficiently in this highly competitive market. Sales of individual annuities were 34% higher at 2,299 million (2009: 1,722 million) reflecting a strong pricing position and recognition of our position as a retirement expert. Equity release sales grew 58% to 436 million (2009: 276 million), forming an important part of our at retirement planning package and offering customers the widest possible range of options to suit their individual needs. Core protection sales increased by 14% to 674 million (2009: 589 million), reflecting the continued popularity of our Simplified Life product ,with overall protection sales broadly level at 944 million (2009: 965 million). We remain committed to raising awareness amongst consumers, in particular families, of the importance of protecting themselves and their families. Our new television advertising featuring Paul Whitehouse, tackles this important issue in a new and compelling way, which represents a new approach to UK financial services advertising. Pension sales were 8% higher at 4,062 million (2009: 3,752 million), with a strong performance in group personal pensions, up 37% to 1,789 million (2009: 1,310 million), representing five consecutive quarters of growth. We are supporting this growth market through the launch of a Worksite service, including online employer microsites, to encourage new employees to join their employers group personal pension scheme and demonstrate the benefits of increased contributions to existing scheme members. Bond sales were lower at 1,686 million (2009: 2,024 million) as we maintained our clear focus on profitability, while still remaining a leading player in this market with a strong proposition.
18
New business continued
15 Life and pension sales continued

The long-term savings market has returned to growth and while we remain cautious about the economy overall, our business has proved its resilience and we expect to continue to grow as we retain our competitive advantage. The drivers for growth in this market remain compelling with new research from Aviva finding that 61% of families have no financial protection and only 28% of families regularly pay into a private or employer pension. As a trusted brand Aviva is well-placed to respond to this. We are well-placed as we enter 2011 with a broad product range backed by an increasingly strong and trusted brand. We will retain our focus on maximising our profitability as we continue to build on the positive momentum of 2010. We will increase our distribution reach, and continue to develop our service proposition to customers, as we grow our life business in 2011.
Europe
In Europe, life and pension sales were 3% lower at 16,715 million (2009: 17,188 million), but level on a local currency basis. The slowdown in the second half of the year follows deliberate action to manage down sales. Margin was 2.5% (2009: 2.8%) reflecting product mix in Aviva Europe and discontinuation of the loss making German business in Delta Lloyd.
Aviva Europe
Aviva Europe has delivered a robust performance despite the economic environment continuing to be challenging. Life and pensions sales have been maintained at 13,537 million (2009: 13,523 million), a 3% increase on a local currency basis. Actions taken to rebalance the sales mix, such as reducing the guaranteed interest rate in Italy, have led to sales of guaranteed savings products significantly slowing in the second half of the year, bringing them level with sales in 2009. Further actions throughout 2010 to improve sales mix, such as the introduction of new unit-linked products and a focus by our partners on selling protection, have led to a 49% increase in unit linked sales to 2,521 million and a 3% increase in protection sales to 953 million against the 2009 position. These actions have partially offset the impact of a lower yield curve leading to a new business margin of 3.7% which is 0.1pp higher than HY10 and 0.2pp down on 2009 whilst delivering an IRR of 13% and a payback of 7 years (2009: 7 years).
Bancassurance
Sales through our bancassurance channel have increased 9% to 8,040 million (2009: 7,353 million) an increase of 13% on a local currency basis. The increase in bancassurance sales is led largely by Italy, which has increased 23% to 4,307 million (2009: 3,492 million). This has been driven by high sales of guaranteed products across all of our banking partners in the first half of the year and high sales of unit-linked products through UniCredit. Actions have been taken in the second half of the year in order to rebalance the sales mix resulting in a 15% overall increase in sales of protection on last year. These actions have partially offset the decrease in Italys overall margin which at 3.2% is 0.2pp lower than 2009. Sales in Spain have decreased 16% to 1,850 million (2009: 2,209 million). Following a downturn across the Spanish pensions market, we have experienced lower seasonal pension sales than in the prior year. In addition management actions to rebalance the sales mix, by reducing the interest rate on the SAFA1 non-profit financial annuity product, resulted in lower savings sales. Despite the challenging economy and struggling property market our protection sales have been resilient declining only 3% compared to the 18% decline in mortgage approvals in Spain2 this year. This has been achieved by management actions to promote stand-alone sales. Sales in France have increased 9% to 1,245 million (2009: 1,141 million). Our partnership with Credit du Nord continues to be successful and customers continue to invest with us through the popular Duo savings product. Sales in Ireland have decreased 5% to 413 million (2009: 436 million), a resilient performance given the current challenges facing the Irish economy. It is encouraging to see the progress of our two growth markets, Turkey and Russia, which have delivered increased sales of 163% and 350% respectively this year. Growth at this initial stage, whilst in the early stages of brand recognition, is promising and demonstrates the future development potential of these two markets.
Retail
Retail sales have decreased 11% to 5,497 million (2009: 6,170 million), a reduction of 9% on a local currency basis. The main driver behind the decline in retail sales is Poland, where sales have reduced 49% to 545 million (2009 1,061 million). Last years change to pensions legislation limited pension funds potential income through a reduction of contract fees and a cap on total asset management revenues. Aviva Poland has consequently taken management actions directed at promoting sales of higher margin unit-linked and protection products. This resulted in an increase in Polands overall margin from 5.1% in 2009 to 6.6% in 2010. Retail sales in France have decreased 2% to 3,673 million (2009: 3,750 million), an increase of 1% on a local currency basis, with our relationship with AFER continuing to be very strong. Overall this is a good performance in a difficult market. Strong efforts were made to promote higher margin unit-linked product sales resulting in an overall increase in the unit-linked share of new business from 14% at the end of the first quarter to 22% at the end of the discrete fourth quarter. Retail sales in Ireland have decreased 17% to 525 million (2009: 636 million) largely reflecting the current condition of the Irish economy. Furthermore continued aggressive competitor pricing actions on pensions products and a number of changes made by the Irish Government to retirement savings and income drawdown products in the latter part of 2010 means that the seasonal increase in pensions sales was significantly lower than seen in 2009.
1 2
Seguro Ahorro Fondo Acumulado According to the Instituto Nacional de Estadistca (INE) based on 18% decrease in the capital of new mortgage lending from 2009 (149bn) to 2010 (122bn)
19
15 Life and pension sales continued

Retail sales in Russia have increased 176% to 47 million (2009: 17 million). Following good pensions sales and several new group pensions contracts, Aviva Pensions non-state pension fund in the non-captive market is now ranked number one in the market1. Growth across the region is likely to be muted in 2011 and customer sentiment is expected to continue in its preference for guaranteed savings products. Our priority is to manage our capital efficiently and profitably and as a result we will continue to actively manage our sales towards an improved margin.
Delta Lloyd
Life and pension sales decreased 13% to 3,178 million (2009: 3,665 million). Excluding Germany, life and pensions sales have reduced by 3% on a local currency basis to 3,109 million (2009: 3,324 million). The decline in German2 sales is more than offset by increasing sales of annuity products while the market for Group Pension business declined year on year. The market for individual life products in the Netherlands is contracting and customers are increasingly buying bank savings products as an alternative to individual unit-linked insurance. These products give similar tax relief to that enjoyed by individual pensions and mortgage loan repayment products and customers are shifting towards them. As a consequence, the balance of customers' savings in bank savings products has increased by 72% to 357 million (2009: 207 million3). The integration of the Fortis branches into ABN Amro will significantly increase the distribution opportunities in bancassurance.
North America
In the US, life and pensions sales grew 4% to 4,728 million (2009: 4,545 million). Within this, life insurance sales increased 15% and annuity sales grew 1% reflecting our focus upon balancing profitability and growth, while diversifying our business mix and managing capital efficiency. The business delivered a strong improvement in new business profitability with an internal rate of return of 14% (2009: 7%) and a four year payback period (2009: 14 years) reflecting our focus on driving shareholder value. Annuity sales in 2010 grew to 3,729 million slightly above last year levels (2009: 3,674 million) as we strengthened relationships with key distribution partners while balancing productivity, profitability and capital efficiency. Compared to the prior year, our Life sales have increased by 15% to 999 million (2009: 871 million) and account for 21% (2009: 19%) of our total new business sales reflecting our continued strategy to focus on business diversification. The US business is now the leading provider of life insurance protection products in the Aviva Group, following the second consecutive year of double digit organic growth in this segment. We are well-positioned to continue achieving profitable organic growth through the strategy we have in place.
Asia Pacific
Life and pensions sales increased by 48% to 1,617 million (2009: 1,095 million4). On a local currency basis, life and pension sales were 39% higher, reflecting the growth of Avivas franchise in Asia, supported by an improving economic environment and recovering investor confidence. Profitability continues to improve with the life new business margin at 3.2% for the full year (2009: 0.9%4) as a result of the benefits of our increasing scale and the actions we took to withdraw or reprice low margin products. These initiatives, coupled with careful portfolio management and capital discipline, have enabled us to increase our new business IRR to 11% (2009: 6%4) and significantly reduce the average payback period to 13 years (2009: 25 years4). Major markets delivering growth include South Korea with sales of 405 million, an increase of 27% on a local currency basis compared to the same period last year. This performance was driven by robust bancassurance sales through our joint venture partner Woori Bank and the successful expansion of our agency force. With sales increasing by 25% on a local currency basis to 436 million, China continues to perform strongly, benefiting from our effective multi-channel distribution network. India, our joint venture, recorded a 13% increase on a local currency basis to 96 million, largely due to improved investor sentiment. This strong growth took place despite the dampening effect from recent regulatory changes on investment linked products sold by life companies in the local market. Sales in our remaining South East Asian markets, led by Singapore, were all higher than prior year, producing a total increase of 75% to 680 million, which reflects the strong economic recovery in this region. We are well-positioned to continue to increase franchise value through organic profitable growth underpinned by our multidistribution platform.
According to Russia's Federal Financial Markets Service, as at September 2010 Germany was closed to new business in the second half of 2010 These sales are not included in long-term savings sales Excludes the Australian life business sold on 1 October 2009
2 3
20
16 Investment sales
2010 m 2009 m
Investment sales United Kingdom Aviva Europe Delta Lloyd Europe Australia1 Asia Asia Pacific Australia life business1 Total investment sales
1,548 1,350 615 1,965 266 223 489 4,002
1,049 852 664 1,516 188 385 573 734 3,872
Total investment sales of 4,002 million were 3% higher than the same period last year (2009: 3,872 million). UK investment sales increased to 1,548 million (2009: 1,049 million) due to growth in managed and structured fund sales and as consumers began to reinvest in property as an asset class during the first half of the year. The second half of the year saw a return to more normal levels of investment. Aviva Europe sales increased by 58% to 1,350 million (2009: 852 million) reflecting demand for emerging market debt funds while global convertible and tactical asset allocation funds continued to attract investment. Sales through Polish distribution channels benefited from the strong investment performance across this fund range. Aviva Investors continues to broaden its distribution footprint across continental Europe, and in 2010 started to distribute SICAV products through its French distribution channels. Delta Lloyd investment sales decreased by 7% to 615 million (2009: 664 million). Investment sales in Asia Pacific were lower at 489 million (2009: 573 million1) reflecting lower sales in Asia of 223 million (2009: 385 million) driven by a reduction in Singapore following a rationalisation of distribution partnerships. Sales in Australia increased by 41% to 266 million (2009: 188 million) as Navigator sales continued through our Aviva Investors business.
Asia Pacific excludes the Australian life business that was sold on 1 October 2009
21
Capital management
17 Capital generation and utilisation

The active management of the generation and utilisation of capital is a primary Group focus, with the balancing of new business investment and shareholder distribution with operational capital generation a key financial priority. The 2010 result of 1.7 billion represents a 0.7 billion increase on 2009 and reinforces our confidence in the capital generation position of the Group. This excludes the negative impact of the Delta Lloyd longevity assumption change of 0.2 billion which is included in the MCEV existing business free surplus generated. Profits from existing life business remain strong, generating 2.1 billion of capital1 (31 December 2009: 1.9 billion), with a further 0.6 billion (31 December 2009: 0.6 billion) generated by the general insurance, fund management and non-insurance businesses. Capital invested in new business has reduced significantly to 1.0 billion (31 December 2009: 1.5 billion), benefiting in particular from management actions to improve capital efficiency in the US business, the utilisation of the RIEESA to finance new business in UK Life and reduced required capital on general insurance business.
2010 bn
2009 bn
Operational capital generation: Life in-force profits1 General insurance, fund management and non-insurance profits Operational capital generated before investment in new business Capital invested in new business Operational capital generated after investment in new business
1. Life in-force profits exclude the impact of the Delta Lloyd longevity assumption change of 0.2 billion which is included in the MCEV analysis of free surplus generated.
2.1 0.6 2.7 (1.0) 1.7
1.9 0.6 2.5 (1.5) 1.0
Operational capital generation comprises the following components: - Operating Free surplus emergence, including release of required capital, for the life in-force business (net of tax and minorities); - IFRS operating profits for the general insurance and non-life businesses (net of tax and minorities); - Capital invested in new business. For the life business this is the impact of initial and required capital on free surplus. For general insurance businesses this reflects the movement in required capital, which we have assumed to equal two times the regulatory minimum. Where appropriate, the movement in capital requirements excludes the impact of foreign exchange movements.
18 Internal rate of return and payback period

As set out above, the group generates a significant amount of capital each year. This capital generation supports both shareholder distribution and reinvestment in new business. The internal rates of return on new business written during the period are set out below. We manage new business against a target IRR hurdle rate of 12% or above and a target payback hurdle rate of 10 years or less. With the exception of Asia Pacific and Delta Lloyd, all regions met these requirements, with a particularly strong improvement in North America, where IRR has increased to 14% (2009: 7%) and payback has reduced to 4 years (2009: 14 years), benefiting from a range of management actions as well as recognising the expected future benefits of an AXXX capital solution.
2010 IRR % 2009 IRR % 2010 Payback period years 2009 Payback period years
United Kingdom France Ireland Italy Poland Spain Other Europe Aviva Europe Delta Lloyd Europe North America Asia Pacific2 Total Total excluding Delta Lloyd
2. Asia Pacific IRR and payback period for 2009 includes the Australian life and pensions business which was sold on 1 October 2009.
15% 9% 5% 11% 25% 22% 14% 13% 6% 11% 14% 11% 12.5% 13.3%
14% 9% 6% 10% 22% 26% 12% 13% 6% 11% 7% 8% 10.0% 10.6%
7 9 11 6 4 4 6 7 16 9 4 13 8 7
8 9 10 7 5 3 8 7 33 15 14 20 14 11
22
Capital management continued
19 Net asset value

IFRS net asset value per share has increased over the year to 454p (31 December 2009: 374p), primarily driven by profits in the period and actuarial gains on staff pension schemes. MCEV NAV has also increased to 542p (31 December 2009: 473p), largely driven by the same factors.
IFRS 2010 m 2009 m 2010 m MCEV Restated 2009 m
Net assets at 1 January Operating profit after tax Non-operating items after tax Actuarial gains / (losses) on pension schemes Foreign exchange rate movements Other comprehensive income for the year, net tax Dividends and appropriations net of scrip Net increase in total equity following Delta Lloyd IPO Other movements Total equity Preference share capital and direct capital instruments Non-controlling interest Net assets at 31 December Number of shares Net asset value per share
15,086 14,573 1,925 1,475 (33) (160) 981 (1,116) (78) (951) 528 1,084 (548) (554) 930 (136) (195) 17,725 15,086 (1,190) (1,190) (3,741) (3,540) 12,794 10,356 2,820 454p 2,767 374p
18,561 17,771 2,637 2,640 (891) 82 981 (1,116) (190) (1,018) 48 21 (548) (554) 930 (136) (195) 20,462 18,561 (1,190) (1,190) (3,977) (4,279) 15,295 13,092 2,820 542p 2,767 473p
20 Financial flexibility
The groups borrowings are primarily comprised of long dated hybrid instruments with maturities spread over many years, minimising refinancing risk. In addition to central liquid asset holdings of 1.5 billion, the group also has access to unutilised committed credit facilities of 2.1 billion provided by a range of leading international banks.
21 European Insurance Groups Directive (IGD)

UK life funds bn Other business bn Total 2010 bn Total 2009 bn
Insurance Groups Directive (IGD) capital resources Less: capital resource requirement (CRR) Insurance Group Directive (IGD) excess solvency Cover over EU minimum (calculated excluding UK life funds)
6.0 (6.0)
10.3 (6.5) 3.8
16.3 15.7 (12.5) (11.2) 3.8 4.5 1.6 times 1.7 times
The EU Insurance Groups Directive (IGD) regulatory capital solvency surplus has decreased by 0.7 billion since 31 December 2009 to 3.8 billion. The key movements over the period are set out in the following table:
bn 4.5 1.0 (0.5) (0.2) (0.3) (0.3) (0.2) (0.2) 3.8
IGD solvency surplus at 31 December 2009 Operating profits net of other income and expenses Dividends net of scrip Market movements including foreign exchange Pension scheme funding Increase in Capital Resource Requirements Acquisitions (River Road and other small transactions) Other Estimated IGD solvency surplus at 31 December 2010
Market movements include the impact of equity, credit spread, interest rate and foreign exchange movements net of the effect of hedging instruments.
23
22 Sensitivity analysis
The sensitivity of the groups total equity on an MCEV basis and IFRS basis at 31 December 2010 to a 10% fall in global equity markets, a rise of 1% in global interest rates or a 0.5% increase in credit spreads is as follows:
Equities down 10% Interest rates up 1% bn 0.5% increased credit spread bn
2009 bn
MCEV basis
2010 bn
Direct bn
Indirect bn
20.8 Long-term savings1 3.3 General insurance and other (5.5) Borrowings2 18.6 Total equity
21.8 4.8 (6.1) 20.5
(0.4) (0.2) (0.6)
(0.4) (0.4)
(0.2) (0.6) (0.8)
(1.8) 0.4 (1.4)
2009 bn
IFRS basis
2010 bn
Equities down 10% bn
Interest rates up 1% bn
0.5% increased credit spread bn
17.3 Long-term savings 3.3 General insurance and other (5.5) Borrowings2 15.1 Total equity
1. Assumes MCEV assumptions adjusted to reflect revised bond yields. 2. Comprising external and subordinated debt, net of tangible net assets.
19.0 4.8 (6.1) 17.7
(0.4) (0.2) (0.6)
(0.8) (0.6) (1.4)
(0.4) 0.4
These sensitivities assume a full tax charge/credit on market value assumptions. The interest rate sensitivity also assumes an equivalent movement in both inflation and discount rate (i.e. no change to real interest rates) and therefore incorporates the offsetting effects of these items on the pension scheme liabilities. A 1% increase in the real interest rate has the effect of reducing the pension scheme liability by 1.4 billion. The 0.5% increased credit spread sensitivities for MCEV and IFRS do not make an allowance for any adjustment to risk-free interest rates. MCEV sensitivities assume that the credit spread movement relates to credit risk and not liquidity risk; in practice, credit spread movements may be partially offset due to changes in liquidity risk. Life IFRS sensitivities provide for any impact of credit spread movements on liability valuations. The MCEV and IFRS sensitivities also include the allocation of staff pension scheme sensitivities, which assume inflation rates and government bond yields remain constant. In practice, the sensitivity of the business to changes in credit spreads is subject to a number of complex interactions. The impact of the credit spread movements will be related to individual portfolio composition and may be driven by changes in credit or liquidity risk; hence, the actual impact may differ substantially from applying spread movements implied by various published credit spread indices to these sensitivities.
Group IGD
The sensitivity of the groups IGD surplus reflects the impact of the hedges we have put in place as part of our long-term strategy to protect the group from extreme market movements. At 31 December 2010 the sensitivity to a 10% fall in global equity markets or a rise of 1% in global interest rates is as follows:
Equities down 10% bn Interest rates up 1% bn
2010 bn
IGD Group surplus
3.8
(0.3)
(1.0)
We continue to actively manage our exposure to further market volatility, with ongoing hedging strategies in place. We expect that a 40% fall in equity markets at 31 December 2010 would reduce IGD by 0.6 billion.
bn
Equities down 10% Equities down 20% Equities down 30% Equities down 40%
(0.3) (0.5) (0.5) (0.6)
24
23 Risk management
Equity hedging
Our risk management processes ensure close and ongoing monitoring of all our capital measures. The following table shows the material equity derivatives within the groups shareholder funds at 31 December 2010 that are used as part of a long-term strategy to manage equity risk. It excludes derivatives used for portfolio management purposes:
Market fall Market required fall below before protection protection Notional level starts bn1 %2,4 %3,4
Derivative
Outstanding duration
(a) (b) (c)

1. 2. 3. 4.
4.6 0.2 1.1
22% 14% 11%
< 3 months 3 - 12 months > 12 months
The notional represents the notional amount of hedging as at 31 December 2010 (gross of non-controlling interests). The Market fall below protection level shows the percentage the market has fallen below the protection level as at 31 December 2010. The Market fall required before protection starts shows the percentage the market would have to fall from the 31 December 2010 position before the derivative moves into the money. Derivatives (a), (b) and (c) each represent a collection of derivatives with different strike prices. The strike prices used in the above calculations are the weighted average strikes of the derivatives in each bucket.
Interest rate hedging
Interest rate hedges are used widely to manage asymmetric interest rate exposures across our life insurance businesses as well as an efficient way to manage cash flow and duration matching. The most material examples of uses to hedge guarantees relate to minimum interest rate guarantees in the Netherlands, and also guaranteed annuity exposures in both the UK and Ireland. These hedges are used to protect against interest rate falls and are sufficient in scale to materially reduce the Groups interest rate exposure.
Currency hedging
At a group level we actively seek to manage foreign currency risk primarily by matching assets and liabilities in functional currencies at the business unit level. Foreign currency dividends from subsidiaries are hedged using FX forwards to provide certainty regarding the sterling value to be received by Group. Derivatives have also been used to reduce balance sheet FX translation risk. At 31 December 2010 the group had in place zero cost collar Euro hedges with a notional value of 2.0 billion. These hedges are used to protect the groups capital against a significant depreciation in the Euro versus Sterling. See also note A17 Risk management.
24 Return on capital employed

The Group measures its return on capital employed on both an IFRS and MCEV basis. On an IFRS basis Return on equity shareholders funds is 14.8% (31 December 2009: 10.9%) benefiting from growth in operating profits. On an MCEV basis return on equity shareholders funds is 16.4% (31 December 2009: 16.3%) with growth in profits broadly in line with growth in opening capital employed.
IFRS 2010 % 2009 % 2010 % MCEV Restated 2009 %
Life assurance General insurance and health Fund management Other business Corporate Return on total capital employed Subordinated debt External debt Return on total equity Less: Non-controlling interests Direct capital instrument Preference capital Return on equity shareholders funds
10.2% 15.8% 52.4% 63.0% 24.3% 10.5% 4.5% 2.8% 12.8% 9.4% 4.2% 8.5% 14.8%
8.5% 12.0% 27.4% 76.4% 13.6% 8.5% 4.6% 3.3% 10.1% 8.8% 4.4% 8.5% 10.9%
12.1% 15.8% 32.3% 56.1% 24.3% 11.9% 4.5% 2.8% 14.2% 10.0% 4.2% 8.5% 16.4%
13.1% 12.0% 10.6% 60.8% 13.6% 12.4% 4.6% 3.3% 14.9% 12.2% 4.4% 8.5% 16.3%
25
25 EEV equivalent embedded value

The embedded value of Aviva shown below is based on the projected future profits allowing for expected investment returns in excess of risk-free, and discounts those profits at a risk-discount rate. This result is deemed more comparable to our UK insurers who publish European Embedded Value (EEV) than market consistent embedded value. The expected future release of future profits and required capital are shown in five-year groups. Projected cash flows are those used for Implied Discount Rate (IDR) calculations for in-force business. The discount rate applied is 7.75%, based on a risk-free rate of 3.7%, a risk margin of 3.65% and an allowance for the time value of options and guarantees of 0.4%.
Segmental analysis of life and related business EEV equivalent embedded value
Net worth 31 December 2010 bn 30 June 2010 bn VIF on traditional embedded value 31 December 2010 bn 30 June 2010 bn 31 December 2010 bn Embedded value 30 June 2010 bn
United Kingdom Aviva Europe Delta Lloyd Europe North America Asia Pacific Total covered business Non-covered business Total Group EV Less preference share capital and direct capital instruments Equity attributable to ordinary shareholders on an EV basis
4.1 3.1 1.3 4.4 1.2 0.3 10.0
3.8 2.8 1.2 4.0 1.3 0.3 9.4
2.8 3.0 0.9 3.9 1.3 0.3 8.3
2.9 2.8 0.8 3.6 0.8 0.2 7.5
6.9 6.1 2.2 8.3 2.5 0.6 18.3 0.4 18.7 (1.2) 17.5
6.7 5.6 2.0 7.6 2.1 0.5 16.9 (0.4) 16.5 (1.2) 15.3
Maturity profile of undiscounted EEV equivalent embedded value cash flows

Total in-force business
To show the profile of the free surplus emergence implicit in the traditional embedded value calculation for in-force business, the cash flows have been split into five year tranches depending on the date when the profit is expected to emerge.
31 December 2010 bn Free surplus 0-5 6-10 Release of future profits and required capital 11-15 16-20 20+ Total net of noncontrolling interest
1.1 0.2 0.4 0.6 (0.2) 0.1 1.6
2.4 3.5 1.1 4.6 1.9 0.3 9.2
2.9 2.4 0.8 3.2 1.0 0.2 7.3
2.4 1.9 0.7 2.6 0.7 0.1 5.8
1.9 1.5 0.6 2.1 0.5 0.1 4.6
4.4 2.5 1.3 3.8 0.7 0.2 9.1
14.0 11.8 4.5 16.3 4.8 0.9 36.0
26
Analysis of assets
As an insurance business, Aviva Group holds a variety of assets to match the characteristics and duration of its insurance liabilities. Appropriate and effective asset liability matching (on an economic basis) is the principal way in which we manage our investments. In addition, to support this, we also use a variety of hedging and other risk management strategies to diversify away residual mis-match risk that is outside of our risk appetite. The quality of our asset base continues to be strong, and prudent management of investments has limited our exposure to market volatility and toxic assets. Equity and debt markets continued to recover in 2010, but rating agencies have downgraded the debt securities of a number of governments and corporate institutions, especially within the Eurozone. The impact on Avivas investment portfolio has not been significant and the credit rating profile of our debt securities portfolio remains strong. During 2010, the Group has continued to refine its classification of assets. Where relevant, 2009 comparative amounts in the tables that follow have been adjusted accordingly. Please see Section D Analysis of Assets for details.
26 Total assets
Less assets of operations classified Policyholder Participating Shareholder Total assets as held assets fund assets assets analysed for sale m m m m m Balance sheet total m
2010
Loans Financial investments Debt securities Equity securities Other investments Total loans and financial investments Cash and cash equivalents Other assets Assets of operations classified as held for sale Total Total % 2009 2009 %
35 16,150 31,441 26,814 74,440 4,772 6,250 85,462 23.0% 80,796 22.8%
8,314 85,414 12,308 6,608
34,725
43,074
43,074
65,918 167,482 5,327 49,076 3,308 36,730
167,482 49,076 36,730 296,362 25,455 (14) 48,276 14 14 370,107 100.0% 354,391 100.0%
112,644 109,278 296,362 12,194 11,949 37.0% 8,489 30,091 25,455 48,290
136,787 147,858 370,107 40.0% 100.0% 135,628 137,967 354,391 38.3% 38.9% 100.0%
Total assets Valuation bases

2010 Equity Amortised accounted/ cost tax assets m m Amortised cost m Equity accounted/ tax assets m 2009
Fair value m
Total m
Fair value m
Total m
Policyholder assets Participating fund assets Shareholder assets Total Total %
83,192 124,690 105,393 313,275 84.6%
1,679 11,578 40,438 53,695 14.5%
591 85,462 77,975 519 136,787 122,794 2,027 147,858 96,844 3,137 370,107 297,613 0.9% 100.0% 84.0%
2,465 12,237 38,517 53,219 15.0%
356 80,796 597 135,628 2,606 137,967 3,559 354,391 1.0% 100.0%
The proportion of total assets measured at fair value (which includes 100% of financial investments) has remained stable at 84.6% (2009: 84.0%). The principal asset classes measured at fair value are loans, debt securities, equity securities and other financial investments.
Total assets financial investments
2010 Cost/ amortised cost m Unrealised losses and Unrealised gain impairments m m Unrealised Cost/ losses and amortised Unrealised cost gain impairments m m m 2009
2010
Fair value m
Fair value m
Debt securities Equity securities Other investments Total
164,266 44,878 33,957
7,507 7,186 3,391
(4,291) (2,988) (618) (7,897)
167,482 160,572 49,076 46,479 36,730 30,505
5,872 4,173 1,940
(4,687) 161,757 (5,225) 45,427 (927) 31,518
243,101 18,084
253,288 237,556 11,985 (10,839) 238,702
At 31 December 2010, cumulative impairments on available for sale debt securities were 150 million (2009: 119 million). The total impairment expense for available for sale debt securities for 2010 was low at 79 million (2009: 93 million), gross of reversals. Most of the write down relates to mortgage backed securities in the US. Although these securities are not yet in default continued deterioration in market values is considered an indicator of impairment.
27
Analysis of net assets continued
27 Shareholders assets
As at 31 December 2010, total shareholder investments in loans and financial investments included within shareholder assets was 109.2 billion (2009: 98.7 billion), including loans of 34.7 billion, debt securities of 65.9 billion, equity securities of 5.3 billion and other investments of 3.3 billion. The increase in shareholder exposure to loans and financial investments during the year is predominantly driven by new mortgage loans in our UK Life business and increases in debt securities due to new business in our UK and US life businesses.
Shareholders assets loans
2010 United Kingdom m Aviva Europe m Delta Lloyd m North America m Asia Pacific m Total m
Policy loans Loans and advances to banks Mortgage loans securitised Mortgage loans non-securitised Other loans Total 2009
7 921 1,912 13,006 53 15,899 14,545
13 1 4
251 98 6,404 6,843 2,916
230 1,943 83 2,256 1,953
38 539 1,019 8,316 21,793 2 3,058 40 34,725 14 32,619
18 16,512 19 16,088
Our well diversified UK Life commercial mortgage portfolio remains of high quality, with minimal levels of default losses recorded in the period. Interest service cover remains strong at 1.33 times and over 97.6% of mortgages are neither in arrears nor otherwise impaired. The average LTV has remained relatively stable 95% (2009: 94%). Improvements to the way portfolio risk adjustments are allocated to individual loans has resulted in the amount of exposure uncovered by the underlying security falling slightly to 411 million. Income cover levels, which remain the primary risk driver within the mortgage portfolio, remain strong. The valuation allowance made in the UK for defaults on corporate bonds and commercial mortgages carried at fair value equates to 63bps and 78bps respectively (2009: 64bps and 81bps respectively). This equates to a total valuation allowance of 1.3 billion (2009: 1.1 billion) for the life of the UK corporate bond and commercial mortgage portfolios which maintains a strong buffer against potential future losses, the increase being attributable to the growth in the value of the portfolio. In addition, we hold 60 million of provisions in our UK General Insurance mortgage portfolio. The total shareholder exposure to loans issued by Delta Lloyd has increased to 16.5 billion (2009: 16.0 billion), including 6.4 billion of securitised mortgages and 6.8 billion of non-securitised (primarily residential) mortgages. The securitised mortgages have predominantly been sold to third party investors, and therefore present little credit risk to Aviva. Of the non-securitised mortgages, 2.7 billion (2009: 1.9 billion) are guaranteed by the Dutch Government, and over 97% are neither past due nor impaired. Delta Lloyd has not made any additional provisions, as it does not consider the amount of potential loss to be significant.
Shareholders assets financial investments
2010 Fair value hierarchy Level 1 m Level 2 m Level 3 m Total m Level 1 m Fair value hierarchy Level 2 m Level 3 m Total m 2009
Debt securities Equity securities Other investments Total Total %
32,150 3,021 578 35,749 48.0%
32,922 1,423 2,379 36,724 49.2%
846 883 351 2,080
65,918 5,327 3,308 74,553
30,835 2,995 1,127 34,957 51.5%
27,405 1,499 1,536 30,440 44.9%
1,786 617 22 2,425
60,026 5,111 2,685 67,822
2.8% 100.0%
3.6% 100.0%
During 2010, there has been a decrease to 48.0% (2009: 51.5%) in the proportion of shareholder financial investments classified as Level 1, which means that they are valued using quoted prices in active markets. The majority of the debt instruments held by our North American businesses are valued by independent pricing firms in accordance with usual market practice in that region and consistent with other companies operating in the region are classified as Level 2 in the Fair Value hierarchy. Excluding our North American businesses, the proportion of shareholder debt securities classified as Level 1 in the Fair Value hierarchy would be 87% (2009: 88%). The decrease in shareholder exposure to Level 3 debt securities arises as a result of the transfer from Level 3 to 2 of Italian structured bonds and certain debt securities in our UK business for which either values are corroborated against a Level 2 internal model price, new valuation models have been developed, or there has been sufficient market activity in observable inputs to justify Level 2 classification.
28
Analysis of assets continued
27 Shareholders assets continued

Shareholders assets debt securities
Rating AAA m AA m A m BBB m Less than BBB m Not rated m Total m
2010
Government Corporate Certificates of deposits Structured Total Total % 2009 2009 %
12,495 2,958 4,648 20,101 30.5% 19,363 32.3%
3,637 1,640 596 5,117 13,696 10,862 78 114 210 749 817 385 9,581 16,267 12,053 14.5% 24.7% 18.3% 8,399 15,549 10,456 14.0% 25.9% 17.4%
202 1,549 491 2,242 3.4% 1,762 2.9%
579 19,149 4,555 38,737 24 426 516 7,606 5,674 65,918 8.6% 100.0% 4,497 60,026 7.5% 100.0%
We grade debt securities according to current external credit ratings issued at the balance sheet date. The credit rating used for each individual security is the second highest of the available ratings from Standard & Poors, Moodys and Fitch. If a credit rating is available from only one of these three rating agencies then this rating is used. If an individual security has not been given a credit rating by any of these three rating agencies, the security is classified as not rated. For the tables in this document we have used the standard Standard & Poors rating classifications. Investment grade debt securities are classified within the range of AAA (extremely strong) to BBB (good) ratings, with AAA being the highest possible rating. Debt securities which fall outside this range are classified as less than BBB. Where we use a rating provided by Moodys or Fitch, we have expressed it as the Standard & Poors equivalent rating. For example, we consider Standard & Poors rating of AA (very strong) to be equivalent to Moodys rating of AA (excellent) and Fitchs rating of AA (very strong). During 2010, the proportion of our shareholder debt securities that are investment grade declined slightly to 88% (2009: 90%). This movement was primarily due to the increase in private placements to back UK annuity liabilities. The remaining 12.0% of shareholder debt securities that do not have an external rating of BBB or higher can be split as follows: 3.4% are debt securities that are rated as below investment grade 3.0% are US private placements which are not rated by the major ratings agencies, but are rated as an average equivalent of A- by the Securities Valuation Office of the National Association of Insurance Commissioners (NAIC), a US national regulatory agency 5.6% are not rated by the major rating agencies or the NAIC. Of the securities not rated by an external agency or NAIC most are allocated an internal rating using a methodology largely consistent with that adopted by an external ratings agency, and are considered to be of investment grade credit quality; these include 1.8 billion (2.7% of total shareholder debt securities) of private placements and other corporate bonds held in our UK Life business which have been internally rated as investment grade. 1.0 billion of shareholder holdings in debt securities represent exposures to the governments (and local authorities and agencies) of Greece, Ireland, Portugal and Spain. This represents just 0.3% of total balance sheet assets at 31 December 2010. A further 1.9 billion of exposures to these governments are held in participating fund assets, although we have limited shareholder risk to these assets. Net of non-controlling interests, our total exposure to these governments is further reduced to 0.7 billion within shareholder assets and 1.5 billion within participating fund assets. Within structured assets, the group continues to have very limited exposure (3% of total balance sheet assets) to sub-prime and Alt A RMBS, ABS, Wrapped Credit, CDOs and CLOs. Of our remaining exposures to RMBS, the majority are backed by US Government Sponsored Entities, and so are considered to have minimal credit risk.
29
Financial statements IFRS

In this section
Consolidated income statement Consolidated statement of comprehensive income Consolidated statement of changes in equity Consolidated statement of financial position Consolidated statement of cash flows
Page
30 31 32 34 35
Notes to the consolidated financial statements

A1 Basis of preparation A2 Exchange rates A3 Subsidiaries A4 Segmental information A5 Tax A6 Earnings per share A7 Dividends and appropriations A8 Insurance liabilities A9 Liability for investment contracts A10 Reinsurance assets A11 Effect of changes in assumptions and estimates during the year A12 Unallocated divisible surplus A13 Borrowings A14 Pension obligations A15 Cash and cash equivalents A16 Related party transactions A17 Risk management A18 Long-term business IFRS profit driver analysis A19 Analysis of general insurance A20 Funds under management A21 Operational cost base
36 37 37 40 46 48 50 50 61 63 64 65 65 66 67 68 68 80 81 82 82
30
IFRS consolidated financial statements
Consolidated income statement

2010 m 2010 m 2009 m
42,675 (2,191) 40,484 (89) 40,395 2,096 25,874 155 187 68,707 (34,296) (8,444) (10,284) 387 (6,902) (4,161) (1,673) (65,373) 3,334 (463) 2,871 (1,108) 463 (645) 2,226 1,721 505 2,226 59.3c 58.3c
Income Gross written premiums Premiums ceded to reinsurers Premiums written net of reinsurance Net change in provision for unearned premiums Net earned premiums Fee and commission income Net investment income Share of profit/(loss) after tax of joint ventures and associates Profit on the disposal and re-measurement of subsidiaries and associates Expenses Claims and benefits paid, net of recoveries from reinsurers Change in insurance liabilities, net of reinsurance Change in investment contract provisions Change in unallocated divisible surplus Fee and commission expense Other expenses Finance costs Profit before tax Tax attributable to policyholders returns Profit before tax attributable to shareholders profits Tax expense Less: tax attributable to policyholders returns Tax attributable to shareholders profits Profit for the year Attributable to: Equity shareholders of Aviva plc Non-controlling interests Earnings per share Basic (pence per share) Diluted (pence per share)
36,274 (1,863) 34,411 (75) 34,336 1,782 21,993 131 159
34,690 (2,576) 32,114 559 32,673 1,789 25,155 (504) 153
58,401 59,266 (29,152) (7,177) (8,741) 329 (5,867) (3,537) (1,422) (55,567) 2,834 (394) 2,440 (942) 394 (548) 1,892 1,463 429 1,892 50.4p 49.6p (27,549) (5,682) (11,185) (1,547) (4,396) (5,366) (1,519) (57,244) 2,022 (217) 1,805 (707) 217 (490) 1,315 1,085 230 1,315 37.8p 37.5p
31
IFRS consolidated financial statements continued
Consolidated statement of comprehensive income

2010 m 2010 m 2009 m
2,226
Profit for the year Other comprehensive income Investments classified as available for sale Fair value gains Fair value gains transferred to profit on disposals Impairment losses on assets previously revalued through other comprehensive income now taken to the income statement Owner-occupier properties Fair value losses Share of other comprehensive income of joint ventures and associates Actuarial gains/(losses) on pension schemes Actuarial losses on pension schemes transferred to unallocated divisible surplus and other movements Foreign exchange rate movements Aggregate tax effect shareholder tax Other comprehensive income, net of tax Total comprehensive income for the year Attributable to: Equity shareholders of Aviva plc Non-controlling interests
1,892
1,315
815 (188) 211 (54) (31) 1,175 (21) (92) (131) 1,684 3,910
693 (160) 179
1,011 (310) 482
(46) (25) (26) 122 999 (1,140) (18) 24 (78) (951) (196) (112) 1,431 (983) 3,323 332
3,471 439 3,910
2,950 373 3,323
240 92 332
32
Consolidated statement of changes in equity

Shares Ownerheld by Currency occupied Investment Hedging Equity Merger employee translation properties valuation instruments compensation reserve trusts reserve reserve reserve reserve reserve m m m m m m m Equity attributable to Direct shareholders capital of Aviva plc instrument m m
Ordinary Preference share share Share capital capital premium m m m
Retained earnings m
Noncontrolling interests m
Total equity m
Balance at 1 January Profit for the year Other comprehensive income Total comprehensive income for the year Dividends and appropriations Shares issued in lieu of dividends Capital contributions from noncontrolling interests Dilution of shareholding in Delta Lloyd Non-controlling interests share of dividends declared in the year Non-controlling interests in acquired/(disposed) subsidiaries Changes in noncontrolling interests in existing subsidiaries Shares acquired by employee trusts Shares distributed by employee trusts Reserves credit for equity compensation plans Shares issued under equity compensation plans Aggregate tax effect shareholder tax Balance at 31 December
692
200
1,207 3,271
(68)
2,224 (38)
104 (21)
163 411
(771) 78
109
3,425 1,463 1,057
10,556 1,463 1,487
990
3,540 429 (56)
15,086 1,892 1,431
13
(13)
(38)
(21)
411
78
2,520 (757) 209
2,950 (757) 209
373
3,323 (757) 209
(3)
(1)
(4)
(8)
42 8
42
(187)
(187)
(14) 50
(50)
(14)
(38)
(38) (14)
41
41
41
705
200
(32)
2,183
83
573
(693)
(51) 99
51 17 5,411
17 12,994
990
3,741
17 17,725
1,194 3,271
33
Consolidated statement of changes in equity continued

Shares Ownerheld by Currency occupied Investment Hedging Equity Merger employee translation properties valuation instruments compensation reserve trusts reserve reserve reserve reserve reserve m m m m m m m Equity attributable to Direct NonRetained shareholders capital controlling earnings of Aviva plc instrument interests m m m m
Ordinary Preference share share Share capital capital premium m m m
Total equity m
At 1 January 2009 Profit for the year Other comprehensive income Total comprehensive income for the year Owner-occupied properties fair value losses transferred to retained earnings on disposals Dividends and appropriations Issues of share capital Shares issued in lieu of dividends Capital contributions from non-controlling interests Transfers to non-controlling interests following Delta Lloyd IPO Minority share of dividends declared in the year Non-controlling interests in acquired/(disposed) subsidiaries Changes in non-controlling interests in existing subsidiaries Shares acquired by employee trusts Shares distributed by employee trusts Reserves credit for equity compensation plans Shares issued under equity compensation plans Aggregate tax effect shareholder tax Balance at 31 December
664
200
1,234 3,271
(33)
3,685 (1,110) (1,110)
157 (26) (26)
(711) 1,030 1,030
(1,103) 332 332
113
3,902 1,085
11,379 1,085 (845) 240
990
2,204 14,573 230 1,315 (138) 92 (983) 332
(1,071) 14
1 27 692
200
(27)
(53) 18 (68)
(351) 2,224
(1) (26) 104
(156) 163
(771)
56 (60) 109
1 (853) 299 3 (18) 60 17 3,425
(853) 1 299 (530) (53) 56 17 10,556
990
6 1,460 (109) (2) (111)
(853) 1 299 6 930 (109) (2) (111) (53) 56 17
1,207 3,271
3,540 15,086
34
Consolidated statement of financial position

As at 31 December 2010
2010 m 2010 m 2009 m
3,943 3,263 2,319 748 872 15,191 50,086 294,521 8,237 335 230 9,645 7,060 4,292 29,599 16 430,357
820 233 1,053 1,388 3,803 5,191 (37) 2,610 6,292 15,109 1,151 4,350 20,610 206,628 136,962 3,986 10,502 3,422 2,044 365 17,383 23,595 4,860 409,747 430,357
Assets Goodwill Acquired value of in-force business and intangible assets Interests in, and loans to, joint ventures Interests in, and loans to, associates Property and equipment Investment property Loans Financial investments Reinsurance assets Deferred tax assets Current tax assets Receivables Deferred acquisition costs and other assets Prepayments and accrued income Cash and cash equivalents Assets of operations classified as held for sale Total assets Equity Capital Ordinary share capital Preference share capital Capital reserves Share premium Merger reserve Shares held by employee trusts Other reserves Retained earnings Equity attributable to shareholders of Aviva plc Direct capital instrument Non-controlling interests Total equity Liabilities Gross insurance liabilities Gross liabilities for investment contracts Unallocated divisible surplus Net asset value attributable to unitholders Provisions Deferred tax liabilities Current tax liabilities Borrowings Payables and other financial liabilities Other liabilities Liabilities of operations classified as held for sale Total liabilities Total equity and liabilities
3,391 3,381 2,806 2,860 1,994 1,701 643 1,281 750 753 13,064 12,422 43,074 41,079 253,288 238,679 7,084 7,572 288 218 198 359 8,295 9,632 6,072 5,621 3,691 3,604 25,455 25,176 14 53 370,107 354,391
705 200 905
692 200 892
1,194 1,207 3,271 3,271 4,465 4,478 (32) (68) 2,245 1,829 5,411 3,425 12,994 10,556 990 990 3,741 3,540 17,725 15,086 177,700 117,787 3,428 9,032 2,943 1,758 314 14,949 20,292 4,179 352,382 370,107 171,092 110,015 3,866 9,894 3,980 1,038 192 15,000 20,542 3,653 33 339,305 354,391
35
Consolidated statement of cash flows

For the year ended 31 December 2010 The cash flows presented in this statement cover all the Groups activities and include flows from both policyholder and shareholder activities. All cash and cash equivalents are available for use by the Group.
2010 m 2009 m
Cash flows from operating activities Cash generated from operations Tax paid Net cash from operating activities Cash flows from investing activities Acquisitions of subsidiaries, joint ventures and associates, net of cash acquired Disposals of subsidiaries, joint ventures and associates, net of cash transferred Disposal of non-controlling interest in subsidiary New loans to joint ventures and associates Repayment of loans to joint ventures and associates Net new loans to joint ventures and associates Purchases of property and equipment Proceeds on sale of property and equipment Purchases of intangible assets Net cash from investing activities Cash flows from financing activities Proceeds from issue of ordinary shares, net of transaction costs Treasury shares purchased for employee trusts New borrowings drawn down, net expenses Repayment of borrowings Net drawdown of borrowings Interest paid on borrowings Preference dividends paid Ordinary dividends paid Coupon payments on direct capital instruments Capital contributions from non-controlling interests Dividends paid to non-controlling interests of subsidiaries Partial disposal of subsidiary Net cash from financing activities Net increase in cash and cash equivalents Cash and cash equivalents at 1 January Effect of exchange rate changes on cash and cash equivalents Cash and cash equivalents at 31 December
2,213 (406) 1,807 477 251 15 (64) 5 (59) (225) 61 (156) 364
3,286 (601) 2,685 (596) 201 (145) 99 (46) (149) 188 (30) (432)
1 (14) (53) 3,647 4,260 (2,887) (3,853) 760 407 (1,421) (1,199) (17) (17) (472) (476) (59) (61) 42 6 (187) (109) 930 (1,368) (571) 803 1,682 24,251 23,531 (962) (359) 24,695 24,251
36
Notes to the consolidated financial statements
A1 Basis of preparation
(a) The results for the year ended 31 December 2010 have been prepared using International Financial Reporting Standards (IFRS) issued by the International Accounting Standards Board (IASB) and endorsed by the European Union (EU). The results in this preliminary announcement have been prepared in accordance with IFRS applicable at 31 December 2010 and have been taken from the groups Annual Report and Accounts which will be available on the companys website on 29 March 2011. In 2008, the IASB issued revised versions of IFRS 3, Business Combinations, and IAS 27, Consolidated and Separate Financial Statements. The former introduced a number of changes in accounting for such transactions that impact the amount of goodwill recognised, the reported results in the period an acquisition occurs, and future reported results. The latter now requires a change in the ownership interest of a subsidiary (without loss of control) to be accounted for as an equity transaction, rather than giving rise to goodwill or a gain or loss. Consequential amendments were made to IAS 7, Statement of Cash Flows, IAS 12, Income Taxes, IAS 21, The Effects of Changes in Foreign Exchange Rates, IAS 28, Investments in Associates, and IAS 31, Interests in Joint Ventures. During 2008 and 2009, the IASB also issued amendments to IFRS 1, First Time Adoption of IFRS, IFRS 2, Share-Based Payment, IAS 39, Financial Instruments: Recognition and Measurement, and the results of its annual improvements project. IFRIC interpretation 17, Distributions of Non-cash Assets to Owners, issued in 2008, has also been endorsed by the EU. These are all applicable for the first time in the current accounting period and are now reflected in the Groups financial reporting, with no material impact other than on presentation as described in (c)(ii) below. The preliminary announcement for the year ended 31 December 2010 does not constitute statutory accounts as defined in section 435 of the Companies Act 2006. The results on an IFRS basis for the full year 2010 and 2009 have been audited by Ernst & Young LLP. The auditor has reported on the 2010 and 2009 financial statements and the report was unqualified and did not contain a statement under section 498 (2) or (3) of the Companies Act 2006. The groups 2009 Report and Accounts have been filed with the Registrar of Companies. After making enquiries, the directors have a reasonable expectation that the company and the group as a whole have adequate resources to continue in operational existence for the foreseeable future. For this reason, they continue to adopt the going concern basis in preparing the financial statements. (b) Items included in the financial statements of each of the groups entities are measured in the currency of the primary economic environment in which that entity operates (the functional currency). The consolidated financial statements are stated in sterling, which is the Companys functional and presentational currency. Unless otherwise noted, the amounts shown in the financial statements are in millions of pounds sterling (m). As supplementary information, consolidated financial information is also presented in euros.
(c) Presentation changes (i) Pension scheme net finance costs
In financial years prior to and including 2008, the net finance income on the Groups defined benefit pension schemes, representing the surplus of expected income on scheme assets over the unwind of the discount on their liabilities, was classified as investment income in the consolidated income statement. Since adoption of IFRS in 2004, this figure had always been in a net finance income position but movements in scheme deficits and interest rates resulted in a net finance charge in 2009. For consistency with prior years, this net charge was included within investment income in the Groups 2009 financial statements. In 2010, there is again a net finance charge which we believe should more appropriately be included within finance costs in the consolidated income statement. For consistency and comparability, we have therefore reclassified the 2009 comparative (183 million) from net investment income to finance costs
(ii) Reclassification within the statement of cash flows
The Group has adopted the revised versions of IFRS 3, Business Combinations, and IAS 27, Consolidated and Separate Financial Statements, and consequential amendments to several other accounting standards, in its financial reporting for the current accounting period. One such amendment to IAS 7, Statement of Cash Flows, requires cash flows arising from changes in ownership interests in a subsidiary, that do not result in a loss of control, to be classified as cash flows from financing activities, in the same way as other transactions with equity holders. The Groups partial disposal of Delta Lloyd through its Initial Public Offering in 2009 gave rise to net cash proceeds of 930 million which, in accordance with the previous version of IAS 7, was disclosed as arising from investing activities in our consolidated statement of cash flows last year. As a result of the amendment to IAS 7 described above, we have reclassified that amount from investing activities to financing activities in the 2009 comparatives to this years statement. This resulted in a change in net cash from investing activities from 498 million inflow to 432 million outflow, and from financing activities from 1,501 million outflow to 571 million outflow.
37
Notes to the Consolidated financial statements continued
A2 Exchange rates
The Groups principal overseas operations during the year were located within the Eurozone and the United States. The results and cash flows of these operations have been translated into sterling at an average rate for the year of 1 = 0.85 (2009: 1 = 0.88) and 1 = US$1.55 (2009: 1= US$1.57). Assets and liabilities have been translated at the year end rate of 1 = 0.86 (2009: 1 = 0.88) and 1 = US$1.57 (2009: 1= US$1.61). Total foreign currency movements during 2010 resulted in a gain recognised in the income statement of 34 million (2009: 154 million gain).
A3 Subsidiaries
This note provides details of the acquisitions and disposals of subsidiaries that the Group has made during the year, together with details of businesses held for sale at the year end.
(a) Acquisitions (i) River Road Asset Management
On 24 February 2010, the Group acquired 100% of River Road Asset Management (River Road), a US equity manager, to support the expansion of Aviva Investors third party institutional asset management business. The total consideration was estimated as 83 million (US$128 million), of which 37 million (US$57 million) was paid in cash on completion. The balance comprises undiscounted contingent consideration. The contingent consideration arrangement requires the Group to pay additional amounts, based on a multiple of the earnings (1.0792 times) during the next five years, up to a maximum of 70 million (US$108 million). The potential undiscounted amount of all future payments that the Group could be required to make under the contingent consideration arrangement is between 26 million (US$41 million) and 53 million (US$82 million). A fair value liability of 24 million, using a discount rate of 17%, has been recognised for potential consideration that is payable in 2014, 2015 and 2016. The acquisition has given rise to goodwill of 29 million, calculated as follows:
m
Purchase cost: Cash paid Contingent consideration arrangement (fair value) Total consideration
37 24 61
The estimated book and fair values of the assets and liabilities at the acquisition date were:
Fair value and accounting policy adjustments m
Book value m
Fair value m
Assets Intangible assets Receivables and other assets Total assets Liabilities Payables and other liabilities Total liabilities Total identifiable net assets Goodwill arising on acquisition
3 3 (2) (2) 1
31 31 31
31 3 34 (2) (2) 32 29
The fair value adjustment for intangible assets relates to customer relationships acquired. Goodwill of 29 million arising from this acquisition consists largely of the expected benefits from new business and new product introductions. The results of River Road have been included in the consolidated financial statements of the Group with effect from 24 February 2010, and have contributed 10 million revenues and 4 million loss to the consolidated profit before tax. Had it been consolidated from 1 January 2010, River Road would have contributed 12 million revenues and 5 million loss to the consolidated profit before tax.
(ii) RBS Life Investments Limited
During the year, the Group reviewed its relationship with RBS Group plc (RBSG) which comprised interests in two associates, RBS Life Investments Limited (RBS Life) and RBSG Collective Investments Limited (RBS Collective), and a distribution arrangement for the products of these companies. The parties agreed that, with effect from 31 December 2010, the Group would take ownership of the back book of RBS Life in exchange for RBSG taking 100% ownership of RBS Collective through a share-for-share exchange. Separately, a new distribution agreement would be signed between our UK Life business and RBSG, with the new structure providing more flexibility in our long-term business operations. On 31 December 2010, the Group acquired 50.01% of the shares of RBS Life from RBSG. Combined with our existing 49.99% interest, the Group now owns all the ordinary shares of that entity, and has full control. It is being consolidated as a subsidiary from that date.
38
A3 Subsidiaries continued
As consideration for the acquisition, the Group transferred its 49.99% shareholding in RBS Collective to RBSG, together with cash of 3 million for 2010 performance variance. In addition, the existing distribution agreement ceased. Because of the nature of the transaction, the Groups pre-existing interests in RBS Life and RBS Collective were re-measured to fair value as at the transaction date. This transaction has given rise to a profit of 128 million, arising from the difference between the values of both interests prior to the exchange and their carrying values, calculated as follows:
m
Deemed consideration for existing 49.99% interests (equal to fair value of 100% of RBS Life) Carrying value of RBS Collective and RBS Life prior to transaction Cash consideration Attributable costs Total profit on disposal and remeasurement arising from transaction
727 (586) (3) (10) 128
The disposal of the Groups interest in RBS Collective and the acquisition of a controlling stake in RBS Life are linked transactions and are therefore taken together in determining the profit arising from the restructuring, as we believe this most appropriately reflects the commercial substance of the arrangement. The fair value of RBS Life was estimated using MCEV principles and with regard to current market conditions. The estimated book and fair values of the assets and liabilities of RBS Life at the acquisition date were:
Fair value and accounting policy Book value adjustments m m
Fair value m
Assets Acquired value of in-force business Financial investments Other investments Reinsurance assets Receivables Prepayments and accrued income Cash and cash equivalents Other assets Total assets Liabilities Insurance liabilities Liabilities for investment contracts Payables and other financial liabilities Other liabilities Total liabilities Total net assets
2,565 161 304 58 12 767 80 3,947 (1,349) (1,905) (60) (109) (3,423) 524
203 203 203
203 2,565 161 304 58 12 767 80 4,150 (1,349) (1,905) (60) (109) (3,423) 727
No goodwill arises from this transaction. There is no potential deferred tax on the acquired value of in-force business. As the acquisition occurred on 31 December 2010, no revenue or profit or loss has been recognised in the consolidated income statement since the acquisition date. If the acquisition had occurred on 1 January 2010, RBS Life would have contributed 188 million revenues and 56 million profit to the consolidated profit before tax.
(iii) Other goodwill arising
Goodwill arising on all acquisitions was 29 million which arises on the River Road acquisition described above. There has also been a 4 million reduction in goodwill for changes in contingent consideration payable on previous acquisitions.
(iv) Unaudited pro forma combined revenues and profit
Shown below are unaudited pro forma figures for combined revenues and profit as though the acquisition date for all business combinations effected during the year had been 1 January 2010, after giving effect to purchase accounting adjustments and the elimination of intercompany transactions. This pro forma financial information is not necessarily indicative of the combined results that would have been attained had the acquisitions taken place at 1 January 2010, nor is it necessarily indicative of future results.
Unaudited 2010 m
Revenues (net earned premiums and fee income) Profit before tax attributable to shareholders
36,308 2,455
39
A3 Subsidiaries continued
(b) Disposal and remeasurement of subsidiaries, joint ventures and associates
The profit on the disposal and remeasurement of subsidiaries, joint ventures and associates comprises:
2010 m 2009 m
United Kingdom RBS Life and RBS Collective Non-core operations France (including 24 million described below) Netherlands Australia Other small operations Profit on disposal and remeasurement before tax Tax on profit on disposal and remeasurement Profit on disposal and remeasurement after tax
128 4 26 (4) 5 159 159
31 122 153 153
UK non-core operations
On 30 June 2010, the Group sold its wholly-owned subsidiaries, RAC France SA and RAC Service Europe SA, to their executive management for a consideration of 17 million. These companies had total assets of 48 million (comprising investments of 25 million, receivables of 20 million and other assets of 3 million) and total liabilities of 36 million (insurance liabilities of 23 million and other liabilities of 13 million), giving net assets of 12 million and a profit on disposal after transaction costs of 4 million. The Groups French subsidiary, Aviva Assurances SA, has acquired 17.5% of the shares in both companies and the profit is stated after eliminating the effect of this purchase. France associate On 17 February 2010, the Group sold its 35% holding in Sogessur SA to that companys main shareholder, Socit Gnrale, for a consideration of 35 million, realising a profit on disposal of 24 million.
(c) Assets and liabilities of operations classified as held for sale
The assets and liabilities of operations classified as held for sale as at 31 December 2010 relate to a joint venture in Taiwan and are as follows:
2010 m 2009 m
Interest in associate Investments and property and equipment Receivables and other financial assets Prepayments and accrued income Total assets Gross insurance liabilities and liabilities for investment contracts Other liabilities Total liabilities Net assets
14 14 14
6 26 20 1 53 (20) (13) (33) 20
The operations held for sale at 31 December 2009 comprised the UK non-core operations and an associate in Australia, both of which were sold in 2010.
40
A4 Segmental information
The Groups results can be segmented, either by activity or by geography. Our primary reporting format is on regional reporting lines, with supplementary information being given by business activity. This note provides segmental information on the consolidated income statement and statement of financial position.
(a) Operating segments
The Group has determined its operating segments along regional lines. These reflect the management structure whereby a member of the Executive Management team is accountable to the Group Chief Executive for the operating segment for which he is responsible. The activities of each operating segment are described below:
United Kingdom
The United Kingdom comprises two operating segments UK Life and UK General Insurance (UK GI). The principal activities of UK Life are life insurance, long-term health and accident insurance, savings, pensions and annuity business, whilst UK GI provides insurance cover to individuals and businesses, for risks associated mainly with motor vehicles, property and liability, such as employers liability and professional indemnity liability, and medical expenses. UK GI also includes the RAC motor recovery business, the group reinsurance result and the results of run-off agency business.
Aviva Europe
Activities reported in the Aviva Europe operating segment exclude operations in the UK and include those in Russia and Turkey. Principal activities are long-term business in France, Ireland, Italy, Poland and Spain, and general insurance in France, Ireland and Italy.
Delta Lloyd
The activities of Delta Lloyd comprise long-term business operations in the Netherlands, Belgium and Germany and general insurance, fund management and banking operations in the Netherlands.
North America
Our activities in North America principally comprise our long-term business operations in the US and general insurance business operation in Canada.
Asia Pacific
Our activities in Asia Pacific principally comprise our long-term business operations in China, India, Singapore, Hong Kong, Sri Lanka, Taiwan, Malaysia, South Korea and Indonesia. 2009 comparatives also include Australia (prior to its sale on 1 October 2009).
Aviva Investors
Aviva Investors operates in most of the regions in which the Group operates, in particular the UK, France, the US and Canada and other international businesses, managing policyholders and shareholders invested funds, providing investment management services for institutional pension fund mandates and managing a range of retail investment products, including investment funds, unit trusts, OEICs and ISAs. Fund management activities of Delta Lloyd are included in the separate operating segment above.
Other Group activities
Investment return on centrally held assets and head office expenses, such as Group treasury and finance functions, together with certain taxes and financing costs arising on central borrowings are included in Other Group activities. Similarly, central core structural borrowings and certain tax balances are included in Other Group activities in the segmental statement of financial position. Also included here are consolidation and elimination adjustments.
Measurement basis
The accounting policies of the segments are the same as those for the Group as a whole. Any transactions between the business segments are on normal commercial terms and market conditions. The Group evaluates performance of operating segments on the basis of: (i) profit or loss from operations before tax attributable to shareholders (ii) profit or loss from operations before tax attributable to shareholders, adjusted for non-operating items outside the segment managements control, including investment market performance and fiscal policy changes
41
A4 Segmental information continued

(i) Segmental income statement for the year ended 31 December 2010
United Kingdom Europe North America m Aviva Investors m Other Group activities m
Life m
GI# m
Aviva Europe m
Delta Lloyd m
Asia Pacific m
Total m
Gross written premiums Premiums ceded to reinsurers Internal reinsurance revenue Net written premiums Net change in provision for unearned premiums Net earned premiums Fee and commission income Net investment income Inter-segment revenue Share of profit/(loss) of joint ventures and associates Profit/(loss) on the disposal of subsidiaries and associates Segmental income* Claims and benefits paid, net of recoveries from reinsurers Change in insurance liabilities, net of reinsurance Change in investment contract provisions Change in unallocated divisible surplus Amortisation of acquired value of in-force business Depreciation and other amortisation expense Other operating expenses Impairment losses** Inter-segment expenses Finance costs Segmental expenses Profit/(loss) before tax Tax attributable to policyholders returns Profit/(loss) before tax attributable to shareholders Adjusted for non-operating items: Reclassification of corporate costs and unallocated interest Investment return variances and economic assumption changes on long-term business Short-term fluctuation in return on investments backing non-long-term business Economic assumption changes on general insurance and health business Impairment of goodwill Amortisation and impairment of intangibles (Profit)/loss on the disposal of subsidiaries and associates Integration and restructuring costs Exceptional items Operating profit/(loss) before tax attributable to shareholders
6,572 (673) 5,899 (12) 5,887 302 6,189 10,945 128 128 17,390 (8,144) (2,923) (3,300) (166) (71) (1,300) (125) (193) (16,222) 1,168 (384) 784
4,405 (333) 37 4,109 (16) 4,093 248 4,341 424 5 4,770 (2,829) 237 (42) (1,636) (3) (2) (38) (4,313) 457 457
13,507 (452) (14) 13,041 (68) 12,973 512 13,485 3,961 (14) 26 17,458 (9,413) (687) (5,034) 478 (43) (54) (2,060) (16) (18) (16,847) 611 (3) 608
4,469 (124) (5) 4,340 (2) 4,338 332 4,670 3,244 (10) (4) 7,900 (4,234) (569) (48) (33) (12) (37) (1,226) (123) (723) (7,005) 895 895
6,680 (221) (16) 6,443 29 6,472 41 6,513 2,223 1 8,737 (4,069) (3,020) (129) (115) (82) (834) (81) (71) (27) (8,428) 309 309
641 (60) (2) 579 (6) 573 6 579 211 33 823 (463) (215) 50 (4) (5) (140) (777) 46 (7) 39
341 341 171 214 3 729 (230) (10) (425) (3) (668) 61 61
814 (9) 3 808
36,274 (1,863) 34,411 (75) 34,336 1,782 36,118 21,993 214 131 159 58,615
(29,152) (7,177) (8,741) 329 (174) (301)
(1,101) (8,722) (207) (214) (420) (1,422) (1,521) (55,781) (713) 2,834 (394) (713) 2,440
99 87 4 68 (128) 41 (99)
148 (31) 60 7 (5) 35 (157)
7 154 47 1 9 37 (26) 61
12 (1,010) 44 1 23 4 18 549
5 (10) (44) 75 (1) 32 10
(12) 1 1 2
12 5 30 (11)
(283) 227 9 (3) 24 (19)
(791) 243 61 24 216 (159) 243 273
856
514
898
536
376
31
97
(758)
2,550
* Total reported income, excluding inter-segment revenue, is split United Kingdom 22,160 million, France 8,748 million, Netherlands 7,782 million, USA 6,497 million and Rest of the World 13,214 million. Income is attributed on the basis of geographical origin which does not materially differ from revenue by geographical destination, as most risks are located in the countries where the contracts were written. ** Impairment losses, and reversal of such losses, recognised directly in other comprehensive income were 179 million and nil million respectively. # United Kingdom General Insurance includes the Group Reinsurance business, agency run-off business and the non-insurance business for the RAC.
42

(ii) Segmental income statement for the year ended 31 December 2009
United Kingdom Europe Aviva Europe m Delta Lloyd m North America m Aviva Investors m Other Group activities m
Life m
GI# m
Asia Pacific m
Total m
Gross written premiums Premiums ceded to reinsurers Internal reinsurance revenue Net written premiums Net change in provision for unearned premiums Net earned premiums Fee and commission income Net investment income Inter-segment revenue Share of loss of joint ventures and associates Profit on the disposal of subsidiaries and associates Segmental income* Claims and benefits paid, net of recoveries from reinsurers Change in insurance liabilities, net of reinsurance Change in investment contract provisions Change in unallocated divisible surplus Amortisation of acquired value of in-force business Depreciation and other amortisation expense Other operating expenses Impairment losses** Inter-segment expenses Finance costs Segmental expenses Profit/(loss) before tax Tax attributable to policyholders returns Profit/(loss) before tax attributable to shareholders Adjusted for non-operating items: Reclassification of corporate costs and unallocated interest Investment return variances and economic assumption changes on long-term business Short-term fluctuation in return on investments backing non-long-term business Economic assumption changes on general insurance and health business Impairment of goodwill Amortisation and impairment of intangibles Profit on the disposal of subsidiaries and associates Integration and restructuring costs Exceptional items Operating profit/(loss) before tax attributable to shareholders
6,086 (1,311) 4,775 2 4,777 261 5,038 8,199 (416) 12,821 (7,313) 663 (4,008) 872 (46) (45) (1,804) (119) (254) (12,054) 767 (156) 611 1 83 35 3 89 (163) 659
4,239 12,936 (355) (468) 28 (13) 3,912 607 4,519 272 4,791 568 5,359 (3,409) 531 (72) (1,893) (42) (6) (34) 434 434 (10) (62) (55) 18 114 42 481 12,455 (16) 12,439 558 12,997 10,196 (36) 23,157
4,482 (134) (7) 4,341 6 4,347 226 4,573 3,245 (41) 31 7,808
6,413 (231) (6) 6,176 (35) 6,141 55 6,196 2,249 8,445
534 (77) (2) 455 (5) 450 121 571 586 (11) 122 1,268 (279) (212) (148) (71) (4) (6) (246) (1) (967) 301 (29) 272 (75) 2 (122) 77
296 296 157 202 655 (211) (5) (348) (564) 91 91 1 2 21 115
34,690 (2,576)
32,114 559 32,673 1,789 34,462 (45) 25,155 202 (504) 153 (45) 59,468 (27,549) (5,682) (11,185) (1,547) (249) (300) (306) (8,605) (608) (1) (202) (436) (1,519) (743) (57,446) (788) 2,022 (217) (788) (44) 115 (2) (719) 1,805 75 (95) (57) 62 144 (153) 286 (45) 2,022
(8,871) (3,567) (4,110) (2,321) (1,448) (2,895) (6,451) (239) (128) (2,280) (68) (47) (3) (149) (60) (35) (77) (2,107) (1,248) (653) (17) (445) (104) (15) (60) (25) (745) (25) 963 (32) 931 13 (194) (92) 2 26 31 64 16 797 10 10 29 348 23 1 19 (31) 399 244 244 10 (87) (79) (4) 69 60 213
(4,925) (22,194) (7,798) (8,201)
* Total reported income, excluding inter-segment revenue, is split United Kingdom 18,256 million, France 12,890 million, Netherlands 7,808 million, USA 6,350 million and Rest of the World 13,962 million. Income is attributed on the basis of geographical origin which does not materially differ from revenue by geographical destination, as most risks are located in the countries where the contracts were written. ** Impairment losses, and reversal of such losses, recognised directly in other comprehensive income were 482 million and nil respectively. # United Kingdom General Insurance includes the Group Reinsurance business, agency run-off business and the non-insurance business for the RAC.
43

(iii) Segmental statement of financial position as at 31 December 2010
United Kingdom Europe Aviva Europe Delta Lloyd m m North America Asia Pacific m m Aviva Investors m Other Group activities m
Life m
GI m
Total m
Goodwill Acquired value of in-force business and intangible assets Interests in, and loans to, joint ventures and associates Property and equipment Investment property Loans Financial investments Deferred acquisition costs Other assets Total assets Insurance liabilities Long-term business and outstanding claims provisions Unearned premiums Other insurance liabilities Liability for investment contracts Unallocated divisible surplus Net asset value attributable to unitholders External borrowings Other liabilities, including inter-segment liabilities Total liabilities Total equity Total equity and liabilities Capital expenditure (excluding business combinations)
29 277 1,603 152 8,121 19,781 83,099 1,445 14,409 128,916 66,261 185 44,350 2,010 991 2,796 7,316 123,909
1,208 927 307 241 1,072 58 315 323 90 99 236 37 1,382 2,043 502 977 19,120 2,525 95,940 33,627 628 632 188 3,724 17,748 3,361 8,955 119,092 59,263 5,136 37,165 30,240 2,171 1,023 336 69 111 61 65,020 3,220 1,243 138 4,231 678 127 6,574 (1,823) 3,760 13,706 5,553 112,680 54,953
838 1,102 1 149 6 2,529 31,829 2,518 2,939 41,911 31,218 1,098 100 2,929 178 2,541 38,064
54 16 381 7 40 2,639 5 446 3,588 2,482 42 2 37 193 2,756
28 40 14 17 1,060 1,062 1,164 3,385 2,268 901
3,391 2,806 2,637 750 415 13,064 125 43,074 2,567 253,288 5,416 1,890 45,681 4,997 370,107 172,502 4,855 343 117,787 3,428 3,132 9,032 5,274 14,949 2,892 29,486 17,725 370,107
3,169 11,298 352,382
379
11
20
88
68
12
584
External borrowings by holding companies within the Group which are not allocated to operating companies are included in Other Group activities.
(iv) Segmental statement of financial position as at 31 December 2009
United Kingdom Europe Aviva Europe m Delta Lloyd m North America m Aviva Investors m Other Group activities m Restated Total m
Life m
GI m
Asia Pacific m
Goodwill Acquired value of in-force business and intangible assets Interests in, and loans to, joint ventures and associates Property and equipment Investment property Loans Financial investments Deferred acquisition costs Other assets Total assets Insurance liabilities Long-term business and outstanding claims provisions Unearned premiums Other insurance liabilities Liability for investment contracts Unallocated divisible surplus Net asset value attributable to unitholders External borrowings Other liabilities, including inter-segment liabilities Total liabilities Total equity Total equity and liabilities Capital expenditure (excluding business combinations)
31 17 1,957 112 7,369 18,348 73,788 1,313 14,942 117,877 62,043 173 39,322 1,849 875 2,518 6,668 113,448
1,208 249 127 89 600 2,477 717 3,847
959 319 812 1,190 71 1,302 348 379 2 105 282 111 1,342 2,183 6 992 18,797 2,177 95,086 32,009 27,371 732 198 2,348 19,169 4,364 3,030
50 19 277 5 35 2,169 8 379 2,942 2,062 25 (1) 80 140 2,306
2 12 15 10 698 5 1,095 654 2,491 1,970 320
3,381 2,860 4 2,982 1 753 735 12,422 125 41,079 4,684 238,679 5,316 534 46,919 6,083 354,391 165,956 4,781 355 110,015 3,866 3,041 9,894 5,318 15,000 3,634 29,438 15,086 354,391
9,314 119,923 58,602 37,159 5,410 38,422 30,818 27,201 2,240 956 347 1,040 79 116 63 98 62,477 3,335 2,911 1,787 150 5,257 721 10 141 6,830 183 (585) 4,282 12,529 2,450 7,154 113,438 54,793 33,883
2,290 11,993 339,305
38
23
40
24
65
197
44

(b) Further analysis by products and services
The Groups results can be further analysed by products and services which comprise long-term business, general insurance and health, fund management and other activities.
Long-term business
Our long-term business comprises life insurance, long-term health and accident insurance, savings, pensions and annuity business written by our life insurance subsidiaries, including managed pension fund business and our share of the other life and related business written in our associates and joint ventures, as well as lifetime mortgage business written in the UK.
Our general insurance and health business provides insurance cover to individuals and to small and medium sized businesses, for risks associated mainly with motor vehicles, property and liability, such as employers liability and professional indemnity liability, and medical expenses.
Fund management
Our fund management business invests policyholders and shareholders funds, provides investment management services for institutional pension fund mandates and manages a range of retail investment products, including investment funds, unit trusts, OEICs and ISAs. Clients include Aviva Group businesses and third-party financial institutions, pension funds, public sector organisations, investment professionals and private investors.
Other
Other includes the RAC non-insurance operations, our banking businesses, service companies, head office expenses, such as Group treasury and finance functions, and certain financing costs and taxes not allocated to business segments.
(i) Segmental income statement products and services for the year ended 31 December 2010
General insurance and Fund health** management m m
Long-term business m
Other m
Total m
Gross written premiums* Premiums ceded to reinsurers Net written premiums Net change in provision for unearned premiums Net earned premiums Fee and commission income Net investment income Inter-segment revenue Share of profit/(loss) of joint ventures and associates Profit on the disposal of subsidiaries and associates Segmental income Claims and benefits paid, net of recoveries from reinsurers Change in insurance liabilities, net of reinsurance Change in investment contract provisions Change in unallocated divisible surplus Amortisation of acquired value of in-force business Depreciation and other amortisation expense Other operating expenses Impairment losses Inter-segment expenses Finance costs Segmental expenses Profit/(loss) before tax Tax attributable to policyholder returns Profit/(loss) before tax attributable to shareholders Adjusted for non-operating items Operating profit/(loss) before tax attributable to shareholders profits
25,805 10,469 (770) (1,093) 24,712 9,699 (75) 24,712 644 25,356 19,673 172 130 45,331 (22,366) (7,611) (8,741) 329 (174) (189) (3,084) (164) (221) (262) (42,483) 2,848 (394) 2,454 (136) 2,318 9,624 115 9,739 633 1 10,373 (6,786) 434 (35) (3,182) (3) (8) (64) (9,644) 729 729 321 1,050
561 561 16 231 (5) 803 (13) (583) (43) (639) 164 164 37 201
462 462 1,671 (36) 28 2,125
36,274 (1,863) 34,411 (75) 34,336 1,782 36,118 21,993 231 131 159
58,632 (29,152) (7,177) (8,741) 329 (174) (64) (301) (1,873) (8,722) (40) (207) (2) (231) (1,053) (1,422) (3,032) (55,798) (907) 2,834 (394) (907) 2,440 110 (112) (1,019) 2,550
* Gross written premiums includes inward reinsurance premiums assumed from other companies amounting to 255 million, of which 113 million relates to property and liability insurance and 142 million relates to long-term business. ** General insurance and health business segment includes gross written premiums of 942 million relating to health business. The remaining business relates to property and liability insurance.
45

(ii) Segmental income statement products and services for the year ended 31 December 2009
General insurance and Fund health** management m m
Long-term business m
Other m
Total m
Gross written premiums* Premiums ceded to reinsurers Net written premiums Net change in provision for unearned premiums Net earned premiums Fee and commission income Net investment (expense)/income Inter-segment revenue Share of loss of joint ventures and associates Profit on the disposal of subsidiaries and associates Segmental income Claims and benefits paid, net of recoveries from reinsurers Change in insurance liabilities, net of reinsurance Change in investment contract provisions Change in unallocated divisible surplus Amortisation of acquired value of in-force business Depreciation and other amortisation expense Other operating expenses Impairment losses Inter-segment expenses Finance costs Segmental expenses Profit/(loss) before tax Tax attributable to policyholder returns Profit/(loss) before tax attributable to shareholders Adjusted for non-operating items Operating profit/(loss) before tax attributable to shareholders profits
24,722 (1,801) 22,921 22,921 703 23,624 23,148 (449) (4)
9,968 (775) 9,193 559 9,752 131 9,883 1,310 2
548 548 10 189 (16) 731
34,690 (2,576) 32,114 559 32,673 407 1,789 407 34,462 687 25,155 189 (41) (504) 157 153 1,210 59,455
46,319 11,195 (20,442) (7,107) (6,229) 547 (11,185) (1,547) (249) (147) (53) (3,192) (3,465) (429) (85) (178) (11) (300) (62) (43,898) (10,236) 2,421 (217) 2,204 (317) 1,887 959 959 1 960
(27,549) (5,682) (11,185) (1,547) (249) (7) (93) (300) (554) (1,394) (8,605) (94) (608) (189) (62) (1,095) (1,519) (623) (2,676) (57,433) 108 108 25 133 (1,466) (1,466) 508 (958) 2,022 (217) 1,805 217 2,022
* Gross written premiums includes inward reinsurance premiums assumed from other companies amounting to 207 million, of which 51 million relates to property and liability insurance and 156 million relates to long-term business. ** General insurance and health business segment includes gross written premiums of 841 million relating to health business. The remaining business relates to property and liability insurance.
(iii) Segmental statement of financial position products and services as at 31 December 2010
Longterm business m General insurance and health m Fund management m
Other m
Total m
Goodwill Acquired value of in-force business and intangible assets Interests in, and loans to, joint ventures and associates Property and equipment Investment property Loans Financial investments Deferred acquisition costs Other assets Total assets Gross insurance liabilities Gross liabilities for investment contracts Unallocated divisible surplus Net asset value attributable to unit holders Borrowings Other liabilities, including inter-segment liabilities Total liabilities Total equity Total equity and liabilities
1,615 2,328 2,630 472 12,490 28,596 237,659 4,261 34,678 324,729 160,579 117,787 3,428 5,892 3,653 14,334 305,673
459 356 6 47 146 664 11,481 1,141 7,517 21,817 17,121 8 86 (1,129) 16,086
28 59 18 82 14 1,627 1,828 139 1,361 1,500
1,289 63 1 213 428 13,814 4,066 1,859 21,733 3,132 11,071 14,920 29,123
3,391 2,806 2,637 750 13,064 43,074 253,288 5,416 45,681 370,107 177,700 117,787 3,428 9,032 14,949 29,486 352,382 17,725 370,107
46

(iv) Segmental statement of financial position products and services as at 31 December 2009
Longterm business m General insurance Fund and health management m m Restated Total m
Other m
Goodwill Acquired value of in-force business and intangible assets Interests in, and loans to, joint ventures and associates Property and equipment Investment property Loans Financial investments Deferred acquisition costs Other assets Total assets Gross insurance liabilities Gross liabilities for investment contracts Unallocated divisible surplus Net asset value attributable to unit holders Borrowings Other liabilities, including inter-segment liabilities Total liabilities Total equity Total equity and liabilities
1,616 462 2,396 382 2,851 5 397 48 11,138 191 26,915 769 220,660 11,548 4,069 1,227 38,469 7,014 308,511 21,646 153,628 17,464 110,015 3,866 6,841 13 3,780 89 13,064 (606) 291,194 16,960
2 1,301 3,381 12 70 2,860 44 82 2,982 12 296 753 1,093 12,422 5 13,390 41,079 65 6,406 238,679 20 5,316 523 913 46,919 683 23,551 354,391 171,092 110,015 3,866 3,040 9,894 11,131 15,000 414 16,566 29,438 414 30,737 339,305 15,086 354,391
A5 Tax
This note analyses the tax charge for the year and explains the factors that affect it.
(a) Tax charged/(credited) to the income statement
(i) The total tax charge comprises:

2010 m 2009 m
Current tax For this year Prior year adjustments Total current tax Deferred tax Origination and reversal of temporary differences Changes in tax rates or tax laws Write-(back)/down of deferred tax assets Total deferred tax Total tax charged to income statement
590 (46) 544 505 (40) (67) 398 942
617 (164) 453 231 2 21 254 707
(ii) The Group, as a proxy for policyholders in the UK, Ireland, Singapore and Australia (prior to its disposal in 2009), is required to record taxes on investment income and gains each year. Accordingly, the tax benefit or expense attributable to UK, Irish, Singapore and Australian life insurance policyholder returns is included in the tax charge. The tax charge attributable to policyholders returns included in the charge above is 394 million (2009: 217 million). (iii) The tax charge can be analysed as follows:
2010 m 2009 m
UK tax Overseas tax
447 495 942
225 482 707
(iv) Unrecognised tax losses and temporary differences of previous years were used to reduce current tax expense and deferred tax expense by 34 million and 88 million respectively (2009: 59 million and 10 million respectively).
47
A5 Tax continued
(v) Deferred tax charged to the income statement represents movements on the following items:
2010 m 2009 m
Long-term business technical provisions and other insurance items Deferred acquisition costs Unrealised gains on investments Pensions and other post-retirement obligations Unused losses and tax credits Subsidiaries, associates and joint ventures Intangibles and additional value of in-force long-term business Provisions and other temporary differences Total deferred tax charged to income statement
235 199 97 50 117 2 (114) (188) 398
(876) 261 963 (72) (182) 12 (21) 169 254
(b) Tax charged/(credited) to other comprehensive income
(i) The total tax charge comprises:

2010 m 2009 m
Current tax In respect of pensions and other post-retirement obligations In respect of foreign exchange movements Deferred tax In respect of pensions and other post-retirement obligations In respect of fair value losses on owner-occupied properties In respect of unrealised gains on investments Total tax charged to other comprehensive income
(29) (5) (34) (23) (10) 179 146 112
(45) 241 196 196
(ii) The tax charge attributable to policyholders returns included above is nil (2009: nil).
(c) Tax credited to equity
Tax credited directly to equity in the year amounted to 17 million (2009: 17 million), and is wholly in respect of coupon payments on direct capital instruments.
(d) Tax reconciliation
The tax on the Groups profit before tax differs from the theoretical amount that would arise using the tax rate of the home country of the Company as follows:
2010 m 2009 m
Profit before tax Tax calculated at standard UK corporation tax rate of 28% (2009: 28%) Different basis of tax policyholders Adjustment to tax charge in respect of prior years Non-assessable income Non-taxable profit on sale of subsidiaries and associates Disallowable expenses Different local basis of tax on overseas profits Reduction in future local statutory tax rates Movement in deferred tax not recognised Other Total tax charged to income statement
2,834 794 272 (28) (93) (44) 142 95 (26) (156) (14) 942
2,022 566 82 (113) (105) (44) 279 50 (15) 7 707
A gradual reduction in the UK corporation tax rate from 28% to 24% over four years was announced in the Emergency Budget of 22 June 2010. The Finance (No. 2) Act 2010 enacted the first of the 1% rate reductions with effect from April 2011, the effect of which is shown in the table above. Subsequent reductions will be dealt with by future legislation. The benefit to the Groups net assets from the further 3% reduction in the rate is estimated as approximately 90 million in total and will be recognised as the legislation is substantively enacted.
48
A6 Earnings per share

This note shows how we calculate earnings per share, based both on the present shares in issue (the basic earnings per share) and the potential future shares in issue, including conversion of share options granted to employees (the diluted earnings per share). We have also shown the same calculations based on our operating profit as we believe this gives a better indication of operating performance.
(a) Basic earnings per share
(i) The profit attributable to ordinary shareholders is:

2010 Operating profit m Adjusting items m Total m
Profit before tax attributable to shareholders profits Tax attributable to shareholders profits Profit for the year Amount attributable to non-controlling interests Cumulative preference dividends for the year Coupon payments in respect of direct capital instruments (DCI) (net of tax) Profit attributable to ordinary shareholders
2,550 (625) 1,925 (332) (17) (42) 1,534
(110) 77 (33) (97) (130)
2,440 (548) 1,892 (429) (17) (42) 1,404

2009
Operating profit m
Adjusting items m
Total m
Profit before tax attributable to shareholders profits Tax attributable to shareholders profits Profit for the year Amount attributable to non-controlling interests Cumulative preference dividends for the year Coupon payments in respect of direct capital instruments (DCI) (net of tax) Profit attributable to ordinary shareholders
2,022 (547) 1,475 (193) (17) (44) 1,221
(217) 57 (160) (37) (197)
1,805 (490) 1,315 (230) (17) (44) 1,024
(ii) Basic earnings per share is calculated as follows:

2010 Net of tax, noncontrolling interests, preference dividends Before tax and DCI m m
Per share p
Operating profit attributable to ordinary shareholders Non-operating items: Investment return variances and economic assumption changes on long-term business Short-term fluctuation in return on investments backing non-long-term business Economic assumption changes on general insurance and health business Impairment of goodwill Amortisation and net impairment of intangibles Profit on the disposal of subsidiaries and associates Integration and restructuring costs and exceptional items Profit attributable to ordinary shareholders
2,550 791 (243) (61) (24) (216) 159 (516) 2,440
1,534 243 (167) (44) (24) (128) 161 (171) 1,404
55.1 8.7 (6.0) (1.6) (0.9) (4.6) 5.8 (6.1) 50.4
49
A6 Earnings per share continued

2009 Net of tax, noncontrolling interests, preference dividends and DCI m
Before tax m
Per share p
Operating profit attributable to ordinary shareholders Non-operating items: Investment return variances and economic assumption changes on long-term business Short-term fluctuation in return on investments backing non-long-term business Economic assumption changes on general insurance and health business Impairment of goodwill and other amounts expensed Amortisation and net impairment of intangibles Profit on the disposal of subsidiaries and associates Integration and restructuring costs and exceptional items Profit attributable to ordinary shareholders
2,022 (75) 95 57 (62) (144) 153 (241) 1,805
1,221 (120) 158 41 (62) (38) 153 (329) 1,024
45.1 (4.4) 5.8 1.5 (2.3) (1.4) 5.7 (12.2) 37.8
(iii) The calculation of basic earnings per share uses a weighted average of 2,784 million (2009: 2,705 million) ordinary shares in issue, after deducting shares owned by the employee share trusts. The actual number of shares in issue at 31 December 2010 was 2,820 million (2009: 2,767 million) and 2,812 million (2009: 2,749 million) excluding shares owned by the employee share trusts .
(b) Diluted earnings per share
(i) Diluted earnings per share is calculated as follows:

2010 Weighted average number of shares m
Total m
Per share p
Profit attributable to ordinary shareholders Dilutive effect of share awards and options Diluted earnings per share
1,404 1,404
2,784 47 2,831
50.4 (0.8) 49.6

2009
Total m
Weighted average number of shares m
Per share p
Profit attributable to ordinary shareholders Dilutive effect of share awards and options Diluted earnings per share
1,024 1,024
2,705 25 2,730
37.8 (0.3) 37.5
(ii) Diluted earnings per share on operating profit attributable to ordinary shareholders is calculated as follows:
2010 Weighted average number of shares m
Total m
Per share p
Operating profit attributable to ordinary shareholders Dilutive effect of share awards and options Diluted earnings per share
1,534 1,534
2,784 47 2,831
55.1 (0.9) 54.2

2009
Total m
Weighted average number of shares m
Per share p
Operating profit attributable to ordinary shareholders Dilutive effect of share awards and options Diluted earnings per share
1,221 1,221
2,705 25 2,730
45.1 (0.3) 44.8
50
A7 Dividends and appropriations

This note analyses the total dividends and other appropriations we have paid during the year. The table below does not include the final dividend proposed after the year end because it is not accrued in these financial statements.
2010 m 2009 m
Ordinary dividends declared and charged to equity in the year Final 2009 15.00 pence per share, paid on 17 May 2010 Final 2008 19.91 pence per share, paid on 15 May 2009 Interim 2010 9.50 pence per share, paid on 17 November 2010 Interim 2009 9.00 pence per share, paid on 17 November 2009 Preference dividends declared and charged to equity in the year Coupon payments on direct capital instruments
415 266 681 17 59 757
527 248 775 17 61 853
Subsequent to 31 December 2010, the directors proposed a final dividend for 2010 of 16.0 pence per ordinary share (2009: 15.0 pence), amounting to 451 million (2009: 415 million) in total. Subject to approval by shareholders at the AGM, the dividend will be paid on 17 May 2011 and will be accounted for as an appropriation of retained earnings in the year ending 31 December 2011. Interest on the direct capital instruments issued in November 2004 is treated as an appropriation of retained profits and, accordingly, it is accounted for when paid. Tax relief is obtained at a rate of 28.0% (2009: 28.0%).
A8 Insurance liabilities
This note analyses our insurance contract liabilities by type of product and describes how we calculate these liabilities and what assumptions we have used.
(a) Carrying amount
Insurance liabilities at 31 December comprise:

2010 Long-term business m General insurance and health m Long-term business m General insurance and health m 2009
Total m
Total m
Long-term business provisions Participating Unit-linked non-participating Other non-participating Outstanding claims provisions Provision for claims incurred but not reported Provision for unearned premiums Provision arising from liability adequacy tests Other technical provisions Total Less: Obligations to staff pension schemes transferred to provisions Amounts classified as held for sale
64,043 21,450 75,453 160,946 1,078 1,078 162,024 (1,445) 160,579
9,528 2,735 12,263 4,855 2 1 17,121 17,121
64,043 21,450 75,453 160,946 10,606 2,735 13,341 4,855 2 1 179,145 (1,445) 177,700
64,702 21,268 68,088 154,058 921 921 154,979 (1,351) 153,628
9,977 2,719 12,696 4,781 7 17,484 (20) 17,464
64,702 21,268 68,088 154,058 10,898 2,719 13,617 4,781 7 172,463 (1,351) (20) 171,092
During 2010, the Group conducted a review of its classification of linked liabilities, following refinement of our policy which now defines unit-linked liabilities as those where all risks attached to the assets held to back those liabilities are borne by the policyholders. The review resulted in a reclassification of 1,890 million of insurance liabilities previously included as unit-linked non-participating liabilities as at 31 December 2009 to other non-participating liabilities. As a result of this reclassification, assets held to cover linked liabilities have also decreased by 1,890 million.
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A8 Insurance liabilities continued

(b) Long-term business liabilities (i) Business description
The Group underwrites long-term business in a number of countries as follows: In the UK mainly in: New With-Profits sub-fund (NWPSF) of Aviva Life & Pensions UK (UKLAP), where the with-profit policyholders are entitled to at least 90% of the distributed profits, the shareholders receiving the balance. Any surplus or deficit emerging in NWPSF that is not distributed as bonus will be transferred from this sub-fund to the Reattributed Inherited Estate External Support Account (RIEESA). Old With-Profits sub-fund (OWPSF), With-Profits sub-fund (WPSF) and Provident Mutual sub-fund (PMSF) of UKLAP, where the with-profit policyholders are entitled to at least 90% of the distributed profits, the shareholders receiving the balance. Non-profit funds of Aviva Annuity UK and UKLAP, where shareholders are entitled to 100% of the distributed profits. Shareholder profits on unitised with-profit business written by WPSF and on stakeholder unitised with-profit business are derived from management fees and policy charges, and emerge in the non-profit funds. The RIEESA of UKLAP, which is a non-profit fund where shareholders are entitled to 100% of the distributed profits, but these cannot be distributed until the lock-in criteria set by the Reattribution Scheme have been met. RIEESA will be used to write non-profit business and also to provide capital support to NWPSF. In France, where the majority of policyholders benefits are determined by investment performance, subject to certain guarantees, and shareholders profits are derived largely from management fees. In addition, a substantial number of policies participate in investment returns, with the balance being attributable to shareholders. In the Netherlands, the balance of profits, after providing appropriate returns for policyholders and after tax, accrues for the benefit of the shareholders. The bases for determining returns for policyholders are complex, but are consistent with methods and criteria followed generally in the Netherlands. In addition, a substantial number of policies provide benefits that are determined by investment performance, subject to certain guarantees, and shareholders profits are derived largely from management fees. In the United States, there are two main types of business protection products and accumulation products. Protection products include interest-sensitive whole life, term life, universal life and indexed life insurance policies. The accumulation product segment includes traditional fixed and indexed deferred annuities for individuals and funding agreements for business customers. In addition, there are two closed blocks of participating contracts arising from demutualisations of subsidiary companies. All products are classified as insurance contracts except for the funding agreements and term certain immediate annuities, which are classified as non-participating investment contracts. In other overseas operations.
(ii) Group practice
The long-term business provision is calculated separately for each of the Groups life operations. The provisions for overseas subsidiaries have generally been included on the basis of local regulatory requirements, modified where necessary to reflect the requirements of the Companies Act. Material judgement is required in calculating the provisions and is exercised particularly through the choice of assumptions where discretion is permitted. In turn, the assumptions used depend on the circumstances prevailing in each of the life operations. Provisions are most sensitive to assumptions regarding discount rates and mortality/morbidity rates. Bonuses paid during the year are reflected in claims paid, whereas those allocated as part of the bonus declaration are included in the movements in the long-term business provision.
(iii) Methodology and assumptions
There are two main methods of actuarial valuation of liabilities arising under long-term insurance contracts the net premium method and the gross premium method both of which involve the discounting of projected premiums and claims. Under the net premium method, the premium taken into account in calculating the provision is determined actuarially, based on the valuation assumptions regarding discount rates, mortality and disability. The difference between this premium and the actual premium payable provides a margin for expenses. This method does not allow for voluntary early termination of the contract by the policyholder, and so no assumption is required for persistency. Explicit provision is made for vested bonuses (including those vesting following the most recent fund valuation), but no such provision is made for future regular or terminal bonuses. However, this method makes implicit allowance for future regular or terminal bonuses already earned, by margins in the valuation discount rate used. The gross premium method uses the amount of contractual premiums payable and includes explicit assumptions for interest and discount rates, mortality and morbidity, persistency and future expenses. These assumptions can vary by contract type and reflect current and expected future experience. Explicit provision is made for vested bonuses and explicit allowance is also made for future regular bonuses, but not terminal bonuses.
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(a) UK With-profit business
The valuation of with-profit business uses the methodology developed for the Realistic Balance Sheet, adjusted to remove the shareholders share of future bonuses. The key elements of the Realistic Balance Sheet methodology are the with-profit benefit reserve (WPBR) and the present value of the expected cost of any payments in excess of the WPBR (referred to as the cost of future policyrelated liabilities). The realistic liability for any contract is equal to the sum of the WPBR and the cost of future policy-related liabilities. The WPBR for an individual contract is generally calculated on a retrospective basis, and represents the accumulation of the premiums paid on the contract, allowing for investment return, taxation, expenses and any other charges levied on the contract. For a small proportion of business, a prospective valuation approach is used, including allowance for anticipated future regular and final bonuses. The items included in the cost of future policy-related liabilities include: Maturity Guarantees Guaranteed Annuity Options GMP underpin on Section 32 transfers Expected payments under Mortgage Endowment Promise In the Provident Mutual and With-Profits sub-funds in UKLAP, this is offset by the expected cost of charges to WPBR to be made in respect of guarantees. The cost of future policy-related liabilities is determined using a market-consistent approach and, in the main, this is based on a stochastic model calibrated to market conditions at the end of the reporting period. Non-market-related assumptions (for example, persistency, mortality and expenses) are based on experience, adjusted to take into account future trends. The principal assumptions underlying the cost of future policy related liabilities are as follows:
Future investment return
A risk-free rate equal to the spot yield on UK Government securities, plus a margin of 0.1% is used. The rates vary, according to the outstanding term of the policy, with a typical rate as at 31 December 2010 being 3.78% (2009: 4.35%) for a policy with 10 years outstanding.
Volatility of investment return
Volatility assumptions are set with reference to implied volatility data on traded market instruments, where available or on a best estimate basis where not. These are term-dependent, with specimen values for 10 year terms as follows:
Volatility 2010 2009
Equity returns Property returns Fixed interest yields
26.1% 15.0% 13.2%
26.6% 15.0% 14.4%
The table above shows the volatility of fixed interest yields, set with reference to 20 year at-the-money swaption volatilities.
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Future regular bonuses
Annual bonus assumptions for 2011 have been set consistently with the year end 2010 declaration. Future annual bonus rates reflect the principles and practices of the fund. In particular, the level is set with regard to the projected margin for final bonus and the change from one year to the next is limited to a level consistent with past practice.
Mortality
Mortality assumptions are set with regard to recent company experience and general industry trends. The mortality tables used in the valuation are summarised below:
Mortality table used 2010 2009
Assurances, pure endowments and deferred annuities before vesting Pensions business after vesting and pensions annuities in payment
Nil or Axx00 adjusted PCMA00/PCFA00 adjusted plus allowance for future mortality improvement
Nil or Axx00 adjusted PCMA00/PCFA00 adjusted plus allowance for future mortality improvement
Non-profit business
Conventional non-profit contracts, including those written in the with-profit funds, are valued using gross premium methods which discount projected future cash flows. The cash flows are calculated using the amount of contractual premiums payable, together with explicit assumptions for investment returns, inflation, discount rates, mortality, morbidity, persistency and future expenses. These assumptions vary by contract type and reflect current and expected future experience. For unit-linked and some unitised with-profit business, the provisions are valued by adding a prospective non-unit reserve to the bid value of units. The prospective non-unit reserve is calculated by projecting the future non-unit cash flows on the assumption that future premiums cease, unless it is more onerous to assume that they continue. Where appropriate, allowance for persistency is based on actual experience. Valuation discount rate assumptions are set with regard to yields on the supporting assets and the general level of long-term interest rates as measured by gilt yields. An explicit allowance for risk is included by restricting the yields for equities and properties with reference to a margin over long-term interest rates or by making an explicit deduction from the yields on corporate bonds, mortgages and deposits, based on historical default experience of each asset class. A further margin for risk is then deducted for all asset classes. The provisions held in respect of guaranteed annuity options are a prudent assessment of the additional liability incurred under the option on a basis and method consistent with that used to value basic policy liabilities, and includes a prudent assessment of the proportion of policyholders who will choose to exercise the option. Valuation discount rates for business in the non-profit funds are as follows:
Valuation discount rates 2010 2009
Assurances Life conventional non-profit Pensions conventional non-profit Deferred annuities Non-profit in deferment Non-profit in payment Annuities in payment Conventional annuity Non-unit reserves Life Pensions
2.8% to 3.5% 3.5% to 3.7% 3.9% 3.5% to 3.7% 3.9% to 5.4% 3.1% 3.8%
3.0% to 3.8% 3.8% to 4.0% 4.2% 3.8% to 4.0% 4.2% to 5.7% 3.3% 4.1%
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Mortality assumptions are set with regard to recent company experience and general industry trends. The mortality tables used in the valuation are summarised below:
Mortality tables used 2010 2009
Assurances Non-profit
AM00/AF00 or TM00/TF00 AM00/AF00 or TM00/TF00 adjusted adjusted for smoker status and for smoker status and age/sex age/sex specific factors specific factors AM00/AF00 adjusted PCMA00/PCFA00 adjusted plus allowance for future mortality improvement IML00/IFL00 adjusted plus allowance for future mortality improvement AM00/AF00 adjusted PCMA00/PCFA00 adjusted plus allowance for future mortality improvement IML00/IFL00 adjusted plus allowance for future mortality improvement
Pure endowments and deferred annuities before vesting Pensions business after vesting Annuities in payment General annuity business
(b) France
The majority of reserves arise from a single premium savings product and is based on the accumulated fund value, adjusted to maintain consistency with the value of the assets backing the policyholder liabilities. The net premium method is used for prospective valuations, in accordance with local regulation, where the valuation assumptions depend on the date of issue of the contract. The valuation discount rate also depends on the original duration of the contract and mortality rates are based on industry tables.
Valuation discount rates 2010 and 2009 Mortality tables used 2010 and 2009
Life assurances
0% to 4.5%
Annuities
0% to 4.5%
TD73-77, TD88-90, TH00-02, TGF05/TGH05; H_AVDBS, F_AVDBS, H_SSDBS and F_SSDBS (in 2010) TPRV (prospective table)
(c) Netherlands
On transition to IFRS, the valuation of most long-term insurance and participating investment contracts was changed from existing methods that used historic assumptions to an active basis using current market interest rates. A liability adequacy test is performed in line with IFRS requirements. Where liabilities are based on current market interest rates and assets are valued at market value, the margin in the liability adequacy test is determined by comparison of the liabilities with the present value of best estimate cash flows. The yield curve is constructed from yields on collateralised AAA bonds. Annuitant mortality assumptions were revised in 2010.
Valuation discount rates 2010 and 2009 Mortality tables used 2010 and 2009
Life assurances Annuities in deferment and in payment
Market risk-free yield curves, based on iBoxx index for collateralised AAA bonds Market risk-free yield curves, based on iBoxx index for collateralised AAA bonds
GBM 61-65, GBM/V 76-80, GBM 80-85, GBM/V 85-90 and GBM/V 90-95 GBM/V 76-80, GBM/V 85-90, GBM/V 95-00, Coll 1993/2003 and DIL 98, plus further allowance for future mortality improvement; CBS2010 (in 2010)
(d) United States
For the major part of our US business, insurance liabilities are measured in accordance with US GAAP as at the date of acquisition. The liability for future policy benefits for traditional life insurance is computed using the net level method, based on guaranteed interest and mortality rates as used in calculating cash surrender values. Reserve interest assumptions ranged from 2.00% to 7.50% in 2010 (2009: 2.00% to 7.50%).The weighted average interest rate for all traditional life policy reserves in 2010 was 4.50% (2009: 4.47%).
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Future policy benefit reserves for universal life insurance, deferred annuity products and funding agreements are computed under a retrospective deposit method and represent policy account balances before applicable surrender charges. For the indexed products, the liability held is calculated based on the option budget method and is equal to the host contract and the calculated value of the derivative. The value of the derivative is based on the present value of the difference between the projected fund value and the underlying fund guarantee. The range of interest crediting rates for deferred annuity products, the largest component of the US business, excluding sales inducement payouts, was 1.00% to 5.20% in 2010 (2009: 2.00% to 6.00%). An additional liability is established for universal life contracts with death or other insurance benefit features, which is determined using an equally-weighted range of scenarios with respect to investment returns, policyholder lapses, benefit election rates, premium payout patterns and mortality. The additional liability represents the present value of future expected benefits based on current product assumptions. The indexed life and annuity products guarantee the return of principal to the customer, and credit interest based on certain indices. A portion of the premium from each customer is invested in fixed income securities and is intended to cover the minimum guaranteed value. A further portion of the premium is used to purchase derivatives to hedge the growth in interest credited to the customer as a direct result of increases in the related indices. Both the derivatives and the options embedded in the policy are valued at their fair value. Deferred income reserves are established for fees charged for insurance benefit features which are assessed in a manner that is expected to result in higher profits in earlier years, followed by lower profits or losses in subsequent years. The excess charges are deferred and amortised using the same assumptions and factors used to amortise deferred acquisition costs. Shadow adjustments may be made to deferred acquisition costs, acquired value of in-force business, deferred income reserves and contract liabilities. The shadow adjustments are recognised directly in other comprehensive income so that unrealised gains or losses on investments that are recognised directly in other comprehensive income affect the measurement of the liability, or related assets, in the same way as realised gains or losses.
(e) Other countries
In all other countries, local generally accepted interest rates and published standard mortality tables are used for different categories of business as appropriate. The tables are based on relevant experience and show mortality rates, by age, for specific groupings of people.
(iv) Movements
The following movements have occurred in the long-term business provisions during the year:
2010 m 2009 m
Carrying amount at 1 January Provisions in respect of new business Expected change in existing business provisions Variance between actual and expected experience Impact of other operating assumption changes Impact of economic assumption changes Exceptional strengthening of longevity assumptions Other movements Change in liability recognised as an expense Effect of portfolio transfers, acquisitions and disposals Foreign exchange rate movements Carrying amount at 31 December
154,058 156,188 12,502 11,105 (9,259) (7,625) 1,858 2,154 (520) (121) 1,959 (404) 483 (197) 1,112 6,826 6,221 1,117 (67) (1,055) (8,284) 160,946 154,058
The variance between actual and expected experience of 1.9 billion in 2010 was primarily driven by favourable movements in investment markets, which had a direct or indirect impact on liability values. Equity markets increased, government bond yields fell in major markets and credit spreads on corporate bonds were broadly unchanged. For many types of long-term business, including unitlinked and participating funds, movements in asset values are offset by corresponding changes in liabilities, limiting the net impact on profit. Minor variances arise from differences between actual and expected experience for persistency, mortality and other demographic factors. The impact of assumption changes in the above analysis shows the resulting movement in the carrying value of insurance liabilities. A strengthening of longevity assumptions was made in the Netherlands, following the publication of new mortality tables, which is separately identified as an exceptional item. The reduction in liabilities from other operating assumption changes mainly relates to assurance mortality assumptions in the UK and Ireland, with a corresponding reduction made to reassurance assets. The 2.0 billion impact of economic assumption changes reflects reductions in valuation interest rates. For participating business, a movement in liabilities is generally offset by a corresponding adjustment to the unallocated divisible surplus and does not impact on profit.
(c) General insurance and health liabilities (i) Provisions for outstanding claims
Delays occur in the notification and settlement of claims and a substantial measure of experience and judgement is involved in assessing outstanding liabilities, the ultimate cost of which cannot be known with certainty at the statement of financial position date. The reserves for general insurance and health business are based on information currently available. However, it is inherent in the nature of the business written that the ultimate liabilities may vary as a result of subsequent developments.
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Provisions for outstanding claims are established to cover the outstanding expected ultimate liability for losses and loss adjustment expenses (LAE) in respect of all claims that have already occurred. The provisions established cover reported claims and associated LAE, as well as claims incurred but not yet reported and associated LAE. We only establish loss reserves for losses that have already occurred. We therefore do not establish catastrophe equalisation reserves that defer a share of income in respect of certain lines of business from years in which a catastrophe does not occur to future periods in which catastrophes may occur. When calculating reserves, we take into account estimated future recoveries from salvage and subrogation, and a separate asset is recorded for expected future recoveries from reinsurers after considering their collectability. The table below shows the split of total general insurance and health outstanding claim provisions and IBNR provisions, gross of reinsurance, by major line of business.
As at 31 December 2010 Outstanding claim provisions m IBNR Total claim provisions provisions m m Outstanding claim provisions m As at 31 December 2009 IBNR provisions m Total claim provisions m
Motor Property Liability Creditor Other
4,419 1,669 2,388 77 975 9,528
924 188 1,303 24 296
5,343 1,857 3,691 101 1,271
4,411 1,697 2,707 170 992 9,977
753 196 1,379 17 374
5,164 1,893 4,086 187 1,366
2,735 12,263
2,719 12,696
(ii) Discounting
Outstanding claims provisions are based on undiscounted estimates of future claim payments, except for the following classes of business for which discounted provisions are held:
Rate Class 2010 2009 2010 Mean term of liabilities 2009
Netherlands Permanent health and injury Reinsured London Market business Latent claims Structured settlements
3.75% 3.30% 0.88% to 4.18% 3.20%
3.48% 4.00% 0.82% to 4.84% 3.30%
7 years 12 years 7 to 15 years 35 years
8 years 10 years 8 to 15 years 35 years
The gross outstanding claims provision before discounting was 13,179 million (2009: 13,576 million). The period of time which will elapse before the liabilities are settled has been estimated by modelling the settlement patterns of the underlying claims. The discount rate that has been applied to latent claims reserves is based on the relevant swap curve in the relevant currency having regard to the expected settlement dates of the claims. The range of discount rates used depends on the duration of the claims and is given in the table above. The duration of the claims span over 35 years, with the average duration being between 7 and 15 years depending on the geographical region. Any change in discount rates between the start and the end of the accounting period is reflected below operating profit as an economic assumption change. During 2010, we have continued to experience an increase in the number of bodily injury claims settled by periodic payment orders (PPOs) or structured settlements, especially in the UK, which are reserved for on a discounted basis.
(iii) Assumptions
Outstanding claims provisions are estimated based on known facts at the date of estimation. Case estimates are generally set by skilled claims technicians, applying their experience and knowledge to the circumstances of individual claims. They take into account all available information and correspondence regarding the circumstances of the claim, such as medical reports, investigations and inspections. Claims technicians set case estimates according to documented claims department policies and specialise in setting estimates for certain lines of business or types of claim. Claims above certain limits are referred to senior claims handlers for authorisation.
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No adjustments are made to the claims technicians case estimates included in booked claim provisions, except for rare occasions when the estimated ultimate cost of a large or unusual claim may be adjusted, subject to internal reserve committee approval, to allow for uncertainty regarding, for example, the outcome of a court case. The ultimate cost of outstanding claims is then estimated by using a range of standard actuarial claims projection techniques, such as the Chain Ladder and Bornhuetter-Ferguson methods. The main assumption underlying these techniques is that a companys past claims development experience can be used to project future claims development and hence ultimate claims costs. As such, these methods extrapolate the development of paid and incurred losses, average costs per claim and claim numbers based on the observed development of earlier years and expected loss ratios. Historical claims development is mainly analysed by accident period, although underwriting or notification period is also used where this is considered appropriate. Claim development is separately analysed for each geographic area, as well as by each line of business. Certain lines of business are also further analysed by claim type or type of coverage. In addition, large claims are usually separately addressed, either by being reserved at the face value of loss adjuster estimates or separately projected in order to reflect their future development. The assumptions used in most non-life actuarial projection techniques, including future rates of claims inflation or loss ratio assumptions, are implicit in the historical claims development data on which the projections are based. Additional qualitative judgement is used to assess the extent to which past trends may not apply in the future, for example, to reflect one-off occurrences, changes in external or market factors such as public attitudes to claiming, economic conditions, levels of claims inflation, judicial decisions and legislation, as well as internal factors such as portfolio mix, policy conditions and claims handling procedures in order to arrive at a point estimate for the ultimate cost of claims that represents the likely outcome, from a range of possible outcomes, taking account of all the uncertainties involved. The range of possible outcomes does not, however, result in the quantification of a reserve range. However, the following explicit assumptions are made which could materially impact the level of booked net reserves:
UK mesothelioma claims
The level of uncertainty associated with latent claims is considerable due to the relatively small number of claims and the long-tail nature of the liabilities. UK mesothelioma claims account for a large proportion of the Groups latent claims. The key assumptions underlying the estimation of these claims include claim numbers, the base average cost per claim, future inflation in the average cost of claims, legal fees and the life expectancy of potential sufferers. The best estimate of the liabilities reflects the latest available market information and studies. Many different scenarios can be derived by flexing these key assumptions and applying different combinations of the different assumptions. An upper and lower scenario can be derived by making reasonably likely changes to these assumptions, resulting in an estimate 195 million greater than the best estimate, or 85 million lower than the best estimate. These scenarios do not, however, constitute an upper or lower bound on these liabilities.
Interest rates used to discount latent claim liabilities
The discount rates used in determining our latent claim liabilities are based on the relevant swap curve in the relevant currency at the reporting date, having regard to the duration of the expected settlement of latent claims. The range of discount rates used is shown in section (ii) above and depends on the duration of the claim and the reporting date. At 31 December 2010, it is estimated that a 1% fall in the discount rates used would increase net claim reserves by approximately 70 million, excluding the offsetting effect on asset values as assets are not hypothecated across classes of business.
Allowance for risk and uncertainty
The uncertainties involved in estimating loss reserves are allowed for in the reserving process and by the estimation of explicit reserve uncertainty distributions. The reserve estimation basis for non-life claims adopted by the Group at 31 December 2010 requires all nonlife businesses to calculate booked claim provisions as the best estimate of the cost of future claim payments, plus an explicit allowance for risk and uncertainty. The allowance for risk and uncertainty is calculated by each business unit in accordance with the requirements of the Group non-life reserving policy, taking into account the risks and uncertainties specific to each line of business and type of claim in that territory. The requirements of the Group non-life reserving policy also seek to ensure that the allowance for risk and uncertainty is set consistently across both business units and reporting periods. Changes to claims development patterns can materially impact the results of actuarial projection techniques. However, allowance for the inherent uncertainty in the assumptions underlying reserving projections is automatically allowed for in the explicit allowance for risk and uncertainty included when setting booked reserves. Lump sum payments in settlement of bodily injury claims decided by the UK courts are calculated in accordance with the Ogden Tables. The Ogden Tables contain a discount rate that is set by the Lord Chancellor and that is applied when calculating the present value of loss of earnings for claims settlement purposes. The Ogden discount rate is currently under review by the Lord Chancellor. The outcome of this review is expected to be announced in 2011 but it is still not clear whether or by how much the rate will change. A reduction in the Ogden discount rates will increase lump sum payments to UK bodily injury claimants.
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(iv) Movements
The following changes have occurred in the general insurance and health claims provisions during the year:
2010 m 2009 m
Carrying amount at 1 January Impact of changes in assumptions Claim losses and expenses incurred in the current year Decrease in estimated claim losses and expenses incurred in prior years Exceptional strengthening of general insurance latent claims provisions Incurred claims losses and expenses Less: Payments made on claims incurred in the current year Payments made on claims incurred in prior years Recoveries on claim payments Claims payments made in the year, net of recoveries Unwind of discounting Other movements in the claims provisions Change in claims reserve recognised as an expense Effect of portfolio transfers, acquisitions and disposals Foreign exchange rate movements Other movements Carrying amount at 31 December
12,696 26 6,908 (358) 10 6,586 (3,641) (3,803) 271 (7,173) 64 (18) (541) 4 102 2 12,263
14,360 (106) 7,328 (541) 60 6,741 (3,922) (3,814) 298 (7,438) 41 (656) (649) (359) 12,696
The exceptional strengthening of reserves is in respect of several specific discontinued commercial liability risks written in Canada a significant number of years ago.
(d) Loss development tables (i) Description of tables
The tables that follow present the development of claim payments and the estimated ultimate cost of claims for the accident years 2001 to 2010. The upper half of the tables shows the cumulative amounts paid during successive years related to each accident year. For example, with respect to the accident year 2002, by the end of 2010 5,814 million had actually been paid in settlement of claims. In addition, as reflected in the lower section of the table, the original estimated ultimate cost of claims of 6,250 million was re-estimated to be 6,035 million at 31 December 2010. The original estimates will be increased or decreased, as more information becomes known about the individual claims and overall claim frequency and severity. The Group aims to maintain strong reserves in respect of its general insurance and health business in order to protect against adverse future claims experience and development. As claims develop and the ultimate cost of claims become more certain, the absence of adverse claims experience will result in a release of reserves from earlier accident years, as shown in the loss development tables and movements table (c)(iv) above. However, in order to maintain overall reserve adequacy, the Group establishes strong reserves in respect of the current accident year (2010) where the development of claims is less mature and there is much greater uncertainty attaching to the ultimate cost of claims. Releases from prior accident year reserves are also due to an improvement in the estimated cost of claims. Key elements of the release from prior accident year general insurance and health net provisions during 2009 were: 230 million from the UK, including group reinsurance business, mainly due to an improved view of group reinsurance liabilities, and favourable development on personal and commercial motor claims, and commercial property and commercial liability large claims. 237 million from Europe mainly due to favourable development of personal motor and commercial property, especially in respect of large claims. 79 million from Canada mainly due to favourable experience on motor and personal property. Key elements of the release from prior accident year general insurance and health net provisions during 2010 were: 101 million from the UK, including group reinsurance business, mainly due to an improved view of group reinsurance liabilities, and favourable development on personal property claims, and commercial property and commercial liability large claims. 167 million from Europe mainly due to favourable development of personal and commercial property. 44 million from Canada mainly due to favourable experience on motor and commercial liability.
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(ii) Gross figures
Before the effect of reinsurance, the loss development table is:

All prior years m 2001 m 2002 m 2003 m 2004 m 2005 m 2006 m 2007 m 2008 m 2009 m 2010 m Total m
Accident year
Gross cumulative claim payments At end of accident year One year later Two years later Three years later Four years later Five years later Six years later Seven years later Eight years later Nine years later Estimate of gross ultimate claims At end of accident year One year later Two years later Three years later Four years later Five years later Six years later Seven years later Eight years later Nine years later Estimate of gross ultimate claims Cumulative payments Effect of discounting Present value Cumulative effect of foreign exchange movements Effect of acquisitions Present value recognised in the statement of financial position
(3,029) (4,766) (5,303) (5,701) (5,966) (6,121) (6,223) (6,294) (6,350) (6,389)
(2,952) (4,486) (4,921) (5,233) (5,466) (5,618) (5,715) (5,767) (5,814)
(2,819) (4,190) (4,613) (4,972) (5,258) (5,409) (5,527) (5,594)
(2,971) (4,561) (4,981) (5,263) (5,448) (5,617) (5,725)
(3,345) (5,011) (5,449) (5,784) (6,001) (6,156)
(3,653) (5,525) (5,971) (6,272) (6,531)
(4,393) (4,915) (3,780) (3,502) (6,676) (7,350) (5,464) (7,191) (7,828) (7,513)
6,590 6,250 6,385 6,891 7,106 7,533 8,530 9,508 7,364 6,911 6,770 6,372 6,172 6,557 6,938 7,318 8,468 9,322 7,297 6,775 6,287 6,124 6,371 6,813 7,243 8,430 9,277 6,798 6,257 6,036 6,178 6,679 7,130 8,438 6,754 6,205 5,932 6,008 6,603 7,149 6,679 6,122 5,853 6,003 6,605 6,630 6,056 5,813 5,953 6,576 6,044 5,792 6,600 6,035 6,577 6,577 6,035 5,792 5,953 6,605 7,149 8,438 9,277 7,297 6,911 (6,389) (5,814) (5,594) (5,725) (6,156) (6,531) (7,513) (7,828) (5,464) (3,502) 3,040 188 221 198 228 449 618 925 1,449 1,833 3,409 12,558 (6) (747) (11) (29) (7) (28) (27) (9) (11) (24) (17) (916) 2,293 182 210 169 221 421 591 916 1,438 1,809 3,392 11,642 2,293 29 7 218
31 8
249
47 50
266
52 10
283
85 18
524
122 15
728
111 27
1,054
(16) 8 1,430
17 1,826
478 143
3,392 12,263
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(iii) Net of reinsurance
After the effect of reinsurance, the loss development table is:

All prior years m 2001 m 2002 m 2003 m 2004 m 2005 m 2006 m 2007 m 2008 m 2009 m 2010 m Total m
Accident year
Net cumulative claim payments At end of accident year One year later Two years later Three years later Four years later Five years later Six years later Seven years later Eight years later Nine years later Estimate of net ultimate claims At end of accident year One year later Two years later Three years later Four years later Five years later Six years later Seven years later Eight years later Nine years later Estimate of net ultimate claims Cumulative payments Effect of discounting Present value Cumulative effect of foreign exchange movements Effect of acquisitions Present value recognised in the statement of financial position 1,750 (414) 1,336 1,336
(2,970) (4,624) (5,088) (5,436) (5,648) (5,763) (5,841) (5,896) (5,954) (5,979)
(2,913) (4,369) (4,779) (5,064) (5,297) (5,424) (5,508) (5,552) (5,598)
(2,819) (4,158) (4,565) (4,924) (5,180) (5,325) (5,442) (5,502)
(2,870) (4,378) (4,712) (4,986) (5,163) (5,327) (5,430)
(3,281) (4,925) (5,344) (5,671) (5,892) (6,039)
(3,612) (5,442) (5,881) (6,181) (6,434)
(4,317) (4,808) (3,650) (3,386) (6,542) (7,165) (5,286) (7,052) (7,638) (7,356)
6,186 6,037 6,218 6,602 6,982 7,430 8,363 9,262 7,115 6,650 6,333 6,038 6,093 6,266 6,818 7,197 8,302 9,104 7,067 6,321 5,997 6,037 6,082 6,688 7,104 8,244 9,028 6,329 5,973 5,942 5,882 6,544 6,996 8,249 6,286 5,912 5,851 5,709 6,476 6,980 6,219 5,855 5,772 5,699 6,448 6,173 5,786 5,683 5,639 6,109 5,754 5,663 6,130 5,742 6,090 6,090 5,742 5,663 5,639 6,448 6,980 8,249 9,028 7,067 6,650 (5,979) (5,598) (5,502) (5,430) (6,039) (6,434) (7,356) (7,638) (5,286) (3,386) 111 (3) 108 15 6 129 144 (5) 139 27 7 173 161 (8) 153 42 36 231 209 (3) 206 48 8 262 409 (3) 406 80 13 499 546 (5) 541 116 13 670 893 (9) 884 106 20 1,010 1,390 (11) 1,379 (14) 8 1,373 1,781 (24) 1,757 17 1,774 3,264 10,658 (16) (501) 3,248 10,157 437 111
3,248 10,705
In the loss development tables shown above, the cumulative claim payments and estimates of cumulative claims for each accident year are translated into sterling at the exchange rates that applied at the end of that accident year. The impact of using varying exchange rates is shown at the bottom of each table. Disposals are dealt with by treating all outstanding and IBNR claims of the disposed entity as paid at the date of disposal. The loss development tables above include information on asbestos and environmental pollution claims provisions from business written before 2001. The undiscounted claim provisions, net of reinsurance, in respect of this business at 31 December 2010 were 939 million (2009: 968 million). The movement in the year reflects exceptional strengthening of provisions by 10 million (2009: 60 million) in respect of several specific discontinued commercial liability risks written in Canada a significant number of years ago, other strengthening of 66 million (2009: 62 million release), claim payments, reinsurance recoveries and foreign exchange rate movements.
(e) Provision for unearned premiums Movements
The following changes have occurred in the provision for unearned premiums (UPR) during the year:
2010 m 2009 m
Carrying amount at 1 January Premiums written during the year Less: Premiums earned during the year Change in UPR recognised as income Gross portfolio transfers and acquisitions Foreign exchange rate movements Carrying amount at 31 December
4,781 10,469 (10,424) 45 (14) 43 4,855
5,493 9,968 (10,613) (645) (67) 4,781
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A9 Liability for investment contracts

This note analyses our investment contract liabilities by type of product and describes how we calculate these liabilities and what assumptions we have used.
(a) Carrying amount
The liability for investment contracts at 31 December comprised:

2010 m 2009 m
Long-term business
Participating contracts Non-participating contracts at fair value Non-participating contracts at amortised cost
Total
69,482 46,124 2,181 48,305
66,559 41,289 2,167 43,456
117,787 110,015
(b) Long-term business investment liabilities
Investment contracts are those that do not transfer significant insurance risk from the contract holder to the issuer, and are therefore treated as financial instruments under IFRS. Many investment contracts contain a discretionary participation feature in which the contract holder has a contractual right to receive additional benefits as a supplement to guaranteed benefits. These are referred to as participating contracts and are measured according to the methodology and Group practice for long-term business liabilities. They are not measured at fair value as there is currently no agreed definition of fair valuation for discretionary participation features under IFRS. In the absence of such a definition, it is not possible to provide a range of estimates within which a fair value is likely to fall. The IASB has deferred consideration of participating contracts to Phase II of its insurance contracts project. For participating business, the discretionary participation feature is recognised separately from the guaranteed element and is classified as a liability, referred to as unallocated distributable surplus. Investment contracts that do not contain a discretionary participation feature are referred to as non-participating contracts and the liability is measured at either fair value or amortised cost. Of the non-participating investment contracts measured at fair value, 44,631 million are unit-linked in structure and the fair value liability is equal to the unit reserve plus additional non-unit reserves if required on a fair value basis. These contracts are classified as Level 1 in the fair value hierarchy, as the unit reserve is calculated as the publicly quoted unit price multiplied by the number units in issue, and any non-unit reserve is insignificant. For unit-linked business, a deferred acquisition cost asset and deferred income reserve liability are recognised in respect of transaction costs and front-end fees respectively, that relate to the provision of investment management services, and which are amortised on a systematic basis over the contract term. In the United States, funding agreements consist of one to ten year fixed rate contracts. These contracts may not be cancelled by the holders unless there is a default under the agreement, but may, subject to a call premium, be terminated by Aviva at any time. Aviva issued no new funding agreements in 2010. The weighted average interest rates for fixed-rate and floating-rate funding agreements as at 31 December 2010 were 4.758% and 0.434% respectively. Funding agreements issued before 2008 are measured at fair value equal to the present value of contractual cash flows and, for business issued since 2008, are measured at amortised cost. Most funding agreements are fully collateralised and therefore their fair values are not adjusted for own credit risk. Funding agreements carried at fair value total 1.0 billion and are classified as Level 2 in the fair value hierarchy. There is a small volume of annuity certain business for which the liability is measured at amortised cost using the effective interest method. The fair value of contract liabilities measured at amortised cost is not materially different from the amortised cost liability.
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A9 Liability for investment contracts continued

(c) Movements in the year
The following movements have occurred in the year:

(i) Participating investment contracts
2010 m 2009 m
Carrying amount at 1 January Provisions in respect of new business Expected change in existing business provisions Variance between actual and expected experience Impact of operating assumption changes Impact of economic assumption changes Other movements Change in liability recognised as an expense Effect of portfolio transfers, acquisitions and disposals Foreign exchange rate movements Other movements Carrying amount at 31 December
66,559 6,169 (2,400) 845 36 240 (65) 4,825 (1,918) 16
65,278 5,973 (1,256) 2,469 (49) (57) (1,316) 5,764 (246) (4,256) 19
69,482 66,559
The variance between actual and expected experience of 0.8 billion was primarily driven by favourable movements in investment markets in 2010, which had a direct or indirect impact on liability values. Equity markets increased, government bond yields fell in major markets and credit spreads on corporate bonds were broadly unchanged. For many types of long-term business, including unitlinked and participating funds, movements in asset values are offset by corresponding changes in liabilities, limiting the net impact on profit. Minor variances arise from differences between actual and expected experience for persistency, mortality and other demographic factors. The impact of assumption changes in the above analysis shows the resulting movement in the carrying value of participating investment contract liabilities. The 0.8 billion variance between actual and expected experience is not a change in assumptions. For participating business, a movement in liabilities is generally offset by a corresponding adjustment to the unallocated divisible surplus and does not impact on profit. Where assumption changes do impact on profit, together with the impact of movements in related non-financial assets.
(ii) Non-participating investment contracts
2010 m 2009 m
Carrying amount at 1 January
Provisions in respect of new business Expected change in existing business provisions Variance between actual and expected experience Impact of operating assumption changes Impact of economic assumption changes Other movements Change in liability Effect of portfolio transfers, acquisitions and disposals Foreign exchange rate movements
Carrying amount at 31 December
43,456 4,096 (2,145) 1,276 20 3 53 3,303 1,903 (357) 48,305
42,281 3,045 (1,847) 2,495 107 4 370 4,174 (1,596) (1,403) 43,456
The variance between actual and expected experience of 1.3 billion was primarily driven by favourable movements in investment markets in 2010, which had a direct or indirect impact on liability values. Equity markets increased, government bond yields fell in major markets and credit spreads on corporate bonds were broadly unchanged. For unit-linked investment contracts, movements in asset values are offset by corresponding changes in liabilities, limiting the net impact on profit. Minor variances arise from differences between actual and expected experience for persistency, mortality and other demographic factors. The impact of assumption changes in the above analysis shows the resulting movement in the carrying value of non-participating investment contract liabilities. The 1.3 billion variance between actual and expected experience is not a change in assumptions.
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A10 Reinsurance assets

This note details the reinsurance recoverables on our insurance and investment contract liabilities.
(a) Carrying amounts
The reinsurance assets at 31 December comprised:

2010 m 2009 m
Long-term business Insurance contracts Participating investment contracts Non-participating investment contracts Outstanding claims provisions General insurance and health Outstanding claims provisions Provisions for claims incurred but not reported Provision for unearned premiums Total
3,650 2 1,463 104 5,219 1,113 445 1,558 307 1,865 7,084
4,299 1,258 40 5,597 1,194 449 1,643 332 1,975 7,572
Of the above total, 4,675 million (2009: 4,493 million) is expected to be recovered more than one year after the statement of financial position date.
(b) Assumptions
The assumptions, including discount rates, used for reinsurance contracts follow those used for insurance contracts. Reinsurance assets are valued net of an allowance for their recoverability.
(c) Movements
The following movements have occurred in the reinsurance asset during the year:
(i) In respect of long-term business provisions
2010 m 2009 m
Carrying amount at 1 January Asset in respect of new business Expected change in existing business asset Variance between actual and expected experience Impact of other operating assumption changes Impact of economic assumption changes Other movements Change in asset Effect of portfolio transfers, acquisitions and disposals Foreign exchange rate movements Carrying amount at 31 December
5,557 358 (208) 81 (443) (25) (318) (555) 174 (61) 5,115
5,565 412 (57) (35) (189) (250) 486 367 (41) (334) 5,557
The impact of assumption changes in the above analysis shows the resulting movement in the carrying value of reinsurance assets. The reduction in the reinsurance asset from assumption changes mainly relates to assurance mortality assumptions in the UK and Ireland, with a corresponding reduction made to gross insurance contract liabilities. For participating businesses, a movement in reinsurance assets is generally offset by a corresponding adjustment to the unallocated divisible surplus and does not impact on profit.
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A10 Reinsurance assets continued

(ii) In respect of general insurance and health outstanding claims provisions and IBNR
2010 m 2009 m
Carrying amount at 1 January Impact of changes in assumptions Reinsurers share of claim losses and expenses Incurred in current year Incurred in prior years Reinsurers share of incurred claim losses and expenses Less: Reinsurance recoveries received on claims Incurred in current year Incurred in prior years Reinsurance recoveries received in the year Unwind of discounting Change in reinsurance asset recognised as income Effect of portfolio transfers, acquisitions and disposals Foreign exchange rate movements Other movements Carrying amount at 31 December
1,643 17 265 (46) 219 (125) (282) (407) 23 (148) 34 28 1 1,558
1,766 (72) 255 7 262 (138) (202) (340) 22 (128) 57 (50) (2) 1,643
(iii) Reinsurers share of the provision for unearned premiums (UPR)

2010 m 2009 m
Carrying amount at 1 January
Premiums ceded to reinsurers in the year Less: Reinsurers share of premiums earned during the year Change in reinsurance asset recognised as income Reinsurers share of portfolio transfers and acquisitions Foreign exchange rate movements Other movements
Carrying amount at 31 December
332 770 (800) (30) 4 (2) 3 307
418 775 (861) (86) 5 (5) 332
A11 Effect of changes in assumptions and estimates during the year

Certain estimates and assumptions used in determining our liabilities for insurance and investment contract business were changed from 2009 to 2010, affecting the profit recognised for the year with an equivalent effect on liabilities. This note analyses the effect of the changes. This disclosure only allows for the impact on liabilities and related assets, such as reinsurance, deferred acquisition costs and AVIF, and does not allow for offsetting movements in the value of backing financial assets.
Effect on profit 2010 m Effect on profit 2009 m
Assumptions Long-term insurance business Interest rates Expenses Persistency rates Mortality for assurance contracts Mortality for annuity contracts Tax and other assumptions Investment contracts Interest rates Expenses Persistency rates Tax and other assumptions General insurance and health business Change in loss ratio assumptions Change in discount rate assumptions Change in expense ratio and other assumptions Total
(796) (1) 2 71 (637) 167 1 1 (21) (3) (4) (61) 38 (1,243)
(363) 69 11 6 (49) 20 40 (89) (2) 57 (21) (321)
The impact of interest rates for long-term business relates primarily to the UK driven by the reduction in interest rates. This had the effect of increasing liabilities and hence a negative impact on profit. The overall impact on profit also depends on movements in the value of assets backing the liabilities, which is not included in this disclosure. The impact of mortality for annuity contracts relates to the exceptional strengthening in the Netherlands, following the publication of new mortality tables, and to smaller changes in the UK. Other assumptions relate mainly to the move to realistic reserving in Ireland, which reduced insurance liabilities, and changes in the UK.
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A12 Unallocated divisible surplus

An unallocated divisible surplus (UDS) is established where the nature of policy benefits is such that the division between shareholder reserves and policyholder liabilities is uncertain. This note shows the movements in this surplus during the year. The following movements have occurred in the year:
2010 m 2009 m
Carrying amount at 1 January Change in participating contract assets Change in participating contract liabilities Effect of special bonus to with-profit policyholders Effect of reattribution of inherited estate Other movements Change in liability recognised as an expense Effect of portfolio transfers, acquisitions and disposals Movement in respect of change in pension scheme deficit Foreign exchange rate movements Other movements Carrying amount at 31 December
3,866 2,325 (444) (1,314) 169 3,836 (58) (69) (881) 4 (25) (329) 1,547 (3) (4) 18 (24) (61) 43 (63) (21) 3,428 3,866
In Italy and Spain, the UDS balances were 435 million negative in total at 31 December 2010 (2009: Italy 92 million negative) because of an accounting mismatch between participating assets carried at market value and participating liabilities measured using local practice. The negative balance is considered to be recoverable from margins in the existing participating business liabilities.
A13 Borrowings
(e) Movements during the year
Movements in borrowings during the year were:

Core structural Operational m m Total 2010 m
New borrowings drawn down, net of expenses Repayment of borrowings Net cash inflow Foreign exchange rate movements Borrowings acquired/(loans repaid) for non-cash consideration Fair value movements Amortisation of discounts and other non-cash items Other movements Movements in the year Balance at 1 January Balance at 31 December
2,921 (2,274) 647 (77) 1 6 577 5,489 6,066
726 3,647 (613) (2,887) 113 760 (801) (878) (4) (4) 59 59 1 5 11 (628) (51) 9,511 15,000 8,883 14,949
Movements in borrowings during the previous year were:

Core structural m Operational m Total 2009 m
New borrowings drawn down, net of expenses Repayment of borrowings Net cash inflow Foreign exchange rate movements Fair value movements Amortisation of discounts and other non-cash items Movements in the year Balance at 1 January Balance at 31 December
2,739 (2,546) 193 (232) 3 (36) 5,525 5,489
1,521 4,260 (1,307) (3,853) 214 (566) 187 407 (798) 187 3
(165) (201) 9,676 15,201 9,511 15,000
All movements in fair value in 2009 and 2010 on securitised mortgage loan notes designated as fair value through profit or loss were attributable to changes in market conditions. These loan notes have external credit ratings which have not changed since the inception of the loans.
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A14 Pension obligations

(a) Pension scheme deficits on consolidated statement of financial position
In the consolidated statement of financial position, the amount described as provisions includes the pension scheme deficits and comprises:
2010 m 2009 m
Deficits in the main staff pension schemes Other obligations to main staff pension schemes insurance policies issued by Group companies Total IAS 19 obligations to main staff pension schemes Deficits in other staff pension schemes Total IAS 19 obligations to staff pension schemes Restructuring provisions Other provisions Total
527 1,445 1,972 129 2,101 152 690 2,943
1,707 1,351 3,058 125 3,183 198 599 3,980
(b) Movements in the scheme deficits and surpluses
Movements in the pension schemes deficits and surpluses comprise:

2010 m Pension scheme deficits m 2009 m Pension scheme deficits m
Deficits in the schemes at 1 January Employer contributions Employee contributions Benefits paid Current and past service cost Gains on curtailments and settlements Credit/(charge) to finance costs Actuarial gains/(losses) Transfers Exchange rate movements on foreign plans Net deficits in the schemes at 31 December
(1,707) (613) 579 294 (170) (156) 347 49 (130) (125) 1,079 (1,158) 3 (4) 2 (3) (1,707)
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A14 Pension obligations continued

(c) Pension expense
The total pension expense for these schemes comprises:

(i) Recognised in the income statement
2010 m 2009 m
Current service cost Past service cost Gains on curtailments Gains on settlements Total pension credit/(cost) charged to net operating expenses Expected return on scheme assets Less: Income on insurance policy assets accounted for elsewhere Interest charge on scheme liabilities Charge to finance costs Total charge to income
(160) (10) 347 177 522 (65) 457 (652) (195) (18)
(131) (25) 38 11 (107) 466 (58) 408 (591) (183) (290)
(ii) Recognised in the statement of comprehensive income

2010 m 2009 m
Expected return on scheme assets Actual return on these assets Actuarial gains on scheme assets Less: (gains)/losses on insurance policy assets accounted for elsewhere Actuarial gains on admissible assets Experience gains arising on scheme liabilities Changes in assumptions underlying the present value of the scheme liabilities Actuarial gains/(losses) recognised in other comprehensive income Attributable to equity shareholders of Aviva plc Attributable to non-controlling interests
(522) 1,145 623 (80) 543 450 6 999 1,033 (34) 999
(466) 1,009 543 18 561 77 (1,778) (1,140) (1,140) (1,140)
The gain arising from changes in assumptions in 2010 reflects the impact of lower discount rates for liabilities across all but the Irish schemes, together with the impact of changes in mortality assumptions in the UK and Dutch schemes, and changes in the revaluation rate for certain benefits in deferment in the UK schemes as a result of recent government legislation. The cumulative amount of actuarial gains and losses on the pension schemes recognised in other comprehensive income since 1 January 2004 (the date of transition to IFRS) is a loss of 1,231 million at 31 December 2010 (2009: cumulative loss of 2,230 million).
A15 Cash and cash equivalents

Cash and cash equivalents in the statement of cash flows at 31 December comprised:
2010 m 2009 m
Cash at bank and in hand Cash equivalents Bank overdrafts
9,740 15,715 25,455 (760) 24,695
10,681 14,495 25,176 (925) 24,251
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A16 Related party transactions

The Group receives income from related parties from transactions made in the normal course of business. Loans to related parties are made on normal arms-length commercial terms.
Services provided to related parties
2010 Income earned in year m Receivable at year end m Income earned in year m 2009 Receivable at year end m
Associates Joint ventures Employee pension schemes
47 18 10 75
375 2 377
49 17 9 75
3 327 2 332
Income from associates predominantly relates to our investments in the Royal Bank of Scotland (RBS) life and collective investment companies. Under management service agreements with these associates, our UK life insurance companies provided administration services, the cost of which was recharged to the RBS companies. In addition, our fund management companies provided fund management services to these associates, for which they charged fees based on the level of funds under management. Transactions with joint ventures relate to the property management undertakings. At 31 December 2010, there were 16 such joint ventures. Our interest in these joint ventures comprises a mix of equity and loans, together with the provision of administration services and financial management to many of them. Our UK life insurance companies earn interest on loans advanced to these entities to fund property developments, including shopping, business and distribution centres, and properties in Europe, as well as a film studio development in the UK. Our fund management companies also charge fees to these joint ventures for administration services and for arranging external finance. Our UK fund management companies manage most of the assets held by the Groups main UK staff pension scheme, for which they charge fees based on the level of funds under management. The main UK scheme and the Dutch scheme hold investments in Group-managed funds and insurance policies with other Group companies. The related parties receivables are not secured and no guarantees were received in respect thereof. The receivables will be settled in accordance with normal credit terms.
A17 Risk management

(a) Risk management framework
The risk management framework (RMF) in Aviva is the collection of processes and tools that have been put in place to ensure that the risks to which we are exposed are identified, measured, managed, monitored and reported on a continuous basis. The RMF is designed to facilitate a common approach to, and language regarding, the management of risk across the Group. The key instruments of the RMF include the risk management policies, risk reports, risk models, the governance and oversight infrastructure and the risk appetite framework. Risks are usually grouped by risk type: market, credit, liquidity, general insurance, life insurance and operational risk. Risk falling within these types may affect a number of key metrics including those relating to balance sheet strength, liquidity and profit. They may also affect the performance of the products that we deliver to our customers and the service to our customers and distributors, which can be categorised as risks to our brand and reputation. The Group has a set of formal risk policies that facilitate a consistent approach to the management of all our risks across all businesses and locations in which we operate. These risk policies define our appetite for different, granular risk types and set out risk management and control standards for the Groups world-wide operations. A top-down key risk identification and assessment process is carried out monthly in the risk function at Group level based on group and regional chief risk officer and functional risk director input. This includes the consideration of emerging risks and is supported by deeper thematic reviews. The risk assessment processes are used to generate risk reports which are shared with the relevant risk committees. Risk models are an important tool in our measurement of risk and are used to support the monitoring and reporting of the risk profile and in the evaluation of alternative risk management actions. We carry out a range of stress (where one risk factor, such as equity returns, is assumed to vary) and scenario (where combinations of risk factors are assumed to vary) tests to evaluate their impact on the business and the management actions available to respond to the conditions envisaged. Monthly assessments are made of the economic capital available within the business and the economic capital required to cover the current risk profile of the business and these assessments are included in the regular reporting to the risk committees.
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A17 Risk management continued

Board oversight of risk and risk management across the Group is maintained on a regular basis through its Risk Committee. The Board has overall responsibility for determining risk appetite, which is an expression of the risk it is willing to take. The Groups position against risk appetite is monitored and reported to the Board on a monthly basis. The risk governance framework allocates responsibility for the oversight of risk management to a number of committees at group centre with the Asset Liability Committee (ALCO) and the Operational Risk Committee (ORC) providing a key focus on financial and operational risk. The group centre committees are in turn supported by similar governance structures in the regions.
(b) Market risk
Market risk is the risk of adverse financial impact due to changes in fair values or future cash flows of financial instruments from fluctuations in interest rates, equity prices, property prices, and foreign currency exchange rates. Market risk arises in business units due to fluctuations in both the value of liabilities and the value of investments held. At Group level, it also arises in relation to the overall portfolio of international businesses and in the value of investment assets owned directly by the shareholders. The Group has established a policy on market risk which sets out the principles that businesses are expected to adopt in respect of management of the key market risks to which the Group is exposed. The Group monitors adherence to this market risk policy and regularly reviews how business units are managing these risks locally, through the Assets Committee and ultimately the Asset Liability Committee (ALCO). For each of the major components of market risk, described in more detail below, the Group has put in place additional processes and procedures to set out how each risk should be managed and monitored, and the approach to setting an appropriate risk appetite. The management of market risk is undertaken in businesses, regions and at Group level. Businesses manage market risks locally using the group market risk framework and within local regulatory constraints. Businesses may also be constrained by the requirement to meet policyholders reasonable expectations and to minimise or avoid market risk in a number of areas. The ALM function is responsible for managing market risk at Group level, and a number of investment-related risks, in particular those faced by shareholder funds throughout the Group. The Group market risk policy sets out the minimum principles and framework for matching liabilities with appropriate assets, the approaches to be taken when liabilities cannot be matched and the monitoring processes that are required. The Group has criteria for matching assets and liabilities for all classes of business to minimise the impact of mismatches between the value of assets and the liabilities due to market movements. The local regulatory environment for each business will also set the conditions under which assets and liabilities are to be matched. In addition, where the Groups long-term savings businesses have written insurance and investment products where the majority of investment risks are borne by its policyholders, these risks are managed in line with local regulations and marketing literature, in order to satisfy the policyholders risk and reward objectives. The Group writes unit-linked business in a number of its operations. In unit-linked business, the policyholder bears the investment risk on the assets held in the unit-linked funds, as the policy benefits are directly linked to the value of the assets in the fund. The shareholders exposure to market risk on this business is limited to the extent that income arising from asset management charges is based on the value of assets in the fund.
Equity price risk
The Group is subject to equity price risk due to daily changes in the market values of its equity securities portfolio. The Groups shareholders are exposed to the following sources of equity risk: Direct equity shareholdings in shareholder funds and the Group defined benefit pension funds. The indirect impact from changes in the value of equities held in policyholders funds from which management charges or a share of performance are taken; and Its interest in the free estate of long-term with profits funds. At a business unit level, equity price risk is actively managed in order to mitigate anticipated unfavourable market movements where this lies outside the risk appetite of either the company in respect of shareholder assets or the fund in respect of policyholder assets concerned. In addition investment limits and local asset admissibility regulations require that business units hold diversified portfolios of assets thereby reducing exposure to individual equities. The Group does not have material holdings of unquoted equity securities. Equity risk is also managed using a variety of derivative instruments, including futures and options. Businesses actively model the performance of equities through the use of risk models, in particular to understand the impact of equity performance on guarantees, options and bonus rates. The Assets Committee actively monitors equity assets owned directly by the Group, which may include some material shareholdings in the Groups strategic business partners.
Property price risk
The Group is subject to property price risk due to holdings of investment properties in a variety of locations worldwide and through investments in mortgages and mortgage backed securities. Investment in property is managed at regional and business level, and will be subject to local regulations on asset admissibility, liquidity requirements and the expectations of policyholders as well as overall risk appetite. The Assets Committee also monitors property assets owned directly by the Group. As at 31 December 2010, no material derivative contracts had been entered into to mitigate the effects of changes in property prices.
70

Interest rate risk
Interest rate risk arises primarily from the Groups investments in long-term debt and fixed income securities, which are exposed to fluctuations in interest rates. The Group manages this risk by adopting close asset liability matching criteria, to minimise the impact of mismatches between the value of assets and liabilities from interest rate movements. A number of policyholder participation features have an influence on the Groups interest rate risk. The major features include guaranteed surrender values, guaranteed annuity options, and minimum surrender and maturity values. In short-term business such as general insurance business, the Group requires a close matching of assets and liabilities to minimise this risk. Interest rate risk is managed by the ALM function and monitored and managed by the Assets Committee, and the Asset Liability Committee. Exposure to interest rate risk is monitored through several measures that include value-at-risk analysis, position limits, risk modelling, asset and liability matching using measures such as duration. The impact of exposure to sustained low interest rates is regularly monitored. Interest rate risk is also managed using a variety of derivative instruments, including futures, options, swaps, caps and floors, in order to provide a degree of hedging against unfavourable market movements in interest rates inherent in the assets backing technical liabilities. The Group has entered into a number of initiatives, including interest rate swap agreements and changes in asset mix, to mitigate the effects of potential adverse interest rate movements, and to enable closer matching of assets and liabilities.
Currency risk
The Group has minimal exposure to currency risk from financial instruments held by business units in currencies other than their functional currencies, as nearly all such holdings are backing either unit-linked or with-profit contract liabilities or are hedged. For this reason, no sensitivity analysis is given for these holdings. The Group operates internationally and as a result is exposed to foreign currency exchange risk arising from fluctuations in exchange rates of various currencies. Approximately half of the Groups premium income arises in currencies other than sterling and the Groups net assets are denominated in a variety of currencies, of which the largest are euro, sterling, and US dollars. The Group does not hedge foreign currency revenues as these are substantially retained locally to support the growth of the Groups business and meet local regulatory and market requirements. The Groups foreign exchange policy requires that each of our subsidiaries maintains sufficient assets in its local currency to meet local currency liabilities. Therefore, capital held by the Groups business units should be able to support local business activities regardless of foreign currency movements. However, such movements may impact the value of the Groups consolidated shareholders equity which is expressed in sterling. This aspect of foreign exchange risk is monitored and managed centrally, against pre-determined limits. The Groups foreign exchange policy is to manage these exposures by aligning the deployment of regulatory capital by currency with the Groups regulatory capital requirements by currency. Limits are set to control the extent to which the deployment of capital is not aligned fully with the Groups regulatory capital requirement for each major currency. Currency borrowings and derivatives are used to manage exposures within the limits that have been set. At 31 December 2010, the Groups total equity deployment by currency was:
Sterling m Euro m US$ m Other m Total m
Capital 31 December 2010 Capital 31 December 2009
3,301 1,737
9,288 8,781
2,712 2,605
2,424 17,725 1,963 15,086
A 10% change in sterling to euro/US$ foreign exchange rates would have had the following impact on total equity.
10% increase in sterling/ euro rate m 10% decrease in sterling/ euro rate m 10% increase in sterling/ US$ rate m 10% decrease in sterling/ US$ rate m
Net assets at 31 December 2010 Net assets at 31 December 2009
(899) (802)
833 802
(271) (228)
271 228
The changes arise from retranslation of business unit statements of financial position from their functional currencies into sterling, with above movements being taken through the currency translation reserve. These movements in exchange rates therefore have no impact on profit. Net assets are stated after taking account of the effect of currency hedging activities.
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Derivatives risk
Derivatives are used by a number of the businesses, within policy guidelines agreed by the Board of directors, as set out in the Group policy on derivatives use. Activity is overseen by the Derivatives Approvals Committee, which monitors implementation of the policy, exposure levels and approves large or complex transactions proposed by businesses. Derivatives are primarily used for efficient investment management, risk hedging purposes or to structure specific retail savings products. Derivative transactions are covered by either cash or corresponding assets and liabilities. Speculative activity is prohibited, unless prior approval has been obtained from the Derivatives Approvals Committee. Over the counter derivative contracts are entered into only with approved counterparties and using ISDA documentation and credit support annexes (or equivalent) in accordance with the Group derivatives policy. Adherence to the collateral requirements as set out in the Group derivatives and Group credit policies thereby reduces the risk of credit loss. The Group applies strict requirements to the administration and valuation processes it uses, and has a control framework that is consistent with market and industry practice for the activity that is undertaken.
Correlation risk
The Group recognises that lapse behaviour and potential increases in consumer expectations are sensitive to and interdependent with market movements and interest rates. These interdependencies are taken into consideration in the ICA in the aggregation of the financial stress tests with the operational risk assessment and in scenario analysis.
(c) Credit risk
Credit risk is the risk of financial loss as a result of the default or failure of third parties to pay on their obligations to Aviva. Our credit risks arise through exposures to debt investments, structured asset investments, derivative counterparties, mortgage lending and reinsurance placement counterparties. We hold these investments for the benefit of both our policyholders and shareholders. The Group manages its credit risk at business unit, regional and Group levels. All business units and regions are required to implement local credit risk management processes (including limits frameworks), operate specific risk management committees, and ensure detailed reporting and monitoring of their exposures against pre-established risk criteria. At Group level, we manage and monitor all exposures across our business units on a consolidated basis, and operate a group limit framework that must be adhered to by all. The risk management framework also includes the market related aspect of credit risk. This is the risk of a fall in the value of fixed interest securities from changes in the perceived worthiness of the issuer and is manifested through changes in the fixed interest securities credit spreads. Management of credit risk is effected by five core functions: The maintenance and adherence of an effective governance structure. This includes clear guidance, scope and frameworks for all aspects of the credit risk function to ensure accountability and clarity. This also includes delegated authority to the Credit Approvals Committee which is authorised to make key decisions within certain risk appetite levels. The accurate and timely reporting of detailed exposure information, and their aggregation by counterparty, exposure types, sectors, geography and ratings. The implementation of a sophisticated capital charge based credit limit framework that considers and quantifies the key specific attributes of each exposure (eg seniority, maturity etc) and provides a counterparty level aggregation methodology covering all exposures to a counterparty. This is then managed against centrally set limits. Upper limits are also set to ensure that any unexpected jump to default risks are kept within appetite. Additional limit and controls are applied for structured assets and reinsurance counterparty exposures. The limits framework also considers more systemic risk factors such as sector and geographic concentrations, and these are continually assessed throughout our global portfolio. Additional committee and credit risk function oversight is provided on all credit risk related matters. This includes regular consideration and review of our key counterparties, monitoring and addressing key credit themes and news that emerge in the markets. The Credit Approvals Committee provides an effective forum to ensure that all key recommendations are considered, and decisions implemented throughout the Group. The regional and Group credit divisions ensure that qualitative aspects of risk management are considered and evaluated to provide further oversight and balance to the quantitative aspects. The employment of risk mitigation techniques where and when deemed appropriate. These are utilised where possible to remove residual unwanted risks, as well as bring or keep exposure limits within appetite, and include methods such as collateralisation, purchase of credit protection and diversification strategies.
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A detailed breakdown of the Groups current credit exposure by credit quality is shown below.
Financial exposures by credit ratings
Financial assets are graded according to current external credit ratings issued. AAA is the highest possible rating. Investment grade financial assets are classified within the range of AAA to BBB ratings. Financial assets which fall outside this range are classified as speculative grade. The following table provides information regarding the aggregated credit risk exposure, for financial assets with external credit ratings, of the Group. Not rated assets capture assets not rated by external ratings agencies.
Credit rating Carrying value in the statement of financial position Not rated m
At 31 December 2010
AAA
AA
BBB
Speculative grade
Debt securities Reinsurance assets Other investments Loans
36.3% 0.2% 0.2% 3.8%
18.1% 58.8% 1.1% 5.8%
22.7% 25.3% 1.4% 2.2%
15.8% 1.5% 0.4% 0.4%
2.5% 0.1% 0.1% 0.7%

Credit rating
4.6% 167,482 14.1% 7,084 96.8% 36,730 87.1% 43,074
At 31 December 2009
AAA
AA
BBB
Speculative grade
Carrying value in the statement of financial position Not rated m
Debt securities Reinsurance assets Other investments Loans
38.6% 10.5% 0.2% 6.2%
17.3% 52.1% 3.4% 7.7%
24.0% 26.7% 2.0% 0.9%
12.8% 0.4% 1.2% 0.5%
2.5% 0.2% 1.0%
4.8% 161,757 10.1% 7,572 93.2% 31,518 83.7% 41,079
The carrying amount of assets included in the statement of financial position represents the maximum credit exposure. 1,247 million debt securities held by consolidated French mutual funds, previously included within other investments, have been reclassified as debt securities as at 31 December 2009. In addition, certain non-rated debt securities totalling 1,917 million, which at the 31 December 2009 had been classified according to their internal credit ratings, are now presented as non-rated. Carrying values and percentages at 31 December 2009 have been amended accordingly.
Other investments
Other investments include: 32,520 million of unit trusts and other investment vehicles. The underlying credit ratings of these assets are not reflected in this analysis. Derivative financial instruments of 2,274 million, representing positions to mitigate the impact of adverse market movements. Other assets of 1,936 million, includes deposits with credit institutions and minority holdings in property management undertakings. The Group loan portfolio principally comprises: Policy loans which are generally collateralised by a lien or charge over the underlying policy; Loans and advances to banks which primarily relate to loans of cash collateral received in stock lending transactions. These loans are fully collateralised by other securities; and Mortgage loans collateralised by property assets.
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Unit trusts and other investment vehicles
The credit quality of the underlying debt securities within these vehicles is managed by the safeguards built into the investment mandates for these funds. We rely on our understanding that the trusts and their asset managers are only approved if they satisfy certain selection criteria (including due diligence in the form of a questionnaire and/or research by dedicated teams). In addition, the asset managers are mandated to make investments in line with the funds risk profiles as marketed to prospective customers and policyholders. Accordingly, as part of reviewing the asset quality of unit trusts and other investment vehicles, we monitor the assets within the funds and their performance to ensure they remain in line with the respective investment mandates for these funds. For certain of the unit trusts in our other investments, we apply minimum requirements affecting both the underlying counterparties and the investments issued by those counterparties such as a minimum size for the counterpartys programme, a limit on the size of the overall exposure to the underlying counterparty and, where appropriate, explicit approval of the counterparty by internal credit risk management teams is required. These criteria are indicators of the asset quality for these investments, as they represent minimum criteria for liquidity and diversification. A proportion of the assets underlying these investments are represented by equities and so credit ratings are not generally applicable. Equity exposures are managed against agreed benchmarks that are set with reference to overall market risk appetite.
Derivatives
Derivative transactions must comply with Group guidance on the quality of counterparties used and the extent of collateralisation required. The counterparty must have a minimum credit rating from rating agencies (S&P, Moody's and Fitch) and the collateral process must meet certain minimum standards as set out by Group guidelines. The largest shareholder notional positions are exchange traded, rather than over the counter (OTC), with the added protection that provides (ie the credit risk is mitigated significantly through regular margining and protection offered by the exchange, and is controlled by the Groups local asset management operations).
Loans
The majority of the Group loans portfolio is unrated. However, we use the following metrics to internally monitor our exposure: Property collateralisation Interest service cost Diversity of the tenant base; and Existence of government guarantees for some residential mortgages. Policy loans are loans and advances made to policyholders, and are collateralised by the underlying policies. As such, we believe such collateralisation minimises our risk.
Credit concentration risk
The long-term businesses and general insurance businesses are generally not individually exposed to significant concentrations of credit risk due to the regulations, applicable in most markets, limiting investments in individual assets and asset classes supplemented by the Group credit policy and limits framework. In cases where the business is particularly exposed to credit risk (eg in respect of defaults on mortgages matching annuity liabilities) this risk is translated into a more conservative discount rate used to value the liabilities, creating a greater capital requirement, and this credit risk is actively managed. The impact of aggregation of credit risk is monitored as described above. With the exception of Government bonds the largest aggregated counterparty exposure is approximately 0.9% of the Groups total shareholder assets.
Reinsurance credit exposures
The Group is exposed to concentrations of risk with individual reinsurers, due to the nature of the reinsurance market and the restricted range of reinsurers that have acceptable credit ratings. The Group operates a policy to manage its reinsurance counterparty exposures, by limiting the reinsurers that may be used and applying strict limits to each reinsurer. Reinsurance exposures are aggregated with other exposures to ensure that the overall risk is within appetite. The Credit Approvals Committee has a monitoring role over this risk. The Groups largest reinsurance counterparty is Swiss Reinsurance Company Ltd (including subsidiaries). At 31 December 2010, the reinsurance asset recoverable, including debtor balances, from Swiss Reinsurance Company Ltd was 1,284 million.
Securities finance
The Group has significant securities financing operations within the UK. The risks within this business are mitigated by overcollateralisation which is designed to result in minimal residual risk. The Group operates strict standards around collateral management and controls.
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Derivative credit exposures
The Group is exposed to counterparty credit risk through derivative trades. This risk is mitigated through collateralising almost all trades (the exception being certain FX trades where it has historically been the market norm not to collateralise). The Group operates strict standards around collateral management and controls including the requirement that all Over the Counter derivatives are supported by credit support annexes and ISDAs.
Unit-linked business
As discussed previously, in unit-linked business the policyholder bears the market risk, including credit risk, on investment assets in the unit funds, and the shareholders exposure to credit risk is limited to the extent that their income arises from asset management charges based on the value of assets in the fund.
Impairment of financial assets
The following table provides information regarding the carrying value of financial assets that have been impaired and the ageing of financial assets that are past due but not impaired.
Financial assets that are past due but not impaired Carrying value in Financial the assets that statement have been of financial impaired position m m
At 31 December 2010
Neither past due nor impaired m
0-3 months m
3-6 months m
6 months1 year m
Greater than 1 year m
Debt securities Reinsurance assets Other investments Loans Receivables and other financial assets
167,334 7,084 36,671 42,045 7,983
19 326 209
3 6 26 36
3 15 11 39
28 8 7 10
114 167,482 7,084 11 36,730 659 43,074 18 8,295
Financial assets that are past due but not impaired Greater than 1 year m Financial assets that have been impaired m Carrying value in the statement of financial position m
At 31 December 2009
0-3 months m
3-6 months m
6 months1 year m
Debt securities Reinsurance assets Other investments Loans Receivables and other financial assets
161,647 7,572 31,503 40,039 8,832
355 649
35 61
17 32
6 71
110 15 627 7
161,757 7,572 31, 518 41,079 9,652
1,247 million debt securities held by consolidated French mutual funds, previously included within other investments, have been reclassified as debt securities as at 31 December 2009. The analysis of financial assets past due at 31 December 2009 has been amended accordingly. Credit terms are set locally within overall credit limits prescribed by the Group Credit Approvals Committee and within the framework of the Group Credit Policy. The credit quality of financial assets is managed at the local business unit level. Where assets have been classed as past due and impaired, an analysis is made of the risk of default and a decision is made whether to seek collateral from the counterparty. There were no material financial assets that would have been past due or impaired had the terms not been renegotiated.
(d) Liquidity risk
At Group level, we maintain a prudent level of liquidity which meets the expectations of the Financial Services Authority (FSA) and the wider investment community. We maintain a buffer of liquid assets, determined by liquidity stress tests, which is designed to cover unforeseen circumstances in any of our businesses. The Group and Company have a strong liquidity position (1.5 billion of financial assets held at Group) and through the application of a Group Liquidity policy seek to maintain sufficient financial resources to meet its obligations as they fall due. In addition to this strong liquidity position, the Group and Company maintain significant undrawn committed borrowing facilities (2.1 billion) from a range of highly rated banks to further mitigate this risk.
Asset liability matching
The Group market risk policy sets out the minimum principles and framework for matching liabilities with appropriate assets, the approaches to be taken when liabilities cannot be matched and the monitoring processes that are required. The Group has criteria for matching assets and liabilities for all classes of business to minimise the impact of mismatches between the value of assets and the liabilities due to market movements. The local regulatory environment for each business will also set the conditions under which assets and liabilities are to be matched. The Asset Liability matching (ALM) methodology develops optimal asset portfolio maturity structures for our businesses which seek to ensure that the cash flows are sufficient to meet the liabilities as they are expected to arise.
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Where any decision to adopt a position in respect of policyholder assets and liabilities is not closely matched but is within the business units investment risk appetite, the impact is monitored through our economic capital measurement process. The decision taken must be justified to the local management board and Group management by a full analysis of the impact of the level of mismatch on both risk and return. ALM strategy may be determined at a sub-fund level for a block of closely related liabilities. Alternatively, if ALM strategy is determined at a fund or company level, it will usually be appropriate (for pricing, financial reporting and risk management purposes) to develop a hypothecation of assets to notional sub-funds with different liability characteristics. It is for this reason that Group Risk provides a framework of corporate objectives within which the operating businesses develop specific and appropriate ALM methodologies, to seek to ensure that our businesses have sufficient liquidity to settle claims as they are expected to arise. ALM modelling is based on a projection of both assets and liabilities into the future. A further tenet of our risk management strategy involves investment strategies, which also take into account the accounting, regulatory, capital and tax issues. The ALM strategy also takes into account the reasonable expectations of policyholders, local best practice and meets relevant regulatory requirements. Our investment strategies are designed to seek to ensure that sufficient liquidity exists in extreme business scenarios. For example, our investment strategy must consider a scenario of high lapses accompanied by poor investment markets or a general insurance catastrophe event.
Maturity analyses
The following tables show the maturities of our insurance and investment contract liabilities, and of the financial and reinsurance assets to meet them.
(i) Analysis of maturity of insurance and investment contract liabilities
For non-linked insurance business, the following table shows the gross liability at 31 December 2010 analysed by remaining duration. The total liability is split by remaining duration in proportion to the cash-flows expected to arise during that period, as permitted under IFRS 4, Insurance Contracts. Almost all investment contracts may be surrendered or transferred on demand. For such contracts, the earliest contractual maturity date is therefore the current statement of financial position date, for a surrender amount approximately equal to the current statement of financial position liability. We expect surrenders, transfers and maturities to occur over many years, and the tables reflect the expected cash flows for non-linked investment contracts. However, contractually, the total liability for non-linked investment contracts of 63,197 million (2009: 59,504 million) would be shown in the within 1 year column below. Unit-linked contracts are repayable or transferable on demand and are therefore shown in the within 1 year column.
On demand or within 1 year m
At 31 December 2010
Total m
1-5 years m
5-15 years m
Over 15 years m
Long-term business Insurance contracts non-linked Investment contracts non-linked Linked business General insurance and health Total contract liabilities
132,400 63,197 82,769 17,121
12,025 3,254 82,769 7,222
42,609 50,206 27,560 13,970 26,901 19,072 6,453 2,872 574 63,032 79,979 47,206
295,487 105,270
At 31 December 2009
Total m
1-5 years m
5-15 years m
Over 15 years m
Long-term business Insurance contracts non-linked Investment contracts non-linked Linked business General insurance and health Total contract liabilities
123,933 59,504 80,206 17,484
10,139 38,549 45,181 30,064 4,304 12,562 24,119 18,519 80,206 7,215 6,936 2,865 468
281,127 101,864 58,047 72,165 49,051
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(ii) Analysis of maturity of financial assets
The following table provides an analysis, by maturity date of the principal, of the carrying value of financial assets which are available to fund the repayment of liabilities as they crystallise.
At 31 December 2010
Total m
1-5 years m
Over 5 years m
No fixed term (perpetual) m
Debt securities Equity securities Other investments Loans Cash and cash equivalents
167,482 49,076 36,730 43,074 25,455 321,817
20,996 32,625 7,492 25,455 86,568
46,182 1,713 5,339 53,234

100,133 956 30,240 131,329
171 49,076 1,436 3 50,686
At 31 December 2009
Total m
1-5 years m
Over 5 years m
No fixed term (perpetual) m
Debt securities Equity securities Other investments Loans Cash and cash equivalents
161,757 17,309 44,298 45,428 31,517 29,091 414 41,079 6,867 4,146 25,176 25,176
98,792 358 45,428 493 1,519 30,066
304,957 78,443 49,858 129,351 47,305
1,247 million debt securities and 2,085 million equity securities held by consolidated French mutual funds, previously included within other investments, have been reclassified as debt and equity securities as at 31 December 2009. The maturity analysis at 31 December 2009 has been amended accordingly. The assets above are analysed in accordance with the earliest possible redemption date of the instrument at the initiation of the Group. Where an instrument is transferable back to the issuer on demand, such as most unit trusts or similar types of investment vehicle, it is included in the On demand or within 1 year column. Debt securities with no fixed contractual maturity date are generally callable at the option of the issuer at the date the coupon rate is reset under the contractual terms of the instrument. The terms for resetting the coupon are such that we expect the securities to be redeemed at this date, as it would be uneconomic for the issuer not to do so, and for liquidity management purposes we manage these securities on this basis. The first repricing and call date is normally 10 years or more after the date of issuance. Most of the Groups investments in equity securities and fixed maturity securities are market traded and therefore, if required, can be liquidated for cash at short notice.
(e) Insurance risk (i) Life insurance risk Types of risk
Life insurance risk in the Group arises through its exposure to mortality and morbidity insurance and exposure to worse than anticipated operating experience on factors such as persistency levels and management and administration expenses.
Risk management framework
The Group has developed a life insurance risk policy and guidelines on the practical application of this policy. Individual life insurance risks are managed at a business unit level but are also monitored at Group level. The impact of life insurance risks is monitored by the business units as part of the control cycle of business management. Exposure is monitored through the assessment of liabilities, the asset liability management framework, profit reporting (under both IFRS and MCEV), and the ICA process. Significant insurance risks will be reported through the risk management framework and overseen by the Life Insurance Committee. At Group level the overall exposure to life insurance risk is measured through the ICA and other management reporting. The Life Insurance Committee monitors the application of the risk policy in each business, and receives management information on life insurance risks. The committee considers all areas of life insurance risk, but in particular has a remit to monitor mortality, longevity, morbidity, persistency, product development and pricing, unit pricing and expenses. The committee also considers the reinsurance coverage across the life businesses. It confirms that guidance and procedures are in place for each of the major components of life insurance risk, and that the businesses mitigate against any life insurance risk outside local appetite, within the parameters for the overall Group risk appetite. The committee has also developed guidance for business units on management of a number of areas of life insurance risk to ensure best practice is shared throughout the Group and common standards are adopted.
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Management of life insurance risks
The individual life insurance risks are managed as follows: Mortality and morbidity risks are mitigated by use of reinsurance. The Group allows business units to select reinsurers, from those approved by the Group, based on local factors, but assesses the overall programme to manage group-wide risk exposures and monitor the aggregation of risk ceded to individual reinsurers is within appetite for credit risk. Longevity risk is carefully monitored against the latest external industry data and emerging trends. Whilst individual businesses are responsible for reserving and pricing for annuity business, the Group monitors the exposure to this risk and the capital implications to manage the impact on the group-wide exposure and the capital funding that businesses may require as a consequence. The Group has used reinsurance solutions to reduce the risks from longevity where possible and desirable and continually monitors and evaluates emerging market solutions to mitigate this risk further. Persistency risk is managed at a business unit level through frequent monitoring of company experience, benchmarked against local market information. Generally, persistency risk arises from customers lapsing their policies earlier than has been assumed. Where possible the financial impact of lapses is reduced through appropriate product design. Businesses also implement specific initiatives to improve retention of policies which may otherwise lapse. The Group Life Insurance Committee has developed guidelines on persistency management. Product design and pricing risk arises from poorly designed or inadequately priced products and can lead to both financial loss for and reputation damage to the Group. Guidelines have been developed to support the businesses through the complete cycle of the product development process, financial analysis and pricing. Expense risk is primarily managed by the business units through the assessment of business unit profitability and frequent monitoring of expense levels. Apart from the ICA, sensitivity testing is widely used to measure the capital required and volatility in earnings due to exposure to life insurance risks, typically through MCEV reporting (examples of which are contained elsewhere in this report). This assessment is taken at both business unit level and at Group level where the impact of aggregation of similar risks can be measured. This enables the Group to determine whether action is required to reduce risk, or whether that risk is within the overall risk appetite.
Concentration risk
The Group writes a diverse mix of business in worldwide markets that are all subject to similar risks (mortality, persistency etc). The Group assesses the relative exposures to and concentrations of each type of risk through the ICA capital requirements and material issues are escalated to and addressed at the Life Insurance Committee. This analysis enables the Group to assess whether accumulations of risk exceeds risk appetite. One key concentration of life insurance risk for the Group is improving longevity risk from pensions in payment and deferred annuities in the UK and the Netherlands where the Group has material portfolios. The Group continually monitors this risk and the opportunities for mitigating actions through reinsurance, improved asset liability matching, or innovative solutions that emerge in the market. When looking at concentrations of risk, for example market risk, the risk within Aviva staff pension schemes is also considered. ICA analysis and MCEV sensitivity testing help identify both concentrations of risk types and the benefits of diversification of risk.
Embedded derivatives
The Group has exposure to a variety of embedded derivatives in its long-term savings business due to product features offering varying degrees of guaranteed benefits at maturity or on early surrender, along with options to convert their benefits into different products on pre-agreed terms. The extent of the impact of these embedded derivatives differs considerably between business units. Examples of each type of embedded derivative affecting the Group are: Options: call, put, surrender and maturity options, guaranteed annuity options, options to cease premium payment, options for withdrawals free of market value adjustment, annuity options, and guaranteed insurability options. Guarantees: embedded floor (guaranteed return), maturity guarantee, guaranteed death benefit, and guaranteed minimum rate of annuity payment. Other: indexed interest or principal payments, maturity value, loyalty bonus. The impact of these is reflected in ICA and MCEV reporting and managed as part of the asset liability framework.
(ii) General insurance risk Types of risk
General insurance risk in the Group arises from: Fluctuations in the timing, frequency and severity of claims and claim settlements relative to expectations Unexpected claims arising from a single source Inaccurate pricing of risks or inappropriate underwriting of risks when underwritten Inadequate reinsurance protection or other risk transfer techniques Inadequate reserves
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The majority of the general insurance business underwritten by the Group is of a short tail nature such as motor, household and commercial property insurances. The Groups underwriting strategy and appetite is agreed by the Executive Committee and communicated via specific policy statements and guidelines. Like life insurance risk, general insurance risk is managed primarily at business unit level with oversight at a Group level, through the General Insurance Committee. The vast majority of the Groups general insurance business is managed and priced in the same country as the domicile of the customer.
Management of general insurance risks
Significant insurance risks will be reported through the risk management framework. Additionally, the ICA is used to assess the risks that each general insurance business unit, and the Group as a whole, is exposed to, quantifying their impact and calculating appropriate capital requirements. Increasingly risk-based capital models are being used to support the quantification of risk under the ICA framework. All general insurance business units undertake a quarterly review of their insurance risks, the output from which is a key input into the ICA and risk-based capital assessments. The General Insurance Committee monitors and develops the management of insurance risk in the general insurance business units, and assesses the aggregate risk exposure. It is responsible for the development, implementation, and review of the Group policies for underwriting, claims, reinsurance and reserving that operate within the risk management framework. Business units have developed mechanisms that identify, quantify and manage accumulated exposures to contain them within the limits of the appetite of the Group. The Group has pioneered various developments, such as the Aviva UK Digital Flood Map to effectively manage exposures arising from specific perils. Where appropriate such projects are employed throughout the business units to promote the adoption of best practice as standard.
General insurance claims reserving
Actuarial claims reserving is conducted by local actuaries in the various general insurance business units according to the General Insurance Reserving policy. The General Insurance Committee monitors and maintains the General Insurance Reserving policy, and conducts quarterly reviews of the Groups general insurance claims provisions, and their adequacy. The reviews include peer reviews of the business units own conclusions as well as independent analysis to confirm the reasonableness of the local reviews. The adequacy of the Groups general insurance claims provisions is ultimately overseen by the General Insurance Committee. A number of business units also have periodic external reviews by local consultant actuaries (often as part of the local regulatory requirement).
Reinsurance strategy
Significant reinsurance purchases are reviewed annually at both business unit and Group level, to verify that the levels of protection being bought reflect any developments in exposure and the risk appetite of the Group. Reinsurance purchases must be in line with the strategy set out in our General Insurance Reinsurance policy. The basis of these purchases is underpinned by extensive financial and capital modelling and actuarial analysis to optimise the cost and capital efficiency benefits from our reinsurance program. For the larger business units, this involves utilising externally sourced probabilistic models to verify the accumulations and loss probabilities based on the Groups specific portfolios of business. Where external models are not available, scenarios are developed and tested using the Groups data to determine potential losses and appropriate levels of reinsurance protection. The reinsurance is placed with providers who meet the Groups counterparty security requirements, and large reinsurance placements may also require approval from the Asset Liability Committee.
Concentration risk
Processes are in place to manage catastrophe risk in individual business units and at a Group level. The Group cedes much of its worldwide catastrophe risk to third party reinsurers but retains a pooled element for its own account gaining diversification benefit. The total Group potential loss from its most concentrated catastrophe exposure zone (Northern Europe) is approximately 300 million, for a one in ten year annual loss scenario, compared to approximately 550 million when measured on a one in a hundred year annual loss scenario. For the 2010 underwriting year the Group participated in a share of a reinsurers US property catastrophe reinsurance portfolio. As this exposure does not correlate with the Groups other general insurance exposures this provided a strategic opportunity to diversify the general insurance portfolio with a risk that had a high expected profit margin but also a high potential for loss. The modelled loss from a one in ten year annual loss scenario was 55 million compared to approximately 160 million when measured on a one in a hundred year annual loss scenario. As a result of better than normal experience the arrangement delivered above average underwriting returns in 2010. Notwithstanding the good return in 2010, we have renewed the arrangement in 2011 on a reduced scale reflecting expected market conditions. The total expected loss from a one in ten year annual loss scenario is 40 million compared to approximately 100 million when measured on a one in hundred year annual loss scenario.
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(f) Operational risk Types of operational risk
Operational risk is the risk of loss, arising from inadequate or failed internal processes, or from people and systems, or from external events. Operational risks include business protection, information technology, people, legal and regulatory compliance risks.
Operational risk management
We process a large number of complex transactions across numerous and diverse products, and are highly dependent on the proper functioning of information technology and communications systems. We are partially reliant on the operational processing performance of our outsourced partners including certain servicing and IT functions. The long-term nature of our business means that accurate records have to be maintained for significant periods. Significant resources are devoted to maintaining efficient and effective operations within our framework of corporate responsibility, policies and business ethics code. Our businesses are primarily responsible for identifying and managing operational risks in line with minimum standards of control set out in our policies. Each operational risk is assessed by considering the potential impact and the probability of the event occurring. Impact assessments are considered against financial, operational and reputation criteria. Business management teams must be satisfied that all material risks falling outside our risk appetite are being mitigated, monitored and reported to an appropriate level. Any risks with a high potential impact level are monitored centrally on a regular basis. Businesses use key indicator data to help monitor the status of the risk and control environment. They also identify and capture loss events; taking appropriate action to address actual control breakdowns and promote internal learning from these occurrences. The Operational Risk Committee (ORC) oversees the Groups aggregate operational risk exposure on behalf of the Group Executive Committee. It makes recommendations on the risk appetite that the Group can work within for operational risk, assesses and monitors overall operational risk exposures, identifying any concentrations of operational risk across the Group, and in particular verifies that mitigating action plans are implemented. The ORC operates a number of sub-committees which focus on specific areas of operational risk including customer, brand, business protection, IT, people, legal and regulatory compliance.
(g) Brand and reputation risk
We are dependent on the strength of our brands, the brands of our partners and our reputation with customers and agents in the sale of our products and services. Our success and results are, to a certain extent, dependent on the strength of our global Aviva brand and reputation. While we as a group are well recognised, we are vulnerable to adverse market and customer perception. We operate in an industry where integrity, customer trust and confidence are paramount. We are exposed to the risk that litigation, employee misconduct, operational failures, the outcome of regulatory investigations, media speculation and negative publicity, disclosure of confidential client information, inadequate services, amongst others, whether or not founded, could impact our brands or reputation. Any of our brands or our reputation could also be affected if products or services recommended by us (or any of our intermediaries) do not perform as expected (whether or not the expectations are founded) or the customers expectations for the product change. One of the FSAs strategic objectives is to help customers get a fair deal through its treating customers fairly principle. Examples of treating customers fairly include: products and services targeted to meet customers needs and which perform in line with what customers have been led to expect; clear information (and advice where relevant); good service; and making sure there are no unfair barriers that prevent customers from getting access to their money, changing products or making a successful insurance claim. The FSA regularly checks that we are meeting the requirement to treat our customers fairly and we make use of various metrics to assess our own performance, including customer advocacy, retention and complaints. Failure to meet these requirements could also impact our brands or reputation. If we do not manage successfully the perception of our brands and reputation, it could cause existing customers or agents to withdraw from our business and potential customers or agents to be reluctant or elect not to do business with us. This would adversely impact our business and results of operations.
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A18 Long-term business IFRS profit driver analysis

2010 United Kingdom m Aviva Europe m Rest of the world m Total m United Kingdom m Aviva Europe m Rest of the world m 2009 Total m
Note (a) New business margin (m) APE (m) As margin on APE (%)
499 1,310 38%
382 1,544 25%
140 1,089 13%
1,021 3,943 26%
402 1,143 35%
310 1,554 20%
101 1,049 10%
813 3,746 22%
New business margin reflects premiums less initial capital reserves Note (b) Underwriting margin (m) Analysed by: Expenses (m) Mortality and longevity (m) Persistency (m) 178 90 63 25 433 166 209 58 270 182 81 7 881 438 353 90 148 83 60 5 433 145 227 61 202 128 90 (16) 783 356 377 50
Expense margin represents unwind of annual expense allowance on risk business and assumption changes. Mortality and persistency margin reflect conservative reserving for unit-linked, risk and spread business Note (c) Unit-linked margin (m) As annual management charge on average reserves (bps) Average reserves (bn) 348 94 36.9 541 121 44.6 110 98 11.2 999 108 92.7 322 99 32.4 532 127 41.8 84 81 10.3 938 111 84.5
Unit-linked margin represents the return made on unit-linked business. Average reserves include managed pension fund assets not consolidated in IFRS balance sheet. Note (d) Participating business (m) As bonus on average reserves (bps) Average reserves (bn) 147 35 42.5 394 65 60.9 141 131 10.8 682 60 114.2 176 42 42.2 322 55 58.2 162 153 10.6 660 59 111.0
Participating business is shareholders share of the bonus to policyholders on with profit and other participating business Note (e) Spread margin (m) As spread margin on average reserves (bps) Average reserves (bn) 173 61 28.5 44 82 5.4 673 153 43.8 890 114 77.7 166 65 25.7 50 83 6.0 460 113 40.5 676 94 72.2
Spread margin represents the return made on annuity and non-linked investment business Note (f) Expected return on shareholder assets (m) Equity (%) Property (%) Bonds (%) Expected return being the return made on shareholder net assets Note (g) Acquisition expenses (m) APE (m) As acquisition expense ratio on APE (%) (353) 1,310 27% (515) 1,544 33% (216) 1,089 20% (1,084) 3,943 27% (320) 1,143 28% (422) 1,554 27% (203) 1,049 19% (945) 3,746 25% 223 7.8% 6.3% 5.5% 138 7.2% 5.7% 4.4% 294 7.2% 5.7% 3.6% 655 7.2% 5.7% 4.7% 167 7.0% 5.5% 5.5% 138 7.3% 5.8% 4.7% 286 7.3% 5.8% 4.4% 591 7.3% 5.8% 4.9%
Acquisition expenses include commission incurred in writing new business less deferred costs Note (h) Administrative expenses (m) As existing business expense ratio on average reserves (bps) Average reserves (bn) (333) 31 107.9 (515) 46 110.9 (512) 78 65.8 (1,360) 48 284.6 (347) 35 100.3 (506) 48 106.0 (555) 90 61.4 (1,408) 53 267.7
Administrative expenses comprise expenses and renewal commissions incurred in managing the existing book
81
A19 Analysis of general insurance

(i) United Kingdom (excluding group reinsurance and agencies in run-off)
Net written premium 2010 m 2009 m Underwriting result 2010 m 2009 m Combined operating ratio 2010 % 2009 %
Personal Motor Homeowner Other Commercial Motor Property Other Total
1,195 809 419 2,423 545 638 440 1,623 4,046
1,040 942 370 2,352 484 616 414 1,514 3,866
(46) 12 66 32 10 20 44 74 106
1 21 (22) 17 (16) 23 24 24
103% 100% 89% 97% 98% 99% 90% 96% 96%
100% 99% 105% 100% 97% 100% 95% 98% 99%
(ii) France
Motor Property and other Total
318 416 734
322 407 729
(14) 15 1
(25) 40 15
104% 96% 99%
107% 90% 98%
(iii) Ireland
Motor Property and other Total
200 197 397
208 214 422
(32) 15 (17)
19 (30) (11)
117% 92% 105%
92% 113% 103%
(iv) Delta Lloyd

Motor Property Liability Other Total
400 328 92 357 1,177
389 324 87 363 1,163
(31) (31) 34 88 60
9 (28) 18 39 38
107% 110% 63% 72% 95%
98% 109% 81% 91% 97%
(v) Canada
Motor Property Liability Other Total
1,055 654 201 48 1,958
978 595 190 37 1,800
29 (3) 18 16 60
30 (61) 17 10 (4)
98% 101% 92% 62% 97%
97% 111% 91% 71% 100%
82
A20 Funds under management

2010 Life and related businesses m General business and other m 2009 Total m Total m
Total IFRS assets included in the consolidated statement of financial position Less: third party funds included within consolidated IFRS assets Third party funds under management Non-managed assets Funds under management
324,729 324,729
45,378 370,107 (9,999) (9,999) 35,379 360,108 75,491 435,599 (33,348) 402,251
354,391 (9,980) 344,411 70,388 414,799 (35,388) 379,411
A21 Operational cost base

The Aviva operating cost base is calculated from reported IFRS expenses as set out in the table below:
2010 m 2009 m
Other expenses (as reported) Less: Non operating items included above (amortisation and impairments) Add: Claims handling costs1 Non commission acquisition costs2 Operating cost base
1. As reported within Claims and benefits paid of 29,152 million (2009: 27,549 million) 2. As reported within Fee and commissions expense of 5,867 million (2009: 4,396 million)
3,537 5,366 (476) (2,032) 658 673 1,276 1,137 4,995 5,144
During 2010, the operating cost base decreased by 3% to 4,995 million (2009: 5,144 million). The like-for-like cost base presented below is adjusted for the impact of foreign exchange, businesses acquired/disposed of during the year, the impact of European levies, Solvency II costs and elimination of one-off restructuring and integration spend in both years. On a like-for-like basis the cost base increased by 1% to 4,686 million compared with a 31 December 2009 like-for-like cost base of 4,638 million. This increase in the cost base supports a like-for-like 8% growth in long-term savings sales for our life business (excluding the impact of foreign exchange and disposal of the Australian business) and a 4% growth in net written premiums for our general insurance and health businesses (excluding the impact of foreign exchange).
Movement in operating cost base
m
Total operating cost base 2009 Less: restructuring, integration and brand costs for 2009 European levies1 Impact of acquisitions and disposals2 Foreign exchange 2009 like-for-like operating cost base Inflation3 UK Life UK General Insurance Aviva Europe Delta Lloyd Other businesses (including group centre) 2010 like-for-like operating cost base Restructuring, integration and brand costs 2010 European levies1 Total operating cost base 2010
5,144 (388) (71) (48) 1 4,638 102 (4) (14) 19 (95) 40 4,686 243 66 4,995
1. Levies and sales taxes charged to European Businesses. 2. Impact of acquisitions & disposals restatement of the 2009 cost base for the impact of acquisitions and disposals in both 2009 and 2010 to achieve a cost base on a like-for-like basis. 3. Inflation Notional level of Inflation that would have impacted the operating cost base during the period. This is calculated at an individual country level, and applied to operating expenditure i.e. excluding restructuring & integration costs (but including adjustments for acquisitions & disposals). The overall weighted average is calculated at 2.2%.
83
New Business
In this section
B1 B2 B3 B4 B5 B6 B7 B8 B9 Geographical analysis of life, pension and investment sales Product analysis of life and pension sales Analysis of sales via bancassurance channels Trend analysis of PVNBP cumulative Trend analysis of PVNBP discrete Geographical analysis of regular and single premiums life and pensions sales Geographical analysis of regular and single premiums investment sales Aviva Europe analysis of bancassurance and retail sales Life and pensions new business net of tax and non-controlling interest
Page
84 85 86 87 88 89 89 90 90
84
New Business
B1 Geographical analysis of life, pension and investment sales

Present value of new business premiums1 % Growth 2010 m 2009 m Sterling Local2 currency
Life and pensions business United Kingdom France Ireland Italy Poland Spain Other Europe Aviva Europe Delta Lloyd3 Europe North America China Hong Kong India Singapore South Korea Other Asia Asia Pacific5 Australia5 Total life and pensions Investment sales4 United Kingdom Aviva Europe Delta Lloyd3 Europe Australia (Aviva Investors) Asia Asia Pacific5 Australia5 Total investment sales Total long-term savings sales
1. 2. 3. 4. 5.
10,298 8,914 16% 16% 4,918 4,891 1% 4% 938 1,072 (13)% (9)% 4,456 3,607 24% 28% 603 1,079 (44)% (47)% 2,084 2,454 (15)% (12)% 538 420 28% 26% 13,537 13,523 3% 3,178 3,665 (13)% (10)% 16,715 17,188 (3)% 4,728 4,545 4% 3% 436 340 28% 25% 169 110 54% 52% 96 79 22% 13% 345 155 123% 107% 405 288 41% 27% 166 123 35% 26% 1,617 1,095 48% 39% 261 (100)% (100)% 33,358 32,003 1,548 1,350 615 1,965 266 223 489 4,002 4% 5%
1,049 48% 48% 852 58% 63% 664 (7)% (5)% 1,516 30% 34% 188 41% 20% 385 (42)% (46)% 573 (15)% (23)% 734 (100)% (100)% 3,872 3% 4% 5%
37,360 35,875
Present value of new business premiums (PVNBP) is the present value of new regular premiums plus 100% of single premiums, calculated using assumptions consistent with those used to determine the value of new business. Local currency growth rates are calculated based on constant rates of exchange. Delta Lloyd, which operates in the Netherlands, Belgium and Germany, is managed independently from our other European businesses Investment sales are calculated as new single premiums plus the annualised value of new regular premiums Asia Pacific excludes the Australian life business that was sold on 1 October 2009
85
New Business continued
B2 Product analysis of life and pension sales

Life and pensions business Pensions Annuities Bonds Protection Equity release United Kingdom Pensions Savings Annuities Protection Aviva Europe Delta Lloyd Europe Life Annuities Funding agreements North America Asia Pacific4 Australia Total life and pensions sales
1. 2. 3. 4. 3
4,062 3,170 1,686 944 436 10,298 1,598 10,899 87 953 3,178 999 3,729 4,728 1,617
3,752 1,897 2,024 965 276 8,914 2,618 9,862 118 925 3,665 871 3,674 4,545 1,095
8% 67% (17)% (2)% 58% 16% (39)% 11% (26)% 3% (13)% (3)% 15% 1% 4% 48% 4%
8% 67% (17)% (2)% 58% 16% (37)% 14% (24)% 7% 3% (10)% 1% 13% 3% 39% 5%
13,537 13,523 16,715 17,188
261 (100)% (100)%
33,358 32,003
Present value of new business premiums (PVNBP) is the present value of new regular premiums plus 100% of single premiums, calculated using assumptions consistent with those used to determine the value of new business. Growth rates are calculated based on constant rates of exchange. Delta Lloyd, which operates in the Netherlands, Belgium and Germany, is managed independently from our other European businesses Asia Pacific excludes the Australian life business that was sold on 1 October 2009
86
B3 Analysis of sales via bancassurance channels

Bancassurance United Kingdom RBS France Credit du Nord Ireland Allied Irish Bank UniCredit Group Eurovita Unione di Banche Other Italy6 Poland Bancaja Caixa Galicia Unicaja Caja Espaa Other Spain Other Europe Aviva Europe Delta Lloyd3 ABN Amro Europe North America Asia Pacific Total life and pensions Investment sales4 United Kingdom RBS5 Total bancassurance sales 371 10,588 177 9,645 110% 10% 110% 11% 962 1,245 413 2,248 716 1,080 263 4,307 58 509 238 538 304 261 1,850 167 8,040 384 8,424 831 10,217 1,246 1,141 436 1,804 563 983 142 3,492 18 704 225 750 301 229 2,209 57 7,353 398 7,751 471 9,468 (23)% 9% (5)% 25% 27% 10% 85% 23% 222% (28)% 6% (28)% 1% 14% (16)% 193% 9% (4)% 9% 76% 8% (23)% 13% (2)% 29% 32% 14% 92% 28% 205% (25)% 10% (26)% 4% 18% (13)% 178% 13% 12% 67% 10%
1. Present value of new business premiums (PVNBP) is the present value of new regular premiums plus 100% of single premiums, calculated using assumptions consistent with those used to determine the value of new business. 2. Growth rates are calculated based on constant rates of exchange. 3. Delta Lloyd, which operates in the Netherlands, Belgium and Germany, is managed independently from our other European businesses 4. Investment sales are calculated as new single premiums plus annualised value of new regular premiums. 5. Regular premium sales for the 12 months to 31 December 2010 have been capitalised using a weighted average capitalisation factor of 3.2. As such, regular premium sales have produced an overall contribution to investment sales of 215 million. 6. The 2009 figures for sales via the Italy bancassurance channel show a reclassification of 207 million that was previously reported within the retail channel
87
B4 Trend analysis of PVNBP cumulative

Present value of new business premiums1 1Q09 YTD m 2Q09 YTD m 3Q09 YTD m 4Q09 YTD m 1Q10 YTD m 2Q10 YTD m 3Q10 YTD m 4Q10 YTD m
Life and pensions business Pensions Annuities Bonds Protection Equity release United Kingdom France Ireland Italy Poland Spain Other Europe Aviva Europe Of which: Bancassurance Retail Aviva Europe Delta Lloyd2 Europe North America Asia Pacific3 Australia Total life and pensions Investment sales4 Total long term saving sales
1. 2. 3. 4.
989 475 713 245 83 2,505 1,270 187 1,136 351 737 112 3,793 2,259 1,534 3,793 942 4,735 1,929 325 75 744
2,089 833 1,219 461 133 4,735 2,440 426 2,198 554 1,245 208 7,071 4,128 2,943 7,071 1,780 3,189 532 166 1,948
2,893 1,249 1,602 707 213 6,664 3,540 690 2,849 743 1,642 306
3,752 1,897 2,024 965 276 8,914 4,891 1,072 3,607 1,079 2,454 420
941 877 412 231 96 2,557 1,550 247 1,567 206 590 125 4,285 2,611 1,674 4,285 883 5,168 997 409 9,131 1,043
2,061 1,603 828 507 195 5,194 2,827 476 3,052 319 1,060 258
3,028 2,291 1,277 737 298 3,869 680 3,793 469 1,447 382
4,062 3,170 1,686 944 436 4,918 938 4,456 603 2,084 538
7,631 10,298
9,770 13,523 5,493 7,353 4,277 6,170 9,770 13,523 2,835 3,665 3,742 788 261 3,042 4,545 1,095 261 3,872
7,992 10,640 13,537 4,916 6,434 8,040 3,076 4,206 5,497 7,992 10,640 13,537 1,732 2,462 3,178 9,724 13,102 16,715 2,334 794 2,192 3,668 1,153 3,039 4,728 1,617 4,002
8,851 12,605 17,188
9,569 17,473 24,060 32,003
18,046 25,554 33,358
10,313 19,421 27,102 35,875 10,174 20,238 28,593 37,360
Present value of new business premiums (PVNBP) is the present value of new regular premiums plus 100% of single premiums, calculated using assumptions consistent with those used to determine the value of new business. Delta Lloyd, which operates in the Netherlands, Belgium and Germany, is managed independently from our other European businesses Asia Pacific excludes the Australian life business that was sold on 1 October 2009 Investment sales are calculated as new single premiums plus the annualised value of new regular premiums
88
B5 Trend analysis of PVNBP discrete

Present value of new business premiums1 1Q09 m 2Q09 m 3Q09 m 4Q09 m 1Q10 m 2Q10 m 3Q10 m 4Q10 m % Growth on 3Q10 Sterling
Life and pensions business Pensions Annuities Bonds Protection Equity release United Kingdom France Ireland Italy Poland Spain Other Europe Aviva Europe Of which: Bancassurance Retail Aviva Europe Delta Lloyd2 Europe North America Asia Pacific3 Australia Total life and pensions Investment sales4 Total long term saving sales
1. 2. 3. 4.
989 475 713 245 83 2,505 1,270 187 1,136 351 737 112 3,793 2,259 1,534 3,793 942 4,735 1,929 325 75 9,569 744 10,313
1,100 358 506 216 50 2,230 1,170 239 1,062 203 508 96 3,278 1,869 1,409 3,278 838 4,116 1,260 207 91 7,904 1,204 9,108
804 416 383 246 80 1,929 1,100 264 651 189 397 98 2,699 1,365 1,334 2,699 1,055 3,754 553 256 95 6,587 1,094 7,681
859 648 422 258 63 2,250 1,351 382 758 336 812 114 3,753 1,860 1,893 3,753 830 4,583 803 307 7,943 830 8,773
941 877 412 231 96 2,557 1,550 247 1,567 206 590 125 4,285 2,611 1,674 4,285 883 5,168 997 409 9,131 1,043 10,174
1,120 726 416 276 99 2,637 1,277 229 1,485 113 470 133 3,707 2,305 1,402 3,707 849 4,556 1,337 385 8,915 1,149 10,064
967 688 449 230 103 2,437 1,042 204 741 150 387 124 2,648 1,518 1,130 2,648 730 3,378 1,334 359 7,508 847 8,355
1,034 879 409 207 138 2,667 1,049 258 663 134 637 156 2,897 1,606 1,291 2,897 716 3,613 1,060 464 7,804 963 8,767
7% 28% (9)% (10)% 34% 9% 1% 26% (11)% (11)% 65% 26% 9% 6% 14% 9% (2)% 7% (21)% 29% 4% 14% 5%
Present value of new business premiums (PVNBP) is the present value of new regular premiums plus 100% of single premiums, calculated using assumptions consistent with those used to determine the value of new business. Delta Lloyd, which operates in the Netherlands, Belgium and Germany, is managed independently from our other European businesses Asia Pacific excludes the Australian life business that was sold on 1 October 2009 Investment sales are calculated as new single premiums plus the annualised value of new regular premiums
89
B6 Geographical analysis of regular and single premiums life and pensions sales
Regular premiums 2010 m Local currency growth Present value m 2009 m Present value m 2010 m Single premiums 2009 m Local currency growth WACF WACF
Pensions Annuities Bonds Protection Equity release United Kingdom France Ireland Italy Poland Spain Other Europe Aviva Europe Delta Lloyd1 Europe North America Asia Pacific2 Australia Total life and pensions
435 144 579 89 65 50 51 109 89 453 172 625 97
15% (5)% 9% (13)% (53)% (32)% (12)% 5% (18)% (14)% (17)% 7%
4.7 6.6 5.2 6.3 4.0 5.4 9.2 5.9 4.6 5.8 9.3 6.7 10.2 4.7 6.1
2,053 944 2,997 565 263 270 468 648 412 2,626 1,591 4,217 993 1,132 9,339
379 152 531 92 78 111 71 128 82 562 207 769 90 185 49 1,624
4.9 6.3 5.3 6.6 4.3 5.3 13.1 6.1 4.5 6.4 9.3 7.2 9.6 4.5 4.0
1,847 956 2,803 608 337 592 927 782 365 3,611 1,935 5,546 861 828 196
2,009 3,170 1,686 436 7,301 4,353 675 4,186 135 1,436 126 10,911 1,587 3,735 485
1,905 5% 1,897 67% 2,024 (17)% 9 (100)% 276 58% 6,111 4,283 735 3,015 152 1,672 55 9,912 1,730 3,684 19% 5% (5)% 44% (15)% (11)% 121% 14% (5)% 11%
12,498 11,642
240 21% (100)% 1,541 (6)%
267 74% 65 (100)% 12%
6.3 10,234
24,019 21,769
1. Delta Lloyd, which operates in the Netherlands, Belgium and Germany, is managed independently from our other European businesses 2. Asia Pacific excludes the Australian life business that was sold on 1 October 2009
B7 Geographical analysis of regular and single premiums investment sales

Regular2 2010 m 2009 m Local currency growth 2010 m 2009 m Single Local currency growth PVNBP Local currency growth
Investment sales United Kingdom Aviva Europe Delta Lloyd1 Europe Australia Asia Asia Pacific Australia3 Total investment sales
72 6 6 78
69 5 5 74
4% 20% 20% 5%
1,327 1,344 615 1,959 266 223 489 3,775
959 38% 847 63% 664 (4)% 1,511 34% 188 20% 385 (46)% 573 (23)% 734 (100)% 3,777 (4)%
48% 63% (5)% 34% 20% (46)% (23)% (100)%
1. Delta Lloyd, which operates in the Netherlands, Belgium and Germany, is managed independently from our other European businesses 2. UK regular premium sales include ISAs and Unit Trusts which are sold through our JV arrangement with RBS which are capitalised. Regular premium sales for the 12 months to 31 December 2010 totalled 67.3 million and have been capitalised using a weighted average capitalisation factor of 3.2. As such, regular premium sales have produced an overall contribution to investment sales of 215 million out of the UK investment sales of 1,548 million. 3. Asia Pacific excludes the Australian life business that was sold on 1 October 2009
90
B8 Aviva Europe analysis of bancassurance and retail sales

Cumulative
2010 m Bancassurance Local currency growth % Retail Local currency growth % Total Local currency growth %
2009 m
2010 m
2009 m
2010 m
2009 m
Life and pensions France Ireland Italy Poland Spain Other Europe Aviva Europe Discrete quarter
4Q 2010 m 3Q 2010 m
1,245 413 4,307 58 1,850 167 8,040
1,141 436 3,492 18 2,209 57 7,353
13% (2)% 28% 205% (13)% 178% 13%
3,673 525 149 545 234 371 5,497
3,750 636 115 1,061 245 363 6,170
1% (14)% 34% (51)% (1)% 1% (9)%

Retail
4,918 938 4,456 603 2,084 538
4,891 1,072 3,607 1,079 2,454 420
4% (9)% 28% (47)% (12)% 26% 3%

Total
13,537 13,523
Bancassurance 2Q 2010 m 1Q 2010 m 4Q 2010 m 3Q 2010 m 2Q 2010 m
1Q 2010 m
4Q 2010 m
3Q 2010 m
2Q 2010 m
1Q 2010 m
Life and pensions France Ireland Italy Poland Spain Other Europe Aviva Europe
259 85 636 26 548 52 1,606
274 96 710 26 365 47 1,518
319 115 1,419 3 407 42 2,305
393 117 1,542 3 530 26 2,611
790 173 27 108 89 104 1,291
768 108 31 124 22 77 1,130
958 114 66 110 63 91 1,402
1,157 130 25 203 60 99 1,674
1,049 258 663 134 637 156 2,897
1,042 204 741 150 387 124 2,648
1,277 229 1,485 113 470 133 3,707
1,550 247 1,567 206 590 125 4,285
B9 Life and pensions new business net of tax and non-controlling interest
Present value of new business premiums 2010 m 2009 m Value of new business 2010 m Restated 2009 m New business margin 2010 % Restated 2009 %
Life and pensions (net of tax and non-controlling interest)
United Kingdom France Ireland Italy Poland Spain Other Europe Aviva Europe Delta Lloyd2 Europe North America Asia Pacific1 Australia1 Total life and pensions
1. Asia Pacific excludes the Australian life business that was sold on 1 October 2009 2. For details of the 2009 Delta Lloyd restatement see basis of preparation in the MCEV Financial Statements
10,298 4,340 704 1,965 531 1,136 538 9,214 1,721 10,935 4,728 1,598 27,559
8,914 4,111 804 1,614 933 1,326 420 9,208 3,235 12,443 4,545 1,077 271 27,250
254 100 1 42 29 43 15 230 (41) 189 (126) 41 358
177 94 8 38 39 51 8 238 (43) 195 16 9 13 410
2.5% 2.3% 0.1% 2.1% 5.5% 3.8% 2.8% 2.5% (2.4)% 1.7% (2.7)% 2.6% 1.3%
2.0% 2.3% 1.0% 2.4% 4.2% 3.8% 1.9% 2.6% (1.3)% 1.6% 0.4% 0.8% 4.8% 1.5%
91
Capital Management
In this section
C1 Capital management objectives and approach C2 Group capital structure C3 Analysis of return on capital employed C3 i Analysis of IFRS return on capital employed C3 ii Analysis of MCEV return on capital employed C4 Capital generation and utilisation C5 Capital required to write new business, internal rate of return and payback period C6 Regulatory capital C7 IFRS Sensitivity analysis
Page
92 94 96 96 97 99 100 101 103
92
Capital management
C1 Capital management objectives and approach

The primary objective of capital management is to optimise the balance between return and risk, whilst maintaining economic and regulatory capital in accordance with risk appetite. Avivas capital and risk management objectives are closely interlinked, and support the dividend policy and earnings per share growth, whilst also recognising the critical importance of protecting policyholder and other stakeholder interests. Overall capital risk appetite, which is reviewed and approved by the Aviva board, is set and managed with reference to the requirements of a range of different stakeholders including shareholders, policyholders, regulators and rating agencies. Risk appetite is expressed in relation to a number of key capital and risk measures, and includes an economic capital risk appetite of holding sufficient capital resources to enable the Group to meet its liabilities in extreme adverse scenarios, on an ongoing basis, calibrated consistently with the Groups strategic target of maintaining credit ratings in the AA range. In managing capital we seek to: maintain sufficient, but not excessive, financial strength in accordance with risk appetite, to support new business growth and satisfy the requirements of our regulators and other stakeholders giving both our customers and shareholders assurance of our financial strength; optimise our overall debt to equity structure to enhance our returns to shareholders, subject to our capital risk appetite and balancing the requirements of the range of stakeholders; retain financial flexibility by maintaining strong liquidity, including significant unutilised committed credit facilities and access to a range of capital markets; allocate capital rigorously across the group, to drive value adding growth through optimizing risk and return; and declare dividends on a basis judged prudent, while retaining capital to support future business growth, using dividend cover on an IFRS operating earnings after tax basis in the 1.5 to 2.0 times range as a guide. In line with these objectives, the capital generated and invested by the Groups businesses is a key management focus. Operating capital generation, which measures net capital generated after taking into account capital invested in new business (before the impact of non-operating items) is a core regulatory capital based management performance metric used across the Group. This is embedded in the Group business planning process and other primary internal performance and management information processes. Capital is measured and managed on a number of different bases. These are discussed further in the following sections.
Regulatory capital
Individual regulated subsidiaries measure and report solvency based on applicable local regulations, including in the UK the regulations established by the Financial Services Authority (FSA). These measures are also consolidated under the European Insurance Groups Directive (IGD) to calculate regulatory capital adequacy at an aggregate group level, where we have a regulatory obligation to have a positive position at all times. This measure represents the excess of the aggregate value of regulatory capital employed in our business over the aggregate minimum solvency requirements imposed by local regulators, excluding the surplus held in the UK and Ireland with-profit life funds. The minimum solvency requirement for our European businesses is based on the Solvency 1 Directive. In broad terms, for EU operations, this is set at 4% and 1% of non-linked and unit-linked life reserves respectively and for our general insurance portfolio of business is the higher of 18% of gross premiums or 26% of gross claims, in both cases adjusted to reflect the level of reinsurance recoveries. For our major non-European businesses (the US and Canada) a risk charge on assets and liabilities approach is used.
Rating agency capital
Credit ratings are an important indicator of financial strength and support access to debt markets as well as providing assurance to business partners and policyholders over our ability to service contractual obligations. In recognition of this we have solicited relationships with a number of rating agencies. The agencies generally assign ratings based on an assessment of a range of financial factors (e.g. capital strength, gearing, liquidity and fixed charge cover ratios) and non financial factors (e.g. strategy, competitive position, and quality of management). Certain rating agencies have proprietary capital models which they use to assess available capital resources against capital requirements as a component in their overall criteria for assigning ratings. Managing our capital and liquidity position in accordance with our target rating levels is a core consideration in all material capital management and capital allocation decisions. The groups overall financial strength is reflected in our credit ratings. The groups rating from Standard and Poors is AA- (very strong) with a Stable outlook; Aa3 (excellent) with a Stable outlook from Moodys; and A (excellent) with a Positive outlook from A M Best. These ratings continue to reflect our strong competitive position, positive strategic management, strong and diversified underlying earnings profile and very strong liquidity position.
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C1 Capital management objectives and approach continued

Economic capital
We use a risk-based capital model to assess economic capital requirements and to aid in risk and capital management across the group. The model is based on a framework for identifying the risks to which business units, and the group as a whole, are exposed. A mixture of scenario based approaches and stochastic models are used to capture market risk, credit risk, insurance risk and operational risk. Scenarios are specified centrally to provide consistency across businesses and to achieve a minimum standard. Where appropriate, businesses also supplement these with additional risk models and stressed scenarios specific to their own risk profile. When aggregating capital requirements at business unit and group level, we allow for diversification benefits between risks and between businesses, with restrictions to allow for non-fungibility of capital when appropriate. This means that the aggregate capital requirement is less than the sum of capital required to cover all of the individual risks. This model is used to support our Individual Capital Assessments (ICA) which are reported to the FSA for all our UK regulated insurance businesses. The FSA uses the results of our ICA process when setting target levels of capital for our UK regulated insurance businesses. In line with FSA requirements, the ICA estimates the capital required to mitigate the risk of insolvency to a 99.5% confidence level over a one year time horizon (equivalent to events occurring in 1 out of 200 years) against financial and non-financial tests. The financial modelling techniques employed in economic capital enhance our practice of risk and capital management. They enable understanding of the impact of the interaction of different risks allowing us to direct risk management activities appropriately. These same techniques are employed to enhance product pricing and capital allocation processes. Unlike more traditional regulatory capital measures, economic capital also recognises the value of longer term profits emerging from in-force and new business, allowing for consideration of longer term value emergence as well as shorter term net worth volatility in our risk and capital management processes. We continue to develop our economic capital modelling capability for all our businesses as part of our development programme to increase the focus on economic capital management and meeting the emerging requirements of the Solvency II framework and external agencies.
Solvency II
The development of Solvency II continues in 2011. The European Commission is focused on concluding the development of the Level 2 implementing measures that will establish the technical requirements governing the practical application of Solvency II. The European Commission has published a draft directive (Omnibus II) proposing some changes, including as expected a change to the date for implementation of Solvency II from 31 October 2012 to 31 December 2012. Aviva continues to actively participate in the development of the requirements through the key European industry working groups and engaging with the FSA and HM Treasury to influence the on-going negotiations in Brussels. The European Commission is now giving further consideration to the wording of the implementing measures and is expected to finalise these during 2011.
94
C2 Group capital structure The table below shows how our capital, on an MCEV basis, is deployed by segment and how that capital is funded.
2010 m Restated 2009 m
Long-term savings General insurance and health Fund management Other business Corporate1 Total capital employed Financed by Equity shareholders funds Non-controlling interests Direct capital instrument Preference shares Subordinated debt External debt Total capital employed
21,793 20,792 5,613 4,562 465 269 178 (246) (1,521) (1,327) 26,528 24,050 15,295 3,977 990 200 4,572 1,494 26,528 13,092 4,279 990 200 4,637 852 24,050
1. Corporate includes centrally held tangible net assets, the element of the staff pension scheme deficit or surplus allocated centrally and also reflects internal lending arrangements. These internal lending arrangements, which net out on consolidation, arise in relation to the following: Aviva International Insurance Limited (AII) acts as both a UK general insurer and as the primary holding company for our foreign subsidiaries. Internal capital management mechanisms in place allocate a portion of the total capital of the company to the UK general insurance operations, giving rise to notional lending between the general insurance and holding company activities. These mechanisms also allow for some of the assets of the general insurance business to be made available for use across the Group. Certain subsidiaries, subject to continuing to satisfy stand alone capital and liquidity requirements, loan funds to corporate and holding entities. These loans satisfy arms length criteria and all interest payments are made when due.
Total capital employed is financed by a combination of equity shareholders funds, preference capital, subordinated debt and borrowings. At 31 December 2010 we had 26.5 billion (31 December 2009: 24.1 billion) of total capital employed in our trading operations, measured on an MCEV basis. Financial leverage, the ratio of external senior and subordinated debt to MCEV capital and reserves, was 31.5% (31 December 2009: 31.6%). Fixed charge cover, which measures the extent to which external interest costs, including subordinated debt interest and preference dividends, are covered by MCEV operating profit was 9.4 times (31 December 2009: 8.7 times). At 31 December 2010 the market value of our external debt, subordinated debt, preference shares (including both Aviva plc preference shares of 200 million and General Accident plc preference shares, within non-controlling interest, of 250 million), and direct capital instrument was 7,279 million (31 December 2009: 6,634 million), with a weighted average cost of 4.5% (31 December 2009: 5.0%). The group Weighted Average Cost of Capital (WACC) is 7.8% (31 December 2009: 8.0%) and has been calculated by reference to the cost of equity and the cost of debt at the relevant date. The cost of equity at 31 December 2010 was 9.9% (31 December 2009: 9.8%) based on a risk free rate of 3.4% (31 December 2009: 4.0%), an equity risk premium of 4.0% (31 December 2009: 4.0%) and a market beta of 1.6 (31 December 2009: 1.4).
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C2 Group capital structure continued

Shareholders funds, including non-controlling interest
2010 Closing shareholders funds IFRS net asset m Internally generated AVIF m Total Equity m IFRS net asset m Restated 2009 Closing shareholders funds Internally generated AVIF m Total Equity m
Life assurance United Kingdom France Ireland Italy Poland Spain Other Europe Aviva Europe Delta Lloyd Europe North America Asia Pacific General insurance and health United Kingdom France Ireland Other Europe Aviva Europe Delta Lloyd Europe North America Asia Pacific Fund management Other business Corporate Total capital employed Subordinated debt External debt Total equity Less: Non-controlling interests Direct capital instruments Preference capital Equity shareholders funds Less: goodwill and intangibles1 Equity shareholders funds excluding goodwill and intangibles
4,805 1,700 1,171 1,256 279 1,291 270 5,967 4,027 9,994 3,500 757 19,056 2,895 434 387 300 1,121 531 1,652 1,021 45 5,613 465 178 (1,521) 23,791 (4,572) (1,494) 17,725
1,756 1,490 78 238 1,002 467 139 3,414 (1,197) 2,217 (1,383) 147 2,737 2,737 2,737
6,561 3,190 1,249 1,494 1,281 1,758 409 9,381 2,830 12,211 2,117 904 21,793 2,895 434 387 300 1,121 531 1,652 1,021 45 5,613 465 178 (1,521) 26,528 (4,572) (1,494) 20,462 (3,977) (990) (200) 15,295 (4,473) 10,822
4,454 1,707 1,139 1,405 239 1,288 435 6,213 2,983 9,196 3,072 595 17,317 1,876 410 450 329 1,189 545 1,734 928 24 4,562 269 (246) (1,327) 20,575 (4,637) (852) 15,086
1,343 1,386 201 290 1,073 662 (87) 3,525 (49) 3,476 (1,490) 146 3,475 3,475 3,475
5,797 3,093 1,340 1,695 1,312 1,950 348 9,738 2,934 12,672 1,582 741 20,792 1,876 410 450 329 1,189 545 1,734 928 24 4,562 269 (246) (1,327) 24,050 (4,637) (852) 18,561 (4,279) (990) (200) 13,092 (4,628) 8,464
1. Goodwill and intangibles comprise 3,391 million (31 December 2009: 3,381 million) of goodwill in subsidiaries, 1,357 million (31 December 2009: 1,367 million) of intangibles in subsidiaries, 156 million (31 December 2009: 150 million) of goodwill and intangibles in joint ventures and 80 million (31 December 2009: 264 million) of goodwill in associates, net of associated deferred tax liabilities of 261 million (31 December 2009: 271 million) and the minority share of intangibles of 250 million (31 December 2009: 263 million).
96
C3 Analysis of return on capital employed

C3 i Analysis of IFRS return on capital employed
2010 Operating return1 Opening shareholders funds including non-controlling interests m
Before tax m
After tax m
Return on capital %
Life assurance General insurance and health Fund management Other business Corporate2 Return on total capital employed Subordinated debt External debt Return on total equity Less: Non-controlling interests Direct capital instrument Preference capital Return on equity shareholders funds
2,318 993 201 (220) (419) 2,873 (290) (33) 2,550
1,774 720 141 (155) (322) 2,158 (209) (24) 1,925 (332) (42) (17) 1,534
17,317 4,562 269 (246) (1,327) 20,575 (4,637) (852) 15,086 (3,540) (990) (200) 10,356
10.2% 15.8% 52.4% 63.0% 24.3% 10.5% 4.5% 2.8% 12.8% 9.4% 4.2% 8.5% 14.8%
1. The operating return is based upon group IFRS operating profit, which is stated before impairment of goodwill, amortisation of intangibles, exceptional items and investment variance. 2. The Corporate loss before tax of 419 million comprises costs of 143 million, net finance charge on the main UK pension scheme of 87 million and interest on internal lending arrangements of 246 million offset by investment return of 57 million.
2009 Operating return1 Opening shareholders funds including non-controlling interests m
Before tax m
After tax m
Return on capital %
Life assurance General insurance and health Fund management Other business Corporate2 Return on total capital employed Subordinated debt External debt Return on total equity Less: Non-controlling interests Direct capital instrument Preference capital Return on equity shareholders funds
1,887 919 133 (214) (368) 2,357 (293) (42) 2,022
1,405 660 93 (152) (290) 1,716 (211) (30) 1,475 (193) (44) (17) 1,221
16,581 5,516 340 (199) (2,140) 20,098 (4,606) (919) 14,573 (2,204) (990) (200) 11,179
8.5% 12.0% 27.4% 76.4% 13.6% 8.5% 4.6% 3.3% 10.1% 8.8% 4.4% 8.5% 10.9%
1. The operating return is based upon group IFRS operating profit, which is stated before impairment of goodwill, amortisation of intangibles, exceptional items and investment variance. 2. The Corporate loss before tax of 368 million comprises costs of 108 million, net finance charge on the main UK pension scheme of 74 million and interest on internal lending arrangements of 227 million offset by investment return of 41 million.
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C3 Analysis of return on capital employed continued

C3 ii Analysis of MCEV return on capital employed
2010 Operating return1 Restated Opening shareholders funds including noncontrolling After tax interests m m
Before tax m
Return on capital %
Life assurance United Kingdom France Ireland Italy Poland Spain Other Europe Aviva Europe Delta Lloyd Europe North America Asia Pacific General insurance and health United Kingdom2 France Ireland Other Europe Aviva Europe Delta Lloyd Europe North America Asia Pacific Fund management Other business Corporate3 Return on total capital employed Subordinated debt External debt Return on total equity Less: Non-controlling interests Direct capital instrument Preference capital Return on equity shareholders funds
1,085 971 37 266 377 319 43 2,013 83 2,096 289 109 3,579 522 76 51 (18) 109 146 255 222 (6) 993 125 (195) (419) 4,083 (290) (33) 3,760
778 637 31 180 306 224 33 1,411 61 1,472 188 85 2,523 376 62 45 (15) 92 106 198 151 (5) 720 87 (138) (322) 2,870 (209) (24) 2,637 (426) (42) (17) 2,152
5,797 3,093 1,340 1,695 1,312 1,950 348 9,738 2,934 12,672 1,582 741 20,792
13.4% 20.6% 2.3% 10.6% 23.3% 11.5% 9.5% 14.5% 2.1% 11.6% 11.9% 11.5% 12.1%
1,876 20.0% 410 15.1% 450 10.0% 329 (4.6)% 1,189 7.7% 545 19.4% 1,734 11.4% 928 16.3% 24 (20.8)% 4,562 15.8% 269 32.3% (246) 56.1% (1,327) 24.3% 24,050 (4,637) (852) 18,561 11.9% 4.5% 2.8% 14.2%
(4,279) 10.0% (990) 4.2% (200) 8.5% 13,092 16.4%
1. The operating return is based upon group MCEV operating profit, which is stated before impairment of goodwill, amortisation of intangibles, exceptional items and investment variance. 2. Opening shareholders funds includes the impact of allocating a share of the UK pension scheme deficit, which lowers shareholders funds and increases annualised return on capital. 3. The Corporate loss before tax of 419 million comprises costs of 143 million, net finance charge on the main UK pension scheme of 87 million and interest on internal lending arrangements of 246 million offset by investment return of 57 million.
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C3 Analysis of return on capital employed continued

C3 ii Analysis of MCEV return on capital employed continued
Restated 2009 Operating return
1
Before tax m
After tax m
Restated Opening shareholders funds including non-controlling interests m
Return on capital %
Life assurance United Kingdom France Ireland Italy Poland Spain Other Europe Aviva Europe Delta Lloyd Europe North America Asia Pacific General insurance and health United Kingdom2 France Ireland Other Europe Aviva Europe Delta Lloyd Europe North America Asia Pacific Fund management Other business Corporate3 Return on total capital employed Subordinated debt External debt Return on total equity Less: Non-controlling interests Direct capital instrument Preference capital Return on equity shareholders funds
787 785 64 216 499 113 27 1,704 640 2,344 266 101 3,498 494 96 57 (21) 132 143 275 144 6 919 51 (173) (368) 3,927 (293) (42) 3,592
567 515 55 147 404 79 23 1,223 469 1,692 266 71 2,596 356 63 50 (15) 98 104 202 98 4 660 36 (121) (290) 2,881 (211) (30) 2,640 (378) (44) (17) 2,201
5,069 2,872 1,492 1,671 1,415 2,189 335 9,974 3,005 12,979 750 981 19,779 2,592 400 545 377 1,322 705 2,027 878 19 5,516
11.2% 17.9% 3.7% 8.8% 28.6% 3.6% 6.9% 12.3% 15.6% 13.0% 35.5% 7.2% 13.1% 13.7% 15.8% 9.2% (4.0)% 7.4% 14.8% 10.0% 11.2% 21.1% 12.0%
340 10.6% (199) 60.8% (2,140) 13.6% 23,296 (4,606) (919) 17,771 12.4% 4.6% 3.3% 14.9%
(3,109) 12.2% (990) 4.4% (200) 8.5% 13,472 16.3%
1. The operating return is based upon group MCEV operating profit, which is stated before impairment of goodwill, amortisation of intangibles, exceptional items and investment variance. 2. Opening shareholders funds includes the impact of allocating a share of the UK pension scheme deficit, which lowers shareholders funds and increases annualised return on capital. 3. The Corporate loss before tax of 368 million comprises costs of 108 million, net finance charge on the main UK pension scheme of 74 million and interest on internal lending arrangements of 227 million offset by investment return of 41 million.
99
C4 Capital generation and utilisation

The active management of the generation and utilisation of capital is a primary Group focus, with the balancing of new business investment and shareholder distribution with operational capital generation a key financial priority. The 2010 result of 1.7 billion represents a 0.7 billion increase on 2009 and reinforces our confidence in the capital generation position of the Group. This excludes the negative impact of the Delta Lloyd longevity assumption change of 0.2 billion which is included in the MCEV existing business free surplus generated. Profits from existing life business remain strong, generating 2.1 billion of capital1 (31 December 2009: 1.9 billion), with a further 0.6 billion (31 December 2009: 0.6 billion) generated by the general insurance, fund management and non-insurance businesses. Capital invested in new business has reduced significantly to 1.0 billion (31 December 2009: 1.5 billion), benefiting in particular from management actions to improve capital efficiency in the US business, the utilisation of the RIEESA to finance new business in UK Life and reduced required capital on general insurance business.
2010 bn 2009 bn
Operational capital generation: Life in-force profits1 General insurance, fund management and non-insurance profits Operational capital generated before investment in new business Capital invested in new business Operational capital generated after investment in new business
1. Life in-force profits excludes the negative impact of the Delta Lloyd longevity assumption change of 0.2 billion which is included in the MCEV analysis of free surplus generated.
2.1 0.6 2.7 (1.0) 1.7
1.9 0.6 2.5 (1.5) 1.0
Operational capital generation comprises the following components: Operating Free surplus emergence, including release of required capital, for the life in-force business (net of tax and minorities); IFRS operating profits for the general insurance and non-life businesses (net of tax and minorities); Capital invested in new business. For the life business this is the impact of initial and required capital on free surplus. For general insurance businesses this reflects the movement in required capital, which we have assumed to equal two times the regulatory minimum. Where appropriate, the movement in capital requirements excludes the impact of foreign exchange movements.
As well as financing new business investment, operational capital generated is used to finance corporate costs, service the Groups debt capital and to finance shareholder dividend distributions. After taking these items into account the net operational capital generated after financing is a 0.6 billion surplus, a strong improvement on the 2009 position.
2010 bn 2009 bn
Operational capital generated after investment in new business Interest, corporate and other costs External dividend net of scrip Net operational capital generation after financing
1.7 (0.6) (0.5) 0.6
1.0 (0.5) (0.6) (0.1)
100
C5 Capital required to write new business, internal rate of return and payback period
As set out above, the group generates a significant amount of capital each year. This capital generation supports both shareholder distribution and reinvestment in new business. The internal rates of return on new business written during the period are set out below.
Initial capital m Required capital m Total invested capital m Payback period years
2010
IRR %
United Kingdom France Ireland Italy Poland Spain Other Europe Aviva Europe Delta Lloyd Europe North America Asia Pacific Total
98 34 34 32 16 25 41 182 106 288 65 62 513
198 202 17 183 9 80 16 507 112 619 366 34 1,217
296 236 51 215 25 105 57 689 218 907 431 96 1,730

Total invested capital m
15% 9% 5% 11% 25% 22% 14% 13% 6% 11% 14% 11% 12.5%
7 9 11 6 4 4 6 7 16 9 4 13 8
2009
Initial capital m
Required capital m
IRR %
Payback period Years
109 53 56 27 20 25 43 224 116 340 162 60 671
133 169 23 156 9 72 7 436 140 576 376 59 1,144
242 222 79 183 29 97 50 660 256 916 538 119 1,815
14% 9% 6% 10% 22% 26% 12% 13% 6% 11% 7% 8% 10.0%
8 9 10 7 5 3 8 7 33 15 14 20 14
The capital invested data above is stated gross of non-controlling interests and valued on a point of sale basis. This differs from the analysis of life and pensions earnings in notes E7 and E12 which is stated net of minorities, valued on a year-end basis and benefits from the writing of new business in the UK Life RIEESA. The reconciliation is as follows:
2010 m
Total capital invested Non-controlling interests Benefit of RIEESA on new business funding Timing differences (point of sale versus year end basis) New business impact on free surplus
1,730 (304) (104) (72) 1,250
101
C6 Regulatory capital
Individual regulated subsidiaries measure and report solvency based on applicable local regulations, including in the UK the regulations established by the Financial Services Authority (FSA). These measures are also consolidated under the European Insurance Groups Directive (IGD) to calculate regulatory capital adequacy at an aggregate group level, where we have a regulatory obligation to have a positive position at all times. This measure represents the excess of the aggregate value of regulatory capital employed in our business over the aggregate minimum solvency requirements imposed by local regulators, excluding the surplus held in the UK and Ireland with-profit life funds. The minimum solvency requirement for our European businesses is based on the Solvency 1 Directive. In broad terms, for EU operations, this is set at 4% and 1% of non-linked and unit-linked life reserves respectively and for our general insurance portfolio of business is the higher of 18% of gross premiums or 26% of gross claims, in both cases adjusted to reflect the level of reinsurance recoveries. For our major non-European businesses (the US, and Canada) a risk charge on assets and liabilities approach is used.
Regulatory capital Group: European Insurance Groups Directive (IGD)
UK life funds bn Other business bn Total 2010 bn Total 2009 bn
Insurance Groups Directive (IGD) capital resources Less: capital resource requirement Insurance Group Directive (IGD) excess solvency Cover over EU minimum (calculated excluding UK life funds)
6.0 (6.0)
10.3 (6.5) 3.8
16.3 (12.5) 3.8 1.6 times
15.7 (11.2) 4.5 1.7 times
The EU Insurance Groups Directive (IGD) regulatory capital solvency surplus has decreased by 0.7 billion since 31 December 2009 to 3.8 billion. The key movements over the period are set out in the following table:
bn
IGD solvency surplus at 31 December 2009 Operating profits net of other income and expenses Dividends net of scrip Market movements including foreign exchange Pension scheme funding Increase in Capital Resource Requirement Acquisitions (River Road and other small transactions) Other Estimated IGD solvency surplus at 31 December 2010
4.5 1.0 (0.5) (0.2) (0.3) (0.3) (0.2) (0.2) 3.8
Market movements include the impact of equity, credit spread, interest rate and foreign exchange movements net of the effect of hedging instruments.
Reconciliation of Group IGD capital resources to FRS 27 capital
The reconciliation below provides analysis of differences between our capital resources and the amounts included in the capital statement made in accordance with FRS 27 and disclosed within our consolidated accounts. The Group Capital Adequacy report is prepared in accordance with the FSA valuation rules and brings in capital in respect of the UK Life valued in accordance with FSA regulatory rules excluding surpluses in with-profit funds. The FRS 27 disclosure brings in the realistic value of UK Life capital resources. As the two bases differ greatly, the reconciliation below is presented by removing the restricted regulatory assets and then replacing them with the unrestricted realistic assets.
2010 bn
Total capital and reserves (IFRS basis) Plus: Other qualifying capital Plus: UK unallocated divisible surplus Less: Goodwill, acquired AVIF and intangible assets Less: Adjustments onto a regulatory basis Group Capital Resources on regulatory basis The Group Capital Resources can be analysed as follows: Core Tier 1 Capital Innovative Tier 1 Capital Total Tier 1 Capital Upper Tier 2 Capital Lower Tier 2 Capital Group Capital Resources Deductions Group Capital Resources on regulatory basis (Tier 1 & Tier 2 Capital) Less: UK life restricted regulatory assets Add: UK life unrestricted realistic assets Add: Overseas UDS restricted asset Total FRS 27 capital
17.7 5.0 2.1 (6.5) (2.0) 16.3 13.6 1.0 14.6 1.8 3.6 (3.7) 16.3 (7.2) 6.1 1.4 16.6
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C6 Regulatory capital continued

Regulatory capital Long-term businesses
For our non-participating worldwide life assurance businesses, our capital requirements, expressed as a percentage of the EU minimum, are set for each business unit as the higher of: The level of capital at which the local regulator is empowered to take action; The capital requirement of the business unit under the groups economic capital requirements; and The target capital level of the business unit. The required capital across our life businesses varies between 100% and 325% of EU minimum or equivalent. The weighted average level of required capital for our non-participating life business, expressed as a percentage of the EU minimum (or equivalent) solvency margin has decreased to 129% (31 December 2009: 130%). These levels of required capital are used in the calculation of the groups embedded value to evaluate the cost of locked in capital. At 31 December 2010 the aggregate regulatory requirements based on the EU minimum test amounted to 6.8 billion (31 December 2009: 6.1 billion). At this date, the actual net worth held in our long-term business was 10.0 billion (31 December 2009: 9.8 billion) which represents 147% (31 December 2009: 159%) of these minimum requirements.
Regulatory capital UK Life with-profits funds
The available capital of the with-profit funds is represented by the realistic inherited estate. The estate represents the assets of the long-term with-profit funds less the realistic liabilities for non-profit policies within the funds, less asset shares aggregated across the with-profit policies and any additional amounts expected at the valuation date to be paid to in-force policyholders in the future in respect of smoothing costs, guarantees and promises. Realistic balance sheet information is shown below for the three main UK withprofit funds: Old With-Profit Sub Fund (OWPSF), New With-Profit Sub Fund (NWPSF) and With-Profit Sub-Fund (WPSF). These realistic liabilities have been included within the long-term business provision and the liability for insurance and investment contracts on the consolidated IFRS balance sheet at 31 December 2010 and 31 December 2009.
2010 Estimated realistic assets bn Estimated Support realistic inherited Arrangement 3 estate2 bn bn Estimated risk Capital Margin5 bn 2009
Realistic liabilities1 bn
Estimated excess bn
Estimated excess bn
NWPSF OWPSF WPSF4 Aggregate
20.8 3.1 20.4 44.3
(20.8) (2.8) (18.6) (42.2)
0.3 1.8 2.1
1.2 1.2
(0.4) (0.1) (0.4) (0.9)
0.8 0.2 1.4 2.4
0.6 0.1 1.4 2.1
1. These realistic liabilities include the shareholders share of future bonuses of 0.7 billion (31 December 2009: 0.6 billion). Realistic liabilities adjusted to eliminate the shareholders share of future bonuses are 41.5 billion (31 December 2009: 42.1 billion). These realistic liabilities make provision for guarantees, options and promises on a market consistent stochastic basis. The value of the provision included within realistic liabilities is 1.9 billion, 0.3 billion and 3.1 billion for NWPSF, OWPSF and WPSF respectively (31 December 2009: 2.2 billion, 0.3 billion and 3.1 billion). 2. Estimated realistic inherited estate at 31 December 2009 was nil, 0.2 billion and 1.6 billion for NWPSF, OWPSF and WPSF respectively. 3. The support arrangement represents the reattributed estate of 1.2 billion at 31 December 2010 (31 December 2009: 1.1 billion) held within the non-profit fund with WPSF included within the other UK Life operations. 4. The WPSF fund includes the Provident Mutual (PM) fund which has realistic assets and liabilities of 1.7 billion and therefore does not contribute to the realistic inherited estate. 5. The risk capital margin (RCM) is 3.7 times covered by the inherited estate and support arrangement.(31 December 2009: 3.6 times).
Investment mix
The aggregate investment mix of the assets in the three main with-profit funds was:
2010 % 2009 %
Equity Property Fixed interest Other
26% 16% 57% 1%
21% 12% 59% 8%
The equity backing ratios, including property, supporting with-profit asset shares are 69% in NWPSF and OWPSF, and 68% in WPSF.
103
C7 IFRS Sensitivity analysis

The Group uses a number of sensitivity test-based risk management tools to understand the volatility of earnings, the volatility of its capital requirements, and to manage its capital more efficiently. Primarily, MCEV, ICA, and scenario analysis are used. Sensitivities to economic and operating experience are regularly produced on all of the Groups financial performance measurements to inform the Groups decision making and planning processes, and as part of the framework for identifying and quantifying the risks that each of its business units, and the Group as a whole are exposed to. For long-term business in particular, sensitivities of MCEV performance indicators to changes in both economic and noneconomic experience are continually used to manage the business and to inform the decision making process. More information on MCEV sensitivities can be found in the presentation of results on an MCEV basis in the supplementary section of this report.
Life insurance and investment contracts
The nature of long-term business is such that a number of assumptions are made in compiling these financial statements. Assumptions are made about investment returns, expenses, mortality rates, and persistency in connection with the in-force policies for each business unit. Assumptions are best estimates based on historic and expected experience of the business. A number of the key assumptions for the Groups central scenario are disclosed elsewhere in these statements for both IFRS reporting and reporting under MCEV methodology.
General insurance and health business
General insurance and health claim liabilities are estimated by using standard actuarial claims projection techniques. These methods extrapolate the claims development for each accident year based on the observed development of earlier years. In most cases, no explicit assumptions are made as projections are based on assumptions implicit in the historic claims.
Sensitivity test results
Illustrative results of sensitivity testing for long-term business, general insurance and health business and the fund management and non-insurance business are set out below. For each sensitivity test the impact of a reasonably possible change in a single factor is shown, with other assumptions left unchanged.
Sensitivity factor Description of sensitivity factor applied
Interest rate and investment return Equity/property market values Expenses Assurance mortality/morbidity (life insurance only) Annuitant mortality (life insurance only) Gross loss ratios (non-life insurance only)
The impact of a change in market interest rates by a 1% increase or decrease. The test allows consistently for similar changes to investment returns and movements in the market value of backing fixed interest securities. The impact of a change in equity/property market values by 10%. The impact of an increase in maintenance expenses by 10%. The impact of an increase in mortality/morbidity rates for assurance contracts by 5%. The impact of a reduction in mortality rates for annuity contracts by 5%. The impact of an increase in gross loss ratios for general insurance and health business by 5%.
Long-term businesses
2010 Impact on profit before tax m Interest rates +1% Interest rates -1% Equity/ property +10% Equity/ property -10% Expenses +10% Assurance mortality +5% Annuitant mortality -5%
Insurance participating Insurance non-participating Investment participating Investment non-participating Assets backing life shareholders funds Total
(55) (220) (15) (30) 15 (305)
(235) 265 15 35 (15) 65
65 55 35 15 160 330
(125) (55) (70) (15) (155) (420)
(45) (20) (15) (5) (85)
(10) (45) (55)
(45) (310) (355)

2010
Impact on shareholders equity before tax m
Interest rates +1%
Interest rates -1%
Equity/ property +10%
Equity/ property -10%
Expenses +10%
Assurance mortality +5%
Annuitant mortality -5%
(85) (590) (15) (110) (90) (890)
(190) 680 15 125 90 720
65 240 35 15 280 635
(125) (240) (70) (15) (275) (725)
(45) (20) (15) (5) (85)
(10) (45) (55)
(45) (310) (355)
104
C7 IFRS Sensitivity analysis continued

Long-term businesses
2009 Impact on profit before tax m Interest rates +1% Interest rates -1% Equity/ property +10% Equity/ property -10% Expenses +10% Assurance mortality +5% Annuitant mortality -5%
(20) (190) (65) (30) (10) (315)
(275) 270 (15) 45 10 35
15 35 20 20 135 225
(35) (35) (30) (20) (140) (260)
(15) (25) (15) (5) (60)
(5) (40) (45)
(40) (280) (320)

2009
Interest rates +1%
Interest rates -1%
Expenses +10%
Assurance mortality +5%
Annuitant mortality -5%
(40) (380) (65) (80) (65) (630)
(235) 535 (15) 125 85 495
20 220 20 20 215 495
(40) (220) (30) (20) (215) (525)
(15) (25) (15) (5) (60)
(5) (40) (45)
(40) (280) (320)
The different impacts of the economic sensitivities on profit and shareholders' equity arise from classification of certain assets as available for sale in some business units, for which movements in unrealised gains or losses would be taken directly to shareholders equity. The sensitivities to economic movements relate mainly to business in the UK, US and the Netherlands. In general a fall in market interest rates has a beneficial impact on non-participating business and shareholders funds, due to the increase in market value of fixed interest securities and the relative durations of assets and liabilities; similarly a rise in interest rates has a negative impact. In the US most debt securities are classified as available for sale, which limits the overall sensitivity of IFRS profit to interest rate movements. The sensitivity to movements in equity and property market values relates mainly to holdings in the Netherlands, although the impact on IFRS profit is moderated by the classification of equities as available for sale. Changes in sensitivities between 2009 and 2010 reflect movements in market interest rates, portfolio growth, changes to asset mix and the relative durations of assets and liabilities and asset liability management actions. Investment variances of 791 million in 2010 include 1,010 million relating to Delta Lloyd. Of this, around 800 million is due to differing movements in asset and liability yield curves while the remainder primarily relates to gains on interest rate derivatives. Liabilities in Delta Lloyd are discounted using a yield curve based on a fully collateralised AAA bond portfolio. The discount rate increased in 2010 as an increase of around 80bps in credit spreads on collateralised bonds was only partly offset by lower risk-free yields. As a result, whilst lower interest rates increased the market value of assets, this has not been offset by a corresponding movement in liabilities. The AAA collateralised bond spread movement in the year reflected the perceived risk regarding the curves components which include bonds issued by Spanish savings banks and a range of other European organisations. If spreads were to reduce, this would increase the insurance liabilities and this increase may not be offset by a corresponding increase in asset values. Changes to the Delta Lloyd curve, which can generate gains or losses, can therefore significantly impact profit before tax and shareholders equity and the magnitude of this sensitivity is illustrated by the 800 million profit before tax and increase in shareholders equity experienced in 2010. The mortality sensitivities relate primarily to the UK. The impact on the Groups results from sensitivity to these assumptions can also be found in the MCEV sensitivities included in the alternative method of reporting long-term business profits section.
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General insurance and health businesses
2010 Impact on profit before tax m Interest rates +1% Interest rates -1% Equity/ property +10% Equity/ property -10% Expenses +10% Gross loss ratios +5%
Gross of reinsurance Net of reinsurance
(305) (360)
300 365
95 95
(100) (100)
(135) (135)
(325) (315)
2010
Interest rates +1%
Interest rates -1%
Expenses +10%
Gross loss ratios +5%
(305) (360)
300 365
95 95
(100) (100)
(35) (35)
(325) (315)
2009
Impact on profit before tax m
Interest rates +1%
Interest rates -1%
Expenses +10%
(310) (365)
295 365
105 105
(110) (110)
(135) (135)
(345) (330)
2009
Interest rates +1%
Interest rates -1%
Expenses +10%
(310) (365)
295 365
105 105
(110) (110)
(35) (35)
(345) (330)
For general insurance, the impact of the expense sensitivity on profit also includes the increase in ongoing administration expenses, in addition to the increase in the claims handling expense provision.
Fund management and non-insurance businesses
2010 Impact on profit before tax m Interest rates +1% Interest rates -1% Equity/ property +10% Equity/ property -10%
Total
(5)
15
35
2010
Interest rates +1%
Interest rates -1%
Total
(30)
40
20
30
2009
Impact on profit before tax m
Interest rates +1%
Interest rates -1%
Total
(20)
25
70
(30)
2009
Interest rates +1%
Interest rates -1%
Total
(40)
55
80
(50)
The sensitivity of the Group's fund management and non-insurance business to movements in equity and property markets includes the impact of hedging instruments held at Group Centre.
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Limitations of sensitivity analysis
The previous tables demonstrate the effect of a change in a key assumption while other assumptions remain unchanged. In reality, there is a correlation between the assumptions and other factors. It should also be noted that these sensitivities are non-linear, and larger or smaller impacts should not be interpolated or extrapolated from these results. The sensitivity analyses do not take into consideration that the Groups assets and liabilities are actively managed. Additionally, the financial position of the Group may vary at the time that any actual market movement occurs. For example, the Groups financial risk management strategy aims to manage the exposure to market fluctuations. As investment markets move past various trigger levels, management actions could include selling investments, changing investment portfolio allocation, adjusting bonuses credited to policyholders, and taking other protective action. A number of the business units use passive assumptions to calculate their long-term business liabilities. Consequently, a change in the underlying assumptions may not have any impact on the liabilities, whereas assets held at market value in the statement of financial position will be affected. In these circumstances, the different measurement bases for liabilities and assets may lead to volatility in shareholder equity. Similarly, for general insurance liabilities, the interest rate sensitivities only affect profit and equity where explicit assumptions are made regarding interest (discount) rates or future inflation. Other limitations in the above sensitivity analyses include the use of hypothetical market movements to demonstrate potential risk that only represent the Groups view of possible near-term market changes that cannot be predicted with any certainty; and the assumption that all interest rates move in an identical fashion.
107
Analysis of Assets
In this section
D1 Total assets shareholder/policyholder exposure to risk D2 Total assets valuation bases/fair value hierarchy D3 Analysis of asset quality D3.1 Goodwill, Acquired value of in-force business and intangible assets D3.2 Investment property D3.3 Loans D3.4 Financial investments D3.5 Reinsurance assets D3.6 Receivables and other financial assets D3.7 Cash and cash equivalents D4 Pension fund assets D5 Available funds D6 Guarantees
Page
108 109 112 112 113 114 119 129 129 130 131 132 132
108 1
Analysis of assets
As an insurance business, Aviva Group holds a variety of assets to match the characteristics and duration of its insurance liabilities. Appropriate and effective asset liability matching (on an economic basis) is the principal way in which we manage our investments. In addition, to support this, we also use a variety of hedging and other risk management strategies to diversify away residual mis-match risk that is outside of our risk appetite.
D1 Total assets Shareholder/policyholder exposure to risk

Less assets of operations classified as held for sale m
2010
Policyholder assets m
Participating fund assets m
Shareholder assets m
Total assets analysed m
Balance sheet total m
Goodwill and acquired value of in-force business and intangible assets Interests in joint ventures and associates Property and equipment Investment property Loans Financial investments Debt securities Equity securities Other investments Reinsurance assets Deferred tax assets Current tax assets Receivables and other financial assets Deferred acquisition costs and other assets Prepayments and accrued income Cash and cash equivalents Assets of operations classified as held for sale Total Total % 2009 2009 %
591 4,015 35 16,150 31,441 26,814 1,215 173 123 133 4,772 85,462 23.0% 80,796 22.8%
519 124 7,062 8,314 85,414 12,308 6,608 719 2,192 80 1,253 12,194
6,197 1,541 626 1,987 34,725
6,197 2,651 750 13,064 43,074
(14)
6,197 2,637 750 13,064 43,074
65,918 167,482 5,327 49,076 3,308 36,730 5,150 7,084 288 288 198 198 5,930 8,295 5,869 6,072 2,305 3,691 8,489 25,455
167,482 49,076 36,730 7,084 288 198 8,295 6,072 3,691 25,455 14 14 370,107 100.0% 354,391 100.0%
136,787 147,858 370,107 37.0% 40.0% 100.0% 135,628 137,967 354,391 38.3% 38.9% 100.0%
As at 31 December 2010, 40.0% of our total asset base was shareholder assets, 37.0% participating assets where Aviva shareholders have partial exposure, and 23.0% policyholder assets where Aviva shareholders have no exposure. Of the total assets, investment property, loans and financial investments comprised 309.4 billion, compared to 292.2 billion at 2009. As a result of the 2009 investment reclassifications, shareholder assets as a percentage of total assets have increased by 0.5% (from 38.4% as previously reported in 2009 to 38.9%). During 2010, the Group has continued to refine its classification of assets. Where relevant, 2009 comparative amounts in the tables that follow have been adjusted accordingly. The Group undertook a review of investment classifications during 2010, the allocation of assets between shareholder, participating and policyholder funds, and credit rating classifications, with the following effect on 2009 previously reported amounts: In our Spanish business debt securities of 2,362 million and equity securities of 10 million previously recognised as participating fund assets have been reclassified as shareholder assets. In our UK Life business, investments and other assets backing indexed linked policies previously recognised as policyholder assets have been reclassified as shareholder assets. Reclassified assets total 1,890 million, split 1,214 million debt securities, 551 million loans, 97 million other investments and 28 million reinsurance assets. In our business in France, equity and debt securities held indirectly through majority owned consolidated mutual funds managed by third parties previously presented as unit trusts and other investment vehicles within other investments, are now presented as equity and debt securities. The effect is to increase equity and debt securities by 2,085 million and 1,247 million respectively and decrease unit trusts and other investment vehicles within other investments by 3,332 million. The fair value hierarchy of the reclassified investments remains the same, except for 50 million equity securities considered Level 3, which were previously treated as Level 1 when classified as other investments. In our businesses in the UK, the credit ratings of certain non-rated private placements and other bonds totalling 1,917 million have previously been classified according to their internal credit ratings. These are now classified as non-rated. The net effect of the adjustments above is to increase shareholder assets at 31 December 2009 by 4,262 million and decrease policyholder and participating fund assets by 1,890 million and 2,372 million respectively. None of these adjustments affect balances reported in the IFRS primary statements. Where relevant, 2009 comparative amounts in the table above and those that follow in this section have been adjusted accordingly.
109
D2 Total assets Valuation bases/fair value hierarchy

2010 Equity accounted /tax assets1 m Equity accounted /tax assets1 m 2009 Amortised cost m Amortised cost m
Total assets
Fair value m
Total m
Fair value m
Total m
Goodwill and acquired value of in-force business and intangible assets Interests in joint ventures and associates Property and equipment Investment property Loans Financial investments Debt securities Equity securities Other investments Reinsurance assets Deferred tax assets Current tax assets Receivables and other financial assets Deferred acquisition costs and other assets Prepayments and accrued income Cash and cash equivalents Total Total %
440 13,064 21,028 167,482 49,076 36,730 25,455 313,275 84.6%
6,197 310 22,046 7,084 8,295 6,072 3,691 53,695 14.5%
2,651
6,197 2,651 750 13,064 43,074
415 12,430 20,890 161,757 45,427 31,518 25,176 297,613 84.0%
6,241 340 20,189 7,572 9,652 5,621 3,604 53,219 15.0%
2,982
6,241 2,982 755 12,430 41,079
167,482 49,076 36,730 7,084 288 288 198 198 8,295 6,072 3,691 25,455 3,137 370,107 0.9% 100.0%
161,757 45,427 31,518 7,572 218 218 359 359 9,652 5,621 3,604 25,176 3,559 354,391 1.0% 100.0%
1. Within the groups statement of financial position, assets are recognised for deferred tax and current tax. The valuation basis of these assets does not directly fall within any of the categories outlined above. As such, these assets have been reported together with equity accounted within the analysis of the groups assets.
110
D2 Total assets Valuation bases/fair value hierarchy continued

Total assets Policyholder assets 2010 Fair value m Equity Amortised accounted/ cost tax assets1 m m Total m
Goodwill and acquired value of in-force business and intangible assets Interests in joint ventures and associates Property and equipment Investment property Loans Financial investments Debt securities Equity securities Other investments Reinsurance assets Deferred tax assets Current tax assets Receivables and other financial assets Deferred acquisition costs and other assets Prepayments and accrued income Cash and cash equivalents Total Total % 2009 2009 %
4,015 16,150 31,441 26,814 4,772 83,192 97.3% 77,975 96.5%
35 1,215 173 123 133 1,679 2.0% 2,465 3.1%
591
591 4,015 35
16,150 31,441 26,814 1,215 173 123 133 4,772 591 85,462 0.7% 100.0% 356 80,796 0.4% 100.0%
Total assets Participating fund assets 2010
Fair value m
Equity Amortised accounted/ cost tax assets1 m m
Total m
42 7,062 1,062 85,414 12,308 6,608 12,194 91.1% 90.5%
82 7,252 719 2,192 80 1,253 8.5% 9.0%
519
519 124 7,062 8,314 85,414 12,308 6,608 719 2,192 80 1,253 12,194
124,690 11,578 122,794 12,237
519 136,787 0.4% 100.0% 597 135,628 0.5% 100.0%
111

Total assets Shareholder assets 2010 Fair value m Amortised cost m Equity accounted/ tax assets1 m Total m
398 1,987 19,966 65,918 5,327 3,308 8,489 105,393 71.3% 96,844 70.2%
6,197 228 14,759 5,150 5,930 5,869 2,305 40,438 27.3% 38,517 27.9%
1,541 288 198
6,197 1,541 626 1,987 34,725 65,918 5,327 3,308 5,150 288 198 5,930 5,869 2,305 8,489
2,027 147,858 1.4% 100.0% 2,606 137,967 1.9% 100.0%
Financial instruments (including derivatives and loans)
The Group classifies its investments as either financial assets at fair value through profit or loss (FV) or financial assets available for sale (AFS). The classification depends on the purpose for which the investments were acquired, and is determined by local management at initial recognition. The FV category has two subcategories those that meet the definition as being held for trading and those the Group chooses to designate as FV (referred to in this section as other than trading). In general, the FV category is used as, in most cases, our investment or risk management strategy is to manage our financial investments on a fair value basis. All securities in the FV category are classified as other than trading, except for non-hedge derivatives and a small amount of debt and equity securities, bought with the intention to resell in the short term, which are classified as trading. The AFS category is used where the relevant long-term business liability (including shareholders funds) is passively managed. Loans are carried at amortised cost, except for certain mortgage loans, where we have taken advantage of the fair value option under IAS 39 to present the mortgages, associated borrowings, other liabilities and derivative financial instruments at fair value, since they are managed together on a fair value basis. We believe this presentation provides more relevant information and eliminates any accounting mismatch that would otherwise arise from using different measurement bases for these four items.
Fair value hierarchy
To provide further information on the valuation techniques we use to measure assets carried at fair value, we have categorised the measurement basis for assets carried at fair value into a fair value hierarchy in accordance with the valuation inputs and consistent with IFRS7 Financial Instruments: Disclosures. Inputs to Level 1 fair values are quoted prices (unadjusted) in active markets for identical assets. Inputs to Level 2 fair values are inputs other than quoted prices included within Level 1 that are observable for the asset, either directly or indirectly. If the asset has a specified (contractual) term, a Level 2 input must be observable for substantially the full term of the asset. Inputs to Level 3 fair values are unobservable inputs for the asset. Unobservable inputs may have been used to measure fair value to the extent that observable inputs are not available, thereby allowing for situations in which there is little, if any, market activity for the asset at the measurement date (or market information for the inputs to any valuation models). As such, unobservable inputs reflect the assumptions the business unit considers that market participants would use in pricing the asset. Examples are certain private equity investments and private placements. Fair values sourced from internal models are Level 2 only if substantially all the inputs are market observable. Otherwise fair values sourced from internal models are classified as Level 3.
112

The table below presents an analysis of investments according to fair value hierarchy:
Fair value hierarchy Less: Assets of operations classified as held Balance sheet for sale total m m
Total assets 2010
Level 1 m
Level 2 m
Level 3 m
Sub-total fair value m
Amortised cost m
Investment properties Loans Debt securities Equity securities Other investments (including derivatives) Total Total % 2009 2009 %
116,577 43,455 29,982 190,014 61.4% 181,075 62.0%
13,064 21,028 42,196 4,649 4,080 85,017 27.5% 79,637 27.2%
8,709 972 2,668 12,349 4.0% 11,310 3.9%
13,064 21,028 167,482 49,076 36,730 287,380 92.9% 272,022 93.1%
22,046 22,046 7.1% 20,189 6.9%
13,064 43,074 167,482 49,076 36,730 309,426 100.0% 100.0%
(31) 292,180
At 31 December 2010, the proportion of total financial investments, loans and investment properties classified as Level 1 and Level 2 in the fair value hierarchy were broadly level at 61% (2009: 62%) and 28% (2009: 27%) respectively. At Level 3 (fair valued using models with significant unobservable market parameters) financial investments, loans and investment properties have remained constant at 4% (2009: 4%).
D3 Analysis of asset quality

D3.1 Goodwill, Acquired value of in-force business and intangible assets
The groups goodwill, acquired value of in-force business and the majority of other intangible assets have arisen from the groups business combinations. These business combinations include several bancassurance arrangements, which have resulted in 655 million of the total 3,391 million of goodwill and 767 million of the total 2,806 million of other intangible assets. These balances primarily represent the value of bancassurance distribution agreements acquired in these business combinations. As at 31 December 2010, the group has assessed the value of these bancassurance related assets and has not identified a need to impair any of these amounts.
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D3 Analysis of asset quality continued

D3.2 Investment property
2010 Fair value hierarchy Investment property Total Level 1 m Level 2 m Level 3 m Total m Level 1 m Fair value hierarchy Level 2 m Level 3 m Total m 2009
Lease to third parties under operating leases Vacant investment property/held for capital appreciation Total Total %
12,924 140 13,064 100.0%
12,924 140 13,064 100.0%

2010
11,750 680 12,430 100.0%
11,750 680 12,430 100.0%

2009
Fair value hierarchy Investment property Policyholder assets Level 1 m Level 2 m Level 3 m Total m Level 1 m
Fair value hierarchy Level 2 m Level 3 m Total m
4,015 4,015
4,015 4,015
3,319 555 3,874
3,319 555 3,874
100.0%
100.0%
2010
100.0%
100.0%
2009
Fair value hierarchy Investment property Participating fund assets Level 1 m Level 2 m Level 3 m Total m Level 1 m
6,990 72 7,062
6,990 72 7,062
6,320 18 6,338
6,320 18 6,338
100.0%
100.0%
2010
100.0%
100.0%
2009
Fair value hierarchy Investment property Shareholder assets Level 1 m Level 2 m Level 3 m Total m Level 1 m
1,919 68 1,987
1,919 68 1,987
2,110 108 2,218
2,110 108 2,218
100.0%
100.0%
100.0%
100.0%
85% (2009: 83%) of investment properties by value are held in unit-linked or participating funds. Investment properties are stated at their market values as assessed by qualified external valuers or by local qualified staff of the group in overseas operations, all with recent relevant experience. Values are calculated using a discounted cash flow approach and are based on current rental income plus anticipated uplifts at the next rent review, assuming no future growth in rental income. This uplift and the discount rate are derived from rates implied by recent market transactions on similar properties. The basis of valuation therefore naturally falls to be classified as Level 2. Valuations are typically undertaken on a quarterly (and in some cases monthly) basis. 99% (2009: 95%) of investment properties by value are leased to third parties under operating leases, with the remainder either being vacant or held for capital appreciation.
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D3.3 Loans The group loan portfolio is principally made up of: Policy loans which are generally collateralised by a lien or charge over the underlying policy; Loans and advances to banks, which primarily relate to loans of cash collateral received in stock lending transactions. These loans are fully collateralised by other securities; Mortgage loans collateralised by property assets; and Other loans, which include loans and advances to customers of our banking business, and to brokers and intermediaries. Loans with fixed maturities, including policy loans, mortgage loans (at amortised cost) and loans and advances to banks, are recognised when cash is advanced to borrowers. These loans are carried at their unpaid principal balances and adjusted for amortisation of premium or discount, non-refundable loan fees and related direct costs. These amounts are deferred and amortised over the life of the loan as an adjustment to loan yield using the effective interest rate method. For certain mortgage loans, the group has taken advantage of the revised fair value option under IAS 39 to present the mortgages, associated borrowings, other liabilities and derivative financial instruments at fair value, since they are managed together on a fair value basis. Due to the illiquid nature of these assets, where fair value accounting is applied, it is done so on a Level 2 basis.
Loans Total assets 2010 United Kingdom m Aviva Europe m Delta Lloyd m North America m Asia Pacific m Total m
Policy loans Loans and advances to banks Mortgage loans Other loans Total Total % 2009 2009 %
40 4,341 15,973 53 20,407 47.4% 19,077 46.5%

United Kingdom m
959 277 1,343 4 13,770 14 3,731 977 19,121 2.3% 2.4% 44.4% 45.7% 993 18,797
439 2,007 83 2,529 5.9% 2,177 5.3%

North America m
38 1,753 5,684 31,754 2 3,883 40 43,074 100.0% 35 41,079 0.1% 100.0%

Asia Pacific m
Loans Total policyholder assets 2010
Aviva Europe Delta Lloyd m m
Total m
895 97.6%
United Kingdom m
6 2 27 35 22 2.4%

North America m
6 2 27 35 917
100.0%
100.0% 100.0%
Asia Pacific m
Loans Total participating fund assets 2010
Aviva Europe Delta Lloyd m m
Total m
33 3,420 1,055 4,508 54.2% 3,637 48.2%
946 3 10 959 11.5% 974 12.9%
20 1,245 521 788 2,574 31.0% 2,687 35.6%
209 64 273 3.3% 224 3.0%
21
1,208 4,665 1,643 798 8,314 7,543
100.0% 0.3% 100.0%
115

D3.3 Loans continued
Loans Total shareholder assets 2010 United Kingdom m Aviva Europe Delta Lloyd m m North America m Asia Pacific m Total m
7 921 14,918 53 15,899 45.8% 14,545 44.6%
13 1 4 18 0.1% 19 0.1%
251 98 13,247 2,916 16,512 47.6% 16,088 49.3%
230 1,943 83 2,256 6.5% 1,953 6.0%
38 2 40 14
539 1,019 30,109 3,058 34,725 32,619
100.0% 100.0%
The value of the groups loan portfolio (including Policyholder, Participating Fund and Shareholder assets), at 31 December 2010 stood at 43.1 billion (2009: 41.1 billion), an increase of 2.0 billion, primarily due to an increase in loans and advances to banks in the shareholder fund of our UK Life business and an increase in mortgage sales in the shareholder funds of our UK Life and US businesses. The total shareholder exposure to loans increased to 34.7 billion (2009: 32.6 billion), and represented 81% of the total loan portfolio, with the remaining 19% in participating funds (8.3 billion) and policyholder assets (35 million).
116

D3.3 Loans continued Mortgage loans Shareholder assets
United Kingdom m Aviva Europe m Delta Lloyd m North America m Asia Pacific m Total m
2010
Non-securitised mortgage loans Residential Equity release Commercial Healthcare Securitised mortgage loans Total 2009
2,006 8,206 2,794 13,006 1,912 14,918 14,380
1 1
6,843 6,843 6,404
1,943 1,943 1,943 1,645
6,844 2,006 10,149 2,794 21,793 8,316 30,109 28,756
1 13,247 1 12,730
Of the groups total loan portfolio (including Policyholder, Participating Fund and Shareholder assets), 74% (2009: 74%) is invested in mortgage loans. The groups mortgage loan portfolio spans several business units, primarily UK, Delta Lloyd and USA, and across various sectors, including residential loans, commercial loans and government supported healthcare loans. Aviva shareholders are exposed predominantly to mortgage loans (accounting for 87% of total Shareholder asset loans). This section focuses on explaining the residual shareholder risk within these exposures. Mortgage loan assets are divided into type of loan (residential, equity release, commercial, healthcare and securitised) and the regions in which they are held (predominantly United Kingdom, Netherlands (Delta Lloyd) and the United States). Each loan type and region has its own unique characteristic and composition.
Non-securitised mortgage loans Residential Delta Lloyd
Gross exposure by loan to value and arrears

>120% m 115120% m 110 115% m 105 110% m 100 105% m 95 100% m 90 95% m 80 90% m 70 80% m <70% m Total m
2010
Exposures by mortgage type Government guaranteed Non-government guaranteed Total Exposures by interest payment arrears Neither past due nor impaired 0 3 months 3 6 months 6 12 months > 12 months Total
1,119 383 1,502 1,462 36 2 1 1 1,502
211 100 311 303 8 311
181 113 294 290 4 294
152 182 334 324 8 1 1 334
141 177 318 309 8 1 318
136 685 821 797 20 2 1 1 821
113 274 387 380 7 387
186 513 699 684 13 1 1 699
143 513 656 643 11 1 1 656
305 1,216 1,521 1,493 26 1 1 1,521
2,687 4,156 6,843 6,685 141 8 2 7 6,843
The total exposure to non-securitised mortgage loans in the Netherlands is 6.8 billion, of which the majority are measured at amortised cost. However, of these, 2.7 billion are Government guaranteed, and so present minimal risk to Aviva shareholders. Of the non-securitised residential mortgages with an LTV >120%, 74.5% are government guaranteed whilst 97.4% are neither past due nor impaired and less than 0.3% (4.0 million) are more than 3 months in arrears.
117

D3.3 Loans continued
The Government guarantees were introduced in the Netherlands to encourage homeownership, and apply to home mortgages of up to 350,000 (this threshold was raised from 265,000 at 1 July 2009). The guarantees are implemented through the National Mortgage Guarantee Scheme, and ensure that, should the homeowner be forced to sell, and cannot make the repayment on the mortgage, then the residual will be provided for by the Homeownership Guarantee Fund, which in turn is funded by the Government and municipalities through agreements for interest free loans. In addition to government guarantees, the Dutch residential mortgage market also benefits from the ability for borrowers to deduct mortgage interest payments for tax purposes, thereby helping to reduce the risk of arrears or default. The total amount of loans for which interest payments are past due is 158 million (2009: 134 million). However, the actual amount of missed payments is 2.1 million (2009: 2.7 million). Delta Lloyd has not made any additional provisions for these loans as it does not consider the amount of potential loss to be significant.
UK Residential
The UK non-securitised residential mortgage portfolio has a total current value of 2.0 billion (2009: 1.4 billion). The 2009 number has been adjusted due to a 551 million reclassification of linked loans to the shareholders fund. The further increase from 2009 to 2010 is primarily due to 451 million of new loans and accrued interest. These mortgages are all in the form of equity release, whereby homeowners that usually own a fully paid up property will mortgage it to release cash. Due to the low relative levels of equity released in each property, the vast majority currently have a Loan to Value (LTV) of below 70%, and the average LTV across the portfolio is approximately 26%. We therefore consider these mortgages to be low risk.
Non-securitised mortgage loans Commercial

United Kingdom
20101 >120% m 115 120% m 110 115% m 105 110% m 100 105% m 95 100% m 90 95% m 80 90% m 70 80% m <70% m Total m
Not in arrears 0 3 months 3 6 months 6 12 months > 12 months Total
196 10 13 219
168 32 200
983 983
510 8 518
2,100 2,100
738 3 109 21 38 909
594 3 5 602
1,589 2 1,591
738 1 739
344 1 345
7,960 5 113 72 56 8,206
1. During the second half of 2010 refinements to existing Management Information processes have enabled us to more accurately allocate portfolio risk adjustments to individual mortgage loan values. This has resulted in some movement across the LTV bands since they were last reported (high LTVs have generally reduced, low LTVs have generally increased, there has been no impact on portfolio average LTV) and a reduction in unsecured exposure.
Of the 8.2 billion of UK Commercial loans, 7.8 billion are held by our UK Life business to back annuity liabilities, and are stated on a fair value basis. The loan exposures for our UK Life business are calculated on a discounted cash flow basis, and include a risk adjustment through the use of Credit Risk Adjusted Value (CRAV) methods. Our UK General Insurance business holds the remaining 454 million of loans which are stated on an amortised cost basis and are subject to impairment review, using a fair value methodology calibrated to the UK Life approach, adjusted for specific portfolio characteristics. Loan service collection ratios, a key indicator of mortgage portfolio performance, remained high during the year. Loan Interest Cover (LIC), which is defined as the annual net rental income (including rental deposits and less ground rent) divided by the annual loan interest service, remained stable at 1.33x due to low levels of material tenant defaults. In addition, mortgage LTVs were little changed over the year whilst the amount of uncovered exposure has reduced (see note to above table). All loans in arrears have been assessed for impairment. Of the 246 million (2009: 357 million) value of loans in arrears, the interest and capital amount in arrears is only 12.3 million. The valuation allowance made in the UK for defaults on corporate bonds and commercial mortgages carried at fair value equates to 63bps and 78bps respectively (2009: 64bps and 81bps respectively). This equates to a total valuation allowance of 1.3 billion (2009: 1.1 billion) for the life of the UK corporate bond and commercial mortgage portfolios which maintains a strong buffer against potential future losses, the increase being attributable to the growth in the value of the portfolio. In addition, we hold 60 million (2009: 65 million) of impairment provisions in our UK General Insurance mortgage portfolio, which is carried at amortised cost. The fall in provisions from 2009 is due to write offs of the specific provisions against amortised cost during 2010. The UK portfolio remains well diversified in terms of property type, location and tenants as well as the spread of loans written over time. The risks in commercial mortgages are addressed through several layers of protection with the mortgage risk profile being primarily driven by the ability of the underlying tenant rental income to cover loan interest and amortisation. Should any single tenant default on their rental payment, rental from other tenants backing the same loan often ensures the loan interest cover does not fall below 1.0x. Where there are multiple loans to a single borrower further protection may be achieved through cross-charging (or pooling) such that any single loan is also supported by rents received within other pool loans. Additionally, there may be support provided by the borrower of the loan itself and further loss mitigation from any general floating charge held over other assets within the borrower companies. If the LIC cover falls below 1.0x and the borrower defaults then Aviva still retains the option of selling the security or restructuring the loans and benefiting from the protection of the collateral. A combination of these benefits and the high recovery levels afforded by property collateral (compared to corporate debt or other uncollateralised credit exposures) results in the economic exposure being significantly lower than the gross exposure reported above.
118

D3.3 Loans continued UK Primary Healthcare & PFI
Of the 11.0 billion (2009: 11.1 billion) UK non-securitised commercial and healthcare mortgage loans in the Shareholders Fund, 2.8 billion (2009: 2.5 billion) relates to primary healthcare and PFI businesses and is secured against General Practitioner premises, other primary health related premises or schools leased to government bodies. For all such loans, Government support is provided through either direct funding or reimbursement of rental payments to the tenants to meet income service and provide for the debt to be reduced substantially over the term of the loan. Although the loan principal is not Government guaranteed, the nature of these businesses and premises provides considerable comfort of an ongoing business model and low risk of default. On a market value basis, we estimate the average LTV of these mortgages to be 92%, although as explained above, we do not consider this to be a key risk driver. Income support from the National Health Service and stability of the sector provide sustained income stability. Aviva therefore considers these loans to be low risk and uncorrelated with the strength of the UK or global economy.
Non-securitised mortgage loans Commercial

North America
2010 >120% m 115 120% m 110 115% m 105 110% m 100 105% m 95 100% m 90 95% m 80 90% m 70 80% m <70% m Total m
Neither past due nor impaired 0 3 months 3 6 months 6 12 months > 12 months Total Total %
10 24 34 1.7%
17 17 0.9%
18 18 0.9%
23 23 1.2%
43 43 2.2%
56 56 2.9%
189 189 9.7%
411 411 21.2%
1,152 1,152
1,919 24 1,943
59.3% 100.0%
Aviva USA currently holds 1.9 billion (2009: 1.6 billion) of commercial mortgages under shareholder assets. Of these, 59% (2009: 51%) have LTV ratios of below 70%, and 90% (2009: 85%) have LTV ratios of below 90%. The mortgage portfolio currently has a total of 92 million (5% of portfolio) in principal balances where the LTV exceeds 100%. Although property prices in the U.S. have decreased, the mortgages continue to perform well, reflecting: Low underwriting LTVs (shall not exceed 80% at the time of issuance), and consequently a portfolio with an average LTV of 65% (2009: 68%); A highly diversified portfolio, with strong volumes in many states with more stable economies and related real estate values; and Strong LIC ratios, with 94% of the loans having an LIC above 1.4x, and less than 5% with LIC below 1.0x. As at 31 December 2010, the actual amount of payment in arrears was 1.0 million on 23.6 million of unsecured mortgage loans. Mortgage loan impairments over the year were negligible.
Securitised mortgage loans
Of the total securitised residential mortgages (8.3 billion), approximately 1.3 billion of securities are still held by Aviva. The remaining securities have been sold to third parties, and therefore present little credit risk to Aviva. Securitised residential mortgages held are predominantly issued through vehicles in Delta Lloyd and in the UK.
119

D3.4 Financial investments
Total Assets Cost/ amortised cost m Impairment and Unrealised losses m 2010 Cost/ amortised cost m Impairment and Unrealised losses m 2009
Unrealised gains m
Fair value m
Unrealised gains m
Fair value m
Debt securities Equity securities Other investments Total
164,266 44,878 33,957 243,101
7,507 7,186 3,391 18,084
(4,291) 167,482 (2,988) 49,076 (618) 36,730 (7,897) 253,288
160,572 46,479 30,505 237,556
5,872 4,173 1,940 11,985
(4,687) 161,757 (5,225) 45,427 (927) 31,518 (10,839) 238,702
The table above is a summary of the cost/amortised cost, gross unrealised gains and losses and fair value of financial investments. Aviva holds large quantities of high quality bonds, primarily to match our liability to make guaranteed payments to policyholders. Some credit risk is taken, partly to increase returns to policyholders and partly to optimise the risk/return profile for shareholders. The risks are consistent with the products we offer and the related investment mandates, and are in line with our risk appetite. The group also holds equities, the majority of which are held in participating funds or unit linked funds, where they form an integral part of the investment expectations of policyholders and follow well-defined investment mandates. Some equities are also held in shareholder funds and the staff pension schemes, where the holdings are designed to maximise long-term returns with an acceptable level of risk. The vast majority of equity investments are valued at quoted market prices.
D3.4.1 Debt securities
2010 Fair value hierarchy Debt securities Total Level 1 m Level 2 m Level 3 m Total m
UK Government Non-UK Government Europe North America Asia Pacific & Other Corporate bonds Public utilities Corporate convertible bonds Other corporate bonds Other Total Total % 2009 2009 %
17,463 43,970 38,460 786 4,724 5,546 154 45,362 4,082 116,577 69.6% 116,027 71.8%
5,883 1,731 3,379 773 2,821 388 26,099 7,005 42,196 25.2% 36,592 22.6%
667 421 125 121 41 7,656 345
17,463 50,520 40,612 4,290 5,618 8,367 583 79,117 11,432
8,709 167,482 5.2% 100.0% 9,138 161,757 5.6% 100.0%

2010
Fair value hierarchy Debt securities Policyholder assets Level 1 m Level 2 m Level 3 m Total m
3,498 3,330 2,669 135 526 279 5 4,532 1,018 12,662 78.4% 12,590 76.9%
184 172 12 1 2,960 223 3,368 20.9% 3,703 22.6%
1 1 102 17
3,498 3,515 2,842 135 538 280 5 7,594 1,258
120 16,150 0.7% 100.0% 90 16,383 0.5% 100.0%
120

D3.4 Financial investments continued D3.4.1 Debt securities continued
2010 Fair value hierarchy Debt securities Participating fund assets Level 1 m Level 2 m Level 3 m Total m
11,842 27,860 25,008 195 2,657 2,727 142 28,248 946 71,765 84.0% 72,602 85.1%
1,693 1,286 22 385 234 179 2,615 1,185 5,906 6.9% 5,484 6.4%
426 412 1 13 41 7,265 11
11,842 29,979 26,706 218 3,055 2,961 362 38,128 2,142
7,743 85,414 9.1% 100.0% 7,262 85,348 8.5% 100.0%

2010
Fair value hierarchy Debt securities Shareholder assets Level 1 m Level 2 m Level 3 m Total m
2,123 12,780 4,006 10,783 273 456 3,357 1,541 376 2,540 2,586 7 209 12,582 20,524 2,118 5,597 32,150 32,922 48.8% 51.4% 49.9% 45.6% 30,835 27,405
2,123 240 17,026 8 11,064 124 3,937 108 2,025 5,126 216 289 33,395 317 8,032 846 65,918 1.3% 100.0% 1,786 60,026 3.0% 100.0%
Only 1.3% of shareholder exposure to debt securities (0.8% of shareholder assets recorded at fair value) is fair valued using models with significant unobservable market parameters (classified as Fair Value Level 3). Where estimates are used, these are based on a combination of independent third party evidence and internally developed models, calibrated to market observable data where possible. 49% of shareholder exposure to debt securities is based on quoted prices in an active market (classified as Fair Value Level 1; 2009: 51%). The majority of the debt instruments held by our North American businesses are valued by independent pricing firms in accordance with usual market practice in that region and consistent with other companies operating in the region are classified as Level 2 in the Fair Value hierarchy. Excluding our North American businesses, the proportion of shareholder debt securities classified as Level 1 in the Fair Value hierarchy would be 87% (2009: 88%). The decrease in shareholder exposure to Level 3 debt securities arises as a result of the transfer from Level 3 to 2 of Italian structured bonds and certain debt securities in our UK business for which either values are corroborated against a Level 2 internal model price, new valuation models have been developed, or there has been sufficient market activity in observable inputs to justify Level 2 classification.
121

External ratings Debt securities Total 2010 AAA m AA m A m BBB m Less than BBB m Non-rated m Total m
Government UK Government UK local authorities Non-UK Government Corporate Public utilities Convertibles and bonds with warrants Other corporate bonds Certificates of deposits Structured RMBS non-agency sub-prime RMBS non-agency ALT A RMBS non-agency prime RMBS agency CMBS ABS CDO (including CLO) ABCP ABFRN Wrapped credit Other Total Total% 2009 2009 %
17,447 1 10 27,695 15,747 45,143 15,757 76 639 5 46 10,373 12,340 10,454 13,025 19 758 1,762 2,539 1,434 1,113 97 2,644 572 9 21 30 281 256 57 15 609
4,428 4,428
1,433 1,433
632 632 80 42 2,897 3,019 131 30 161 181 63 86 330 55 1 4,198 2.5% 3,936 2.5%
5 585 590 320 60 6,163 6,543 26 20 181 53 254 49 232 7,694 4.6% 7,763 4.8%
17,447 16 50,520 67,983 8,367 583 79,117 88,067 2,693 178 920 1,762 2,860 2,404 2,107 332 15 4,858 641 380 167,482 100.0% 161,757 100.0%
4,797 2,455 101 329 26,687 20,657 31,585 23,441 925 11 44 55 369 365 22 756 92 116 22.7% 24.0% 1,170 8 67 75 119 129 17 265 157 15.8% 12.8%
288 4 27 60,807 30,285 36.3% 38.6% 18.1% 17.3% 62,489 28,045
37,957 26,541 38,747 20,777
122

External ratings Debt securities Policyholder assets 2010 AAA m AA m A m BBB m Less than BBB m Non-rated m Total m
3,497 1 1,951 5,449 1 363 364 24 24 7 18 25 5,862 36.3% 7,864 48.0%
534 534 37 981 1,018 362 2 2 2 6 8 16 1,940 12.0% 2,161 13.2%
777 777 170 2,603 2,773 603 3 3 47 47 1 1 4,205 26.0% 4,277 26.1%
162 162 67 2 3,138 3,207 144 3 3 2 3,518 21.8% 944 5.8%
80 80 3 283 286 4 370 2.3% 48 0.3%
11 11 2 3 226 231 2 9 9 2
3,497 1 3,515 7,013 280 5 7,594 7,879 1,111 29 29 9 83 92 25 1
255 16,150 1.6% 100.0% 1,089 16,383 6.6% 100.0%
123

External ratings Debt securities Participating fund assets 2010 AAA m AA m A m BBB m Less than BBB m Non-rated m Total m
11,842 15,357 11,586 27,199 11,586 4 7,128 7,132 163 134 297 128 88 216 280 46 6,564 6,890 132 50 32 82 74
2,011 2,011 1,868 11 13,237 15,116 208 5 5 6 113 119 17 9 17,485 20.5% 18,921 22.2%
675 675 767 266 8,339 9,372 816 3 3 16 53 69 35 10,970 12.8% 9,376 11.0%
350 350 1 20 1,163 1,184 2 2 9 37 46 4 1,586 1.9% 2,125 2.5%
41 19 1,697 1,757 1 1 2 6 1,765 2.0% 2,178 2.5%
11,842 29,979 41,821 2,961 362 38,128 41,451 1,156 5 168 134 307 210 324 534 136 9 85,414 100.0% 85,348 100.0%
34,844 18,764 40.8% 22.0% 35,262 17,486 41.3% 20.5%
124

External ratings Debt securities Shareholder assets 2010 AAA m AA m A m BBB m Less than BBB m Non-rated m Total m
2,108 10,387 12,495 71 5 2,882 2,958 19 571 1,628 2,218 1,299 1,007 97 2,403 27 20,101 30.5% 19,363 32.3%
10 3,627 3,637
1,640 1,640
596 596 1,621 61 9,180 210 5 67 72 103 73 17 193 120 18.3% 17.4%
202 202 76 22 1,451 1,549 129 30 159 172 26 86 284 47 1 2,242 3.4% 1,762 2.9%
2,108 5 15 574 17,026 579 19,149 277 5,126 38 216 4,240 33,395 4,555 38,737 24 19 171 53 243 41 232 426 173 723 1,628 2,524 2,185 1,700 332 15 4,232 480 370
322 2,759 90 4,795 10,847 78 9 19 28 229 218 57 15 519 198 4 14.5% 14.0% 114 11 36 47 363 205 22 590 74 106 24.7% 25.9%
5,117 13,696 10,862
9,581 16,267 12,053 8,399 15,549 10,456
5,674 65,918 8.6% 100.0% 4,497 60,026 7.5% 100.0%
The overall quality of the book remains strong, despite the continuing downgrade activity by the major rating agencies during 2010. 29% of shareholder exposure to debt securities is in government holdings (2009: 29%). Our corporate debt securities portfolio represents 59% (2009: 54%) of total shareholder debt securities. This increase is primarily driven by business growth in our US operations. There has been some overall credit quality deterioration in our debt securities portfolio primarily due the increased proportion of corporate debt securities (as these securities are in general rated lower than our government debt securities) and an increase in non-rated private placement assets to back UK annuity liabilities. 1.0 billion of shareholder holdings in debt securities represent exposures to the governments (and local authorities and agencies) of Greece, Ireland, Portugal and Spain. This corresponds to just 0.3% of total balance sheet assets at 31 December 2010. A further 1.9 billion of exposures to these governments are held in participating fund assets, although we have limited shareholder risk to these assets. Net of non-controlling interests, our total exposure to these governments is further reduced to 0.7 billion within shareholder assets and 1.5 billion within participating fund assets. The vast majority of non-rated corporate bonds are held by our businesses in the US, UK and Ireland. During 2010, the proportion of our shareholder debt securities that are investment grade declined slightly to 88% (2009: 90%). This movement was primarily due to the increase in private placements to back UK annuity liabilities. The remaining 12.0% of shareholder debt securities that do not have an external rating of BBB or higher can be split as follows: 3.4% are debt securities that are rated as below investment grade 3.0% are US private placements which are not rated by the major ratings agencies, but are rated as an average equivalent of A- by the Securities Valuation Office of the National Association of Insurance Commissioners (NAIC), a US national regulatory agency 5.6% are not rated by the major rating agencies or the NAIC. Of the securities not rated by an external agency or NAIC most are allocated an internal rating using a methodology largely consistent with that adopted by an external ratings agency, and are considered to be of investment grade credit quality; these include 1.8 billion (2.7% of total shareholder debt securities) of private placements and other corporate bonds held in our UK Life business which have been internally rated as investment grade.
125

D3.4 Financial investments continued
The majority of the Residential Mortgage-Backed Securities (RMBS) are U.S. investments and over 85% of this exposure is backed by one of the U.S. Government Sponsored Entities (GSEs) including Fannie Mae and Freddie Mac which, under the conservatorship arrangements implemented in September 2008, have an implicit guarantee, although they are not expressly backed by the full faith and credit of the U.S. Government. The majority of the remaining U.S. RMBS is backed by fixed rate loans originated in 2005 or before. The Group has extremely limited exposure to CDOs and CLOs and no exposure to Sub-prime debt securities. Asset backed securities (ABS) are held primarily by our US business. 88% of the Groups shareholder holdings are investment grade. ABS that either have a rating below BBB or are not rated represent less than 0.3% of shareholder exposure to debt securities.
D3.4.2 Equity securities
2010 Fair value hierarchy Equity securities Total Level 1 m Level 2 m Level 3 m Total m Level 1 m Fair value hierarchy Level 2 m Level 3 m Total m 2009
Public utilities Banks, trusts and insurance companies Industrial miscellaneous and all other Non-redeemable preferred shares Total Total %
4,108 6,391 32,835 121 43,455 88.5%
684 3,443 522 4,649 9.5%
4,108 546 7,621 422 36,700 4 647 972 49,076 2.0% 100.0%
2010
3,666 5,909 29,201 34 38,810 85.4%
14 926 4,630 204 5,774 12.7%
454 385 4 843 1.9%
3,680 7,289 34,216 242 45,427 100.0%

2009
Fair value hierarchy Equity securities Policyholder assets Level 1 m Level 2 m Level 3 m Total m Level 1 m
2,689 4,024 21,630 19 28,362 90.2%
304 2,766 3,070 9.8%
2,689 3 4,331 6 24,402 19 9 31,441 100.0%

2010
2,355 3,206 18,928 10 24,499 85.5%
541 3,596 4,137 14.5%
2,355 3,747 2 22,526 10 2 28,638 100.0%

2009
Fair value hierarchy Equity securities Participating fund assets Level 1 m Level 2 m Level 3 m Total m Level 1 m
1,395 1,702 8,935 40 12,072 98.1%
144 12 156 1.3%
9 71
1,395 1,855 9,018 40
80 12,308 0.6% 100.0%

2010
1,299 1,549 8,446 22 11,316 96.9%
86 52 138 1.2%
1,299 159 1,794 65 8,563 22 224 11,678 1.9% 100.0%

2009
Fair value hierarchy Equity securities Shareholder assets Level 1 m Level 2 m Level 3 m Total m Level 1 m
24 665 2,270 62 3,021 56.7%
236 665 522 1,423 26.7%
534 345 4 883
24 1,435 3,280 588 5,327
12 1,154 1,827 2 2,995 58.6%
14 299 982 204 1,499 29.3%
295 318 4 617
26 1,748 3,127 210 5,111
16.6% 100.0%
12.1% 100.0%
57% of our shareholder exposure to equity securities is based on quoted prices in an active market and as such is classified as Level 1 (2009: 59%). Level 3 shareholder equities have increased principally because of the transfer of equities held by Delta Lloyd from Level 2 to Level 3 amounting to 155 million and an increase in value of 50 million of these equities. The decrease in Level 2 holdings as a result of this transfer is offset by an increase of 108 million in redeemable preference shares held by our Canadian business unit classified as Level 2, following a strategic decision to invest in this asset class. Shareholder investments include a strategic holding in UniCredit and other Italian banks of 408 million (244 million net of noncontrolling interest share).
126

D3.4 Financial investments continued D3.4.3 Other investments
2010 Fair value hierarchy Other investments Total Level 1 m Level 2 m Level 3 m Total m Level 1 m Fair value hierarchy Level 2 m Level 3 m Total m 2009
Unit trusts and other investment vehicles Derivative financial instruments Deposits with credit institutions Minority holdings in property management undertakings Other Total Total %
29,015 181 228 558 29,982 81.6%
983 2,522 2,083 10 302 28 664 48 108 4,080 2,668
32,520 2,274 558 664 714 36,730
24,650 330 969 291 26,240 83.3%
1,258 1,734 667 291 3,950 12.5%
1,275 14 39 1,328
27,183 2,078 969 667 621 31,518
11.1% 7.3% 100.0%

2010 Fair value hierarchy
4.2% 100.0%
2009
Fair value hierarchy Total m Level 1 m Level 2 m Level 3 m Total m
Other investments Policyholder assets
Level 1 m
Level 2 m
Level 3 m
25,661 13 28 547 26,249 97.9%
379 175 11 565 2.1%
26,040 188 28 11 547 26,814
23,331 75 307 268 23,981 96.4%
595 71 10 208 884 3.6%
23,926 146 307 10 476 24,865
100.0%
2010
100.0%
2009
Fair value hierarchy Other investments Participating fund assets Level 1 m Level 2 m Level 3 m Total m Level 1 m
3,079 35 39 2 3,155 47.7%
402 95 593 46 1,136 17.2%
2,260 57 2,317
5,741 130 39 593 105 6,608
924 179 29 1,132 28.5%
442 442 605 41 1,530 38.6%
1,272 34 1,306
2,638 621 29 605 75 3,968
35.1% 100.0%
2010
32.9% 100.0%
2009
Fair value hierarchy Other investments Shareholder assets Level 1 m Level 2 m Level 3 m Total m Level 1 m
275 133 161 9 578 17.5%
202 1,813 302 60 2 2,379 71.9%
262 10 28 51 351
739 1,956 491 60 62 3,308
395 76 633 23 1,127 42.0%
221 1,221 52 42 1,536 57.2%
3 14 5 22
619 1,311 633 52 70 2,685
10.6% 100.0%
0.8% 100.0%
In total 89% (2009: 99%) of shareholder other investments, are classified as Level 1 or 2 in the fair value hierarchy. The unit trusts and other investment vehicles invest in a variety of assets with the majority of the value being invested in Property and Equity securities with a smaller portion being invested in Debt Securities. A strategic move in the UK with-profit funds into higher return asset classes has lead to the significant increase in participating funds invested in unit trusts and other investment vehicles, including hedge funds which are classified as Level 3. Level 3 other investments reflect our US business holdings in hedge funds, which have increased partly as a result of a strategic decision to make further investments in this asset class and also as a result of the transfer of funds from Level 2, reflecting the nature of the underlying investments in these funds, which indicate that a Level 3 classification is more appropriate. The increase in shareholder exposure to Level 2 derivative instruments arises in Delta Lloyd and our US business, principally as a result of valuation increases on index options.
127

D3.4 Financial investments continued D3.4.4 Available for sale investments Impairments and duration and amount of unrealised losses
The total impairment expense for 2010 for AFS debt securities was 79 million (2009: 93 million) less reversals of 2 million (2009: nil), and for AFS equity securities was 100 million (2009: 384 million). Total unrealised losses on available for sale debt securities at 31 December 2010 were 373 million (2009: 738 million), and available for sale equity securities at 31 December 2010 were 6 million (2009: 97 million). The continuous period for which these available for sale classified securities have been in an unrealised loss position is disclosed below:
06 months Fair value m
1
7 12 months Fair value m

1
More than 12 months Fair value m

1
Total Fair value m

1
2010
Gross unrealised m
Gross unrealised m
Gross unrealised m
Gross unrealised m
Less than 20% loss position: Debt securities Equity securities Other investments 20%-50% loss position: Debt securities Equity securities Other investments Greater than 50% loss position: Debt securities Equity securities Other investments Total Debt securities Equity securities Other investments
1. Only includes AFS classified securities that are in unrealised loss positions.
4,849 86 69 5,004 49 2
(153) (6)
71
(4)
1,100
(70)
(159) (18) (1)

71

(4)

1,100 83

(70) (41)
6,020 86 69 6,175 132 2
(227) (6)
(233) (59) (1)
51 7
(19) (9)

71

(2)

83 25

(41) (76)
134 32
(60) (87)

7 4,905 88 69 5,062

(9) (180) (7)

(2) (6)

25 1,208

(76) (187)

32 6,184 88 69 6,341
(87) (373) (7)
(187)

71

(6)

1,208

(187)
(380)
128

D3.4 Financial investments continued D3.4.4 Available for sale investments Impairments and duration and amount of unrealised losses continued
06 months Fair value m
1
7 12 months Fair value m

1
More than 12 months Fair value m

1
Total Fair value m

1
2009
Gross unrealised m
Gross unrealised m
Gross unrealised m
Gross unrealised m
Less than 20% loss position: Debt securities Equity securities Other investments 20%-50% loss position: Debt securities Equity securities Other investments Greater than 50% loss position: Debt securities Equity securities Other investments Total Debt securities Equity securities Other investments
1. Only includes AFS classified securities that are in unrealised loss positions.
4,347 731
(133) (96)
304
(32)
1,970
(179)
5,078 77 5
(229) (32) (1)

304 37

(32) (12)

1,970 362

(179) (165)
6,621 731
(344) (96)
7,352 476 5
(440) (209) (1)
82 14
(33) (37)

37 2

(12) (14)

362 60

(165) (134)
481 76
(210) (185)

14 4,438 736

(37) (202) (97)

2 343

(14) (58)

60 2,392

(134) (478)

76 7,173 736

(185) (738) (97)
5,174
(299)

343

(58)

2,392

(478)
7,909
(835)
During 2010, there has been a further significant decrease in total unrealised losses for AFS securities, continuing the improvement observed in 2009. We have not recognised an impairment charge in respect of these unrealised losses as we believe the decline in fair value of these securities relative to their amortised cost to be temporary. At 31 December 2010, 94% of AFS debt securities were held by our US business. In respect of debt securities in an unrealised loss position, we have the intent to hold these securities for a sufficient period to recover their value in full and the ability to hold them to maturity, as they are held to match long-term policyholder liabilities of the same or longer duration. In the US the decrease in unrealised losses experienced during 2010, reflects a general market improvement and further tightening of credit spreads combined with a decrease in the US government treasury yield curve. In addition, a continued reversal of unrealised losses would be expected as bonds purchased at historically low credit spreads pre-financial crisis approach maturity. Where factors specific to an issuer have resulted in an unrealised loss we have considered whether the security is impaired and recognised an impairment charge where necessary. Of the total AFS debt security impairment expense for 2010, 78 million relates to our U.S. business. This includes 71 million of write downs relating to mortgage backed securities which, while not yet in default, showed continued deterioration in market values, NAIC rating downgrades or defaults on more junior tranches which are considered indicators of impairment. The remaining 7 million impairment charge in the U.S. relates to further impairments on securities impaired in prior years and a corporate bond in breach of its covenants. At 31 December 2010, 98% of AFS equity securities were held by our business in the Netherlands, invested in a broad range of Dutch and other European equities, which are held for long term investment and include listed as well as unlisted equities. We have recognised impairment for prolonged or significant declines in fair value relative to cost, except where there has been a recovery in value since the financial year-end. While management believes that many of the impaired equity securities will ultimately recover their value, there can be no certainty that this will be the case because, unlike fixed maturity securities, the value of an equity security cannot be recovered in full by holding it to maturity. Of the total AFS equity security impairment expense for 2010, 99 million relates to equities held by our Netherlands business. Of this amount only 7 million relates to new impairments in the year, with the remainder reflecting further declines in fair value of equity holdings impaired in prior years. The continued recovery of equity markets in 2010 has resulted in 380 million unrealised gains in respect of equities impaired in prior years which are recognised in other comprehensive income.
129

D3.5 Reinsurance assets
The Group assumes and cedes reinsurance in the normal course of business, with retention limits varying by line of business. Reinsurance assets primarily include balances due from both insurance and reinsurance companies for ceded insurance liabilities. Amounts recoverable from reinsurers are estimated in a manner consistent with the outstanding claims provisions or settled claims associated with the reinsured policies and in accordance with the relevant reinsurance contract. If a reinsurance asset is impaired, the group reduces the carrying amount accordingly and recognises that impairment loss in the income statement. A reinsurance asset is impaired if there is objective evidence, as a result of an event that occurred after initial recognition of the reinsurance asset, that the group may not receive all amounts due to it under the terms of the contract, and the event has a reliably measurable impact on the amounts that the group will receive from the reinsurer. For the table below, reinsurance asset credit ratings are stated in accordance with the following approach: If available, Standard & Poors rating; If the counterparty is not rated by Standard & Poors, the AM Best rating is used; In the absence of a rating from either Standard & Poors or AM Best, assets have been classified as non-rated.
Financial assets that are past due but not impaired Financial Greater assets that than 1 have been years impaired m m
Arrears 2010
0-3 months 3-6 months m m
6 months1 year m
Total m
Policyholder assets Participating fund assets Shareholder assets Total Total % 2009 2009 %
1,215 719 5,150 7,084 100.0% 7,572 100.0%

Rating
1,215 719 5,150 7,084 100.0% 7,572 100.0%
Ratings 2010
AAA m
AA m
A m
BBB m
Less than BBB m
Non-rated m
Total m
14 14 0.2% 796 10.5%
713 589 2,837 4,139 58.4% 3,943 52.1%
2 66 1,718 1,786 25.3% 2,022 26.7%
6 103 109 1.5% 28 0.4%
10 10 0.1% 12 0.2%
500 58 468 1,026
1,215 719 5,150 7,084
14.5% 100.0% 771 7,572 10.1% 100.0%
The decrease in AAA rated exposures is due to the downgrade of Berkshire Hathaway by S&P during 2010. At 31 December 2009 this exposure was 769 million (97% of our AAA rated reinsurance assets). The total exposure to non-rated reinsurance entities increased by 255 million from 2009 to 2010. This is principally due to the year on year increase in the value of reinsurance assets due from the entities that are classified as non-rated.
D3.6 Receivables and other financial assets

Financial assets that are past due but not impaired Financial Greater assets that than 1 have been years impaired m m
Arrears 2010
0-3 months m
3-6 months m
6 months1 year m
Total m
163 2,174 5,646 7,983 96.3% 8,832 91.6%
10 4 195 209 2.5% 649 6.7%
2 34 36 0.4% 61 0.6%
10 29 39 0.5% 32 0.3%
10 10 0.1% 71 0.7%
2 16 18
173 2,192 5,930 8,295
0.2% 100.0% 7 9,652 0.1% 100.0%
130

D3.6 Receivables and other financial assets continued
Credit terms vary from subsidiary to subsidiary, and from country to country, and are set locally within overall credit limits prescribed by the Group Credit Approvals Committee, and within the framework of the Group Credit Risk Policy. The credit quality of receivables and other financial assets is managed at the local business unit level. Where assets classed as past due and impaired exceed local credit limits, and are also deemed at sufficiently high risk of default, an analysis of the asset is performed and a decision is made whether to seek sufficient collateral from the counterparty or to write down the value of the asset as impaired. The group reviews the carrying value of its receivables at each reporting period. If the carrying value of a receivable or other financial asset is greater than the recoverable amount, the carrying value is reduced through a charge to the income statement in the period of impairment.
D3.7 Cash and cash equivalents
Cash and cash equivalents consist of cash at banks and in hand, deposits held at call with banks, treasury bills and other short-term highly liquid investments that are readily convertible to known amounts of cash and which are subject to an insignificant risk of change in value. Such investments are normally those with less than three months maturity from the date of acquisition, and include certificates of deposit with maturities of less than three months at date of issue. Cash and cash equivalents are carried at their face value which by their nature is essentially equal to their fair value. The Groups Credit Risk Policy includes specific requirements in relation to aggregate counterparty exposures and money market exposure limits which cover assets reported as cash and cash equivalents in the groups balance sheet. The responsibility for monitoring of these limits falls with the Group Credit Approvals Committee and the Business Unit Credit Committee. The aggregate counterparty exposure limits are determined based on the credit rating of the counterparty. The money market exposure limits are determined based on the credit rating of the counterparty and the term of the intended exposure.
131
D4 Pension fund assets

In addition to the assets recognised directly on the groups balance sheet outlined in the disclosures above, the group is also exposed to the Plan assets that are shown net of the present value of scheme liabilities within the IAS 19 net pension deficit. Pension surpluses are included within other assets and pension deficits are recognised within provisions in the groups consolidated statement of financial position. Plan assets include insurance policies of 160 million and 1,445 million in the UK and Dutch schemes respectively. Where the insurance policies are in segregated funds with specific asset allocations, they are included in the appropriate lines in the table below, otherwise they appear in Other. The Dutch insurance policies are considered non-transferable under the terms of IAS 19 and so have been excluded as assets of the relevant scheme in this table.
2010 United Kingdom Delta Lloyd m m Canada m Ireland m Total m United Kingdom m Delta Lloyd m Canada m Ireland m 2009 Total m
Equities Bonds Property Other Total
2,435 5,533 558 835 9,361
7 7
54 150 12 216
50 202 17 118 387
2,539 5,885 575 972 9,971
2,285 4,619 403 835 8,142
7 7
78 110 10 198
28 231 18 130 407
2,391 4,960 421 982 8,754
Risk management and asset allocation strategy
The long-term investment objectives of the trustees and the employers are to limit the risk of the assets failing to meet the liabilities of the schemes over the long term, and to maximise returns consistent with an acceptable level of risk so as to control the long-term costs of these schemes. To meet these objectives, each schemes assets are invested in a diversified portfolio, consisting primarily of equity and debt securities. These reflect the current long-term asset allocation ranges chosen, having regard to the structure of liabilities within the schemes.
Main UK scheme
Both the Group and the trustees regularly review the asset/liability management of the main UK scheme. It is fully understood that, whilst the current asset mix is designed to produce appropriate long-term returns, this introduces a material risk of volatility in the schemes surplus or deficit of assets compared with its liabilities. The principal asset risks to which the scheme is exposed are: Equity market risk the effect of equity market falls on the value of plan assets. Inflation risk the effect of inflation rising faster than expected on the value of the plan liabilities. Interest rate risk falling interest rates leading to an increase in liabilities significantly exceeding the increase in the value of assets. There is also an exposure to currency risk where assets are not denominated in the same currency as the liabilities. The majority of this exposure has been removed by the use of hedging instruments. In 2010, there has been a reduction in the proportion of assets invested in equities, thereby mitigating the equity risk above. In addition, the trustees have taken further measures to partially mitigate inflation and interest rate risks.
Other schemes
The other schemes are considerably less material but their risks are managed in a similar way to those in the main UK scheme.
132
D5 Available funds
To ensure access to liquidity as and when needed, the group maintains over 2.1 billion of undrawn committed central borrowing facilities with various highly rated banks, 0.75 billion of which is allocated to support the credit rating of Aviva plcs 2 billion commercial paper programme. The expiry profile of the undrawn committed central borrowing facilities is as follows:
m
Expiring in one year Expiring beyond one year Total
975 1,135 2,110
D6 Guarantees
As a normal part of their operating activities, various group companies have given guarantees and options, including investment return guarantees, in respect of certain long-term insurance and fund management products. For the UK Life with-profit business, provisions in respect of these guarantees and options are calculated on a market consistent basis, in which stochastic models are used to evaluate the level of risk (and additional cost) under a number of economic scenarios, which allow for the impact of volatility in both interest rates and equity prices. For UK Life non-profit business, provisions do not materially differ from those determined on a market consistent basis. In all other businesses, provisions for guarantees and options are calculated on a local basis with sensitivity analysis undertaken where appropriate to assess the impact on provisioning levels of a movement in interest rates and equity levels (typically a 1% decrease in interest rates and 10% decline in equity markets).
133
MCEV Supplement
In this section
Page
Condensed consolidated income statement Condensed consolidated statement of comprehensive income Condensed consolidated statement of changes in equity Condensed consolidated statement of financial position Reconciliation of shareholders equity on IFRS and MCEV bases Reconciliation of IFRS total equity to MCEV net worth Group MCEV analysis of earnings E1 Basis of preparation E2 Geographical analysis of MCEV operating earnings E3 Geographical analysis of fund management operating earnings E4 Analysis of other operations and regional costs E5 Exceptional items E6 Segmentation of condensed consolidated statement of financial position E7 Analysis of life and pension earnings E8 Life MCEV operating earnings E9 Present value of life new business premiums E10 Geographical analysis of value of new business E11 Post tax internal rate of return and payback period on life and pensions new business E12 Free surplus emergence E13 Maturity profile of business E14 Segmental analysis of life and related business embedded value E15 Risk allowance within present value of in-force (VIF) E16 Implied discount rates (IDR) E17 Summary of non-controlling interest in life and related businesses MCEV results E18 Principal assumptions E19 Sensitivity analysis
134 135 135 136 137 137 138 139 143 150 150 150 151 152 153 154 155 156 157 157 158 159 160 161 161 167
134
MCEV financial statements
Condensed consolidated income statement MCEV basis

2010 m 2010 m Restated 2009 m
1,276 2,466 340 128 4,210 1,235 147 (229) 5,363 (168) (772) 4,423 (120) (286) (72) (28) (220) 187 (367) (504) 3,013 (1,321) 362 (959) 2,054
Operating profit before tax attributable to shareholders profits United Kingdom Europe North America Asia Pacific Long-term business General insurance and health Fund management1 Other operations and regional costs2 Regional Operating Profit Corporate centre Group debt costs and other interest Operating profit before tax attributable to shareholders profits Adjusted for the following: Economic variances on long-term business Short-term fluctuation in return on investments on non-long-term business Economic assumption changes on general insurance and health business Impairment of goodwill Amortisation and impairment of intangibles Profit on the disposal of subsidiaries and associates Integration and restructuring costs Exceptional items Profit before tax Tax on operating profit Tax on other activities Profit for the year
1,085 2,096 289 109 3,579 1,050 125 (195) 4,559 (143) (656) 3,760 (103) (243) (61) (24) (187) 159 (312) (428) 2,561 (1,123) 308 (815) 1,746
787 2,344 266 101 3,498 960 51 (173) 4,336 (108) (636) 3,592 365 95 57 (62) (135) 72 (286) (248) 3,450 (952) 224 (728) 2,722
All profit is from continuing operations. 1. Excludes the proportion of the results of Aviva Investors fund management businesses and other fund management operations within the group that arises from the provision of fund management services to our life businesses. These results are included within the life MCEV operating earnings consistent with the MCEV methodology. 2. Excludes the proportion of the results of subsidiaries providing services to the Life business. These results are included within the life MCEV operating earnings consistent with the MCEV methodology.
Earnings per share MCEV basis

2010 Earnings per share 2010 Restated 2009
90.9c 89.4c
Operating earnings per share on an MCEV basis after tax, attributable to ordinary shareholders of Aviva plc Basic (pence per share) Diluted (pence per share) Earnings after tax on an MCEV basis, attributable to ordinary shareholders of Aviva plc Basic (pence per share) Diluted (pence per share)
77.3p 76.0p
83.0p 82.2p
69.6c 67.6c
59.2p 58.2p
95.8p 94.9p
Total MCEV operating profit before shareholder tax was 3,760 million (2009: 3,592 million), an increase of 5%. Within this total the long-term business operating profit before shareholder tax was 3,579 million (2009: 3,498 million), an increase of 2%. For 2010, the expected profit has been adjusted to reflect an even emergence of risk, calculated by using the Implied Discount Rates to unwind the opening balances. The basis for setting the underlying normalised investment returns has not been changed. This change has no impact on total profit.
135
MCEV financial statements continued
Condensed consolidated statement of comprehensive income MCEV basis

2010 m 2010 m Restated 2009 m
2,054 (28) (18) 1,175 (21) 31 (224) 72 987 3,041 3,193 (152) 3,041
Profit for the year Other comprehensive income Fair value losses on AFS securities, owner-occupied properties and hedging instruments Fair value gains transferred to profit Actuarial losses on pension schemes Actuarial gains on pension schemes transferred to unallocated divisible surplus and other movements Impairment losses Foreign exchange rate movements Aggregate tax effect shareholder tax Other comprehensive income, net of tax Total comprehensive income for the year Attributable to: Equity shareholders of Aviva plc Non-controlling interests
1,746 (24) (15) 999 (18) 26 (190) 61 839 2,585 2,714 (129) 2,585
2,722 (86) (30) (1,140) 24 89 (1,018) 48 (2,113) 609 777 (168) 609
Condensed consolidated statement of changes in equity MCEV basis

2010 m 2010 m Restated 2009 m
21,581 3,006 (880) 243 49 (217) 3 (44) (16) 48 20 23,793 (4,624) 19,169
Balance at 1 January Total comprehensive (expense)/income for the year Dividends and appropriations Issues of share capital Shares issued in lieu of dividends Capital contributions from minority shareholders Net increase to total equity following Delta Lloyd IPO Minority share of dividends declared in the year Non-controlling interest in (disposed)/acquired subsidiaries Changes in non-controlling interest in existing subsidiaries Shares acquired by employee trusts Reserves credit for equity compensation plans Aggregate tax effect shareholder tax Total equity Non-controlling interests Balance at 31 December
18,561 2,585 (757) 209 42 (187) 3 (38) (14) 41 17 20,462 (3,977) 16,485
17,771 609 (853) 1 299 6 930 (109) (2) (111) (53) 56 17 18,561 (4,279) 14,282
136
Condensed consolidated statement of financial position MCEV basis

As at 31 December 2010
2010 m 2010 m Restated 2009 m
3,943 3,263 3,182 2,319 748 872 15,191 50,086 294,521 8,237 335 230 9,645 7,060 4,292 29,599 16 433,539 820 5,191 2,405 (37) 6,292 3,113 17,784 1,384 4,624 23,792 206,628 136,962 3,986 10,502 3,422 2,044 365 17,383 23,595 4,860 409,747 433,539
Assets Goodwill Acquired value of in-force business and intangible assets Additional value of in-force long-term business1 Interests in, and loans to, joint ventures Interests in, and loans to, associates Property and equipment Investment property Loans Financial investments Reinsurance assets Deferred tax assets Current tax assets Receivables Deferred acquisition costs and other assets Prepayments and accrued income Cash and cash equivalents Assets of operations classified as held for sale Total assets Equity Ordinary share capital Capital reserves Other reserves Shares held by employee trusts Retained earnings Additional retained earnings on an MCEV basis1 Equity attributable to ordinary shareholders of Aviva plc Preference share capital and direct capital instruments Non-controlling interests1 Total equity Liabilities Gross insurance liabilities Gross liabilities for investment contracts Unallocated divisible surplus Net asset value attributable to unitholders Provisions Deferred tax liabilities Current tax liabilities Borrowings Payables and other financial liabilities Other liabilities Liabilities of operations classified as held for sale Total liabilities Total equity and liabilities
3,391 2,806 2,737 1,994 643 750 13,064 43,074 253,288 7,084 288 198 8,295 6,072 3,691 25,455 14 372,844 705 4,465 2,069 (32) 5,411 2,677 15,295 1,190 3,977 20,462 177,700 117,787 3,428 9,032 2,943 1,758 314 14,949 20,292 4,179 352,382 372,844
3,381 2,860 3,475 1,701 1,281 753 12,422 41,079 238,679 7,572 218 359 9,632 5,621 3,604 25,176 53 357, 866 692 4,478 2,042 (68) 3,425 2,523 13,092 1,190 4,279 18,561 171,092 110,015 3,866 9,894 3,980 1,038 192 15,000 20,542 3,653 33 339,305 357,866
The summarised consolidated statement of financial position presented above is unaltered from the corresponding IFRS summarised consolidated statement of financial position with the exception of the following: 1. Adding the excess of the Life MCEV, including non controlling interests, over the corresponding Life IFRS net assets represented as the additional value of in-force long-term business; corresponding item within equity represented by the additional retained profit on an MCEV basis; and, corresponding adjustments to non-controlling interests.
137
Reconciliation of shareholders equity on IFRS and MCEV bases

2010 m IFRS m Adjustment m MCEV m
Ordinary share capital Capital reserves Other reserves Shares held by employee trusts Retained earnings Additional retained earnings on an MCEV basis Equity attributable to ordinary shareholders of Aviva plc Preference share capital Direct capital instruments Non-controlling interests Total equity
705 4,465 2,245 (32) 5,411 12,794 200 990 3,741 17,725
(176) 2,677 2,501 236 2,737
705 4,465 2,069 (32) 5,411 2,677 15,295 200 990 3,977 20,462
Restated MCEV m
2009 m
IFRS m
Adjustment m
Ordinary share capital Capital reserves Other reserves Shares held by employee trusts Retained earnings Additional retained earnings on an MCEV basis Equity attributable to ordinary shareholders of Aviva plc Preference share capital Direct capital instruments Non-controlling interests Total equity
692 4,478 1,829 (68) 3,425 10,356 200 990 3,540 15,086
213 2,523 2,736 739 3,475
692 4,478 2,042 (68) 3,425 2,523 13,092 200 990 4,279 18,561
Reconciliation of IFRS total equity to MCEV net worth

2010 m Restated 2009 m
Net assets on a statutory IFRS net basis Adjusting for general business and other net assets on a statutory IFRS net basis Life and related businesses net assets on a statutory IFRS net basis Goodwill and other intangibles Acquired value of in-force business Adjustment for share of joint ventures and associates Adjustment for assets to regulatory value net of tax Adjustment for DAC and DIR net of tax Adjustment for differences in technical provisions Other accounting and tax differences MCEV net worth MCEV value of in-force1 MCEV2
17,725 1,331 19,056 (2,356) (1,447) (120) (890) (2,839) 1,303 (467) 12,240 7,024 19,264
15,086 2,231 17,317 (2,606) (1,493) (377) (19) (2,653) 1,414 630 12,213 6,325 18,538
1. Comprises PVFP of 10,180 million (31 December 2009: 9,417 million), FC of (882) million (31 December 2009: (820) million), CNHR of (1,070) million (31 December 2009: (788) million), and TVOG of (1,204) million (31 December 2009: (1,484) million). 2. Comprises embedded value of 16,131 million (31 December 2009: 15,058 million) and non-controlling interest in long-term business assets of 3,133 million (31 December 2009: 3,480million).
The reduced adjustment for share of joint ventures and associates follows the purchase of the remaining shares in RBS Life. The adjustment for assets to regulatory value relates mainly to the US, where the larger negative adjustment in 2010 reflects the increased market value of bonds under IFRS. The DAC and DIR adjustment relates mainly to the UK and US, where DAC balances held for IFRS increased. The difference in technical provisions relates mainly to Delta Lloyd and the US, reflecting differences between the IFRS and local solvency reserving bases.
138
Group MCEV analysis of earnings

Covered business1 m A Non-covered but related to life business2 m B Total life business3 m A+B Non-covered relating to non-life m C Total noncovered business m B+C Total m A+B+C
2010 m
Opening group MCEV Opening adjustments Adjusted opening group MCEV Operating MCEV earnings Non-operating MCEV earnings Total MCEV earnings Other movements in IFRS net equity Capital and dividend flows Foreign exchange variances Acquired/divested businesses Closing group MCEV Preference share capital and direct capital instruments
15,058 15,058 2,199 (361) 1,838 (1,020) (170) 425 16,131
2,055 2,055 (63) (63) 525 2 (180) 2,339
17,113 17,113 2,199 (424) 1,775 525 (1,020) (168) 245 18,470
(2,831) (2,831) 12 (79) (67) 536 509 113 (245) (1,985)
(776) (776) 12 (142) (130) 1,061 509 115 (425) 354
14,282 14,282 2,211 (503) 1,708 1,061 (511) (55) 16,485 (1,190) 15,295
Equity attributable to ordinary shareholders of Aviva plc on an MCEV basis
1. Covered business represents the business that the MCEV calculations cover, as detailed in the Basis of preparation note. The embedded value is presented net of non-controlling interests and tax. 2. Non-covered but related to life business represents the adjustments to the MCEV, including goodwill, to calculate the long-term business net assets on an MCEV basis. An analysis of net assets on an MCEV basis gross of non-controlling interests is provided in E6. 3. Net assets for the total life businesses on an MCEV basis presented net of non-controlling interests.
Restated 2009 m
Covered business1 m A
Non-covered but related to life business2 m B
Total life business3 m A+B
Non-covered relating to non-life m C
Total noncovered business m B+C
Total m A+B+C
Opening group MCEV Opening adjustments Adjusted opening group MCEV Operating MCEV earnings Non-operating MCEV earnings Total MCEV earnings Other movements in IFRS net equity Capital and dividend flows Foreign exchange variances Acquired/divested businesses Closing group MCEV Preference share capital and direct capital instruments
14,522 14,522 2,247 942 3,189 (250) (762) (1,641) 15,058
2,639 2,639 (99) (99) (266) (218) (1) 2,055
17,161 17,161 2,247 843 3,090 (266) (250) (980) (1,642) 17,113
(2,499) (2,499) 15 (496) (481) (839) (283) 224 1,047 (2,831)
140 140 15 (595) (580) (1,105) (283) 6 1,046 (776)
14,662 14,662 2,262 347 2,609 (1,105) (533) (756) (595) 14,282 (1,190) 13,092
Equity attributable to ordinary shareholders of Aviva plc on an MCEV basis
139
E1 Basis of preparation
The condensed consolidated income statement and condensed consolidated statement of financial position on pages 134 to 136 present the groups results and financial position for the life and related businesses on the Market Consistent Embedded Value (MCEV) basis and for its non-life businesses on the International Financial Reporting Standards (IFRS) basis. The MCEV methodology adopted is in accordance with the MCEV Principles published by the CFO Forum in October 2009. The directors consider that the MCEV methodology gives useful insight into the drivers of financial performance of the groups life and related businesses. This basis values future cash flows from assets consistently with market prices, including more explicit allowance for the impact of uncertainty in future investment returns and other risks. Embedded value is also consistent with the way pricing is assessed and the business is managed. The results for 2010 and 2009 have been audited by our auditors, Ernst & Young. Their report in respect of 2010 can be found on page 352 in the Report and Accounts.
Covered business
The MCEV calculations cover the following lines of business: life insurance, long-term health and accident insurance, savings, pensions and annuity business written by our life insurance subsidiaries, including managed pension fund business and our share of the other life and related business written in our associated undertakings and joint ventures, as well as the equity release business written in the UK. Covered business includes the groups share of our joint ventures including our arrangement with The Royal Bank of Scotland Group (RBSG) and our associated undertakings in India, China, Turkey, Malaysia, Taiwan and South Korea. In addition, the results of group companies providing significant administration, fund management and other services and of group holding companies have been included to the extent that they relate to covered business. Together these businesses are referred to as Life and related businesses.
New business premiums
New business premiums include: premiums arising from the sale of new contracts during the period; non-contractual additional premiums; and expected renewals on new contracts and expected future contractual alterations to new contracts. The groups definition of new business under MCEV includes contracts that meet the definition of non-participating investment contracts under IFRS. For products sold to individuals, premiums are considered to represent new business where a new contract has been signed, or where underwriting has been performed. Renewal premiums include contractual renewals, non-contractual variations that are reasonably predictable and recurrent single premiums that are pre-defined and reasonably predictable. For group products, new business includes new contracts and increases to aggregate premiums under existing contracts. Renewal premiums are based on the level of premium received during the reporting period and allow for premiums expected to be received beyond the expiry of any guaranteed premium rates.
Life and pensions operating earnings
For life and pensions operating earnings, Aviva uses normalised investment returns. The use of asset risk premia reflects managements long-term expectations of asset returns in excess of the swap yield from investing in different asset classes. The normalised investment return on equities and property has been calculated by reference to the 10 year swap rate in the relevant currency plus an appropriate risk premium. The expected return on bonds has been calculated by reference to the swap rate consistent with the duration of the backing assets in the relevant currency plus an appropriate risk margin (equivalent to the gross redemption yield less an allowance for defaults). From 2010, Aviva has changed the approach to calculating expected returns within operating profit. The expected existing business contribution (in excess of reference rate) is now calculated using the implied discount rates (IDR), which itself is based on the normalised investment returns. The revised methodology applies the IDR to the Value of In Force (VIF) and Required Capital (RC) components of the MCEV and adds to this the total expected return for Free Surplus (FS) to derive the total expected return, in a manner consistent with that previously used under European Embedded Value reporting. This total is presented as the expected existing business contribution (reference rate), expected existing business contribution (in excess of reference rate) and expected return on shareholders net worth (grossed up for tax for pre tax presentation), with only the excess contribution being impacted by the change. The change to expected returns has no impact on total return or on the closing balance sheet.
140
E1 Basis of preparation continued

MCEV methodology Overview
Under the MCEV methodology, profit is recognised as it is earned over the life of products defined within covered business. The total profit recognised over the lifetime of a policy is the same as under the IFRS basis of reporting, but the timing of recognition is different.
Calculation of the embedded value
The shareholders interest in the life and related businesses is represented by the embedded value. The embedded value is the total of the net worth of the life and related businesses and the value of in-force covered business. Calculations are performed separately for each business and are based on the cash flows of that business, after allowing for both external and intra-group reinsurance. Where one life business has an interest in another, the net worth of that business excludes the interest in the dependent company. The embedded value is calculated on an after-tax basis applying current legislation and practice together with future known changes. Where gross results are presented, these have been calculated by grossing up post-tax results at the full rate of corporation tax for each country based on opening period tax rates, apart from the US, where a nil tax rate was used for the 2009 post-tax results, and consequently for grossing up.
Net worth
The net worth is the market value of the shareholders funds and the shareholders interest in the surplus held in the non-profit component of the long-term business funds, determined on a statutory solvency basis and adjusted to add back any non-admissible assets, and consists of the required capital and free surplus. Required capital is the market value of assets attributed to the covered business over and above that required to back liabilities for covered business, for which distribution to shareholders is restricted. Required capital is reported net of implicit items permitted on a local regulatory basis to cover minimum solvency margins which are assessed at a local entity level. The level of required capital for each business unit is set equal to the higher of: The level of capital at which the local regulator is empowered to take action; The capital requirement of the business unit under the groups economic capital requirements; and The target capital level of the business unit. This methodology reflects the level of capital considered by the directors to be appropriate to manage the business, and includes any additional shareholder funds not available for distribution, such as the reattributed inherited estate in the UK. The same definition of required capital is used for both existing and new business. The free surplus is the market value of any assets allocated to, but not required to support, the in-force covered business at the valuation date. The level of required capital across the business units expressed as a percentage of the EU minimum solvency margin (or equivalent) can be found in E18.
Value of in-force covered business (VIF)
The value of in-force covered business consists of the following components: present value of future profits; time value of financial options and guarantees; frictional costs of required capital; and cost of residual non-hedgeable risks.
Present value of future profits (PVFP)
This is the present value of the distributable profits to shareholders arising from the in-force covered business projected on a best estimate basis. Distributable profits generally arise when they are released following actuarial valuations. These valuations are carried out in accordance with any local statutory requirements designed to ensure and demonstrate solvency in long-term business funds. Future distributable profits will depend on experience in a number of areas such as investment return, discontinuance rates, mortality, administration costs, as well as management and policyholder actions. Releases to shareholders arising in future years from the inforce covered business and associated required capital can be projected using assumptions of future experience. Future profits are projected using best estimate non-economic assumptions and market consistent economic assumptions. In principle, each cash flow is discounted at a rate that appropriately reflects the riskiness of that cash flow, so higher risk cash flows are discounted at higher rates. In practice, the PVFP is calculated using the certainty equivalent approach, under which the reference rate is used for both the investment return and the discount rate. This approach ensures that asset cash flows are valued consistently with the market prices of assets without options and guarantees. Further information on the risk-free rates is given in note E18. The PVFP includes the capitalised value of profits and losses arising from subsidiary companies providing administration, investment management and other services to the extent that they relate to covered business. This is referred to as the look through into service company expenses. In addition, expenses arising in holding companies that relate directly to acquiring or maintaining covered business have been allowed for. Where external companies provide services to the life and related businesses, their charges have been allowed for in the underlying projected cost base.
141

US capital solutions
Credit has been taken within the 2010 US embedded value, and value of new business, for the anticipated reduction in capital requirements based on managements intention to enact transactions which allow recognition of additional assets that can be held against certain reserves, reducing shareholder capital requirements. Similar transactions, which are effectively based upon a parental guarantee that sufficient capital resources would be available if required, have been enacted for business written between 2006 and 2009. Previously credit has been taken for equivalent capital solution transactions only after they have been formally enacted.
Time value of financial options and guarantees (TVOG)
The PVFP calculation is based on a single (base) economic scenario; however, a single scenario cannot appropriately allow for the effect of certain product features. If an option or guarantee affects shareholder cash flows in the base scenario, the impact is included in the PVFP and is referred to as the intrinsic value of the option guarantee; however, future investment returns are uncertain and the actual impact on shareholder profits may be higher or lower. The value of in-force business needs to be adjusted for the impact of the range of potential future outcomes. Stochastic modelling techniques can be used to assess the impact of potential future outcomes, and the difference between the intrinsic value and the total stochastic value is referred to as the time value of the option or guarantee. Stochastic modelling typically involves projecting the future cash flows of the business under thousands of economic scenarios that are representative of the possible future outcomes for market variables such as interest rates and equity returns. Under a market consistent approach, the economic scenarios generated reflect the markets tendency towards risk aversion. Allowance is made, where appropriate, for the effect of management and/or policyholder actions in different economic conditions on future assumptions such as asset mix, bonus rates and surrender rates. Stochastic models are calibrated to market yield curves and volatility levels at the valuation date. Tests are performed to confirm that the scenarios used produce results that replicate the market price of traded instruments. Where evidence exists that persistency rates are linked to economic scenarios, dynamic lapse assumptions are set that vary depending on the individual scenarios. This cost is included in the TVOG. Dynamic lapses are modelled for parts of the UK, US and French businesses. Asymmetries in non-economic assumptions that are linked to economic scenarios, but that have insufficient evidence for credible dynamic assumptions, are allowed for within mean best estimate assumptions.
Frictional costs of required capital
The additional costs to a shareholder of holding the assets backing required capital within an insurance company rather than directly in the market are called frictional costs. They are explicitly deducted from the PVFP. The additional costs allowed for are the taxation costs and any additional investment expenses on the assets backing the required capital. The level of required capital has been set out above in the net worth section. Frictional costs are calculated by projecting forwards the future levels of required capital. Tax on investment return and investment expenses are payable on the assets backing required capital, up until the point that they are released to shareholders.
Cost of residual non-hedgeable risks (CNHR)
The cost of residual non-hedgeable risks (CNHR) covers risks not already allowed for in the time value of options and guarantees or the PVFP. The allowance includes the impact of both non-hedgeable financial and non-financial risks. The most significant risk not included in the PVFP or TVOG is operational risk. Asymmetric risks allowed for in the TVOG or PVFP are described earlier in the basis of preparation. No allowance has been made within the cost of non-hedgeable risk for symmetrical risks as these are diversifiable by investors.
Participating business
Future regular bonuses on participating business are projected in a manner consistent with current bonus rates and expected future market-consistent returns on assets deemed to back the policies. For with-profit funds in the UK and Ireland, for the purpose of recognising the value of the estate, it is assumed that terminal bonuses are increased to exhaust all of the assets in the fund over the future lifetime of the in-force with-profit policies. However, under stochastic modelling there may be some extreme economic scenarios when the total assets in the groups with-profit funds are not sufficient to pay all policyholder claims. The average additional shareholder cost arising from this shortfall has been included in the TVOG. For profit sharing business in continental Europe, where policy benefits and shareholder value depend on the timing of realising gains, the apportionment of unrealised gains between policyholders and shareholders reflect contractual requirements as well as existing practice. Under certain economic scenarios where additional shareholder injections are required to meet policyholder payments, the average additional cost has been included in the TVOG.
142

The embedded value of the US spread-based products anticipates the application of management discretion allowed for contractually within the policies, subject to contractual guarantees. This includes the ability to change the crediting rates and indexed strategies available within the policy. Consideration is taken of the economic environment assumed in future projections and returns in excess of the reference rate are not assumed. Anticipated market and policyholder reaction to management action has been considered. The anticipated management action is consistent with current decision rules and has been approved and signed off by management and legal counsel.
Consolidation adjustments
The effect of transactions between group life companies such as loans and reinsurance arrangements have been included in the results split by territory in a consistent manner. No elimination is required on consolidation. As the MCEV methodology incorporates the impact of profits and losses arising from subsidiary companies providing administration, investment management and other services to the groups life companies, the equivalent profits and losses have been removed from the relevant segment (non-insurance or fund management) and are instead included within the results of life and related businesses. In addition, the underlying basis of calculation for these profits has changed from the IFRS basis to the MCEV basis. The capitalised value of the future profits and losses from such service companies are included in the embedded value and value of new business calculations for the relevant business, but the net assets (representing historical profits and other amounts) remain under non-insurance or fund management. In order to reconcile the profits arising in the financial period within each segment with the assets on the opening and closing statement of financial positions, a transfer of IFRS profits from life and related business to the appropriate segment is deemed to occur. An equivalent approach has been adopted for expenses within our holding companies. The assessments of goodwill, intangibles and pension schemes relating to life insurance business utilise the IFRS measurement basis.
Exchange rates
The groups principal overseas operations during the period were located within the Eurozone and the United States. The results and cash flows of these operations have been translated at the average rates for that period and the assets and liabilities have been translated at the period end rates. Please refer to note A2 on page 37 of the IFRS financial statements.
Restatement
During 2010, the Groups Dutch subsidiary, Delta Lloyd, reviewed its approach to the scope of business using adjusted swap rates (also known as a liquidity premium). Delta Lloyds approach has been aligned with the Quantitative Impact Study (QIS) 5 methodology set out as part of Solvency II developments. The swap rate adjustment is applied in full to immediate annuity type contracts (as previously). In addition, 75% of the liquidity premium is applied to participating contracts and 50% to all other life covered business. This change aligns local Delta Lloyd and group Aviva reporting for MCEV and Solvency II internal model calculations. This change increases the closing 2010 embedded value by 20 million net of non-controlling interests. Results for 2009 have been restated on a consistent basis leading to an increase in the opening 2009 Embedded Value of 310 million; an increase in 2009 New Business Value of 35 million; an increase in 2009 Expected Return of 34 million and an increase in closing 2009 Embedded Value of 57 million, all net of non-controlling interests.
143
E2 Geographical analysis of MCEV operating earnings

2010 Europe United Kingdom m Aviva Europe m Delta Lloyd m North America m Asia Pacific m Total m
Value of new business Earnings from existing business: expected returns at the reference rate expected returns in excess of the reference rate expected returns experience variances operating assumption changes Expected return on shareholders net worth Other operating variances Operating earnings before tax
354 169 425 594 (20) (18) 179 (4) 1,085
504 244 357 601 147 338 152 271 2,013
(92) 49 181 230 (16) (320) 124 157 83
(194) 20 401 421 (7) (146) 82 133 289
52 20 25 45 (28) 13 12 15 109
624 502 1,389 1,891 76 (133) 549 572 3,579

Restated 2009
Europe United Kingdom m Aviva Europe m Delta Lloyd m North America m Asia Pacific m Total m
Value of new business Earnings from existing business: expected returns at the reference rate expected returns in excess of the reference rate expected returns experience variances operating assumption changes Expected return on shareholders net worth Other operating variances Operating earnings before tax
247 113 402 515 (29) (67) 138 (17) 787
521 326 428 754 43 (8) 180 214 1,704
(48) 43 324 367 (3) 171 88 65 640
16 55 249 304 (87) (38) 89 (18) 266
29 26 16 42 (23) (14) 17 50 101
765 563 1,419 1,982 (99) 44 512 294 3,498
United Kingdom
MCEV operating earnings were 38% higher at 1,085 million (2009: 787 million) mainly due to increases in the value of new business and expected returns. Value of new business grew 43% to 354 million (2009: 247 million), due to our focus on value maximisation through active management of our new business mix, robust cost control and pricing discipline. Total expected return increased to 773 million (2009: 653 million), reflecting the additional expected return following the reattribution of the inherited estate partly offset by the adoption of implied discount rates as the basis for determining the expected return. Experience variances of 20 million adverse (2009: 29 million adverse) reflect favourable mortality experience offsetting adverse persistency experience in current economic conditions. Assumption changes were 18 million adverse (2009: 67 million adverse) reflecting a net increase in expense allowances, following the closure of our offshore subsidiary to new business.
Europe
In Europe, operating profit decreased to 2,096 million (2009: 2,344 million). Growth in Aviva Europe operating return reflects assumption changes and more favourable operating experience partly offset by lower expected returns. The reduction in Delta Lloyd operating profit mainly reflects adverse assumption changes. 2009 benefited from favourable assumption changes.
144
E2 Geographical analysis of MCEV operating earnings continued

Aviva Europe
MCEV operating earnings increased 18% to 2,013 million (2009: 1,704 million), as positive operating assumption changes, favourable experience variances and modelling improvements more than offset lower expected returns. Value of new business was 3% lower at 504 million (2009: 521 million). After allowing for movements in currency, this is in line with prior year. This reflects increased contributions from profit-sharing products in France and Italy. These contributions have been offset by the impact of reduced sales in Ireland, Spain and Poland. Total expected return was 19% lower at 753 million (2009: 934 million) reflecting lower assumed rates of return and the adoption of implied discount rates as the basis for determining the expected return. Experience variances were favourable at 147 million (2009: 43 million). The 2010 result reflects positive experience on mortality, as well as the release of short-term lapse provisions and the benefit from policyholders switching to unit linked funds in France. This has been offset by the impact of adverse lapse experience in Spain and Ireland. Assumption changes on existing business were favourable at 338 million (2009: 8 million adverse). This arises from the positive impact of a detailed review of our expense assumptions, as well as the positive impact of mortality changes in France. This is offset by further strengthening of lapse assumptions in Spain and Ireland. Other operating variances were positive at 271 million (2009: 214 million). These largely arose in France and relate to modelling refinements of 164 million as well as 107 million from actions taken to reduce the level of policyholder guarantees on profit-sharing products in France.
Delta Lloyd
MCEV operating earnings decreased to 83 million (2009: 640 million) mainly due to adverse operating assumption changes compared to positive assumption changes in 2009. Value of new business was negative at (92) million (2009: (48) million) reflecting the continuing impacts of adverse economic assumptions. Total expected return was lower at 354 million (2009: 455 million) due to the adoption of implied discount rates as the basis for determining the expected return. Operating experience and assumption changes on existing business amounted to 336 million adverse (2009: 168 million favourable) as the impact of adopting an industry-standard longevity table was partly offset by favourable expense assumption changes related to planned expense savings following restructuring activities. Other operating variances of 157 million (2009: 65 million) related to various modelling changes, mainly in Delta Lloyd Belgium and Delta Lloyd Life. North America MCEV operating earnings increased to 289 million (2009: 266 million) as higher earnings from existing business were partly offset by lower value of new business. The improvement in in-force earnings was driven by management actions coupled with disciplined spread management, higher expected returns and modelling refinements. Value of new business of negative (194) million (2009: 16 million positive) reflected adverse economic movements, particularly in the second half of the year as risk free rates decreased. The impact of economic movements has more than offset the benefits of pricing and product management actions. Total expected return increased to 503 million (2009: 393 million) reflecting the adoption of implied discount rates as the basis for determining expected return and the grossing up for tax in 2010 as a result of the reassessment of the tax paying position. Operating experience and assumption changes on existing business were 153 million adverse (2009: 125 million adverse). Included within this are positive benefits of disciplined spread management offset by adverse operating assumption changes relating to immediate annuitant mortality strengthening and increased expense loadings.
145

Other operating variances were 133 million favourable (2009: 18 million adverse) reflecting management actions and modelling refinements.
Asia Pacific
MCEV operating earnings were 8% higher at 109 million (2009: 101 million, 45 million excluding the contribution from Australia) as higher value of new business was partly offset by lower other operating variances. Value of new business was 79% higher at 52 million (2009: 29 million, 11 million excluding the contribution from Australia), reflecting improved scale efficiencies, product mix and volumes. Total expected return was 57 million (2009: 59 million, 37 million excluding the contribution from Australia), benefiting from the adoption of implied discount rates as the basis for determining the expected return. Operating experience variances, other operating variances and assumption changes on existing business were nil (2009: 13 million), as favourable mortality and assumption changes were offset by experience variances.
146

Gross of tax and non-controlling interests 2010 UK m France m Ireland m Italy m Poland m Spain m Other Europe m Aviva Europe m Delta Lloyd m Europe m North America m Asia Pacific m Total m
Value of new business Earnings from existing business expected existing business contribution (reference rate) expected existing business contribution (in excess of reference rate) Experience variances maintenance expense1 project and other related expenses1 mortality/morbidity2 lapses3 other4 Operating assumption changes: maintenance expense5 project and other related expenses5 mortality/morbidity6 lapses7 other Expected return on shareholders net worth Other operating variances8 Earnings before tax and non-controlling interests
1. 2. 3. 4. 5.
354
175
142
40
128
18
504
(92)
412
(194)
52
624
169 425 12 (8) 23 (29) (18) (20)
98 183 (25) (5) 27 27 93 117
12 30 6 (2) 3 (10) (4) (7)
13 34 (11) (4) 18 12 15
74 25 5 13 (1) 14 31
34 76 (1) (2) 2 (11) 3 (9)
13 9 5 (5) 3 (11) 8
244 357 (21) (14) 44 12 126 147
49 181 (21) (4) 13 5 (9) (16)
293 538 (42) (18) 57 17 117 131
20 401 (16) (18) (7) (3) 37 (7)
20 25 (2) (3) 9 (27) (5) (28)
502 1,389 (48) (47) 82 (42) 131 76
83 (92) 2 (3) (8) (18) 179 (4) 1,085
31 57 (12) 4 80 47 271 971
(3) 7 (17) (13) 20 (6) 37
(11) 1 39 (2) 27 50 (15) 266
140 7 13 8 168 9 30 377
132 (2) (49) 81 18 (9) 319
(7) 2 (5) 8 43
289 70 (33) 12 338 152 271 2,013
220 (6) (470) (52) (12) (320) 124 157 83
509 (6) (400) (85) 18 276 428 2,096
(88) (64) 6 (146) 82 133 289
8 17 (12) 13 12 15 109
512 (98) (445) (94) (8) (133) 549 572 3,579
Adverse expense experience occurred across a number of businesses. Mortality experience continues to be better than the assumption set across a number of our businesses, most notably in France and the UK Annuity business. Persistency experience remains volatile across most of our businesses, in part reflecting the wider economic circumstances. In France, persistency experience reflects a release of the short-term provision. Other experience includes, in France, the benefit from policyholders switching to unit linked funds, and, in the USA favourable spread experience. Favourable maintenance expense assumptions reflect the benefit of the shared service centre in Spain, together with the release of margins in Spain, related to bancassurance joint venture governance costs, and Poland. In the UK, the expense assumptions include a reallocation of provisions in the service company, better reflecting the expected future allocation of costs. In the USA, the adverse impact reflects a revised allocation of costs between ongoing and one-off. In Delta Lloyd, favourable expense assumptions relate to planned expense saving following restructuring activities. 6. Delta Lloyd have updated mortality assumptions to reflect recently published tables, which include a significantly increased allowance for mortality improvements. In France and the USA, mortality assumptions have been updated reflecting experience. 7. Persistency assumptions have been updated in a number of businesses. 8. Other operating variances for France relate to modelling changes, particularly relating to the time value of options and guarantees, and the benefit of reducing minimum guarantee rates. In Delta Lloyd, modelling changes include impacts related to commercial mortgages partly offset by changes to group pensions business. In the US, other operating variances related to the benefit of an AXXX capital solution together with modelling refinements on our asset portfolio.
147

Restated Gross of tax and non-controlling interests 2009 UK m France m Ireland m Italy m Poland m Spain m Other Europe m Aviva Europe m Delta Lloyd m Europe m North America m Asia m Australia m Asia Pacific m Total m
Value of new business Earnings from existing business expected existing business contribution (reference rate) expected existing business contribution (in excess of reference rate) Experience variances maintenance expense1 project and other related expenses1 mortality/morbidity2 lapses3 other4 Operating assumption changes: maintenance expense5 project and other related expenses mortality/morbidity6 lapses7 other8 Expected return on shareholders net worth Other operating variances9 Earnings before tax and non-controlling interests
247
169
12
124
55
151
10
521
(48)
473
16
11
18
29
765
113 402 37 (34) 6 (30) (8) (29)
161 282 (1) 50 53 (80) 22
22 18 6 (7) 8 (23) 1 (15)
15 5 (2) 2 (46) 116 70
67 4 14 12 17 7 50
39 119 (10) (7) (6) (52) 1 (74)
22 5 (7) 8 (17) 1 (10)
326 428 13 (22) 74 (68) 46 43
43 324 (3) (42) (22) 13 51 (3)
369 752 10 (64) 52 (55) 97 40
55 249 (35) 5 (17) (40) (87)
11 15 6 5 (38) (27)
15 1 (1) 8 (3) 4
26
563
16 1,419 5 13 (38) (3) (23) 52 (133) 76 (140) 46 (99)
1 5 (51) (22) (67) 138 (17) 787
(22) 64 (22) 3 23 66 62 785
5 7 (9) 12 15 16 (4) 64
(31) 12 (37) 1 (55) 57 216
54 58 83 (1) 194 8 121 499
(94) (13) (9) (69) (185) 26 37 113
10 (1) (7) (2) 7 (2)
(78) (13) 131 (61) 13 (8) 180 214
275 (4) (40) (60) 171 88 65
197 (13) 127 (101) (47) 163 268 279
(9) (20) (105) 96 (38) 89 (18) 266
(10) (1) (9) (6) (26) 11 50 45
8 5 4 (5) 12 6 56
(2) 4 (5) (11) (14) 17 50
187 (13) 116 (262) 16 44 512 294
27 1,704
640 2,344
101 3,498
1. Maintenance expense experience in the UK relates to profits from existing business administration. Project and other related expenses in the UK reflect project costs associated with strategic initiatives, including developments designed to offer a wider range of products to customers, and the simplification of systems and processes. Project and other related expenses in Delta Lloyd relate to integration costs in Belgium. 2. Mortality experience continues to be better than the assumptions set across a number of our businesses. 3. Persistency experience has been volatile across most of our businesses, in part reflecting wider economic volatility. In France, positive persistency experience including the release of a short-term provision, in line with positive underlying experience. In Poland, lapse experience continued to be better than the long-term assumptions for both Life and Pension products. 4. Other experience is favourable overall. Both France and Italy include one off adjustments reflecting final commission payments from prior years. The favourable impact in Italy reflects to one-off profit sharing on a reinsurance treaty. The favourable impact in Delta Lloyd relates to the revised investment and bonus strategy in Germany following the decision to close this operation to new business. The adverse impact in the USA relates to the cost of enhancing policyholder crediting rates. 5. Favourable expense assumption changes reflect the impact of cost reductions in the Delta Lloyd and Poland, together with the impact of revisions to expense allocations in Delta Lloyd. The adverse impact in Spain relates to the capitalisation of certain governance costs in respect of bancassurance joint ventures. 6. Favourable mortality assumption changes in France and Poland reflecting recent experience. The adverse impact in Delta Lloyd reflects the net impact of using updated mortality tables in the Netherlands, Germany and Belgium, following the issuance of revised advice from the respective actuarial associations. 7. Persistency assumptions have been strengthened across most of our businesses, in light of experience. In Poland, persistency assumptions have been weakened following sustained favourable experience. 8. Other assumption changes in the US primarily relate to the timing of management action in setting policyholder credited rates. In Delta Lloyd, the change represents tax effects resulting from a reallocation of assets 9. Other operating variances in France, Poland and Asia relate to have arisen as a result of more accurate modelling. In Delta Lloyd, these relate to revisions to investment and bonus strategies and expenses in Delta Lloyd Germany following the decision to close this operation to new business. In Spain, these reflect the impact of re-pricing actions on risk products.
148

Net of tax and non-controlling interests 2010 UK m France m Ireland m Italy m Poland m Spain m Other Europe m Aviva Europe m Delta Lloyd m Europe m North America m Asia Pacific m Total m
Value of new business Earnings from existing business expected existing business contribution (reference rate) expected existing business contribution (in excess of reference rate) Experience variances maintenance expense1 project and other related expenses1 mortality/morbidity2 lapses3 other4 Operating assumption changes: maintenance expense5 project and other related expenses mortality/morbidity6 lapses7 other Expected return on shareholders net worth Other operating variances8 Earnings after tax and non-controlling interests
1. 2. 3. 4. 5.
254
100
42
29
43
15
230
(41)
189
(126)
41
358
122 306 8 (6) 17 (21) (12) (14)
61 115 (16) (3) 15 19 62 77
8 19 5 (1) 2 (7) (3) (4)
4 11 (6) (2) 6 3 1
53 18 3 10 10 23
13 27 (3) (2) (6) 2 (9)
11 7 4 (4) 2 (9) 6 (1)
150 197 (13) (10) 27 3 80 87
19 68 (9) (1) 3 (3) (10)
169 265 (22) (11) 30 3 77 77
13 261 (10) (12) (5) (2) 24 (5)
14 20 (1) (3) 7 (22) (4) (23)
318 852 (25) (32) 49 (42) 85 35
57 (65) 1 (2) (6) (15)
21 38 (8) 3 54
(2) 5 (12) (9)
(8) 1 10 3
97 4 10 6 117
83 (17) 66
(6) 1 (5)
191 48 (23) 10 226
89 (3) (198) (21) (5) (138)
280 (3) (150) (44) 5 88
(57) (42) 4 (95)
8 13 (9) 12
288 (68) (178) (51) (1) (10)
129 (4) 778
27 162 596
14 (4) 25
17 (2) 76
6 20 266
7 (4) 143
77 172
50 64 12
127 236 1,151
53 87 188
9 9 82
318 328 2,199
33 1,139
Adverse expense experience occurred across a number of businesses. Mortality experience continues to be better than the assumption set across a number of our businesses, most notably in France and the UK Annuity business. Persistency experience remains volatile across most of our businesses, in part reflecting the wider economic circumstances. In France, persistency experience reflects a release of the short-term provision. Other experience includes, in France, the benefit from policyholders switching to unit linked funds, and, in the USA favourable spread experience. Favourable maintenance expense assumptions reflect the benefit of the shared service centre in Spain, together with the release of margins in Spain, related to bancassurance joint venture governance costs, and Poland. In the UK, the expense assumptions include a reallocation of provisions in the service company, better reflecting the expected future allocation of costs. In the USA, the adverse impact reflects a revised allocation of costs between ongoing and one-off. In Delta Lloyd, favourable expense assumptions relate to planned expense saving following restructuring activities. 6. Delta Lloyd have updated mortality assumptions to reflect recently published tables, which include a significantly increased allowance for mortality improvements. In France and the USA, mortality assumptions have been updated reflecting experience. 7. Persistency assumptions have been updated in a number of businesses. 8. Other operating variances for France relate to modelling changes, particularly relating to the time value of options and guarantees, and the benefit of reducing minimum guarantee rates. In Delta Lloyd, modelling changes include impacts related to commercial mortgages partly offset by changes to group pensions business. In the US, other operating variances related to the benefit of an AXXX capital solution together with modelling refinements on our asset portfolio.
149

Restated Net of tax and non-controlling interests 2009 UK m France m Ireland m Italy m Poland m Spain m Other Europe m Aviva Europe m Delta Lloyd m Europe m North America m Asia m Australia m Asia Pacific m Total m
Value of new business Earnings from existing business expected existing business contribution (reference rate) expected existing business contribution (in excess of reference rate) Experience variances maintenance expense1 project and other related expenses1 mortality/morbidity2 lapses3 other4 Operating assumption changes: maintenance expense5 project and other related expenses mortality/morbidity6 lapses7 other8 Expected return on shareholders net worth Other operating variances9 Earnings after tax and non-controlling interests
177
94
38
39
51
238
(43)
195
16
13
22
410
81 289 27 (26) 4 (22) (4) (21)
100 170 30 36 (49) 17
15 12 4 (5) 5 (16) 1 (11)
5 2 (1) 1 (15) 37 22
47 3 10 9 12 5 36
15 44 (8) (3) (3) (20) 1 (33)
17 4 (6) 6 (14) 1 (9)
199 231 9 (14) 48 (17) (4) 22
29 205 4 (21) (17) 5 35 6
228 436 13 (35) 31 (12) 31 28
55 249 (35) 5 (17) (40) (87)
6 12 5 3 (31) (1) (24)
11 5 (2) 3
17 12 5 8 (31) (3) (21)
381 986 45 (96) 48 (82) (16) (101)
4 (36) (16) (48) 100 (11) 567
(14) 42 (13) 2 17 38 34 470
3 4 (6) 8 9 11 (3) 41
(10) 4 (12) 1 (17) 18 68
38 42 58 (1) 137 6 83 351
(69) (5) (3) (24) (101) 10 12 (2)
7 1 (5) (3) 6 1 23
(45) (5) 90 (2) 7 45 89 127 951
197 1 (25) (48) 125 57 14
152 (5) 91 (27) (41) 170 146 141
(9) (20) (105) 96 (38) 89 (18) 266
(9) (6) (5) (20) 7 40 30
6 3 3 (3) 9 4 40
(3) 3 (3) (8) (11) 11 40
140 (5) 78 (171) 31 73 346 152
393 1,344
70 2,247
1. Maintenance expense experience in the UK relates to profits from existing business administration. Project and other related expenses in the UK reflect project costs associated with strategic initiatives, including developments designed to offer a wider range of products to customers, and the simplification of systems and processes. Project and other related expenses in Delta Lloyd relate to integration costs in Belgium. 2. Mortality experience continues to be better than the assumptions set across a number of our businesses. 3. Persistency experience has been volatile across most of our businesses, in part reflecting wider economic volatility. In France, positive persistency experience including the release of a short-term provision, in line with positive underlying experience. In Poland, lapse experience continued to be better than the long-term assumptions for both Life and Pension products. 4. Other experience is favourable overall. The Both France and Italy include one off adjustments reflecting final commission payments from prior years. The favourable impact in Italy reflects to one-off profit sharing on a reinsurance treaty. The favourable impact in Delta Lloyd relates to the revised investment and bonus strategy in Germany following the decision to close this operation to new business. The adverse impact in the USA relates to the cost of enhancing policyholder crediting rates. 5. Favourable expense assumption changes reflect the impact of cost reductions in the Delta Lloyd and Poland, together with the impact of revisions to expense allocations in Delta Lloyd. The adverse impact in Spain relates the capitalisation of certain governance costs in respect of bancassurance joint ventures 6. Favourable mortality assumption changes in France and Poland reflecting recent experience. The adverse impact in Delta Lloyd reflects the net impact of using updated mortality tables in the Netherlands, Germany and Belgium, following the issuance of revised advice from the respective actuarial associations. 7. Persistency assumptions have been strengthened across most of our businesses, in light of experience. In Poland, persistency assumptions have been weakened following sustained favourable experience. 8. Other assumption changes in the US primarily relate to the timing of management action in setting policyholder credited rates. In Delta Lloyd, the change represents tax effects resulting from a reallocation of assets 9. Other operating variances in France, Poland and Asia have arisen as a result of more accurate modelling. In Delta Lloyd, these relate to revisions to investment and bonus strategies and expenses in Delta Lloyd Germany following the decision to close this operation to new business. In Spain, these reflect the impact of re-pricing actions on risk products.
150
E3 Geographical analysis of fund management operating earnings

The summarised consolidated income statement MCEV basis, includes earnings from the groups fund management operations as analysed below. This excludes the proportion of the results of Aviva Investors fund management businesses and other fund management operations within the group that arise from the provision of fund management services to our Life businesses. These results are included within the Life MCEV operating earnings.
2010 m 2009 m
United Kingdom Europe North America Asia Pacific Aviva Investors United Kingdom Aviva Europe1 Delta Lloyd Europe Asia Pacific2 Total
1. Aviva Europe included the result from the fund management in Poland in 2009. This business was transferred across to Aviva Investors from 1 January 2010. 2. The Australian Life business was sold on 1 October 2009, included within the 2009 operating earnings is 7 million.
28 10 (8) 30 3 94 94 (2) 125
42 6 (7) (1) 40 (14) 3 21 24 1 51
E4 Analysis of other operations and regional costs

Where subsidiaries provide services to our life business, that proportion has been excluded. These results are included within the Life MCEV operating return.
2010 Regional Other costs operations m m Total m Regional costs m Other operations m 2009 Total m
(55) (55) (26) (32) (113)
(21) (43) (24) (67) 6 (82)
(21) (98) (24) (122) (20) (32) (195)
(36) (36) (19) (20) (75)
(28) (41) (30) (71) 3 (2) (98)
(28) (77) (30) (107) (16) (22) (173)
E5 Exceptional items and Integration and restructuring costs

Exceptional Items of (428) million (2009: (248) million) were mainly due to a change in the cost of capital charge for the Cost of Non-Hedgeable Risk, from 2.5% to 3.3% p.a. with total impact (365) million, the impact of reducing state contributions to Pillar II Pension funds in Poland, following the announcement to change legislation on 1 April 2011 of (280) million, and the recognition by Delta Lloyd of (59) million costs in relation to unit-linked insurance compensation scheme and compensation costs in defined contribution pension schemes, partly offset by a 286 million benefit from the closure of the final salary section of the UK staff pension scheme to future accruals. Exceptional costs for full year 2009 totalled (248) million. This included 175 million in respect of the reattribution of the inherited estate in the UK, (261) million in respect of the change in legislation in Poland restricting charges against pension funds, (102) million brand migration costs and (60) million in respect of latent claims reserves in Canada. Integration and restructuring costs incurred in the year amounted to 312 million (2009: 286 million). This includes expenditure relating to the Quantum Leap project in Europe of 40 million, costs associated with preparing the businesses for Solvency II implementation of 114 million and other restructuring exercises across the Group of 123 million. Costs incurred in 2009 related to expenditure on cost savings programmes in the UK life and general insurance businesses and in Europe.
151
E6 Segmentation of condensed consolidated statement of financial position

2010 Life and related businesses m General business and other m Life and related businesses m General business and other m Restated 2009
Group m
Group m
Total assets before acquired value of in-force long-term business Acquired additional value of in-force long-term business Total assets included in the IFRS statement of financial position Liabilities of the long-term business Liabilities of the general insurance and other businesses Net assets on a statutory IFRS basis Additional value of in-force long-term business1 Net assets on an MCEV basis2 Equity capital, capital reserves, shares held by employee trusts and other reserves IFRS basis retained earnings Additional MCEV basis retained earnings Equity attributable to ordinary shareholders of Aviva plc on an MCEV basis Preference share capital and direct capital instruments Non-controlling interests MCEV basis total equity
323,476 1,253 324,729 (305,673) 19,056 2,737 21,793
45,378 45,378 (46,709) (1,331) (1,331)
368,854 1,253 370,107 (305,673) (46,709) 17,725 2,737 20,462 7,207 5,411 2,677 15,295 1,190 3,977 20,462
307,117 1,394 308,511 (291,194) 17,317 3,475 20,792
45,880 45,880 (48,111) (2,231) (2,231)
352,997 1,394 354,391 (291,194) (48,111) 15,086 3,475 18,561 7,144 3,425 2,523 13,092 1,190 4,279 18,561
1. The analysis between the groups and non-controlling interests share of the additional value of in-force long-term business is as follows:
2010 m
Restated 2009 m
Movement in year m
Groups share included in shareholders funds Non-controlling interests share Movements in AFS securities Additional value of in-force long-term business
2. Analysis of net assets on an MCEV basis is made up as follows:
2,677 236 (176) 2,737
2,523 739 213 3,475
154 (503) (389) (738)
2010 m
Restated 2009 m
Embedded value Non-controlling interests Goodwill and intangible assets allocated to long-term business3 Notional allocation of IAS19 pension fund surplus/(deficit) to long-term business4 Long-term business net assets on an MCEV basis
16,131 3,133 19,264 2,356 173 21,793
15,058 3,480 18,538 2,606 (352) 20,792
3. Goodwill and intangible assets includes amounts related to associated undertakings and joint ventures. 4. The value of the Aviva Staff Pension Scheme surplus has been notionally allocated between segments, based on current funding and the Life proportion has been included within the long-term business net assets on an MCEV basis. The pension fund surplus notionally allocated to long-term business is net of the agreed funding borne by the UK with-profit funds.
152
E7 Analysis of life and pension earnings

The following table provides an analysis of the movement in embedded value for covered business. The analysis is shown separately for free surplus, required capital and the value of in-force covered business, and includes amounts transferred between these categories. All figures are shown net of tax and non-controlling interests.
Net of tax and non-controlling interests 2010 Free surplus m Required capital1 m VIF m Total MCEV m
Opening group MCEV New business value Expected existing business contribution (reference rate) Expected existing business contribution (in excess of reference rate) Transfers from VIF and required capital to the free surplus Experience variances Assumption changes Expected return on shareholders net worth Other operating variances Operating MCEV earnings Economic variances Other non-operating variances2 Total MCEV earnings Capital and dividend flows3 Foreign exchange variances Acquired/divested business Closing MCEV
2,204 (1,250) 1,811 107 (147) 126 47 694 (175) (59) 460 (1,020) (26) 23 1,641
7,546 901 (587) 76 (21) 192 7 568 103 671 (65) 190 8,342
5,308 15,058 707 358 318 318 852 852 (1,224) (148) 35 158 (10) 318 274 328 937 228 (458) 707 (79) 212 6,148 2,199 156 (517) 1,838 (1,020) (170) 425 16,131
1. Required capital is shown net of implicit items permitted by local regulators to cover minimum solvency margins. 2. Other non operating variances are described under Exceptional items on page 150. 3. Included within capital and dividend flows is the transfer to Life and related businesses from other segments consisting of service company profits and losses during the reported period that have emerged from the value of in-force. Since the look through into service companies includes only future profits and losses, these amounts must be eliminated from the closing embedded value.
Acquisitions during the year consist of an increase in the Groups interest in RBS Life Investments Limited, and the purchase of the interests of minority shareholders in two subsidiaries in France and Italy.
Restated Net of tax and non-controlling interests 2009 Free surplus m Required capital1 m Total MCEV m
VIF m
Opening MCEV New business value Expected existing business contribution (reference rate) Expected existing business contribution (in excess of reference rate) Transfers from VIF and required capital to the free surplus Experience variances Assumption changes Expected return on shareholders net worth Other operating variances Operating MCEV earnings Economic variances Other non-operating variances Total MCEV earnings Capital and dividend flows2 Foreign exchange variances Acquired/divested business Closing MCEV
1,348 (1,571) 1,869 (198) 48 164 10 322 1,317 (238) 1,401 (250) 6 (301) 2,204
8,148 983 (738) 135 6 182 (141) 427 (324) 909 1,012 (556) (1,058) 7,546
5,026 14,522 998 410 381 381 986 986 (1,131) (38) (101) 19 73 346 283 152 1,498 (315) (407) 776 (183) (311) 5,308 2,247 678 264 3,189 (250) (733) (1,670) 15,058
1. Required capital is shown net of implicit items permitted by local regulators to cover minimum solvency margins. 2. Included within capital and dividend flows is the transfer to Life and related businesses from other segments consisting of service company profits and losses during the reported period that have emerged from the value of in-force. Since the look through into service companies includes only future profits and losses, these amounts must be eliminated from the closing embedded value.
153
E8 Life MCEV operating earnings

In this table the life and pensions MCEV earnings have been broken down into constituent parts. The life and pensions MCEV operating earnings comprise: the value of new business written during the year; the earnings from existing business including other operating variances; and, the expected investment return on the shareholders net worth. These components are calculated using economic assumptions as at the start of the year (in-force business) or start of the quarter (new business) and operating (demographic and expenses) assumptions as at the end of the year.
Gross of tax and non-controlling interests 2010 m Restated 2009 m
Value of new business Earnings from existing business expected returns at the reference rate expected returns in excess of the reference rate expected returns experience variances operating assumption changes Other operating variance Expected return on shareholders net worth Life and Pensions operating earnings before tax Economic Variances Other non-operating variances Life and Pensions earnings before tax Tax on operating earnings Tax on other activities Life and Pensions earnings after tax
624 502 1,389 1,891 76 (133) 572 549 3,579 (103) (811) 2,665 (1,057) 202 1,810
765 563 1,419 1,982 (99) 44 294 512 3,498 365 364 4,227 (903) (44) 3,280
There were no separate development costs reported in these years. Other non operating variances are described under Exceptional items on page 150. The table above presents a summarised breakdown of the life and pensions MCEV earnings on a gross of non-controlling interests basis and gross of tax with tax shown separately. The Group favours the gross presentation for consistency with the IFRS results. The table below compares the key items on the different bases as the subsequent analysis is provided predominantly on a net of tax and non-controlling interests basis as preferred by the CFO Forum Principles.
Key indicators
2010 Net of Gross of nonnoncontrolling controlling interests interests and tax and tax m m Net of noncontrolling interests and tax m Restated 2009 Gross of noncontrolling interests and tax m
Value of new business Life and pensions operating return Life and pensions earnings
358 2,199 1,838
624 3,579 2,665
410 2,247 3,189
765 3,498 4,227
154
E9 Present value of life new business premiums

The tables below set out the present value of new business premiums (PVNBP) written by the life and related businesses, the value of new business and the resulting margin, firstly gross and then net of tax and non-controlling interests. The PVNBP calculation is equal to total single premium sales received in the period plus the discounted value of regular premiums expected to be received over the term of the new contracts, and is expressed at the point of sale. The premium volumes and projection assumptions used to calculate the present value of regular premiums for each product are the same as those used to calculate the value of new business, so the components of the new business margin are on a consistent basis. The Weighted Average Capitalisation Factor (WACF) is the multiple of the annualised regular premium which gives the present value at point of sale of the regular premiums.
Present value of regular premiums m Present value of new business premiums m
Gross of non-controlling interests 2010
Regular premiums m
WACF
Single premiums m
United Kingdom France Ireland Italy Poland Spain Other Europe Aviva Europe Delta Lloyd Europe North America Asia Pacific Total life and pensions
579 89 65 50 51 109 89 453 172 625 97 240 1,541
5.2 6.3 4.0 5.4 9.2 5.9 4.6 5.8 9.3 6.7 10.2 4.7 6.1
2,997 565 263 270 468 648 412 2,626 1,591 4,217 993 1,132 9,339
7,301 4,353 675 4,186 135 1,436 126 10,911 1,587 12,498 3,735 485 24,019
10,298 4,918 938 4,456 603 2,084 538 13,537 3,178 16,715 4,728 1,617 33,358
Present value of new business premiums m
Gross of non-controlling interests 2009
Regular premiums m
WACF
Present value of regular premiums m
Single premiums m
United Kingdom France Ireland Italy Poland Spain Other Europe Aviva Europe Delta Lloyd Europe North America Asia Australia Asia Pacific Total life and pensions
531 92 78 111 71 128 82 562 207 769 90 185 49 234 1,624
5.3 6.6 4.3 5.3 13.1 6.1 4.5 6.4 9.3 7.2 9.6 4.5 4.0 4.4 6.3
2,803 608 337 592 927 782 365 3,611 1,935 5,546 861 828 196 1,024 10,234
6,111 4,283 735 3,015 152 1,672 55 9,912 1,730 11,642 3,684 267 65 332 21,769
8,914 4,891 1,072 3,607 1,079 2,454 420 13,523 3,665 17,188 4,545 1,095 261 1,356 32,003
In Poland, the WACF has significantly fallen, reflecting the lower proportion of new pension business written following legislative changes making this business less attractive. This business had a high WACF, reflecting the long duration of the business combined with premiums increasing each year.
155
E10 Geographical analysis of value of new business

The value generated by new business written during the period is the present value of the projected stream of after tax distributable profit from that business, including expected profit between point of sale and the valuation date. The value of new business has been calculated using economic assumptions at the point of sale which has been implemented with the assumptions being taken as those appropriate to the start of each quarter. For contracts that are re-priced more frequently, weekly or monthly economic assumptions have been used. The operating assumptions are consistent with those used to determine the embedded value. The value of new business is shown after the effect of the frictional costs of holding required capital, and after the effect of the costs of residual nonhedgeable risks on the same basis as for the in-force covered business.
Present value of new business premiums Life and pensions (gross of tax and non-controlling interest) 2010 m 2009 m Value of new business 2010 m Restated 2009 m New business margin 2010 % Restated 2009 %
United Kingdom France Ireland Italy Poland Spain Other Europe Aviva Europe Delta Lloyd Europe North America1 Asia Pacific Total life and pensions
10,298 8,914 4,918 4,891 938 1,072 4,456 3,607 603 1,079 2,084 2,454 538 420 13,537 13,523 3,178 3,665 16,715 17,188 4,728 4,545 1,617 1,356 33,358 32,003
Present value of new business premiums
354 175 1 142 40 128 18 504 (92) 412 (194) 52 624
247 169 12 124 55 151 10 521 (48) 473 16 29 765
3.4% 3.6% 0.1% 3.2% 6.6% 6.1% 3.3% 3.7% (2.9)% 2.5% (4.1)% 3.2% 1.9%
2.8% 3.5% 1.1% 3.4% 5.1% 6.2% 2.4% 3.9% (1.3)% 2.8% 0.4% 2.1% 2.4%
Value of new business 2010 m Restated 2009 m
New business margin 2010 % Restated 2009 %
Life and pensions (net of tax and non-controlling interest)
2010 m
2009 m
United Kingdom France Ireland Italy Poland Spain Other Europe Aviva Europe Delta Lloyd Europe North America Asia Pacific Total life and pensions
10,298 8,914 4,340 4,111 704 804 1,965 1,614 531 933 1,136 1,326 538 420 9,214 9,208 1,721 3,235 10,935 12,443 4,728 4,545 1,598 1,348 27,559 27,250
254 100 1 42 29 43 15 230 (41) 189 (126) 41 358
177 94 8 38 39 51 8 238 (43) 195 16 22 410
2.5% 2.0% 2.3% 2.3% 0.1% 1.0% 2.1% 2.4% 5.5% 4.2% 3.8% 3.8% 2.8% 1.9% 2.5% 2.6% (2.4)% (1.3)% 1.7% 1.6% (2.7)% 0.4% 2.6% 1.6% 1.3% 1.5%
1 In North America the value of new business of (194) million reflects adverse economic movements, particularly in the second half of 2010, as risk free rates decreased.
156
E11 Post tax internal rate of return and payback period on life and pensions new business
The new business written requires up front capital investment, due to high set-up costs and capital requirements. The internal rate of return (IRR) is a measure of the shareholder return expected on this capital investment. It is equivalent to the discount rate at which the present value of the post-tax cash flows expected to be earned over the life time of the business written, including allowance for the time value of options and guarantees, is equal to the total invested capital to support the writing of the business. The capital included in the calculation of the IRR is the initial capital required to pay acquisition costs and set up statutory reserves in excess of premiums received (initial capital), plus required capital at the same level as for the calculation of the value of new business. The payback period shows how quickly shareholders can expect the total capital to be repaid. The payback period has been calculated based on undiscounted cash flows and allows for the initial and required capital. The projected investment returns in both the IRR and payback period calculations assume that equities, properties and bonds earn a return in excess of risk-free consistent with the long-term rate of return assumed in operating earnings. The IRR on life and pensions new business for the Group was 12.5% (2009: 10.0%)
Gross of non-controlling interests 31 December 2010 Internal rate of return % Initial capital m Required capital m Total invested capital m Payback period years
15% 9% 5% 11% 25% 22% 14% 13% 6% 11% 14% 11% 12.5%
98 34 34 32 16 25 41 182 106 288 65 62 513
198 202 17 183 9 80 16 507 112 619 366 34 1,217
296 236 51 215 25 105 57 689 218 907 431 96 1,730

Total invested capital m
7 9 11 6 4 4 6 7 16 9 4 13 8
Gross of non-controlling interests 31 December 2009
Internal rate of return %
Initial capital m
Required capital m
Payback period years
United Kingdom France Ireland Italy Poland Spain Other Europe Aviva Europe Delta Lloyd Europe North America Asia Australia Asia Pacific Total
14% 9% 6% 10% 22% 26% 12% 13% 6% 11% 7% 6% 11% 8% 10.0%
109 53 56 27 20 25 43 224 116 340 162 58 2 60 671
133 169 23 156 9 72 7 436 140 576 376 25 34 59 1,144
242 222 79 183 29 97 50 660 256 916 538 83 36 119 1,815
8 9 10 7 5 3 8 7 33 15 14 25 8 20 14
157
E12 Free surplus emergence

Existing business Impact of experience variances and assumption Return on changes on net worth net worth m m New business Reduction in free surplus Total new from business required surplus capital generation m m Total business
Net of tax and non-controlling interests 2010
Transfer from VIF to net worth m
Release of Total required existing capital to business free surplus surplus generation m m
Impact on net worth m
Total free surplus generation m
345 478 139 617 210 52 1,224
129 77 50 127 53 9 318
208 147 (225) (78) (56) (5) 69
(183) 126 83 209 292 15 333
499 828 47 875 499 71 1,944

Existing business
(43) (150) (58) (208) (41) (57) (349)
(95) (342) (55) (397) (375) (34)
(138) (492) (113) (605) (416) (91)
361 336 (66) 270 83 (20) 694

Total business
(901) (1,250)
New business
Net of tax and non-controlling interests 2009
Transfer from VIF to net worth m
Return on net worth m
Impact of experience variances and assumption changes on net worth m
Release of required capital to free surplus m
Total existing business surplus generation m
Reduction in free surplus from Impact on required net worth capital m m
Total new business surplus generation m
Total free surplus generation m
220 495 175 670 159 82 1,131
99 89 57 146 90 11 346
62 27 (124) (97) (100) (5) (140)
(70) 112 55 167 457 2 556
311 723 163 886 606 90 1,893
(53) (177) (111) (288) (192) (55) (588)
(130) (281) (124) (405) (390) (58)
(183) (458) (235) (693) (582) (113)
128 265 (72) 193 24 (23) 322
(983) (1,571)
E13 Maturity profile of business

(a) Total in-force business
To show the profile of the VIF emergence, the value of VIF in the statements of financial position has been split into five year tranches depending on the date when the profit is expected to emerge.
2010 m 0-5 6-10 11-15 16-20 20+ Total gross of Total net of non-controlling non-controlling interest interest
153 1,649 517 2,166 56 187 2,562
766 980 109 1,089 (47) 94 1,902
538 575 56 631 12 35 1,216
287 342 (176) 166 12 15 480
553 375 (76) 299 9 3 864
2,297 3,921 430 4,351 42 334 7,024
2,297 3,288 196 3,484 42 325 6,148
Restated 2009 m
0-5
6-10
11-15
16-20
20+
Total gross of non-controlling interest
Total net of non-controlling interest
289 1,613 54 1,667 (238) 102 1,820
629 1,149 149 1,298 (251) 72 1,748
490 656 177 833 28 29 1,380
288 350 151 501 13 18 820
369 342 (234) 108 54 26 557
2,065 4,110 297 4,407 (394) 247 6,325
2,065 3,271 125 3,396 (394) 241 5,308
158
E13 Maturity profile of business continued

(b) New business
To show the profile of the VIF emergence, the value of new business has been split into five year tranches depending on the date when the profit is expected to emerge.
Total gross of noncontrolling interest Total net of noncontrolling interest
2010 m
0-5
6-10
11-15
16-20
20+
78 257 (6) 251 (26) 59 362
42 119 21 140 (85) 22 119
22 70 21 91 10 11 134
13 31 12 43 22 5 83
143 40 (10) 30 (6) 3 170
298 517 38 555 (85) 100 868

Total gross of noncontrolling interest
298 378 18 396 (85) 98 707

Total net of noncontrolling interest
Restated 2009 m
0-5
6-10
11-15
16-20
20+
107 286 (38) 248 20 46 421
30 126 89 215 6 14 265
34 80 97 177 64 8 283
19 37 75 112 52 4 187
40 43 (138) (95) 66 5 16
230 572 85 657 208 77 1,172
230 414 70 484 208 76 998
E14 Segmental analysis of life and related business embedded value

Net of non-controlling interests 2010 Free surplus m Required capital1 m VIF m Total MCEV m
United Kingdom France2 Ireland Italy Poland Spain Other Europe Aviva Europe Delta Lloyd Europe North America2,3 Asia Pacific Total
1. Required capital is shown net of implicit items permitted by local regulators to cover minimum solvency margins. 2. France and Aviva USA have a positive surplus on a statutory basis. 3. Aviva USAs holding company debt amounting to 765 million at 31 December 2010 has been included within non-covered business.
1,139 (243) 47 202 129 81 43 259 356 615 (248) 135 1,641
2,934 1,737 336 313 114 266 45 2,811 944 3,755 1,437 216 8,342
2,297 1,446 444 82 876 207 233 3,288 196 3,484 42 325 6,148
6,370 2,940 827 597 1,119 554 321 6,358 1,496 7,854 1,231 676 16,131
Restated Net of non-controlling interests 2009
Free surplus m
Required capital1 m
VIF m
Total MCEV m
United Kingdom2 France3 Ireland Italy Poland Spain Other Europe Aviva Europe Delta Lloyd Europe North America3,4 Asia Australia Asia Pacific Total
1 2 3 4 Required capital is shown net of implicit items permitted by local regulators to cover minimum solvency margins. The large increase in required capital in the UK reflects the additional capital locked in following the reattribution of the inherited estate. France and Aviva USA have a positive surplus on a statutory basis. Aviva USAs holding company debt amounting to 810 million at 31 December 2009 has been included within non-covered business.
1,270 (71) 175 263 60 135 38 600 368 968 (152) 118 118 2,204
2,568 1,592 226 268 131 212 33 2,462 1,095 3,557 1,240 181 181 7,546
2,065 1,252 487 129 950 265 188 3,271 125 3,396 (394) 241 241 5,308
5,903 2,773 888 660 1,141 612 259 6,333 1,588 7,921 694 540 540 15,058
159
E15 Risk allowance within present value of in-force (VIF)

Within the VIF in the tables, there are additional allowances for risks not included within the basic present value of future profits calculation.
Time value Non- of financial hedgeable options and risks guarantees m m
Net of non-controlling interests 2010
PVFP m
Frictional costs m
VIF m
2,938 2,051 476 156 1,013 281 247 4,224 580 4,804 607 441 8,790
(291) (123) (9) (19) (14) (18) (3) (186) (107) (293) (133) (26) (743)
(322) (170) (23) (11) (118) (41) (9) (372) (85) (457) (69) (58) (906)
(28) (312) (44) (5) (15) (2) (378) (192) (570) (363) (32)
2,297 1,446 444 82 876 207 233 3,288 196 3,484 42 325
(993) 6,148
The Time Value of Options and Guarantees has reduced by 248 million to 993 million, reflecting favourable impacts from model refinements in France and US and the impact of renegotiating the guarantees on AFER in France. The allowance for Non-hedgeable risks has increased by (260) million, reflecting the change to the charge from 2.5% to 3.3%.
Restated Net of non-controlling interests 2009 Time value Non- of financial hedgeable options and risks guarantees m m
PVFP m
Frictional costs m
VIF m
United Kingdom France Ireland Italy Poland Spain Other Europe Aviva Europe Delta Lloyd Europe North America Asia Australia Asia Pacific Total
2,572 2,048 517 189 1,050 326 198 4,328 544 4,872 80 324 324 7,848
(285) (144) (9) (22) (17) (16) (3) (211) (129) (340) (9) (19) (19) (653)
(197) (155) (21) (11) (74) (28) (5) (294) (80) (374) (45) (30) (30)
(25) (497) (27) (9) (17) (2) (552) (210) (762) (420) (34) (34)
2,065 1,252 487 129 950 265 188 3,271 125 3,396 (394) 241 241 5,308
(646) (1,241)
160
E16 Implied discount rates (IDR)

In the valuation of a block of business, the implied discount rate is the rate of discount such that a traditional embedded value calculation for the covered business equates to the MCEV. The cash flows projected are the expected future cash flows including expected investment cash flows from equities, bonds and properties earning a risk premium in excess of risk free, statutory reserves and required capital. The risk premiums used are consistent with those used in the expected existing business contribution within operating earnings. As the risk premiums are positive, a discount rate higher than risk-free is required to give a value equal to the market-consistent embedded value. Average derived risk discount rates are shown below for the embedded value.
2010 % Restated1 2009 %
United Kingdom
France Ireland Italy Poland Spain Other Europe

Aviva Europe
Delta Lloyd
Europe North America2 Asia Pacific3 Total
8.4% 6.7% 4.4% 7.3% 7.3% 9.6% 8.0% 6.9% 14.8% 8.7% 24.5% 5.9% 9.9%
10.4% 7.2% 5.1% 5.3% 7.1% 8.4% 8.9% 6.9% 10.5% 8.1% 35.6% 7.2% 10.1%
1. The IDRs have been restated following more detailed review resulting from the change in expected return methodology, which reflected a more appropriate allowance for the impact of the release of required capital and other refinements 2. The US full year 2009 IDR has been revised to reflect the expected future tax paying position of the business. This reduces the IDR from 41.2% to 35.6%. The revised IDR gives the correct expected return allowing for the impact of tax on future cashflows within the IDR calculation and the impact of the tax assumption change on the closing full-year 2009 balance sheet. 3. Asia Pacific excludes Australian life and pensions business sold in October 2009.
161
E17 Summary of non-controlling interest in life and related businesses MCEV results
2010 France m Ireland m Italy m Poland m Spain m Aviva Europe m Delta Lloyd m Europe m Asia Pacific m Total m Shareholders interest m Group m
Value of new business after tax Life MCEV operating earnings after tax Life MCEV (loss)/earnings after tax Closing covered businesses embedded value
15 41 47 250
(1) 6 (11) 268
54 104 (26) 630
4 40 2 153
47 81 (29) 489
119 272 (17) 1,790
(26) 49 (17) 1,324
93 321 (34) 3,114
3 6 19
93 358 324 2,199 (28) 1,838
451 2,523 1,810
3,133 16,131 19,264

Shareholders interest m
Restated 2009
France m
Ireland m
Italy m
Poland m
Spain m
Aviva Europe m
Delta Lloyd m
Europe m
Asia Pacific m
Total m
Group m
Value of new business after tax Life MCEV operating earnings after tax Life MCEV (loss)/earnings after tax Closing covered businesses embedded value
16 45 51 320
2 14 1 290
47 79 64 762
5 53 17 162
56 81 57 586
126 272 190 2,120
9 76 (98) 1,346
135 348 92 3,466
1 14
135 349 92
410 2,247 3,189
545 2,596 3,281
3,480 15,058 18,538
There are no non-controlling interests in the United Kingdom or North America.
E18 Principal assumptions

(a) Economic assumptions Deterministic calculations
Economic assumptions are derived actively, based on market yields on risk-free fixed interest assets at the end of each reporting period. In setting the risk-free rate we have, wherever possible, used the mid-price swap yield curve for an AA-rated bank. The curve is extrapolated if necessary to get rates suitable to the liabilities. For markets in which there is no reliable swap yield curve the relevant government bond yields are used. For certain business, swap rates are adjusted for a liquidity premium in deriving the risk free rates, and these adjustments are shown below the reference rate table. Required capital is shown as a multiple of the EU statutory minimum solvency margin or equivalent. The principal economic assumptions used are as follows:
Reference rate (spot, swap rates) and expense inflation
United Kingdom 2010 2009 2008
Reference rate 1 year 5 years 10 years 15 years 20 years Expense inflation
1.0% 2.7% 3.7% 4.1% 4.2% 3.3%
1.2% 3.5% 4.3% 4.6% 4.6% 3.3%
2.8% 3.2% 3.5% 3.8% 3.8% 2.4%

Delta Lloyd
2010
2009
2008
1.3% 2.6% 3.4% 3.8% 3.8% 2.0%
1.3% 2.9% 3.7% 4.1% 4.2% 2.4%
2.5% 3.3% 3.8% 4.0% 3.9% 2.5%
Eurozone (excluding Delta Lloyd) 2010 2009 2008
1.3% 2.5% 3.4% 3.8% 3.8% 2.1%
1.3% 2.8% 3.7% 4.1% 4.2% 2.5%
2.5% 3.3% 3.8% 3.9% 3.9% 2.1%
162
E18 Principal assumptions continued

Poland 2010 2009 2008
4.4% 5.5% 5.7% 5.4% 5.1% 3.0%
4.5% 5.8% 5.8% 5.7% 5.5% 3.0%
4.4% 4.3% 4.2% 4.1% 4.0% 2.9%
United States 2010 2009 2008
0.4% 2.2% 3.5% 4.0% 4.2% 3.0%
0.7% 3.1% 4.2% 4.6% 4.8% 3.0%
1.3% 2.2% 2.6% 2.9% 2.9% 3.0%
For service companies, expense inflation relates to the underlying expenses rather than the fees charged to the life company. The following adjustments are made to the swap rate for immediate annuity type contracts and for all contracts for Aviva USA and for Delta Lloyd. The risk-free rate is taken as the swap yield curve for the currency of the liability, adjusted by:
New business 4Q 2010 3Q 2010 Q2 2010 Q1 2010 Restated 4Q 2009 Restated 3Q 2009 Restated 1H 2009 Embedded value 2010 Restated 2009
UK
France Spain Delta Lloyd US immediate annuities US deferred annuities and all other contracts
1. The rate provided is for immediate annuities/bulk purchase annuities
1.09%/ 0.87%/ 0.75%/ 0.80%/ 0.90%/ 1.10%/ 0.72% 0.69% 0.70% 0.75% 0.45% 0.95% n/a n/a n/a n/a n/a n/a 0.15% 0.12% 0.20% 0.15% 0.30% 0.75% 0.38% 0.39% 0.34% 0.43% 0.61% 1.03% 0.76% 0.85% 0.65% 0.65% 1.05% 1.50% 0.64% 0.70% 0.55% 0.55% 0.90% 1.25%
1.50% n/a 1.00% 1.83% 3.00% 2.50%
1.09% 0.36% 0.36% 0.36% 0.66% 0.56%
1.00% 0.30% 0.30% 0.43% 0.65% 0.55%
For Delta Lloyd, the adjustment shown is applied to immediate annuity type contracts. For participating contracts, 75% of this value is used and for all other contracts, 50% of this value is used. This methodology is consistent with QIS 5 Solvency II requirements. For 2010, the approach to estimating the market level of liquidity premium in corporate bond assets has been simplified to use the formula structure proposed by CFO/CRO Forum working party. The formula is: UK/Europe: USA:
50% of (iBoxx Corporate bond spread 40bp) 60% of (iBoxx Corporate bond spread 40bp)
Adjustments are made where liabilities are not fully backed by assets earning a liquidity premium and for contracts that are exposed to some lapse risk. The revised approach increases the EV by 0.3 billion due to the release of prudent margins in the previous direct Credit Default Swap-based approach. There has been no change to the types of contracts to which a liquidity premium is applied, apart from in Delta Lloyd, which has been restated for the move to the QIS 5 approach.
Risk premium used for operating profit, Implied Discount Rates (IDR), Internal Rates of Return (IRR) and payback period
For life and pensions operating earnings, Aviva uses normalised investment returns. The normalised investment returns are expressed as a swap rate based on the typical duration of the assets held plus an asset risk premium. More detail is given in note E1 Basis of Preparation. The use of asset risk premia only impacts operating earnings as expected returns reflect managements long-term expectations of asset returns in excess of the reference rate from investing in different asset classes. This assumption does not impact the embedded value or value of new business as asset risk premia are not recognised until earned. The asset risk premia set out in the table below are added to the ten year swap rate to calculate expected returns.
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All territories 2010 2009 2008
Equity risk premium Property risk premium
3.5% 2.0%
3.5% 2.0%
3.5% 2.0%
Future returns on corporate fixed interest investments are calculated from prospective yields less an adjustment for credit risk.
Required capital and tax
Tax rates7 2010 2009 2008 Required capital (% EU minimum or equivalent) 2010 2009
United Kingdom1 France Ireland2 Italy3 Poland Spain4 Delta Lloyd5 United States6
27.0% 34.4% 12.5% 32.4% 19.0% 30.0% 25.0% 35.0%
28.0% 34.4% 12.5% 32.4% 19.0% 30.0% 25.5% 0.0%
28.0% 100%/110%/200% 100%/110%/200% 34.4% 107.5% 110% 12.5% 175%/250% 150% 32.4% 111%/165% 115%/184% 19.0% 125.5% 150% 30.0% 130% - 134%/175% 110%/125% 25.5% 120% 139% 0.0% 325% 325%
1. The required capital in the United Kingdom under MCEV is 100% for unit-linked and other non-participating business and 110% for annuity business with 200% for BPA business. In addition, the reattribution of the inherited Estate has led to additional capital being locked in to support the with-profit business, and this has been included within required capital. 2. Required capital in Ireland under MCEV is 175% for bancassurance and 250% for retail business. 3. Required capital in Italy under MCEV is 165% of the EU minimum for Eurovita and 111% for bancassurance and 130% for retail business. 4. Required capital in Spain is 175% of the EU minimum for Aviva Vida y Pensiones and 130% - 134% for bancassurance companies. 5. This capital level is the aggregate capital required for Delta Lloyd. 6. Following a more detailed review of the implied tax position of Aviva US, 2010 results have been calculated including the impact of full corporation tax applying to the cash flows and consequently the 2010 results are grossed up at the corporation tax rate in line with other businesses. 7. Current tax legislation and rates have been assumed to continue unaltered except where changes in future tax rates have been announced.
A gradual reduction in the UK corporation tax rate from 28% to 24% over 4 years was announced in the Emergency Budget of 22 June 2010. The Finance (No. 2) Act 2010 enacted the first of the 1% rate reductions with effect from April 2011, with subsequent reductions to be dealt with by future legislation. The benefit to the Groups MCEV net assets arising from the 3% reduction of the rate from 27% to 24% is estimated as 160 million in total.
Other economic assumptions
Required capital relating to with-profit business is generally assumed to be covered by the surplus within the with-profit funds and no effect has been attributed to shareholders. Where the fund is insufficient, and additional shareholder support is required, this is included within required capital, including the RIEESA in the UK. Bonus rates on participating business have been set at levels consistent with the economic assumptions. The distribution of profit between policyholders and shareholders within the with-profit funds assumes that the shareholder interest in conventional with-profit business in the United Kingdom and Ireland continues at the current rate of one-ninth of the cost of bonus.
(b) Economic Assumptions Stochastic calculations
The calculation of time value of options and guarantees allows for expected management and policyholder actions in response to varying future investment conditions. The management actions modelled include changes to asset mix, bonus rates and rates of interest and other guarantees granted to policyholders. Modelled policyholder actions are described under Other assumptions.
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Model United Kingdom, Europe (excluding Delta Lloyd) and Asia Pacific
Swap rates are generated by a model, the LIBOR Market Model (LMM), that projects a full swap curve at monthly intervals. Forward rates are assumed to have a log-normal distribution which guarantees non-negative interest rates. The model is calibrated to at-themoney swaptions of a variety of terms and tenors. Swaption volatilities are taken from SuperDerivatives. Tests have been performed to ensure that sufficient scenarios have been used that the result converges to the stochastic value of the business being valued. The total annual return on equities is calculated as the return on one-year swaps plus an excess return. This excess return is generally modelled using a log-normal model where volatility varies by time horizon. This allows the model to capture the term structure of implied volatilities. The model is calibrated to at-the-money options of a variety of terms. For the UK, a two-dimensional model is used to capture the term structure of implied volatilities and the projected in the money position. Option volatilities are taken from Markit. The model also generates property total returns and real yield curves, although these are not significant asset classes for Aviva outside the UK. In the absence of liquid market data, the volatilities of these asset classes are based on historic data. Assumptions for correlations between asset classes have been set based on historic data.
Model North America
Swap rates are generated by a model, the LIBOR Market Model Plus (LMM+), which projects a full swap curve at monthly intervals. Previously the LMM model was used to generate scenarios. Forward rates are assumed to have a distribution that lies between the lognormal and normal distributions. Although this no longer guarantees non-negative interest rates, it maintains interest rates within a more plausible range than the standard Libor Market Model, and gives a better fit to certain swaption volatility surfaces. The model is calibrated to volatilities for swaptions for 10 year swaps for a range of option terms and strike rates. Swaption volatilities are taken from SuperDerivatives. Tests have been performed to ensure that sufficient scenarios have been used that the result converges to the stochastic value of the business being valued. The total annual return on equities is calculated as the return on one-year swaps plus an excess return. This excess return is modelled using a log-normal model where volatility varies by time horizon. This allows the model to capture the term structure of implied volatilities. The model is calibrated to at-the-money options of a variety of terms. Option volatilities are taken from Markit. Assumptions for correlations between asset classes have been set based on historic data.
Model Delta Lloyd
The interest rate model used is a short rate G2++ model. The model is calibrated to the QIS5 yield curve and the swaption implied volatilities. Swaption implied volatilities are taken from Bloomberg. The equity model is a Heston model. Assumptions for correlations between asset classes have been set based on historic data.
Asset classes
The significant asset classes for UK participating business are equities, property and long-term fixed rate bonds. The most significant assumptions are the distribution of future long-term interest rates (nominal and real) and swaption implied volatilities For many businesses, including US, France and Delta Lloyd, the most important assets are fixed rate bonds of various durations.
Summary statistics Swaption implied volatilities
The implied volatility is that determined by Black-Scholes formula to reproduce the market price of the option. The following table sets out the model swaption implied volatilities.
2010 Swap length Option length 10 years 15 years 20 years 25 years 10 years 15 years 2009 Swap length 20 years 25 years
UK sterling 10 years 15 years 20 years 25 years Euro 10 years 15 years 20 years 25 years Delta Lloyd 10 years 15 years 20 years 25 years US dollar 10 years 15 years 20 years 25 years
15.3% 14.1% 13.1% 12.3% 21.2% 20.7% 19.2% 17.8% 17.8% 20.5% 25.2% 28.5% 24.0% 23.9% 23.0% 21.7%
14.8% 13.6% 12.5% 11.7% 20.9% 20.1% 18.5% 16.9% 18.1% 21.0% 25.3% 26.4% 23.6% 23.1% 21.9% 20.4%
14.3% 13.1% 12.0% 11.2% 20.6% 19.5% 17.8% 16.1% 18.8% 21.4% 24.3% 24.0% 22.9% 22.2% 20.6% 19.1%
13.6% 12.3% 11.2% 10.4% 20.3% 18.8% 16.9% 15.2% 19.8% 21.7% 23.4% 22.5% 22.2% 21.1% 19.4% 17.8%
n/a n/a n/a n/a 17.9% 18.0% 17.1% 16.2% 14.5% 15.2% 15.8% 16.8% 20.0% 17.5% 15.5% 13.7%
n/a n/a n/a n/a 17.8% 17.6% 16.7% 15.6% 15.3% 15.8% 16.7% 17.5% 18.9% 16.4% 14.5% 12.9%
14.1% 14.6% 14.4% 14.0% 17.7% 17.3% 16.3% 15.0% 17.3% 17.8% 18.1% 18.2% 18.0% 15.6% 13.8% 12.2%
n/a n/a n/a n/a 17.6% 16.9% 15.7% 14.4% 18.6% 18.9% 18.5% 18.3% 17.3% 15.0% 13.2% 11.6%
For businesses where stochastic scenarios are calibrated before the year end, the closing embedded value has been adjusted for the subsequent decrease in market volatilities up to the year end.
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Equity implied volatilities
The implied volatility is that determined by the Black-Scholes formula to reproduce the market price of the option. The following tables set out the model equity implied volatilities.
2010 Option length UK France Italy Ireland Delta Lloyd Spain US UK France Italy Ireland Delta Lloyd Spain 2009 US
5 years 10 years 15 years
24.5% 25.5% 26.4%
29.0% 28.4% 29.1%
27.5% 27.0% 26.1%
27.7% 27.6% 28.4%
27.2% 27.0% 26.3%
32.4% 31.2% 30.2%
28.8% 29.1% 29.7%
25.3% 26.6% 27.3%
29.2% 29.0% 30.0%
26.9% 26.5% 26.4%
27.7% 27.3% 28.1%
27.5% 29.1% 30.5%
27.0% 25.7% 26.5%
26.9% 27.8% 29.1%
Property implied volatilities
Best estimate levels of volatility have been used in the absence of meaningful option prices from which implied levels of volatility can be derived. For the UK and Delta Lloyd, model property implied volatility is 15% for 31 December 2010 (31 December 2009: 15%).
Demographic assumptions
Assumed future mortality, morbidity and lapse rates have been derived from an analysis of Avivas recent operating experience with a view to giving a best estimate of future experience. We have anticipated future changes in experience where that is appropriate, e.g. we have allowed for improvements in future policyholder longevity. We have set the assumptions based on a best estimate of shareholder outcomes. In particular, where the policyholder behaviour varies with economic experience, we have set assumptions which are dynamic, i.e. vary depending on the economic assumptions. For example, surrender and option take up rate assumptions that vary according to the investment scenario under consideration have been used in the calculation of the time value of options and guarantees, based on our assessment of likely policyholder behaviour in different investment scenarios. Additionally, where demographic experience is not driven by economic scenarios but is asymmetric on a stand-alone basis, the best estimate assumption considers the weighted-average expected experience, not simply the median or most likely outcome.
Expense assumptions
Management expenses and operating expenses of holding companies attributed to life and related businesses have been included in the MCEV calculations and split between expenses relating to the acquisition of new business, the maintenance of business in-force and project expenses. Future expense assumptions include an allowance for maintenance expenses and a proportion of recurring project expenses. Certain expenses of an exceptional nature, when they occur, are identified separately and are generally charged as incurred. No future productivity gains have been anticipated. Where subsidiary companies provide administration, investment management or other services to our life businesses, the value of profits or losses arising from these services have been included in the embedded value and value of new business.
Non-hedgeable risk
For the opening balance sheet and operating profit, a charge of 2.5% has been applied to the group-diversified capital required on a 1-in-200 one-year basis over the remaining lifetime of in-force business. For the closing balance sheet, a charge of 3.3% has been applied. The charge is set so as to give an aggregate allowance that is in excess of the expected operational risk costs arising from the inforce covered business over its remaining lifetime. The capital levels used are projected to be sufficient to cover non-hedgeable risks at the 99.5% confidence level one-year after the valuation date. The capital is equal to the capital from the ICA results for those risks considered. The capital has been projected as running off over the remaining life of the in-force portfolio in line with the drivers of the capital requirement. In addition to the operational risk allowance, financial non-hedgeable risks and other product level asymmetries have been allowed for. These allowances are not material as significant financial non-hedgeable risks and product level asymmetries are either modelled explicitly and included in the TVOG or are included in the PVFP through the use of appropriate best estimate assumptions.
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(c) Other assumptions Valuation of debt
Borrowings in the MCEV consolidated statement of financial position are valued on an IFRS basis, consistent with the primary financial statements. At 31 December 2010 the market value of the groups external debt, subordinated debt, preference shares including General Accident plc preference shares of 250 million (classified as non-controlling interests) and direct capital instrument was 7,279 million (31 December 2009: 6,634 million).
2010 m 2009 m
Borrowings per summarised consolidated statement of financial position MCEV basis Add: amount included within held for sale Less: Securitised mortgage funding Borrowings excluding non-recourse funding MCEV basis Less: Operational financing by businesses External debt and subordinated debt MCEV basis Add: Preference shares (including General Accident plc) and direct capital instrument External debt, subordinated debt, preference shares and direct capital instrument MCEV basis Effect of marking these instruments to market Market value of external debt, subordinated debt, preference shares and direct capital instrument
14,949 15,000 (6,332) (7,329) 8,617 7,671 (2,551) (2,182) 6,066 1,440 7,506 (227) 7,279 5,489 1,440 6,929 (295) 6,634
Other
It has been assumed that there will be no changes to the methods and bases used to calculate the statutory technical provisions and current surrender values, except where driven by varying future investment conditions under stochastic economic scenarios.
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E19 Sensitivity analysis

(a) Economic assumptions
The following tables show the sensitivity of the embedded value and the value of new business to: 10 basis point increase in the liquidity premium adjustment, where applicable; one and two percentage point increase and decrease in the risk-free rate, including all consequential changes (including assumed investment returns for all asset classes, market values of fixed interest assets, risk discount rates); 10% increase and decrease in market values of equity and property assets; 25% increase in equity and swaption volatilities; 50 basis point increase and decrease in credit spreads with no change to liquidity premium; and decrease in the level of required capital to 100% EU minimum (or equivalent). In each sensitivity calculation, all other assumptions remain unchanged except where they are directly affected by the revised economic conditions. For example, future bonus rates are automatically adjusted to reflect sensitivity changes to future investment returns. Some of the sensitivity scenarios may have consequential effects on valuation bases, where the basis for certain blocks of business is actively updated to reflect current economic circumstances. Consequential valuation impacts on the sensitivities are allowed for where an active valuation basis is used. Where businesses have a target asset mix, the portfolio is re-balanced after a significant market movement otherwise no re-balancing is assumed. For new business, the sensitivities reflect the impact of a change immediately after inception of the policy. In general, the magnitude of the sensitivities will reflect the size of the embedded values, though this will vary as the sensitivities have different impacts on the different components of the embedded value. In addition, other factors can have a material impact, such as the nature of the options and guarantees, as well as the types of investments held. The credit spread sensitivities assume that the change relates to credit risk and not liquidity risk; in practice, credit spread movements may be partially offset due to changes in liquidity risk. Sensitivities will also vary according to the current economic assumptions, mainly due to the impact of changes to both the intrinsic cost and time value of options and guarantees. Options and guarantees are the main reason for the asymmetry of the sensitivities where the guarantee impacts to different extents under the different scenarios. This can be seen in the sensitivity of a 1%2% movement in the interest rate for Delta Lloyd and US, where there is a significant amount of business with investment return guarantees.
Embedded value
Interest rates 10bp increase in adjustment to risk-free rates m
2010 Embedded value (net of tax and non-controlling interest)
As reported on page 158 m
1% increase m
1% decrease m
2% increase m
2% decrease m
6,370 2,940 827 597 1,119 554 321 6,358 1,496 7,854 1,231 676 16,131
150 5 10 15 65 80 170 400
(205) (60) (30) (20) (60) (15) (5) (190) 350 160 (180) 35 (190)
185 (15) 40 35 65 15 15 155 (480) (325) 65 (75) (150)
(435) (140) (55) (40) (110) (35) (15) (395) 580 185 (460) 45 (665)
385 (245) 60 80 135 30 25 85 (1,235) (1,150) 60 (230) (935)
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E19 Sensitivity analysis continued

Equity/property Market values 2010 Embedded value (net of tax and non-controlling interest) As reported on page 158 m 10% increase m 10% decrease m Volatility 25% increase m
6,370 2,940 827 597 1,119 554 321 6,358 1,496 7,854 1,231 676 16,131
275 150 20 10 10 5 195 255 450 25 20 770
(325) (165) (20) (10) (10) (205) (260) (465) (20) (20) (830)
(215) (125) (10) (135) (35) (170) (5) (390)
Corporate bond credit spread Swaption implied volatilities 25% increase m EU minimum 50bps capital or decrease equivalent m m
As reported on page 158 m
50bps increase m
6,370 2,940 827 597 1,119 554 321 6,358 1,496 7,854 1,231 676 16,131
(15) (700) (85) (125) (5) (60) (90) (185) 10 (75) (80) (260) (160) (920) (5) (15) (260) (1,895)
765 160 55 215 85 300 825 15 1,905
15 10 5 5 5 5 30 10 40 90 30 175
New business
Interest rates 10bp increase in adjustment As reported to risk-free on page 148 rates m m
2010 Value of new business (net of tax and non-controlling interest)
1% increase m
1% decrease m
2% increase m
2% decrease m
254 100 1 42 29 43 15 230 (41) 189 (126) 41 358
25 1 1 1 2 15 42
(22) (6) 1 (3) (2) (2) (1) (13) 11 (2) (10) 13 (21)
28 6 (1) 2 2 2 1 12 (12) 4 (20) 12
(39) (15) 2 (6) (4) (4) (2) (29) 17 (12) (40) 22 (69)
65 6 (2) 1 5 1 3 14 (31) (17) (16) (61) (29)
169

Equity/property Market values 2010 Value of new business (net of tax and non-controlling interest) As reported on page 148 m 10% increase m 10% decrease m Volatility 25% increase m
254 100 1 42 29 43 15 230 (41) 189 (126) 41 358
6 1 7 6 13 13
(7) (1) (8) (6) (14) (14)
(3) (3) (3) (3)
Corporate bond credit spread As reported on page 148 m Swaption implied volatilities 25% increase m EU minimum capital or equivalent m
50bps increase m
50bps decrease m
254 100 1 42 29 43 15 230 (41) 189 (126) 41 358
(6) (6) (6) (17) (23)
(58) (1) (7) (8) (1) (9) (76) (143)
61 3 6 9 1 10 67 138
2 3 1 1 5 1 6 15 5 28
(b) Non-economic assumptions
The following tables below show the sensitivity of the embedded value and the value of new business to the following changes in non-economic assumptions: 10% decrease in maintenance expenses (a 10% sensitivity on a base expense assumption of 10 pa would represent an expense assumption of 9 pa). Where there is a look through into service company expenses the fee charged by the service company is unchanged while the underlying expense decreases; 10% decrease in lapse rates (a 10% sensitivity on a base assumption of 5% pa would represent a lapse rate of 4.5% pa); and 5% decrease in both mortality and morbidity rates disclosed separately for life assurance and annuity business. No future management actions are modelled in reaction to the changing non-economic assumptions. In each sensitivity calculation all other assumptions remain unchanged. No changes to valuation bases have been included.
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Embedded value
5% 5% decrease in decrease in mortality/ mortality/ morbidity morbidity rates rates life annuity assurance business m m
10% As reported decrease in 10% on maintenance decrease in page 158 expenses lapse rates m m m
6,370 2,940 827 597 1,119 554 321 6,358 1,496 7,854 1,231 676 16,131
185 45 15 10 25 10 15 120 210 330 75 30 620
50 35 25 45 40 25 170 5 175 (30) 5 200
65 30 5 5 15 10 5 70 15 85 65 10 225
(310) (10) (5) (15) (80) (95) (15) (420)
New business
5% 5% decrease in decrease in mortality/ mortality/ morbidity morbidity rates rates life annuity assurance business m m
10% As reported decrease in 10% on maintenance decrease in page 148 expenses lapse rates m m m
254 100 1 42 29 43 15 230 (41) 189 (126) 41 358
9 4 1 2 1 1 1 10 9 19 8 8 44
12 7 1 1 4 7 5 25 2 27 (13) 4 30
4 2 1 2 2 1 8 1 9 10 2 25
(23) (3) (3) (26)
171
Glossary
Product Definitions
Annuities
ISAs
A type of policy that pays out regular amounts of benefit, either immediately and for the remainder of a persons lifetime, or deferred to commence from a future date. Immediate annuities may be purchased for an individual and his or/her dependents or on a bulk purchase basis for groups of people. Deferred annuities are accumulation contracts, which may be used to provide benefits in retirement, and may be guaranteed, unit-linked or index-linked.
Bonds and savings
Individual savings accounts Tax efficient plans for investing in stocks and shares, cash deposits or life insurance investment funds, subject to certain limits. Introduced in the UK in 1999.
Monolines
Financial companies specialising in a single line of products such as credit cards, mortgages or home equity loans.
Mortgage endowment
These are accumulation products with single or regular premiums and unit-linked or guaranteed investment returns. Our product ranges include single premium investment bonds, regular premium savings plans and mortgage endowment products.
Critical illness cover
An insurance contract combining savings and protection elements which is designed to repay the principal of a loan or mortgage.
Mortgage life insurance
A protection contract designed to pay off the outstanding amount of a mortgage or loan in the event of death of the insured.
Non profits
Critical illness cover pays out a lump sum if the insured person is diagnosed with a serious illness that meets the plan definition. The cover is often provided in conjunction with other benefits under a protection contract.
Deferred annuities
Long-term savings and insurance products sold in the UK other than With profits (see definition below) products.
OEIC
An annuity (or pension) due to be paid from a future date or when the policyholder reaches a specified age. A deferred annuity may be funded by a policyholder by payment of a series of regular contributions or by a capital sum (the latter often provided from a pension fund).
Group pensions
Open ended investment company is a collective investment fund structured as a limited company in which investors can buy and sell shares.
Pensions
A means of providing income in retirement for an individual and possibly his/her dependants. Our pensions products include personal and group pensions, stakeholder pensions and income drawdown.
Personal pensions
A pension plan that covers a group of people, which is typically purchased by a company and offered to their employees.
Guaranteed annuities
A pension plan tailored to the individual policyholder, which includes the options to stop, start or change their payments.
Protection
A policy that pays out a fixed regular amount of benefit for a defined period.
An insurance contract that protects the policyholder or his/her dependants against Income drawdown financial loss on death or ill-health. Our The policyholder can transfer money from any product ranges include term assurance, pension fund to an income drawdown plan from mortgage life insurance, flexible whole life which they receive an income. The remainder of and critical illness cover. the pension fund continues to be invested, Regular premium giving it the potential for growth. A series of payments are made by the Index linked annuities policyholder, typically monthly or annually, An index linked annuity is a type of deferred for part of or all of the duration of the contract. annuity whose credited interest is linked to an SICAVs equity index. It guarantees a minimum interest Socit dinvestissement capital variable rate and protects against a loss of principal. (variable capital investment company). This is an Investment sales open-ended investment fund, structured Comprise retail sales of mutual fund type as a legally independent joint stock company, products such as unit trusts, individual savings whose units are issued in the form of shares. accounts (ISAs) and Open Ended Investment Companies (OEICs).
172
Glossary continued
Product Definitions cont.

Single premium
General terms
Available for Sale (AFS)
A single lump sum is paid by the policyholder at commencement of the contract.

Stakeholder pensions
Low cost and flexible pension plans available in the UK, governed by specific regulations.
Superannuation
Securities that have been acquired neither for short-term sale nor to be held to maturity. These are shown at fair value on the statement of financial position and changes in value are taken straight to equity instead of the income statement.
Association of British Insurers (ABI)
Superannuation is a pension product sold in Australia where employers pay a proportion of an employees salaries and wages into a fund, which can be accessed when the employee retires.
Takaful
Association of British Insurers A major trade association for UK insurance companies, established in July 1985.
Acquired value of in force (AVIF)
Insurance products that observe the rules and regulations of Islamic law.
Term assurance
An estimate of future profits that will emerge over the remaining term of all existing life and pensions policies for which premiums are being paid or have been paid at the statement of financial position date.
Bancassurance
A simple form of life insurance, offering cover over a fixed number of years during which a lump sum will be paid out if the life insured dies.
Unit trusts
A form of open ended collective investment constituted under a trust deed, in which investors can buy and sell units.
Unit-linked annuities
An arrangement whereby banks and building societies sell insurance and investment products to their customers on behalf of other financial providers.
Combined Code on Corporate Governance
A unit-linked annuity is a type of deferred annuity which is invested in units of investment funds, whose value depends directly on the market value of assets in those funds.
Whole life
Whole life insurance is a protection policy that remains in force for the insureds whole life. Traditional whole life contracts have fixed premium payments that typically cannot be missed without lapsing the policy. Flexible whole life contracts allow the policyholder to vary the premium and/or amount of life cover, within certain limits.
The Combined Code on Corporate Governance sets out guidance in the form of principles and provisions on how companies should be directed and controlled to follow good governance practice. The Financial Services Authority requires companies listed in the UK to disclose, in relation to the Combined Code, how they have applied its principles and whether they have complied with its provisions throughout the accounting year. Where the provisions have not been complied with, companies must provide an explanation for this.
Deferred acquisition costs (DAC)
The cost directly attributable to the acquisition of new business for insurance and participating investment contracts (excluding those written in the UK) are deferred to the extent that they are With profits expected to be recoverable out of future margins A type of long-term savings and insurance product sold in the UK under with profits policies in revenue on these contracts. premiums are paid into a separate fund. Fair value Policyholders receive a return on their policies The price that a reasonable buyer would be through bonuses, which smooth the willing to pay and a reasonable seller would investment return from the assets which be willing to accept for a product on the premiums are invested in. Bonuses are declared open market. on an annual and terminal basis. Shareholders have a participating interest in the with-profit FSA funds and any declared bonuses. Generally, The UKs Financial Services Authority Main policyholder and shareholder participation in regulatory body appointed by the government to with-profit funds in the UK is split 90:10. oversee the financial services industry in the UK. Since December 2001 it has been the single Wrap investments statutory regulator responsible for the savings, An account in which a broker or fund manager insurance and investment business. executes investment decisions on behalf of a client in exchange for a single quarterly or annual fee, usually based on the total assets in the account rather than the number of transactions.
173
Glossary continued
General terms cont.

Represents all assets actively managed or administered by or on behalf of the Group including those funds managed by third parties.
Funds under management by Aviva
with-profit policies and any additional amounts expected at the valuation date to be paid to inforce policyholders in the future in respect of smoothing costs and guarantees.
Long-term and savings business
Represents all assets actively managed or administered by the fund management operations of the Group.
General insurance
Collective term for life insurance, pensions, savings, investments and related business.
Market Consistent Embedded Value
Also known as non-life or property and casualty insurance. Casualty insurance primarily covers losses arising from accidents that cause injury to other people or damage property of others. Property insurance covers loss or damage through fire, theft, flood, storms and other specified risks.
Gross written premiums
Avivas Market Consistent Embedded Value (MCEV) methodology which is in accordance with the MCEV Principles published by the CFO Forum in June 2008 as amended in October 2009.
Net written premiums
Total gross written premiums for the given period, minus premiums paid over or ceded to reinsurers.
Present value of new business (PVNBP)
The total earnings or revenue generated by sales of insurance products, before any reinsurance is taken into account. Not all premiums written will necessarily be treated as income in the current financial year, because some of them could relate to insurance cover for a subsequent period.
Hard insurance market
Present value of new regular premiums plus 100% of single premiums, calculated using assumptions consistent with those used to determine the value of new business under Market Consistent Embedded Value (MCEV) principles published by the CFO Forum of major European listed and non-listed insurance companies.
Soft insurance market
A term used to describe the state of the general insurance market. A hard insurance market is characterised by high levels of underwriting profits and the ability of insurers to charge high premium rates. Hard insurance markets generally occur when capital is scarce and are the opposite of soft insurance markets.
Independent Financial Advisers (IFAs)
A term used to describe the state of the general insurance market. A soft insurance market is characterised by low levels of profitability and market competition driving premium rates lower. Soft insurance markets generally occur when there is excess capital and are the opposite of hard insurance markets.
Turnbull Guidance on Internal Control
A person or organisation authorised to give advice on financial matters and to sell the products of all financial service providers. In the UK they are legally obliged to offer the product that best suits their clients needs. Outside the UK IFAs may be referred to by other names.
IFRS
The Turnbull guidance sets out best practice on internal controls for UK listed companies, and provides additional guidance in applying certain sections of the Combined Code.
International Financial Reporting Standards. These are accounting regulations designed to ensure comparable statement of financial position preparation and disclosure, and are the standards that all publicly listed companies in the European Union are required to use.
IFRS operating profit
Market Consistent Embedded Value (MCEV) terms

Asymmetric risk
Risks that will cause shareholder profits to vary where the variation above and below the average are not equal in distribution.
CFO Forum
From continuing operations on an IFRS basis, stated before tax attributable to shareholders profits, impairment of goodwill and exceptional items. This is also referred to as adjusted operating profit
Inherited estate
In the UK, the assets of the long-term with-profit funds less the realistic reserves for non-profit policies, less asset shares aggregated across the
The CFO Forum www.cfoforum.nl is a high-level group formed by the Chief Financial Officers of major European listed and non-listed insurance companies. Its aim is to discuss issues relating to proposed new accounting regulations for their businesses and how they can create greater transparency for investors. The Forum was created in 2002, the Market Consistent Embedded Value principles were launched in June 2008. The principles are a further development of the European Embedded Value principles first launched in May 2004.
174
Glossary continued
Market Consistent Embedded Value (MCEV) terms cont.

Cost of non-hedgeable risks
Inherited estate
This is the cost of undertaking those risks for which a deep and liquid market in which to hedge that risk does not exist. This can include both financial risks and non-financial risks such as mortality, persistency and expense.
Covered business
The assets of the long-term with-profit funds less the realistic reserves for non-profit policies, less asset shares aggregated across the with-profit policies and any additional amounts expected at the valuation date to be paid to in-force policyholders in the future in respect of smoothing costs and guarantees.
Life business
The contracts to which the MCEV methodology has been applied.

EU solvency
Subsidiaries selling life and pensions contracts that are classified as covered business under MCEV.
Life MCEV
The excess of assets over liabilities and the worldwide minimum solvency margins, excluding goodwill and the additional value of in-force long-term business, and excluding the surplus held in the groups life funds. The group solvency calculation is determined according to the UK Financial Services Authority application of EU Insurance Groups Directive rules.
Financial options and guarantees
The MCEV balance sheet value of covered business as at the reporting date. Excludes non-covered business including pension schemes and goodwill.
Life MCEV operating earnings
Features of the covered business conferring potentially valuable guarantees underlying, or options to change, the level or nature of policyholder benefits and exercisable at the discretion of the policyholder, whose potential value is impacted by the behaviour of financial variables.
Free surplus
Operating earnings on the MCEV basis relating to the lines of business included in the embedded value calculations. From continuing operations and is stated before tax, impairment of goodwill and exceptional items.
Life MCEV earnings
Total earnings on the MCEV basis relating to the lines of business included in the embedded value calculations. From continuing operations.
Look-through basis
The amount of any capital and surplus allocated to, but not required to support, the in-force covered business.
Frictional costs
Inclusion of the capitalised value of profits and losses arising from subsidiary companies providing administration, investment management and other services to the extent that they relate to covered business.
Long-term savings
The additional taxation and investment costs incurred by shareholders through investing the Required Capital in the Company rather than directly.
Includes life and pension sales calculated under MCEV and retail investment sales.
Market consistent
Represents all assets actively managed or administered by or on behalf of the group including those funds managed by third parties.
Group MCEV
A measurement approach where economic assumptions are such that projected asset cash flows are valued consistently with current market prices for traded assets.
Net asset value per ordinary share
A measure of the total consolidated value of the group with covered life business included on an MCEV basis and non-covered business (including pension schemes and goodwill) included on an IFRS basis.
Gross risk-free yields
Net asset value divided by the number of ordinary shares in issue. Net asset value is based on equity shareholders funds.
Net worth
Gross of tax yields on risk-free fixed interest investments, generally swap rates under MCEV.
Implicit items
Amounts allowed by local regulators to be deducted from capital amounts when determining the EU required minimum margin.
The market value of the shareholders funds and the shareholders interest in the surplus held in the non-profit component of the long-term business funds, determined on a statutory solvency basis and adjusted to add back any non-admissible assets, and consists of the required capital and free surplus.
175
Glossary continued
Market Consistent Embedded Value (MCEV) terms cont.

New business margin
Stochastic techniques
Techniques that incorporate the potential future variability in assumptions.

Symmetric risks
New business margins are calculated as the value of new business divided by the present value of new business premiums (PVNBP), and expressed as a percentage.
Present value of new business premiums (PVNBP)
Present value of new regular premiums plus 100% of single premiums, calculated using assumptions consistent with those used to determine the value of new business.
Required capital
Risks that will cause shareholder profits to vary where the variation above and below the average are equal and opposite. Financial theory says that investors do not require compensation for non-market risks that are symmetrical as the risks can be diversified away by investors.
Time value and intrinsic value
The amount of assets, over and above the value placed on liabilities in respect of covered business, whose distribution to shareholders is restricted.
Risk-free rate (reference rate in CFO Forum terminology)
A financial option or guarantee has two elements of value, the time value and intrinsic value. The intrinsic value is the discounted value of the option or guarantee at expiry, assuming that future economic conditions follow best estimate assumptions. The time value is the additional value arising from uncertainty about future economic conditions.
Value of new business
In stable markets, including the period from 31 December 2006 to 30 June 2007, the riskfree rate is taken as the swap curve yield. In current markets, including the period from 1 July 2007, the risk-free rate is taken as swaps except for all contracts that contain features similar to immediate annuities and are backed by appropriate assets, including paid up group deferred annuities and all other contracts in the Netherlands, and deferred annuities and all other contracts in the US. The adjusted risk-free rate is taken as swaps plus the additional return available for products and where backing asset portfolios can be held to maturity.
Service companies
Is calculated using economic assumptions set at the start of each quarter and the same operating assumptions as those used to determine the embedded values at the end of the reporting period and is stated after the effect of any frictional costs. Unless otherwise stated, it is also quoted net of tax and minority interests.
Companies providing administration or fund management services to the covered business.

Solvency cover
The excess of the regulatory value of total assets over total liabilities, divided by the regulatory value of the required minimum solvency margin.
Spread business
Contracts where a significant source of shareholder profits is the taking of credit spread risk that is not passed on to policyholders. The most significant spread business in Aviva are immediate annuities and US deferred annuities and life business.
Statutory basis
The valuation basis and approach used for reporting financial statements to local regulators.
176
Shareholder services
Shareholder profile
The categories of shareholders and the range and size of shareholding as at 31 December 2010 are set out below:
Analysis of shareholders No. of shareholders % No. of shares %
Individual Banks and nominee companies Pension fund managers and insurance companies Other corporate bodies Total
Range of shareholdings
584,732 13,810 84 3,542 602,168

No. of shareholders
97.11 2.29 0.01 0.59 100

%
257,030,913 2,508,890,999 106,844 54,119,886 2,820,148,642

No. of shares
9.11 88.97 0.00 1.92 100

%
11,000 1,0015,000 5,00110,000 10,001250,000 250,001500,000 500,001 and above American Depositary Receipts (ADRs) Total
+
548,877 47,710 2,933 1,997 188 462 1 602,168
91.66 7.52 0.41 0.30 0.03 0.08 0.00 100
151,469,464 89,477,091 20,374,662 90,938,140 68,921,413 2,390,194,136 8,773,736+ 2,820,148,642
5.37 3.17 0.72 3.23 2.45 84.75 0.31 100
The number of registered ordinary shares represented by ADRs. Please note that each Aviva ADR represents two (2) ordinary Aviva shares.
2011 Financial Calendar

Annual General Meeting Announcement of first quarter Interim Management Statement Announcement of unaudited half year results Announcement of third quarter Interim Management Statement 4 May 2011 17 May 2011 4 August 2011 3 November 2011
Annual General Meeting

The 2011 Aviva Annual General Meeting will be held at The Barbican Centre, Silk Street, London EC2Y 8DS, on Wednesday, 4 May 2011 at 11.00am. Details of all the resolutions to be considered at the meeting are given in the Notice of AGM, which is available on the Companys website at www.aviva.com/agm. The voting results for the 2011 AGM, including proxy votes and votes withheld, will be accessible on the website at www.aviva.com/agm shortly after the meeting.
How to ask a question
Dividends
Dividends on Aviva ordinary shares are normally paid in May and November; please see the table below for dividend dates in respect of the financial year ended 31 December 2010. Dividends paid on Aviva preference shares are normally paid in March, June, September and December; please visit www.aviva.com/preferenceshares for the latest dividend payment dates. Holders of ordinary and preference shares receive any dividends payable in sterling and holders of ADRs will receive any dividends payable in US dollars.
Ordinary shareholders Have your dividends paid directly into your bank account
If you are unable to attend the meeting but would like to ask the Board of Directors a question regarding the business of the meeting, please do so via our website at www.aviva.com/agm or send an email to [email protected]. Answers to the most frequently asked questions will be published on our website shortly after the meeting.
Visit www.aviva.com/dividends for further details or contact Equiniti to obtain a form. If your holding is less than 1,500 shares, you can set up a mandate instruction over the telephone.
Ordinary shares 2010 final dividend dates
Ex-dividend date Record date Scrip dividend price setting period Scrip dividend price announcement date Last date for receipt of Scrip elections Dividend payment date* 23 March 2011 25 March 2011 23, 24, 25, 28, 29 March 2011 30 March 2011 15 April 2011 17 May 2011
* Please note that the ADR local payment date will be approximately 5 business days after the proposed dividend date for ordinary shares.
177
Shareholder services continued
Online Shareholder Services Centre www.aviva.com/shareholderservices

The online shareholder services centre has been designed to meet the specific needs of holders of Aviva ordinary shares, preference shares and ADRs, and includes features to allow you to manage your holding in Aviva easily and efficiently. Within the online centre you will be able to find current and historic ordinary share and ADR prices, share dealing information, news, updates and, when available, presentations from Avivas senior management. You will also be able to download an electronic copy of recent Company reports. There is also a range of frequently asked questions on holding ordinary shares, preference shares and ADRs in Aviva, which include practical and helpful information, including useful contact details.
Aviva share price
ADRs
Aviva has a sponsored ADR facility administered by Citibank, NA. Any queries regarding Aviva ADRs can be directed to Citibank by post, telephone or email. Citibank Shareholder Services PO Box 43077 Providence, Rhode Island USA 02940-5000 Email: [email protected] Telephone: (00 1) 877 248 4237 (free phone for callers within the US) (00 1) 781 575 4555 (for callers outside the US non free phone) Fax inquiries: (00 1) 201 324 3284
For further information about Avivas ADR programme, please go to www.citi.com/dr.
You can access the current share price of Aviva ordinary shares and ADRs at www.aviva.com/shareprice. If you would like to find out the price of Aviva preference shares, please visit the London Stock Exchange website at www.londonstockexchange.com.
Form 20-F
Aviva is a foreign private issuer in the United States of America and is subject to certain reporting requirements of the Securities Exchange Commission (SEC). Aviva files its Form 20-F with the SEC, copies of which can be found at www.aviva.com/reports.
Be on your guard beware of fraudsters

Shareholders are advised to be very wary of any unsolicited telephone calls or correspondence offering to buy shares at a discount, offering free financial advice or offers of free company reports. If you receive any unsolicited advice: Make sure you get the correct name of the person and organisation, Check that they are properly authorised by the Financial Services Authority (FSA) before getting involved by visiting www.fsa.gov.uk/register/, Report the matter to the FSA by calling 0845 606 1234 or visit www.fsa.gov.uk/pages/consumerinformation, If the calls persist, hang up. More detailed information on this can be found on the Consumer Financial Education Body website www.moneymadeclear.org.uk.
Internet sites
Aviva owns various internet sites, most of which interlink with each other: Aviva Group www.aviva.com UK long-term savings and general insurance www.aviva.co.uk Asset management www.avivainvestors.com Aviva worldwide internet sites www.aviva.com/websites
Other useful links for shareholders:
Aviva shareholder services centre www.aviva.com/shareholderservices ADR holders Contact Details www.aviva.com/adr Ordinary and preference Shares Aviva preference shareholders Avivas Registrar is Equiniti. Any queries regarding Aviva shares www.aviva.com/preferenceshares can be directed to Equiniti by post, telephone or email. Please Dividend information for ordinary shares quote Aviva plc, together with the name and address in which the www.aviva.com/dividends shares are held and the shareholder reference number, which you Annual general meeting information will find on your latest dividend stationery. www.aviva.com/agm Electronic voting for annual general meeting Equiniti Email: www.aviva.com/agm Aspect House [email protected] Aviva share price Spencer Road Telephone: www.aviva.com/shareprice Lancing 0871 384 2953* Register for electronic communications West Sussex + 44 (0) 121 415 7046 www.aviva.com/ecomms BN99 6DA (for callers outside of the UK) Computershare Investor Services PLC will be replacing Equiniti as the Companys Registrar later this year. Further details, including full contact details, will be made available on www.aviva.com/shareholderservices nearer the time and incorporated into all future shareholders communications following the transition.
* Calls to 0871 numbers are charged at 8 pence per minute from a BT landline. Charges from other telephone providers may vary. Lines are open from 8.30am to 5.30pm, Monday to Friday. This service will only be available until 11am on Thursday, 28 April 2011.

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News Release News Release

3rd March 2011

Profitable growth in both life and general insurance

Positive outlook: good platform for continued growth

Andrew Moss, group chief executive, commented:

1 Gross of Delta Lloyd longevity assumption change 2 IAS19 basis

Key financial highlights

2,318 1,050 201 (220) (143) (656) 2,550 1,892 50.4p

1,887 960 133 (214) (108) (636) 2,022 1,315 37.8p

23% 9% 51% (3)% (32)% (3)% 26% 44% 33%

10,298 13,537 3,178 4,728 1,617 33,358 4,002 37,360

8,914 13,523 3,665 4,545 1,356 32,003 3,872 35,875

15% 13% 6% 14% 11% 12.5%

14% 13% 6% 7% 8% 10.0%

General insurance and health

4,539 1,953 1,177 1,958 72 9,699

4,298 1,883 1,163 1,800 49 9,193

579 109 146 222 (6) 1,050

535 132 143 144 6 960

96% 103% 95% 97% n/a 97%

99% 103% 97% 100% n/a 99%

Net operating capital generated Total dividend per share

454p 621p 3.8bn

374p n/a 4.5bn

1 29 83 91 107 133 171 176

Group chief executives review

A successful year for Aviva

...as we continued to grow the business profitably...

We have created a strong platform for profitable growth...

...due to strong performances across our businesses

...and the benefits are clearly evident in the numbers

Our customers are at the heart of our success...

Group chief executives review continued

...and our balance sheet is stronger...

...supporting a healthy and growing dividend.

We have refreshed our strategy

Cash and capital is a clear differentiator...

Group chief executives review continued

Delivering on short-term financial commitments

Group chief executive

Strength from our people and our customers

Building a strong and sustainable business

Regional performance continued

Regional performance continued

Increased profit in a challenging market

Regional performance continued

Simplification drives efficiency

Increased profit as fund management delivers exceptional result

Regional performance continued

Regional performance continued

Strengthening our multi-channel distribution capability

Franchise value growth through organic investment

Regional performance continued

Growth in external sales

Group performance IFRS basis

Key financial highlights

EPS Total dividend of 25.5 pence

IFRS net asset value per share

EEV equivalent NAV