Suncorp Group Investor Day Presentation ASX - Final

Suncorp Group Investor Day Presentation
28 May 2013
Suncorp Group Investor Day 2013

1
Suncorp Group Investor Day

28 May 2013
Suncorp 2013 Investor Day

Agenda
Introduction Personal Insurance CEO Commercial Insurance CEO Vero New Zealand CEO Suncorp Bank CEO Suncorp Life CEO Suncorp Group CFO Patrick Snowball Mark Milliner Anthony Day Gary Dransfield David Foster Geoff Summerhayes John Nesbitt
Q&A
Conclusion
Suncorp Leadership Team

Patrick Snowball
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Investor Day 2013

Patrick Snowball Group Chief Executive Officer
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Q-Plus a simple idea, executed well

Demonstrating innovation at Suncorp
Repairing undriveable vehicles One Company, Many Brands in action Improved customer service Reducing vehicle repair time by 2 weeks
Will process around 150 vehicles per week

Average savings of $500 per car Fully auditable repair process
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The Suncorp journey
4Cs drive the Groups competitive advantage

FY13 - FY16 FY12 - FY16 FY10 - FY12 FY10
Stabilise the business & strengthen the balance sheet
3 year strategy Non-core Bank run-off Non Operating Holding Company
Simplification program
Optimise and differentiate

Meet or beat 12% underlying ITR 10%+ ROE by FY15 Additional Simplification benefits Businesses deliver value from points of difference 4Cs drive the Groups competitive advantage
NOHC & Building Blocks

One pricing engine One claims system One general ledger One employment agreement One view of customer
Licence consolidation Legacy system consolidation Operational Excellence and partnering
Non core Bank running off

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Benefits of Building Blocks and Simplification

Strong growth ($m, 1H11 v 1H13)
CAGR 8.9%
Stable expense base

739 $2,513m $2,490m $2,483m
4,225
CAGR 8.7%
45,763
CAGR 7.3%
3,563
38,766
642
GI GWP
Core Bank Loans Life Risk Premiums
FY10
FY11
FY12
Strong margins (1H11 v 1H13)

10.5% 13.4% 1.83 1.83 49 49
Improved returns (1H11 v 1H13)

$574m 25c $223m 15c Dividend
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GI Underlying ITR
Core Bank NIM
Life planned profit margin
NPAT

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The Suncorp journey

More Gas in the Tank
FY13 - FY16 Optimise and differentiate
Additional Simplification benefits Businesses deliver value from points of difference 4Cs drive competitive advantage Meet or beat 12% underlying ITR 10%+ ROE by FY15
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Simplification achievements
Relentless execution
Simplified legal structure
Part 9 Life licence consolidation Single General Insurance licence court approval Moved Suncorp Insurance onto one policy and online system
Simplified platforms
Simplified organisation
Operational Excellence delivering ahead of plan
Simplified flexible capability
Global partners delivering back office functions

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Additional Simplification benefits

Delivering more, sooner - $225 million in FY15
300 250 200
Original net impact Revised net impact
Revised Simplification benefits
$m
150 100 50 0 (50) (100) (150) Revised project costs Original one-off project costs Original Simplification benefits
FY15 FY14 FY13
FY16

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Suncorps key commitments

One Company, Many Brands
1
2 3 4 5 6
Group ROE of at least 10% by FY15
Additional Simplification benefits: $225 million in FY15
Group growth of 7% to 9% per annum over the next two years Meet or beat an underlying ITR of 12% through the cycle 60% to 80% dividend payout ratio Continue to return surplus capital
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Suncorps shareholder focus

Yield
Dividend payout ratio of 60% to 80% Return surplus capital Organic strategy Focus exclusively in Australia and New Zealand Growth in low risk market segments 576 million franking credits
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Growth
7% to 9% per annum growth across the business lines Leverage the Groups 9 million customers Multi-brand, multi-channel approach Simplification benefits
Investor Day 2013

Mark Milliner Personal Insurance Chief Executive Officer
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The Suncorp Personal Insurance journey

A track record of delivery over the past 3 years
Brands
A portfolio reaching 92% of Australians
GWP growth $1 billion
Pricing
Single pricing engine for mass brands

One claims system for mass brands SMART, Q-Plus Commenced Legacy Simplification Program
Claims Supply chain Policy
Flat expenses
Improved underlying ITR

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Personal Insurance market challenges

Suncorp well placed
Affordability
Natural disasters driving premium increases Cost of living pressures
Competition
New entrants and retailers with strong brands Challenger brands targeting profitable customers
Technology
Changing customer expectations Distribution channels evolving
Improved risk selection and pricing Suncorp leading disaster mitigation conversation
Scale and cost advantages provide Suncorp with competitive differentiation
Technology reshaping repair methods Suncorp - market leader in innovation

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Suncorp Personal Insurance strategy

A sustainable cost advantage through scale
Strategic Objectives
Build a sustainable cost advantage
Focus Areas
Further Simplification New sources of value Customers
Manage expenses Manage expenses Maintain margin Maintain margin Retention and and growth Retention growth
Protecting what matters
People and Culture People Future proofing
Engagement and enablement Future resilience

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Suncorp Personal Insurance outlook

Continuing to deliver shareholder value
General Insurance underlying ITR meet or beat 12%
GWP growth of 6%-8% per annum
New income streams in the supply chain
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28 May 2013
Investor Day 2013

Anthony Day Commercial Insurance Chief Executive Officer
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Suncorp Commercial Insurance

Delivering on our promises
2010 promise Growth We have delivered
High single digit growth for three consecutive halves
Cost leadership
Expense ratio improvement
Margin
Contributed to the underlying ITR of 12%+

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We have momentum
Areas of focus Underwriting Distribution Claims Simplification Achievements
Customer satisfaction improvements
10% 8% 6% 4% 2% 0% 1H12 2H12 1H13
Results
Commercial Insurance GWP Growth
6.4%
7.6%
9.7%
ANZIIF Claims Manager of the Year 2012
General Insurance Underlying ITR
13.4%
13.1% Meet or beat 12% 11.1%

1H12 2H12 1H13
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Positioned to adapt and capitalise
Evolving customer preferences Changing regulatory landscape Competitive market
Statutory Portfolio Commercial Portfolio
CTP 36%
SME 30%
Sustained low-yield environment

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Workers Compensation 10%
Corporate 24%
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Multi-channel model benefits evolving customer preferences
Customer segments
Global, Corporate, MidMarket, Market, Small Business, Micro Global, Corporate, Mid Small Business, Micro
Our channels
Broker
Advisor
Corporate partners and motor dealers
Direct
Brands
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Australias leading commercial insurer
Our Strategy Growing market presence Leverage scale Engaging our people Our Competitive Positioning Broadest choice of channels Scale in claims Expertise in underwriting Our Commitments GWP growth of 3%-4% above system General Insurance to meet or beat 12% underlying ITR
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supported by
will deliver

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Investor Day 2013

Gary Dransfield Vero New Zealand Chief Executive Officer
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New Zealand General Insurance Market

Concentrated and attractive
Total market (GWP) NZ$5.0 billion Profitability rising Combined ratio falling Leaders (IAG and Suncorp) 60%+ Highly intermediated High insurance penetration (70%+) Mostly short tail
ACE FMG Allianz 3% 4% 3% AIG 4% Tower 4% QBE 6% Others 2%
Vero 19% AAI 5%
Lumley 9% AMI 9% IAG 32%

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New Zealand General Insurance Issues

Structural change, strategic choices
Key issues
Industry restructuring Cost and premium escalation Back to the future underwriting changes Government fiscal and monetary policy EQC reform
Risk versus social pricing

Insurer strategic options Pricing power; Scale; Value generation
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New Zealand Suncorp Group Presence

Brand power, channel diversity, Group leverage
Vero New Zealand
Second largest intermediated brand Broker; corporate partner; agency channels Full range of commercial and personal product lines Current market share 19%
AA Insurance
Third largest direct brand Personal lines motor and home 18%+ market share of private passenger vehicle market Current market share 5%
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Vero New Zealand

Stabilise
2011 Earthquake claims cost impacts on capital and balance sheet Management of massive, complex disaster recovery Reputation risks Stakeholder confidence in claims management and industry prospects
Stabilise, prioritise, focus, generate value

Prioritise
2012 Highly effective earthquake claims management model Move from disaster recovery to BAU Pricing and underwriting changes Advocacy of disaster insurance reform Review of VNZ strategy, structure, key processes and systems
Focus
2013+ New Three Year Plan Clear strategic direction aligned with reshaped insurance market Effective Operating Model Ongoing Simplification Consistent value added via profitable growth
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Suncorp NZ General Insurance outlook

Strength, strategic flexibility, value generation
Transformation Strategy, structure and key process transformation Building a better Vero well advanced Sustained growth driven by brand, channel and process strengths Strategic focus on value generation GWP meet or beat New Zealand system growth Profitability NZ$100+ million NPAT now achievable despite earthquake impacts Underlying ITR meet or beat 12% General Insurance target
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Investor Day 2013

Brand Showcase
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Brand Showcase Booths

General Insurance Pricing Engine
Refining pricing of home insurance to an individual home basis
One Company, Many Brands in Action

General Insurance Policy Admin
A key to Simplification and Improving our ability to better cross-sell Life products
Direct Life Insurance

Using the latest technology to sell Life products to General Insurance and Bank customers
Agribusiness
How we specifically service the needs of our Agribusiness customers
Commercial Insurance
How the multi-brand, mutil-channel approach targets the needs of the Australian Commercial Insurance market
Suncorp Bank
Our Big bank capability coupled with small bank connection shows why are customers are satisfied
Self Service Technology

Using the latest Apps to improve customers experience of making claims and finding banking information
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Investor Day 2013

David Foster Suncorp Bank Chief Executive Officer
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Suncorp Bank
Core Bank growth opportunities
Current operating environment
Solid outlook for the Australian economy Credit growth below historical averages Low interest rates and fiscal policy should support business investment
Core Bank opportunities

Expected growth of 7%-10% Measured expansion in core markets of housing and agribusiness Strong conversion of new customers to complete customers A+ credit rating, strong funding and capital position Leverage Group scale
Debt markets more accessible

Deposit competition remains elevated Increasing importance of technology Increasing regulatory compliance costs

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Suncorp Bank
AB&F Australian Financial Institution of the year (non-major) Total customer base of 1,079,000, growth of 20% Complete customer growth of 35% Access to 1,121 more ATMs
The best bank for middle Australia
Queensland Western Australia

13 branches 1 business centre 162 ATMs 126 branches 33 business centres 539 ATMs
South Australia 1 branch 1 business centre 209 ATMs ACT 2 branches 1 business centre 37 ATMs
New South Wales

40 branches 9 business centres 523 ATMs
Western Australia Opened 6 new branches Increased customers 2.5x
Victoria 8 branches 4 business centres 612 ATMs
New South Wales

Tasmania 1 branch 50 ATMs
Opened 18 new branches Increased customers 1.5x

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Branch, Business Centre and ATM data as at April 2013. Growth from 2009. Customer figures at April 2013. Growth from Jan 2010
Suncorp Banks core competency

Big enough, but small enough
Big Enough Operational excellence
Competitive products and convenient access Operational excellence continues to deliver on our unique value proposition Cost saving through smart use of technology
Small Enough Service excellence

Service quality and connection of a small bank Engaging our people Superior local sales and service
Cost
Leveraging the Groups scale and investment in backoffice efficiency
Capital
A+/A1 credit rating provides lower cost debt and hybrid funding
Customer
Improving CRM capability and launching DirectSuper
Culture
Better Way in Bank and more robust risk culture

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Suncorp Bank
Well ahead of the majors in customer satisfaction Customer Advocacy* Retail Customer Satisfaction (%)**
Suncorp Bank Major 1 Major 2 Major 3 Major 4 -15 -10 -5 0 5 10 15 90 85
Up 16 points in 2 years
80 75 70 65 60 55 50 Major 1 Major 2 Major 3
Up 5% in 2 years
Suncorp Bank
Major 4
Recent award wins

28 May 2013
Money Magazine
Bank of the Year top of the second-tier and regional banks Gold Award for My Home Package
* Roy Morgan single source Net Promoter Score March 2013 (6mma) ** Roy Morgan single source Retail Satisfaction March 2013 (6mma)
CANSTAR
Five star ratings for business and personal products
Suncorp Bank
Preparing for next wave of growth

FY13 - FY16
Optimise and differentiate

FY11 - FY13 Rejuvenate Core Bank Non-core run-off FY09-FY11 Stabilise the business and strengthen the balance sheet
28 May 2013
Enhance risk management capabilities with Basel II Advanced Accreditation Execute Banking Platform Program Achieve profitable growth Simplification program Enhance sales & service with Better Way program Resolve the Non-core Bank
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Suncorp Bank targets

Sustainable growth over the medium term
Lending growth Net Interest Margin Deposit-to-lending ratio Cost-to-income ratio Return on Common Equity Tier 1 7% 10% 175 185bps 60% 70% Less than 50% 12% 15%
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Investor Day 2013

Geoff Summerhayes Suncorp Life Chief Executive Officer
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Suncorp Life
Building blocks for next wave in place

Built a Direct Life business
50,000 customers with a Direct Life product Integrated distribution to Group customers 5 core products incl Suncorp Everyday Super Outsourced manufacturing capability
Revived our Adviser business

Established a position of industry leadership Double digit growth in Australia & NZ On-going proposition enhancements Growth of the aligned adviser network
Simplified operating model

Focussed on operating as a life specialist Defined core business and divested non-core Removed complexity from the business, Operational Excellence, business model realigned
28 May 2013
Superannuation fund and trustee rationalisation Created a single Life company Released over $150 million capital
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Suncorp Life
Structural challenges, significant opportunities
Double digit system growth Improving economic cycle Industry sustainability Impetus for structural change Fungibility of Group capital Scale benefits on infrastructure 9m Group customers Enabled and engaged people
OPPORTUNITIES
Lapse & Claims Experience
C C C
Life + Income Your most important asset
Product complexity Medical advancements Consumer behaviour Perceived value
CHALLENGES
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Suncorp Life strategy

Our why Aspirations
Strategy reset for scale and sustainability

Enabling our customers to live with confidence
#1 Player for direct
One Company. Many Brands
Sustainable advice
Industry Leadership Create Sustainable Futures High Performance Partnerships
Our how
Integrate & Leverage Scale Customer Based Innovation
Customer
Outcomes
@ the Forefront
Cost
Simplified & Scalable
Capital
Double Digit RoCET1
Culture
Engaged & Enabled
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Suncorp Life strategy

Outcomes
Delivering significant benefits by 2016

Market Commitments
Direct new business Adviser new business Shift in business model to drive adviser channel sustainability Double digit Return on CET1
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Reshaped business Value creation Capital efficiency

28 May 2013
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Investor Day 2013

John Nesbitt Group Chief Financial Officer
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Suncorps strategic assets the 4Cs

Cost and Capital update
Customer
COST
Simplification benefits
ROE 10%+ by FY15
CAPITAL
Improved risk systems
Culture
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Additional Simplification benefits

Delivering more, sooner - $225 million in FY15
300 250 200
Original net impact Revised net impact
Revised Simplification benefits
$m
150 100 50 0 (50) (100) (150) Revised project costs Original one-off project costs Original Simplification benefits
FY15 FY14 FY13
FY16
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Suncorp capital position at 31 Dec 2012

Pro forma LAGIC & Basel III basis
Bank capital target 12.5% RWA
4% 28%
General Insurance capital target 1.50 times PCR

21%
Common Equity Tier 1 Additional Tier 1 68% Tier 2 79%
Life target surplus requirement
Group holding capital above targets of $1.3 billion

16% 10%
100%
74%
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Capital Strategy
NOHC benefits Refinancing and improving capital efficiency

CPS2 Investors $560 million Sub Debt Investors
$770 million
Issuer Suncorp Group Limited
General Insurance
CPS 2 $110 million (planned)*
Life
Sub Debt $100 million (planned)*
Bank
CPS 2 $450 million Sub Debt $670 million (planned)*
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* Subject to normal approval process
Capital Strategy
Where are the opportunities?

Short Term Improve efficiency Medium to Longer Term Reduce Risk
General Insurance Review targets and optimise gearing

Bank Review targets and optimise gearing Life Review targets, introduce gearing and drive structural efficiencies via product offerings
Further evolve our Risk Based Capital capability across the Group Deliver Advanced Accreditation for the Bank & General Insurance Articulate the clear diversification benefits Deliver value from Life Direct products
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Capital Strategy
Risk Based Capital will allow us to:
Quantify risk and optimise return Enhance decision making Understand diversification benefits
NOHC benefits- Diversification

Indicative Diversification potential*
Group Surplus NOHC
Diversification Potential
Life
Bank
Group Total
Group Total
GI
Regulatory Minimum Operating target Surplus to operating target

28 May 2013
*Chart not to scale
Key commitments
1
2 3 4 5 6
One Company. Many Brands

Group ROE of at least 10% by FY15
Additional Simplification benefits: $225 million in FY15
Group growth of 7% to 9% per annum over the next two years Meet or beat an underlying ITR of 12% through the cycle 60% to 80% dividend payout ratio Continue to return surplus capital
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Suncorp historical ROE

25
Impact of Promina goodwill and Non-core Bank

Impact of Promina Goodwill
20
21.1
21.7 22.4 Impact of natural hazards and Non-core Bank 12.5
15
Group Cost of Equity 10%

8.0
10
6.1 3.2 4.2
5.4 1.4
6.1 3.2 3.3
5.5
4.8
0
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Suncorp Capital Strategy

The drivers to improve returns
Reduced Cost
Simplification
Reduced Risk
Increased ROE
Reduced Capital
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Question & Answer Session

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Suncorp transformation
Life & Vero NZ
Core Businesses
Bank Commercial Insurance Personal Insurance

Building Blocks in place Simplification
Non-core Bank
Stabilise $18 billion Less than $2.7 billion
2009
2010
2011
2012
2013
2014
2015
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Important disclaimer
This report contains general information which is current as at 28 May 2013. It is information given in summary form and does not purport to be complete. It is not a recommendation or advice in relation to the Group or any product or service offered by Suncorp or any of its subsidiaries. It is not intended to be relied upon as advice to investors or potential investors, and does not take into account the investment objectives, financial situation or needs of any particular investor. These should be considered, with or without professional advice, when deciding if an investment is appropriate. This report should be read in conjunction with all other information concerning Suncorp filed with the Australian Securities Exchange (ASX). The information in this report is for general information only. To the extent that the information may constitute forwardlooking statements, the information reflects Suncorps intent, belief or current expectations with respect to our business and operations, market conditions, results of operations and financial condition, capital adequacy, specific provisions and risk management practices at the date of this report. Such forward-looking statements are not guarantees of future performance and involve known and unknown risks and uncertainties, many of which are beyond Suncorps control, which may cause actual results to differ materially from those expressed or implied. Suncorp undertakes no obligation to update any forward-looking statement to reflect events or circumstances after the date of this report (subject to ASX disclosure requirements).
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Suncorp Group Investor Day Presentation ASX - Final

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Suncorp Group Investor Day Presentation ASX - Final

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Suncorp Group Investor Day Presentation

Suncorp Group Investor Day 2013