UNIQA Insurance Group AG · VIE:UQA

UNIQA Insurance — Pennyhill Park investor event 2016

18 slides from UNIQA Insurance's conference presentation, Dec 6, 2016

  1. Slide 1: Delivering Core Business Excellence and Investing in the Future

    UNIQA INSURANCE GROUP AG DELIVERING CORE BUSINESS EXCELLENCE AND INVESTING IN THE FUTURE Kurt Svoboda, CFO/CRO Pennyhill Park, 6th December 2016

  2. Slide 2: Our Challenges: Concentration on core business

    Our Challenges Concentration on core business! 2

  3. Slide 3: Capital: Economic and Regulatory SII Capital Ratio

    Capital Economic and Regulatory SII Capital Ratio Economic capital position Measures used ECR-ratio 182% 166% ECR SCR 5,205 Internal Model Yes, P&C business No 5,016 In EUR m Sovereign Risk charge Yes (full loading) No 2,857 3,013 Volatility Adjustments Yes (static) Yes (static) Transitionals1 No No

  4. Slide 4: Capital: Group ECR Results - Sensitivities

    Capital Group ECR Results - Sensitivities Estimated sensitivity of ECR quota Impact on change to ECR quota 2015 2014 Base Value 182% Interest rates +100 bps 199% +17%-p +20%-p Interest rates -100 bps 171% -12%-p -16%-p Equity -30% 181% -1%-p -5%-p FX +10% 187% +5%-p +3%-p FX -10% 178% -4%-p -3%-p Cr

  5. Slide 5: UNIQA follows a clear steering approach

    Capital UNIQA follows a clear steering approach Solvency steering rules Consider returning capital Opportunity to shareholders  Solid capital base as 190% Max. prerequisite in current market – ECR target set Target at 170% 170%  Clearly defined risk 155% Caution ambition and shareholder Consider/a

  6. Slide 6: Significant investments are required to advance UNIQA's business model

    Investments Significant investments are required to advance UNIQA’s business model Investments assigned to initiatives 2016–2020 2021–2025 Investment 2016–2020 Total Thereof Total Thereof Σ € 330M Investment Expensed Investment Expensed Operational € 70M € 60M - - 21% Excellence Digitisation € 75M €

  7. Slide 7: Systematic harmonisation of UNIQA's TOM

    TOM Systematic harmonisation of UNIQA´s TOM Schematic TOM target picture Products Processes IT System  Leveraging Group synergies Group across products, processes and IT  Target Operating Model (TOM) As-Is Products Processes IT System initiative in line with and enabled by OE1 new Group Structure

  8. Slide 8: Shared core platform reduces IT complexity

    IT Core Shared core platform reduces IT complexity Shared platform simplifies key elements of the core business value chain Cust. Other Product Sales Service Claims Finance Services  State-of-the-art  Collection/Disbursement Marketing/Sales Mgmt. Development/Actuarial Life core system Policy Admin

  9. Slide 9: UNIQA strives to become one of the leading digital insurers in Austria and CEE

    Digital Strategy UNIQA strives to become one of the leading digital insurers in Austria and CEE Our digital path1 Digital Digital Customer Insurer  Foster UNIQA’s innovation culture  Sequentially build up capabilities to increase Sales Digitise digitise customer experience ‒ Customer experience ‒

  10. Slide 10: UNIQA's new life strategy is based on three pillars

    Life Business UNIQA’s new life strategy is based on three pillars Life 2016–2020 Strategic Ambition: “Reduce capital requirements and increase profitability” Management rules Inforce business New business  Product management  Inforce handling/manage-  Tactical product  Profitability steering: me

  11. Slide 11: Guarantees in portfolio will decrease significantly

    Life Business Guarantees in portfolio will decrease significantly Austria: Actuarial reserve fund by guarantees Development until 2020 Reserve fund in €BN (FC2/2015) Av. guarantee in %  Reduction of actuarial 12 2.6 reserve funds from Average guarantee € 10.9BN to € 8.6BN mainly due to 8 2.4 ‒ Stop

  12. Slide 12: UNIQA's life insurance objectives 2020

    Life Business UNIQA’s life insurance objectives 2020 Targets 2020 Life 2016–2020 “Reduce capital requirements € 2.6BN and increase profitability” GWP Management Inforce New € 30M–35M p.a. rules business business new business value 50–70 bps margin on reserves1 16% NCR UNIQA Investor Relations 1: Def

  13. Slide 13: UNIQA's P&C strategy is based on six measures

    P&C Business UNIQA’s P&C strategy is based on six measures P&C 2016–2020 Strategic Ambition: “Further increase P&C profitability and ensure differentiated growth” Portfolio Claims Anti- Pricing Product Corporate management management fraud retail/SME innovation business  Portfolio  Insourcing  Gr

  14. Slide 14: UNIQA's P&C insurance objectives 2020

    P&C Business UNIQA’s P&C insurance objectives 2020 Targets 2020 P&C 2016–2020 6–7% “Further increase P&C profitability 4% GWP growth and ensure differentiated growth” p.a. GWP in CEE growth in 2016– 20201 ~2% Portfolio Claims Anti management management fraud GWP growth in Austria <95% COR Pricing Pr

  15. Slide 15: UNIQA's market dominance rests on four pillars

    Health Business UNIQA’s market dominance rests on four pillars Health 2016–2020  “Remain market leader in profitable health business” Strategic Ambition:  “Sustainable cash flow generation” Brand Sales Value proposition Health value chain integration  Strong brand,  Large tied agent  High quali

  16. Slide 16: UNIQA's health insurance objectives 2020

    Health Business UNIQA’s health insurance objectives 2020 Targets 2020 Health 2016–2020  “Remain market leader in profitable health business” 2.5–3% p.a. GWP growth 2016–2020  “Sustainable cash flow generation” Brand Sales € 25M–30M new business value 350–450 bps Value proposition Health value chai

  17. Slide 17: UNIQA will be able to ensure attractive financial results

    UNIQA will be able to ensure attractive financial results Key initiatives 2016–2020 Operating KPIs Targeted financial results GWP 2% p.a. 13.5% Digital Transformation <21% operating ROE1 Operational Excellence Group Structure & Life average in 2017–2020 TOM & IT Core NCR2 in 2020 Governance P&C Heal

  18. Slide 18: Disclaimer

    Disclaimer This Presentation is being provided for information purposes to selected recipients only and does not constitute or form part of, and should not be construed as an offer or invitation or recommendation to, purchase or sell or subscribe for, or any solicitation of any offer to purchase or

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