Zurich Insurance Group Ltd · SIX:ZURN
Zurich Insurance — Investor Day (December 2014)
84 slides from Zurich Insurance's investor day presentation, Dec 5, 2014
Slide 1: Investor Update
Investor Update December 5, 2014 London
Slide 2: Disclaimer and cautionary statement
Disclaimer and cautionary statement Certain statements in this document are forward-looking statements, including, but not limited to, statements that are predictions of or indicate future events, trends, plans or objectives of Zurich Insurance Group Ltd or the Zurich Insurance Group (the ‘Group’).
Slide 3: Agenda
Agenda KEY TOPICS AND SPEAKERS 09.00 Registration and welcome 09.30 – 09.40 Introduction Martin Senn 09.40 – 10.20 Farmers Jeff Dailey & Mike Linton 10.20 – 10.50 Q&A part I 10.50 – 11.05 Break 11.05 – 11.45 North America Commercial Mike Foley & Craig Fundum 11.45 – 12.15 Q&A part II 12.15 – 12.35 F
Slide 4: Introduction
Introduction Martin Senn Chief Executive Officer
Slide 5: Recap on investor day 2013
Recap on investor day 2013 What will we Underwriting focus and investment discipline will remain continue to do unchanged Prioritizing investment in distinctive positions and managing other What’s new businesses for value What will we do Improving operating profitability and growing our operating be
Slide 6: Cornerstones of our strategy
Cornerstones of our strategy GROUP STRATEGY KEY FOCUS AREAS Corporate Prioritizing investment in 1 Commercial mid-market distinctive positions Select retail Extract value from Global Life back books Managing other Continue to capture value from profitable, smaller 2 businesses for value Ge
Slide 7: Priorities for 2015
Priorities for 2015 Continuing progress towards our 2016 targets GROUP STRATEGY 2014 KEY ACTIONS 2015 PRIORITIES Prioritizing Investments in corporate, Continue investments in NAC and commercial and select retail Global Corporate / CLP investment in 1 markets Targeted investments in select ret
Slide 8: North America Commercial – Priority market
North America Commercial – Priority market Industry leader, well positioned to capture long-term growth 9M-14 KEY FINANCIALS KEY MESSAGES % BOP1 Growth2 CR Growing market share and operating earnings, even in a more challenging 16% 2% 96% environment We have reshaped the business and are DISTINC
Slide 9: Farmers – Priority market
Farmers – Priority market Early indications show new go-to-market strategy is working 9M-14 KEY FINANCIALS KEY MESSAGES % BOP1 Growth2 Mkt Share3 Farmers needed to evolve to address a rapidly changing marketplace 26% -1% 6% Launched new strategy in 2013 targeting value-oriented customers, design
Slide 10: Farmers
Farmers Jeff Dailey CEO of Farmers Group, Inc. Mike Linton Chief Marketing Officer of Farmers Group, Inc.
Slide 11: The Farmers business model
The Farmers business model Farmers Group, Inc. Farmers Exchanges1 Provides administration Services • Bear underwriting risk and and management handle claims • Underwriting • Own distribution assets (exclusive sales force, direct • Collect premiums • Policy administration call centers, etc.) and bran
Slide 12: Strategic execution underway with early success
Strategic execution underway with early success Farmers needed to evolve to address a rapidly changing marketplace Launched new strategy in 2013 targeting value-oriented customers, designed to leverage our strengths Numerous transformation initiatives under way in relation to brand, technology, cust
Slide 13: A marketplace in transition
A marketplace in transition U.S. PERSONAL LINES MARKET SHARE BY DWP (%) 2000: USD 157bn 2013: USD 264bn U.S. personal lines market is sizeable and mature, growth requires taking Top 10 carriers today1 share 38% 62% 33% 67% Others Top 10 carriers have consolidated share, particularly direct Auto
Slide 14: Market dynamics have shifted the leaderboard
Market dynamics have shifted the leaderboard U.S. PERSONAL LINES CARRIER LEADERBOARD Market share by CAGR of DWP (%) DWP (%) Marketplace changes created a battle for 2000- price-oriented customers 2000 2013 2013 Exclusive agency companies (including State Farm 18.9 19.2 +3.9 Farmers) attempted t
Slide 15: We are designing Farmers to meet the needs of Confident Planners
We are designing Farmers to meet the needs of Confident Planners % of % of auto insurance and home % of households spend CLTV1 46.0% 56.0% Confident 17% 28% 32% Planners Relationship 15% 13% 17% Seekers Loyal 14% 15% 13% 54.0% Outsourcers 44.0% Households Insurance spend (Auto & Home) Value-oriented
Slide 16: Leveraging our strengths to outperform with Confident Planners
Leveraging our strengths to outperform with Confident Planners EXISTING STRENGTHS & CAPABILITIES WHERE WE’RE GOING Strong brand – Total brand awareness in Outstanding customer experience Core 29 states at 93%1 Single, targeted brand Broad product suite – Auto, Home, Renters, Umbrella, Life,
Slide 17: Dedication to an outstanding customer experience already yielding results
Dedication to an outstanding customer experience already yielding results KEY CUSTOMER EXPERIENCE INITIATIVES IN LAST 12 MONTHS Farmers Friendly Reviews Orphan policy handling ‘Smart office’ brand standards Customer onboarding enhancements Revamped forms and customer Digital transformati
Slide 18: How we speak to confident planners
How we speak to confident planners Principles of the ‘smart’ brand strategy for confident planners They crave knowledge and insights Communicate ‘smart’ through facts, statistics, and tips They plan ahead Focus on information that helps them proactively prepare and prevent the bad They want straight
Slide 19: Defining the Farmers brand as 'smart'
Defining the Farmers brand as ‘smart’ Monster Foot (:30) Troubled Tees (:30) Dog Walking (:30) December 5, 2014 Investor Update 19
Slide 20: Farmers is building momentum after moving to a single brand
Farmers is building momentum after moving to a single brand UNAIDED CONSIDERATION FOR HOME & AUTO – TOP 3 MENTIONS1 (%) -3% -6% +16% 60 58 52 49 General 32 37 Market Jan-14 Sep-14 Jan-14 Sep-14 Jan-14 Sep-14 -8% +26% -4% 62 57 47 45 Confident 30 38 Planners Jan-14 Sep-14 Jan-14 Sep-14 Jan-14 Sep-14
Slide 21: Evolving to a modern exclusive agency model via omni channel
Evolving to a modern exclusive agency model via omni channel Agent Web Customer Mobile Call center UNTIL 2013 GOING FORWARD Agent responsible for nearly all sales activity and Customers choose when and how they want to service delivery interact Web and call center largely a middle-man Agents
Slide 22: Digital is foundational to omni channel
Digital is foundational to omni channel WEB TRANSACTIONAL NET PROMOTER SCORE (%) 20.0 Investments in digital are yielding 5.0 early results -4.0 Web experience significantly improved -21.0 Will continue to add/integrate Q4-13 Q1-14 Q2-14 Q3-14 capabilities across channels December 5, 2014 Inve
Slide 23: Early omni production is encouraging
Early omni production is encouraging OMNI POLICIES WRITTEN – AVERAGE MONTHLY VOLUME (#) Omni policies are Farmers policies that either (a) originate from the web/call center OR (b) are a cross-sale by an agent against a web/call center lead or policy 11,166 11,418 11,335 9,377 9,494 9,515 Auto 9,112
Slide 24: Agents essential to strategic execution
Agents essential to strategic execution CUSTOMER FEEDBACK FROM NPS SURVEYS (%) Average net Customer experience is promoter score significantly impacted by Extremely satisfied the agent 71.0% with their agent +60% While most agents were aligned to the new strategy, there was meaningful 29.0% Othe
Slide 25: Recruiting a higher performing agent
Recruiting a higher performing agent AVG NEW AGENT PREMIUM TRAJECTORY (USD) Targeting candidates with 800,000 investible assets and prior business experience 600,000 Extending our financial and operational support of agents 400,000 Financial support will be contingent on performance New agen
Slide 26: Successful Eastern expansion continues
Successful Eastern expansion continues GWP (USDm) Current Atlantic zone In progress (CT, FL) YOY ME Next state (SC) 9m-13 9m-14 growth VT NH NY MA Pennsylvania 36.9 67.5 +83% CT RI PA NJ New Jersey 28.5 67.8 +138% MD DE WV VA Maryland 4.6 9.8 +114% KY NC TN SC Georgia 6.3 20.8 +231% GA AL MS New Yor
Slide 27: Customer experience driving retention upwards
Customer experience driving retention upwards FARMERS NET PROMOTER SCORE1 (%) 13/1 RETENTION – FARMERS AUTO1 (%) +4.5 pts +1.9 pts 34.5 77.4 75.5 30.0 Dec-13 Sep-14 13/1 RETENTION – FARMERS HOME1 (%) +1.4 pts 83.2 81.8 FY-13 Q3-14 Dec-13 Sep-14 1 Rolling 3-month average. December 5, 2014 Investor Up
Slide 28: The impact of solid strategic execution
The impact of solid strategic execution GWP GROWTH (%) COMBINED RATIO2 (%) 0.6% 106.5%3 Cat losses 7.1% 102.2% Farmers -0.9% 100.6% Exchanges 7.3% -2.1% 6.2% overall -2.6% -3.7%1 Q3-13 Q4-13 Q1-14 Q2-14 Q3-14 9m-12 9m-13 9m-14 2.6% 105.4%3 1.1% 7.6% 102.3% Excluding 100.1% 21st Century 8.1% -0.4% 6.
Slide 29: Strategic execution underway with early success
Strategic execution underway with early success Farmers needed to evolve to address a rapidly changing marketplace Launched new strategy in 2013 targeting value-oriented customers, designed to leverage our strengths Numerous transformation initiatives under way in relation to brand, technology, cust
Slide 30: North America Commercial
North America Commercial Mike Foley CEO North America Commercial and Regional Chairman of North America Craig Fundum President Commercial Markets
Slide 31: Growing market share and operating earnings, even in a more challenging environment
Growing market share and operating earnings, even in a more challenging environment We have reshaped the business and are delivering strong results – but with room to improve US commercial insurance is undergoing far reaching change, which plays to our strengths Investments in customer segmentation
Slide 32: We go to market through five businesses and leverage our scale through shared services
We go to market through five businesses and leverage our scale through shared services NORTH AMERICA COMMERCIAL (NAC)1 GCINA1 Commercial Specialty Programs Direct Global Markets Products Markets Corporate Standard P&C and Complex products Business distributed Business distributed Standard P&C lines
Slide 33: We manage our portfolio at a granular level
We manage our portfolio at a granular level TACTICAL 9-BOX GRID STRATEGIC 9-BOX GRID Sub Business Market Business Business Basket Division Unit Unit Sub Business Market Business Business Basket Division Unit Unit 10 Year Historical Average RBRM (%) 1 Year Forward Looking RBRM (%) 1 Year Forward Look
Slide 34: Specialty Auto: We took specific actions to shrink the book and improve profitability
Specialty Auto: We took specific actions to shrink the book and improve profitability 2011 1-year Forward Looking RBRM 2012 1-year Forward Looking RBRM 1-year Forward Looking Combined Ratio 1-year Forward Looking Combined Ratio 2013 2014 1-year Forward Looking RBRM 1-year Forward Looking RBRM 1-year
Slide 35: We have taken focused action to drive profitability across market baskets
We have taken focused action to drive profitability across market baskets NWP by 9-box placement Change vs. (% of total) 2010 (points) 100% 100% Tactical 9-box 2010 36% 1-year Forward Looking RBRM (%) 70% +34pts 45% 15% -30pts 19% 1-year Forward Looking Combined Ratio (%) 15% -4pts 2010 Current Dece
Slide 36: We have moved from industry lagging and are catching the top competitors
We have moved from industry lagging and are catching the top competitors in the market DEVELOPMENT OF PREMIUM GROWTH AND COMBINED RATIO 2005 - 2007 2008 - 2010 2011 - 2013 NWP CAGR (%) Average calendar year Combined Ratio (%) NAC Top-3 competitor average US Commercial Lines industry1 Source: Industr
Slide 37: In the US, there are significant shifts in industry trends
In the US, there are significant shifts in industry trends… KEY INDUSTRY TRENDS Scale matters more than ever Largest carriers investing significantly in predictive analytics Continued “barbelling” of distribution channels to large and small Industrialization of processes differentiate compet
Slide 38: Zurich is well positioned in a fragmented industry where scale increasingly matters
Zurich is well positioned in a fragmented industry where scale increasingly matters 1x 1.5x December 5, 2014 Investor Update 38
Slide 39: We are investing in North America in selected areas of capability
We are investing in North America in selected areas of capability CUSTOMER BROKER • Commercial primary research • Broker behavioral segmentation • Customer feedback (NPS) • Select broker strategy • Moments of truth • Broker analytics • Whole-account view • Broker engagement model PREDICTIVE ANALYTIC
Slide 40: Customer research identified five behavioral segments
Groundbreaking Our research identifiedcustomer research five behavioral segments, of whichrevealed we are“Expertise targetingSeekers” as our Seekers Expertise target customer segment Invested Strategic 17% 13% Learners Engagers Relative Level of Engagement Expertise 20% Seekers Busy 31% Simple Negot
Slide 41: We are building value propositions specific to Expertise Seekers
We are building value propositions specific to Expertise Seekers Expertise Expertise in their industry Seekers Strong reputation, credentials and references Claims touch points and carriers who fairly settle claims Fairness and transparency during the renewal process Both the carrier and the broker
Slide 42: We have already shown an ability to win Expertise Seekers
We have already shown an ability to win Expertise Seekers 10% Busy Negotiator 31% 45% Simple Functionalist Invested Learner 49% Strategic Engager 45% Expertise Seeker 20% Industry1 NAC2 1 Industry includes all companies greater than USD 5m annual revenue. 2 Sample of 484 customers. December 5, 2014
Slide 43: We identified key 'Moments of Truth' across the customer journey
We identified 12 key ‘Moments of Truth’ across the customer journey CUSTOMER JOURNEY Follow-up Research & Purchase & Claims Renewal Evaluation Servicing File a claim Receive a claims payment or notification of a third-party payment December 5, 2014 Investor Update 43
Slide 44: We reacted to customer feedback to improve the claims FNOL experience
We reacted to customer feedback to improve the claims FNOL1 experience FNOL PAIN POINTS IDENTIFIED ACTIONS TAKEN Longer than normal call length during Enhanced new hire training curriculum periods of increased new hires to focus on customer service mindset, phone skills Website difficulties that neg
Slide 45: We are driving an increase in our relationship NPS
We are driving an increase in our relationship NPS which should support our growth goals NAC RNPS RESULTS RETENTION RATE AVERAGE PREMIUM 89% 1.45X Promoter 52% 54% 11pts 1.45 Passive 33% 32% Detractor 15% 14% 78% X 2013 2014 NAC RNPS 37 40 December 5, 2014 Investor Update 45
Slide 46: We are accelerating our investment in predictive analytics
We are accelerating our investment in predictive analytics ACCELERATING BUILD RAMP-UP (2014 +) INITIAL MODELLING (2011 – 2013) (2008 – 2010) Predictive Modeling Established team in Expanding and TEAM team established low cost location to enhancing team to refresh models grow capability 6 fir
Slide 47: Our ability to utilize new sources of data is expanding
Our ability to utilize new sources of data is expanding Unstructured / external Municipal Research Structured / • Building codes papers external • Permit filings Demographic Real Estate • Census • BLS records Unstructured / internal Conference Legal / presentations Engineering Weather Legislative Em
Slide 48: Individual underwriter pattern recognition is insufficient
Individual underwriter pattern recognition is insufficient Roof Management Number of age New or Year Tenure Subcontractors Renewal Account built Financial Claims Rating Underbillings Driver Incentive Program Payment Policy Age timeliness Class Fit Number of stories Continuity Vacancy Planning Rate E
Slide 49: Approximately 1/3 of the time, individual pattern recognition results in poor decisions
Approximately 1/3 of the time, individual pattern recognition results in poor decisions PREDICTIVE COUNTER PREDICTIVE 66% 34% Note: Graphics shown in each category (Predictive, Counter Predictive) are purely illustrative. December 5, 2014 Investor Update 49
Slide 50: Zurich's relative expected loss
Workers’ Compensation example: Zurich’s view can vary significantly from a basic view ~2,000 60% Zurich’s relative expected loss ~25% 0% Low High ~(40%) Initial Expected Loss (Using Industry Data Only) (60%) December 5, 2014 Investor Update 50
Slide 51: Our policy level expected losses are ~40% lower to ~40% higher than industry data
Our policy level expected losses are ~40% lower to ~40% higher than using industry data only Zurich average diff. from Industry Decile Number 60% 10 44% Zurich’s relative expected loss 9 17% 8 7% 0% 7 (1%) 6 (7%) 5 (12%) 4 (17%) 3 (22%) 2 (29%) 1 (43%) Initial Expected Loss (Using Industry Data Only
Slide 52: Resulting 'lift curve' shows how Zurich can appropriately price for the risk
Resulting ‘lift curve’ shows how Zurich can appropriately price for the risk Zurich average diff. from Industry Decile Number 60% 44% 10 44% Zurich’s relative expected loss 17% 9 17% 7% 8 7% 0% (1%) 7 (1%) 1 2 3 4 5 6 (7%) 7 8 9 10 6 (7%) (12%) 5 (12%) (17%) 4 (17%) (22%) 3 (22%) (29%) 2 (29%) (43%)
Slide 53: Insights are important, but require the 'last mile' to capture the benefit
Insights are important, but require the ‘last mile’ to capture the benefit December 5, 2014 Investor Update 53
Slide 54: Commercial Markets serves many industries across all of North America
Commercial Markets serves many industries across all of North America CM has over 300 UWs across the US and Canada… …insuring a wide range of companies Commercial Markets offices Construction Manufacturing Edmonton Vancouver Calgary Montreal Real Estate Financial Institutions Boston Toronto Clevelan
Slide 55: We've calibrated our underwriters to drive consistent risk assessment and pricing
We’ve calibrated our underwriters to drive consistent risk assessment and pricing WHAT IS 5/5/5? 5/5/5 RESULTS1 If we give the same five files … Prior to 5/5/5 38% A B C D E 62% … to five underwriters … Current calibration 9% … they should be able to come within +/- 5% of the Technical Price -5% 0%
Slide 56: We will continue to drive tiering results to improve our profitability
We will continue to drive tiering results to improve our profitability RATE CHANGE, SELECT EXAMPLE FROM PREMIUM RETENTION, SELECT EXAMPLE FROM COMMERCIAL MARKETS FY-13 (%) COMMERCIAL MARKETS FY-13 (%) Plan Actual Plan Actual 26 95 95 91 86 85 20 75 61 12 48 10 6 5 2 2 Tier A Tier B Tier C Tier D Tie
Slide 57: Pricing Activity Tracking Hub (PATH) allows us to ensure front-line pricing discipline
Pricing Activity Tracking Hub (PATH) allows us to ensure front-line pricing discipline December 5, 2014 Investor Update 57
Slide 58: Pricing Activity Tracking Hub (PATH) allows us to ensure front-line pricing discipline
Pricing Activity Tracking Hub (PATH) allows us to ensure front-line pricing discipline December 5, 2014 Investor Update 58
Slide 59: Pulling up to our full customer view, this customer is well-priced
Pulling up to our full customer view, we find that overall, this customer is well-priced PATH – Account Specific Detail Policy Detail: Policy GHI Customer Information: Customer 123908 LOB Property Name Customer 123908 Effective Date 5/1/2014 Industry Segment Education Policy GWP $927,546 DUNS 000000
Slide 60: We are driving front-line accountability through the use of scorecards
We are driving front-line accountability through the use of scorecards December 5, 2014 Investor Update 60
Slide 61: Execution at the front-line is critical
Execution at the front-line is critical TO WRAP-UP ON THE ‘LAST MILE’ Clear expectations for our underwriters Robust tools for underwriting managers Driving better outcomes at the transactional level, … while balancing overall customer dynamics December 5, 2014 Investor Update 61
Slide 62: Growing market share and operating earnings, even in a more challenging environment
Growing market share and operating earnings, even in a more challenging environment We have reshaped the business and are delivering strong results – but with room to improve US commercial insurance is undergoing far reaching change, which plays to our strengths Investments in customer segmentation
Slide 63: Finance Update
Finance Update George Quinn Chief Financial Officer
Slide 64: Key targets
Key targets On track 9M-14 KEY RESULTS TARGET METRICS OVER STRATEGIC PERIOD 9m-14 Target BOP BOPAT ROE1 11.8% 12 - 14% USD 3.8bn (+7%) 9m-14 Target Z-ECM2 127% 100 – 120% NIAS Cumulative FC FY-14 Net cash 3-year target USD 3.0bn (+3%) remittances > USD 3.5bn > USD 9bn 1 Business operating profit aft
Slide 65: General Insurance
General Insurance Significant improvement in accident year profitability COMBINED RATIO SPLIT (%) BOP (USDm) 100.7% 98.0% 4.4% 96.6% 3.2% 39 37 2.4% 19 2,376 20 289 2,124 98.3% 97.2% 94.8% -2.0% -2.4% -0.6% 9m-13 UWR Investment RCG NTR NCI 9m-14 FY-12 FY-13 9m-14 Income Underwriting result Net non-t
Slide 66: Global Life
Global Life Good progress in repositioning the business NEW BUSINESS VALUE1 (USDm) BOP (USDm) 1’060 1’353 1’351 1’272 926 950 99 124 134 83 103 176 227 243 173 965 167 757 978 138 715 49 102 89 117 49 155 245 84 135 109 75 130 130 194 60 123 180 70 234 90 191 71 130 953 141 819 778 569 659 494 434 4
Slide 67: How we will improve life reporting
How we will improve life reporting Segmenting reporting to align with strategic priorities PROPOSED APPROACH Manage for Bank Developed Emerging value distribution markets growth markets growth e.g. Continental e.g. Zurich e.g. UK/US e.g. LatAm and Europe, UK/US Santander and ‘front books’ Asia Pacif
Slide 68: Prioritizing investment
Prioritizing investment Stepped up investment in all areas of the business INVESTMENTS IN 2014 General Insurance – Targeted investments, adding ~0.5pts to GI expense ratio – Primary focus on NAC, Global Corporate, Switzerland and Italy, but with additional investments into other priority markets –
Slide 69: Managing for value
Managing for value Actions underway, full potential still to be tapped GENERAL INSURANCE GLOBAL LIFE Significant potential from improving Exit from marginal positions, with further performance of ‘turnaround’ businesses1 prioritization of investment spend Phase 1 of in-force management actions
Slide 70: Growing operating earnings
Growing operating earnings More to do CONTINUE PROGRESS FROM 2014 Progress in 2014 across the group – Substantial improvement in GI accident year ex-cat combined ratio – Global Life BOP impacted by ‘clean up’ actions and costs associated with strategic initiatives – FMS results broadly stable, but
Slide 71: These initiatives show how we can deliver on our target of a 12-14% BOPAT ROE
These initiatives show how we can deliver on our target of a 12-14% BOPAT ROE BOPAT ROE (%) ~1.5% - 2.0% ~13% 11.8% 1% 1% 0.6% 11.2% Reported Normalizing Adjusted GI actions GL actions Equity growth Investment at 20161 9m-14 cat losses, 9m-14 10% return pension gain & tax 1 Indicative and directiona
Slide 72: Closing remarks
Closing remarks Martin Senn Chief Executive Officer
Slide 73: Appendix
@ ZURICH Appendix
Slide 74: Biography Martin Senn
Biography Martin Senn Skills and experience Martin Senn (born 1957, Swiss Citizen) is a trained banker and worked for the former Swiss Bank Corporation from 1976 to 1994 including as treasurer in Hong Kong and regional treasurer for Asia and the Pacific region in Singapore before eventually managing
Slide 75: Biography Jeff Dailey
Biography Jeff Dailey Skills and experience Jeff Dailey (born 1957, U.S. citizen) began his career 1980 with Mutual Service Insurance Company. He also worked for Progressive Insurance Company. He went on to form Reliant Insurance Company, an auto insurance start-up owned by Reliance Group Holdings,
Slide 76: Biography Mike Linton
Biography Mike Linton Skills and experience Mike Linton has been in marketing and general management for over 30 years. He began his career in Brand Management at Procter & Gamble in 1980. He went on to Progressive Insurance, James River Paper Company and Remington in various Marketing and General M
Slide 77: Biography Mike Foley
Biography Mike Foley Skills and experience Mike Foley (born 1962, U.S. Citizen) joined the financial management training program of Armtek Corporation in New Haven, Connecticut, in 1984. After graduating from Kellogg in 1989, Mr. Foley joined the Deerpath Group in Lake Forest, Illinois, as an associ
Slide 78: Biography Craig Fundum
Biography Craig Fundum Skills and experience Craig Fundum (born 1957, U.S. Citizen) began his insurance career in 1981 as an underwriter with the Royal Insurance Group. He joined Zurich in 1990 and has held various leadership positions since, including Assistant Vice President of Commercial Group Pr
Slide 79: Biography George Quinn
Biography George Quinn Skills and experience George Quinn (born 1966, British citizen) started his career at KPMG 1988 in London where he held several positions working with the insurance and reinsurance industry. He joined Swiss Re in 1999 as Chief Accounting Officer based in Zurich and later serve
Slide 80: Notes
Notes December 5, 2014 Investor Update 80
Slide 81: Notes
Notes December 5, 2014 Investor Update 81
Slide 82: Notes
Notes December 5, 2014 Investor Update 82
Slide 83: For further information
For further information CALL US VISIT OR FOLLOW US Investor Relations James Quin +41 44 625 21 10 Aaron Beharelle +41 44 625 25 50 André Meier +41 44 625 37 75 Gianni Vitale +41 44 625 48 26 Rating Agency Management Michèle Matlock +41 44 625 28 50 www.zurich.com Events Patricia Heina +41 44 625 38
Slide 84: Calendar
Calendar: - February 12, 2015, Annual results 2014 - April 1, 2015, Annual General Meeting 2015, Zurich - May 7, 2015, Results for three months to March 31, 2015 - May 21, 2015, Investor Day, Zurich © Zurich Insurance Company Ltd
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