Icici Prudential Life Insurance Co. Ltd. · NSE:ICICIPRULI
Icici Prudential Life Insurance — H1-FY2021 Earnings Presentation
82 slides from Icici Prudential Life Insurance's earnings presentation, Oct 27, 2020
Slide 1: Performance update: H1-FY2021
Performance update: H1-FY2021 October 27, 2020
Slide 2: Agenda
Agenda • Company strategy and performance • Opportunity • Industry overview
Slide 3: Risk management
Risk management Resilient Balance Sheet Insurance risks • Linked & Par (82% of liabilities) largely • Mortality: pass on the market performance to • Experience including Covid-19 customers claims in line with assumptions • Non par guaranteed return book: 0.6% • Additional reserve held for potential
Slide 4: Agenda
Agenda • Company strategy and performance • Opportunity • Industry overview
Slide 5: Key strategic elements
Key strategic elements Protection Customer Aspiration to centricity Premium double the VNB Growth Persistency continues to be Growth FY2019 VNB in at the core 3 - 4 years Productivity 5
Slide 6: Strategic elements (1/4)
Strategic elements (1/4) • Deepen penetration in under-served customer segments Premium • Enhance current distribution growth • Create new distribution • Augment capability in Health and Protection • Increase focus on Pension and Annuity ` billion FY2020 Q1-FY2021 Q2-FY2021 H1-FY2021 New business pr
Slide 7: Strategic elements (2/4)
Strategic elements (2/4) Protection Continue to grow both retail and group lines of Focus business ` billion FY2020 H1-FY2021 Protection APE 11.16 4.46 Protection mix 15.1% 19.5% Sum assured market share1 11.8% 12.5% Market leader based on new business sum assured 1. New business 7
Slide 8: Strategic elements (3/4)
Strategic elements (3/4) Persistency Improve persistency across all cohorts Persistency1 11M-FY2020 2M-FY2021 5M-FY2021 Q-o-Q 13th month 83.2% 81.8% 82.1% 30 bps 61st month 56.0% 56.8% 57.5% 70 bps ` billion H1-FY2020 FY2020 H1-FY2021 Y-o-Y Retail surrender 51.41 121.31 40.80 (20.6%) (linked) Improv
Slide 9: Strategic elements (4/4)
Strategic elements (4/4) Productivity Continue to leverage technology for process re- engineering and to drive productivity ` billion H1-FY2020 FY2020 H1-FY2021 Cost/TWRP1 16.6% 15.9% 14.3% Cost/TWRP 11.0% 10.4% 8.8% (savings LOB) Significant improvement in cost ratios 1. Total cost including commis
Slide 10: Value of New Business
Value of New Business ` billion H1-FY2020 FY2020 Q1-FY2021 Q2-FY2021 H1-FY2021 Value of New Business 7.09 16.05 2.01 4.01 6.02 (VNB)1 VNB margin 21.0% 21.7% 24.4% 27.4% 26.3% VNB growth 20.2% 20.9% (35.0%) 0.3% (15.1%) APE growth (0.4%) (5.4%) (44.0%) (22.9%) (32.1%) VNB growth for Q2-FY2021; margin
Slide 11: Key strategic elements
Key strategic elements Protection Customer Aspiration to centricity Premium double the VNB Growth Persistency continues to be Growth FY2019 VNB in at the core 3 - 4 years Productivity 11
Slide 12: 4P: Premium
4P: Premium
Slide 13: Products available across all categories
Products available across all categories Non-linked Savings Linked Participating with Savings with ULIP: Suite of funds ULIP: with capital equity guarantee; for Equity and Debt guarantee Annuity Retail Protection Group Pure term with Critical illness, Pure term, Micro insurance, Credit insurance, ac
Slide 14: Product segments (1/2)
Product segments…(1/2) • Deepen penetration in under-served customer segments Premium • Enhance current distribution growth • Create new distribution • Augment capability in Health and Protection • Increase focus on Pension and Annuity APE (` billion) Growth (%) Savings segment Q1-FY2021 Q2-FY2021 Q
Slide 15: Product segments (2/2)
Product segments …(2/2) • Deepen penetration in under-served customer segments Premium • Enhance current distribution growth • Create new distribution • Augment capability in Health and Protection • Increase focus on Pension and Annuity APE (` billion) Mix Segments FY2020 H1-FY2021 FY2020 H1-FY2021
Slide 16: Diversified distribution
Diversified distribution Strategy: Create depth and add width • > 600 partnerships Strategy: Build profitability Strategy: Digital focused upsell • Protection and non-linked savings: • 19 bank partnerships ~88% in H1-FY2021 campaigns • Protection and Annuity mix • Analytics driven upsell channel fur
Slide 17: Distribution channels
Distribution channels • Deepen penetration in under-served customer segments Premium • Enhance current distribution growth • Create new distribution • Augment capability in Health and Protection • Increase focus on Pension and Annuity APE (` billion) Growth(%) Mix (%) Channels FY2020 Q1-FY2021 Q2-FY
Slide 18: 4P: Protection
4P: Protection
Slide 19: Protection business
Protection business Protection growth Continue to grow both retail and group lines of business APE (` billion) Sum assured market share1 11.16 12.5% 4.46 11.8% 2.14 2.33 FY2020 Q1-FY2021 Q2-FY2021 H1-FY2021 FY2020 H1-FY2021 Strong growth in group term; credit life normalises in Q2-FY2021 1. New busi
Slide 20: 4P: Persistency
4P: Persistency
Slide 21: Persistency
Persistency Retail excluding single premium Retail including single premium Month 11M-FY2020 2M-FY2021 5M-FY2021 Month 11M-FY2020 2M-FY2021 5M-FY2021 13th month 83.2% 81.8% 82.1% 13th month 85.3% 84.1% 84.4% 25th month 75.1% 73.4% 73.0% 25th month 77.4% 76.3% 76.0% 37th month 66.7% 65.4% 65.2% 37th
Slide 22: 4P: Productivity
4P: Productivity
Slide 23: Productivity: Cost efficiency
Productivity: Cost efficiency H1-FY2020 FY2020 H1-FY2021 Expense ratio (excl. commission)1 11.0% 10.3% 9.6% Commission ratio2 5.6% 5.7% 4.6% Cost/TWRP3 16.6% 15.9% 14.3% Cost/Average AUM4 2.5% 2.9% 2.0% Cost/TWRP (Savings LOB) 11.0% 10.4% 8.8% ` billion 44.71 28.85 Commission 20.77 17.12 Non Commiss
Slide 24: Key technology initiatives: Q2-FY2021
Key technology initiatives: Q2-FY2021 • Offer personalised interaction with human touch Voice bot on • Call transferred to agents based on the interaction (through AI) IVR (First in the • Policy features, fund value, nearest branch, tax certificate, WhatsApp opt industry) in, and welcome kit Google
Slide 25: VNB growth levers update (4P's)
VNB growth levers update (4P’s) ` billion FY2020 H1-FY2021 Growth Value of New Business (VNB)1 16.05 6.02 (15.1%) VNB margin 21.7% 26.3% ` billion FY2020 H1-FY2021 Growth Premium growth (APE) 73.81 22.88 (32.1%) Protection growth (APE) 11.16 4.46 (10.3%) Persistency (13th month)2 83.2%3 82.1% Persis
Slide 26: Financial update
Financial update
Slide 27: Financial metrics
Financial metrics ` billion H1-FY2020 FY2020 H1-FY2021 Profit before Tax 5.93 10.69 6.41 Policyholder (underwriting profits) 2.97 4.92 3.93 Shareholder 2.96 5.77 2.48 Profit after Tax 5.87 10.69 5.91 Solvency ratio 211% 194% 205% AUM 1,655.121 1,529.682 1,814.921 • 32% year on year growth in underwr
Slide 28: Embedded Value (EV)
Embedded Value (EV)1 ` billion 257.11 226.80 230.30 216.23 87.88 77.31 78.43 73.54 149.49 151.87 169.23 142.69 Mar-19 Sep-19 Mar-20 Sep-20 Value of Inforce (VIF) Adjusted net worth (ANW) Growth in EV for the half year of ` 26.81 billion, against full year FY2020 growth of ` 14.07 billion 1. As per I
Slide 29: Analysis of movement in EV
Analysis of movement in EV1 ` billion FY2016 FY2017 FY2018 FY2019 FY2020 Opening EV 137.212 139.39 161.84 187.88 216.23 Unwind 12.58 12.21 13.72 15.84 17.25 Value of New Business (VNB) 4.12 6.66 12.86 13.28 16.05 Operating assumption changes 1.042 1.00 7.64 4.20 (2.25)3 Operating variance 4.48 3.08
Slide 30: Sensitivity analysis
Sensitivity analysis Scenario % change in VNB % change in EV FY2019 FY2020 FY2019 FY2020 Increase in 100 bps in the reference rates (4.3) (2.4) (2.0) (2.5) Decrease in 100 bps in the reference rates 4.4 2.2 2.0 2.6 10% increase in the discontinuance rates (8.5) (5.0) (1.3) (1.1) 10% decrease in the
Slide 31: Technology initiatives
Technology initiatives
Slide 32: Objectives
Objectives To be the most admired digitally enabled insurer • Empower customers and distributors with simplified journeys and choice of platforms • Decongest processes by leveraging ecosystems and emerging technologies • Enable servicing anytime, anywhere • Drive adoption through superior experience
Slide 33: Digital evolution path to maturity
Digital evolution path to maturity 2011-2013 2013-2015 2015-2018 2018-2020 1 2 3 4 Build digital foundation Digitize onboarding and service Leverage ecosystem Market leadership Optimize processes Build seamless presentation Collaborate with internal stakeholders IT as an enabler for and systems laye
Slide 34: Presales enablers
Presales enablers Knowledge My Collaboration Suitability repository Coach platforms analysis On-the-go AI based platform for Product Online meetings, joint e-learning modules video based library recommendations sales calls, invite via exclusive Learners’ creation for sales based on life stage, exper
Slide 35: Onboarding & issuance enablers
Onboarding & issuance enablers Flexible Integration Instant Optical PASA on-boarding and data pre-filled Character Reader Pre-filled data for Real time Platform agnostic and No medical or income existing ICICI Pru identification, paperless journey document customers, Bank segregation and available f
Slide 36: Service enablers
Service enablers Flexible Anytime.. Intuitive and Customer premium ..Anywhere Visual IVR app payment All popular electronic Helps customers Exhaustive self-help Exclusive customer modes of payments avoid IVR queues and options for customers service native app available for saves Omni channel with in
Slide 37: Marketing & lead generation
Marketing & lead generation Search engine Segmented Mobile Hyper optimization targeting first personalization Use of Machine Reaching the Personalized All our content and learning to rank ICICI customer by mapping messages to journeys are designed Pru higher on their handhold customers for mobile de
Slide 38: Partner integration
Partner integration Process Flexible Partner simplification integration portal Modular integration Faster onboarding for For policy details, MIS, approach to meet partner superior experience Certificate of Insurance etc. requirements Easy UI Customer service (User Interface) on partner portal Enabli
Slide 39: Analytics
Analytics Actionable Data Smart insights modelling solutions Transform information Pre-approved best offers to Modular integration architecture from a customer for instant approach to meet partner backend driven to a self- issuance and better requirements service mode persistency Google Big Query, D
Slide 40: Collaboration with customers for presales & onboarding
Collaboration with customers for presales & onboarding Share screen for UPI/BBPS, Credit card, • Suitability analysis Debit card, Netbanking, • Quote generation eWallet options • Completing the available onboarding journey Share documents and chat with customer. Customer, financial Customers can als
Slide 41: Collaboration with customers for servicing requirements
Collaboration with customers for servicing requirements Pay renewal premium Switch funds Tax certificate Policy/unit statement Set auto debit mandate Service assistant WhatsApp for chatbot LiGo for requesting policy service resolution related statements • An easy access to a variety of self-service
Slide 42: Addressing stakeholders' concerns
Addressing stakeholders’ concerns I want to have a life cover but Will my life insurance policy How do I know fund value of How do I file a life insurance am wary of meeting cover me against my ULIP plan & pay renewal claim? someone face to face coronavirus? premium of my policy? Live video chat Pro
Slide 43: ESG
ESG Environmental Environmental Social Social Governance Governance
Slide 44: Environmental initiatives
Environmental initiatives Preserving ‘Mother Earth’ for future generations Replace Reduce Reuse & Recycle • End to end digital solutions for • 3/5 star rated ACs in all offices • Sewage treatment plant and our business activities • VRF AC systems (20% of usage) wet waste conversion into • 84% shareh
Slide 45: Social initiatives
Social initiatives Building communities and giving back to society Business itself is social in nature: Serving long term financial and protection needs of the society Customer centricity Commitment to employees Community service • Products across life stage needs; • Gender neutrality, equal • 3.9 m
Slide 46: Governance
Governance Transparency in functioning with separation of supervision from execution Awarded for Corporate Governance; scorecard by IFC, BSE limited and IiAS 01 Supervisory structure 02 Compliance, Risk & IA 03 Ethical practices • Diverse Board composition • Quarterly compliance • Framework for mana
Slide 47: Agenda
Agenda • Company strategy and performance • Opportunity • Industry overview
Slide 48: Favorable demography
Favorable demography Large and growing population base1 High share of working population1 2020 Population (mn) Population of age 25-59 years (in mn) 1380 1439 727 578 274 331 127 146 213 51 59 China Brazil S Africa Russia USA Japan Indonesia India S Korea 2015 2030 Driving GDP growth2 Rising affluen
Slide 49: Financialisation of savings: Opportunity for insurance
Financialisation of savings: Opportunity for insurance Household savings1 Distribution of financial savings (excluding currency)2 90 69% 70% 63% 70 60% 61% 60% 58% 23.8% ` tn 54% 55% 19.0% 52% 52% 50% 25.1% 18.8% 48% 26.7% 20.3% 50 45% 45% 29.0% 44% 36% 20.5% 40% 40% 16.0% 15.1% 30 36% 37% 19.54 22.
Slide 50: Protection opportunity: Where we are
Protection opportunity: Where we are… Sum Assured as a % of GDP1,2 Addressable population# Protection gap(%) 4,5 273% coverage3 (%) 252% 251% 83 61 55 54 76 71 74 55 10% 16.50 142% 131% 113% USD trillion 8.40 3.90 19% 2.80 2.00 0.90 0.70 0.60 * For retail protection sum assured (company # Based on I
Slide 51: Opportunity: Sum assured as a % of GDP
Opportunity: Sum assured as a % of GDP Sum Assured (SA) as a % of GDP: Assuming SA growth @ 20% CAGR Sum Assured as a % of GDP1,2 75% 273% 252% 251% 45% India: FY2035 30% 19% 145% 142% 131% FY2020 FY2025 FY2030 FY2035 113% Sum Assured (SA) as a % of GDP: 75% Assuming SA growth @ 25% CAGR 145% 19% 70
Slide 52: Opportunity: Addressable population coverage (%)
Opportunity: Addressable population coverage (%) With 15% CAGR in new policy count from FY2020 to FY2035 With 20% CAGR in new policy count from FY2020 to FY2035 In million In million 250.8 250.8 170.7 170.7 106.0 106.0 57.5 57.5 115.7 69.9 46.1 34.1 6 15.8 6 17.8 FY2020 FY2025 FY2030 FY2035 FY2020 F
Slide 53: Protection opportunity: Liability cover
Protection opportunity: Liability cover ` billion Retail Credit 25,537 22,207 19,085 16,200 12,147 13,922 10,606 11,663 9,339 8,976 10,097 7,599 6,454 4,711 5,378 4,409 11,601 13,390 7,468 8,601 9,746 4,567 5,386 6,285 Mar-13 Mar-14 Mar-15 Mar-16 Mar-17 Mar-18 Mar-19 Mar-20 Home Loans Others • Retai
Slide 54: Protection opportunity
Protection opportunity Gross direct premium (` billion) FY2009 FY2020 CAGR Health 66.23 516.38 20.5% Motor 138.21 692.08 15.8% - Motor Own Damage (OD) 87.56 265.52 10.6% - Motor Third Party (TP) 50.65 426.56 21.4% • Protection premium ~ ` 200 billion for life insurance industry in FY2020 Source: Gen
Slide 55: Agenda
Agenda • Company strategy and performance • Opportunity • Industry overview
Slide 56: Evolution of life insurance industry in India
Evolution of life insurance industry in India FY2002 FY2010 FY2015 FY2020 New business premium1 (` bn) 116 21.5% 550 -5.8% 408 12.5% 735 Total premium (` bn) 501 3.2% 2,654 4.3% 3,281 11.6% 5,683 Penetration (as a % to GDP) 2.1% 4.1% 2.6% 2.8% Assets under management (` bn) 2,304 24.0% 12,899 12.6%
Slide 57: Channel mix
Channel mix1 Industry Private sector 11% 12% 14% 21% 22% 26% 27% 28% 25% 54% 53% 49% 62% 60% 61% 25% 25% 25% FY2019 FY2020 Q1FY2021 FY2019 FY2020 Q1FY2021 Agency Bancassurance Others • Given a well developed banking sector, bancassurance continues to be the largest channel for private players 1. Ind
Slide 58: Product mix
Product mix1 Industry Private sector 18% 14% 26% 34% 51% 44% 82% 86% 74% 66% 49% 56% FY2019 FY2020 Q1FY2021 FY2019 FY2020 Q1FY2021 Non-linked Linked 1. New business weighted premium basis; Source: IRDAI, Life Insurance Council 58
Slide 59: Annexures
Annexures
Slide 60: VNB growth and contribution
VNB growth and contribution VNB Margin(%) 17.0% 21.7% VNB contribution* 25% FY2019 FY2020 VNB growth range to achieve our aspiration 19% VNB 13.28 16.05 ` billion 16.05 ` billion 4.20 13.28 4.17 (26.2%) (31.4%) 7.89 2.27 9.58 1.22 (59.4%) (14.1%) (59.7%) (9.2%) FY2019 FY2020 Protection Savings: Non-
Slide 61: Value of New Business (VNB)
Value of New Business (VNB) ` billion FY2019 FY2020 VNB 13.28 16.05 VNB margin 17.0% 21.7% 4.7% (1.1%) 1.0% 21.7% 0.1% 17.0% FY2019 Business mix Tax rate* Assumption Expense FY2020 changes * Change in effective tax rate 61
Slide 62: Protection and Annuity
Protection and Annuity Protection Annuity 8.5% 11.2% 20.6% 25.2% 2.6% 3.4% 6.6% 8.4% mix1 mix1 Protection new business received premium (` billion) Annuity new business received premium (` billion) 31.44 10.43 21.37 6.85 10.28 3.11 6.71 2.06 FY2017 FY2018 FY2019 FY2020 FY2017 FY2018 FY2019 FY2020 Pr
Slide 63: Protection: Components
Protection: Components Protection split based on APE* APE (` billion) (FY2020) 11.16 ` billion 2.35 1.74 Retail protection 7.22 1.13 (15.6%) 0.61 1.57 (5.5%) Group Term 1.28 1.13 (10.1%) 7.68 Credit life – ICICI 7.68 (68.8%) Bank 4.36 Credit life - Other FY2019 FY2020 Retail Protection Group Term Cr
Slide 64: Retail persistency excluding single premium
Retail persistency excluding single premium1 Persistency across product categories 82.6% 88.3% 82.6% 64.7% 65.8% 51.7% Linked Non linked Protection 13th month 49th month Persistency across channel categories 81.7% 86.4% 82.2% 86.9% 74.2% 62.7% 65.5% 66.2% Bancassurance Agency Direct Partnership dist
Slide 65: Average APE by product categories
Average APE by product categories Average retail APE per policy (`) FY2018 FY2019 FY2020 ULIP 180,746 159,329 183,109 Par 62,379 60,308 64,285 Non Par 54,187 76,468 109,410 Protection 9,123 12,048 23,115 Total 90,620 83,309 88,648 65
Slide 66: Policy term and customer age
Policy term and customer age* Average policy term (years) Average customer age (years) 43 43 36 36 36 30 14 12 Savings Protection Savings Protection FY2019 FY2020 FY2019 FY2020 * For FY2020; protection excludes credit life 66
Slide 67: Channel wise product mix
Channel wise product mix1 Channel category Product category FY2018 FY2019 FY2020 ULIP 89.8% 93.4% 86.8% Par 7.3% 2.1% 2.2% Bancassurance Non par 0.1% 0.6% 1.8% Protection 2.7% 3.9% 9.3% Total 100.0% 100.0% 100.0% ULIP 81.8% 75.3% 49.9% Par 13.5% 18.1% 32.5% Agency Non par 0.4% 0.5% 7.3% Protection 4
Slide 68: Product wise channel mix
Product wise channel mix1 Product category Channel category FY2018 FY2019 FY2020 Bancassurance 57.4% 65.5% 68.2% Agency 25.4% 20.5% 16.3% ULIP Direct 14.5% 12.0% 13.0% Partnership distribution 2.7% 2.1% 2.5% Total 100.0% 100.0% 100.0% Bancassurance 35.4% 13.8% 9.0% Agency 31.5% 45.4% 56.0% Par Direc
Slide 69: Embedded value
Embedded value
Slide 70: Embedded value
Embedded value ` billion FY2018 FY2019 FY2020 Value of In force (VIF) 117.64 142.69 151.87 Adjusted Net worth 70.24 73.54 78.43 Embedded value1 187.88 216.23 230.30 Return on Embedded Value (ROEV) 22.7% 20.2% 15.2% EV growth-pre dividend 23.4% 19.6% 8.4% EV growth-post dividend 16.1% 15.1% 6.5% VNB
Slide 71: EV methodology
EV methodology • EV results prepared based on the Indian Embedded Value (IEV) methodology and principles as set out in Actuarial Practice Standard 10 (APS10) issued by the Institute of Actuaries of India (IAI) • EV consists of Adjusted Net Worth (ANW) and Value of in-force covered business (VIF) • A
Slide 72: Components of ANW
Components of ANW • Required capital (RC) • The level of required capital is set equal to the amount required to be held to meet supervisory requirements. • It is net of the funds for future appropriation (FFAs) • Free surplus (FS) • Market value of any assets allocated to, but not required to suppo
Slide 73: Components of VIF (1/2)
Components of VIF (1/2) • Present value of future profits (PVFP) • Present value of projected distributable profits to shareholders arising from in- force covered business • Projection carried out using ‘best estimate’ non-economic assumptions and market consistent economic assumptions • Distributab
Slide 74: Components of VIF (2/2)
Components of VIF (2/2) • Time value of financial options and guarantees (TVFOG) • Represents additional cost to shareholders that may arise from the embedded financial options and guarantees • Stochastic approach is adopted with methods and assumptions consistent with the underlying embedded value
Slide 75: Components of EV movement (1/2)
Components of EV movement (1/2) • Expected return on existing business (unwind) • Expected investment income at opening reference rate on VIF and ANW • Expected excess ‘real world’ investment return over the opening reference rate on VIF and ANW • Operating assumption changes • Impact of the update
Slide 76: Components of EV movement (2/2)
Components of EV movement (2/2) • Operating experience variance • Captures impact of any deviation of actual experience from assumed in the opening EV during the inter-valuation period • Economic assumption changes and Investment variance • Impact of the update of the reference rate yield curve, inf
Slide 77: Key assumptions underlying EV (1/2)
Key assumptions underlying EV (1/2) • Discount rate and Fund earning rates • Set equal to reference rates which is proxy for risk free rates • Reference rates derived on the basis of zero coupon yield curve published by the Clearing Corporation of India Limited • Expenses and commission • Based on t
Slide 78: Key assumptions underlying EV (2/2)
Key assumptions underlying EV (2/2) • Mortality and morbidity • Based on company’s experience with an allowance for future improvements in respect of annuities • Persistency • Based on company’s experience • Taxation • Taxation costs reflect the reduction in costs due to dividend income being tax ex
Slide 79: Economic assumptions underlying EV
Economic assumptions underlying EV Tenor (years) References Rates March 31, 2019 March 31, 2020 September 30, 2020 1 6.66% 4.83% 3.97% 5 7.83% 7.43% 7.15% 10 8.35% 7.32% 7.74% 15 8.35% 7.17% 7.44% 20 8.22% 7.14% 7.11% 25 8.11% 7.14% 6.90% 30 8.05% 7.14% 6.79% 79
Slide 80: Glossary
Glossary • Annualized Premium Equivalent (APE) – Annualized Premium Equivalent (APE) is the sum of the annualized first year premiums on regular premium policies, and ten percent of single premiums, from both individual and group customers • Assets under management (AUM) - AUM refers to the carrying
Slide 81: Safe harbor
Safe harbor Except for the historical information contained herein, statements in this release which contain words or phrases such as 'will', 'would', ‘indicating’, ‘expected to’ etc., and similar expressions or variations of such expressions may constitute 'forward-looking statements'. These forwar
Slide 82: Thank you
Thank you
ICICI Prudential Life Insurance Company — H1-FY2021 Earnings Presentation on 6ix