23/01/2025 German Corporate Conference (Frankfurt)
24th
WELL DIVERSIFIED AND SOLIDLY CAPITALISED INSURANCE GROUP WITH CONTINUOUS DIVIDEND PAYOUTS SINCE 1994
Represented in
30
markets
Around
32mn
customers served by ~30,000 employees
Solvency Ratio
269%
as of
2 STRATEGY
More than
50
insurance companies and pension funds
S&P Rating
A+
with stable outlook
Dividend per share for 2023:
€1.40
continuous dividend payout since 1994
Insurance service revenue of € 10.9bn at YE 2023
Life1MTPL
14.1%17.4%
Health
6.8%
Motor own
14.7% damage (casco)
47.0%
Other property & casualty
1 Life insurance is divided into life with profit participation (7.8%),
life without profit participation (5.4%) and unit- & index-linked life (0.9%)
VIG
VIG - LEADING INSURANCE GROUP IN CEE
VIG as early mover with excellent market shares
NO
Top 3
Albania Baltic states
FIBulgaria Czech Republic Hungary
|
Country |
Market positions |
||
|
Non-life |
Life |
Total |
|
|
|
1 |
1 |
1 |
|
|
1 |
1 |
1 |
|
|
4 |
4 |
4 |
|
|
2 |
1 |
1 |
|
|
2 |
2 |
1 |
|
|
1 |
1 |
1 |
|
|
3 |
2 |
3 |
|
|
2 |
6 |
2 |
Total Market Share
22.6%
31.6%
9.4%
29.0%
24.6%
19.6%
13.3%
11.2%
FR
DK
DE
LI
SE
CZ
1
AT
1
SI
Slovakia
2
|
LV |
>Top 3 |
|
|
1 |
||
|
LT |
|
|
|
1 |
||
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|
||
|
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|
BY |
|
|
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|
||
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PL |
|
|
|
|
||
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||
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UA |
||
|
SK |
2 |
|
|
1 |
||
|
MD |
Special |
|
|
HU |
1 |
|
|
Markets |
||
|
RO |
||
|
1 |
VIG operating in:
|
20 |
+ |
10 |
|
Core Markets |
Special Markets |
Source: local authorities; FY 2023 (Q3 2023:
HR
|
BA |
RS |
|
|
BG |
||
|
|
3 |
|
|
AL |
MK |
|
|
2 |
1 |
|
TR
3
|
STRATEGY |
VIG |
DYNAMIC DEVELOPMENT SINCE EU ACCESSION IN THE CEE MEMBER STATES
VIG markets CZ, EE, HU, LV, LT, PL, SK, SL are becoming EU members as of
|
Major developments and future growth drivers |
GDP per capita as % of EU15 (in pps)1 |
- Within 20 years, GDP per capita grew from as low as 30% of WesteEuropean levels to over 70%
- CEE is well-positioned to capitalise on the nearshoring trend - EU to strengthen EU-centric value chains especially in critical/ strategic sectors
- Digital transformation is particularly dynamic in the CEE region
- Green transition is seen both as an opportunity and a challenge
80
60
40
20
0
Romania Bulgaria Latvia Lithuania Poland Estonia Croatia Slovakia Hungary Czechia Slovenia
for the CEE region given its current substantial reliance on non-renewable energy
2004 2022
- EU-CEEeducation spendings increased, creating a well-educated and price-competitivelabour force; promotion of skill development boosts productivity and improves the position of the EU-CEE markets in the global value chains
|
Source: wiiw Spring Forecast Report, |
1 Source: AMECO; wiiw Monthly Report, |
4
|
STRATEGY |
VIG |
5
4
3
2
1
0
-1
TAKING ADVANTAGE OF THE LONG-TERM GROWTH POTENTIAL IN CEE
Annual insurance spending as indicator for growth potential
|
Insurance density 2023 (premiums per capita, in €) |
Insurance density in 2023 in |
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|
1,443 |
|
|||||||||||||||||||||||||||||||||
|
786 |
||||||||||||||||||||||||||||||||||
|
503 |
502 |
473 |
467 |
455 |
423 |
398 |
||||||||||||||||||||||||||||
|
272 |
219 |
|||||||||||||||||||||||||||||||||
|
193 |
189 |
167 |
145 |
113 |
83 |
|||||||||||||||||||||||||||||
|
74 |
60 |
35 |
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TĂĽrkiye |
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GDP growth forecast (real change in % against previous year) |
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|
4.7 |
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4.5 |
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3.9 |
3.9 |
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3.7 |
3.7 |
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3.5 |
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3.3 |
3.0 |
3.0 |
3.1 |
3.0 |
3.1 |
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2.8 |
2.8 |
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2.7 |
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2.6 |
2.6 |
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2.5 |
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2.4 |
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TĂĽrkiye |
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Source: VIG internal calculation ( |
2024 |
2025 |
2026 |
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|
5 |
STRATEGY |
VIG |
|
SOLID MACROECONOMIC OUTLOOK FOR CEE
Central and EasteEurope recovery remains on track despite downward drag from
Strong private consumption driving growth in the CEE region in 2025-2026
- GDP growth for the EU members in the region is forecasted at average of 2.2%, rising to 2.9% in 2025 - significantly outperforming the stagnant euro area (0.6%), and still growing next year twice as fast as the euro area (1.4%)
-
Poland (3.1%) andCroatia (3.3%) are growing particularly strong in 2024, withPoland expected to lead in 2025-2026 (respectively 3.7% and 3.3%)- Export growth is weak, impacted by subdued demand from
Germany ; but foreign direct investment inflows (especially in the WesteBalkans) are supporting export capacity, partly due to nearshoring trends
- Inflation in most of VIG markets has slowed significantly, allowing for real wage growth and prompting central banks to cut interest rates
- Domestic demand remains strong and is driving the growth on the back of rising real wages, increased investment, and falling inflation
Real GDP average annual change
|
2024 - 2028 |
|
|
|
+ 4.0% |
|
|
+ 3.4% |
|
|
+ 3.1% |
|
|
+ 2.9% |
|
|
+ 2.8% |
|
|
+ 2.8% |
|
|
+ 2.6% |
|
|
+ 2.5% |
|
Czechia |
+ 2.3% |
|
|
+ 1.9% |
|
|
+ 1.8% |
|
|
+ 1.5% |
|
|
+ 1.4% |
|
|
+ 1.3% |
|
Euro area |
+ 1.2% |
|
|
+ 1.0% |
|
|
+ 1.0% |
|
|
+ 0.9% |
|
|
+ 0.7% |
|
Source: wiiw Autumn Forecast Report, |
Source: |
6
|
STRATEGY |
VIG |
SUCCESS IS BUILT ON DIVERSIFIED AND RESILIENT BUSINESS MODEL
VIG's 4 proven management principles
Local entrepreneurship
Multi-brand policy
- Knowledge of local needs and markets
- Decentralised structures & efficient decision-making procedures
VIG Holding responsible for steering the Group
- Utilisation of established local brands→ Local identification through market-specific brand(s)
- "
Vienna Insurance Group " underlines the Group's internationality and strength
Multi-channel distribution
8%
Conservative investment and reinsurance policies
- Various distribution channels
|
(incl. partnership with Erste |
35% |
|||||
|
Group) |
||||||
|
â–Ş |
Strongly customer-oriented |
49% |
||||
|
8% |
||||||
|
distribution |
||||||
|
Employed sales forces & tied agents |
Brokers & agents |
|||||
|
Banks |
Other (incl. online sales) |
|||||
- 35.3bn
2023
Investments held at VIG's own risk
- Focus on secure and sustainable investments
- Spreading risk by means of diversification
7
|
STRATEGY |
VIG |
VIG 25 STRATEGIC PROGRAMME SECURES FURTHER DYNAMIC DEVELOPMENT
Initiatives and projects to optimise, enhance and expand VIG's business model
|
STRATEGIC TRENDS |
DEVELOPMENTS |
OBJECTIVES
VIG 25 STRATEGIC
DIRECTIONS & INITIATIVES
|
OPTIMISE |
ENHANCE |
EXPAND |
COÂł
COUNTRYCOMMUNICATION
PORTFOLIOSCOLLABORATION
COOPERATION
VIG PRINCIPLES
Optimise operational excellence by
- simplification and automation of processes
- exchange and implement best practices
- further optimisation in underwriting and pricing
Enhancecustomer value and access including partnerships and platforms
- increase visibility and attractiveness of products
- moving towards a hybrid sales model
Expand value chain beyond insurance
- focus on asset management
- become more active in pension fund business
|
8 STRATEGY |
VIG |
GROUP-WIDE SUSTAINABILITY PROGRAMME COMPLEMENTS VIG 25 STRATEGIC PROGRAMME
Sustainability in VIG means creating economic value today without doing so at the expense of tomorrow
Objectives
- Promote risk literacy
- Grow corporate volunteering
Social focus Environmental focus
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Objectives
- Reduce emissions of investment portfolio to net zero by 2050
|
â–Ş Focus on customer |
|
satisfaction |
|
â–ŞClose the protection gap |
rs em otsu
C
SUSTAINABILITY
ALONG OUR
BUSINESS MODEL
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- Reduce emissions of corporate and retail underwriting portfolios to net
zero by 2050
- Increase the share of sustainable products
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â–Ş Attractive employer with |
|
equal opportunities for all |
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â–Ş Employee focus |
s eeyo
lpmE
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O
- Climate neutral operation of our offices by 2030, net zero by 2050
9
|
STRATEGY |
VIG |
CO3: COMMUNICATION | COLLABORATION | COOPERATION
Strategic focus driven by a dedicated Group function
- Collaboration fosters the exchange of know-how and expertise on all levels across all entities and countries
- Cooperation focuses on identifying synergies between VIG companies being active in the same country
-
- In line with local entrepreneurship, evaluations along the value chain are carried out by local management teams
- Local management is aware of opportunities and potential limitations such as regulatory requirements of local supervisory authorities, best market practices and cultural sensitivities of local group companies
- Decision on appropriate format of cooperation depending on areas identified; level of institutionalisation ranges from temporary task forces on specific topics, to cooperative projects, up to the creation of competence centres
- Communication provides the framework for all collaboration and cooperation activities and makes them visible via various channels - in addition to regular duties of corporate communications
10
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STRATEGY |
VIG |
Attachments
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