This annual report provides an overview of Lloyd's performance in 2006 including:
- Lloyd's achieved a profit before tax of £3,662m and a strong combined ratio of 83.1% due to a benign claims environment and rate increases in some business lines.
- The report discusses Lloyd's strategy to deliver its vision of being the "platform of choice" through initiatives focused on efficiency, customer service, and attracting new entrants.
- Lloyd's continued progress on key reforms including exceeding its 85% contract certainty target and implementing electronic repositories for claims and back office processing.
The presentation discusses North American Palladium, a mining company focused on palladium and gold. It summarizes their two main assets - the Lac des Iles palladium mine in Ontario, Canada, which is currently on care and maintenance, and the Sleeping Giant gold mine in Quebec, which is expected to begin production in Q4 2009. It also discusses the positive fundamentals of the palladium market, including growing demand, limited supply, and an expected rise in palladium prices. The company aims to restart the Lac des Iles mine as palladium prices rebound and grow its gold production to 250,000 ounces through exploration and acquisitions.
The document provides an overview of Chevron's upstream and gas business strategies and performance in 2007. It discusses the company achieving its 2007 production target of 2.6 MMBOED despite asset sales. It also outlines the company's focus on operational excellence, growing its base business and major capital projects portfolio, and replacing over 100% of production through exploration. The document highlights key projects and regions contributing to the company's strong financial results and proved reserves replacement.
Zyl%20 %20 investor%20presentation%20-%20november%202011%20(s-tedits1)1Hong Bao Media
ZYL has the right to earn a 74% interest in the Mbila Anthracite Project in South Africa. The Mbila project consists of two licenses covering over 72,000 hectares and contains a SAMREC resource estimate of 89Mt. ZYL has paid US$2.8 million for an initial 5% interest and will pay an additional US$24.2 million for a 39% interest, including US$13.2 million in cash and US$11 million in ZYL shares. The Mbila coal is high quality anthracite suitable for domestic mineral sands, ferrochrome, and ferromanganese markets in South Africa.
This presentation discusses North American Palladium's plans to capitalize on rising palladium prices by restarting its flagship Lac des Iles palladium mine in Ontario. It has also commenced gold production at its Sleeping Giant mine in Quebec. The company aims to grow its gold production to 250,000 ounces annually through acquisitions. It has over $100 million in cash and no debt on its balance sheet. Palladium demand is expected to increase significantly due to stricter emissions controls, while supply will remain constrained. The palladium price is projected to remain above $350 per ounce through 2017.
- Revenue grew 6% to £883 million in the first half, with retail revenue up 10% and wholesale revenue up 5%. Adjusted profit before tax grew 7% to £173 million.
- The company continued investing in flagship markets like Hong Kong, Milan, and London. Wholesale revenue growth was cautious for the second half.
- Gross margin increased 250 basis points to 69.2% driven by retail growth, price increases, and currency benefits. Operating expenses grew 11% due to new store openings and investments.
- Net cash decreased to £237 million after dividend payments, share purchases, and capital expenditures remaining unchanged at £180-200 million for the full year.
This presentation by North American Palladium discusses its plans to become a diversified precious metals producer through its palladium and gold assets. It highlights its flagship Lac des Iles palladium mine in Ontario, which is temporarily closed but has significant potential to restart operations due to rising palladium prices. It also discusses its newly producing Sleeping Giant gold mine in Quebec. The company aims to grow gold production to 250,000 ounces through acquisitions. It emphasizes the attractive fundamentals of the palladium market including growing demand outpacing limited supply. With over $100 million in cash and no debt, the company is well positioned to capitalize on opportunities in precious metals.
Here are the key points about the PMI - Greater Florianópolis urban mobility project:
- It involves connecting the city of Florianópolis with the continental region of Santa Catarina through an integrated public transportation system.
- The project includes bus rapid transit (BRT) lines, expansion of the Florianópolis subway, integration of various modes of transportation, and infrastructure works.
- The concession model involves investments, operation and maintenance by the private sector for 30 years.
- Total estimated investments are R$4.5 billion, to be sourced from the private partner, BNDES, national and state governments.
- The project aims to improve mobility in Greater Florian
The document discusses Newmont Mining Corporation's growth strategy and financial performance. It highlights production growth potential to around 7 million ounces of gold by 2017 through its project pipeline. It also notes exploration upside with potential to add reserves equivalent to 90 million ounces of gold over the next decade. Finally, it provides updates on various projects in its portfolio such as Akyem, Conga, and Long Canyon.
The presentation discusses North American Palladium, a mining company focused on palladium and gold. It summarizes their two main assets - the Lac des Iles palladium mine in Ontario, Canada, which is currently on care and maintenance, and the Sleeping Giant gold mine in Quebec, which is expected to begin production in Q4 2009. It also discusses the positive fundamentals of the palladium market, including growing demand, limited supply, and an expected rise in palladium prices. The company aims to restart the Lac des Iles mine as palladium prices rebound and grow its gold production to 250,000 ounces through exploration and acquisitions.
The document provides an overview of Chevron's upstream and gas business strategies and performance in 2007. It discusses the company achieving its 2007 production target of 2.6 MMBOED despite asset sales. It also outlines the company's focus on operational excellence, growing its base business and major capital projects portfolio, and replacing over 100% of production through exploration. The document highlights key projects and regions contributing to the company's strong financial results and proved reserves replacement.
Zyl%20 %20 investor%20presentation%20-%20november%202011%20(s-tedits1)1Hong Bao Media
ZYL has the right to earn a 74% interest in the Mbila Anthracite Project in South Africa. The Mbila project consists of two licenses covering over 72,000 hectares and contains a SAMREC resource estimate of 89Mt. ZYL has paid US$2.8 million for an initial 5% interest and will pay an additional US$24.2 million for a 39% interest, including US$13.2 million in cash and US$11 million in ZYL shares. The Mbila coal is high quality anthracite suitable for domestic mineral sands, ferrochrome, and ferromanganese markets in South Africa.
This presentation discusses North American Palladium's plans to capitalize on rising palladium prices by restarting its flagship Lac des Iles palladium mine in Ontario. It has also commenced gold production at its Sleeping Giant mine in Quebec. The company aims to grow its gold production to 250,000 ounces annually through acquisitions. It has over $100 million in cash and no debt on its balance sheet. Palladium demand is expected to increase significantly due to stricter emissions controls, while supply will remain constrained. The palladium price is projected to remain above $350 per ounce through 2017.
- Revenue grew 6% to £883 million in the first half, with retail revenue up 10% and wholesale revenue up 5%. Adjusted profit before tax grew 7% to £173 million.
- The company continued investing in flagship markets like Hong Kong, Milan, and London. Wholesale revenue growth was cautious for the second half.
- Gross margin increased 250 basis points to 69.2% driven by retail growth, price increases, and currency benefits. Operating expenses grew 11% due to new store openings and investments.
- Net cash decreased to £237 million after dividend payments, share purchases, and capital expenditures remaining unchanged at £180-200 million for the full year.
This presentation by North American Palladium discusses its plans to become a diversified precious metals producer through its palladium and gold assets. It highlights its flagship Lac des Iles palladium mine in Ontario, which is temporarily closed but has significant potential to restart operations due to rising palladium prices. It also discusses its newly producing Sleeping Giant gold mine in Quebec. The company aims to grow gold production to 250,000 ounces through acquisitions. It emphasizes the attractive fundamentals of the palladium market including growing demand outpacing limited supply. With over $100 million in cash and no debt, the company is well positioned to capitalize on opportunities in precious metals.
Here are the key points about the PMI - Greater Florianópolis urban mobility project:
- It involves connecting the city of Florianópolis with the continental region of Santa Catarina through an integrated public transportation system.
- The project includes bus rapid transit (BRT) lines, expansion of the Florianópolis subway, integration of various modes of transportation, and infrastructure works.
- The concession model involves investments, operation and maintenance by the private sector for 30 years.
- Total estimated investments are R$4.5 billion, to be sourced from the private partner, BNDES, national and state governments.
- The project aims to improve mobility in Greater Florian
The document discusses Newmont Mining Corporation's growth strategy and financial performance. It highlights production growth potential to around 7 million ounces of gold by 2017 through its project pipeline. It also notes exploration upside with potential to add reserves equivalent to 90 million ounces of gold over the next decade. Finally, it provides updates on various projects in its portfolio such as Akyem, Conga, and Long Canyon.
Western Copper and Gold holds significant gold, copper and molybdenum resources and reserves in its Casino Project located in the Yukon Territory, Canada. Casino contains 8.4 million ounces of gold, 4.4 billion pounds of copper, 494 million pounds of molybdenum and 61 million ounces of silver in proven & probable reserves.
Evraz presented its investor presentation for June 2010. Some key points include:
- Evraz is a leading global steel and mining company with operations across Russia, Europe, North America and Asia.
- In the first quarter of 2010, Evraz saw increases in revenue, EBITDA, sales volumes and production compared to the prior year period.
- Evraz maintains a strong balance sheet with manageable debt maturity profile and adequate cash balances. The company focuses on cost leadership through vertical integration and efficiency.
Ocean Rig 2013 Credit Suisse energy summit presentationTradeWindsnews
Ocean Rig UDW Inc. presented at the 2013 Credit Suisse Energy Summit. The presentation provided an overview of Ocean Rig, the ultra-deepwater drilling market fundamentals, and Ocean Rig's financial position. Key points included that Ocean Rig is a pure-play ultra-deepwater driller with a modern fleet and extensive experience. The company has a large contract backlog of $4.5 billion providing earnings visibility. Market fundamentals for ultra-deepwater drilling remain strong with tight supply and increasing demand expected to drive dayrates higher.
Waterford wdgwood plc 2008 case analysis -anna may del campoAnna May del Campo
This document provides an analysis of Waterford Wedgwood PLC from 2008. It includes an internal assessment analyzing the company's business organization, financial ratios, marketing strategy, and map of operations. An IFE matrix is also included to assess the company's internal strengths and weaknesses. The document examines Waterford Wedgwood's history, mission, vision, external environment using tools like CPM, EFE matrix, and recommends strategies for the company.
Miranda Gold Corp. is a prospect generator company exploring for gold in Nevada and Colombia. It uses a joint venture model to share exploration risk. Some of its key Nevada projects near major gold trends and deposits include Red Hill near Cortez Hills and Angel Wing. In Colombia, it has a strategic alliance with Agnico Eagle Mines to generate projects, including initial work on Cerro Oro between two multi-million ounce deposits. Miranda's exploration team has been involved in numerous discoveries totaling over 60 million ounces of gold. The company is well funded with $8.5 million in working capital from its recent oversubscribed financing.
- North American Palladium is a growth-oriented precious metals producer focused on palladium and gold.
- It operates the Lac des Iles palladium mine in Ontario, one of only two primary palladium mines worldwide. Lac des Iles is transitioning to a long-life, low-cost mine.
- It also operates the Sleeping Giant gold mine in Quebec, which provides a foundation for growth and has potential to serve nearby projects.
This document discusses North American Palladium's Lac des Iles palladium mine. It notes that LDI is transitioning to long-life, low-cost operations by expanding underground mining via shaft. Production is expected to significantly increase to over 250,000 ounces per year once shaft mining reaches 5,500 tonnes per day by 2015. The mine expansion is on track and has a low execution risk due to the company's experience at LDI and existing infrastructure.
This document discusses North American Palladium's Lac des Iles palladium mine. It provides the following key points:
1) Lac des Iles is one of only two primary palladium mines in the world and is transitioning to a long-life, low-cost operation through a mine expansion project involving sinking a shaft.
2) Production is expected to increase to 145,000-155,000 ounces of palladium in 2011 and exceed 250,000 ounces annually once mining reaches 5,500 tonnes per day from the shaft in 2015.
3) Cash costs are forecast to decline significantly once shaft mining is established, improving the already strong investment case for North American Palladium as a growth-oriented
1) Fluor Corporation's 2000 Annual Report summarizes the company's financial performance for the fiscal year, including revenues, earnings, new awards, backlog, and other key financial metrics.
2) It discusses major accomplishments in 2000, including implementing a new strategic direction, successfully completing the reverse spin-off of Massey Coal, and appointing a new president and COO.
3) The letter from the Chairman and CEO notes some financial disappointments but emphasizes strong new awards and backlog, confidence in Fluor's strategic positioning and leadership, and focus on achieving improved financial results going forward.
презентация для инвесторов, август 2011evraz_company
This corporate presentation provides an overview of Evraz Group, one of the largest vertically integrated steel and mining companies in the world. In 2010, Evraz saw significant growth in revenues and EBITDA due to strong market recovery, with both prices and volumes contributing to increased revenue. While steel products remain the predominant source of revenue, EBITDA is increasingly generated by the mining segment due to higher growth in iron ore and coking coal prices. The presentation discusses Evraz's financial and operational performance in 2010 and the first half of 2011, with a focus on costs, cash flow generation, debt maturity, and market performance in key regions.
The Gold Coast tourism industry peaked in 2007 but experienced declines in 2008-2009 due to the global financial crisis. Hotel occupancy rates and room nights sold fell during this period. However, forecasts indicate a recovery from 2010 onwards as new hotels are opened. The tourism industry remains important for the Gold Coast economy and further promotion is needed to attract more domestic and international visitors.
OHL Concesiones presented its performance in 2008 and key details about its business. In 2008, revenues grew 34.2% to 542 million Euros and EBITDA grew 25.2% to 358 million Euros, despite negative foreign exchange impacts. The company also saw growth in its backlog with new concessions in Mexico and Peru. Financially, OHL Concesiones achieved its goals, including refinancing of its Conmex concession in Mexico to fund new investments.
The document provides an overview of Evraz Group, a vertically integrated steel and mining company. In 2010, Evraz saw significant growth in revenues and EBITDA due to strong market recovery. Revenues increased 37% to $13.4 billion while EBITDA grew 90% to $2.35 billion. Steel remained the primary revenue source but mining contributed more to EBITDA due to higher iron ore and coal prices. The company continued to generate positive free cash flow despite high capital expenditures.
This document discusses North American Palladium as a diversified precious metals producer with its core asset being the Lac des Iles palladium mine in Canada. It notes that palladium supply is constrained by major producers in Russia and South Africa and that demand is growing, driven primarily by the automobile sector. The presentation outlines NAP's investment case as a growth-oriented palladium producer with a pipeline of projects and exploration upside, an experienced management team, and a strong balance sheet.
This corporate presentation by Canasil Resources Inc. summarizes the company's portfolio of silver-gold-base metals exploration projects in Mexico and British Columbia and strategy to create shareholder value. Canasil has a well-established management team and holds interests in multiple drill-ready projects with potential for large discoveries, including an option agreement on the La Esperanza project with MAG Silver Corp. The presentation highlights recent drilling results at several projects and outlines plans for continued exploration to advance projects and maximize discovery potential.
The document provides preliminary financial results for EVRAZ Group for fiscal year 2006. It discusses record revenues of $12.8 billion, up 54% from 2006, driven by acquisitions and favorable pricing. Net income was $2.1 billion, with an EBITDA margin of 33%. Cash flow from operations was strong at $3 billion. The results demonstrate success in advancing the company's strategy of growth in international markets and optimization of costs and vertical integration.
Emerging trends in oil & gas sectors in india (6 jan'04)Sameer Ahmed
The document outlines a presentation on emerging trends in India's oil and gas sector. It discusses key topics like refining and marketing of petroleum products, natural gas, LNG infrastructure projects, recent major oil and gas discoveries in India, and estimates of India's hydrocarbon resource base and natural gas demand/supply projections. The presentation aims to provide an overview of India's petroleum sector and highlight significant achievements and new initiatives in oil and gas exploration and infrastructure development.
Holly Corporation is an independent petroleum refiner and marketer that operates refineries in New Mexico and Utah. In 2005, Holly delivered record earnings of $167.7 million, significantly higher than its 2004 earnings of $83.9 million, due to favorable refining margins. Key accomplishments for Holly in 2005 included repurchasing $100 million of its own stock, completing a $17 million project to upgrade production at its New Mexico refinery, and selling its intermediate pipelines to Holly Energy Partners. Looking ahead, Holly plans further expansion projects at its refineries and is considering new growth opportunities.
Teekay Tankers First Quarter 2012 Earnings PresentationTeekay Tankers Ltd
The presentation summarizes Teekay Tankers' Q1 2012 earnings results and provides an outlook for Q2 2012. It announces a dividend of $0.16 per share for Q1 2012 and estimates dividends between $0.05-$0.21 per share for Q2 2012 depending on spot tanker rates. It also details Teekay Tankers' agreement to acquire 13 tankers from Teekay Corporation for $455 million, which will increase fixed rate coverage and cash flow stability. The acquisition is expected to close in June 2012.
Kasbah Resources is an emerging tin producer with two tin projects in Morocco. Its flagship Achmmach project has an indicated and inferred resource of 14.6 million tonnes at 0.9% tin containing 135,000 tonnes of tin. Kasbah is on track to become the next significant tin producer with a pre-feasibility study completed and development of the Achmmach project progressing, including drilling to expand resources. The company also has additional tin targets with potential to grow its resource base and development pipeline.
The document provides an overview of Lloyd's, highlighting that it is the world's leading specialist insurance market, conducting business in over 200 countries and territories worldwide with clients including 90% of FTSE 100 companies. It discusses Lloyd's history beginning over 300 years ago and how it has grown from its marine insurance roots to insure complex risks across many classes. The summary also notes that Lloyd's continues efforts to introduce efficiencies while maintaining the central principle of mutuality of capital.
This document summarizes Ferrovial's acquisition of Enterprise plc, a major UK services provider. Key points include:
- Ferrovial acquired 100% of Enterprise for £385 million in firm value to be integrated into its UK subsidiary, Amey.
- The acquisition provides entry into the attractive UK utilities market and combines Enterprise and Amey's revenues of £2.3 billion across diverse activities like utilities, roads, and facilities management.
- £40 million in annual recurring synergies are expected from cost reductions and additional revenue from integrated asset management and consulting services.
- The acquisition establishes a platform for growth in expanding UK utilities and local government markets and has the potential to create
Western Copper and Gold holds significant gold, copper and molybdenum resources and reserves in its Casino Project located in the Yukon Territory, Canada. Casino contains 8.4 million ounces of gold, 4.4 billion pounds of copper, 494 million pounds of molybdenum and 61 million ounces of silver in proven & probable reserves.
Evraz presented its investor presentation for June 2010. Some key points include:
- Evraz is a leading global steel and mining company with operations across Russia, Europe, North America and Asia.
- In the first quarter of 2010, Evraz saw increases in revenue, EBITDA, sales volumes and production compared to the prior year period.
- Evraz maintains a strong balance sheet with manageable debt maturity profile and adequate cash balances. The company focuses on cost leadership through vertical integration and efficiency.
Ocean Rig 2013 Credit Suisse energy summit presentationTradeWindsnews
Ocean Rig UDW Inc. presented at the 2013 Credit Suisse Energy Summit. The presentation provided an overview of Ocean Rig, the ultra-deepwater drilling market fundamentals, and Ocean Rig's financial position. Key points included that Ocean Rig is a pure-play ultra-deepwater driller with a modern fleet and extensive experience. The company has a large contract backlog of $4.5 billion providing earnings visibility. Market fundamentals for ultra-deepwater drilling remain strong with tight supply and increasing demand expected to drive dayrates higher.
Waterford wdgwood plc 2008 case analysis -anna may del campoAnna May del Campo
This document provides an analysis of Waterford Wedgwood PLC from 2008. It includes an internal assessment analyzing the company's business organization, financial ratios, marketing strategy, and map of operations. An IFE matrix is also included to assess the company's internal strengths and weaknesses. The document examines Waterford Wedgwood's history, mission, vision, external environment using tools like CPM, EFE matrix, and recommends strategies for the company.
Miranda Gold Corp. is a prospect generator company exploring for gold in Nevada and Colombia. It uses a joint venture model to share exploration risk. Some of its key Nevada projects near major gold trends and deposits include Red Hill near Cortez Hills and Angel Wing. In Colombia, it has a strategic alliance with Agnico Eagle Mines to generate projects, including initial work on Cerro Oro between two multi-million ounce deposits. Miranda's exploration team has been involved in numerous discoveries totaling over 60 million ounces of gold. The company is well funded with $8.5 million in working capital from its recent oversubscribed financing.
- North American Palladium is a growth-oriented precious metals producer focused on palladium and gold.
- It operates the Lac des Iles palladium mine in Ontario, one of only two primary palladium mines worldwide. Lac des Iles is transitioning to a long-life, low-cost mine.
- It also operates the Sleeping Giant gold mine in Quebec, which provides a foundation for growth and has potential to serve nearby projects.
This document discusses North American Palladium's Lac des Iles palladium mine. It notes that LDI is transitioning to long-life, low-cost operations by expanding underground mining via shaft. Production is expected to significantly increase to over 250,000 ounces per year once shaft mining reaches 5,500 tonnes per day by 2015. The mine expansion is on track and has a low execution risk due to the company's experience at LDI and existing infrastructure.
This document discusses North American Palladium's Lac des Iles palladium mine. It provides the following key points:
1) Lac des Iles is one of only two primary palladium mines in the world and is transitioning to a long-life, low-cost operation through a mine expansion project involving sinking a shaft.
2) Production is expected to increase to 145,000-155,000 ounces of palladium in 2011 and exceed 250,000 ounces annually once mining reaches 5,500 tonnes per day from the shaft in 2015.
3) Cash costs are forecast to decline significantly once shaft mining is established, improving the already strong investment case for North American Palladium as a growth-oriented
1) Fluor Corporation's 2000 Annual Report summarizes the company's financial performance for the fiscal year, including revenues, earnings, new awards, backlog, and other key financial metrics.
2) It discusses major accomplishments in 2000, including implementing a new strategic direction, successfully completing the reverse spin-off of Massey Coal, and appointing a new president and COO.
3) The letter from the Chairman and CEO notes some financial disappointments but emphasizes strong new awards and backlog, confidence in Fluor's strategic positioning and leadership, and focus on achieving improved financial results going forward.
презентация для инвесторов, август 2011evraz_company
This corporate presentation provides an overview of Evraz Group, one of the largest vertically integrated steel and mining companies in the world. In 2010, Evraz saw significant growth in revenues and EBITDA due to strong market recovery, with both prices and volumes contributing to increased revenue. While steel products remain the predominant source of revenue, EBITDA is increasingly generated by the mining segment due to higher growth in iron ore and coking coal prices. The presentation discusses Evraz's financial and operational performance in 2010 and the first half of 2011, with a focus on costs, cash flow generation, debt maturity, and market performance in key regions.
The Gold Coast tourism industry peaked in 2007 but experienced declines in 2008-2009 due to the global financial crisis. Hotel occupancy rates and room nights sold fell during this period. However, forecasts indicate a recovery from 2010 onwards as new hotels are opened. The tourism industry remains important for the Gold Coast economy and further promotion is needed to attract more domestic and international visitors.
OHL Concesiones presented its performance in 2008 and key details about its business. In 2008, revenues grew 34.2% to 542 million Euros and EBITDA grew 25.2% to 358 million Euros, despite negative foreign exchange impacts. The company also saw growth in its backlog with new concessions in Mexico and Peru. Financially, OHL Concesiones achieved its goals, including refinancing of its Conmex concession in Mexico to fund new investments.
The document provides an overview of Evraz Group, a vertically integrated steel and mining company. In 2010, Evraz saw significant growth in revenues and EBITDA due to strong market recovery. Revenues increased 37% to $13.4 billion while EBITDA grew 90% to $2.35 billion. Steel remained the primary revenue source but mining contributed more to EBITDA due to higher iron ore and coal prices. The company continued to generate positive free cash flow despite high capital expenditures.
This document discusses North American Palladium as a diversified precious metals producer with its core asset being the Lac des Iles palladium mine in Canada. It notes that palladium supply is constrained by major producers in Russia and South Africa and that demand is growing, driven primarily by the automobile sector. The presentation outlines NAP's investment case as a growth-oriented palladium producer with a pipeline of projects and exploration upside, an experienced management team, and a strong balance sheet.
This corporate presentation by Canasil Resources Inc. summarizes the company's portfolio of silver-gold-base metals exploration projects in Mexico and British Columbia and strategy to create shareholder value. Canasil has a well-established management team and holds interests in multiple drill-ready projects with potential for large discoveries, including an option agreement on the La Esperanza project with MAG Silver Corp. The presentation highlights recent drilling results at several projects and outlines plans for continued exploration to advance projects and maximize discovery potential.
The document provides preliminary financial results for EVRAZ Group for fiscal year 2006. It discusses record revenues of $12.8 billion, up 54% from 2006, driven by acquisitions and favorable pricing. Net income was $2.1 billion, with an EBITDA margin of 33%. Cash flow from operations was strong at $3 billion. The results demonstrate success in advancing the company's strategy of growth in international markets and optimization of costs and vertical integration.
Emerging trends in oil & gas sectors in india (6 jan'04)Sameer Ahmed
The document outlines a presentation on emerging trends in India's oil and gas sector. It discusses key topics like refining and marketing of petroleum products, natural gas, LNG infrastructure projects, recent major oil and gas discoveries in India, and estimates of India's hydrocarbon resource base and natural gas demand/supply projections. The presentation aims to provide an overview of India's petroleum sector and highlight significant achievements and new initiatives in oil and gas exploration and infrastructure development.
Holly Corporation is an independent petroleum refiner and marketer that operates refineries in New Mexico and Utah. In 2005, Holly delivered record earnings of $167.7 million, significantly higher than its 2004 earnings of $83.9 million, due to favorable refining margins. Key accomplishments for Holly in 2005 included repurchasing $100 million of its own stock, completing a $17 million project to upgrade production at its New Mexico refinery, and selling its intermediate pipelines to Holly Energy Partners. Looking ahead, Holly plans further expansion projects at its refineries and is considering new growth opportunities.
Teekay Tankers First Quarter 2012 Earnings PresentationTeekay Tankers Ltd
The presentation summarizes Teekay Tankers' Q1 2012 earnings results and provides an outlook for Q2 2012. It announces a dividend of $0.16 per share for Q1 2012 and estimates dividends between $0.05-$0.21 per share for Q2 2012 depending on spot tanker rates. It also details Teekay Tankers' agreement to acquire 13 tankers from Teekay Corporation for $455 million, which will increase fixed rate coverage and cash flow stability. The acquisition is expected to close in June 2012.
Kasbah Resources is an emerging tin producer with two tin projects in Morocco. Its flagship Achmmach project has an indicated and inferred resource of 14.6 million tonnes at 0.9% tin containing 135,000 tonnes of tin. Kasbah is on track to become the next significant tin producer with a pre-feasibility study completed and development of the Achmmach project progressing, including drilling to expand resources. The company also has additional tin targets with potential to grow its resource base and development pipeline.
The document provides an overview of Lloyd's, highlighting that it is the world's leading specialist insurance market, conducting business in over 200 countries and territories worldwide with clients including 90% of FTSE 100 companies. It discusses Lloyd's history beginning over 300 years ago and how it has grown from its marine insurance roots to insure complex risks across many classes. The summary also notes that Lloyd's continues efforts to introduce efficiencies while maintaining the central principle of mutuality of capital.
This document summarizes Ferrovial's acquisition of Enterprise plc, a major UK services provider. Key points include:
- Ferrovial acquired 100% of Enterprise for £385 million in firm value to be integrated into its UK subsidiary, Amey.
- The acquisition provides entry into the attractive UK utilities market and combines Enterprise and Amey's revenues of £2.3 billion across diverse activities like utilities, roads, and facilities management.
- £40 million in annual recurring synergies are expected from cost reductions and additional revenue from integrated asset management and consulting services.
- The acquisition establishes a platform for growth in expanding UK utilities and local government markets and has the potential to create
This document provides an overview and analysis of Lloyd's, the London insurance market, including:
- Lloyd's has a strong competitive position due to its unique brand, size, and policyholder loyalty, though its underwriting portfolio and legacy processes present weaknesses.
- Management quality has improved in recent years at both the franchisor and franchisee levels, supporting stronger prospective performance, though catastrophe risk controls require further testing.
- Lloyd's strategy of focusing on specialty lines has increased risk profile volatility, as has its contingent exposure to Equitas, which remains insufficiently capitalized.
The document provides an overview of Bank of America's Global Corporate & Investment Banking division, including:
1) It combines the Global Business & Financial Services and Global Capital Markets & Investment Banking businesses.
2) For the first half of 2005, the combined business generated $10.2 billion in revenue.
3) The division aims to better serve clients through an integrated operating model and cross-selling opportunities across BofA.
1) The document discusses Bank of America's enterprise risk management strategies and capabilities. It highlights how the bank manages various types of risk, including credit, market, and operational risk across its consumer and commercial businesses.
2) Key strengths that help the bank manage risk include its breadth of client access, industry insights, and integrated risk management structure.
3) The bank has improved its risk profile by rebalancing its commercial credit portfolio and enhancing risk monitoring tools.
Trends Affecting Today's Investor - Chris McDermottPhilip Taylor
The document discusses trends affecting today's investors including over a decade of difficult market conditions, an aging population with low retirement readiness, underfunded pensions, high consumer debt levels, and pessimistic investor sentiment. It also outlines how financial advisors can help investors by focusing on key questions related to markets and financial planning, providing education through various channels, and positively influencing investor behavior.
This presentation discusses the capital structure, market potential, and growth of CCDI, a Brazilian real estate development company. Key points include:
- CCDI had an IPO in January 2007 that raised R$522 million and today has a market capitalization of R$1.1 billion.
- The company has diversified its real estate portfolio across multiple regions and housing segments of Brazil.
- Favorable economic conditions like low interest rates and a growing middle class are increasing the market potential for real estate in Brazil. Government support for housing is also helping drive growth.
- Between 2003-2007, CCDI launched over 20 real estate projects with a 178% increase in launchings from 2006
Ken Lewis, Chairman and CEO of Bank of America, presented at the 2006 Goldman Sachs Financial Services Conference. He discussed the company's opportunities for growth, highlighting its plans to achieve growth through selling more products to more customers across its national footprint, effectively managing costs, and capitalizing on opportunities in retail banking, wealth management, and commercial banking. Lewis also emphasized the company's ability to execute on its strategy through leveraging its extensive customer base and innovation capabilities.
This document provides an overview and corporate presentation for Cabo Drilling Corp. Key points include:
- Cabo is a mineral drilling services company operating over 100 drill rigs across North America, Central America, and Europe.
- Revenue declined after 2008 but has increased 50% from 2010 to $43.42 million in 2011, with a target of reaching the 2008 high of $58.65 million in 2012.
- The company aims to expand its global market presence and improve operational efficiencies while maintaining a strong focus on safety and community relations.
National Oilwell Varco is the largest oilfield equipment company in the world. Through a strategy of mergers and acquisitions over the past 15 years, it has achieved superior returns on investment compared to industry averages. It provides complete solutions for oil and gas customers through its all-in-one business model. Current success is linked to its strategic initiatives of constant growth through acquisitions, international expansion via mergers and acquisitions, and offering customers an all-in-one solution from rigs to petroleum distribution through its portfolio of brands.
This document is from El Paso Corporation's 2007 Annual Meeting of Stockholders. It discusses El Paso's purpose of providing natural gas and energy in a safe, efficient, and dependable manner. It highlights that in 2006 El Paso returned to profitability, reduced debt by $2.8 billion, and was upgraded by credit rating agencies. Going forward, El Paso aims to maintain its financial strength and leverage its pipeline and exploration & production businesses in a favorable macro environment.
This document is from El Paso Corporation's 2007 Annual Meeting of Stockholders. It discusses El Paso's purpose of providing natural gas and energy in a safe, efficient, and dependable manner. It highlights that in 2006 El Paso returned to profitability, reduced debt by $2.8 billion, and was upgraded by credit rating agencies. Going forward, El Paso aims to maintain its financial strength and leverage its pipeline and exploration & production businesses in a favorable macro environment.
This document is a summary of Douglas Flint's presentation at Goldman Sachs' 10th Annual European Conference on managing growth, scale, and complexity at HSBC. It discusses HSBC's record of strong growth and returns. It also examines investor reactions to HSBC's geographic coverage, diversified risk profile, emerging market potential, and capital strength. Charts are presented on topics like returns on capital and economic profit. The presentation outlines HSBC's financial framework and strategic focus on selected growing economies. It emphasizes leveraging the bank's international network and managing complexity from scale.
The document discusses Engro Corporation Limited's annual report for 2009, which saw the completion of Engro Chemical Pakistan Limited's conversion into a holding company structure called Engro Corporation Limited. Key highlights from 2009 included record revenue, continued progress on expansion projects, and the establishment of new subsidiaries. The annual report provides financial and operational details on Engro Corporation Limited and its various subsidiaries for the fiscal year ending December 31, 2009.
The document provides an overview of BI&P's 2Q11 results presentation. It begins with standard disclaimer language about forward-looking statements and risk factors. The presentation then discusses BI&P's new strategic direction after a capital increase and partnership with new investors. Key points include expanded credit portfolio, stable funding sources, adequate capital and liquidity levels, and profit impacted by loan loss provisions and conservative liquidity strategies.
The investor presentation provides an overview of Evraz Group, a leading global steel and mining company. Some key points include:
- Evraz is the 14th largest steel producer globally with operations in Russia, Ukraine, Europe and North America.
- In the first quarter of 2010, Evraz saw a 23% increase in revenue and 39% increase in adjusted EBITDA compared to the same period last year.
- Evraz maintains a leadership position in construction steel and railway markets in Russia and the CIS while also having a strong international presence in plate and tubular products.
- The company focuses on maintaining its low-cost position through vertical integration and ongoing efficiency programs.
In 2 sentences or
1) Bank of America Chairman and CEO Ken Lewis presented at a Goldman Sachs conference on December 12, 2007 to discuss the company's current position and outlook.
2) The presentation highlighted Bank of America's diverse business lines including consumer banking, wealth management, and corporate and investment banking that contribute to earnings.
3) It also discussed opportunities for growth through initiatives in areas like wealth management, retirement services, and expanding consumer credit and real estate lending to existing customers.
This corporate presentation by Energold provides an overview of the company's business segments, global operations, financial highlights, and outlook. Energold is a global specialty drilling contractor that provides socially and environmentally sensitive drilling services across 22 countries. It has three business segments: mining, energy, and manufacturing. The presentation highlights Energold's proprietary drilling rigs, growing rig fleet and revenues, global project examples, customer profile of major mining companies, and financials showing continued growth. It also discusses the positive mining industry outlook and need for new discoveries, which will drive demand for Energold's frontier drilling services.
EVRAZ GROUP S.A. reported preliminary results for fiscal year 2006 with several highlights:
- Revenue increased 27% to $8.3 billion while net profit increased 51% to $1.4 billion.
- Steel sales volumes grew 25% to 16 million tonnes due to organic growth and acquisitions. Crude steel production increased 16% to 16.1 million tonnes.
- The company successfully implemented a $660 million capital investment program and acquired new mining assets including a large iron ore deposit.
- Acquisitions included stakes in vanadium and mining companies to strengthen vertical integration.
- Strong cash flow from operations of $2.1 billion supported growth investments and
MMX reported its 3Q10 results, showing improved performance over the previous quarter and year. Sales volumes were 1.7 million tons, down 4% from the previous quarter but up 4% year-over-year. Gross revenues increased 23% quarter-over-quarter to R$251.9 million, up 123% from the previous year. EBITDA turned positive, reaching R$72.5 million compared to losses in prior periods. Total production volume set a new record at 1.6 million tons. For the first nine months of 2010, MMX achieved annual production and sales records of 5.6 million tons and 5.1 million tons respectively. MMX also discussed its long-term sales contracts and expansion
"Il Sole 24 ore" su AREA PROFESSIONISTI (lunedi 2 ottobre)Fabrizio Callarà
Le due pagine del "Sole 24 Ore" di Lunedi 2 Ottobre 2017 dedicate al progetto AREA PROFESSIONISTI (www.areaprofessionisti.eu) ed alla sua innovativa Polizza Credito.
Nuova Copertura assicurativa per gli Organismi di composizione delle crisi da...Fabrizio Callarà
La crisi economica, che produce i suoi effetti in particolare sulla vulnerabilità finanziaria delle famiglie e delle imprese, ha evidenziato con maggiore intensità i fenomeni del sovraindebitamento delle famiglie e, in generale, dell’insolvenza civile.
L’attuale situazione economica ha fornito al legislatore forti impulsi per colmare il deficit normativo vigente nel nostro paese riguardo il problema del sovraindebitamento di tutti quei soggetti esclusi dall’ambito di applicazione della legge fallimentare. Così nel 2012 anche l’Italia si è finalmente dotata di una disciplina legislativa volta a favorire il superamento mediante composizione delle crisi e delle insolvenze dei soggetti non fallibili, riproducendo istituti simili a quelli introdotti con la riforma della normativa fallimentare.
L’art. 2740 c.c. prevede che il debitore risponda dell’adempimento delle proprie obbligazioni con tutti i suoi beni, presenti e futuri. Tuttavia, l’imprenditore commerciale può liberarsi dei propri debiti non soddisfatti presentando una proposta di concordato preventivo o fallimentare, e nel caso sia imprenditore individuale accedendo all’istituto dell’esdebitazione; mentre ai privati, fino all’introduzione della disciplina in oggetto, non veniva concessa la medesima opportunità.
AEC Underwriting Agenzia di Assicurazione e Riassicurazione SpA, prima azienda italiana del settore assicurativo ad aver ottenuto nel 2013 il “Rating di Legalità”, annuncia il rinnovo del Rating da parte dell’Autorità Garante della Concorrenza e del Mercato (Agcm) [...]
L'ICE, in collaborazione con OICE ed ANCE, e con il supporto del Ministero degli Esteri e della Cooperazione Internazionale, del Ministero dello Sviluppo Economico e dell'Ambasciata d'Italia in Romania, ha organizzato oggi una missione imprenditoriale di settore a Bucarest.
La missione, dedicata alle società di ingegneria ed alle imprese di costruzione e relativo indotto, ha visto la partecipazione sul campo di AEC Wholesale Group nella persona di Fabrizio Callarà, AD del Gruppo [...]
Il rating di legalità. Potenzialità e prospettive applicative (AltaLex)Fabrizio Callarà
In estrema sintesi, il rating di legalità, introdotto nel nostro ordinamento nel 2012, consiste in
un meccanismo di incentivazione e sostegno rivolto alle aziende eticamente virtuose operanti
in Italia. L'intento è quello di premiarne l'impegno sul fronte della legalità attraverso strumenti
di facilitazione dell'accesso al credito, nonché, in prospettiva futura, di preferenza
nell'aggiudicazione di appalti pubblici.
Rinviando al seguito l'approfondimento del funzionamento pratico dell'istituto, preme mettere
subito in evidenza quali e quanto importanti siano gli interessi collettivi che ne stanno alla
base e che fanno apparire poco condivisibile l'atteggiamento eccessivamente critico di chi,
rilevandone gli innegabili limiti attuali, ha sentenziato l'inutilità del nuovo "bollino" [....]
Copertura obbligatoria di RC professionale per l’attività di apposizione del ...Fabrizio Callarà
Copertura obbligatoria di rc professionale per l’attività di apposizione del “visto di conformità” – polizza stand-alone.
AEC ha aggiunto alle soluzioni assicurative fin’ora proposte una polizza Lloyd’s valida solo per l’attività di apposizione del “Visto di Conformità”.
- Italy is a developed country located in Southern Europe with a population of 61.4 million. Its main exports include engineering products, textiles, and machinery, while main imports are engineering products, chemicals, and transport equipment.
- Germany, France, and the US are Italy's largest trading partners for both exports and imports. The official language is Italian and the capital and largest city is Rome.
- The insurance market in Italy totals $45.5 billion, with motor insurance dominating the market. Foreign insurers have a strong presence in Italy, accounting for about a third of all non-life insurance companies.
Ania - Premi del Lavoro Diretto Italiano 2013 - PREMI DEL LAVORO DIRETTO ITALIANO DISTINTI PER RAMO E GRUPPO DI IMPRESE SECONDO L’ALBO GRUPPI DELL’IVASS (composizione dei Gruppi assicurativi aggiornata al 1° marzo 2014)
testo aggiornato del Regolamento n. 5/2006 sull’intermediazione assicurativa ...Fabrizio Callarà
L'IVASS ha aggiornato il regolamento concernente la disciplina dell’attività di intermediazione assicurativa e riassicurativa di cui al titolo IX(intermediari di assicurazione e di riassicurazione) e di cui all’articolo 183 (regole di comportamento) del codice delle assicurazioni private.
Il testo comprende le modifiche ed integrazioni dal provvedimento isvap del 2 luglio 2009 n. 2720, dal provvedimento isvap del 17 dicembre 2008 n. 2664, dal regolamento Isvap n. 34 del 19 marzo 2010, dal provvedimento Isvap del 6 dicembre 2011 n. 2946, dal provvedimento Ivass del 22 ottobre 2013 n. 9 e dal provvedimento Ivass del 3 dicembre 2013 n. 12. Le modifiche o integrazioni sono riportate in corsivo.
Panoramica sull’economia, sul mercato assicurativo e sul business dei Lloyd’s...Fabrizio Callarà
This document provides an overview of key facts, statistics, business environment, insurance environment, and Lloyd's business in Italy. Some of the key points include:
- Italy has a population of 61 million and GDP of $1,845 billion, with main exports being engineering products, textiles, and machinery.
- The non-life insurance market totaled $50.7 billion in 2011, with motor insurance making up 57% of the market.
- The economy contracted in 2012 and is projected to continue contracting in 2013, with household spending expected to remain subdued.
- Major challenges for the insurance sector include the dominance of motor business and low limits/risk retention, though premiums are growing faster
The Lloyd's market had a profitable year in 2012, despite losses from Superstorm Sandy. It reported a profit before tax of £2,771m and a combined ratio of 91.1%. Gross written premium increased 9% to £25.5bn. Central assets reached a record high of £2.485bn. The Corporation reduced costs by 8% while making progress on strategic objectives. Looking ahead, Lloyd's aims to attract new capital and expand its global license network to access growth opportunities in developing economies.
STREETONOMICS: Exploring the Uncharted Territories of Informal Markets throug...sameer shah
Delve into the world of STREETONOMICS, where a team of 7 enthusiasts embarks on a journey to understand unorganized markets. By engaging with a coffee street vendor and crafting questionnaires, this project uncovers valuable insights into consumer behavior and market dynamics in informal settings."
Financial Assets: Debit vs Equity Securities.pptxWrito-Finance
financial assets represent claim for future benefit or cash. Financial assets are formed by establishing contracts between participants. These financial assets are used for collection of huge amounts of money for business purposes.
Two major Types: Debt Securities and Equity Securities.
Debt Securities are Also known as fixed-income securities or instruments. The type of assets is formed by establishing contracts between investor and issuer of the asset.
• The first type of Debit securities is BONDS. Bonds are issued by corporations and government (both local and national government).
• The second important type of Debit security is NOTES. Apart from similarities associated with notes and bonds, notes have shorter term maturity.
• The 3rd important type of Debit security is TRESURY BILLS. These securities have short-term ranging from three months, six months, and one year. Issuer of such securities are governments.
• Above discussed debit securities are mostly issued by governments and corporations. CERTIFICATE OF DEPOSITS CDs are issued by Banks and Financial Institutions. Risk factor associated with CDs gets reduced when issued by reputable institutions or Banks.
Following are the risk attached with debt securities: Credit risk, interest rate risk and currency risk
There are no fixed maturity dates in such securities, and asset’s value is determined by company’s performance. There are two major types of equity securities: common stock and preferred stock.
Common Stock: These are simple equity securities and bear no complexities which the preferred stock bears. Holders of such securities or instrument have the voting rights when it comes to select the company’s board of director or the business decisions to be made.
Preferred Stock: Preferred stocks are sometime referred to as hybrid securities, because it contains elements of both debit security and equity security. Preferred stock confers ownership rights to security holder that is why it is equity instrument
<a href="https://www.writofinance.com/equity-securities-features-types-risk/" >Equity securities </a> as a whole is used for capital funding for companies. Companies have multiple expenses to cover. Potential growth of company is required in competitive market. So, these securities are used for capital generation, and then uses it for company’s growth.
Concluding remarks
Both are employed in business. Businesses are often established through debit securities, then what is the need for equity securities. Companies have to cover multiple expenses and expansion of business. They can also use equity instruments for repayment of debits. So, there are multiple uses for securities. As an investor, you need tools for analysis. Investment decisions are made by carefully analyzing the market. For better analysis of the stock market, investors often employ financial analysis of companies.
Lecture slide titled Fraud Risk Mitigation, Webinar Lecture Delivered at the Society for West African Internal Audit Practitioners (SWAIAP) on Wednesday, November 8, 2023.
2. Elemental Economics - Mineral demand.pdfNeal Brewster
After this second you should be able to: Explain the main determinants of demand for any mineral product, and their relative importance; recognise and explain how demand for any product is likely to change with economic activity; recognise and explain the roles of technology and relative prices in influencing demand; be able to explain the differences between the rates of growth of demand for different products.
Abhay Bhutada Leads Poonawalla Fincorp To Record Low NPA And Unprecedented Gr...Vighnesh Shashtri
Under the leadership of Abhay Bhutada, Poonawalla Fincorp has achieved record-low Non-Performing Assets (NPA) and witnessed unprecedented growth. Bhutada's strategic vision and effective management have significantly enhanced the company's financial health, showcasing a robust performance in the financial sector. This achievement underscores the company's resilience and ability to thrive in a competitive market, setting a new benchmark for operational excellence in the industry.
"Does Foreign Direct Investment Negatively Affect Preservation of Culture in the Global South? Case Studies in Thailand and Cambodia."
Do elements of globalization, such as Foreign Direct Investment (FDI), negatively affect the ability of countries in the Global South to preserve their culture? This research aims to answer this question by employing a cross-sectional comparative case study analysis utilizing methods of difference. Thailand and Cambodia are compared as they are in the same region and have a similar culture. The metric of difference between Thailand and Cambodia is their ability to preserve their culture. This ability is operationalized by their respective attitudes towards FDI; Thailand imposes stringent regulations and limitations on FDI while Cambodia does not hesitate to accept most FDI and imposes fewer limitations. The evidence from this study suggests that FDI from globally influential countries with high gross domestic products (GDPs) (e.g. China, U.S.) challenges the ability of countries with lower GDPs (e.g. Cambodia) to protect their culture. Furthermore, the ability, or lack thereof, of the receiving countries to protect their culture is amplified by the existence and implementation of restrictive FDI policies imposed by their governments.
My study abroad in Bali, Indonesia, inspired this research topic as I noticed how globalization is changing the culture of its people. I learned their language and way of life which helped me understand the beauty and importance of cultural preservation. I believe we could all benefit from learning new perspectives as they could help us ideate solutions to contemporary issues and empathize with others.
2. COMPETITIVE ADVANTAGES, STRONG
PERFORMANCE.
A BENIGN CLAIMS ENVIRONMENT HELPED DELIVER
GOOD PROFITABILITY, CREATING A STRONG
POSITION FOR LLOYD’S IN 2006. WE CONTINUE TO
WORK TO DELIVER AN EFFICIENT, ROBUST MARKET
THAT CAN SUCCESSFULLY COMPETE FOR BUSINESS
ALL AROUND THE WORLD.
How Lloyd’s works
Lloyd’s is a market where members join together as syndicates to insure
and reinsure risks. This section explains how the market is organised, outlines
the roles of the key players and describes the security Lloyd’s provides
to policyholders.
Strategy
Lloyd’s strategy has been developed to deliver our vision of being the platform
of choice. We operate a rolling Three-Year Plan, the latest version of which,
covering 2007-2009, was published in December 2006. This section outlines
the vision, direction and priorities contained in that plan.
Corporate responsibility
Lloyd’s takes its responsibilities to its neighbours and the environment
extremely seriously, and this section explains how.
Market results
The pro forma financial statements (PFFS) are prepared so that the financial results
of Lloyd’s and its members taken together and their net assets can be compared
with general insurance companies. The PFFS include the aggregate of syndicate
annual accounts (Aggregate Accounts), members’ funds at Lloyd’s (FAL) and the
Society of Lloyd’s financial statements. The Aggregate Accounts are reported as
a separate document and can be found at www.lloyds.com/financialreports
Society results
These comprise the consolidation of the financial results of the Corporation and
all of its subsidiary undertakings, the Lloyd’s Central Fund and the group’s
interest in associates.
This report is printed on recycled paper.
3. CONTENTS
Overview
02
2 Highlights of 2006
4 Chairman’s statement
6 Chief Executive Officer’s statement
How Lloyd’s works
10
10 Structure
12 Managing agents and syndicates
14 Governance and risk management
16 Members of the Council
17 Members of the Franchise Board
18 Security and ratings
Strategy
20
20 Competitive environment and future outlook
22 Lloyd’s vision
24 The five benefits
Corporate responsibility
26
26 Making a difference
28 Charity initiatives
30 Lloyd’s Community Programme
Market results
33
34 Market commentary 45 Pro forma financial statements
44 Report of Ernst & Young LLP to the Council of 55 Security underlying policies issued at Lloyd’s
Lloyd’s on the 2006 Lloyd’s pro forma financial
statements
Society results
59
60 Society review 90 Lloyd’s Members’ Ombudsman’s Report
76 Corporate governance 90 Members’ Compensation Scheme Report
80 Internal control statement 91 Statement of the Council of Lloyd’s responsibilities
81 Report of the Nominations, Appointments and in relation to the financial statements
Compensation Committee 92 Independent auditor’s report to the members of Lloyd’s
88 Report of the Audit Committee 93 Society of Lloyd’s financial statements
1
4. HIGHLIGHTS OF 2006
WWW.LLOYDS.COM/2006RESULTS
• Standard & Poor’s assigned Positive Outlook • Good progress on key business reform initiatives:
to Lloyd’s A rating.
• Exceeded 85% contract certainty target.
• Fitch Ratings placed Lloyd’s A rating on Credit
• Electronic repositories for claims and back
Watch Positive.
office processing put in place.
• Continued improvement in perceptions of
• Lloyd’s attracted good quality new entrants
customer service.
to the market.
• Expansion of Lloyd’s Asia platform.
LLOYD’S BUSINESS BY CLASS LLOYD’S BUSINESS BY REGION
Lloyd’s underwrites a diversified Lloyd’s portfolio is also highly diverse
portfolio of business. from a geographical perspective.
34% Reinsurance
22% Casualty 39% United States
22% Property 24% United Kingdom
7% Marine 15% Europe
7% Energy 11% Other Americas
6% Motor 6% Asia/Africa
2% Aviation 5% Rest of the World
LLOYD’S LICENCES
49
50
50 Accredited reinsurer in 50 US states
49 Eligible ‘surplus linesí insurer in 49 US states
Licensed or eligible to undertake insurance business
Registered or licensed to write reinsurance business
2 Overview
5. PROFIT BEFORE TAX CAPITAL, RESERVES AND SUBORDINATED LOAN NOTES
£3,662m £13,333m
overview
£834m 2002 £7,509m 2002
£1,892m 2003 £10,145m 2003
£1,367m 2004 £12,169m 2004
£(103)m 2005 £10,992m 2005
£3,662m 2006 £13,333m 2006
GROSS PREMIUMS WRITTEN COMBINED RATIO
£16,414m 83.1%
£16,203m 2002 98.6% 2002
£16,422m 2003 90.7% 2003
£14,614m 2004 96.6% 2004
£14,982m 2005 111.8% 2005
£16,414m 2006 83.1% 2006
FINANCIAL HIGHLIGHTS CENTRAL ASSETS
£1,454m
• Lloyd’s gross premium income in 2006 increased 9.6% to £16,414m
(2005: £14,982m).
• Lloyd’s achieved a profit before tax of £3,662m (2005: loss of
£103m) and a combined ratio of 83.1% (2005: 111.8%) reflecting
£563m 2002
the strong underlying performance and low loss incidence during
£781m 2003
the year.
£1,196m 2004
• Hardening underwriting conditions in US catastrophe exposed £1,266m 2005
business and stable or softening conditions elsewhere. £1,454m 2006
• In aggregate, claims development in respect of prior year reserves
has been better than projected and has led to an overall surplus
of £270m (2005: £14m).
• Central assets increased by 14.8% to £1,454m (2005: £1,266m).
Overview 3
6. CHAIRMAN’S STATEMENT
WWW.LLOYDS.COM/2006RESULTS
Recently I spoke at a conference in the Gulf and was introduced
by the Minister of Finance who began with these words:
“In this part of the world, the oldest, best known, and most
respected name in insurance is Lloyd’s, no one else comes close.”
Such spontaneous comment cannot be bought and is hard to
achieve. In the last few years, our reputation has been restored,
thanks to a lot of hard work and dedication from those who work
in the market and in the Corporation.
The opportunities which this provides in growing our existing
markets and developing new ones are being seized. I do not believe
that we would have succeeded in launching our operation in China
without the name recognition that we have worldwide, and further
opportunities beckon.
While on the topic of reputation, I would like to pay tribute to the
work of the Trustees and management of Equitas who worked so
hard on the landmark deal that enables us to close a chapter in our
history. We have been firm in our view for a long time that Equitas
was being well run, and presented no threat to Lloyd’s. However, it
was seen by many as a cloud that hung over us, and was always in
the minds of the rating agencies. The transaction which Equitas has
agreed with National Indemnity will, when finally implemented,
remove that cloud, end the contingent legal liabilities of Lloyd’s and
bring finality to members reinsured by Equitas. This is a welcome
and major boost to the standing of Lloyd’s in the commercial and
financial arenas and was clearly recognised at our EGM, when over
99% of the capacity-weighted vote supported the decision of the
Council of Lloyd’s to contribute to this deal. Phase one of the
transaction has now been completed, providing Equitas with an
additional $5.7bn of reinsurance cover and work has commenced
on phase two.
“IN THE LAST FEW YEARS, THE REPUTATION OF
WHICH WE ARE SO PROUD HAS BEEN RESTORED,
THANKS TO A LOT OF HARD WORK AND
DEDICATION FROM THOSE WHO WORK IN THE
MARKET AND IN THE CORPORATION. WE ARE NOT
COMPLACENT AT LLOYD’S AND ALTHOUGH WE
ENJOYED AN EXCELLENT YEAR IN 2006, LIKE ANY
GLOBAL BUSINESS WE FACE CHALLENGES.”
4 Overview
7. But Lloyd’s does not operate in a vacuum. It is a major component It seems to be fashionable, even sometimes by those in Government
of the Financial Services industry of the UK. Indeed, we represent to heap criticism on the FSA. We take the contrary view. They carry
over 50% of the total London market business. Last year, the out an essential and complex task well, they are always ready to
Chancellor of the Exchequer singled out the Financial Services listen, and one of the reasons our reputation around the world
industry as the largest contributor to the UK economy, recognising remains so high, is in part, because it is known that they are there
what many of us had been saying for some years. I am presently to regulate us.
overview
chairing a group which will present to the Chancellor our thoughts
on how the non-life insurance industry can maintain and enhance No Chairman’s statement would be complete without thanking
its position, and become even more competitive. those who contribute to our success. I would particularly like to
thank those members of Council who have recently completed their
We are not complacent at Lloyd’s and although we enjoyed an terms of office, in particular Bronek Masojada, who has been a
excellent year in 2006, like any global business we face challenges, source of invaluable and instantly available advice to me in his role
not least the permanent shadow of the insurance cycle and the as Deputy Chairman.
increasing threat of climate change.
In March of this year, we also say goodbye and thank you to Sir Brian
We have demonstrated that we can adapt, change and react to Hayes who has served as Lloyd’s Members’ Ombudsman since 1994.
changing circumstances and meet the challenges that face us. During the past 13 years he has played an important role in seeking
But there is still much that remains to be done. to ensure that the Society maintains the highest standards in its
dealings with its members. He is succeeded by Sir Robin Mountfield.
The work which Richard Ward is leading, as you will see from his
report, is critical for our future. We must be more efficient to be Finally I would like to thank all of those who work for the Corporation
more competitive, we are relying on the whole market to make every under Richard’s leadership. I know that they are proud of this
effort along with us to do this and to do it quickly. We have made institution, and we are proud of them.
significant progress but the pace of change must be accelerated if
we are to realise our vision of being the platform of choice. Our
Three-Year Plan 2007-2009 launched last December sets out the Peter Levene, Chairman
steps we are taking to ensure this. 28 March 2007
We have also been undertaking work to ensure that the market is
attractive to new entrants. Over the past year, we have seen new
syndicates enter the market and I led a review of the Annual Venture
which recommended new ways in which private capital can invest
in Lloyd’s.
INVESTING FOR THE FUTURE: LLOYD’S IN CHINA
China is predicted to become the world’s largest economy by 2040. So
the approval by the Chinese regulator in March 2007 to begin operations
for Lloyd’s new reinsurance company in Shanghai, Lloyd’s Reinsurance
Company (China) Limited (LRCCL), is very significant. Already, 17 managing
agents will be participating in Lloyd’s China, with a number transferring
underwriters to the Shanghai office.
Insurance will play a pivotal role in the development of this emerging
economic superpower. The licence will enable Lloyd’s to reinsure local
currency business, which is estimated to comprise some 70% of the total
Chinese reinsurance market. This will extend the market’s foothold in the
world’s fastest growing economy, while providing Chinese insurers with
access to the specialist underwriting expertise – and the capital – at Lloyd’s.
Much of China’s economic development is taking place in areas with
catastrophic risk exposures. As Chinese businesses grow they encounter
increasing global scrutiny. Lloyd’s can draw on decades of offshore
trading with China, in areas such as marine and aviation, to help ensure
these risks are properly managed. The Chinese insurance market is in its
infancy, but it won’t be for long. This is an investment for the future.
Overview 5
8. CHIEF EXECUTIVE OFFICER’S STATEMENT
WWW.LLOYDS.COM/2006RESULTS
Lloyd’s has a clear vision – to be the platform of choice – and a clear
strategy to achieve it.
Over the course of 2006, we made significant progress towards this
goal and the market remains in a strong competitive position.
Interest from new sectors, record capacity levels, rating agency
affirmations and a number of new syndicate start-ups were positive
acknowledgements that Lloyd’s is an attractive place to do business.
Lloyd’s, like any global organisation, cannot afford to stand still and
we have shown time and again that we can adapt and change. To
meet the challenges we face and compete successfully in the global
insurance industry, however, we have to continue to change the way
we think and act.
We recognise that underwriters, brokers and policyholders have a
choice as to where they operate and place their business and that
Lloyd’s is not the only market where large and specialist insurance
is placed.
We have developed a rolling Three-Year Plan to address the
structural issues and trends within the market and the wider
industry to ensure that we become the true platform of choice.
Against the backdrop of an increasingly demanding regulatory
environment, greater customer expectations, mobility of capital,
a rise of regional markets and a complex underwriting cycle, the
delivery of this plan remains fundamental to Lloyd’s future.
Another exceptional year but for a very different reason
After two exceptional years of hurricane activity, 2006 was also an
exceptional year but for very different reasons. A lack of catastrophe
activity and rate increases in windstorm affected lines combined to
produce a profit of £3,662m.
return on capital* (%)
14.4 2002
21.4 2003
12.5 2004
(0.9) 2005
31.4 2006
16.2 Five year average
*
Result on ordinary activities before tax as a ratio of average capital and reserves held.
6 Overview
9. A combined ratio of 83.1% and a return on capital of 31.4% compare Performance framework
well with our peers. This result is clear evidence of the flexibility, We want a clear and transparent performance framework that
responsiveness, resilience and underlying financial strength of the supports the achievement of superior operating returns for all of the
Lloyd’s market. businesses that operate in the market.
However, while there were significant underlying improvements in Our relationship with the market has evolved over the last three
overview
the way that businesses in the market manage risks and reserves, years to one of commercial partner. Last year, we introduced a set of
we cannot be complacent or fool ourselves into believing that Franchise Standards on underwriting, claims and risk management to
market or weather conditions will not change. With an increasing help each market firm understand the minimum level to which they
trend for more frequent and severe natural catastrophes overlaying are expected to perform. Together with the market we are looking at
the peaks and troughs of the insurance cycle we must continue our further areas where minimum standards would be appropriate.
focus on underwriting for profit.
During the year under review, we continued our work to improve the
Lloyd’s remains a well diversified market but we cannot escape the ability of the businesses in the market to manage their exposures
fact that what we have seen is a ‘tale of two markets’. Although and risks. We introduced a Risk Management Toolkit which supports
rates increased in wind-exposed business, particularly in the USA, and promotes best practice risk management. In addition, we
other lines of business showed signs of softening. This dichotomy continued to update our suite of Realistic Disaster Scenarios,
makes good cycle management and underwriting discipline more including introducing a $100bn hurricane scenario and an aviation
important than ever. terrorism scenario, thereby further testing the Lloyd’s market’s
resilience to extreme catastrophic events.
There is clear evidence that the market, having worked with the
Franchise Performance Directorate over a number of years, is now Business efficiency – operations and processes
better prepared to manage the insurance cycle. Through a We have to deliver more efficient business processes at a lower cost
combination of underwriting for profit rather than market share, the and ensure that the underwriters, brokers and policyholders who
use of state-of-the-art modelling tools and better availability and form the customers of this market are receiving the level of service
application of data, it is hoped that the market can shield itself from they expect and demand.
the worse effects of the cycle.
Over the past year, the London market has demonstrated that it
The platform of choice wants to change and there is clear evidence that progress is being
During 2006, we made significant progress towards meeting the made, but the pace of change is still too slow.
goals set out in ‘Building the Optimal Platform’ published in January
2006. There are a number of areas, however, where we need to At the end of the year, we repeated a customer satisfaction survey
accelerate the pace of change. to test our service levels. Just under two thirds of those questioned
believe that Lloyd’s processes have improved and our overall
Our strategy centres on the five key benefits of operating at satisfaction score has remained a reasonably healthy 7.6 out of 10.
Lloyd’s (see pages 24 and 25). We regularly test our strategy against However, there remain areas where our customers want to see
market feedback and changing external circumstances and we improvement. These include speed of issuing contract
published the latest version of the Three-Year Plan at the end of documentation and underwriter availability.
December 2006.
A BIG STEP FORWARD: ELECTRONIC CLAIMS FILE
Brokers and underwriters carrying bulging files may be one of the classic
images on the streets around One Lime Street. Lloyd’s is actively working
to reduce this, and in particular, is using the new Electronic Claims File
(ECF). This went live in September 2006 and will significantly cut the
amount of paper in circulation on the claims side of the market.
ECF brings together the Insurers’ Market Repository and the Lloyd’s
Claims Loss Advice and Settlement System. Brokers can now submit
claim file documents electronically to all insurers on risk simultaneously –
no more going around the Underwriting Room to present the file time
after time. Insurers also have real-time access to the claims file, including
key claims processing functions.
ECF seeks to ensure the Lloyd’s market is a more efficient and cost-
effective place to do business. It’s a major step towards eliminating paper
processes while also improving the market’s environmental sustainability.
Two more ECF releases planned for 2007 will help Lloyd’s towards its
stated aim: to process all new claims electronically by the end of 2007 –
and to help consign those bulging files to history.
Overview 7
10. CHIEF EXECUTIVE OFFICER’S STATEMENT continued
WWW.LLOYDS.COM/2006RESULTS
There are three pillars to our strategy to address these issues: • Conducted a review of the impact of the Annual Venture and
suggested ways to improve the current business planning
• Electronic claims handling. timetable and update the existing agency agreement.
• Accounting and Settlement.
• Developed proposals to facilitate new syndicate start-ups and
• Pre-bind quality assurance. increases in capacity backed by unaligned capital at various
points mid-year. In the past, new syndicates backed by private
Last year we introduced an electronic filing cabinet, a document
capital could only start underwriting on 1 January.
repository that enables claims and premiums to be handled quickly
and efficiently without the need for paper files. Every managing agent Capital advantages
is committed to processing their claims electronically, and currently 2006 was the second year in which managing agents’ own capital
a third of all managing agents are doing so. This is a major step assessments drove member capital setting. This process helped to
forward in our drive for a paperless market and we aim to have all embed risk management within the overall business process of each
new claims processed electronically by the end of 2007. syndicate and enabled them critically to assess the capital required
for their own risk profile. We implemented an enhanced ICA review
By the end of the year 15% of all premium transactions were going
process which provided us with an informed insight into the risks
through the repository and a quarter of all premium transactions in
and capital requirements for each market business. In addition,
the London market were handled electronically by the end of
we developed improved benchmarking options for assessing
February 2007.
claims reserves.
We achieved a major milestone when we exceeded the target for
85% of all contracts being contract certain in December last year. We We remain committed to reducing the cost of mutuality through
now want to embed contract certainty into business as usual activities improved performance and capital setting. Following the
and ensure that managing agents are making the right contract introduction of measures to strengthen the Central Fund, if
certainty, tax, regulatory and risk management checks before conditions permit, we are aiming to reduce the Central Fund
entering into contracts. contribution rate for the 2008 Year of Account, a year earlier than
originally planned.
Although we deal in complex risks we do not need to operate a
complex business model. In the last 12 months we have streamlined During 2006, we worked closely with the market to create a less
the complexity of our structure and processes and reduced the prescriptive environment for making investment decisions and
burden of operating within it. As part of this work we: removed a whole layer of complexity that applied to Lloyd’s
compared with the company market: admissible asset rules for
• Completed a duplication review to ensure that market firms were
syndicate investments have now been brought in line with the FSA’s
not subject to a dual compliance burden by Lloyd’s and the FSA.
requirements for all UK insurers.
• Sought to ease the reporting burden on businesses by limiting
any changes to reporting requirements unless they simplify or Furthermore, the Central Fund investment strategy was reviewed
reduce those requirements. and amended, following consultation with the market. A revised risk
management framework was introduced and asset allocations were
• Began work to simplify the framework of the rules and revised to optimise risk adjusted returns.
requirements for operating at Lloyd’s.
LLOYD’S CUSTOMER SATISFACTION SURVEY 2006
The survey asked customers their perceptions of Lloyd’s service on a set of key touch points,
from access to underwriters to speed of claims payment. 65% agreed that the processes
covered in the survey had improved in the last year.
perceived improvement in processes
All Strongly agree
Coverholder
Agree
Lloyd’s Broker
Disagree
Non-Lloyd’s Broker
Insured Strongly disagree
Reinsured
478 interviewees
September/October 2006
8 Overview
11. Through these measures we have made real progress towards the succeed in being the platform of choice. We will continue to make
development and implementation of a flexible capital framework. organisational changes to meet our business needs as they evolve
and have introduced a change programme to help develop the
Security and ratings behaviours and culture needed to deliver our objectives.
The strength of the market was confirmed in 2006 with affirmations
from all three rating agencies: A.M. Best, Fitch Ratings and Standard The year ahead
overview
& Poor’s. Following the announcement of the Equitas and Berkshire With market conditions changing, our focus remains on underwriting
Hathaway deal, Fitch Ratings placed Lloyd’s on Credit Watch Positive discipline. This will be supported by our continuing drive to
and Standard & Poor’s assigned a Positive Outlook. Just this week, modernise market practices, thereby helping to maintain our
the first phase of the Equitas deal was completed and as a result position as a recognised leader of specialist underwriting.
Fitch Ratings upgraded Lloyd’s to A+. This upgrade will enhance the
perceptions of Lloyd’s amongst insurance buyers, brokers and Conclusion
potential investors. As I come to the end of my first year at Lloyd’s I would like to thank
the staff at the Corporation and all those who work throughout the
Market access market for their support and hard work.
We continue to expand our global footprint and move into
developing markets. The trend eastwards was highlighted by the I would like to pay particular thanks to my Executive Team. They
regulatory approval of our reinsurance operation in China and the have provided strong leadership over the past year and have been
expansion of our platform in Singapore. instrumental in the delivery of our objectives.
We began work to restructure our global network of offices and Julian James, Director of Worldwide Markets, leaves Lloyd’s at the
representatives to ensure that it is clearly aligned to managing end of April. He has played a large role in developing Lloyd’s global
agents’ needs and service requirements. This work is expected to be presence and I am grateful for his hard work and dedication.
completed this year.
I have been impressed by the commitment and professionalism of
We also reviewed our distribution channels, particularly access everyone at Lloyd’s and I look forward to working with the
options in the US, and began a project to streamline the broker Corporation and market over the coming years.
accreditation process.
Our people Richard Ward, Chief Executive Officer
Our people remain our greatest asset and we continue to invest in 28 March 2007
their development, potential and their working environment. During
the year in review, we began to develop a leadership programme
and implement a working environment programme.
We have a demanding agenda to deliver in a fast-moving
environment; the structure and culture of our organisation must be
flexible and responsive, and our people accountable if we are to
“THE MARKET REMAINS IN A STRONG
COMPETITIVE POSITION. INTEREST FROM NEW
SECTORS, RECORD CAPACITY LEVELS, RATING
AGENCY AFFIRMATIONS AND A NUMBER OF
NEW SYNDICATE START-UPS WERE POSITIVE
ACKNOWLEDGEMENTS THAT LLOYD’S IS AN
ATTRACTIVE PLACE TO DO BUSINESS.”
Overview 9
12. HOW LLOYD’S WORKS: STRUCTURE
WWW.LLOYDS.COM/2006RESULTS
THE LLOYD’S MARKET BRINGS TOGETHER
AN OUTSTANDING CONCENTRATION OF
UNDERWRITING EXPERTISE AND FLEXIBLE
POOLS OF CAPITAL.
Lloyd’s is not an insurance company, it is a market where the provide advisory and administrative services to members. A member
members of Lloyd’s join together as syndicates to insure and is liable only for its share of the risks underwritten and is not
reinsure risks. Much of our business is written on a subscription responsible for meeting any other members’ underwriting liabilities.
basis, with more than one syndicate participating on the same risk.
The diverse sources of our capital in 2007 are shown below.
An outline of capital setting at Lloyd’s begins on page 18.
Writing the insurance risks: the syndicates
As at 1 January 2007, there were 66 syndicates in the Lloyd’s market.
A syndicate may trade under the same name and number for years,
but it is in fact a series of annual ventures. Members have the
right – but not the obligation – to participate in syndicates for the
following year.
In practice, most syndicates are supported by the same capital
providers for several years and so, in capital terms, function more
like permanent insurance operations under the Lloyd’s umbrella.
A large proportion of Lloyd’s business is conducted in the
Providing the capital: the members Underwriting Room at Lloyd’s, where most of the syndicates have a
It is the members of Lloyd’s who provide the capital to support the base. Here, detailed face-to-face negotiations take place regarding
syndicates’ underwriting. Today, our members are drawn from some the risks brokers wish to place at Lloyd’s. Having this breadth of
of the world’s major insurance groups and companies listed on the underwriting skill in one location and allowing direct access to
UK stock exchanges as well as individuals and limited partnerships. underwriters have given us our excellent reputation for expertise,
Corporate members provide a significant majority of the total capital, innovation and quick decision-making.
and therefore capacity, of the Lloyd’s market. Private members
typically support a number of syndicates, while many corporate
members underwrite through a single syndicate. Members’ agents
lloyd’s sources of capital by type and location
Capacity (£bn) 2007
15 13% Worldwide
Insurance Industry
17% US Insurance Industry
10 5% Bermudian
Insurance Industry
49% UK Listed and
Other Corporate
5
9% Private members
(Limited Liability)
7% Private members
(Unlimited Liability)
0
93 94 95 96 97 98 99 00 01 02 03 04 05 06 07
10 How Lloyd’s works
13. Most of Lloyd’s business is placed with the assistance of a broker. In Supporting the market: the Corporation of Lloyd’s
the UK, all insurance intermediaries must be authorised by the FSA, The Corporation of Lloyd’s (the ‘Corporation’) oversees and provides
but Lloyd’s also requires Lloyd’s brokers to meet high standards of services to support the market and promotes Lloyd’s around the
professionalism and competence. Syndicates may also take world. The senior executives of the Corporation exercise the day-to-
advantage of other distribution channels, including coverholders and day powers and functions of the Council and the Franchise Board
service companies, together with Lloyd’s overseas underwriting (see page 14 for more detail regarding the governance of Lloyd’s).
platforms such as those in Singapore and China. The Corporation (including its subsidiaries) had 763 employees
worldwide, as at 31 December 2006. More information regarding
Managing the syndicates: the managing agents the Corporation’s employment strategy can be found in the
A managing agent is a company set up to manage one or more Society Review, page 61.
Lloyd’s syndicates on behalf of the members who have provided the
capital. Many syndicates are now managed and funded by a single In addition to its objective to provide cost-effective services that are
corporate group, integrating the management and capital provision, essential to the smooth running of the market, the Corporation
how lloyd’s works
as shown in the diagram below. For other syndicates, the capital is strives to raise the standards and improve the performance of the
provided by a ‘spread’ of different members, who may include both market. The Corporation’s work includes:
private individuals and corporate groups, and the managing agent
may be separately owned and managed. • Approving the admission of new syndicates to the market.
The managing agent employs the underwriting staff and handles the • Determining the capital that Lloyd’s members must provide to
day-to-day running of a syndicate’s infrastructure and operations. support their proposed underwriting.
There is a full list of managing agents and the syndicates they
manage on pages 12 and 13. • Overseeing business activities of the market by establishing
standards and monitoring the performance of syndicates in
areas such as exposure management, cycle management,
Examples of Syndicate Operating Models claims management and operational risk management.
• Working with the management of underperforming syndicates to
facilitate improved performance and intervening directly if
stronger action is required.
• Managing financial and regulatory reporting for the Lloyd’s
market, including the production of Lloyd’s market results and
Lloyd’s FSA return.
• Managing and developing Lloyd’s global network of licences and
the Lloyd’s brand.
AN EFFECTIVE PLACE TO DO BUSINESS:
THE SUBSCRIPTION MARKET
Lloyd’s is the world’s leading face-to-face subscription insurance market,
allowing individual syndicates to subscribe to cover all or part of a risk,
according to their own risk appetite and capacity. In the Underwriting
Room at One Lime Street there are 42 managing agents running 66
syndicates. It is an outstanding concentration of underwriting expertise.
For brokers and their clients, having so many syndicates under one roof
and direct access to decision makers, means complex and large risks can
be placed efficiently within a marketplace environment. It also helps
brokers foster relationships with multiple trading partners and provides
flexibility when extra underwriting capacity is needed quickly – for
example after a major acquisition by a client or a major market loss.
For underwriters, Lloyd’s allows even relatively small syndicates to
participate on some of the world’s largest insurance exposures on a
shared basis. Lloyd’s is currently working hard with market participants
to improve business processes, seeking to create an electronic
infrastructure that will support – but not replace – our competitive
face-to-face subscription market.
How Lloyd’s works 11
16. HOW LLOYD’S WORKS:
GOVERNANCE AND RISK MANAGEMENT
WWW.LLOYDS.COM/2006RESULTS
Governance: the Council and Franchise Board The members of the Council and the Franchise Board are listed
The Council of Lloyd’s is the governing body of the Society of Lloyd’s, on pages 16 and 17.
with overall responsibility for the management of Lloyd’s. For many
of its functions, the Council now acts through the Franchise Board, Since 2001, the UK Financial Services Authority (FSA) has been
whose members are appointed by the Council and are drawn from responsible for regulating Lloyd’s, including direct supervision
inside and outside the Lloyd’s market. Further details regarding the of managing agents and monitoring capital and solvency. The
membership and roles of the Council, Franchise Board and their Corporation plays an active role in managing risk within the
respective committees can be found on pages 76 to 79. The day-to- market to ensure that Lloyd’s central assets, brand and reputation
day powers and functions of the Council and Franchise Board are are protected.
exercised by the executive of the Corporation. The members of the
Executive Team are the Chief Executive Officer and the Directors of
the Corporation. Their details can be found at
www.lloyds.com/managementteam
Principal committees of Lloyd’s
The Council of Lloyd’s
Franchise Board
Nominations, Appointments and
Audit Committee
Compensation Committee
Market Supervision and
Capacity Transfer Panel Investment Committee
Review Committee
REALISTIC DISASTER SCENARIOS
The specified event scenarios are defined in detail annually by Lloyd’s and are used to
evaluate aggregate market exposures as well as the exposure of each syndicate to those
specific events. Syndicate-specific scenarios are prepared by each syndicate according
to the particular characteristics of the business it writes.
SPECIFIED EVENT SCENARIOS SYNDICATE-SPECIFIC SCENARIOS
• Florida windstorm • Marine event
• California earthquake • Loss of major complex
• New Madrid earthquake • Aviation collision
• European windstorm • Major risk loss
• Japanese earthquake • Satellite risks
• Terrorism • Liability risks
• Gulf of Mexico windstorm • Political risks
• Japanese typhoon • Two syndicate-defined Realistic
• Two consecutive Atlantic Disaster Scenarios
seaboard windstorms
14 How Lloyd’s works
17. Managing risk at Lloyd’s The Corporation uses various tools to control and monitor insurance
Each managing agent is responsible for managing its own risks and risk, including:
those of the syndicates it manages. The Corporation manages the
risks facing the Corporation and the market as a whole. Lloyd’s • Setting guidelines for catastrophe exposure and reinsurance
focuses on risks in several categories – insurance, operational, usage.
capital, business strategy, financial markets, credit, liquidity and
regulatory. • Setting realistic disaster scenarios to assist in the measurement
and management of catastrophe exposures at a syndicate and
As with all insurers, the largest risk facing Lloyd’s is insurance risk: market level (see full list on previous page).
the inherent uncertainty of the size and timing of insurance liabilities.
At Lloyd’s, each syndicate sets its own risk appetite, develops a • Reviewing business plans and determining appropriate capital
business plan, plans its reinsurance protection and manages its requirements.
exposures and claims. Through the Franchise Performance
how lloyd’s works
Directorate, the Corporation regularly reviews the performance • Establishing and monitoring underwriting standards, including
of the syndicates in each of these activities to ensure that it is claims and exposure management principles.
satisfied with the level of risk posed to the overall market and
its mutual assets. Each area of potential risk is considered by expert teams within the
Corporation. If a syndicate’s operations pose an unacceptable risk,
the Corporation will work with that syndicate to make appropriate
changes. If the syndicate does not respond to this facilitative
approach, the Corporation can also withhold or withdraw approval of
a business plan and in extreme cases can terminate the right of a
managing agent and its syndicate to trade in the market.
The process of setting required capital for syndicates and members
also begins with the syndicate’s assessment of its own risks. See
page 18 for detailed information on capital setting.
More information on risk categories and controls can be found on
page 64.
PREPARING FOR THE WORST:
REALISTIC DISASTER SCENARIOS
Careful management of catastrophe risk is a business imperative at Lloyd’s
and with total hurricane losses in the 2005 storm season of $6.6bn, it’s easy
to see why. The Corporation has devised a set of Realistic Disaster Scenarios
(RDS) to stress test both individual syndicates and the market as a whole
to see how they stand up to chains of accumulated exposure in very
extreme cases – contemplating over $100bn of insurance industry losses.
One of our latest disaster scenarios is a category 4 hurricane, which cuts
directly across offshore oil platforms in the Gulf of Mexico, before making
landfall in Texas and moving over the densely populated Houston area.
This test was introduced in recognition of – and to examine – the significant
correlation between onshore and offshore risks to hurricane events.
The scenario and guidance draws on a wealth of underwriting experience
and is used by energy underwriters worldwide as an industry standard
approach to offshore energy risk management. We believe this kind of
active exposure management helped mitigate losses from hurricanes
Katrina and Rita. Through its ongoing work on RDS, the Corporation is
helping the market to prepare for each new storm season.
How Lloyd’s works 15
18. HOW LLOYD’S WORKS:
MEMBERS OF THE COUNCIL
WWW.LLOYDS.COM/2006RESULTS
1. 2. 3. 4. 5. 6.
7. 8. 9. 10. 11. 12.
13. 14. 15. 16. 17. 18.
1. Lord Levene of Portsoken 6. Rupert Atkin 11. Philip Lader 16. Andreas Prindl
Chairman of Lloyd’s (Working member)† (Nominated member)† (Nominated member)*
(Working member) Rupert Atkin is the active underwriter Philip Lader, a lawyer, is Chairman of Andreas Prindl worked for Morgan
Peter Levene was elected as Lloyd’s for syndicate 1183 and a director of all WPP Group plc. He is a former US Guaranty in New York, London and as
Chairman in November 2002. He is the Talbot Group companies. He has served Ambassador to the Court of St. James’s General Manager in Tokyo and then set
Chairman of General Dynamics UK on various market bodies, including the and member of President Clinton’s up Nomura Bank International, which he
Limited and a member of the Board of Lloyd’s Regulatory Board and has Cabinet. He is also a Senior Adviser to chaired. He was appointed a CBE for his
TOTAL SA, China Construction Bank and chaired both the Lloyd’s Underwriters Morgan Stanley and serves on the contributions to financial services
Haymarket Group. He is an Alderman of Association and the Joint War Risk boards of Marathon Oil, AES, RAND and education in Britain and Eastern Europe
the City of London and served as Lord Committee. Rusal Corporations. and is Master of the Musicians
Mayor for the year 1998/99. Company.
7. Celia Denton 12. Alan Lovell
2. Richard Ward (Nominated member)* (External member) 17. David Shipley
Chief Executive Officer Celia Denton, a chartered accountant, Alan Lovell is Chief Executive of Infinis Representative of MAP
(Nominated member) was a senior audit partner at Deloitte & Limited and Chairman of the Mary Rose Capital Limited
Richard Ward joined Lloyd’s as Chief Touche and Head of its General Trust Appeal Committee. He has held (External member)*
Executive Officer in April 2006. Previously Insurance Practice for 10 years. She was senior positions at Costain Group plc, David Shipley has been named
he worked as both CEO and Vice- responsible for risk management in the Dunlop Slazenger and most recently at underwriter for MAP Syndicate 2791
Chairman at the International Petroleum assurance and advisory practice, prior Jarvis plc. since Managing Agency Partners
Exchange (IPE), re-branded ICE Futures. to her retirement in 2003. Limited was formed in 2000. He has
Prior to this, he held a range of senior 13. Barbara Merry worked as a Lloyd’s underwriter since
positions at British Petroleum and 8. Nigel Hanbury Representative of Hardy 1976, and has participated as a Name,
Tradition Financial Services. (Working member)† Underwriting Limited and subsequently with limited liability,
Nigel Hanbury is the CEO of Hampden (External member) since 1984.
3. Ewen Gilmour Agencies Ltd, a members’ agent. He Barbara Merry, a chartered accountant,
Deputy Chairman of Lloyd’s also serves on the Board of the is the CEO of Hardy Underwriting Group 18. Anthony Townsend
(Working member)*† Association of Lloyd’s Members, the plc. She has worked in the Lloyd’s Representative of Brit UW Limited
Ewen Gilmour is a chartered accountant committee of the High Premium Group, community since 1985, first as a market (External member)*
and the Chief Executive of Chaucer the Board of Syndicate 138 Ltd and regulator and then as MD of Omega Anthony Townsend is Chairman of Brit
Holdings PLC. Formerly a corporate participates on other Lloyd’s working Underwriting Agents Limited. Syndicates Ltd and a non-executive
financier with Charterhouse Bank, he parties and committees. director of other Brit companies. He
joined the Corporation to help facilitate 14. Peter Morgan served on Lloyd’s Regulatory Board from
the introduction of corporate capital to 9. Judith Hanratty Representative of AJSLP09 1996-2002 and is chairman or a non-
the Lloyd’s market in 1993. He is the (Nominated member)† (External member)† executive director of a number of
Chairman of the Lloyd’s Market Judith Hanratty, a barrister, is currently a Peter Morgan is a director of the investment trusts.
Association Processes Committee. director of Partner Re Limited, Charles Association of Lloyd’s Members, Oxford
Taylor Consulting plc, the UK Gas and Instruments and Hyder Consulting and
4. Graham White Electricity Markets Authority, and is Chairman of Strategic Thought,
Deputy Chairman of Lloyd’s Chairman of the Commonwealth Technetix and IXICO. He is a former
(Working member) Institute. She was Company Secretary director of IBM UK and IBM Europe and
Graham White is Deputy Chairman of of BP plc until her retirement in 2004. former Director General of the Institute
Argenta Syndicate Management Ltd and of Directors.
has worked in the Lloyd’s market since 10. Christopher Harman
1968 as reinsurance broker, company (Working member) 15. Dermot O’Donohoe
secretary and members’ and managing Christopher Harman is the founder Representative of Dornoch Limited
agent. He has an MBA from Cranfield. member and Deputy Chairman of (External member)
Harman Wicks & Swayne, a Lloyd’s Dermot O’Donohoe is the CEO of XL
Council as at 28 March 2007
5. Bill Knight broker. He has worked in the Lloyd’s London Markets Ltd, the Lloyd’s
Deputy Chairman of Council market as a reinsurance broker since managing agency of the XL Capital * Member of Audit Committee.
(Nominated member)*† 1971, specialising in reinsurances of Group. He is the Chief Underwriting † Member of Nominations, Appointments and
Bill Knight is the Chairman of the Lloyd’s syndicates and companies Officer for XL’s Global Specialty
Compensation Committee.
Financial Reporting Review Panel and writing global business. businesses, a number of whom utilise
a Gambling Commissioner. He is a the Group’s Syndicate (1209) to write
solicitor and was formerly the Senior business. Dermot is a director of several
Partner of Simmons & Simmons. group companies in the UK and Ireland.
16 How Lloyd’s works
19. MEMBERS OF THE FRANCHISE BOARD
WWW.LLOYDS.COM/2006RESULTS
1. 2. 3. 4. 5. 6.
7. 8. 9. 10.
how lloyd’s works
1. Lord Levene of Portsoken 5. Edward Creasy 8. Luke Savage
Chairman of Lloyd’s Edward Creasy is Chief Executive Officer Director, Finance, Risk Management
Biography on previous page. of Kiln plc and Chairman and Chief and Operations
Executive of R.J. Kiln & Co Ltd. He has Luke Savage, a chartered accountant,
2. Richard Ward worked in Lloyd’s since 1978 as a joined Lloyd’s in 2004. He has 20 years’
Chief Executive Officer broker, underwriter and manager. He is experience in financial services, spent
Biography on previous page. a founding director of the Lloyd’s Market mostly supporting sales and trading in
3. Roy Brown Association. investment banks including Morgan
Roy Brown, a chartered engineer, is the Stanley and Deutsche Bank.
6. Stephen Hodge*
non-executive Chairman of GKN plc and Stephen Hodge is a member of the 9. Jim Stretton*
a non-executive director of BUPA and Advisory Council of Cass Business Jim Stretton is Chairman of the Wise
the HMV Group. He was formerly an School and is Chairman of Shell Group. He was formerly UK Chief
Executive Director of Unilever NV and Pensions Trust Ltd. He worked until 2001 Executive of The Standard Life
Unilever plc and has an MBA from for the Shell Group as Treasurer and Assurance Company and a member of
Harvard Business School. Finance Director with responsibility for the Court of the Bank of England.
4. Steven Burns Insurance matters. He was Audit
Committee Chairman for O2 plc until 10. Rolf Tolle
Steven Burns, a chartered accountant, is Director, Franchise Performance
CEO of QBE’s European Operations, January 2006.
Rolf Tolle joined Lloyd’s in March 2003.
including the Limit Group which is QBE’s 7. Andrew Kendrick He is a non-executive director of the
Lloyd’s division. He has over 20 years’ Andrew Kendrick is Chairman and Chief Xchanging Claims Services Board.
Lloyd’s experience and was a member Executive Officer of ACE European Previously, he was Chief Underwriting
of the Council of Lloyd’s between 2003 Group Limited. Prior to this, he served Officer of Faraday Group and has held
and 2005. as President and Chief Executive Officer, senior positions within various
ACE Bermuda. He has over 25 years of insurance companies operating in
insurance industry experience. He was Germany, Norway and the US.
appointed Chairman of the Lloyd’s
Market Association in January 2006.
Franchise Board as at 28 March 2007
* Member of Audit Committee.
How Lloyd’s works 17
20. HOW LLOYD’S WORKS: SECURITY AND RATINGS
WWW.LLOYDS.COM/2006RESULTS
Financial strength: the chain of security Members underwrite for their own account and are not liable for
Lloyd’s unique capital structure, often referred to as the ‘chain of other members’ losses. The third link contains mutual assets held by
security’, provides excellent financial security to policyholders and the Corporation which are, subject to the approval of the Council,
capital efficiency to members. The Corporation is responsible for available to meet the insurance liabilities of any member. Further
setting both member and central capital to achieve a level of information regarding the security underlying policies at Lloyd’s can
capitalisation that is robust and allows members to earn reasonable be found on page 55.
returns. There are three ‘links’ in the chain: the funds in the first
and second links are held in trust, primarily for the benefit of First link: syndicate level assets
policyholders whose contracts are underwritten by that member. All premiums received by a syndicate are held in premiums trust
funds, and are the first resource for paying policyholder claims of
that syndicate.
Members must have sufficient funds in trust for their syndicate(s)
to meet all claims, expenses and outgoings, such as reinsurance
premiums and underwriting expenses. Funds are generally held in
liquid assets to ensure that liabilities can be met as they fall due.
Profits are not released until full provision has been made for
estimated underwriting liabilities. The reserves of each syndicate are
subject to annual independent audit and actuarial review.
Second link: members’ funds at Lloyd’s
Each member, either corporate or individual, must provide capital
to support its underwriting at Lloyd’s. In accordance with the FSA
regime, each syndicate produces an ‘Individual Capital Assessment’
(ICA) stating how much capital it believes is needed to cover its
underlying business risks. The FSA delegates the annual review of
syndicate ICAs to the Corporation, although the FSA reviews a small
sample of syndicate ICAs in order to validate the effectiveness of the
reviews carried out by the Corporation.
The Corporation reviews each syndicate’s ICA, using all the
information held regarding the historical performance, business
plans and risk appetite of that syndicate in assessing the adequacy
of the capital level proposed. When agreed, each ICA is then
‘uplifted’ (by 35% for 2007) to ensure extra capital is in place to
support Lloyd’s ratings and financial strength. This uplifted ICA
central solvency assets*
£m £2,056m
2,000 Central Fund and other
£1,850m Corporation assets
£1,663m
Syndicate loans
1,500
£1,325m £1,326m Callable layer
Subordinated
1,000
debt
Solvency deficits
500
0
2002 2003 2004 2005 2006
*
The aggregate value of the central resources of the Society, including the callable
layer, for solvency purposes.
18 How Lloyd’s works