The document summarizes the major integration steps taken by Helvetia Insurance following its acquisition of Nationale Suisse in 2014. It outlines the 5 key phases: (1) the transaction in 2014, (2) developing a target operating model, (3) appointing new leadership and retaining employees, (4) onboarding Nationale Suisse employees to the Helvetia brand in 2015, and (5) developing a new strategy called Helvetia 20.20. The integration process focused on communication, change management, and developing the new company culture and identity under the Helvetia brand.

1. Managing & leading
through major
corporate
transformationstransformations
- a personal view
Simone Lazarus
Head of Personnel and Organizational
Development
EMBA
Frankfurt School of Finance, 5 August 2016
Photo: Gerry Nitsche, Zurich

2. Helvetia at a glance
G R O U P B O A R D
CH-CEO
2Shaping the future together. Frankfurt School of Finance, 5 August 2016
HR + Services
Personnel +
Organizational
Development

3. Overview of the integration process
1
2 3 4 5
Strategy
6
2014 2015 2016
Transaction/
Initialisation
TOM
Appointment
process Onboarding
Strategy
helvetia
20.20
Next steps
3Shaping the future together. Frankfurt School of Finance, 5 August 2016

4. Overview of the integration process
2014 2015 2016
1
2 3 4 5
Strategy
6
4Shaping the future together. Frankfurt School of Finance, 5 August 2016
Transaction/
Initialisation
TOM
Appointment
process Onboarding
Strategy
helvetia
20.20
Next steps

5. 1 Transaction - The reason why
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6. Changes in shareholders of Nationale Suisse
End of 2012
Basler KB 7.7%
LBBW 11.4%
End of 2013
20.7%
17.7%
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7. D-Day on 7 July 2014
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8. ~20.10.
Publication
of the offer
Main tender period Extension
Extraordinary general
assembly Helvetia
(17 Sep.14)
Extraordinary general
assembly Nationale
Suisse (29 Sep.14)
7.7.
Advance
notice of the
At the same time implementing the project TELL
(Jul – Oct 2014)
of the offer
prospectus
'Cooling-
off'-period
Main tender period
for Nationale
Suisse
shareholders
Extension
period for
Nationale
Suisse
shareholders
Settlement
Decision of Helvetia about
the conclusion of contract
Deadline for a possible counteroffer
notice of the
offer
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9. Overview of the integration process
1
2 3 4 5
Strategy
6
2014 2015 2016
Transaction/
Initialisation
TOM
Appointment
process Onboarding
Strategy
helvetia
20.20
Next steps
9Shaping the future together. Frankfurt School of Finance, 5 August 2016

10. 2 TOM - Target Operating Model (Jul – Dec 2014)
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11. Overview of the integration process
1
2 3 4 5
Strategy
6
2014 2015 2016
Transaction/
Initialisation
TOM
Appointment
process Onboarding
Strategy
helvetia
20.20
Next steps
11Shaping the future together. Frankfurt School of Finance, 5 August 2016

12. 3 Appointment process (Jul 2014 – Apr 2015)
Success factors
• Salary guarantee
• Development discussions and retention awards
• Social plan and new placement
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13. Nationale Suisse employees ahead on the change
curveconfidence,performance
2 Denying
the need for change
3 Recognizing
the reality
4 Perceiving
the need for change, being
aggressive towards the "guilty
parties"
7 Searching
8 New identity
Integrating new behaviours
Self-confidence,performance
TimeA change occurs (the world is no longer as it was)
1 Shock
surprise, panic,
immobilization
5 Depression
helplessness,
self-pity
6 Accepting
the reality, grieving and
letting go
7 Searching
for purpose, a new identity,
experimenting with new
approaches, skills, strategies
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14. Overview of the integration process
1
2 3 4 5
Strategy
6
2014 2015 2016
Transaction/
Initialisation
TOM
Appointment
process Onboarding
Strategy
helvetia
20.20
Next steps
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15. Numerous onboarding activities troughout 2015
Walk-Ins in Basel,
St. Gallen, Zürich,
Lausanne
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Checklist
sponsors
Onboarding through
sponsors

16. Our world becomes Helvetia (Dec 2014 – Apr 2015)
1 May 2015
• Nationale Suisse brand dissapears
• Sale of new Helvetia products
• All line managers in charge
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17. Rütli-Swore – The Swiss Foundation Legend
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18. 500 yrs later: We did it again.
Management Conference April 2015 – Assignment
"This is our contribution to become
the best Swiss insurance."
Helvetia Füko 17.09.2015
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19. 2015 - integration discussion (Jul – Oct 2015)
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20. Overview of the integration process
1
2 3 4 5
Strategy
6
2014 2015 2016
Transaction/
Initialisation
TOM
Appointment
process Onboarding
Strategy
helvetia
20.20
Next steps
20Shaping the future together. Frankfurt School of Finance, 5 August 2016

21. Management Conference in September 2015
Working on
strategy helvetia 20.20
with executives
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22. Helvetia 20.20: Added value through systematic
renewal
Added value for customers by combining our traditional strengths
with new opportunities created by technology
Powerful expansion of new online concepts in all country markets,
Digitalisation with focus on smart data and process automation
Consistent development in non-life, adaptation of life insurance
to low interest rate environment
Helvetia gets fit for the future, while remaining personal and reliable!
to low interest rate environment
Strengthen Helvetia brand and improve attractiveness as preferred
employer for best Swiss and foreign talents
Increase in profits and dividends through technical discipline, cost
synergies and healthy growth
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23. Overview of the integration process
1
2 3 4 5
Strategy
6
2014 2015 2016
Transaction/
Initialisation
TOM
Appointment
process Onboarding
Strategy
helvetia
20.20
Next steps
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24. 6 Next steps: Employees can play an active role
while advancing personally and professionally
Continued development of corporate culture
Development of knowledge and new skills
Participation of employees
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25. TELL: What I learned from this project
1. Provide as much stability
and security as possible.
2. You can't communicate
enough
- but always be honest.
3. Find the balance between3. Find the balance between
speed and quality.
4. Be brave and eliminate
errors quickly.
5. Ensure that your people
keep their employability
high...
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26. … because
you never
know whatknow what
will happen
next!
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27. Thank you.
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Dr. Simone Lazarus
simone.lazarus@helvetia.ch