Stop parsing PDFs. Get the API. Request Access

AI Terminal

MODULE: AI_ANALYST
Interactive Q&A, Risk Assessment, Summarization
MODULE: DATA_EXTRACT
Excel Export, XBRL Parsing, Table Digitization
MODULE: PEER_COMP
Sector Benchmarking, Sentiment Analysis
SYSTEM ACCESS LOCKED
Authenticate / Register Log In

MLP SE

Investor Presentation • Jul 17, 2013

289_ip_2013-07-17_84ae60b8-7cbe-4a08-871b-f66ee87cd61d.pdf

Investor Presentation

Open in Viewer

Opens in native device viewer

Germany's leading independent consulting company

Strategy and Key Financials, July 2013

Agenda

y M
L
P
l
t
a
a
g
a
n
c
e		 3
y B
i
d
l
u
s
n
e
s
s
m
o
e		 1
0
y K
F
i
i
l
e
y
n
a
n
c
a
s		 1
5
y G
S
M
L
P
A
h
a
r
e		 2
2
y O
l
k
t
u
o
o		 2
4

MLP – An Overview

Company profile

B
i
d
l
u
s
n
e
s
s
m
o
e		 G
's
l
d
i
f
i
i
l
l
i
i
h
h
i
d
t
t
t
8
1
7,
0
0
0
t
5,
0
0
0
e
r
m
a
n
y
e
a
n
g
n
a
n
c
a
c
o
n
s
u
n
g
c
o
m
p
a
n
y
w
m
o
r
e
a
n
p
r
v
a
e
a
n
l
i
d
2,
0
0
0
l
I
d
d
f
I
i
b
k
t
t
t
t
t
c
o
r
p
o
r
a
e
c
e
n
s
a
n
o
e
r
c
o
n
s
a
n
s.
n
e
p
e
n
e
n
r
o
m
n
s
r
a
n
c
e
c
o
m
p
a
n
e
s,
a
n
s
v
u
u
d
i
f
i
C
l
l
f
d
f
d
i
H
N
W
I,
l
i
t
t
t
t
t
t
a
n
n
v
e
s
m
e
n
r
m
s.
e
a
r
y
o
c
u
s
e
a
r
g
e
g
r
o
u
p
o
a
c
a
e
m
c
s,
c
o
r
p
o
r
a
e
c
e
n
s
a
s
l
l
i
i
i
l
i
t
t
t
t
w
e
a
s
n
s
u
o
n
a
n
v
e
s
o
r
s
O
l
d
i
i
-a
g
e
p
r
o
v
s
o
n		 B
k
d
i
f
r
o
e
r
e
p
r
e
m
m
s
m
o
u
u
i
i
i
t
p
e
n
s
o
n
p
r
o
s
o
n
a
c
c
o
n
v
u
b
i
d
i
T
P
C
T
H
E
o
u
r
s
u
s
a
r		 b
i
f
€
4.
8
b
i
l
l
r
n
e
s
n
e
s
s
o
w
u
f
f
f
d
1
3
%
h
i
i
t
e
o
r
o
s
g
r
e,
s
u
P
E
S
I
O
N
C
O
N
S
U
L
T
A
N
C
Y		 O
i
i
2
0
1
2.
i
l
t
o
n
n
c
c
p
a
o
n
a
u
f
d
b
h
i
t
t
t
p
p
o
r
e
e
e
p
e
r
s
e
o
u
y
x
G
b
H
m		 S
ha
f
re
o
'1
2
rev
en
ue
5
5
%
H
l
h
i
t
e
a
n
s
r
a
n
c
e
u		 y
P
i
h
l
h
i
t
t
r
a
e
e
a
n
s
r
a
n
c
e,
v
u
i
l
h
l
h
i
t
t
o
c
c
u
p
a
o
n
a
e
a
n
s
u
r
a		 l
i
h
l
t
t
s
p
p
e
m
e
n
a
r
p
r
a
e
e
a
u
y
v
h
l
h
i
t
t
t
t
n
c
e,
s
a
u
o
r
y
e
a
n
s
u
r
a		 h
i
l
t
-t
n
s
r
a
n
c
e,
o
n
g
e
r
m
c
a
r
e,
u
n
c
e		 1
2
%
W
l
h
M
t
t
e
a
a
n
a
g
e
m
e
n		 €
2
1.
7
b
i
l
l
i
i
t
o
n
n
a
s
s
e
s
n
u
b
i
d
i
F
i
A
G
M
L
P
s
u
s
a
r
y
e
r
s
,
F
i –
l
l
i
i
i
t
t
t
e
r
a
s
w
e
a
s
n
s
u
o		 f
d
M
t
e
r
m
a
n
a
g
e
m
e
n
a
s
o
a
r
i
l
i
f
f
l
t
t
e
r
v
e
s
p
r
v
a
e
c
e
n
s
a
u
–
l
i
t
n
a
n
v
e
s
o
r
s		 h
3
1,
2
0
1
3.
T
h
i
h
t
t
c
o
g
e
e
r
w
l
i
M
L
P
H
N
W
I
t
t
t
t
e
n
c
e
n
s
a
a
,		 2
3
%
T F
i
i
l
o
p
n
a
n
c
a
s		 2
0
1
2
:
T
l
t
o
a
r
e
v
e
n
u
e
:
E
B
I
T
:
f
N
i
t
t
e
p
r
o
:
D
i
i
d
d
h
v
e
n
p
e
r
s
a
r
e
:		 €
i
l
l
i
5
6
8.
0
m
o
n
€
i
l
l
i
7
4.
1
m
o
n
€
5
2.
7
i
l
l
i
m
o
n
€
0,
3
2		 E
i
R
i
t
t
q
u
y
a
o
:
C
C
i
l
R
i
t
t
o
r
e
a
p
a
a
o
:		 2
6.
0
%
1
7.
2
%
S
h
a
r
e		 S
h
d
i
t
t
a
r
e
s
o
u
s
a
n
n
g
:
F
F
l
t
r
e
e
o
a
:
A
d
i
l
t
e
r
a
g
e
r
a
n
g
o
m
e
v
v
u
:		 1
0
7,
8
7
7,
7
3
8
3
1
%
7.
7
(
De
f
in
it
ion
De
he
B
örs
tsc
u
5
0,
2
0
0
(
)
Xe
da
in
2
0
1
3
tra
p
er
y
,		 )
e

Milestones in the corporate history

The MLP Group

1
9
8
8
S
k
t
o
c
k
t
m
a
r
e
f
l
i
t
t
o
a
o
n		 2
0
0
4
F
i
f
h
"c
t
t
o
r
m
a
o
n
o
e
o
m
p
a
n
y
i
"
b
i
d
i
i
i
p
e
n
s
o
n
s
s
n
e
s
s
s
o
n
u
v		 2
0
0
7
R
i
i
t
t
e
g
s
r
a
o
n
a
s
i
d
d
b
k
F
l
l
t
n
e
p
e
n
e
n
r
o
e
r
;
u
f
b
k
i
l
i
M
L
P
a
n
n
g
c
e
n
c
e
o
r
F
D
L
A
G		 2
0
1
1
M
M
L
P
i
h
t
a
c
q
u
r
e
s
e
i
i
h
i
g
a
r
e
m
a
n
n
g
s
a
r
e
s
n
F
i
h
d
l
d
c
e
e
r
a
s
s
c
e
e
u		 2
0
1
3
L
P
C
U
i
d
F
I
B
A
A
n
e
i
f
i
i
t
t
r
c
a
o
n
1
9
9
F
o
n
u
M
L
P
U
i
n
v		 9
f
d
i
h
t
t
a
o
n
o
e
C
t
o
r
p
o
r
a
e
C
i
(
U
)
t
e
r
s
y		 2
0
0
S
h
a
F
e
r		 6
h
l
d
i
i
r
e
o
n
g
n
G
i
F
i
A
n
a
n
c
e		 2
0
E
x
m
a
m
Z
S		 0
9
i
f
p
a
n
s
o
n
o
k
h
t
a
r
e
s
a
r
e
d
i
t
t
o
n
g
e
n
s
s
–
H
i
i
i
t
a
c
q
u
s
o
n		 2
0
1
M
L
a
c
c
p
r
o
i
t
r
a		 2
P
i
s
d
i
d
t
r
e
e
a
s
a
f
i
d
e
r
o
v
i
f
h
t
n
n
g
o
r
e
1
9
1
7
F
d
i
M
L
P
t
o
n
a
o
n
u
(
M
h
l
l
k,
L
h
l
ä
t
a
r
s
c
o
e
a
u
e
n
s
c
g
e
r
d
P
)
t
u
n
a
r
n
e
r		 2
0
0
5
I
n
c
r
e
a
S
l
a
e
s
b
i
d
i
s
s
u		 d
i
s
e
n
f
i
o
n
s
i
a
r
e
s		 d
d
e
p
e
n
e
n
c
e
–
u
r
a
n
c
e		 2
0
0
8
I
n
c
r
e
a
s
i
p
e
n
s
o
i
i
a
c
q
s
u		 i
e
n
a
i
t
o		 n
c
o
m
p
a
n
y
i
i
i
T
P
C
t
t
c
v
e
s
–
n		 q
a
u
C
e
r
F
i
n
P
l
a		 l
i
f
i
i
f
t
c
a
o
n
o
f
i
i
d
t
e
i
l
a
n
c
a
n
n
e
r

Agenda

  • yMLP at a glance
  • yBusiness model
  • yKey Financials
  • yMLP AG Share
  • yOutlook

1522

24

3

5

Page 5 MLP – Company Presentation

Nationwide consulting for private and corporate clients

The MLP Group

  • Æ 169 Branch offices throughout Germany
  • Æ2,037 Consultants

International representations

  • Feri:
  • •Vienna
  • •Milan
  • •Sankt Gallen
  • •Luxembourg

International offerings across networks

Unique positioning in the market

Private client consulting

I
n
s
r
a
n
c
e
c
o
u		 W
l
h
t
t
e
a
m
a
n
a
g
e
m
e
n
I
d
d
n
e
p
e
n
e		 l
i
t
c
o
n
s
u
n
g
W
k
b
h
l
f
f
h
l
i
t
t
o
r
s
o
n
e
a
o
e
c
e
n
•
I
d
d
l
d
t
t
s
a
w
a
r
e
a
c
o
n
s
u
a
n
c
y
m
a
n
a
•		 i
i
l
l
t
e,
s
m
a
r
o
a
a
w
y
e
r
E
i
i
k
d
i
t
t
•
x
e
n
s
v
e
r
s
a
n
r
e
q
u
r
e
m
e
n
a
n
S
f
f
f
i
i
b
d
i
l
t
t
c
e
n
n
m
e
r
o
p
r
o
c
s
a
a
•
u
u
u
v
M
l
i-
A
t
t
u
g
e
n
s		 l
i
a
y
s
s
b
l
h
k
t
t
a
e
o
n
e
m
a
r
e
T
i
d
A
t
e
g
e
n
s
d
b
F
i
s
e
r
v
e
y
e
r
P
d
i
d
d
k
t-
t
t
•
r
o
u
c
n
e
p
e
n
e
n
m
a
r
e
a
s
s
e
s
Ac
ing
b
ha
l
f o
f o
l
t
•
o
n
e
ne
o
r s
ev
e
ra
du
i
d
t
p
ro
c
p
ro
v
e
rs		 f o
f
W
k
ing
b
ha
l
he
ive
t
t
•
o
r
o
n
e
re
s
p
e
c
du
i
d
t
p
ro
c
p
ro
v
e
r		 l
i
t
c
o
n
s
u
n
g
M
L
P
l
i
b
f
i
f
F
i
's
t
t
•
c
e
n
s
e
n
e
r
o
m
e
r
e
x
p
R
is
k a
d
ire
ly
is
b
d
t
n
re
q
m
e
n
a
na
s
a
s
e
•
u
i
io
tu
t
o
n
s
a
n		 R
is
k a
d
ire
ly
is
b
d
t
•
n
re
q
u
m
e
n
a
na
s
a
s
e
i
io
tu
t
o
n
s
a
n		 d
i
d
t
t
r
e
c
m
a
n
a
e
s
L
im
i
d
du
le
io
t
t
t
e
p
ro
c
s
e
c
n
•		 L
im
i
d
du
le
io
t
t
t
•
e
p
ro
c
s
e
c
n

Researched based independent consulting

  • Serving affluent clients at MLP
  • HNWI with private estates > 5 million Euros are
  • Innovative multi-asset/multi-manager approach
  • Product-independent market assessments
  • Broad-based research as basis for investment
  • MLP clients benefit from Feri's expertise
  • Close cooperation between Feri and MLP in

MLP – Unique business model

Private client consulting

Unique positioning in the market

Corporate and institutional client consulting

C
l
i
t
t
o
r
p
o
r
a
e
c
e
n
s		 I
i
i
t
t
t
n
s
u
o
n
a		 l
l
i
t
c
e
n
s
I
d
d
l
i
d
f
l
i
t
t
t
t
t
y
n
e
p
e
n
e
n
c
o
n
s
u
n
g
a
n
c
o
n
c
e
p
s
o
r
c
o
r
p
o
r
a
e
c
e
n
s
R
i
d
b
k
t
y
e
g
s
e
r
e
a
s
a
r
o
e
r
N
i
i
d
l
i
i
t
t
a
o
n
w
e
c
o
n
s
u
n
g
s
e
r
v
c
e
s
y		 I
M
t
t
t
n
v
e
s
m
e
n
a
n
a
g
e
m
e
n
F
i
T
G
b
H
t
e
r
r
u
s
m		 S
i
l
l
i
t
t
t
t
r
a
e
g
c
a
s
s
e
a
o
c
a
o
n
•
I
M
t
t
t
n
v
e
s
m
e
n
a
n
a
g
e
m
e
n
•
A
l
i
I
t
t
t
t
•
e
r
n
a
v
e
n
v
e
s
m
e
n
s
O
R
i
k
l
s
e
r
a
•
v
y
C
f
l
i
i
l
l
i
t
t
o
n
s
n
g
c
o
e
r
n
g
a
a
s
p
e
c
s
o
c
o
m
p
a
n
p
e
n
s
o
n
y
u
v
y
h
d
i
t
s
c
e
m
e
s
a
n
r
e
m
u
n
e
r
a
o
n
E
f
f
i
i
b
l
i
h
f
i
i
d
t
t
t
t
t
c
e
n
e
s
a
s
m
e
n
o
n
n
o
v
a
v
e
c
o
n
c
e
p
s
a
n
y
l
i
t
s
o
u
o
n
s
C
b
i
i
f
d
i
l
i
t
t
t
y
o
m
n
a
o
n
o
c
o
m
p
a
n
y
a
n
p
r
v
a
e
s
o
u
o
n
s		 C
i
/
i
f
f
i
l
F
l
O
t
o
n
s
u
n
g
a
m
y
c
e
F
i
I
i
i
l
&
F
i
l
t
t
t
e
r
n
s
u
o
n
a
a
m
y
O
G
f
f
i
b
H
c
e
m		 F
i
i
l
l
i
t
•
n
a
n
c
a
c
o
n
s
u
n
g
A
i
d
t
t
t
s
s
e
s
r
c
r
n
g
a
n
•
u
u
l
l
i
t
-c
o
n
r
o
n
g
A
P
i
t
t
t
•
s
s
e
r
o
e
c
o
n
C
h
i
i
k
f
i
t
o
m
p
r
e
e
n
s
v
e
r
s
m
a
n
a
g
e
m
e
n
o
r
c
o
m
p
a
n
e
s
y
S
i
h
f
d
C
P
i
M
L
P
t
t
t
r
a
g
o
r
w
a
r
o
m
p
a
n
y
e
n
s
o
n
s
a
y
C
C
/
M
l
P
i
T
P
F
i
t
o
r
e
c
o
m
p
e
o
m
p
a
n
e
n
s
o
n
s
a
e
r
y
x
y
C
T
P
i
b
f
h
I
i
l
B
f
i
N
k
t
t
t
t
t
s
m
e
m
e
r
o
e
n
e
r
n
a
o
n
a
e
n
e
s
e
o
r
y
w		 F
d
A
d
i
i
i
t
t
u
n
m
n
s
r
a
o
n
(
)
S
F
i
T
L
b
A
t
e
r
r
s
e
m
o
r
g
u
u
x
u		 I
d
l
f
l
l
t
e
a
s
e
p
o
r
a
•
u
I
i
t
t
t
t
n
e
s
m
e
n
s
r
a
e
g
e
s
v
S
i
d
f
l
i
t
t
t
t
•
r
u
c
u
r
n
g
a
n
o
a
a
o
n
f
f
d
o
u
n
s
C
l
M
L
P
t
o
m
p
e
m
e
n
s
•
G
's
f
r
o
u
p
r
a
n
g
e
o
i
s
e
r
c
e
s
v

Unique positioning in the market

Corporate and institutional client consulting

S
i
e
r
v
c
e
s		 I
d
n
e
p
e		 d
R
i
t
t
n
e
n
a
n
g
I
k
t
t
t
nv
e
s
m
e
n
m
a
r
e
s		 M
k
l
t
a
r
e
p
a
e
r
s
y		 P
d
t
r
o
c
s
u
M
i
l
i
&
f
t
a
c
r
o
e
c
o
n
o
m
c
a
n
a
y
s
s
o
r
e
c
a
s
y
(
i
i
l
k
)
t
t-
t
t
t
e
c
o
n
o
m
y,
n
e
r
e
s
r
a
e
s,
c
a
p
a
m
a
r
e
s		 C
i
l
t
a
p
a
k
/
t
m
a
r
e
s
Fu
d
n
s		 C
ing
t
t
ou
n
ry
ra
C
i
l m
ke
ing
t
t
t
a
p
a
a
r
ra		 Inv
ie
t
t
e
s
m
e
n
c
o
m
p
a
n
s
As
t
s
e
m
a
na
g
e
rs		 Inv
fu
d
t
t
e
s
m
e
n
n
s
C
i
f
ic
t
t
e
r
a
e
s
R
i
d
l
i
f
l
f
d
d
t
t
a
n
g
a
n
a
n
a
y
s
s
o
m
u
u
a
u
n
s
a
n
y
l
d
i
t
t
c
o
s
e
n
v
e
s
m
e
n
s
f
R
i
d
l
i
R
l
E
t
t
t
a
n
g
a
n
a
n
a
y
s
s
o
e
a
s
a
e
y
I
(
d
i
d
i
d
i
/
F
d
)
t
t
t
t
n
v
e
s
m
e
n
s
r
e
c
a
n
n
r
e
c
u
n
s
/
M
l
i
d
l
i
t
t
t
a
n
a
g
e
r
s
e
e
c
o
n
p
r
o
c
s
e
e
c
o
n
y
u
C
d
i
R
i
t
t
y
r
e
a
n
g		 S
t
e
c
o
r
s		 S
ing
t
t
e
c
o
r r
a
G
e
rm
a
ny
•
In
io
l
t
t
•
e
rn
a
na		 C
io
t
o
rp
o
ra
ns		 C
t
t
o
rp
o
ra
e
a
s
s
e
s
s
m
e
n
C
ing
t
t
o
rp
o
ra
e
ra
P
ty
r
o
p
e
r		 Lo
io
ing
t
t
c
a
n
ra
C
ie
t
ou
n
r
s
•
C
i
ie
t
s
•		 Pr
ie
ty
o
p
e
r
c
o
m
p
a
n
s
As
t
s
e
m
a
na
g
e
rs		 Ra
ing
t
t
s
y
s
e
m
Pr
lu
io
ty
t
o
p
e
r
ev
a
a
n
Pr
ing
ty
t
o
p
e
r
ra
I
t
t
nv
e
s
m
e
n
s		 M
ke
ly
is
t
a
r
a
na
s		 In
i
ia
t
t
o
rs		 Fu
d
&
inv
t
t
n
s
e
s
m
e
n
s
Pr
ty
o
p
e
r
•
S
h
ip
ing
•
p
In
fra
t
tu
•
s
ru
c
re
S
/
u
rv
e
y
s
D
b
t
a
a
a
s
e
s		 M
ke
t
a
r
su
rv
ey
s
M
&
F
ina
ia
l
a
c
ro
nc
ke
d
t
t
m
a
r
a
a		 In
i
ia
t
t
o
rs
In
d
ia
t
t
e
rm
e
e
s
Inv
t
e
s
o
rs		 Inv
du
t
t
t
e
s
m
e
n
p
ro
c
s
Ins
i
io
l
t
tu
t
na
•
Re
i
l
t
a
•

Market Environment

Old-age provision

Statutory pension level decreases

[before tax]

Source: Report Federal Ministry of Labour and Welfare 2012

+

    • Increasing need for private provision statutory pension level decreases
    • Wide scope of state subsidies/allowances and tax breaks for citizens in Germany

Private Savings/Preferences

Source: TNS Infratest 2013

– Uncertainty among consumers leads to hesitancy regarding long-term investments

-

– Short-term oriented investment preferences among general public

Market Environment

Healthcare

Insufficient level of care provided by the

Good healthcare cover only through private provision

Good healthcare cover costs a lot ofmoney on top of the state health insurance system premium

Large proportion no longer benefits from medical advances

Source: Continentale Krankenversicherung AG

+

    • Due to demographic development private provision in general is becoming more and more important
    • Greater focus in long-term care due to decreasing level of statutory coverage and introduction of new state-subsidised product in January 2013

Source: MLP Health Report, IfD polls

– Political discussion regarding private health insurance causes uncertainty and hesitance among consumers

-

– German consumers not yet familiar with long-term care provision

Market Environment

Wealth Management

Source: German association of Investment and Asset Management (BVI), Data end of year

+

    • High investment requirements from institutional investors
    • Institutional business shows steady growth

  • Risk aversion throughout the market

  • Inflows from private clients particularly into money market-related products such as money market funds and fixed income funds

-

– Preference for short term investments

Agenda

35152224y MLP at a glance y Business model y Key Financials y MLP AG ShareyOutlook

Foundations for stable future development

FY 2012 – Successful transformation

Broadening of the business model

  • yExpansion of wealth management
  • yDevelopment of occupational pensions business
  • yImprovement of revenue quality through recurring revenues

Comprehensive efficiency management

  • y Reduction of administration costs by a total of € 60 million
  • without limitation of strategic further development

Improved Profitability

yEBIT margin increased to 13% despite difficult markets

2012: Total revenue rises by 4 percent

High momentum in Q4/2012

Improved revenue mix

FY 2012 – Substantial increase in recurring revenues

FY 2005(Revenue from commissions and fees: € 467.9 million)

FY 2012(Revenue from commissions and fees: € 518.0 million)

  • In 2012 the share of recurring revenues reached more than 50% – increased from around a third in 2005

    • Wealth management now plays an important role
    • Improved revenue mix supports stability in total revenue

EBIT margin increases to 13%

MLP Group 2012

[
€
i
l
l
i
]
m
o
n		 2
0
1
1
*		 Q
4
2
0
1
2
2
0
1
2
T
l
t
o
a
r
e
v
e
n
u
e		 5
4
5
5		 5
6
8
0
O
i
E
B
I
T
t
p
e
r
a
n
g		 5
0
7		 7
4
1
E
B
I
T		 1
3
7		 4
1
7
F
i
i
l
l
t
n
a
n
c
a
r
e
s
u		 0
0		 0
5
E
B
T		 1
3
7		 7
4
6
T
a
x
e
s		 6
0
-		 2
1.
9
-
N
f
i
t
t
(
i
i
t
e
p
r
o
c
o
n
n
n
g
u
)
i
t
o
p
e
r
a
o
n
s		 1
1.
2		 5
2
7
N
f
i
t
t
(
d
i
i
d
t
e
p
r
o
s
c
o
n
n
u
e
)
i
t
o
p
e
r
a
o
n
s		 0
3		 -
G
f
i
t
t
r
o
p
n
e
p
r
o
u		 1
1.
5		 5
2
7
E
P
S
i
€
n		 0
1
1		 0
4
9
P
f
i
b
i
l
i
i
i
f
i
l
i
d
t
t
t
r
o
a
y
s
g
n
c
a
n
y
m
p
r
o
v
e
+ G
E
B
I
T
i
r
o
p
u
m
a
r
g
n
:		 1
3.
0
%
+ F
i
i
l
S
i
S
E
B
I
T
i
t
n
a
n
c
a
e
r
v
c
e
e
g
m
e
n
m
a
r
g
n
:		 5.
1
0
%
+ i
F
E
B
I
T
i
t
e
r
s
e
g
m
e
n
m
a
r
g
n
:		 9.
5
%

* Previous year's figure adjusted

Significant rise in EBIT

FY 2012 – High seasonality in business development – Second half of the year is crucial

* Adjusted for one-off exceptional costs

Q1/2013 influenced by strong previous Q4 and changeover to unisex tariffs

First Quarter revenues

  • EBIT falls to € 4.0 million due to decrease in revenue and changed revenue mix
  • Extremely strong year-end business is traditionally followed by a more modest start into the year
  • Following the extensive changes, consultants had to first familiarise themselves with the new unisex
  • First and second quarter traditionally of less importance
  • As is usual with the MLP business model, the second half-year in particular is crucially important to our full year performance

Agenda

y O
l
k
t
u
o
o		 2
4
y G
S
M
L
P
A
h
a
r
e		 2
2
y K
F
i
i
l
e
n
a
n
c
a
s
y		 1
5
y B
i
d
l
s
n
e
s
s
m
o
e
u		 6
y M
L
P
l
t
a
a
g
a
n
c
e		 3

MLP AG Share

Share details

S
h
d
i
l
t
a
r
e
e
a
s		 S
h
d
i
t
t
a
r
e
s
o
u
s
a
n
n
g
:
F
F
l
t
r
e
e
o
a
:
A
d
i
l
t
e
r
a
g
e
r
a
n
g
o
m
e
v
v
u
:
W
K
N
:
S
I
I
N
:
E
h
x
c
a
n
g
e
s
:		 1
0
7,
8
7
7,
7
3
8
3
1
%
7.
7
(
De
f
in
it
ion
De
he
tsc
u
5
0,
2
0
0
(
Xe
ha
da
tra
s
res
p
er
y
,
6
6
9
9
0
5
D
E
0
0
0
6
6
9
9
0
8
5
X
E
T
R
A
F
k
f
h
t,
t
r
a
n
u
r
o
,		 B
örs
)
e
)
in
2
0
1
3
i
l
h
e
r
r
e
g
o
n
a
e
x
c
a
n
g
e
s
S
S
h
h
l
d
t
t
a
r
e
o
e
r
r
c
r
e
u
u		 D
h.
M
f
d
L
h
l
ä
t
r.
c.
a
n
r
e
a
e
n
s
c
g
e
r
u
S
f
i
L
i
H
l
d
i
s
s
e
o
n
g
w
H
D
I
/
T
l
a
a
n
x
B
i
a
r
m
e
n
a
A
l
l
i
S
E
a
n
z
A
l
i
k
L
h
l
ä
t
n
g
e
a
a
u
e
n
s
c
g
e
r
f
F
l
t
r
e
e
o
a
(
De
f.
De
he
B
örs
)
tsc
u
e
H
i
A
i
t
a
r
r
s
s
s
o
c
a
e
s		 2
3.
3
%
5
Fre
f
loa
t
9.
9
0
%
e
9.
8
9
%
6.
6
%
7
6.
2
7
%
6.
0
3
%
3
7.
7
1
%
An
l
i
ka
g
e
9.
7
0
%
La
h
l
äg
ten
u
sc		 Dr
h.
Ma
fre
d
c.
n
La
h
l
äg
ten
u
sc
er
Sw
iss
L
i
fe
/
H
D
I
Ta
lan
x
er
A
l
l
ian
S
E
Ba
ia
rm
en
z
R
h
C
e
s
e
a
r
c
o
v
e
r
a
g
e		 S
C
H
B
J
P
M
C
o
r
g
a
n
a
z
a
n
o
v
e
E
i
/
E
S
N
t
q
u
n
e
B
k
h
L
a
n
a
s
a
m
p
e
u
M
i
F
i
t
a
n
r
s
I
d
d
R
h
t
n
e
p
e
n
e
n
e
s
e
a
r
c
N
d
L
B
o
r		 O
i
h
t
e
r
e
g
v
w
U
d
i
h
t
n
e
r
w
e
g
B
u
y
B
u
y
U
d
f
n
e
r
p
e
r
o
r
m
H
l
d
o
S
l
l
e		 P
T
6.
3
0
P
T
6.
2
0
P
T
6.
8
0
P
T
5.
4
0
P
T
5.
3
0
P
T
8
0
5.
P
T
4.
7
0

Agenda

y O
l
k
t
o
o
u		 2
4
y M
L
P
A
G
S
h
a
r
e		 2
2
y K
F
i
i
l
e
n
a
n
c
a
s
y		 1
5
y B
i
d
l
s
n
e
s
s
m
o
e
u		 6
y M
L
P
l
t
a
a
g
a
n
c
e		 3

MLP expects EBIT to range between € 65 and € 78 million

Outlook 2013 to 2015 – in each case compared to the previous year

2
0
1
3		 2
0
1
4		 2
0
1
5
R
l
d
i
i
e
e
n
e
o
-a
g
e
p
r
o
s
o
n
v
u
v
-		 0 0 +
R
h
l
h
i
t
e
e
n
e
e
a
n
s
r
a
n
c
e
v
u
u
-		 0 + +
R
l
h
t
t
e
v
e
n
u
e
w
e
a
m
a
n
a
g
e
m
e
n
-		 + + +

very positive: ++, positive: +, neutral: 0, negative: -, very negative: --

  • yContinuation of the strict cost management
  • y If necessary, temporarily higher expenditure – either for important future investments or for one-off initial costs in order to ease future expenditure requirements
  • y Outlook: EBIT of between € 65 and € 78 million in the financial years 2013 to 2015 – depending on the respective market development
  • y Due to our investments into future topics we expect EBIT to be at the lower end of the corridor in 2013

Administration costs reduced by € 60 million – Solid basis for the future

Cost are under control

Development of administration costs* Future development 2008 2009 2010 2011 2012 2013Cost basis for the coming years If required, additional targeted investments in future topics or to relieve future expenses € 8 million investments for future development 200220240260280300320[€ million] 295.4279.1274.3**251.7311.7

* Personnel expenses, depreciation and amortisation, other operating expenses

** Adjusted for one-off exceptional costs

Targeted investments in future topics

Outlook

I
T
/
O
i
i
t
r
g
a
n
s
a
o
n		 C
d
i
C
d
P
t
r
e
a
r
r
o
c
e
s
s
o
r
•
S
M
i
i
f
I
T-
i
h
l
d
t
t
t
t
g
r
a
o
n
o
s
e
m
s
n
o
e
c
o
•
y
u
S
i
f
e
r
v
c
e
s
o
r
l
t
t
c
o
n
s
u
a
n
s		 S
C
N
i
M
L
P-
D
i
l
"
t
e
e
r
c
e
e
n
r
e
a
o
g
w
v
"
S
i
l
(
A
i
l
i
i
d
i
l
i
d
)
t
t
t
t
t
t
t
t
t
u
p
p
o
r
n
g
c
o
n
s
u
a
n
s
r
r
a
n
g
n
g
c
e
n
a
p
p
o
n
m
e
n
s,
u
p
a
n
g
c
e
n
a
a…
•
S
d
d
i
d
i
i
b
i
(
i
i
f
f
h
)
t
t
t
a
n
a
r
s
e
e
s
n
g
s
n
e
s
s
c
a
r
n
s
r
a
n
c
e,
a
r
c
a
n
g
e
s…
•
x
u
u
Æ
f
I
i
d
i
i
l
t
t
t
t
n
c
r
e
a
s
n
g
p
r
o
u
c
v
y
o
r
c
o
n
s
u
a
n
s
R
i
i
t
e
c
r
u
n
g		 N
i
i
f
j
i
i
M
L
P
t
t
e
o
p
p
o
r
n
e
s
o
r
o
n
n
g
w
u
:
T
i
r
a
n
e
e
•
I
d
d
t
t
n
e
g
r
a
e
e
g
r
e
e
p
r
o
g
r
a
m
•
i
I
h
t
n
e
r
n
s
p
•
N
B
h
e
r
a
n
c
e
s
w		 S
l
d
b
l
i
h
f
b
h
f
f
i
i
d
i
i
i
h
d
l
i
i
h
i
i
t
t
t
t
t
t
t
e
e
c
e
e
s
a
s
m
e
n
o
n
e
r
a
n
c
o
c
e
s
n
s
n
g
s
e
o
c
a
o
n
s
n
e
n
s
e
w
u
w
v
Q
H
t
s
u
p
p
o
r
:
U
i
i
i
i
f
d
i
i
i
t
t
t
•
n
v
e
r
s
y
c
e
s
o
c
u
s
e
o
n
a
c
q
u
s
o
n
–
T
G
d
t
t
a
r
g
e
r
o
p
o
n
g
g
r
a
a
e
s
•
u
:
y
u
u
i
N
M
k
t
e
w
a
r
e
n
g
i
c
a
m
p
a
g
n		 W
l
h
M
t
t
e
a
a
n
a
g
e
m
e
n
P
i
M
d
i
F
t
r
n
e
a
o
c
s
•
u

Important revenue drivers in 2013 Wealth Management Long-term care Occupational provision Utilisation of the extensive MLP client potential, also positive expectations for the Feri business Clients are increasingly focussing on long-term care - acceleration due to "Pflege Bahr" (supplementary long-term care insurance) Strong market position of MLP - still huge catch-up requirement in Germany Outlook

  • MLP had a very successful financial year 2012 and further improved all key figures
  • 2012 demonstrated the importance of the early implementation of the efficiency programme and the broadening of the business model
  • MLP is benefitting from the strengthening of the wealth management and occupational pension businesses and will further increase the proportion of recurrent revenues
  • Business development in the first quarter was influenced, as expected, by the strong final quarter 2012 and the changeover to new unisex tariffs
  • From a current perspective, the second quarter will remain below our expectations due to the difficult market environment but, as is usual with the MLP business model, the second half-year is crucial to our full year performance
  • Guidance reiterated: For the financial years 2013 to 2015 MLP expects high stability and forecasts that EBIT will be in the € 65 to € 78 million range

Contact

MLP Investor RelationsAlte Heerstr. 40, 69168 Wiesloch Germany

  • Jan Berg, Head of Corporate Communications Tel.: +49 (0) 6222 308 4595
  • Andreas Herzog, Senior Manager Investor Relations and Financial CommunicationsTel.: +49 (0) 6222 308 2272

[email protected] www.mlp-ag.com

More from MLP SE

Transaction in Own Shares 2025
Dec 22
Share Issue/Capital Change 2025
Dec 15
Legal Proceedings Report 2025
Dec 8
Transaction in Own Shares 2025
Nov 20
Earnings Release 2025
Nov 13
Regulatory Filings 2025
Nov 13
Regulatory Filings 2025
Nov 13
Earnings Release 2025
Nov 7
Report Publication Announcement 2025
Nov 6
Earnings Release 2025
Aug 14
View all filings →

Talk to a Data Expert

Have a question? We'll get back to you promptly.