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Integrated Report 2017 Contents Integrated Report 2017 Contents Page Creating a world worth living in 1 Why invest in Sanlam 2 Case study: Feedback from the users of our report 3 Financial highlights 2017 4 Understanding our strategy 6 Understanding our business 8 A snapshot 01 Understanding how our business creates shared value 12 of Sanlam Our key quantitative performance measure: RoGEV 14 A decentralised group 18 Sanlam’s global presence 22 Sanlam’s presence per line of business 24 The Sanlam stakeholder network 28 Our economic and operating environment 34 Case study: Made for millennials 39 Our regulatory environment 40 Chairman’s report 48 The world in 2017 and Case study: Building omni-channel and analytics strength 53 our performance 02 Group Chief Executive’s strategic review 54 Financial and operational review 70 Case study: Thought leadership through fact-based insights 95 Five-year review 96 Stock exchange performance 98 Analysis of shareholders on 31 December 2017 99 A strategy for sustainable performance 102 Strategic pillar: Profitable top-line growth through a culture of client-centricity 104 Strategic pillar: Enhancing resilience and earnings growth through diversification 106 Our long-term 03 Strategic pillar: Extracting value through innovation and improved efficiencies 108 strategic execution Strategic pillar: Responsible capital allocation and management 110 Sanlam strategy in action 114 Understanding our key risks 116 Remuneration based on performance 126 Remuneration, governance and 04 Understanding our governance approach 128 King IVTM Sanlam Board of directors as at 31 December 2017 132 About our 05 About the 2017 Integrated Report 136 report Shareholders’ 06 Shareholders’ information 145 information Appendix, glossary 07 Appendix, glossary and admin 205 and admin A snapshot of Sanlam 01 Creating a world worth living in We have been creating value for stakeholders since 1918 – for almost 100 years. Our world has changed beyond recognition over In this report, we explain our insights and strategic this time. The pace of development is increasing response to remain true to our purpose. These define exponentially, creating opportunities, presenting and recognise the need for Sanlam to contribute to challenges and opening ways to improve future financial resilience and prosperity in all the markets prospects for all. At Sanlam, the essence of our purpose where we are present. Resilience generally describes has not changed: to build a world of Wealthsmiths™, the capacity of a system, be it an individual, an supporting people in living their best possible lives organisation, the environment or an economy, to through financial resilience and prosperity at the absorb internal and external shocks, and deal with individual, organisational and societal levels. change while continuing to flourish. At Sanlam, resilience is about protecting our stakeholders against Sanlam is one of the biggest internationally active the potential negative financial consequences of insurance groups globally, and is classified as a these events. We create financial prosperity through domestic systemically important financial institution in enhancing people’s ability to maintain financial South Africa. As one of the largest financial services independence beyond their income-generating groups in Africa, we are a key pillar of the continent’s capability. The focus areas and outcomes that ensure infrastructure – and any material instance of failure or the sustainability of Sanlam’s contribution to financial impairment of Sanlam would have a significant impact resilience and prosperity are set out in detail in the on the economies in which we operate. Resilience Report, which is supplementary to our We therefore take our role and contribution to a Integrated Report. stable financial system seriously and are committed to This report reflects on our journey in 2017 by describing supporting financial resilience, well-being, prosperity how we enabled financial resilience and prosperity for and inclusion. We achieve this in a sustainable manner individuals, organisations and society, while looking by creating shared value for our stakeholders. forward to the next 100 years. The profile, impact and influence of our different stakeholder groups transformed over the ten decades in line with the changing world. They require new responses to changing economic, social and political environments. Over time, the needs and value perceptions of stakeholders have also changed, with Sanlam often in a position where our strategic decisions have to balance different stakeholder groups’ interests. INTEGRATED REPORT 2017 1 A snapshot of Sanlam Why invest in Sanlam WE OUTPERFORMED OUR ROGEV TARGET – SANLAM HAS BEEN CREATING VALUE which measures the value created for shareholders – consistently and contributing to financial since listing in 1998. resilience and prosperity for almost 100 years – for all our stakeholders. WE INCREASE OUR DIVIDEND in real terms through a stable dividend policy. Our strategic objectives OUR DIVERSIFIED NATURE remain relevant and CREATES RESILIENCE CONTINUE TO CREATE VALUE while offering growth OVER THE SHORT, MEDIUM opportunities grounded in our AND LONG TERM. culture of client-centricity. WE HAVE A SKILLED AND EXPERIENCED MANAGEMENT TEAM with appropriate incentives to drive high performance. OUR LARGE, STABLE SOUTH AFRICAN BASE AND MATURE BOOK ALLOW US TO INVEST OUR OMNI-CHANNEL DISTRIBUTION APPROACH in other high-growth, but more CREATES SEAMLESS volatile, territories through INTERACTION AND a partnership model. COMPREHENSIVE SUPPORT to enhance the personal WE HAVE A FIRST-MOVER intermediary model with ADVANTAGE a strong direct sales capability. in the Rest of Africa and an unmatched Pan-African presence. 2 SANLAM A snapshot of Sanlam 01 Feedback from the users of our report Sanlam has more than 450 000 shareholders, who constitute one of our material stakeholder groups. In addition to our engagement through results presentations and general meetings, the annual reporting suite is one of our main channels of communication to our shareholder base, and also to sell-side investment analysts. Our reporting philosophy is founded on providing our shareholders and the broader investment community with relevant, transparent and value-adding information to enhance the investment analysis process. We again elicited feedback from our largest shareholders and sell-side analysts this year to determine their satisfaction with the quality and materiality of information provided in this report. Feedback insights Sanlam’s response The full annual reporting suite is the most preferred The five sustainability chapters of 2016 were refocused source of information when assessing performance, following a materiality process to provide more succinct with the sustainability report a secondary source of and relevant reporting to our stakeholders. The Resilience performance assessments. Report links our sustainability clearly to our purpose, and identifies the indicators that would alert readers to progress, challenges and opportunities in this regard. The financial review, Group Chief Executive’s strategic We included the 2017 performance reports in a clearly review and the Operational review by the Group identified section in this report, with the more static Chief Executive are the top ranking sections according information presented in separate sections. The shareholder to the order in which the report is read. value drivers have also been included in the Sanlam Snapshot in the Integrated Report, rather than an appendix – based on the feedback and ranking. The content of the Integrated Report covers the More detailed commentary has been included in the aspects that our shareholders deemed necessary, Financial and Operational Review and additional information with additional detail to be considered for the on the SEM operations have been included in the Shareholder international operations (Saham Finances, Shriram Information section. The annual reporting suite elements Capital, other SEM operations) and human resources. are explained visually to guide readers on where to find information that is not specifically included in the Integrated Report. We asked shareholders how much importance they The assurance process is explained in more detail on page 146 attached to external assurance of the content of the and further assurance of material non-financial elements will Integrated Report. 84% regarded external assurance be considered. as important to very important. Shareholders indicated a high level of understanding We continue refining our reporting content in line with the of the company’s strategy and long-term objectives, requirements of the <IR> Framework and our stakeholders’ risks and opportunities after reading the report and expectations – and appreciate that our current disclosure is are highly satisfied with the level of materiality applied. achieving its purpose. A small minority would like to see some expansion on future-oriented information and more balanced reporting in the Integrated Report – the rest are positive about current disclosure. INTEGRATED REPORT 2017 3 Financial highlights 2017 Net result from financial RoGEV per share Dividend per share services 14,8% Adjusted RoGEV R8 549m 290 cents +7,3% +8,2% of 15,8% Calendar of 2017 events January February March Independent non-executive director, Just over 2 000 swimmers took Clement Booth resigned as a Paul Bradshaw, passed away on part in the third Sanlam Cape Mile at non-executive director from the boards
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