Investor Presentation November/December 2008 Forward-looking - - PowerPoint PPT Presentation

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Investor Presentation November/December 2008 Forward-looking - - PowerPoint PPT Presentation

Investor Presentation November/December 2008 Forward-looking statement disclaimer Certain of the statements contained in this presentation about our current and future plans, expectations and intentions, results, levels of activity, performance,


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Investor Presentation

November/December 2008

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Forward-looking statement disclaimer

Certain of the statements contained in this presentation about our current and future plans, expectations and intentions, results, levels of activity, performance, goals or achievements or any other future events or developments constitute forward looking

  • statements. The words "may", "will", "would", "should", "could", "expects", "plans", "intends", "anticipates", "believes",

"estimates", "predicts", "likely" or "potential“ or the negative or other variations of these words or other comparable words or phrases, are intended to identify forward looking statements. Forward looking statements are based on estimates and assumptions made by us in light of our experience and perception of historical trends, current conditions and expected future developments, as well as other factors that we believe are appropriate in the circumstances. Many factors could cause our actual results, performance or achievements or future events or developments to differ materially from those expressed or implied by the forward looking statements, including, without limitation, the following factors: our ability to implement our strategy or operate our business as we currently expect; our ability to accurately assess the risks associated with the insurance policies that we write; adverse capital market developments or other factors which may affect our investments; the cyclical nature of the P&C insurance industry; our ability to accurately predict future claims frequency; government regulations; litigation and regulatory actions; periodic negative publicity regarding the insurance industry; intense competition; our reliance on brokers and third parties to sell our products; our ability to successfully pursue our acquisition strategy; the substantial influence of ING Groep; our participation in the Facility Association (a mandatory pooling arrangement among all industry participants); terrorist attacks and ensuing events; the occurrence of catastrophic events; our ability to maintain our financial strength ratings; our ability to alleviate risk through reinsurance; our ability to successfully manage credit risk; our reliance on information technology and telecommunications systems; our dependence on key employees; general economic, financial and political conditions; our dependency on the results of operations of our subsidiaries; the limited trading history of our common shares; the volatility of the stock market and other factors affecting our share price; and future sales of a substantial number of our common shares. These factors should be considered carefully, and readers should not place undue reliance on our forward looking statements. We have no intention and undertake no obligation to update or revise any forward looking statements, whether as a result of new information, future events or otherwise, except as required by law.

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  • $4.1 billion in direct premiums written in 2007
  • #1 in Ontario, Québec, Alberta, Nova Scotia
  • Substantial size and scale advantage
  • Industry outperformer and consolidator
  • Strong financial position and significant excess

capital

Who we are

Leader in the property & casualty insurance market in Canada

Scale advantage Broad distribution Superior return on equity

$4.1 $3.2 $2.1 $1.9 $1.8

$0.0 $0.5 $1.0 $1.5 $2.0 $2.5 $3.0 $3.5 $4.0 $4.5

10.9% 8.4% 5.6% 5.0% 5.0% Market share

Direct premiums written ($ billions)

Aviva Canada Co-operators General Economical Insurance Group

Top five insurers represent 34% of the market

TD Meloche

Canadian industry 10-year avg. = 11.0% 10-year avg. = 18.6%

0% 10% 20% 30% 40% 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007

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Operational strengths and competitive advantages

Size and scale

advantage drives benefits that are difficult to emulate by new entrants or existing players

Sophisticated pricing and underwriting using

key indicators like stability of residence and financial stability that are strongly correlated with loss experience

In-house claims expertise, innovation,

supplier relationships and speed-

  • f-response reduces cost and

increases customer satisfaction

Proven acquisition track record with 11

acquisitions over 19 years. Successful 18-24 month integration model that improves loss ratio of the acquired book by re-pricing business through our pricing models

Diverse business model that maximizes

growth by leveraging the strength of our 1,900 broker partners and direct-to-consumer channels

Investment expertise and prudent

philosophy that is focused on capital preservation and income generation

Automobile* Personal property Commercial non-auto Commercial liability

Superior loss ratio gap to the industry (percentage points)

8.1 1.4 6.8 13.9 Favourable gap

(five-year average)

*Includes personal and commercial auto

59.4% 64.9% 71.6% 65.4% 64.0% 63.5% 51.0% 52.6%

35% 40% 45% 50% 55% 60% 65% 70% 75%

Auto Pers. Prop. Comm. Non-auto Liability Industry ING Canada

Five-year average loss ratios

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Combined ratio* versus P&C insurance industry

Source: MSA Research; Industry excludes Lloyd’s and ICBC; ratios include MYA. Combined ratio is claims ratio + expenses ratio. Below 100% indicates a profitable underwriting result, over 100% indicates an unprofitable result. Averages above are simple averages.

104.0% 102.6% 101.8% 98.3% 94% 96% 98% 100% 102% 104% 106%

Top 5

(average)

Top 10

(average)

Top 15

(average)

ING Canada

ING Canada versus the industry – 2008 YTD

ING Canada 98.3% Industry AVG 100.5%

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Performance goals that drive our strategy

Grow at least 10% per year over time

Operating earnings

Beat Canadian P&C industry ROE by 5 points every year

Return on equity

Employee engagement index in the top 10 percentile in Canada

Employee engagement

Customer satisfaction index score of >9.0 over time

Customer satisfaction

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  • Protect long-term solidity
  • Protect our customers
  • Regulatory intervention
  • People’s

commitment and expertise

  • Strong local

presence

  • Proven brokerage

relationships

  • Solid web-platform

and technology delivery

  • Scale advantage
  • Outperformance of

auto and commercial P&C

  • Strong balance

sheet

  • Integration

capabilities

Premises Strategy

Customers embrace technology rapidly Canadian population is ageing and immigration is driving growth Profound economic/ industrial shifts taking place in Canada

Strengths Impact

  • New entrants are likely
  • Brokers will consolidate as

scale is increasingly important

  • Customers have evolving

needs

  • Looming talent shortage
  • Shift away from manufacturing
  • Shift towards West

Climate change might have material effect on weather patterns

  • Future consolidation is bound

to happen Canadian P&C industry is highly fragmented Invest in people

  • Attract and develop top talent
  • Build our own pipeline of expertise

Focus on the customer

  • Deliver “easier” promise
  • Leverage claims and technology
  • Establish belair as the web insurer
  • Accelerate growth of Grey Power
  • Dominate small and mid-market

Excel at the fundamentals

  • Take advantage of market

inefficiencies in pricing

  • Leverage size in claims and supply

chain management

Strong distribution

  • Be first choice partner for brokers
  • Support brokers in consolidation
  • Optimize CBL

Well-positioned to capitalize on major trends

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Financial strength and flexibility

  • Significant excess capital of $502

million* and MCT of 199.9%

  • No debt with capacity for 20% debt-to-

total-capital

  • $100 million untapped credit revolver
  • $1.2 billion total capacity for

acquisitions at 170% MCT

ING Canada Aviva Co-operators Economical

Financial strength ratings (FSR) Financial flexibility Cash from operations

Strong cash generation from

  • perations

(in $ millions)

FSRs of top insurers

A- A- B++ A+

$637 $431 $620

$0 $100 $200 $300 $400 $500 $600 $700

2005 2006 2007

  • Moody’s Investor Services:
  • Long-term issuer rating – A3
  • P&C subsidiaries – Aa3
  • A.M. Best – A+ (Superior)
  • DBRS – Senior unsecured debt rated A

(low)

*As at September 30, 2008. Based on MCT of 170%.

Source: A.M. Best

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  • Pursue acquisitions in areas where we

have expertise

  • Large acquisitions or regional bolt-ons
  • Acquisition target IRR of 15%

5.9% 6.6% 9.2% 10.9% 12.2% 19.4% 35.8%

Canadian public (excl. ING) Bank-owned Canadian M utuals ING Canada Canadian private Non-top 20 Foreign-owned private

  • P&C insurance industry is highly

fragmented

  • Industry ROEs are down from recent

record highs

  • Foreign parent companies are

generally in less favourable capital position compared to one year ago

M&A environment

M&A environment more conducive to consolidation

1 Includes cash and receivables from subsidiaries at holding company level. Assumes MCT of 170%. 2 Assumes 20% debt-to-total-capital.

Acquisition capacity

$1.2 billion

Excess capital1 Debt capacity2

Acquisition criteria Top Canadian P&C Insurers

Source: Scotia Capital, April 2008 report, measured by DPW in 2007

Top 20 = 80.6% of the Canadian P&C market $724 $502

Total capacity for acquisitions and other capital initiatives

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  • Investment philosophy focused on

capital preservation and income generation

  • $6.8 billion investment portfolio:
  • Common and preferred share portfolios

are 100% Canadian

  • High-quality, dividend-paying Canadian

equities

  • >95% of our fixed income portfolio is

rated ‘A’ or better

  • >90% of the preferred share portfolio is

rated P1 or P2

  • Minimal U.S. exposure
  • No leveraged investments

High-quality $6.8B investment portfolio that is prudently managed

Common shares 20% Other 4% Fixed income 54% Preferred shares 22%

Portfolio mix* Portfolio quality

Prudent steps to reduce balance sheet volatility:

  • Decreased high-yield common share portfolio by 21%
  • Further reduced minimal U.S. exposure

*As at September 30, 2008.

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Resilient business in a challenging economic and capital market environment

  • Demand for our product is relatively

inelastic

  • Expense base is largely variable
  • Risk selection model that includes

variables such as financial stability that are correlated with loss experience; a competitive advantage in a weak economy

  • Over the last 10 years, core

underwriting business has delivered healthy combined ratios <100% and 4.3 points better than the industry

  • Prudent risk management and capital

management practices in the past have positioned us well for the future

ROE correlation to GDP growth*

* Correlation to average industry ROEs over past 20 years. Sources: Statistics Canada, Macquarie Securities.

Overall, P&C insurance results are not significantly correlated with the economic cycle

32.2% 29.8% 26.2% 5.4%

0% 5% 10% 15% 20% 25% 30% 35%

TSX Composite TSX Financials Index Lifecos P&C Insurance

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10-year performance relative to the TSX*

ING Canada TSX Comp Revenue growth Operating earnings growth Return on equity Operating return on equity 10-year CAGR 13.6% 19.8% 16.3% 15.7% 3.0% 10.2% 10.4% 11.5% Cdn. P&C 7.5% 13.6% 11.1% 8.6% Gap to TSX P&C Gap ING Gap 10.6 9.6 5.9 4.2 4.5 3.4 0.7

  • 2.9
  • Revenue growth of 13.6% outperformed other TSX sectors except energy
  • Operating earnings growth of 19.8% surpassed other sectors except energy
  • ROE of 16.3% outperformed other industries over the last 10 years

Sources: Insurance Bureau of Canada, Macquarie Securities, MSA and ING Canada internal sources. * As at December 31, 2007.

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  • Cost inflation and capital market

conditions will continue to put pressure

  • n P&C insurance industry results
  • Accident benefit/bodily injury trends in

Ontario and Alberta will likely lead to auto premium increases

  • Water-related damages could drive

personal property premium increases

  • Commercial insurance remains

competitive and construction costs have increased

  • Intense capital market conditions could

result in investment losses, higher borrowing costs and diminished excess capital in the industry

  • Overall, P&C insurance results are not

strongly correlated with economic cycles

Canadian P&C insurance industry outlook

Canadian P&C insurance industry environment

  • Maintaining disciplined approach to

pricing and underwriting

  • Staying ahead of trends in the claims

environment

  • Focusing on innovation, supply chain

management and efficiency in claims

  • Taking robust actions in home insurance

in pricing, segmentation and claims to build a sustainable competitive advantage

  • Reducing Insurance-to-Value gap in

property lines

  • Differentiating ING’s ‘Accel,’ small

business commercial offering

  • Ready to exploit growth opportunities as

the cycle starts to turn

ING Canada’s response

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Conclusion

Disciplined pricing, underwriting, investment and capital management have positioned us well for the future

  • Largest P&C insurance company with

substantial scale advantage in the market

  • Substantial operational strengths that will

enable us to deliver superior underwriting results

  • Risk selection and underwriting discipline

puts emphasis on certain factors, such as financial stability, which are strongly correlated with loss experience

  • Opportunity to build strength and

sustainable advantages in home insurance

  • Investment portfolio is managed prudently

with only minimal U.S. exposure

  • Overall, P&C insurance returns are not

strongly correlated with economic cycles

  • Strong financial position and capital base to

take advantage of M&A opportunities