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Investor-Day-2019-En.Pdf 01 OPENING REMARK S 1 March 25, 2019 01 OPENING REMARK S Disclaimer This document is purely informative. Its content does not constitute, nor can it be interpreted as, an offer or an invitation to sell, exchange or buy, and it is not binding on the issuer in any way. The information about the plans of the Company, its evolution, its results and its dividends represents a simple forecast whose formulation does not represent a guarantee with respect to the future performance of the Company or the achievement of its targets or estimated results. The recipients of this information must be aware that the preparation of these forecasts is based on assumptions and estimates, which are subject to a high degree of uncertainty, and that, due to multiple factors, future results may differ materially from expected results. Among such factors, the following are worth highlighting: the development of the insurance market and the general economic situation of those countries where the Group operates; circumstances which may affect the competitiveness of insurance products and services; changes in the basis of calculation of mortality and morbidity tables which may affect the insurance activities of the Life and Health segments; frequency and severity of claims covered; effectiveness of the Groups reinsurance policies and fluctuations in the cost and availability of covers offered by third party reinsurers; changes in the legal environment; adverse legal actions; changes in monetary policy; variations in interest rates and exchange rates; fluctuations in liquidity and the value and profitability of assets which make up the investment portfolio; restrictions in the access to third party financing. MAPFRE S.A. does not undertake to update or revise periodically the content of this document. Certain numerical figures included in the Investor Presentation have been rounded. Therefore, discrepancies in tables between totals and the sums of the amounts listed may occur due to such rounding. 2 01 OPENINGAGENDA REMARK S 01 OPENING REMARKS Mr. HUERTAS 02 2019-2021 STRATEGIC PLAN Mr. GURTUBAY 03 CAPITAL MANAGEMENT Mr. MATA 04 INVESTMENT MANAGEMENT Mr. JIMÉNEZ 05 MAPFRE RE Mr. PÉREZ DE LEMA 06 BRAZIL Mr. PÉREZ-SERRABONA 07 INTERNATIONAL CORE MARKETS Mr. TAMAYO 08 MAPFRE USA Mr. CASTELO 09 MAPFRE OPEN INNOVATION Mr. ARIAS 10 CLOSING REMARKS Mr. HUERTAS 3 01 DISCURSO DE APERTURA Speakers Antonio Huertas Chairman & CEO Fernando Mata José Luis Gurtubay José Luis Jiménez Eduardo Pérez Jaime Tamayo CEO CFO & Member of Head of Strategy and Chief Investment de Lema International the Board M&A Officer CEO MAPFRE RE Alfredo Castelo Fernando Pérez-Serrabona José Antonio Arias Natalia Núñez CEO North America CEO Brazil CInO Head of Investor Relations 4 01 OPENING REMARK S 01 WE’RE TRANSFORMING OPENING OURSELVES REMARKS For growth and improved profitability Antonio Huertas 5 01 OPENING REMARK S 2016 – 2018 Strategic Plan Focus on profitable growth 6 01 OPENING REMARK S 2019 – 2021 Strategic Plan We’re transforming ourselves for growth and improved profitability 7 01 OPENING REMARK S 2019 – 2021 Strategic Plan Strategic pillars 8 01 OPENING REMARK S 2019 – 2021 Strategic Plan Aspirational objectives VALUE GROWTH OPERATIONAL CREATION MANAGEMENT ROE 2021 Revenue Boost Non-Life Combined Ratio 10% LIFE 30bn € Life-Protection premiums average 96% Premiums +5%* +8%* average * On a constant basis 9 01 OPENING REMARK S 2019 – 2021 Strategic Plan Excellence in Increase TECHNICAL AND Open, flexible and global technology RPA* › transactions OPERATIONAL › Advanced analytics platform MANAGEMENT +10mn Solutions for Client › Differential value proposition 73% +41% 1mn clients of businesses Digital Orientation › Client experience with NPS® business outperforming competitors In the 3-year period › More commitment › Gender Equality: openings in % % % Culture and 75 45 3 leadership positions Culture and Positions filled by of workforce Talent talent index women with › Improve employees’ capacities 2021 disabilities 2021 › Sustainability, innovation and confidence * Robotic Process Automation 10 01 OPENING REMARK S 2019 – 2021 Strategic Plan IBERIA Grow and improve profitability: › Strengthen the MAPFRE network › Reinforce bancassurance channel › Distribution channels › Improve client experience › Family-oriented strategies › Companies segment 11 01 OPENING REMARK S 2019 – 2021 Strategic Plan BRAZIL Optimistic about business development in Brazil › New agreement › Final stage of business restructuring process › Better discipline and technical control › Strengthened management team 12 01 OPENING REMARK S 2019 – 2021 Strategic Plan LATAM NORTH & SOUTH Mexico Multichannel & diversification of › Growth in most profitable lines product portfolio › Invest in distribution channels › Reduced Combined Ratio › Boost agent and digital networks › Life business › Bancassurance agreements › New sales agreements › Digital services and self-service 13 01 OPENING REMARK S 2019 – 2021 Strategic Plan NORTH AMERICA United States › Leadership in Massachusetts › Profitability in key states › Digital business Puerto Rico › Digitalization of operations 14 01 OPENING REMARK S 2019 – 2021 Strategic Plan EURASIA Technological transformation and process modernization Italy and Germany › Boosting the Verti brand Turkey › Diversification of products and channels › Improved technical profitability 15 01 OPENING REMARK S 2019 – 2021 Strategic Plan Minimize the Capacity for Europe and Group Better capacity volatility of the growth, LATAM: reinsurance after MGR catastrophe maintaining benchmark manager reorganization business efficiency reinsurer 16 01 OPENING REMARK S 2019 – 2021 Strategic Plan › Transformation of internal › Focus on STRATEGIC markets structure for MAPFRE › Aspires to excellence with › New phase of PROFITABLE MAPFRE clients growth 17 01 OPENING REMARK S 2019 – 2021 Strategic Plan Capital stability and strength, while maintaining dividend momentum Financial Strong solvency Cash flow Commitment flexibility position generation to investors 18 01 OPENING REMARK S 2019 – 2021 Strategic Plan 19 02 2019- 2021 STRATEGIC PLAN 02 2019-2021 Strategic Initiatives STRATEGIC PLAN José Luis Gurtubay 20 02 2019- 2021 STRATEGIC PLAN 2019 – 2021 Strategic Plan – Change Agenda 21 02 2019- 2021 STRATEGIC PLAN Strategic Initiatives – Strategic Plan 2019 - 2021 Customer- focused Digital Challenge Digital Business Plan MAPFRE Global Operational Large Cities Efficiency Model Digital Health Advanced Analytics SAM 3.0 22 02 2019- 2021 STRATEGIC PLAN Strategic Initiatives – Strategic Plan 2019 - 2021 Objective • Sales • Client retention Customer- focused • Encourage distributors Benefits Digital Challenge Digital Business Plan • Client growth and retention level MAPFRE Global Operational Large Cities • Client experience Efficiency Model Customer- focused • Distributor relationship • Shared knowledge Digital Health Advanced Analytics SAM 3.0 • Client identification • New global agreements of businesses with NPS® GROWTH 73% outperforming competitors 23 02 2019- 2021 STRATEGIC PLAN Strategic Initiatives – Strategic Plan 2019 - 2021 Objective • Profitability • Digital business Customer- focused Benefits • Increase digital business Digital Challenge Digital Business Plan • Improve results MAPFRE Global Operational Large Cities Efficiency Model Digital Business Plan • Dynamic positioning in comparison engines • New online quote Digital Health Advanced Analytics generators and recruiters SAM 3.0 • Sophisticated price optimization techniques Digital business PROFITABILITY +41% in the 3-year period 24 02 2019- 2021 STRATEGIC PLAN Strategic Initiatives – Strategic Plan 2019 - 2021 Objective • Develop operational models • Enhance MAPFRE Customer- focused competitiveness Digital Challenge Digital Business Benefits Plan • Cost savings MAPFRE Global Operational • Improve claim costs Large Cities Efficiency Model MAPFRE Global • Customer service Operational Efficiency Model Digital Health Advanced Analytics • Global Provider Model SAM 3.0 • Robo-transactions Increase RPA (Robotic Process Automation) TRANSFORMATION +10mn transactions 25 02 2019- 2021 STRATEGIC PLAN Strategic Initiatives – Strategic Plan 2019 - 2021 Objective • Discover new approaches • Build predictions Customer- focused • Generate recommendations Digital Challenge Digital Business Benefits Plan • Competitive leadership MAPFRE Global Operational Large Cities Efficiency Model Advanced Analytics • Global inventory • Governance model Digital Health Advanced Analytics • Specialized structure SAM 3.0 • Procedure defining TRANSFORMATION 26 02 2019- 2021 STRATEGIC PLAN Strategic Initiatives – Strategic Plan 2019 - 2021 Objective • Key players • Opportunities from Customer- focused telematics Benefits Digital Challenge Digital Business Plan • Benchmark partner • Differentiated offering MAPFRE Global Operational Large Cities Efficiency Model SAM 3.0 • ADAS • UBI strategy Digital Health Advanced Analytics • Manufacturer value SAM 3.0 proposition GROWTH 27 02 2019- 2021 STRATEGIC PLAN Strategic Initiatives – Strategic Plan 2019 - 2021 Objective • Leadership position in health digital market in Customer- focused Spain Digital Challenge Digital Business Plan Benefits • Better positioning MAPFRE Global Operational Large Cities • Improved customer Efficiency Model Digital Health loyalty Digital Health Advanced Analytics • SAVIA SAM 3.0 GROWTH 28 02 2019- 2021 STRATEGIC PLAN Strategic Initiatives – Strategic Plan 2019 - 2021 Objective • Improve position in Spain: Madrid and Barcelona
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