Uniqa Insurance Group Ag · VIE:UQA
Uniqa Insurance — Investor Day (March 2016)
82 slides from Uniqa Insurance's investor day presentation, Mar 14, 2016
Slide 1: Capital Markets Day 2016: Delivering Core Business Excellence and Investing in the Future
CAPITAL MARKETS DAY 2016 DELIVERING CORE BUSINESS EXCELLENCE AND INVESTING IN THE FUTURE UNIQA Group London, 14th March 2016
Slide 2: Agenda
Agenda Outline A. Brandstetter Main Messages UNIQA 2.0: 2011–2015 A. Brandstetter Achievements Overview Group Structure & Governance A. Brandstetter TOM & IT Core Capital Markets UNIQA 2.0: Digital Transformation Day 2016–2020 Life P&C K. Svoboda Health Financials Targets 2020 A. Brandstetter Strate
Slide 3: Main messages of today's presentation
Outline Main Messages Main messages of today’s presentation A Solid track record Since 2011, UNIQA has built a strong capital foundation and established a solid financial track record Current market conditions and decreasing investment yields B1 challenge traditional business models Initiatives have
Slide 4: Since 2011, UNIQA has built a strong capital foundation and solid track record
Outline Main Messages Since 2011, UNIQA has built a strong capital A foundation and a solid financial track record ECR1 quota development Profit from ordinary activities ECR quota in % EBT in €M Ambition level: 170% >180 180 600 161 150 4233 120 108 400 378 308 205 60 200 2 Not 145 appro- priate 0 0
Slide 5: Current market conditions challenge traditional business models
Outline Main Messages Current market conditions challenge B1 traditional business models Expected investment yield Yield in % Substantial decline in 4 investment yield in 2016 driven mainly by ‒ Ongoing low interest rate 3 environment ‒ Maturing of high interest rate bonds 2 ‒ Significantly reduce
Slide 6: Key initiatives ensure core business excellence and digital relevance
Outline Main Messages Our key initiatives ensure core business B2 excellence and relevance in the digital age Overview of key initiatives Streamlined Group structure and governance model ‒ Clear functional responsibilities Digital Transformation ‒ Reduction of board members Operational Excellence
Slide 7: Significant investments are required to advance UNIQA's business model
Outline Main Messages Significant investments are required to B3 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 Digitis
Slide 8: UNIQA will be able to ensure attractive financial results
Outline Main Messages UNIQA will be able to ensure attractive C1 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 NCR2 average in 2017–2020 TOM & IT Core in
Slide 9: Reduced capital requirements and sustainable cash flow enable increasing dividends
Outline Main Messages Reduced capital requirements and sustainable C2 cash flow enable increasing dividend payments Anticipated dividends ECR quota in % Dividend per share in € 200 >180 ECR quota expected to ECR ambition level: 170 % 1.6 remain above ambition 160 level from 2015 onwards 161 150 1.
Slide 10: 2011–2015 Achievements
UNIQA 2.0: 2011–2015 Achievements Agenda Outline A. Brandstetter Main Messages UNIQA 2.0: 2011–2015 A. Brandstetter Achievements Overview Group Structure & Governance A. Brandstetter TOM & IT Core Capital Markets UNIQA 2.0: Digital Transformation Day 2016–2020 Life P&C K. Svoboda Health Financials T
Slide 11: In 2011, UNIQA defined its strategy taking it up to 2020
UNIQA 2.0: 2011–2015 Achievements In 2011, UNIQA defined its strategy taking it up to 2020 2011–2012 2013–2015 2016–2020 Get ready Start winning Create future What is our How can we Where can we What is Why is this goal? achieve improve our required? attractive? this goal? core business? 1 2 3 4 € 5
Slide 12: Delivered: Customer growth & core business focus
UNIQA 2.0: 2011–2015 Achievements Delivered: Customer growth & core business focus Main achievements up to 2015 No. 1 trusted insurance brand # Customers 1 Strengthened regional presence 7.5M +33% 10M Additionally net 2.5 million 2011 2015 Customer growth customers across both core markets Exe
Slide 13: Delivered: key programmes effectively conducted
UNIQA 2.0: 2011–2015 Achievements Delivered: 4 key programmes effectively conducted Main achievements up to 2015 UNIQA Austria: Profitability COR Back office consolidation 105% −7.2pp 97.8%2 Portfolio restructuring 2011 2015 Raiffeisen Ins. Austria: Productivity 3 Cooperation agreement Signi
Slide 14: Delivered: Capital base and earnings increased
UNIQA 2.0: 2011–2015 Achievements Delivered: Capital base and earnings increased Main achievements up to 2015 Successful Re-IPO and placement ECR of sub-tier bonds 4 € Total record equity increase <100% +80pp >180% 2011 2015e1 Solid capital Solid capital position without use base of transition
Slide 15: UNIQA is well positioned today through UNIQA 2.0
UNIQA 2.0: 2011–2015 Achievements UNIQA is well positioned today through UNIQA 2.0 UNIQA’s achievements Targets defined in 2011 Targets defined now 2011–2012 2013–2015 2016–2020 Get ready Start winning Create future € Improved Diversified Cash gener- Well- core portfolio ation for capitalise
Slide 16: Group Structure & Governance
UNIQA 2.0: 2016–2020 Overview Structure & Governance TOM & IT Core Digital Transformation Life P&C Health Financials Agenda Outline A. Brandstetter Main Messages UNIQA 2.0: 2011–2015 A. Brandstetter Achievements Overview Group Structure & Governance A. Brandstetter TOM & IT Core Capital Markets UNIQ
Slide 17: Changing markets call for core business excellence
UNIQA 2.0: 2016–2020 Overview Structure & Governance TOM & IT Core Digital Transformation Life P&C Health Financials Changing markets call for core business excellence Low interest yield and volatile 10 year Euro swap1: 0.9% (3.1% in 2011) capital markets ATX down ~20% since 20112 AT GDP at 0.
Slide 18: Distinct initiatives ensure business sustainability
UNIQA 2.0: 2016–2020 Overview Structure & Governance TOM & IT Core Digital Transformation Life P&C Health Financials Distinct initiatives ensure business sustainability 2011–2012 2013–2015 2016–2020 Get ready Start winning Create future Our key initiatives for core business …have a positive effect o
Slide 19: Group Structure & Governance
UNIQA 2.0: 2016–2020 Overview Structure & Governance TOM & IT Core Digital Transformation Life P&C Health Financials Agenda Outline A. Brandstetter Main Messages UNIQA 2.0: 2011–2015 A. Brandstetter Achievements Overview Group Structure & Governance A. Brandstetter TOM & IT Core Capital Markets UNIQ
Slide 20: Structural integration of all risk carriers in Austria
UNIQA 2.0: 2016–2020 Overview Structure & Governance TOM & IT Core Digital Transformation Life P&C Health Financials Structural integration of all risk carriers in Austria Our Group structure today Our new functional Group structure (end of 2016) UNIQA Insurance Group UNIQA Insurance Group Raiffeise
Slide 21: Streamlined board level enables functional steering
UNIQA 2.0: 2016–2020 Overview Structure & Governance TOM & IT Core Digital Transformation Life P&C Health Financials Streamlined board level enables functional steering Our UNIQA management team CEO CFRO COO CITO CITO CBO CSO Life/Health Non-Life Bancassurance Sales UNIQA Insurance Group Andreas Kur
Slide 22: TOM & IT Core
UNIQA 2.0: 2016–2020 Overview Structure & Governance TOM & IT Core Digital Transformation Life P&C Health Financials Agenda Outline A. Brandstetter Main Messages UNIQA 2.0: 2011–2015 A. Brandstetter Achievements Overview Group Structure & Governance A. Brandstetter TOM & IT Core Capital Markets UNIQ
Slide 23: Systematic harmonisation of UNIQA's TOM
UNIQA 2.0: 2016–2020 Overview Structure & Governance TOM & IT Core Digital Transformation Life P&C Health Financials Systematic harmonisation of UNIQA’s TOM Schematic TOM target picture Products Processes IT System Leveraging Group synergies Group across products, processes and IT Target Operati
Slide 24: New core IT system as key element of TOM initiative
UNIQA 2.0: 2016–2020 Overview Structure & Governance TOM & IT Core Digital Transformation Life P&C Health Financials New core IT system as key element of TOM initiative Modernisation of IT systems Investments in new IT systems The current IT landscape cannot meet IT renewal in 6 major markets mode
Slide 25: Shared core platform reduces IT complexity
UNIQA 2.0: 2016–2020 Overview Structure & Governance TOM & IT Core Digital Transformation Life P&C Health Financials 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-o
Slide 26: Finalising preparation of core systems implementation
UNIQA 2.0: 2016–2020 Overview Structure & Governance TOM & IT Core Digital Transformation Life P&C Health Financials Finalising preparation of core systems implementation IT implementation timeline … 2016 2017 2018 2019 2020–2025 Preparations Group platform Contract negotiations Pilot – life-LoB
Slide 27: UNIQA's measures to avoid IT project challenges
UNIQA 2.0: 2016–2020 Overview Structure & Governance TOM & IT Core Digital Transformation Life P&C Health Financials UNIQA’s measures to avoid IT project challenges Typical IT project challenges UNIQA’s measures for project success Pre-integrated and proven platform solution Lack of focus Insuffic
Slide 28: Digital Transformation
UNIQA 2.0: 2016–2020 Overview Structure & Governance TOM & IT Core Digital Transformation Life P&C Health Financials Agenda Outline A. Brandstetter Main Messages UNIQA 2.0: 2011–2015 A. Brandstetter Achievements Overview Group Structure & Governance A. Brandstetter TOM & IT Core Capital Markets UNIQ
Slide 29: Digitisation is changing the insurance industry
UNIQA 2.0: 2016–2020 Overview Structure & Governance TOM & IT Core Digital Transformation Life P&C Health Financials Digitisation is changing the insurance industry Digitisation Impact on insurance business model Customer Individualised, convenient and holistic Self-Service ! Changing services cus
Slide 30: UNIQA is well-positioned to excel in the digital age
UNIQA 2.0: 2016–2020 Overview Structure & Governance TOM & IT Core Digital Transformation Life P&C Health Financials UNIQA is well-positioned to excel in the digital age UNIQA is ready for a digital model and… … demonstrated successful first steps Customer-centricity & Clients excellent, innovative
Slide 31: UNIQA strives to become one of the leading digital insurers in Austria and CEE
UNIQA 2.0: 2016–2020 Overview Structure & Governance TOM & IT Core Digital Transformation Life P&C Health Financials 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 bu
Slide 32: UNIQA plans various near-term digital initiatives
UNIQA 2.0: 2016–2020 Overview Structure & Governance TOM & IT Core Digital Transformation Life P&C Health Financials UNIQA plans various near-term digital initiatives Examples of planned near-term digital initiatives Digital customer experience Advanced customer portal Online platform including (vid
Slide 33: Three new roles to drive digital transformation and innovation
UNIQA 2.0: 2016–2020 Overview Structure & Governance TOM & IT Core Digital Transformation Life P&C Health Financials Three new roles to drive digital transformation and innovation New functional roles/units Responsibilities and value-add ! Screening the market for and creating innovative business
Slide 34: We will create a UNIQA ecosystem along our vision
UNIQA 2.0: 2016–2020 Overview Structure & Governance TOM & IT Core Digital Transformation Life P&C Health Financials We will create a UNIQA ecosystem along our vision “Longer, better life for our clients” UNIQA aims to be a “Better Life Service Company” Innovative product and service propositions
Slide 35: Life
UNIQA 2.0: 2016–2020 Overview Structure & Governance TOM & IT Core Digital Transformation Life P&C Health Financials Agenda Outline A. Brandstetter Main Messages UNIQA 2.0: 2011–2015 A. Brandstetter Achievements Overview Group Structure & Governance A. Brandstetter TOM & IT Core Capital Markets UNIQ
Slide 36: Major share of UNIQA's life business in Austria
UNIQA 2.0: 2016–2020 Overview Structure & Governance TOM & IT Core Digital Transformation Life P&C Health Financials Major share of UNIQA’s life business in Austria Technical reserves1 New business FY15 in €M FY15 in APE Essential share of UNIQA’s life portfolio in Austria (~75% of technical reser
Slide 37: Increased focus on expense and risk result
UNIQA 2.0: 2016–2020 Overview Structure & Governance TOM & IT Core Digital Transformation Life P&C Health Financials Increased focus on expense and risk result UNIQA profit sources1 FY15 in €M Solid mortality result Investment result clearly covers guarantees and allows for small profit particip
Slide 38: New business margin improved in 2015
UNIQA 2.0: 2016–2020 Overview Structure & Governance TOM & IT Core Digital Transformation Life P&C Health Financials New business margin improved in 2015 New business margin PVNBP Ratio in % 5.0 New business margin 2.2 2.3 increased to 1.9% (2014: 1.7 0.6%) in Italian life business 0.0 due to new
Slide 39: Guarantees in portfolio will decrease significantly
UNIQA 2.0: 2016–2020 Overview Structure & Governance TOM & IT Core Digital Transformation Life P&C Health Financials 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
Slide 40: Why life insurance in Austria is different
UNIQA 2.0: 2016–2020 Overview Structure & Governance TOM & IT Core Digital Transformation Life P&C Health Financials Why life insurance in Austria is different Austria Germany General Various similarities between Austrian and German traditional life business remarks Key differences due to new re
Slide 41: Key components of Austrian profit sharing system
UNIQA 2.0: 2016–2020 Overview Structure & Governance TOM & IT Core Digital Transformation Life P&C Health Financials Key components of Austrian profit sharing system Simplified illustration Profit sharing overview Premiums Within the “gross surplus” different profit sources are Savings Risk Expens
Slide 42: UNIQA's new life strategy is based on three pillars
UNIQA 2.0: 2016–2020 Overview Structure & Governance TOM & IT Core Digital Transformation Life P&C Health Financials 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 b
Slide 43: New traditional product reduces capital intensity
UNIQA 2.0: 2016–2020 Overview Structure & Governance TOM & IT Core Digital Transformation Life P&C Health Financials New traditional product reduces capital intensity Our new traditional product Product details Modular product incl. biometric options Higher flexibility for customers (e.g. surren
Slide 44: UNIQA's life insurance objectives 2020
UNIQA 2.0: 2016–2020 Overview Structure & Governance TOM & IT Core Digital Transformation Life P&C Health Financials 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 bus
Slide 45: P&C
UNIQA 2.0: 2016–2020 Overview Structure & Governance TOM & IT Core Digital Transformation Life P&C Health Financials Agenda Outline A. Brandstetter Main Messages UNIQA 2.0: 2011–2015 A. Brandstetter Achievements Overview Group Structure & Governance A. Brandstetter TOM & IT Core Capital Markets UNIQ
Slide 46: UNIQA's P&C business is well-diversified
UNIQA 2.0: 2016–2020 Overview Structure & Governance TOM & IT Core Digital Transformation Life P&C Health Financials UNIQA’s P&C business is well-diversified Business mix GWP FY15 in €M P&C insurance key business line with € 2.6BN turnover Low interest rate environment UAT 1,381 increases pressu
Slide 47: UNIQA expects to grow above market average
UNIQA 2.0: 2016–2020 Overview Structure & Governance TOM & IT Core Digital Transformation Life P&C Health Financials UNIQA expects to grow above market average P&C insurance market1 Market outlook Expectations GWP in €BN CAGR Austria 35 UNIQA growth in line with market 30 IT ~1% RV AT outperform
Slide 48: UNIQA's P&C strategy is based on six measures
UNIQA 2.0: 2016–2020 Overview Structure & Governance TOM & IT Core Digital Transformation Life P&C Health Financials 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 Pr
Slide 49: Deep dive: Claims management & anti-fraud
UNIQA 2.0: 2016–2020 Overview Structure & Governance TOM & IT Core Digital Transformation Life P&C Health Financials Deep dive: Claims management & anti-fraud Measures taken Closed claims files review project Optimisation of “UI Motor & Property” processes Implementation of Improvement of bodily
Slide 50: Deep dive: UNIQA's target pricing system
UNIQA 2.0: 2016–2020 Overview Structure & Governance TOM & IT Core Digital Transformation Life P&C Health Financials Deep dive: UNIQA’s target pricing system Holistic pricing levers across all processes Strategic Align with profitability targets & risk appetite approach Integrate pricing with
Slide 51: Deep dive: Expand international product portfolio
UNIQA 2.0: 2016–2020 Overview Structure & Governance TOM & IT Core Digital Transformation Life P&C Health Financials Deep dive: Expand international product portfolio Product offering overview Two focus products derived Legal protection insurance Increase sales where product already available In
Slide 52: UNIQA's P&C insurance objectives 2020
UNIQA 2.0: 2016–2020 Overview Structure & Governance TOM & IT Core Digital Transformation Life P&C Health Financials 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 201
Slide 53: Health
UNIQA 2.0: 2016–2020 Overview Structure & Governance TOM & IT Core Digital Transformation Life P&C Health Financials Agenda Outline A. Brandstetter Main Messages UNIQA 2.0: 2011–2015 A. Brandstetter Achievements Overview Group Structure & Governance A. Brandstetter TOM & IT Core Capital Markets UNIQ
Slide 54: UNIQA Austria drives the Group's health business
UNIQA 2.0: 2016–2020 Overview Structure & Governance TOM & IT Core Digital Transformation Life P&C Health Financials UNIQA Austria drives the Group’s health business Business mix GWP FY15 in €M In-patient insurance UNIQA’s main profit source Stable growth at 2–3% UAT 636 144 142 922 in Austria
Slide 55: Health is an important issue in the Austrian market
UNIQA 2.0: 2016–2020 Overview Structure & Governance TOM & IT Core Digital Transformation Life P&C Health Financials Health is an important issue in the Austrian market Meaning of “happiness” in Austria Health insurance market Most important What is the user interested in on Mandatory statutory ha
Slide 56: Profitable growth demonstrated over the last decade
UNIQA 2.0: 2016–2020 Overview Structure & Governance TOM & IT Core Digital Transformation Life P&C Health Financials Profitable growth demonstrated over the last decade Profitable growth (Group figures) GWP in €M CAGR +2.8% Long-term profitability 998 supported by Austrian 1,000 832 820 1 846 878 90
Slide 57: UNIQA dominates the Austrian health market
UNIQA 2.0: 2016–2020 Overview Structure & Governance TOM & IT Core Digital Transformation Life P&C Health Financials UNIQA dominates the Austrian health market Growth of UNIQA’s health business Today 1993 ~47.2% 1960 market share 1922 in Austria AQUISITION Main contributors 1811 to current portfolio
Slide 58: UNIQA's market dominance rests on four pillars
UNIQA 2.0: 2016–2020 Overview Structure & Governance TOM & IT Core Digital Transformation Life P&C Health Financials 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 S
Slide 59: Success story to continue for many years to come
UNIQA 2.0: 2016–2020 Overview Structure & Governance TOM & IT Core Digital Transformation Life P&C Health Financials Success story to continue for many years to come Age structure of our portfolio in UNIQA Austria # clients in cluster in thousand Portfolio with high number of insured 0-10 95 clien
Slide 60: UNIQA's health insurance objectives 2020
UNIQA 2.0: 2016–2020 Overview Structure & Governance TOM & IT Core Digital Transformation Life P&C Health Financials 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
Slide 61: Financials
UNIQA 2.0: 2016–2020 Overview Structure & Governance TOM & IT Core Digital Transformation Life P&C Health Financials Agenda Outline A. Brandstetter Main Messages UNIQA 2.0: 2011–2015 A. Brandstetter Achievements Overview Group Structure & Governance A. Brandstetter TOM & IT Core Capital Markets UNIQ
Slide 62: UNIQA's guiding principles
UNIQA 2.0: 2016–2020 Overview Structure & Governance TOM & IT Core Digital Transformation Life P&C Health Financials UNIQA’s guiding principles Management philosophy Indicators Targets Focus on economic value creation Net Cost Cost Understandable, COR transparent, economic Dividend value based C
Slide 63: UNIQA will further improve its cost base
UNIQA 2.0: 2016–2020 Overview Structure & Governance TOM & IT Core Digital Transformation Life P&C Health Financials UNIQA will further improve its cost base Cost development UNIQA’s plan up until 2020 Expenses in €M Approx. additional € 240M 800 15% costs until 2020 (~€ 100M in 13% 13% 2016) to a
Slide 64: UNIQA strengthened its capital position
UNIQA 2.0: 2016–2020 Overview Structure & Governance TOM & IT Core Digital Transformation Life P&C Health Financials UNIQA strengthened its capital position ECR1 quota development Measures to reduce required capital since 2011 ECR quota in % Release of asset classes private Ambition level: 170% >1
Slide 65: UNIQA's economic capital model (ECM)
UNIQA 2.0: 2016–2020 Overview Structure & Governance TOM & IT Core Digital Transformation Life P&C Health Financials UNIQA’s economic capital model (ECM) UNIQA Group’s economic capital model Model details ECR = Basic ECR + Operat. risk – Adj. Based on SII standard approach Adj (FDB und DT) Basic E
Slide 66: Group ECR Results
UNIQA 2.0: 2016–2020 Overview Structure & Governance TOM & IT Core Digital Transformation Life P&C Health Financials Group ECR Results Economic capital position ECR split by line of business ECR1 150% 182% Life 27% 5,017 Health SLT In €M 4,080 54% 2,722 2,758 Non-Life 19% 2014 09/2015 Own Funds Econ
Slide 67: SCR capitalisation even higher than ECR
UNIQA 2.0: 2016–2020 Overview Structure & Governance TOM & IT Core Digital Transformation Life P&C Health Financials SCR capitalisation even higher than ECR ECR Solvency requirements 09/2015 Standard formula Capital quota 192% 182% SCRUNIQA Partial Internal Model Non-Life module Own Funds 4,965 5,01
Slide 68: Tiering Solvency II Basic Own Funds
UNIQA 2.0: 2016–2020 Overview Structure & Governance TOM & IT Core Digital Transformation Life P&C Health Financials Tiering Solvency II Basic Own Funds Tiering overview € 4,965M Tier 2 High quality tier 1 capital with significant debt 850 capacity of € 500M (17%) excluding restricted 250 Tier 1 R
Slide 69: ECR quota above 155% in stress scenarios
UNIQA 2.0: 2016–2020 Overview Structure & Governance TOM & IT Core Digital Transformation Life P&C Health Financials ECR quota above 155% in stress scenarios Sensitivity of ECR quota Base Value 182% Sensitivity3 analysis supports target ratio of Interest rates +100 bps 205% 170% (as fall below Int
Slide 70: UNIQA follows a clear steering approach
UNIQA 2.0: 2016–2020 Overview Structure & Governance TOM & IT Core Digital Transformation Life P&C Health Financials 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
Slide 71: UNIQA has reduced its interest rate risk since 2011
UNIQA 2.0: 2016–2020 Overview Structure & Governance TOM & IT Core Digital Transformation Life P&C Health Financials UNIQA has reduced its interest rate risk since 2011 Development of duration Development of interest rate risk (ECR) In years Fixed Interest rate related capital Risk ranking income ra
Slide 72: Clearly defined asset management strategy
UNIQA 2.0: 2016–2020 Overview Structure & Governance TOM & IT Core Digital Transformation Life P&C Health Financials Clearly defined asset management strategy A ALM A Asset Liability Management (ALM) An integrated view on assets and liabilities ensure duration and CORE ASSETS convexity matching as
Slide 73: Evolution of UNIQA's ALM concept
UNIQA 2.0: 2016–2020 Overview Structure & Governance TOM & IT Core Digital Transformation Life P&C Health Financials Evolution of UNIQA’s ALM concept and future trends as well as developments Catalogue of measures ALM measures already implemented to be implemented in 2017 ff. Implementation of MBA
Slide 74: UNIQA's asset and risk distribution
UNIQA 2.0: 2016–2020 Overview Structure & Governance TOM & IT Core Digital Transformation Life P&C Health Financials UNIQA’s asset and risk distribution Market risk Asset allocation 2015 (IFRS figures) Interest Rate Risk 13% 12% 1.5% 3.3% Equity Risk 11% 10% 6.7% 17% 16% Property Risk 7.5% Spread Ri
Slide 75: UNIQA is able to stabilise the investment yield
UNIQA 2.0: 2016–2020 Overview Structure & Governance TOM & IT Core Digital Transformation Life P&C Health Financials UNIQA is able to stabilise the investment yield Expected investment yield Yield in % Substantial decline in 4 investment yield in 2016 driven mainly by ‒ Ongoing low interest rate 3
Slide 76: Solid growth in Group free surplus generation
UNIQA 2.0: 2016–2020 Overview Structure & Governance TOM & IT Core Digital Transformation Life P&C Health Financials Solid growth in Group free surplus generation Life and health free surplus generation Surplus in €M Strategic measures support 191 stable and growing free 200 surplus generation 93
Slide 77: Dividend composition expected to change
UNIQA 2.0: 2016–2020 Overview Structure & Governance TOM & IT Core Digital Transformation Life P&C Health Financials Dividend composition expected to change Dividend composition 2016 (estimation) Target dividend composition in 2020 UNIQA Insurance Group UNIQA Insurance Group Dividend Dividend contri
Slide 78: Targets 2020
Targets 2020 Strategic & financial ambition Agenda Outline A. Brandstetter Main Messages UNIQA 2.0: 2011–2015 A. Brandstetter Achievements Overview Group Structure & Governance A. Brandstetter TOM & IT Core Capital Markets UNIQA 2.0: Digital Transformation Day 2016–2020 Life P&C K. Svoboda Health Fi
Slide 79: Clearly defined objectives to take UNIQA up to 2020
Targets 2020 Strategic & financial ambition Clearly defined objectives to take UNIQA up to 2020 Customer Ensure customer Delivering cash 1 growth relevance generation and long-term growth Focus on core Consciously invest 2 business in our future Implementation Programmes launched to 3 of key program
Slide 80: Recap of today's main messages
Targets 2020 Strategic & financial ambition Recap of today’s main messages A Solid track record Since 2011, UNIQA has built a strong capital foundation and establish a solid financial track record Current market conditions and decreasing investment yields B1 challenge traditional business models Ini
Slide 81: UNIQA will ensure attractive financial results
Targets 2020 Strategic & financial ambition UNIQA will 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 NCR2 average in 2017–2020 TOM & IT
Slide 82: 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