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Insurance Australia Group Limited. ANNUAL REVIEW 2008

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Insurance Australia Group Limited. ANNUAL REVIEW 2008 THE FACTS: IN BLACK & WHITE. ANNUal REVIEW 2008 Insurance Australia Group Limited ABN 60 090 739 923 2008: THE RESULTS. $7.8b 6.1% $261m 22.5cps GROSS WRITTEN PREMIUM INSURANCE MARGIN NET LOSS AFTER TAX TOTAL DIVIDENDS A 5.6% increase from the Down from last year’s 11.4%. A decrease from last year’s Comprises an interim previous year. Insurance margin represents $552m profit. dividend of 13.5 cents per Gross written premium our insurance profit as a The net result after allowing for ordinary share (cps) and (GWP) is the total amount of percentage of net earned income taxes and the share a final dividend of 9cps, insurance premiums we sold premium. of profit owing to minority fully franked. to customers. shareholders. Dividends are payments made to holders of IAG’s ordinary shares. 61% 84 $12m 61,217t EMPLOYEE ENGAGEMENT CUSTOMER SATISFACTION COMMUNITY INVESTMENT CO2 EQUIVALENT EMISSIONS Remained level with the Up from 83 last year. Remained level with the A 2.2% improvement from previous year. This is an index score of previous year. the previous year. This is a measure of our customer satisfaction across This is our total investment This is a measure of IAG’s CO2 Australian employees’ claims and sales and service (including sponsorships, equivalent (CO2e) emissions engagement drawn from in our largest business, promotion, administration, in Australia and New Zealand our annual employee survey. Australian direct insurance. donations and employee (NZ) through, for example, volunteer hours) across the electricity use and paper community in Australia. consumption. CONTENTS PAGE INSURANCE PROFIT For the year ended 30 June What’s happened 1 How we’re responding 1 Insurance margin (%) Insurance profit ($m) Chairman’s review 2 CEO’s review 4 % $m 18.0 Where we’re going 7 16.0 1,000 Who we are 8 14.0 Where we’ve come from 10 800 12.0 Our performance 12 10.0 600 Sustainability 17 8.0 400 Five year financial summary 21 6.0 The board 22 4.0 200 Director and executive remuneration 23 2.0 Useful information Inside back cover 0 0 98 99 00 01 02 03 04 05 06 07 08 WHAT’S HAPPENED. Increased claims from COMPETITIVE CONDITIONS RedUced investment RESTRUCTURING COSTS natURAL PERILS, UP 22% IN KEY MARKETS RETURNS We have implemented changes from THE PREVIOUS YEAR Soft conditions continued Income on shareholders’ to our corporate strategy While paying claims for damage in some of our key markets, funds reduced to $24 million and cost savings initiatives from storms and other natural impacting our financial compared to $301 million in to improve our performance. perils is a normal part of performance, in particular the previous year. Deteriorating We incurred $350 million in doing business for an insurer, the Australian and NZ credit markets adversely impairment charges related to IAG’s businesses incurred commercial insurance and impacted the value of our bond our plan to scale back our UK $502 million natural perils the United Kingdom (UK) holdings, however we expect operations, and the initiatives claims costs, which is 22% motor insurance markets. to recover this over time. implemented in our Australian more than the $411 million This reduced our insurance businesses have resulted incurred last year. margin by 1.7%. in a before tax restructuring cost of around $60 million. The benefits of these changes will be visible in the 2009 financial year and beyond. HOW WE’RE RESPONDING. Improving OUR PUrsUing select MORE STREAMLINED Improved OUTLOOK PERFORMANCE IN international growth, operating MODEL We expect our refined AUSTRALIA AND NZ SCALING back IN THE UK We have moved to a new corporate strategy, coupled with A key priority in our refined We will continue to pursue operating model, creating improved operating conditions, corporate strategy is to select, complementary end to end businesses aligned to improve shareholder value. improve our performance in international growth, but around customers, brands During the 2009 financial our home markets of Australia we’re scaling back our UK and markets. In this devolved year, we expect underlying and NZ. Significant operational operations to focus solely model, accountability and GWP growth of around 3%–5% improvements are expected on the more specialised and responsibility are closer to the and reported GWP growth of to deliver annual savings of profitable segments, principally end consumer. This provides 0%–2%. Our insurance margin around $130 million (before our successful Equity Red our operating businesses is expected to be above 10%. tax) in Australia once fully Star specialist underwriting the control they need to This guidance is subject to implemented, and we’ll business. This means we will better execute strategies no material movements in benefit from annual savings of sell some of our UK based and manage performance. foreign exchange rates or credit $16 million (before tax) in NZ. mass market underwriting and spreads, and no catastrophes A major focus will be to better distribution businesses. or large losses beyond understand our customers’ our allowances. needs and provide superior customer experiences. 1 CHAIRMAN’S REVIEW. A DIFFICULT YEAR AND A DISAPPOINTING RESULT During the past year, a wide range of factors adversely affected IAG, resulting in a very disappointing financial performance in 2008. The board accepts responsibility for those factors within its control, and as a result has initiated a program of decisive changes, outlined in this report. ADVERSE CONDITIONS AFFECTING THE WHOLE MARKET Difficult trading conditions were experienced across the entire Australian general insurance industry. More severe and frequent weather events caused higher levels of claims costs. At the same time, the commercial insurance markets saw soft conditions with very competitive premium levels. In an unfortunate coincidence of timing, returns on investments in the share market were negative and extra costs have been incurred from wider credit spreads. All of these pressures reduced profitability across the industry. UK OPERATIONS In addition to these industry challenges, part of IAG’s operations in the UK, the mass market underwriting and distribution businesses, performed poorly. These businesses represent around 6% of the Group’s revenue (GWP). We entered the UK market at a time when pricing and underwriting conditions were widely expected to improve. However, the rate of recovery in the market has been slow and we now expect it will take several years for profitability to be restored. After considering a range of alternatives, the board and management decided the best option would be to take action and exit from the mass market underwriting and distribution businesses in the UK, and this process is underway. The other major part of our UK operations, the specialist motor insurance underwriter Equity Red Star, continues to perform well and operate profitably. SIGNIFICANT CHANGES IN MANAGEMENT AND STRATEGY The board clearly recognised the need for major changes to occur to improve our profitability in terms of realising the potential of our valuable brands and businesses. Following the resignation of Michael Hawker, Michael Wilkins was appointed as CEO. Michael Wilkins has more than 25 years of insurance and financial services experience. Before joining IAG in November 2007 as chief operating officer, he was managing director of Promina (the former owner of insurers AAMI, Vero and Australian Pensioners Insurance Agency). He is well qualified to lead IAG as it embarks on a new direction. In early July, Michael Wilkins outlined to the market a revised strategy and business operating model, changes in the management team, substantial cost reductions, and the exit from some parts of our UK operations mentioned earlier. 2 IAG ANNUAL REVIEW 2008 THE 2008 YEAR HAS BEEN ONE OF IAG’S MOST CHALLENGING, WITH A WIDE RANGE OF FACTORS SEVERELY AFFECTING OUR FINANCIAL PERFORMANCE. WE HAVE TAKEN DECISIVE ACTIONS TO IMPROVE PERFORMANCE AND, ULTIMATELY, SHAREHOLDER VALUE. We believe this revised strategy and QBE TAKEOVER PROPOSAL CAPITAL operating model will restore value and QBE Insurance, which mainly operates in IAG’s capital position remains strong. profitability. Further details on this, and the international commercial insurance markets, At 30 June 2008, we had a multiple Group’s results for the 2008 financial year, sought to take advantage of the current of 1.62 times our minimum regulatory are contained in the CEO’s review. better insurance cycles in its business to capital requirement. attempt to acquire IAG at a low price in On behalf of the board, I would like this current negative cycle in Australia. We also maintain the highest financial to convey my thanks to former CEO strength ratings from Standard & Poor’s Michael Hawker, who made a significant Whilst QBE described its approach of any Australian based insurer, despite contribution to the Group. as a ‘friendly merger’, it required a one notch downgrade to our ratings during BOARD CHANGES control, without offering a satisfactory the year. Our very strong rating of ‘AA-’ In addition to the management team premium to IAG shareholders for the for each of our key wholly owned insurers changes mentioned above, the board significant benefits it sought to capture. is a reflection of their financial condition. There was little discussion by QBE on is also undergoing renewal with the DIVIDENDS retirement from 31 August 2008 of quantifying these benefits and how they should be shared. Your board has decided not to continue Neil Hamilton and Rowan Ross. These paying dividends which exceed 100% of directors were instrumental in guiding QBE did not make a formal or complete our profit in these difficult times. the Group through a period of growth offer at any stage, but instead stipulated and development after demutualisation, it required a unanimous recommendation As a result, we will pay a fully franked and I thank them for their contribution.
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