30/01/2025 Conviction Equity Investors Conference (London)
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 |
||
|
||
|
||
BY |
|
|
|
||
PL |
|
|
|
||
|
||
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 |
|||||||||||||||||||||||||||||||||
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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|
Türkiye |
|
|
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|
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GDP growth forecast (real change in % against previous year) |
||||||||||||||||||||||||||||||||||
4.7 |
||||||||||||||||||||||||||||||||||
4.5 |
||||||||||||||||||||||||||||||||||
3.9 |
3.9 |
|||||||||||||||||||||||||||||||||
3.7 |
3.7 |
|||||||||||||||||||||||||||||||||
3.5 |
||||||||||||||||||||||||||||||||||
3.3 |
3.0 |
3.0 |
3.1 |
3.0 |
3.1 |
|||||||||||||||||||||||||||||
2.8 |
2.8 |
|||||||||||||||||||||||||||||||||
2.7 |
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2.6 |
2.6 |
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2.5 |
||||||||||||||||||||||||||||||||||
2.4 |
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Türkiye |
|
|
|
|
|
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|
Source: VIG internal calculation ( |
2024 |
2025 |
2026 |
|||||||||||||||||
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) |
||||||
▪ |
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 |
CO³
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
▪ Focus on customer |
satisfaction |
▪Close 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
▪ Attractive employer with |
equal opportunities for all |
▪ Employee focus |
s eeyo
lpmE
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- 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
STRATEGY |
VIG |
Attachments
Disclaimer
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