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Our Mission and Our Values

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Our Mission and Our Values GUEST COMMENTARY | MISSION AND VALUES 13 Our mission and our values The UNIQA Group endeavours to supply Austria with an unprompted brand recogni- Closeness to our high-quality products, services and processes tion score of 81 per cent� customers and corporate on a consistent basis and, in addition, to incor- values put into practice: porate trends, technical progress and knowl- According to surveys, UNIQA is associat- these are the cornerstones edge from our diverse customer contacts� We ed with positive emotions such as courage, of our success. We will also want to be a reliable partner for our cus- happiness, innovation, curiosity and crea- achieve the objectives of tomers� We are there to support them whatever tivity� Building on this foundation, we initi- the UNIQA Group if we their circumstances, providing them with the ated our first integrated international com- impress our customers confidence and courage that will enable them munications campaign in May 2014 entitled with services that are to enjoy their lives� “Denk UNIQA – Denk Mut zum Glück” (Think second to none. UNIQA – Be Bold, Be Happy)� In this campaign, Our mission and our values – we encourage our customers to take a proac- a sound basis tive approach to shaping their lives� We have been successful, as attested by several audi- Just like in a family, we are dedicated to our ence and industry awards, as well as market customers so that they can enjoy life-long se- surveys� Following the launch in Austria, we curity and plan their lives with confidence� We then implemented the campaign in CEE� The want to abide by our four corporate values: we cross-media campaign is supported by discus- inspire, we shape the future, we are straight- sion forums such as denk�uniqa�at and initia- forward and we deliver� These values have tives for employees� grown from our business and determine our approach in all our areas of activity� In 2015, 80 brand ambassadors in Austria and approximately 500 brand ambassadors in in- The UNIQA and Raiffeisen ternational markets were busy spreading the Insurance brand names – word on behalf of UNIQA� They were tasked strong and trustworthy with bringing UNIQA’s mission and values into their areas of activity and their organisa- Our uniform brand strategy across Europe em- tions� To this end, in over 50 workshops in all phasises the common identity shared by the en- our countries, numerous brand ambassadors tities in the UNIQA Group� We operate in all and employees identified the most important markets (with the exception of Russia) under moments in customer contact� They came up the UNIQA brand name� UNIQA and Raiffeisen with more than 150 specific measures which Insurance are the two strongest insurance help provide the perfect support to customers brands in Austria; UNIQA is in first place by far, in every aspect of their interactions with the based on a score of 76 per cent for unprompted company related to UNIQA’s brand and values� brand recognition� Raiffeisen Insurance bene- fits in turn from the strength of the Raiffeisen brand, the most recognised banking brand in 14 Good regional Russia: excellent cooperation with banking partner Raiffeisen ensures high profi tability positioning despite recession. RU Central Europe (CE) Eastern Europe (EE) Czech Republic: GDP per capita PL growth of 260% (1995–2014) Southeastern Europe (SEE) shows convergence of Central UA Russia and Western Europe. CZ SK AT HU Austria: with a market share RO of 47% in health insurance, UNIQA perfectly covers Austrians’ number 1 need. HR High potential in CEE (insurance spending per capita and year in EUR) BA RS 2,154 Sales breakdown by region UNIQA International (38%) BG 2,007 ME KO 13% Central Europe MK 2% Eastern Europe 1977–1984 AL 45% 38% 5% Southeastern Europe 1951–1971 UNIQA Austria UNIQA International 1% Russia Southeastern Europe: insurance spending of only 358 18% Western Europe 114 134 € 114 per capita and year 54 suggests enormous potential 17% Raiffeisen Insurance Austria for increases. EE SEE Russia CE Austria EU 15 Good regional Russia: excellent cooperation with banking partner Raiffeisen ensures high profi tability positioning despite recession. RU Central Europe (CE) Eastern Europe (EE) Czech Republic: GDP per capita PL growth of 260% (1995–2014) Southeastern Europe (SEE) shows convergence of Central UA Russia and Western Europe. CZ SK AT HU Austria: with a market share RO of 47% in health insurance, UNIQA perfectly covers Austrians’ number 1 need. HR High potential in CEE (insurance spending per capita and year in EUR) BA RS 2,154 Sales breakdown by region UNIQA International (38%) BG 2,007 ME KO 13% Central Europe MK 2% Eastern Europe 1977–1984 AL 45% 38% 5% Southeastern Europe 1951–1971 UNIQA Austria UNIQA International 1% Russia Southeastern Europe: insurance spending of only 358 18% Western Europe 114 134 € 114 per capita and year 54 suggests enormous potential 17% Raiffeisen Insurance Austria for increases. EE SEE Russia CE Austria EU 16 COMPANY & STRATEGY | MANAGEMENT BOARD Management Board of UNIQA Insurance Group AG ANDREAS BRANDSTETTER 2004� In 2005, he took over as CEO of UNIQA Chairman of the Management Board / International AG� He was appointed to the CEO / b. 1969 Management Board of UNIQA Insurance Group With UNIQA since 1997� Previously, he worked AG on 1 July 2011� for Raiffeisen Group in Austria and Brussels� He was appointed to the Management Board Responsible for: UNIQA International in 2002 and has driven the development of the CEE network� He took over as Chief Executive THOMAS MÜNKEL Officer (CEO) on 1 July 2011. Member of the Management Board / COO / b. 1959 Responsible for: Investor Relations, Group Appointed as Chief Operating Officer (COO) Communication, Group Marketing, Group on 1 January 2013� Previously, he held various Human Resources, Group Internal Audit, and management positions in an international in- the Group General Secretary function surance group over a period of 20 years� HANNES BOGNER Responsible for: Group Operations, Group IT, Member of the Management Board / Group Project Office CIO / b. 1959 With UNIQA since 1994� Chief Financial Officer KURT SVOBODA (CFO) from 1998 to 2014� Since 1 January 2015, Member of the Management Board / he has been Chief Investment Officer (CIO) of CFO/CRO / b. 1967 the UNIQA Group� Previously, he worked as With UNIQA since 2003� Initially, he was a man- an Austrian Certified Public Accountant and aging director in the UNIQA Capital Markets Tax Advisor (beeideter Wirtschaftsprüfer und GmbH� He was appointed to the Management Steuerberater)� Board as Chief Risk Officer (CRO) on 1 July 2011� On 1 January 2015, he also assumed responsibil- Responsible for: Group Asset Management, ity for the role of Chief Financial Officer (CFO) Legal & Compliance, Group Internal Audit of the UNIQA Group� Prior to 2003, he worked for international insurance companies and for WOLFGANG KINDL an auditing firm� Member of the Management Board / UNIQA International / b. 1966 Responsible for: Group Finance-Accounting, With UNIQA since 1996 and in the interna- Group Finance-Controlling, Group Actuarial tional business since 1997� He was the CEO of and Risk Management, Group Reinsurance, UNIQA Assurances in Geneva from 2000 to Regulatory Affairs From left to right: Thomas Münkel, Wolfgang Kindl, Andreas Brandstetter, Kurt Svoboda, Hannes Bogner COMPANY & STRATEGY | MANAGEMENT BOARD 17 Full speed ahead into the future New customers Change in customer Growth in CEE expectations Regulatory burdens Low interest rates Digital transformation UNIQA 2.0 Our growth Ready for launch Initial successes Shape the future strategy 2011–2012 2013–2015 2016–2020 Goals … … Implementation … … Heading for new targets! 2016–2020: focus and quantitative targets 1. Customer growth Double the number of customers by 2020 Number of customers 15 million customers by 2020 INVESTMENTS IN THE FUTURE from 7.5 million to 15 million 2011: 7.7 million Stay relevant in our customers‘ lives No.1 in Austria and no.3 in CEE by 2020 + 30% OPERATIONAL EXCELLENCE 2015: 10 million Target operating model and IT core system Development and rollout of a target operating model Areas of action across the group Focus on our core insurance business in Investments: Basler in Croatia and Investing in the business model of Renewal of the central IT platform 2. Focus on core business UNIQA‘s core markets Serbia, EBRD shares in CEE, hospitals the future Disinvestments: Mannheimer Strengthening service and innovation Digital transformation Versicherung, hotels, media group culture Turnaround – life insurance Short-term: first wave of digitalisation already under way Medium-term: paradigm shift towards “better life service provider” in the digital age UNIQA Austria: increase profitability Combined ratio Focus on group-wide themes Profitability – property and casualty insurance 3. Implementation of Raiffeisen Insurance: increase productivity 2011: 104.9% UNIQA International: profitable growth – 7.1 PP key programmes Risk/Return: value-oriented management 2015: 97.8% Stability – health insurance Strengthen equity Economic capital ratio Safeguarding the stable capital position Simpler group structure that facilitates 2011: < 100% Economic equity management Improving process efficiency FINANCIAL GOALS 4. Solid capital base financing on the stock exchange + 80 PP Re-IPO 2013 2015: > 182.2% Premium growth 2% p.a. 113.5% Ø operating ROE Active capital management New business value 60 million p.a. Annual increase of Net cost ratio <21% by 2020 dividends per share Increase earnings before taxes by up Earnings before taxes Annual increase in dividend per share Combined ratio <95% by 2020 5. Attractive financials to € 400 million Ø operating ROE of 13.5% for 2017–2020 2011: € 145 million +190% Capital ratio >170% 2015: € 423 million UNIQA 2.0 Our growth Ready for launch Initial successes Shape the future strategy 2011–2012 2013–2015 2016–2020 Goals … … Implementation … … Heading for new targets! 2016–2020: focus and quantitative targets 1.
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