Investor Presentation • Mar 6, 2013
Investor Presentation
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Reinhard Loose, CFO Roadshow Frankfurt
March 6, 2013
•MLP at a glance
Transformation of business model
y Reduction of administration costs by a total of € 60 million without limitation of strategic further development
yEBIT margin increased to 13% despite difficult markets
MLP clients by age group
Potential revenue per year and client
Significant steps towards strengthening wealth management business
Product independent market assessments
Feri direct mandates
Transformation of business model
Expansion of wealth management
Significant increase in the proportion of wealth management
(Revenue from commissions and fees: € 467.9 million)
FY 2012 (Revenue from commissions and fees: € 518.0 million)
2004: Low coverage of occupational pensions
| N b f u m e r o l e m p o y e e s p e r c o m p a n y |
S d f p r e a o t i l o c c u p a o n a i i t h i p e n s o n s n w k f w o r o r c e |
|---|---|
| 1- 4 |
% 2 1 |
| 5- 9 |
2 % 5 |
| 1 0- 1 9 4 2, 4 % |
5 4, 1 % % 3 1 |
| 2 0- 4 9 |
3 % 5 |
| 0- 9 9 5 |
3 9 % |
| 1 0 0- 1 9 9 |
4 3 % |
| 2 0 0- 4 9 9 |
6 % 5 |
| 5 0 0- 9 9 9 |
6 8 % |
| 1, 0 0 0 d a n m o r e |
8 % 5 |
| T l t o a |
4 6 % |
Do employees* actively request information concerning occupational pensions?
Source: TNS Infratest Social Research – Supplementary provision in the private sector and in the public service sector 2001 – 2004
Source: Zurich Occupational Pensions-Report 2011/2012
Foundation of the competence centre tax advisors /auditors
Foundation of occupational pensions division
Further strengthening of the occupational pensions business – acquisition of TPC
2004
Expansion of the division through personnel strengthening and the acquisition of BERAG
More than 1,200 licensed consultants operating throughout Germany
Introduction of an exclusive industry concept
Transformation of business model
Development of occupational pensions business
Occupation pension business as a percentage of the premium sum in the old-age provision area at MLP
•
Transformation of business model
Reduction of administration costs and improvement of profitability
[€ million]
Reduction of € 60 million since 2008
• No limitation of strategic further development
•
* Personnel expenses, depreciation and amortisation, other operating expenses
** Adjusted for one-off exceptional costs
[€ million]
| Q 4 2 0 1 1 |
Q 4 2 0 1 2 |
i % Δ n |
2 0 1 1 |
2 0 1 2 |
i % Δ n |
|
|---|---|---|---|---|---|---|
| O l d- i i a g e p r o v s o n |
1 2 3. 3 |
1 3 5. 0 |
9 | 2 9 2. 9 |
2 8 7. 3 |
2 - |
| W l h t t e a m a n a g e m e n |
2 2. 0 |
3 4. 2 |
5 5 |
8. 8 7 |
1 1 7. 9 |
0 5 |
| H l h i t e a n s u r a n c e |
2 0. 7 |
1 8. 4 |
1 1 - |
7 9. 9 |
6 3. 9 |
2 0 - |
| N l i f i o n- e n s u r a n c e |
4. 0 |
4. 3 |
9 | 2 8. 9 |
3 1. 1 |
7 |
| L d * t o a n s a n m o r g a g e s |
4. 2 |
4. 6 |
9 | 1 3. 5 |
1 3. 4 |
1 - |
| O h i i d f t e r c o m m s s o n s a n e e s |
1. 5 |
1. 9 |
2 9 |
4. 4 |
4. 6 |
5 |
| I i t t n e r e s n c o m e |
7. 3 |
6. 0 |
1 8 - |
2 8. 2 |
2 6. 6 |
6 - |
* excluding MLP Hyp
New business
* Adjusted for one-off exceptional costs
| [ € i l l i ] m o n |
Q 4 2 0 1 1 * |
Q 4 2 0 1 2 |
2 0 1 1 * |
2 0 1 2 |
|---|---|---|---|---|
| T l t o a r e v e n u e |
1 8 9. 0 |
2 1 2 8 |
5 4 5 5 |
5 6 8 0 |
| O i E B I T t p e r a n g |
3 2 0 |
4 4 7 |
5 0 7 |
4 1 7 |
| E B I T |
1 2 7 |
4 7 4 |
1 3 7 |
4 1 7 |
| F i i l l t n a n c a r e s u |
0 4 |
0 3 |
0 0 |
0 5 |
| E B T |
1 3 1 |
4 7 7 |
1 7 3 |
7 4 6 |
| T a x e s |
3 3 - |
1 3 6 - |
6 0 - |
2 1. 9 - |
| N f i t t ( i i t e p r o c o n n u n g ) i t o p e r a o n s |
9. 8 |
3 4 1 |
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 - |
- | 0 3 |
- |
| G f i t t r o u p n e p r o |
9. 5 |
3 4 1 |
1 1. 5 |
5 2 7 |
| S E P i € n |
0 0 9 |
0 3 2 |
0 1 1 |
0 4 9 |
* Previous year's figure adjusted
y 2011: Payment of 30 cents from the operating business and a further 30 cents from surplus liquidity not required for the operating business
Servicecenter MLPdialog
| C M L P l t t o n s u a n s |
M L P d i l a o g |
|---|---|
| I d i i d l l i d i t n a c o n s n g a n s e r c e • v u u v H i h i t t t g a r g e g r o p e p e r s e • u x H l i i f i i l t t • o s c n a n c a c o n c e p s |
S i h 1 t t t t p p o r r e s p e c o u w A i i i h l i t t t t r r a n g n g a p p o n m e n s w c e n s x f U d i l i d t t t p a n g o c e n a a x x … S d d i d i i b i 2 t t a n a r s e e x s n g u s n e s s C i a r n s u r a n c e x T i f f h a r c a n g e s x x … |
Outlook 2013
Private provision for long-term nursing care is –
Introduction of a subsidised supplementary insurance is –
MLP Health Report 2012/13 – representative survey of 2,100 citizens
Occupational provision by international comparison (multiple responses possible)
Private Provision: Further subsidies planned with the Old-Age Provision Improvement Act
Sources: Fidelity Worldwide Investment, May 2012
25
20
15
10
5
0
New business: Old-age provision in the market
[€ billion] [Million units]
New business contracts concluded (in million units)
Source: German Insurance Association (GDV), own calculations
Premium sum new business, regular premium (in € billion)
200420052006200720082009201020112012
Source: Postbank Study "Altersvorsorge in Deutschland 2012/2013"
0
50
100
150
200
250
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: --
MLP Investor RelationsAlte Heerstr. 4069168 WieslochGermany
[email protected] www.mlp-ag.com
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