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INVESTOR DAY

Munich Re driving digital transformation

Munich, 21 November 2017


Agenda

A Framework
and infrastructure B Business
transformation C Business
extension

Munich Re (Group) Cyber insurance Internet of Things


Joachim Wenning Daljitt Barn Greg Barats
CEO – Munich Re (Group) Global Head of Cyber President and CEO – HSB

ERGO Digital Ventures Canadian multi-channel Digital Partners


Mark Klein distribution Mary Forrest Andy Rear
Chief Digital Officer – ERGO Group President & CEO, North America (Life and Health) CEO – Digital Partners

Reinsurance ERGO Mobility Solutions nexible


Marcus Winter Karsten Crede John Paul Pieper
Head of Reinsurance Development CEO – Mobility Solutions CEO – nexible

Data and analytics Mass customisation in India


Wolfgang Hauner Ritesh Kumar
Chief Data Officer Managing Director and CEO HDFC ERGO India

Investor Day 2017 2


Munich Re (Group)
Joachim Wenning

Investor Day 2017 3


Framework and infrastructure – Munich Re (Group)

Digital business models have been penetrating


all industries since almost 20 years
Product launch
1998 2008 2009 2010
RETAIL MUSIC COMMUNICATIONS TRANSPORTATION

Insurance industry in the midst of digital transformation

Images: used under license from shutterstock.com Investor Day 2017 4


Framework and infrastructure – Munich Re (Group)

Insurance industry perspective –


Future winners will leverage “digital ingredients”
Traditional insurance Additional value-creation lever: Opening the gates to
value drivers will remain Data analytics and technology new businesses

Image: used under license from shutterstock.com Image: used under license from shutterstock.com Image: Getty Images

REINSURANCE  New risks, extended insurability,  Changing front ends


 Risk assessment and risk mitigation/prevention  Changing needs of transforming
 Products  New products, solutions, and industries (from standard products to
PRIMARY INSURANCE extended services system solutions)
 Sales  Effectively serve the (hybrid)
 Operations customer across all channels
ASSET MANAGEMENT  Efficiency increases and automation

This will sophisticate/extend “traditional” and create “solution” business for transforming industries

Investor Day 2017 5


Framework and infrastructure – Munich Re (Group)

To remain a winner in the future, “digital ingredients”


are embedded in our business strategy

STRATEGIC FOCUS
Improve and grow the Group portfolio Invest and divest according to Digital transformation
Business first strategic fit and performance Build new businesses

RESULT FOCUS DIGITAL FOCUS LEADERSHIP FOCUS


Strict bottom-line focus Invest in technology, data, and agile IT Rigorous execution
ERGO Strategy Programme Partner with start-ups and InsurTechs Powerful leadership
Create new business opportunities Create new market access and Reduce complexity and drive
new business models business
Leverage underwriting and
innovation Co-create new businesses with clients Push to win
Strong asset management
BASIS
Reliable results Client and business focus Leading brand
Attractive returns to shareholders Leading functional competencies Attractive place to work
Transparency Strong capital position Driving change
Investor Day 2017 6
Framework and infrastructure – Munich Re (Group)

To achieve concrete results from innovation and


digitalisation, we systematically follow three steps

OUR AMBITION
Focus and execute Fully exploit value-
 Develop Munich Re creation potential
Explore and learn portfolio through from “digital ingredients”
 Scout technology business transformation
Build the foundation and trends and business extension
 Establish innovation
 Drive idea generation  Consequently drive
infrastructure
 Experiment along key activities
 Create separate room
variety of initiatives
for innovation
 Promote cultural change 3
1 2

Investor Day 2017 7


Framework and infrastructure – Munich Re (Group)

1 We have invested in building a global foundation


for innovation across the Group
Invest in global
innovation footprint
Invest in Invest in
people projects
Global network of >€160m invested
>300 FTE dedicated to beyond FTE assignment
innovation activities and since 2015
>200 FTE with a data
science background

Invest in data analytics Invest in


and technology infrastructure acquisitions
Bi-modal IT, smart data analytics, data storage >€60m invested in more than 10 corporate venture capital
(“data lake”), cooperation with technology (CVC) projects and start-ups with primary focus on
analytics providers InsurTech, IoT and data specialists – further M&A activities
based on strategic fit and performance/scalability

Investor Day 2017 8


Framework and infrastructure – Munich Re (Group)

2 We turn ideas into business potential based on


a managed process from idea generation to implementation

Encourage
idea generation
>420 innovation ideas assessed,
based on >1,000 proposals

Execution or early exit


~200
Testing and ideas
discarded
learning (from
success and
>220 innovation projects and
pilots (thereof ~130 ongoing)
failures) ~90
projects
Market launch stopped
and scaling >20 implementations

Investor Day 2017 9


Framework and infrastructure – Munich Re (Group)

3 We take an active role to continuously transform and extend


our business – Selected projects to be discussed today

Business transformation Business extension


Pure digital player
Develop & strengthen traditional core (nexible) Explore & discover
 Enhance value proposition  Extend traditional core, develop new
 Extend insurability business models
 Alter the value chain  Identify new business fields
 Increase efficiency Digital Partners

Cyber insurance Sensor-driven business models


(IoT)
Canadian multi-channel distribution ERGO Mobility
Solutions
Mass customisation (India)
Additionally: Ongoing analysis of “question marks”,
e.g. Blockchain-driven business models

DISTANCE TO THE CORE

Investor Day 2017 10


Framework and infrastructure – Munich Re (Group)

3 We realise innovation synergies from our set-up as RI


and PI through our project on Interlocked Business Models
Key areas for innovation synergies
 Joint innovation activities and building of business models,
Expertise e.g. IoT, digital platforms, and ecosystems
 Joint use of resources
 Product development competencies, e.g. cyber
Technology
and data  Innovation infrastructure, e.g. innovation scouting
 Technology know-how and infrastructure,
e.g. data analytics, artificial intelligence
Customer  Leverage global presence of RI,
access
e.g. for ERGO Mobility Solutions in China
 Corporate venture capital (CVC) infrastructure and competencies

Create a strategic advantage from primary insurance and reinsurance set-up

Investor Day 2017 11


ERGO Digital Ventures
Mark Klein

Investor Day 2017 12


Framework and infrastructure – ERGO Digital Ventures

We live in a time of technological change

Devices and sensors Data Computing power Artificial intelligence

It took Google

30 billion 90% of data 1,202 CPUs A new world


connected devices was gathered and 176 GPUs to beat the chatbots, robots,
by 20201 in the last 2 years world champion at the game Go autonomous cars …

Changing behaviour is driving digital opportunities for primary insurance business

1 Source: HIS. Images: used under license from shutterstock.com Investor Day 2017 13
Framework and infrastructure – ERGO Digital Ventures

Our origin and mission:


Turn ERGO into the leading provider for digital solutions
ERGO 8 Fundamental optimisation of product portfolio

Strategy 9 Integrated offerings for hybrid customers


Programme 10 Solutions for pure online customers

fit digital successful 11 Strengthening internat. comm./indust. business

Net investment of ~€1bn (2016–2020) 12 International B2B2C partnerships

€400m €400m €200m 13 International growth

Founding of ERGO Deutschland ERGO Digital Ventures ERGO International

Our mission Ensure successful  P&L responsible for >€1bn GWP


execution of ERGO’s online and direct sales in Germany1
digital transformation  Driver of growth initiatives

1 As at 31 December 2016 including ERGO Direkt. Investor Day 2017 14


Framework and infrastructure – ERGO Digital Ventures

Framework for digitalisation at ERGO

Enabling technology
and digital innovation

Improving Disrupting Establishing


existing existing new business
business business models
models models
Starting with
Starting with Starting with automotive
pure digital

Hybrid
customer

Digital culture – a new way of working and global exchange


Image: Stockphoto

Investor Day 2017 15


Framework and infrastructure – ERGO Digital Ventures – Hybrid customer

The online market for insurances is growing strongly

Insurances – Online share


Information
Sales ~75%
Significant potential
in online/offline link
50%

30%
~25%
19% Further growth potential
14%
9% in online sales
2%

2005 2010 2015 2020


GfK, Bain "Global Digital Insurance Benchmarking Report 2015"

© Bildagentur PantherMedia/vantuz

Investor Day 2017 16


Framework and infrastructure – ERGO Digital Ventures – Hybrid customer

We aim at the modern customer and


adapt in sales, retention and service
360-degree customer view The new agency
 We aim to further harmonise products  50% of ERGO.de’s web traffic induced
(car, home, liability) and operations to from our agencies’ web sites
meet our customers’ needs and  We strive to become the leading website
expectations on all channels for tied agents in Germany
 Usage of customer relationship
management started in October,
serving our first individualised
cross-channel campaigns

Service Empowering ERGO in online business


 We aim to provide Germany’s leading  We aim to make all main retail products
insurance customer self-service portal attractive and available for sales on all
(measured in absolute number of logins) iStock.com/Tijana87
channels (online, telephone, print, …)
 More than 620,000 registered users,  Conversion rates increased in health
annual growth rate 35% products by 22%

Investor Day 2017 17


Framework and infrastructure – ERGO Digital Ventures – ERGO Digital IT

We empower ERGO to deliver best-in-class


user experience by means of our new digital factory

as part of ERGO’s global IT


BERLIN WARSAW

Source: Shutterstock ~50 experts Source: Shutterstock ~250 experts

~€140m (gross) ERGO Mobility Solutions Success case

planned investment 2017–2020  Increase volume – Increase overall sales


in customer-facing IT solutions volume and number of policies concluded
for unrivaled costs per product in car business by establishing new sales
channel through OEMs
We live a new way of working
 Market penetration – Conclude
 Use greenfield approach where cooperation with OEMs and strengthen
possible market penetration for ERGO
 Agile projects – developed
 Sustained profitability – Aim to achieve
Multitool Life end-to-end in
sustained profitability of the ERGO brand
only three months

Investor Day 2017 18


Framework and infrastructure – ERGO Digital Ventures – Innovation management

We focus and account for different maturities


of innovation topics by using a hype-cycle logic
Observe Explore Deploy

Expectations Connected cars


Genomics
International
3D printing
3D scanning knowledge
Drones Sharing economy

Autonomous
exchange
driving Telematics on mutual
Smart factory
AI/bots
business
Web
Mobile/ analytics
IoT for B2B apps
Blockchain
distributed ledgers Peer-to-peer Social CRM
insurance media
AI underwriters
Wearables Big data & analytics
Cyber security
Video interaction Connected home

Innovation trigger Peak of inflated expectations Trough of disillusionment Slope of enlightenment Plateau of productivity

Investor Day 2017 19


Framework and infrastructure – ERGO Digital Ventures – Innovation management

Connected Home – ERGO Safe Home minimises and


prevents damage for smart-home customers
Overview: ERGO Safe Home Deutsche Telekom cooperation
Smart-home
hub  Product bundle of insurance, technology and service
Sensor-based alarm system combined with house-
Fire
hold insurance and assistance service. Sensors
detect incident and notify customer and assistance
service partner for immediate relief.
 Joint sales with Deutsche Telekom
Burglary Water
Sale of smart-home bundle via ERGO’s tied agents
and sale of stand-alone assistance service via
Telekom shops

Automated alert chain triggered by sensors


with 24/7 emergency assistance
Investor Day 2017 20
Framework and infrastructure – ERGO Digital Ventures

We have established units and programmes to drive


digitalisation from the edge

Hybrid
customer

HDFC
ERGO

“core”
nexible

Digital
health

EMS

https://commons.wikimedia.org/wiki/File:NASA-HS201427a-HubbleUltraDeepField2014-20140603.jpg

Investor Day 2017 21


Reinsurance
Marcus Winter

Investor Day 2017 22


Reinsurance

Our innovation activities capitalise on major external trends

TECHNOLOGICAL SHIFTS – “INDUSTRY 4.0” NEW TYPES OF RISKS


Sensors Cyber
Digitalisation
1 3
and automation
“Hyperloop”
Image: used under license from Image: used under license from
shutterstock.com/Robert Lucian Crusitu shutterstock.com/Pressmaster

DIGITAL ECOSYSTEM DATA & ANALYTICS


1 0 Data lake
110011
Digital Partners Image: used under license from
shutterstock.com/Rawpixel.com 01001
2 4 01 10 Digitally
Canadian augmented
multi-channel underwriting/
distribution claims
Investor Day 2017 23
Reinsurance

1 “Industry 4.0” provides us with the opportunity


to access a huge market with new business models

 “Industry 4.0” provides access to


significant new revenue streams and
a new customer base

 Change of value proposition


 Claims prevention vs. claims coverage
 Assurance of outcome vs. insurance of risk
 Provision of hardware (sensors/assets)
and performance guarantee

Investor Day 2017 24


Reinsurance

2 Digital Ecosystem – We provide an attractive value


proposition for players rethinking insurance delivery
Digital Partners Canadian Multi-channel Distribution

Global multiline Product design


capacity and data

AGILE
DELIVERY

Venture capital Technology

 Providing digital backend systems beyond traditional underwriting/pricing support


 Offering value to different players servicing consumers with risk coverage

Investor Day 2017 25


Reinsurance

3 We have a longstanding tradition


in insuring new types of risks

Image: used under license from shutterstock.com

Pushing the boundaries of technology: Extend value proposition into services: Leverage data analytics:
“Hyperloop” Cyber Pandemics cover

Investor Day 2017 26


Reinsurance

4 Strong investment into data analytics allows us to extract


value from internal and (new) external data sources
TECHNOLOGY
State-of-the-art data analytics infrastructure
“Munich Re Data Lake” in place – no legacy
systems

PEOPLE
Investment into decentral data analytics
capabilities, >150 FTE with data science
background across global organisation

VALUE
Data scientists and business function teams
partner to deliver cognitive computing and
artificial intelligence across the value chain

Investor Day 2017 27


Reinsurance

Our transformation: Agile, flexible, modular

Network of partnerships
supplementing traditional
linear value chain

Digital
solutions Innovation activities
designed drive cultural change
for a modular towards a flexible and
environment agile mindset

Images: used under license from shutterstock.com Investor Day 2017 28


Reinsurance

We drive innovation in the industry

Unique positioning Unique mix of value propositions for our partners

 Global presence  Domain expertise in underwriting, claims and risk


 Financial strength management
 Full range of monetisation options  Efficient access to new solutions
 No IT legacy  Strong brand and reputation
 No channel conflicts  Mutual trust
 Longevity of our offerings

Images: used under license from shutterstock.com Investor Day 2017 29


Reinsurance

Strategic investments in selected partnerships


to leverage joint value creation potential

InsurTech IoT  >€60m invested into >10 assets


focusing on InsurTech and IoT
ecosystem

 Strategic intent is joint value creation


and establishment of long-term
partnerships

 We provide value – not only money:


Start-ups seek access to domain
Other expertise, clients and brand
accreditation provided by Munich Re

Investor Day 2017 30


Reinsurance

From incremental innovation to leading-edge technology –


Tangible success cases

IoT
M.I.N.D.
Cyber Augmented
solutions underwriting
Drone Data AI
coverages Analytics Suite

Canadian Data lake


Insurance gap and Epidemic trends
multi-channel solutions 1 0
financially motivated distribution
110 011

reinsurance
Digital
Partners
Data-driven
Expanding the solutions
Reshuffling boundaries of
Capital the value insurability
Traditional market
reinsurance chain
solutions

Investor Day 2017 31


Data and analytics
Wolfgang Hauner

Investor Day 2017 32


Data and analytics

Data and analytics – Why, why now, and how?

Sales

New developments We enable our employees


help to use full power General Insurance- and customers to use
Underwriting

of technologies
AI specific AI enriched data, advanced
tools and state-of-the-art
Claims analytics
Neural
networks
1997 2011 2016

Data volume Munich Re is leading in


is growing insurance-specific
exponentially artificial intelligence (AI)
Powered by

Data scientists and business-function teams partner to deliver cognitive computing


and artificial intelligence across the value chain
Investor Day 2017 33
Data and analytics

Data and analytics supports Munich Re’s core strategic areas,


serving as business enabler for the whole Group
Mission: Generate business value
through data analytics for internal
 Tariff optimisation  Churn
and external clients  Customer satisfaction  Cross selling
 Automated underwriting  Loss-driver analysis
Data Portfolio Fee  Loss-driver analysis  IoT and telematics
analytics analysis business  Telematics  Supply chain monitoring

Help to retain Generate Getting paid Data


business by more and for services and
providing data better analytics
analytics business,
services identify weak
spots
 Daily sick allowance  Predict interest rates
 Medical coding assistant  Portfolio optimisation
(MOCA)  Sentiment analysis
 Predictive underwriting
 Dental billing check
Investor Day 2017 34
Data and analytics

Data and analytics serves purposes along


the (re)insurance value chain

Insurance
value chain

Image: used under license from shutterstock.com Image: used under license from shutterstock.com Image: used under license from Getty Images / Benjamin Torode

DISTRIBUTION UNDERWRITING CLAIMS

AI trends AUTOMATED ADVISORY AUTOMATED UNDERWRITING VISUAL CLAIMS SUPPORT


 Complement face-to-face  Leverage all data and  Enable fast response
interaction resources  Obtain more detailed
 Enable innovative distribution  Improve workflow and information
(e.g. P2P) customer experience  Handle low-volume,
 Serve low-volume,  E.g. “The Box“
high-frequency claims
high-frequency segment
 E.g. M.I.N.D
 E.g. mass business in India

Investor Day 2017 35


Data and analytics in reinsurance

How it works in the reinsurance group

1 2 3 4
Collect data Store, cluster and Analyse data Add value
structure data

Client/
portfolio data Data lake

Munich Re
data

External data
sources
Machine learning, Solution
AI, statistics  Improve efficiency
 Improve portfolio
quality
 Business generation

Image: used under license from shutterstock.com Investor Day 2017 36


Data and analytics in reinsurance

1 Collect data: Combination of data with


domain-specific expertise is key!
The Device
Industrialisation 4.0 Mesh New Payment Models
Up-/cross- 3D Printing Materials Ambient User Experience
Haptic Technologies Augmented and Virtual Worlds
selling Cloud/Client Architecture Telematics
Web-Scale IT Digitalisation
Streaming Weather Smart Home
data data Wearable Devices
Predictive/ Internet of Loc-based Services
Actuarial
automated Things
science Artificial General
Risk u/w Digital Health Intelligence
Services Information
manage- Churn Web 5.0
of everything Advanced Machine
Learning
ment data Quantum
Smart Autonomous Agents
Social Geospatial Social Computing
machines Autonomous Vehicles
media data media Predictive
analysis data Analytics Robotics/Drones
Historical
Fraud Data driven Algorithmic Smart Dust
claims Decisions business
Detection Crowd
data Context-aware
Computing sourcing
Supply Cyber-
Blockchain Technology security User Centered Design
chain
Open Data
Sensor Portfolio Adaptive Security Collaborative
Consumption
Architecture
data data Digital Identity

Investor Day 2017 37


Data and analytics in reinsurance

2 Munich Re Data Lake – The open enterprise


approach for the reinsurance group globally
Data innovation Time to digital market Service diversity

USER
Int2 INTERFACE
Int1
Internal/ LOGIC
external data Ext1 SPEED UP
and algorithms
AND SHORTEN DATA
SHARED PROCESSES
KNOWLEDGE TECHNOLOGY

Reach highest level of data innovation Shorten time to insight and product Layers of expertise, professionalism
by community-driven digitalisation by centralising and cataloguing and enterprise readiness
 Share data, knowledge and  Find data fast using a catalogue  Service development in every layer
algorithms  Clean, prepare and merge of the value creation process
 Very fast prototyping and innovation centrally  Multi-dimensional customer base
 Easy access and self service  Lots of horsepower
Investor Day 2017 38
Data and analytics in reinsurance

2 Munich Re Data Lake –


Leading-edge infrastructure
Intelligent shortcut using best-in-class
solutions to build a superior overall system
Cost-efficient Analytics
implementation Hadoop and data lake tools SAS Mobile BI tools
HANA
Browser

SAS Visual Analytics Terminal server


SAS Enterprise Guide
SAS Enterprise Miner MS Office Add-in
SAS Contextual Analytics
Access to SAS Data Loader
HANA

Existing HDFS file system SAS LASR


HANAs Long-term unstructured and structured data Data for ad-hoc
Structured transactional in-memory analytics
business data
Project folders
In-memory user folders
Access to Oracle/
SQL Server
technology SAS autoload Access to Hadoop/ Central
embedded process
folders
accelerates storage
processes facility

Investor Day 2017 39


Data and analytics in reinsurance

3 Turning data into value

Platform open to every Often initial focus on data extraction


Munich Re employee to be solved to enhance available data
 Dynamically visualise data of Explorative Multivariate effect  Figure out how certain factors
any size analysis analysis influence a target variable
Advanced Regression
 Get a quick and easy overview visualisation and machine
 Influence of age, gender,
of data by using heatmaps, techniques learning models disease, etc. on claimed amount
correlation matrices, etc.
Advanced
analytics
 Analyse large amounts of
 Predict outcomes based on AI, unstructured text, pictures,
certain explanatory factors Predictive text mining, speech, …
 Predict claimed amount per modelling deep learning  Extract key topics from claims
Regression Singular-value
individual based on age, and machine decomposition, NLP,
reports, insurance-specific
gender, disease, etc. learning models neural networks computer vision

Support new developments, e.g. Facilitates quick and


text mining (NLP) and telematics in-depth analysis of problems
Investor Day 2017 40
Data and analytics in reinsurance

4 Example: Risk assessment to improve efficiency –


Digitally augmented underwriting: Tariffs using artificial intelligence

Tariffs are key – But hard, slow, and costly


 Experts using portfolio-specific data
Primary insurance
 GLMs1 as state-of-the-art risk models
 Various individually estimated factors for tariff adjustment Benefits
 Speed/timeliness
Automatic  Cost reduction
Munich Re AI methods and individual
 Improved risk selection
AI-based tariffs
Additional
external data ETL2
 Large repository of proprietary global
Claims, tariff and risk data
Model contract data
 Access to high-quality external data sources
Munich Re selection
Fitting,  Exceptional data science and domain
data and
tuning, expertise
insights
evaluation  Cutting-edge data and artificial intelligence
technology
1 Generalised linear models. 2 Extract, Transform, Load. Investor Day 2017 41
Data and analytics in reinsurance

4 Example: Risk assessment to generate more business –


Identify cross-selling potential for a client
Identify pools with high cross-selling potential Improve sales efficiency and profitability
$$  Improve transparency on existing customers, e.g.:
 Clusters with high buying potential
 Geocoded distribution of customers per
Result clustering: insurance policy
Data collection Machine
and testing learning Profit potential  Potential analysis per distribution channel
 Efficient usage of sales force capabilities
Geocoded result visualisation
 Better customer relationship management
 Forecast insured’s policy type
with 90% success ratio  Swift deployment of service: complete analysis
cycle can be done within 4–8 weeks
 Identify customers with high
potential to buy additional  No system integration needed
insurance by region

High potential to buy additional insurance

Source map: Munich Re Investor Day 2017 42


Cyber insurance
Daljitt Barn

Investor Day 2017 43


Cyber insurance

Our approach

History Ambition Growth Resonance

We have been Munich Re would Organic through Our heritage of


writing cyber for like 10% market quota-share, plus managing complex
over 10 years share by the end white-label and risk whilst being
of 2020 primary markets innovative in the
cyber market

Munich Re Syndicate Limited

Investor Day 2017 44


Cyber insurance

Global trends

Cyber penetration in the US: ~20% Cyber penetration in rest of world: <5%
 Strong growth in certain industries:  Lloyds have circa 60 syndicates writing cyber
Manufacturing, transportation, life sciences,  Strong growth predicted in EU for SME and
power and utilities growing markets in Asia, especially Japan
 Ransomware attacks in 2016:  Cedants wanting support from Munich Re
Increase of 100%–400%, making it the “year (quota-share or facultative) to understand the
of the ransomware” gaps between writing SME and moving to
 More IoT-leveraged attacks in 2017, like the industry
“Dyn event”  Automated underwriting and MGA models
 Attacks on cloud services will be more key for distribution
prevalent, e.g. business interruption.
We will therefore see more primary cyber
policies being written

Investor Day 2017 45


Cyber insurance

Cyber incident – WannaCry


Executive summary
 Example of a ransomware worm that encrypts files on the
compromised computer and demands a ransom payment
for decryption (~US$ 300–600 paid in bitcoins)
 Attack has hit over 200,000 systems in 150 countries since
12 May 2017
 All Windows versions before Windows 10 are vulnerable to
WannaCry if not patched for MS-17-010
 Finally WannaCry scans for other vulnerable Windows
computers to spread very quickly

A turning point for cyber insurance?


 Raised awareness globally of this type of peril, i.e. it
impacted people’s lives
 Did not impact cyber policies because of waiting periods,
and with this and Petya, the ransom is below retention limits
 Business interruption is the more prevalent impact
Investor Day 2017 46
Cyber insurance

Cyber insurance landscape –


What do we think?

Current market size Global distribution of cyber Munich Re GWP in 2016

~US$ 3.6bn 85% US$ 263m


At the end US market by 38% growth
of 2016 end 2016 (versus 26% market)

Size of the opportunity EU growth Munich Re low loss ratios

US$ 8–10bn GDPR1 Profitable


By the end Mandatory breach For the class
of 2020 reporting for cyber of business

1 General Data Protection Regulation. Investor Day 2017 47


Cyber insurance

Cyber risk in the insurance industry –


Cyber as a peril

Rapidly evolving Inhomogeneous Cyber crime is Risk Cyber past does


landscape big business quantification? not predict cyber
future

Image: used under license from shutterstock.com Image: used under license from shutterstock.com Image: used under license from shutterstock.com Image: used under license from shutterstock.com Image: Getty Images

Investor Day 2017 48


Cyber insurance

Implementing cyber security –


Cyber as a control

Budget and Risk mitigation Security controls How much What is the RoI?
teams often focused must work at all security is
aligned with IT times enough?

Image: Getty Images Image: used under license from shutterstock.com Image: used under license from shutterstock.com Image: Getty Images Image: used under license from shutterstock.com

Investor Day 2017 49


Cyber insurance

Cyber risk in the insurance industry –


Cyber as a product

Coverage versus Managing the We’re in the risk No quantum of Accumulation


pace of change risk, and pricing management cyber claims
in technology accordingly business data

Image: used under license from shutterstock.com Image: used under license from shutterstock.com Image: used under license from shutterstock.com Image: Getty Images Image: used under license from shutterstock.com

Investor Day 2017 50


Cyber insurance

Cyber risk in the insurance industry –


Commonalties between the two worlds
PERIL PRODUCT
People Lack of skilled cyber resources Lack of cyber skills in cyber underwriting

Regulation No mandatory breach notification 85% of global market is US focused,


outside US but EU to follow

Technology Digitisation – connecting the old Distribution opportunities


with the new

Confidence is increasing within our industry, but more work needs to be done on both sides
Investor Day 2017 51
Cyber insurance

Cyber (re)insurance market –


Strong and long-term growth to be expected
GWP global cyber insurance market1 US$ bn GWP Munich Re cyber portfolio US$ m
10 Rest of world Reinsurance
USA Primary insurance 263
191
5 126 135

0
2015 2016 … 2019 2020 2013 2014 2015 2016

Reinsurance: First-mover and global market leader Primary insurance: Specialised single-risk taker
 Dynamic growth through joint projects with cedants  Hartford Steam Boiler: Established player in the US
 Steady growth in the US for SMEs and individuals
 Strong accumulation models  Corporate Insurance Partner: Focus on large corporate
clients – Cooperation with IT providers, and Beazley

With our leading-edge expertise and strong global market presence, we will cautiously participate
in the growth of this market segment
1 Estimates based on different external sources (Marsh & McLennan, Barbican Insurance, Allianz). Investor Day 2017 52
Cyber insurance

Cyber (re)insurance outlook –


Significant expansion of coverage types possible

Already in the market ... first offerings ... not yet

Loss or Privacy Cyber Property (Contingent) Product Reputational Loss of


theft of data breach extortion damage business liability damage intellectual
protection interruption property
Data destroyed or Consumer data Threat of loss or First- or third-party BI/CBI resulting Third-party Loss of profits due Loss of profits due
stolen; covered in stolen or lost, or destruction of own property damage from a cyber event property damage to reputational to stolen trade
private, commercial non-compliance or customer data resulting from a or bodily injury damage as a secrets, or other
and industrial lines with privacy cyber event caused by software result of a commercially
legislation by failure within a cyber event sensitive
a company product information

Increasing exposure and complexity of coverages

Cautious evolution of market offerings

Investor Day 2017 53


Cyber insurance

Munich Re cyber accumulation scenarios –


Overview
Accumulation Self-reproducing Data Corrupted software Failure of
scenario IT viruses breach in core module external networks
Description  Untargeted cyber attack  Many insureds affected  Randomly falsified data  Includes power outage
on multiple computer (exploit of common over a longer period of and internet outage
systems vulnerability by hackers) time  Property damage, BI/CBI
 Large number of systems  Top-down PML estimate  Data compromise across and liability losses
infected by one event for breach of cloud service multiple clients and
 First-party business provider in 2014 industries
interruption and data  Privacy breach and cyber  Business interruption and
losses liability, cyber extortion data losses

Munich Re risk  PML calculation model  Monitoring of limits of  Lower top-down PML  High loss potential
management and guideline in place exposed (cyber) assessment as compared  Mandatory exclusion for
since 2012 participations to other scenarios cyber/IT coverages
 Regular revision of model  Probabilistic PML model  No bottom-up PML  Internet outage scenarios
parameters (2015, 2016) under development and to methodology required are currently investigated
be implemented in 2017  Monitoring of full limits in
case of dispensations

Investor Day 2017 54


Cyber insurance

Cyber insurance underwriting guidelines


covered systems and networks

Can be
covered as To be
Covered
IT outsourcing excluded
provider

Insured’s computer system: Cloud computing Failure of:


 Internal computer systems (SaaS, PaaS, IaaS) 1. Electricity supply networks,
under the operation or direct  E-mail service provider 2. Telecommunication networks,
control of the insured  Web-hosting provider including the internet
 Cloud provider
Internet services:
 Internet service provider (ISP)
 DNS service provider
 Internet exchange provider
Investor Day 2017 55
Cyber insurance

Munich Re’s value-add –


Where can we offer support?

Experience and expertise Continuous improvement Innovation


We bring well-established We continuously monitor We are actively identifying and
experience to the table with changes to the cyber developing cyber initiatives to
experts who can operate in all environment, seek to improve improve our customers’
industries and organisations, our understanding of the risk, experience and enhance
from large corporates to SMEs and then adapt our cyber underwriting
and personal lines products to ensure we remain
relevant to our customers

Images: used under license from shutterstock.com Investor Day 2017 56


Canadian multi-channel distribution
Mary Forrest

Investor Day 2017 57


Canadian multi-channel distribution

Munich Re Canada Life at a glance

Munich Re is a premium reinsurer in the Canadian life market and the biggest mortality risk carrier %
Individual life reinsurance market1 Group reinsurance market2
Peer 5 Peer 1 Other Munich Re
6 27 9 79
Peer 4
10 TOTAL SUM INSURED Peer 2 TOTAL GWP

Peer 3
Can$ 160bn 4 Can$ 0.8bn
13
Peer 2 Munich Re Peer 1
18 26 8

Market becoming more competitive Based on our strong market position, we are exploring new
opportunities to grow a currently saturated market

1 Share by volume in 2016. Source: SOA Reinsurance Survey. 2 Share by premium in 2016, based on traditional group only. Source: OSFI. Investor Day 2017 58
Canadian multi-channel distribution

What will we achieve?

$$$
Open an Enlarge product Develop a new
untapped market offering for clients revenue stream

Investor Day 2017 59


Canadian multi-channel distribution

Canadian group benefits market

$40 billion
Market

35 million
Canadians

20 million
Mandatory insureds

2–3%
Voluntary insureds

Investor Day 2017 60


Canadian multi-channel distribution

What is our innovation strategy?

MANDATE Solve problems that are plaguing our industry by developing turnkey solutions
we can bring to our partners to drive reinsurance reach and growth
! PROBLEM ! PROBLEM ! PROBLEM ! PROBLEM ! PROBLEM
Lengthy policy Policy behaviour and Claims adjudication Wellness and living Overall poor
underwriting meeting customer complexity a healthy life customer experience
timelines product needs

GUIDING SPEED TO MARKET COST EFFECTIVE MODULAR OWN THE IDEA


PRINCIPLES Iterative development Deliver a MVP cost Ability to integrate Proactively take
to prove concept effectively with multiple partners ideas to partners

STRATEGIC Become one of Canada’s Develop an end-to- Create a multi- Establish a preferred
OBJECTIVES largest group insurance end technology channel distribution partner network
consolidators platform network

Investor Day 2017 61


Canadian multi-channel distribution

Our innovation strategy is creating value


for all “players” in the insurance sales chain

MEMBER SPONSOR BROKER CARRIER

Improve the user Create a platform that Creates a NEW stream A way to sell new
experience by making it IMPROVES BENEFITS of REVENUE for existing insurance products that
EASIER to buy insurance for my employees and clients with LOW EFFORT is LOW EFFORT, COST
with IMMEDIATE makes ON-BOARDING for the customer’s EFFECTIVE and QUICK
FULLFILMENT EFFORTLESS lifetime TIME TO MARKET

Investor Day 2017 62


Video

Investor Day 2017 63


Canadian multi-channel distribution

A customer-centric platform that allows the customer to research,


buy and manage their insurance products and investments

THE SOLUTION
LIFEInsurance

Life insurance P-CInsurance


Munich Re
P-C insurance core expertise
CRITICALIllness
Critical illness

Health insurance HEALTHInsurance

Wealth
management WEALTHManagement External
partnerships
 One platform Student loans
 Multiple products FUTUREProducts New insurance
 Any brand Deals and perks
Investor Day 2017 64
Canadian multi-channel distribution

The platform handles all aspects of the insurance


sales cycle creating a “Virtual Insurance Company” …
THE SOLUTION

Life insurance

Analytics and insights


Claims adjudication
Administration and
customer support
P-C insurance

Cross-selling
Policy issue
Enrolment
Marketing

CARRIER PARTNER
Payment

Underwriting
Critical illness risk acceptance

Health insurance

Wealth
management
Munich Re NV
Combining the platform with Munich Re partners can provide a complete, Plug-in
turnkey insurance solution for any company or brand administration
Investor Day 2017 65
Canadian multi-channel distribution

… while improving customer experience


and convenience
THE SOLUTION

Quick access to all products


Claim status and submission
and services
Insurance | Investment | Vitality

Upsell and cross-sell product


suggestions based on
A live feed of all activity
customer behaviour and life
around products including
stage
ALERTS, PAYMENT,
PURCHASES and CLAIM
STATUS
Bundling and discounting to
Payment and renewal drive loyalty and engagement
reminders to encourage
accounts in good standing

Investor Day 2017 66


Canadian multi-channel distribution

We are creating a modular platform that allows any brand


to participate, leveraging the Munich Re partner network

DIGITAL MARKETING
DIGITAL MARKETING PLATFORM PLATFORM (WHITE LABEL)
Acquire and engage customers
TRANSACTION AND MEMBER PLATFORM
PRODUCT Life Home Auto Critical illness Basic Wealth INSURANCE PORTAL
insurance insurance insurance insurance health management (WHITE LABEL)
Customer can purchase a
TASKS Research Purchase Manage Claim Loyalty Content policy with a credit card and
get immediate coverage

PRODUCTS CARRIER POLICY ADMIN CUSTOMER ADJUDICATION


 Insurance  Any carrier  Any TPA SERVICE  Carrier INTEROPERABILITY
 Wealth  Any geography  Any carrier  Third party Ability to “plug in” any aspect of
management the insurance sales cycle or use
 Munich Re existing Munich Re partners for
 Perks a turnkey solution
 Vitality

Investor Day 2017 67


Canadian multi-channel distribution

With our platform and DIGITAL AGENCY we can work


with ANY CARRIER, ANY BROKER and ANY BRAND

Munich Re has created a DIGITAL


INSURANCE agency

We can work with ANY CARRIER, ANY


BROKER or ANY BRAND to create a
branded end-to-end experience

We provide and manage all aspects of


the insurance process including:
Marketing Administration
Customer service Payment and billing
Adjudication Policy issue
Investor Day 2017 68
Canadian multi-channel distribution

$$$
Our platform and innovation strategy will help us become
an even larger player in the Canadian insurance space
Objectives

Manage Can$ 1.6bn in Group


insurance premium within the Become a significant and relevant player in
next 5 years the Group insurance market in Canada by
helping our partners expand the current market
by providing leading-edge tech, distribution and
product solutions to our clients, partners and
Generate earnings via reinsurance,
stakeholders
distribution and administration fees

YR 1 YR 2 YR 3 YR 4 YR 5 YR 6 YR 7 YR 8 YR 9 YR10

Investor Day 2017 69


Canadian multi-channel distribution

$$$
We have seen early success in our controlled critical
illness pilot, running since January 2017
FORECAST ACTUAL RESULTS DIFFERENCE

CONVERSION
RATE 3% 35% +1,100%
Canadians purchase TPA new customers
voluntary benefits purchased a CI product

ANNUAL
PREMIUM Can$ 150 Can$ 250 +66%
Munich Re forecast for Average annual premium
average annual premium among TPA new customers

ENROLMENT
30 days 2 days –28 days
Average enrolment time Average enrolment time

Investor Day 2017 70


Canadian multi-channel distribution

$$$
Our strategy provides
significant benefits for Munich Re

New
insurance
premiums
Administration Minimum
fees 50/50
reinsurance

Deeper New
relationships partners
with clients
Data
warehouse

Investor Day 2017 71


ERGO Mobility Solutions
Mobilising growth as strategic partner
of the automotive/mobility industry
Karsten Crede

Investor Day 2017 72


ERGO Mobility Solutions – Overview

ERGO Mobility Solutions (EMS)


entering the B2B2C automotive segment

History  Founded in January 2017 as strategic response to future automotive and


EMS insurance mobility opportunities
 Originated from ERGO Strategy Programme (ESP)
 Strong mandate regarding governance, infrastructure and investments

Team  Dedicated team with automotive and insurance experience


 Integrated teams between ERGO and Munich Re
 Leveraging diverse assets and expertise of Munich Re/ERGO Group

Strategy  Positioned as strategic/international partner of the automotive industry


 Collaboration as core value in a B2B2C business model
 Expertise along automotive and insurance value chain
 EMS with comprehensive key account function to the automotive industry

Images: used under license from fotolia.com Investor Day 2017 73


ERGO Mobility Solutions

Motor insurance with its majority market share


also remains the strongest growth driver
German P-C market share per line of business German motor insurance market per sales channel
% 2016; 5-year growth trend % 2015; 5-year growth trend
Private property Non-private property Other Brokers
15 13 7 18
Other
6
Aggregators
Legal protection Agents
5 15
42
Accident
10
Liability Motor Direct OEM/Dealer
12 39 10 8
Motor dominating segment with total GWP of ~€25.9bn in 2016  Automotive channel stagnates, but strong replacement potential
of non-strategic players – “second source approach”
 Online and direct providers are winning market shares

Motor is the combustion engine of the insurance industry

Source: KPMG; GDV, ERGO Mobility Solutions Investor Day 2017 74


ERGO Mobility Solutions

Challenging environment for both industries –


Automotive and insurance
Automotive industry trends Insurance industry trends
… …

 Connected cars  Internet of Things


 Autonomous driving  Artificial intelligence
Technological evolution
 Sharing economy  Legacy IT
 Electric vehicles  Data analytics

 Low-cost products
 “Using”, not “owning”
 Seamless processes
 Peace-of-mind offerings Customer demand
 Omnichannel
 (Intermodal) mobility solutions
 Flexible and easy coverage

 Massive investment efforts needed  Stressed profit pools


 Challenging political social conditions  Low interest rates
Market environment
 Environmental issues (NOX)  Low growth in mature markets
 Dependency on few growth markets  Weak infrastructure in growth markets

Investor Day 2017 75


ERGO Mobility Solutions

However, significant interdependency between


insurance and automotive core profit pools
Expected profit pools 2025 – Automotive, global, without inflation €bn

373
26

138 Automotive
insurance
products1

Claims
151 manage-
ment

58
Complementary to
Total Automotive Financial After- Mobility/ automotive profit pools
sales services sales connectivity
(new and used)

1 Motor, payment protection/GAP/warranty, Source: Oliver Wyman, Ritzenhoefer & Company research Investor Day 2017 76
ERGO Mobility Solutions

Becoming an integrated player in the mobility ecosystem

Mobility ecosystem ERGO value contribution to


Connected car Inter- OEMs/mobility providers
Mobility modal
as a concepts  Reduce total cost of mobility
Smart vehicle service Big data/
(TCM)
telematics
Vehicle  Support penetration of new
Car
sharing mobility concepts
Virtual
assistant  Optimise aftersales revenue
Ride
sharing
 Increase customer retention
Usage-based
Image: used under license from shutterstock.com
insurance  Increase financial products
Motor and penetration
Autonomous
ancillary driving  Stem investments as strategic
products
co-investor

Evolving from traditional … to become an integrated


motor insurance provider … player in mobility ecosystem(s)
Images: used under license from fotolia.com. Source: ERGO Mobility Solutions Investor Day 2017 77
ERGO Mobility Solutions

EMS to add value along the entire mobility value chain

Selective measures along automotive value chain


Research and Production Sales and Dealer Financial After-
Mobility
development and IT marketing network services sales

ADAS1 ADAS1 Non-asset- After-sales


Dedicated IT Omnichannel Support
effectiveness product based claims
platform distribution car sharing
research bundling business concepts

Level III + IV
Electric car/ Few-click
autonomy Data Bundled Life-cycle Mobility as
battery digital
insurance management packages management a service
covers solutions
principles

Battery Support
(guarantee) used-car
research strategy

1 ADAS = Advanced Driver Assistance Systems. Source: ERGO Mobility Solutions Investor Day 2017 78
ERGO Mobility Solutions

Using R&D partnerships to develop innovative


product offerings
EXAMPLE 1
ERGO FLEET
CYBER SECURITY
E-MOBILITY PROTECTION

R&D partnership with …

AFTER-SALES ADAS
EFFECTIVENESS
CONNECTIVITY SERVICES
Images: used under license from Ford Investor Day 2017 79
ERGO Mobility Solutions

After-sales/claims management concepts help all parties to


stabilise profit pools and increase customer satisfaction
EXAMPLE 2
OEM + Increase parts turnover and contribution margin
+ Stabilisation of own repair shop network
+ Secure customer contact/customer satisfaction

Customer
AFTER-SALES STEERING

+ Reduced claims costs: + Higher repair quality


Hourly rates and parts + Higher residual value
+ Defined cost frame + Increased satisfaction
+ Customer satisfaction Repair Shop
and loyalty
+ Additional service utilisation
+ Improved contribution margin
+ Customer acquisition/upselling potential
Investor Day 2017 80
ERGO Mobility Solutions

Building strong base capabilities and competitive edge

Strategic pillars of ERGO Mobility Solutions

Mobility Solutions Differentiators


Automotive insights Low-cost capabilities
Omni-sales approach Bargaining power and claims steering
Growth
Advanced data management Collaboration approach
Digitalised core processes
Digitalisation
Customer groups
Technical Dealer Inter- End
OEM
excellence groups mediaries customer

Collaboration Comprehensive/competitive Dedicated International


product/service offer IT/operations footprint

Base capabilities
Investor Day 2017 81
ERGO Mobility Solutions – Collaboration

Joining forces internally between Munich Re


and ERGO to create unique expertise

ITERGO Köln Operations


 Interlocked business
Product
Fleet manage- Asse- model mobilises the
kuranz Claims …
business ment manage-
ment diverse assets and
Actuarial Finance entire expertise of
office Munich Re/ERGO
Auto-
motive Sales & Strategy, Group
Technical
business area finance &
develop- ops/IT
Motor ment
insurance Corporate  International reach and
Consulting Insurance market knowledge of
Unit Partners
particular importance
for successful
Data expansion
Analytics Capital Re-
insurance
Partners  Open up all sustainable
Digital … business opportunities
Partners
and optimise business
mix

EMS ERGO Munich Re

Investor Day 2017 82


ERGO Mobility Solutions – Technical excellence

Dedicated IT platform as differentiator


with flexible customer front-ends
Key characteristics Main benefits

Digital Customer and dealer interaction


Highly flexible
interaction customer-  Appealing user interfaces Simple,
Short
front-end …  “Agile development” approach innovative
interaction layer add-on features
time-to-market

System of record (single truth) Intuitive Low-cost


… based on Standard back- modern system
 High-quality delivery of standard
stable, well- end platform business processes, incl. usability integration
proven and
 Pricing
standardised
back-end  Contractual changes
 Printing Effective
Optimised
 Billing analytics and
… forecasting
processes
 “Stick to standard” approach

Investor Day 2017 83


ERGO Mobility Solutions – Digitisation

Exploiting digitalisation potential


and improving the customer experience
Customer Perception Detection Information Purchase Usage Renewal
journey
App: App: Customer
Reviews Advertising self-service

Multi-channel On-demand
Social media/ App:
Digital online campaigns sales inter-
products
touchpoints Search tools Direct action Claims notification
App
offer via app
addressing
Lead
Forums mgmt. Context-based services

Digital/
digitalised
services Digitalised Big data for Lifecycle Integrated Digital claims
(exemplary) multi-channel fast offer marketing mobility management/
sales creation automation services fraud prevention

Investor Day 2017 84


ERGO Mobility Solutions

Leveraging advanced data management to provide


essential customer value via new services and products
Advanced Data Management integration [exemplary]

Claims Accident data, first


data notice of loss, …

Battery usage
Electric cars
(charging, …)
EMS-advanced Big data and AI
Connected (Semi)-auto- ADAS1 system data management advanced-analytics
Customer mated cars operating data platform

Connected Trip data/


car driving style

EXAMPLES
Contextual enrichment of driving style Machine learning regarding ADAS1 effectiveness
Targeted product/modules via customer insights Intelligent product offering based on geodata

1 Advanced Driver Assistance Systems Investor Day 2017 85


ERGO Mobility Solutions – Growth

Intelligent business models to optimise


strategic fit with automotive industry

Business development/ Joint financial


sales cooperation services

Development Mobility
cooperation service provider

Strategic cooperation Reinsurance/


primary insurance retrocession
Joint
risk carrier

Images: used under license from fotolia.com Investor Day 2017 86


ERGO Mobility Solutions – Growth

Germany, China and India as anchor markets


and innovation hubs will be pursued first
EMS wave I markets1 Key characteristics Car sales2 Market potential
+5%
 One of the top 4 automobile 3.7m  Main market for new mobility
manufacturers in the world 3.5  Demand for new corporate
Germany  Growing popularity of shared 3.4
mobility solutions
mobility  Testing ground for innovations
2014 2015 2016
 Exemplary developed market
+9%

 29% of total car sales worldwide 28.0m


 E-mobility lead market
 Globally sizeable Chinese 24.6
23.5  Future global innovation hub
China OEMs (SAIC #4 globally)
 Growing shared mobility market
 Profitable motor insurance 2014 2015 2016
market
+7%
 High growth rates in both new 3.7m  ~10% sales growth until 2020
and especially used car sales 3.4
3.2  Growing online sales channel
India  Exceedingly profitable motor  Large number of uninsured cars
insurance business
2014 2015 2016

1 Other key markets to be covered by partners. 2 Sales of new vehicles; source: Organisation Internationale des Constructeurs d'Automobiles (OICA). Investor Day 2017 87
ERGO Mobility Solutions

Strategic milestones to achieving ambitious growth targets

2018 ONWARDS 2019 ONWARDS 2020 ONWARDS


Winning strategic
Establish core business Extend core business Extend business model
partnerships to
 First-stage  Second-stage  Extend value chain
mobilise growth
collaborations collaborations  Enter new partnerships
 Build up infrastructure  Increase profit pools  Offer additional
 Achieve low-cost  Leverage scales and mobility services
capability synergies

Investor Day 2017 88


Digitalisation as a “must-do” to master
high-volume, low-value policies in India
Ritesh Kumar

Investor Day 2017 89


Mass customisation in India

Introduction to HDFC ERGO (India) –


Joint venture of HDFC (51%) and ERGO (49%)
Gross written premium1,2,3 €m Net income1,2,3 €m
CAGR
839 38
~44%
21
334
34
–2
FY2008 FY2013 FY2017 FY2008 FY2013 FY2017

Product mix, FY2017 (FY2008)1,2,4 % Market share of leading private-sector insurers1,2,4%


Other Motor own damage 8.4
ICICI Lombard
6 (12) 17 (51) 11.3

Bajaj Allianz 6.0


8.1
Motor third-
Crop 4.9
party liability HDFC ERGO
33 (0) 12 (14)
0.8

IFFCO Tokio 4.4 FY2017


4.2
Fire/engineering Accident/health 3.3 FY2008
TATA AIG
11 (9) 21 (14) 2.7

1 FY2017 stands for period from April 1, 2016 to March 31, 2017 and likewise for other financial years.
3 €1 = INR 75. 4 Source: General Insurance Council.
2 Figures for HDFC ERGO for FY2017 include HDFC General. Investor Day 2017 90
Mass customisation in India

India – Favourable demographics and increasing internet


access through smartphone
Growing young population1,2 … … with high internet connectivity, esp. smartphones
Youth population % Share of
total population
Smartphone utilisation (m)4
(15–34 years) in m1 1,200
35% 432 477
34% 34%
32% 300 340 369 402
366 35% 123 204
298 34% 76
236 2013 2014 2015 2016 2017e 2018e 2020e 2030e
178
% of internet accessed via mobile5
90% 90%
76%
1970 1980 1990 2000 2010 2020e 54% 57%

By 2020, the average age of Indians is expected


to be 29 years vs. 37 for China, 38 for USA and
47 for Germany3 2013 2014 2015 2016 H1 2017

India has the second-biggest smartphone user base after China and ahead of US4
1 Source: The World Bank DataBank, population estimates and projections. 2 Source: World Population Prospects: The 2015 Revision, Population Database, United Nations Population Division.
3 Source: United Nations Data Retrieval Systems. 4 Source: https://www.statista.com/statistics/467163/forecast-of-smartphone-users-in-india/, 2030: India Brand Equity Foundation,
Wikipedia, http://businessworld.in 5 Internet and Mobile Association of India, IMRB Research
Investor Day 2017 91
Mass customisation in India

Non-life market in India – Strong need for digitalisation for


cost-efficient delivery of products and services
Gross premium1,2,3,4,5 €bn Non-life penetration, 2017 (% of GDP)6
CAGR CAGR
~18% ~15% 2.8
56

18 1.9
4 10
FY2008 FY2013 FY2017 FY2025e
0.8

No. of policies (m) and average ticket size (€)1,2,3,4 0.2

World Asia India Rural India


NOP (m) Ticket size (€) 161m
109m  High-volume, low-value business with significant
57m growth potential
€111
€69 €86  Overall low penetration, much lower in rural India
FY2008 FY2013 FY2017 and low-value segments

Given higher cost of policy issuance via manual mode,


digital mode is critical to improve viability of small-ticket business
1 FY2017 stands for period from 1 April 2016 to 31 March 2017 and likewise for other financial years. 2 Figures for HDFC ERGO for FY2017 include HDFC General. 3 €1 = INR 75.
4 Source: General Insurance Council. 5 Source: McKinsey. 6 Source: Munich Re Economic Research, FICCI – India General Insurance “Improving penetration and driving market creation”.
Investor Day 2017 92
Mass customisation in India

HDFC ERGO has achieved multifold increase in scale of


operations and pan-India reach by embracing digitalisation
Customer density
High Low
HDFC ERGO’s wide reach … Scale of operation
~30,000 locations across  Issuing ~12 policies per min
~5,000 cities and villages  Servicing ~1 claim per min
 Handling ~2 incoming calls per minute,
across 10 languages

3,214 km

Delivering excellence by focusing on


 Quality of offering
… despite limited  Speed of response
physical presence of  Better engagement
112 branches offices
and 100 virtual offices
2,993 km
Image: used under license from google.com Investor Day 2017 93
Mass customisation in India

Using digital technologies to drive efficiencies

Key operating levers

1 2 3 4 5

Automation Mobile-first Self-service Predictive Digital


architecture analytics innovations
Maximising Increasing Consistency Improving Exploring
Straight-through convenience for across channels portfolio quality emerging
processing customers and and identifying technologies
sales forces growth potential (RPA1, chatbots,
voice)

1 RPA: Robotic process automation. Investor Day 2017 94


Mass customisation in India

1 Automation – Plug and play architecture facilitating


straight-through processing (STP) to drive efficiencies
Distribution mix, FY2017 (FY 2008)1,2 % 87% of policies issued in straight-through process ...
Online Direct Total policies 5.6
2 (0) 43 (61) in STP mode 4.9 87%

Agency 2.8
2.3 82%
17 (13)

0.3 0.2 29%


Bankassurance Brokers
19 (4) 19 (22) FY 2009 FY 2012 FY 2017

Agile digital platform cater to all customer segments ... incl. 1m digital policies (online sales and renewals)
with different buying behaviour across
 banks and financial institutions, 1.0
0.7
 agents and brokers, 0.4
 OEMs,
 online and web aggregators. FY2009 FY2012 FY2017

Having no legacy issues positions us well for hybrid customers

1 FY2017 stands for period from 1 April 2016 to 31 March 2017 and likewise for other financial years. 2 Figures for HDFC ERGO for FY2017 include HDFC General. Investor Day 2017 95
Mass customisation in India

2 Mobile-first architecture – A host of feature-rich mobile apps


digitally enable distribution, customer service and claims
Sales force Claims field force
 Sales portal  Motor claims survey
 Point of sale on mobile  Motor pre-inspection
 Micro insurance  Microinsurance
 Office in a bag (crop, cattle)  Crop survey

Partners Community
 Agency management system  Customer discussion forum

Customers Insurance Portfolio Motor claims


Organiser app survey app
 Insurance Portfolio Organiser (IPO)
 IPO on Apple Watch

Investor Day 2017 96


Video

Investor Day 2017 97


Mass customisation in India

3 Self-service –
Digital service model for new-age customers
12% of requests serviced in self-service mode1 Example of self-service features on our website

12%
9%
6%
4%
2%

Q4FY16 Q1FY17 Q2FY17 Q3FY17 Q4FY17


E-Mail Policy Tax Certificate for Update Contact Make Transfer of
Health Insurance Details Changes Insurance – Motor

% Private car own-damage claims intimated via garage portal/mobile app


% of private car renewed online
57% Create Service
Request
Upload
Document
Cancellation
of Policy
Track Interaction
Status
Claim
Status
46%

20%

18%
24% 28%
FY2015 FY2016 FY2017

1 In % of total requests. Interactive Voice Response (IVR) and mobile, website using one-time password mechanism, no need to login Investor Day 2017 98
Mass customisation in India

4 Predictive analytics helping in portfolio steering,


optimising sales campaigns and fraud control
Portfolio steering Customer analytics Analytics-based
to drive profitability for renewal and cross-selling fraud control engines
 Predictive models to estimate the  Predictive model to improve motor Comprehensive measures supported by
impact of various decisions on renewal performance  Predictive analytics engine for health
performance  Up-sell/cross-sell targeted and motor
 Scenario-analysis-based portfolio campaigns  Integrated workflow
steering  Social analytics tool

Estimated loss ratios (ELR) for motor Target intervention on bottom 3 deciles for renewal
GWP Total ELR % 72
62 69%
57
49 57%
53%
44 Decile 8 to 10
39 Decile 4-7
Decile 1-3
Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar
'16 '16 '16 '16 '16 '16 '16 '16 '16 '17 '17 '17 April '16 Sept '16 March '17
Investor Day 2017 99
Mass customisation in India

5 Digital innovation – Continuously striving to improve


customer engagement and drive growth

Chatbot Robotics Voice


“Aby” analytics
 Helping call-centre agents address  RPA 1 Rambo implemented to  Voice analytics of calls to generate
customer calls effectively automate manual processes and insights on call-centre performance
achieve operational efficiencies
 Initial results on select scenarios  Customer insights, business
 Initial results on select scenarios issues and improve contact centre
 ~8,500 requests assisted by Aby in
performance
two and a half months  ~260,000 transactions
processed in two months  Targeted coaching for agents by
 18% reduction seen in average call
analysing their performance
time  87% reduction in transaction
processing time
 Better consistency in customer
response across floor

Continuously exploring and piloting emerging technologies like robotics, chatbots, voice analytics

1 RPA – Robotics Process Automation. Images: used under license from shutterstock.com Investor Day 2017 100
Internet of Things
Greg Barats

Investor Day 2017 101


Internet of Things

Introduction to Hartford Steam Boiler (HSB) –


Market leader for equipment breakdown in North America
GWP US$ m Combined ratio1 % Technical result US$ m HSB – Key facts
 Founded in 1866: “the first
173 company in America devoted
1,113 84.7 85.3
83.1 primarily to industrial safety”
1,089
161  Global fee engineering
presence and the largest
authorised inspection
agency for its niche
1,013 146  More than half of 2,500
employees are engineers,
inspectors and technicians
 Established HSB Strategic
2014 2015 2016
Corporate Ventures in 2014,
2014 2015 2016 2014 2015 2016
funded with $50m to invest
in emerging technologies

Engineering services, both packaged with insurance and directly for a fee,
are significant differentiators for HSB
Investor Day 2017 102
Internet of Things

Specialty solutions for emerging risks globally –


With 20% GWP from innovative specialty products in 2016
Gross revenues Product and services inventory Recent highlights
Fee engineering Commercial and PS S I D
services1 industrial equipment
Commercial/industrial equipment breakdown Power generation
breakdown and
13% engineering lines Full suite of engineered lines
uptime insurance

US$ 1.28bn 69% Specialty energy


GWP plus Machinery inherent defects coverage
fee revenue
Cyber and privacy
Specialty liability
Specialty products1 Farmowners’ equipment breakdown (EB)
18% Homeowners’ EB and service line

IoT advisory
Pressure vessel inspections
services
CAGR 2012 to 2016 Management consulting: industrial/energy
IoT stack, machine
Benchmarking: energy learning, AI
2.9 Property inspections
ISO certifications
22.0
–1.7 Product key P Portfolio products typically distributed via other insurance companies I Investment D Developing
S Single-risk products typically distributed via agents and brokers
1 Indicates anticipated growth areas. Investor Day 2017 103
Internet of Things

HSB leads the Munich Re IoT strategy

MUNICH RE Global team driving IoT for Munich Re


IoT Steering Committee  70 FTEs (60% of these resources came from outside HSB/Munich Re
for technical expertise and/or software development skills)
GLOBAL IOT LEAD  Commercial/industrial focus (from SME to Industry 4.0)
Greg Barats, HSB  Pursuing both retrofit and integrated IoT solutions
 Testing technologies, platforms, business models and partners,
customer experience, cost-benefit outcomes and more
North America North American  Coordinated ecosystem development
Industrial and SME
Europe Front-end app Insurance product Hardware
development development development
COLLABORATION Ecosystem Training Operations

Business model Marketing


development collateral
Regular talent exchange, as individuals travel between Munich, Hartford and Austin
European
Industrial and SME

Globate mandate to drive IoT strategy for Munich Re (Group)

Investor Day 2017 104


Internet of Things

IoT: The interconnection (via the internet) of computing devices


embedded in everyday objects, enabling them to send and receive data

IoT creates massive opportunity … Manufacturing and industrial


Estimates of global IoT economic impact applications offer the biggest Industrial IoT technologies
 US$11.1tn by 2025 (McKinsey) early opportunity enable and enhance the delivery
 US$14.2tn by 2030 (Accenture) of key business outcomes …
 US$151bn Industrial IoT
market by 2020  Reduced downtime
 Increased productivity
… and new revenue sources  Improved quality
Estimates of IoT revenue from hardware, software, services  Lower costs
 US$124bn total Industrial IoT
 Higher flexibility
 US$470bn by 2020 (Bain) market by 2021
… and the insurable risk
 US$344bn by 2020 (AT Kearney) landscape will be modified by
 €250bn by 2020 (BCG) IoT activities

Customer transformations will provide opportunities for increased efficiencies,


production and new revenue streams
Source: “Winning with the Industrial Internet of Things”, Accenture, 2015; “Unlocking the potential of the Internet of Things”, June 2015, McKinsey Global Institute;
“How Providers Can Succeed in the Internet of Things”, Bain, 2016; “Winning in IoT…”, BCG, 2017
Investor Day 2017 105
Internet of Things

Insurance will transform by expanding


beyond traditional coverages
New IoT-based financial products $
New IoT-based Assuring business outcomes from IoT investments
$ financial products  Providing warranties and other vehicles to assure that positive business
outcomes from IoT implementations are achieved
New IoT-enabled
services New or enhanced cyber for IoT
 IoT installations create new risks of “smart” devices being accessed,
attacked or exploited
Total insurance Total traditional  New insurance products designed to manage unique IoT-based exposures
industry insurance
premiums industry
premiums New IoT-enabled services
 IoT monitoring  Performance insights and anomaly detection
 Uptime management  Risk management
Today Within  Efficiency and optimisation  Repairs optimisation
10 years

Traditional insurance premiums will shrink as increased customer-data access and risk understanding drive
expectations of better (lower) pricing and/or demand to buy insurance only for specific risks or a limited duration
Investor Day 2017 106
Internet of Things

SME example:
IoT drives strategic and bottom-line results for insurer
Problem Goals Approach Results
 Large claims  Lower frequency  Proof of concept  Phased approach allowed
due to burst pipes in Using temperature sensors 20 churches – In a single client insurer to understand
houses of worship they on key water pipes, winter, it helped avert the programme and
insured; venues often remotely monitoring water 100% of probable freeze implications for roll-out
unoccupied during temperature; sends alerts losses  Mobile platform provides
periods of the week and instructions to locations  Pilot opportunity to have different
 Need to differentiate of at-risk areas Expanded to 250 churches conversation with customer
and increase value  Lower severity the following winter,  Client insurer pays cost of
proposition Water sensors were placed averted numerous losses equipment and monthly
in potential exposure areas  Production monitoring fee
of a building; limiting leaks 10,000 churches  HSB provides warranty on
quickly means that there is scheduled over three years exposures, where
less water damage and (to date, 4,000 churches appropriate
cleanup, and smaller losses enrolled)  To date, the programme
 Reverse trend  Developed algorithms has averted losses
toward commodity pricing specific to exposures exceeding its cost
Investor Day 2017 107
Internet of Things

Example:
Projected IoT technology impact on manufacturing1
Real-time production dashboards
Remotely monitor, optimise, and control production –
better visibility, faster decision-making and improved yields

Production and supply-chain optimisation Auto-sensing equipment


Continuous remote monitoring of people, practices Equipment settings are self-adjusted based on
and equipment2. Real-time data from suppliers. ambient conditions and product being made
Possible
IoT use Condition-based maintenance
Self-directed vehicles cases in Sensors continuously monitor machine
Intra-factory transportation factories health, predictively scheduling maintenance
path and priority optimisation
and reducing unscheduled downtime

Automatic quality control Health and safety


Based on sample specification – and Sensors preemptively alert and react to hazards
provides support for regulatory reporting (worker too close to machinery, for example)

1 SOURCE: McKinsey Global Institute analysis. 2 Inventory, tool status, machine utilisation, and repairs. Investor Day 2017 108
Internet of Things

HSB/Munich Re has significant market opportunity

HSB/Munich Re competitive advantage for IoT Importance of pursuing IoT strategy


 Software and technology will play an increasingly larger
Complex financial and insurance capabilities
role in our everyday lives and our customers’ businesses
Sophisticated data analytics  Technology will change the behaviour of our customers
and associated risk exposures
Occupancy knowledge and failure data  Our business solutions need to have an expanding
technology component to position ourselves for success
Services are a core capability in the future, HSB/Munich Re are leveraging technology
partners
Engineering-based technical insights
 Our strategy gives HSB/Munich Re and its clients the
Equipment is a competitive advantage ability to add new diversified service-revenue streams
and profit pools as well as a clear advantage on writing
Ecosystem integration into solutions emerging exposures

Greatest opportunities for companies that can combine technology capabilities


and domain knowledge with risk management
Investor Day 2017 109
Internet of Things

IoT presents a long-term strategy that began four years ago


with practical experimentation and ecosystem development

17,800 sensors deployed IoT summary


 IoT is a threat as it will reduce
5,900 locations, 13,000 additional locations scheduled risks currently insured
58 alerting algorithms from concept to production stage  IoT will significantly impact our
16 SME occupancies installed current industrial/commercial
book of business
Numerous SME applications available  IoT presents a significant market
Multiple Industry 4.0 market approaches being tested opportunity to companies that
can combine technology
4 IoT investments capabilities with risk
management capabilities
1 pending (AI)
1 IoT acquisition Investor Day 2017 110
Digital Partners
Andy Rear

Investor Day 2017 111


Digital Partners

Digital Partners at a glance

Founded May 2016

30 employees operating as a single global team from London, Palo Alto and Cincinnati

Experienced management team, with insurance, technology, consulting and


programme management backgrounds
Working closely with our partners at Munich Re who offer us expertise and
support services

Global mandate across all retail and small-company business classes

Mission: To develop a new “digital wholesale” business field for Munich Re –


accessing distribution that neither our primary or reinsurance business fields access currently
Investor Day 2017 112
Digital Partners

Digital Partners seeks to exploit three disruptions

From … Reinsurer “Enterprise insurer” Brokers Customer


 Policy admin systems  Personal
 Enclosed data (Personal)
lines
 Large customer-service teams
 Commercial
(Commercial)
lines

MICRO-SERVICES PRODUCTION CHAIN


… to Automated
Capital Data cloud-based Channel
policy admin

Micro-services changing the Data in the cloud enabling a Sharing economy mixing
1 cost of insurance technology 2 frictionless customer experience 3 personal and commercial

Investor Day 2017 113


Digital Partners

Our proposition

EXAMPLE PARTNERSHIPS
 USA, then Asia and Europe ex UK
 Trov technology
 Munich Re led Series D
Global multiline Product design
capacity and data  UK then overseas expansion
 Munich Re technology
AGILE  Munich Re invested in Series A
DELIVERY
 UK
 Munich Re technology
Venture capital Technology  No investment

 Global, starting in US
 Slice technology
 Munich Re invested in Series A

Investor Day 2017 114


Digital Partners

We partner with disruptors who are changing the way


insurance is experienced by customers
What makes a good partnership
Established
company
2  Large total addressable market – big enough
opportunity to reward success

 Credible team – capable of building a business to


address the opportunity
12
 Testable proposition – learning comes at an
9
acceptable price
Start-up
 Sustainable partnership – with barriers to entry for
Live In build cheaper capacity

Establish relationships with new potentially strong players in the market and learn/develop new capabilities that
can be transferred to traditional clients later on
Investor Day 2017 115
Digital Partners

Digital Partners – Strategic investment activities

Investment thesis Investment approach Current portfolio


 Participate in upside  Minority stakes of <20%  US$ 35m invested in
 Accelerate growth  Stage-agnostic US and UK

 Strengthen relationship  Sweet spot US$ 2–5m –  Technology companies with


will do seed investments and MGA business model
 Increase strategic value of
up to US$ 20m  Digital and data-driven
partnership
 Active investors: Lead or follow, customer experience
 Fund ecosystem development
board seat or observer required  Consumer and small business
for Munich Re and industry
lines of business

Key element of Digital Partners’ strategy is to invest in selected partners


as strategic business owner for investments by Munich Re/HSB Ventures
Investor Day 2017 116
Digital Partners

Trōv app enables people to easily insure things they love,


for whatever duration, entirely from their smartphone
How it works Major elements of the partnership

How does Trōv benefit?


 Product, underwriting and pricing are experimental
and needed to support the Trōv customer
experience
 Munich Re’s international footprint and venture
capital funding facilitates quick global expansion
1. Easily collect details about your things
2. Swipe to protect just what’s important to you How does Munich Re benefit?
3. Choose the price that’s right for you  Investor and board member of innovation-leader
4. Swipe to claim for damage, loss or theft  Capacity provider in multiple countries
5. Claims are as easy as sending a few text messages  Learning how to manage on-demand insurance

Investor Day 2017 117


Digital Partners

Slice Labs – Insurance for the sharing economy

How it works Major elements of the partnership

How does Slice benefit?


 This product combines commercial and personal
lines so required new underwriting thinking
 Munich Re’s international footprint and venture
capital funding facilitates quick global expansion
 Munich Re rating supports B2B2C channels
1. Reach Slice directly or through white-label channel
(e.g. Progressive.com and 1-800-Progressive)
How does Munich Re benefit?
2. Go through simple underwriting process in advance
 Investor and board member of innovation-leader
3. Turn on insurance on the app or by text when you
need it  Access to channels not otherwise available
 Developing deeper understanding of sharing
economy

Investor Day 2017 118


Digital Partners

Bought by many – Insurance tailored


to individuals with specific needs
How it works Major elements of the partnership

How does BBM benefit?


 Flexible mix of Munich Re and BBM technology
 Experimental product design and pricing
 Venture capital
 International scale

1. BBM uses Facebook to determine your interests and


match these to relevant insurance products How does Munich Re benefit?
2. Products are tailored to, and with, groups with a  Detailed data on customer behaviour
particular interest
 Investor in, and insurer to, platform with
3. BBM focus on groups for whom a specific matching exceptionally high net promoter score
product does not exist: “insurance for the long tail”
 Understanding of social media marketing
4. Initial evidence suggests lower acquisition costs, and
higher retention than “untailored market”
Investor Day 2017 119
Digital Partners

Drover – Enabling Uber drivers and creating a new asset


class for investors
How it works Major elements of the partnership
Fleet owner How does Drover benefit?
 Insurance via API: fully automated digital customer
API experience
 Simple interface to Drover platform

Driver  Rating to attract larger fleet owners

1. Fleet owner makes cars available on Drover platform How does Munich Re benefit?
2. Driver rents on flexible terms  Profitable and growing business line
3. Both owner and driver are insured via Digital  Data on sharing-economy driver behaviour
Partners API
 Ability to add further distribution to the platform

Investor Day 2017 120


Digital Partners

Building sustainability – Digital Partners in 5 years

40 live partnerships
US$ 250m VC investments
€70–100m operating investment OUR AMBITION
To build a global digital-wholesale
Global, multi-line proposition insurance platform with a largely
Unique frictionless and automated fixed cost base and a substantial
underwriting and claims capabilities bottom-line contribution

Maintained technology advantage


Shareholdings and board seats in partners

Investor Day 2017 121


nexible
John Paul Pieper

Investor Day 2017 122


nexible

The relative investment into nexible is low – But a clear


commitment to target a niche and new way of working

ERGO strategy programme


 Overall investment to build
Fit … Digital ... Successful!
nexible in Germany and
another market until 2020
1 Sales – Elimination of 5 Foundational IT – 8 Fundamental optimisation
redundant structures Reliable service of product portfolio <€50m (gross)
2 Administration – 6 Digital IT – Flexible and 9 Integrated offerings for
Efficiency improvement quick implementation hybrid customers
 Limited budgets for ramp-up
3 International – 7 Processes – 10 Solutions for pure
Strengthen set-up Strengthen resilience online customers and running will trigger
and automation
4 Life Germany –
11 Strengthening of international creative solutions to solve
commercial/industrial business
Separation of traditional
back book and new
problems
12 International B2B2C
business partnerships
13 International growth  Relatively low fixed costs do
lead – with acceptable scale –
Net investment of ~€1bn (2016–2020)
to very competitive expense
€400m €400m €200m
ratios in the market

Investor Day 2017 123


nexible

We see an untapped demand for pure online insurance

Customer need? Reality?


Go online and find the Customers are faced
best insurance – fast, with complex products and
easy and low-priced lengthy questionnaires

Be confident about having Pure online Customers look for lowest prices
the right cover and customers in aggregators as the
paying the right price only “hard measure”

Have transparency, Customers experience system


convenience and “full control” discontinuities, forget passwords
of own insurance cover and coverage and wait for feedback

Yet, no player within the market has given full control over insurance cover to the customer
Investor Day 2017 124
nexible

Starting conditions for nexible have been validated

Service quality of motor insurers in Germany?1 Acceptance for pure online sales, claims, service?2
“Inadequate” “Good” “Yes, I consider it”
10% 21% 40%

“Sufficient” “OK”
31% 38%

1 Source: DISQ Studie KFZ Versicherer 2017 and Fanfocus Deutschland 2017. 2 Source: feedback of 4,000 target customers via YouGov in 2017. Investor Day 2017 125
nexible

The innovator’s dilemma within large corporations

“Lead customers” determine resource allocation

Niche markets do not satisfy large corporations

Disruptive market changes can not be analysed

LARGE Existing processes and values are limiting success


CORPORATION

Technology often confused with customer demand

Investor Day 2017 126


nexible

That’s why nexible is well-positioned to innovate

DISRUPTIVE We are targeting a niche market only


INNOVATION

We appreciate our market opportunity

We build, measure, learn to find sweet spots

LARGE A SPIN-OFF We create new processes and values


CORPORATION ORGANISATION (but take advantage of
corporate resources)

DARE TO Make our customers love what we do


CANNIBALISE

Investor Day 2017 127


nexible

nexible is set up with a clear value proposition

We built nexible to focus and No paper, no phone queue, Get insured in


best serve cancellable monthly less than 90 seconds
pure online customers
Competitive pricepoints for Get claims settled in
We came to stay, being part our customers because hours and relax
of two huge insurance we have low costs
Change your details and
companies
Get fast help by using the your policy whenever and
We are expanding in digital channels you prefer wherever you want
products and countries

We’re a spin-off All we do is digital We’re fast and easy

Investor Day 2017 128


nexible

The customer impact is tangible:


It’s simply made to fit

Sarah
Sandira
90 sec to price Claim settled Change contract
for one all-in and paid in and coverage –
package <2 hours where-/whenever

Investor Day 2017 129


nexible

Duty first: We start with what’s most important,


and work on excitement by experimenting

From duty … … to excitement


 State-of-the-art pricing … be in control of Always-available service by the digital
We have a great  Worry-free coverage packages a complex subject channels you prefer, full transparency
product …
 Reliable (with ERGO and Munich Re)
… enjoy a UX1 that Intuitive design, slick and easy, with a
… that easily fits  Pay monthly, cancel monthly feels great twinkle in the eye that makes you smile
your changing  Customise your coverage, decide yourself
life and …  Low-effort self-service saves you time … have a bit of fun e.g. provide incentive for desired
and get rewarded behaviour or gamification elements
 We are mobile first
… it’s digital, but  We are a brand with edge, character, humour
feels personal … feel unique by e.g. co-creation with existing
 Trust through the team and testimonials embracing passion communities to build the perfect product

A purely digital insurance … ... which is more than you think.

Focus in 2017 Ongoing customer-affinity tests and user experience experiments


1 User experience Investor Day 2017 130
nexible

“Einfach online versichern” is our motto –


A low cost operation offering a great customer experience

All-in-one tarif
Keep it
simple Cancellable every month

Pure online touchpoints, great user experience


Do it
online Risk factors adjustable anytime (repricing)
Einfach
Lots of standard, avoid exceptions
Design
online to cost Continuous automation step by step

versichern Be Gain momentum with existing online channels

edgy Drive brand awareness by edgy experiments


= Simply insured online
Potentially challenging for competition

Investor Day 2017 131


nexible

nexible DE has built an API-centric platform for more speed


and flexibility
API-centric technology approach
External
front-end front-end  State-of-the art API-centric platform – efficient
build-up of new business models using API to
connect to third parties
 Efficient business model due to automation of
core processes avoiding low-level manual tasks
performed by humans
digital insurance engine  Dynamic pricing capabilities for fast-paced product
building and development
 Further efficiency and effectiveness realisable by
integrating machine learning capabilities based on
end-2-end insights gathered all the way through
Partners and External an integrated business model
risk carrier services back-end

Risk carrier = nexible Versicherung AG


MGA (e.g. platform, front-end) = nexible GmbH
Investor Day 2017 132
nexible

nexible is aiming to offer a simple product for an attractive


price in selected segments
“Basic” “Comfort” “Premium” “ONE tariff”
Other insurers

vs.

“Make money “Be easiest and


with complexity” grow profitably”

 Up to 20 criteria with 2–4 options, each differentiated in  Best and relevant coverage picked
typical motor tariffs to form one tariff that fits every typical need
 Hard for consumers to understand what’s in and what’s  Pricing fully risk-adequate and very competitive in
out, what’s needed and what’s not selected customer segments
 Pricing inflated by sales channel considerations and  Customer can choose from options easily, but we
unclear discounts only present options with “wallet-impact”

Investor Day 2017 133


nexible

We focus on motor first for volume and learning –


And leverage experiences for services, products and markets
Phase 1 Phase 2
Roadmap to success

Illustrative

Website
Further Further
products markets
E.g. travel
insurance E.g. further
with 20% Enrich EU countries
discount customer
self-service

Aggregators

 Start with online motor insurance product  Leverage experiences from motor MVP to enrich customer
(highly transactional, big volume market) self-service
 Focus on aggregators for launch in busy season of 2017  Build further products based on feedback gathered and
 Build-up of customer base crucial to drive customer-centric increase customer profitability through cross-/upsells
cross-selling and value-added services along the journey  Scale offerings to further markets

Investor Day 2017 134


nexible

nexible benefits from its position within Munich Re (Group)

Support from functions


Artificial intelligence services
(e.g. HR, Legal)

Data science know-how Data science know-how


and capabilities DEFENCE VS. and capabilities
DISRUPTION
Joint real-time advertising Branding
LOW-RISK
TESTING ABILITY
Procurement power and Consultancy, e.g. Munich Re
operations scalability ADAPT NEW
PRACTICES Motor Consulting Group
International market International market
BUILD UP
know-how and access know-how and access
REAL DATA

Broad insurance customer GROW IN Broad expert network


base and know-how NEW MARKETS

Investor Day 2017 135


nexible

The nexible team brings in all required capabilities

MANAGEMENT TEAM PROJECT TEAM (WITHIN ERGO)


Former ERGO
employee
Business Transformation
CEO CFO Former different
development back into ERGO industry or company

Part-time support
ERGO
COO (Interim) Public relations Human resources

MARKETING PRODUCTS AND SERVICES OPERATIONS CLAIMS AND SUPPORT TECHNOLOGY

Operations and Claims Chief Product Owner


Digital Branding Chief Actuary
Business Intelligence Management

Performance Marketing Product Management Operations Claims Process and Architecture and
and Analytics and Underwriting Processes Customer Experience Technology

Product Owner
Social Media Perfor- Operations and Claims and Partner
Frontend and User
mance Marketing Customer Service Management
Experience
Technology-Partner

Actuary (Interim) Data Science

Investor Day 2017 136


nexible

We learned that a few things are key to being successful

1. We trust in the brand we create and fill it with life

2. We stick to our beliefs, but do not shy away from massive pivots

3. Pure digital means pure digital – as far as we can get

4. Unleashing the power of two giants, we benefit from being part of ERGO and Munich Re

5. We balance leveraging corporate resources and establishing true autonomy

6. Speed beats perfectionism – we fail fast and learn more

7. Development and learning cannot be a silo – we systematically share back with ERGO

Investor Day 2017 137


Shareholder information

Financial calendar

2018

6 February Preliminary key figures 2017 and renewals


Balance sheet press conference for 2017 financial statements
15 March Analysts’ conference in Munich with videocast

25 April Annual General Meeting 2018, ICM – International Congress Centre Munich

8 May Quarterly statement as at 31 March 2018

8 August Half-year financial report as at 30 June 2018

7 November Quarterly statement as at 30 September 2018

Investor Day 2017 138


Shareholder information

For information, please contact

Investor Relations Team


Christian Becker-Hussong Thorsten Dzuba Christine Franziszi
Head of Investor & Rating Agency Relations Tel.: +49 (89) 3891-8030 Tel.: +49 (89) 3891-3875
Tel.: +49 (89) 3891-3910 E-mail: [email protected] E-mail: [email protected]
E-mail: [email protected]

Britta Hamberger Ralf Kleinschroth Andreas Silberhorn


Tel.: +49 (89) 3891-3504 Tel.: +49 (89) 3891-4559 Tel.: +49 (89) 3891-3366
E-mail: [email protected] E-mail: [email protected] E-mail: [email protected]

Ingrid Grunwald Angelika Rings


Tel.: +49 (89) 3891-3517 Tel.: +49 (211) 4937-7483
E-mail: [email protected] E-mail: [email protected]

Münchener Rückversicherungs-Gesellschaft | Investor & Rating Agency Relations | Königinstraße 107 | 80802 München, Germany
Fax: +49 (89) 3891-9888 | E-mail: [email protected] | Internet: www.munichre.com

Investor Day 2017 139


Disclaimer

This presentation contains forward-looking statements that are based on current assumptions and forecasts of the
management of Munich Re. Known and unknown risks, uncertainties and other factors could lead to material differences
between the forward-looking statements given here and the actual development, in particular the results, financial situation and
performance of our Company. The Company assumes no liability to update these forward-looking statements or to make them
conform to future events or developments.

Investor Day 2017 140

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