Distinctive. Choice. JLT Investor Seminar Introduction Dominic Burke, CEO.

Distinctive. Choice.

JLT Investor SeminarIntroduction

Dominic Burke, CEO


JLT Reinsurance Brokers LimitedAlan GriffinChairman & CEO

JLT Reinsurance Brokers Ltd

Risk & Insurance Employee Benefits

Jardine Lloyd Thompson Group

London Market

Jardine Lloyd Thompson Ltd

Specialty

Lloyd & Partners

Wholesale

JLT REReinsurance/

Aerospace

May 2009

Retail

Europe Australia& NZ

Latin America

CanadaAsia Insurance Management

JLT RE JLT AEROSPACE

Where we are today…

JLT Reinsurance Brokers Limited

(300)

JLT Re (205)JLT Aerospace

(75)Business

Research (20)

Europe (128)

Bermuda(2)

North America

(55)UK(58)

North America

(17)Asia(20)

Including staff numbers

Staff numbers

2006 2007 2008

Re 164 178 225

Aero 89 80 75

253 258 300

Revenue (£’000s)

2006 2007 2008

Re 31,462 29,515 33,206

Aero 15,982 14,524 15,627

47,444 44,038 48,834

2006 2007 2008

Re 2,755 8.8% 3,106 10.5% 4,218 12.7%

Aero 1,230 7.7% 1,521 10.5% 2,874 18.4%

3,985 8.4% 4,627 10.5% 7,092 14.5%

Trading profit and trading margin


JLT Re

JLT Re Started Life as…

• A medium-size broking team imbedded in an insurance broking operation

• No recognised reinsurance brand

• Portfolio dominated by marine and energy business

• Lack of analytical and risk modelling capabilities

• Essentially, a London-based operation

JLT Re 2006 Portfolio

Non-Marine (24%)

Marine(61%)Aviation

(15%)

Estimated Global Market

Non-Marine (94%)

Marine (4%)

Aviation(2%)

JLT Re Strategic Plan 2006 – 2010

• Focus on risk and capital management, not just reinsurance/risk transfer

• Balanced business mix reflecting market opportunities• International brand• Single, client-centred global entity• Effective international network with “centres of

excellence” in key markets• Efficient business processes – a 21st century operation• Innovative advisory services and thought leadership

To date we have :

• Made a significant investment in analytical expertise

• Established a presence in USA/Bermuda• Established Non-Marine Treaty practice in

London through hires and acquisition of HWS

We continue to:

• Hire individuals/teams• Consider acquisitions

JLT Re Business Mix

24%

61%15%

33%

53%

14%

Marine Aviation Non-Marine

2006

2007

49% 40%

11%

2008

Estimated Global Market

Non-Marine (94%)

Marine (4%)Aviation (2%)


JLT Aerospace

JLT Aerospace

• Acknowledged number 4 Broker in Class• Blue Chip client list

JLT Aerospace Clients

JLT Aerospace

• Acknowledged number 4 Broker in Class• Blue Chip client list• Opportunities for growth :

– Asia– USA– 2nd and 3rd tier operators, general aviation

Today

JLT Re & JLT Aerospace

Providing a real alternative

to clients.


Lloyd & PartnersJohn Lloyd

Chairman & CEO

What is Lloyd & Partners?

• Wholesale brokerage firm providing specialised transactional / service solutions for independent brokers, worldwide but particularly in the USA and JLT retail operations, worldwide but particularly in Australasia / Canada and South America.

• Operating from London and Bermuda (JLT Park)

• 240 Staff: – London: 210

– Bermuda: 30

Key Disciplines:

• Energy & Marine

• Cargo, Fine Art &

Specie

• Property

• Casualty, Healthcare & Professional Lines

Property

22%

Energy & Marine

30%

Casualty, Healthcare & Professional

lines

26%

Cargo, Fine Art &

Specie

22%

“A sustainable growth story”

Achievement in last two years:• Acquisition of Park Ltd in

Bermuda to create more complete product offerings – Casualty, Financial Lines & Property.

• Strengthening Property capability with particular focus on mining industry. (3 hires)

• Creation of Fine, Art & Specie capability to add diversification to Cargo offering. (3 hires)

• Creation of facultative R/I capability to Energy team to create better value on premium handled. (3 hires)

• Acquisition of Craven & Partners to broaden Marine and Onshore Energy capability and more Cargo resource. (15 hires)

• Expansion of Property programme team to enhance capability. (2 hires, to date)

2007 2008

Revenue: £41.2 million Revenue: £47.1 million

Trading Margin: 17% Trading Margin: 17%

Goal is continued double digit top line growth

and improved trading margin.

“A sustainable growth story”


Jardine Lloyd Thompson LtdMartin HillerCEO

JLTL Business Mix

• Marine Oil & Gas (25%)

• Natural Resources (12.5%)

• Construction (25%)

• Financial Risks (17.5%)

• GRS - Life Sciences, Telecoms & major accounts (10%)

• GCube (10%)

2006 2008 2008Actual Actual @ 06 ROE’s

Turnover £106.3m £119.0m £116.0m

Trading Profit £8.0m £19.5m £16.5m

Revenue Growth Initiatives

• New business• Facilities and higher commissions• Segment development / diversification• Investments

Segment Development / DiversificationConstruction• Latam• US Infrastructure• European contractors

GRS• Clinical trials• Global support• Non damage BI

Oil & Gas• Renewable Energy• International E&P• Offshore Construction

Financial Risks• Lawyers PI• Residual Value• Sport

Natural Resources• US Casualty• Latam• Renewable Energy

Marine• P&I• Special Risks• Power Barges

Investments

2008• Real Estate• Core Risks• Middle East &

North Africa• Retail Power• Transportation/Utilities

Future• GCube• Claims/Echelon• PI, E&O & D&O• GRS – Major

Accounts• Further Bolt-ons


JLT Asia PacificBrian CarpenterChairman

Asia Trading Performance₤

2008: Revenue 40,608 +22.32%

Trading Profit 8,092 +16.40%

PBIT 8,384 +12.60%

4 Year Average Ratio

2005/08

Trading Ratio 20.17%

PBIT/Revenue 21.50%

JLT Asia

• Historically major P&C activities• 2008 review, introduction of specialties under

matrix structure• Objectives

– Grow business organically and through bolt-on acquisitions

– Reduce volatility– Focus on emerging wealth of Asia– Focus on products and services to the mass

populations and small to mid-corporates

Opportunities for JLT in Asia

• Private Client Services• Affinity• SME• Personal Lines• Financial Institutions

• Aviation• Capital and Political

Risks• Energy • Construction• Employee Benefits

Creation/Enhancement of specialist teams that focus on the Asian growth drivers

Affinity

• Short-term– Mixture of challenge and opportunity in the short-term

• Long-term – Growth opportunities within certain business lines– Delivering insurance products efficiently and effectively at

points of sale to support consumer purchases

• Opportunities– Insurance products to support motor vehicle sales and service

(China automobile market; Indonesia motorcycle market; extended warranty)

– China crop insurance– Personal Accident & Health

Aviation

• Expect significant increase in aircraft deliveries to Asia over next 20 years

• Asia is a leader in new aircraft orders• Aviation risks are transferred to insurance

market – no self insurance• JLT building regional capabilities to focus on

aviation and ancillary insurance

Energy

• Direct link between energy demand and population/economic growth

• Growth in energy demand and power generation in Asia: 6.9% CAGR in power generation forecast through 2018*

• Plans in place to develop high net worth energy products

• Asia upstream energy projects: 75 upstream projects with total value of USD104bn in next 5 years** *Source: BMI China Power Report Q1 2009

**Source: Energy Industries Council (EIC)

Employee Benefits

• Retirement consulting, administration and products– Ageing population low birth rates– Normal retirement age increasing– Trend away from DB to DC plans– Increasingly complex benefits structures

• Healthcare– Rising medical care costs; increase in “lifestyle” diseases– Ageing populations, health risks, new technologies,

pharmaceuticals, consumer demand– Government sponsored plans on the rise– Growing interest from employers in managing EB programs

effectively and economically

2008: $A

Revenue: 160,155 +9.7%

Trading Profit: 39,136 +3.8%

PBIT: 47,704 +5.1%

2005/08 Trading Ratio PBIT/Revenue

JLT 25.75% 30.95%

Marsh 11.95% 18.35%

2005/07

Aon 22.00% 29.40%

Willis 20.63% 25.26%

Australian Trading Performance

Strong Business Base

• Approximately 60% of PBIT is derived from non-transactional clients

• Government Instrumentalities– Provide insurance/risk

management services to over 90% of Australian local councils

– Administration of self-insured funds

– State and Federal entities

• Echelon Consultants– Claims management– Enterprise risk

management– Environmental risk

management– OHS/rehabilitation

services– Loss adjusting

Strong Business Base

• Affinity– Group schemes for sporting organisations, trade

associations and common interest groups– Developing opportunities with Trade Unions– Management of discretionary trusts– Employee benefits: life/health care

General Broking - Segments

• Corporate:– National new business structure– Recruitment of high profile executives– Culture transformation from transactional to business advisor– Investment in risk modelling software

• Natural Resources and Construction– New business team employed– Broader set of skills introduced to existing/new clients

General Broking - Segments

• SME:– Business re-engineering– Delivery channels– National centralisation– JLT Online opportunities

• Regional Network:– Expansion of offices in Townsville– New offices in Darwin/Gold Coast

Asia Pacific Summary

• Re-engineering existing key segments• Identified new products/segments• Recruiting specialists from

Brokers/Underwriters• Investing in training/education• Minimizing cost base• Seeking acquisitions


International FlowsMark Drummond BradyInternational Chairman, Risk & Insurance

International Chairman’s Role

• Breaking down barriers – internal and withThe Market

• Developing collaboration throughout the Group• Managing and developing our Global Network• Expanding distribution and Global Flows• Promoting and defending the JLT brand

globally

International Collaboration - Brazil

• Early identification of seismic market shift• Selection of local partner / formation of JLT Re• Education of Markets / Lloyd’s obtains

reinsurance licence• Flows emanate from local retail operations to

local reinsurance office, to London and international markets

• Flows emanate from all over JLT Network™ to Brazil

JLT Network™

• Retail network – we also have Wholesale,

Reinsurance and Specialist businesses around

the world

• Owned offices: more than 100, in 36 countries

• Network partners in 120 countries

• Global Support Unit in London

• Network Managing Director

US Broker Sales Initiative

• JLT has long been a Champion for the independent sector

• London, Bermuda and International Markets for Wholesale and Surplus Lines

• The Network is a USP for JLT with brokers with international or multi-national clients

• Sales drive operates at all levels of the Group• 35% increase in sales in ’08, over ‘07


JLT Investor SeminarA Sustainable Growth Story

JLT Latin America

Vyvienne WadeCEO

What is JLT Latin America?

Why is Latin America important to JLT?

JLT LATIN AMERICA

JLT Offices

JLT Brasil (Retail and Reinsurance), Rio de Janeiro

JLT Brasil (Retail and Reinsurance), São Paulo

JLT Mexico

JLT Corredores de Seguros & JLT

Valencia e Iragorri, Medellín

JLT Re Colombia, BogotáJLT Valencia e

Iragorri, Cali

JLT Corredores de Reaseguros, Lima

Mariateguí JLT Corredores de Seguros, Lima

Jardine Lloyd Thompson & Valencia e Iragorri, Bogotá

JLT do Brasil, Ribeirão Preto

Network Members

Kieffer & Associados SA,

La Paz

Prodese,

Quito

Corporacion Continental,

Panama

Risk Solutions Venezuela, Caracas

Seguransa Meta CA, Caracas

Risk Solutions Group, Santiago

Subsidiary Operations in 4 countries – Peru, Mexico, Colombia and Brazil. Network partners represent in the rest of the major economies in Latin America.

Middle Sea/AMR SA, Buenos Aires

OUR LATIN AMERICAN REGIONAL FINANCIAL STATISTICSfor subsidiary LATAM businesses

RETAIL REINSURANCE*All figures in £ ‘000’sOperation

Brazil PeruColombi

aMexico Peru

Colombia

LATAM REGION#

Rev. Actual ’07

Trading Profit ’07

Trading Margin ’07

2,265

261

11.5%

1,910

75

3.9%

4,783

413

8.6%

2,374

(923)

N/A

579

218

37.6%

4,164

1,309

31.4%

16,075

1,295

8.1%

Rev. Actual ’08



2,920

380

13%

2,584

321

12.5%

6,270

629

10%

2,628

(375)

N/A

1,061

315

29.7%

5,401

2,301

42.6%

20,864

3,603

17.3%

Headcount ’07

Headcount ’08

68

64

114

82

216

230

47

31

12

13

56

52

513

472

20

07

20

08

CONSOLIDATED

*JLT Brazil Re – new venture for 2008/2009 so not included in these numbers.

#There are one or two central adjustments so the consolidated number is not the simple sum of these 6 businesses.

JLT LATIN MARKET POSITIONS

Shareholder StructurePartnership with strong local minority long

term shareholder management partners

REGIONAL ECONOMIC ENVIRONMENTGrowth economics

GDP Growth Peru Brazil Mexico Colombia

2006 7.5% 3.7% 5.1% 6.9%

2007 9% 5.9% 3.3% 7.5%

2008 9.8% 5.1% 1.3% 2.5%

2009 (forecast) GDP 3.8% 3% (-4%) 2%

GDP 2008 US$129billion US$1.58 trillion

US$893billion US$242billion

Population 2008 28.4million 191million 106.7million 47.6million

Major Economic Sectors within Territories. All economies which have strong growth sector match with JLT SpecialismsPeru Brazil Mexico Colombia

ConstructionIndustry/Manufacture

Agriculture Industry/Manufacture

AgricultureAviation

Mining Construction Mining ConstructionIndustry/Manufacture

Oil & Gas Mining Oil & Gas MiningOil & Gas

Power Oil & GasPower

Telecoms PowerTransport/Roads/Infra

Tourism Telecoms Tourism Structure

JLT COLOMBIA

Market PositionJLT both a retailer and a facultative reinsurance broker in ColombiaLargest reinsurance broker & 4th largest retail broker

Operation

Rev. Actual ’07



Rev. Actual ’08



Headcount ’07

Headcount ’08

All figures in £ ‘000’s

JLT Areas of focus: Public Sector, Financial Institution, Construction, Utilities, Oil & Gas & Employment Benefits

JLT Opportunities: Construction, Oil, Aviation (General), Oil & Gas sector, Employment Benefits

Colombia

4,783

413

8.6%

6,270

629

10%

216

230

Colombia

4,164

1,309

31.4%

5,401

2,301

42%

56

52

RETAIL REINSURANCE

JLT MEXICO

Operation

Rev. Actual ’07



Rev. Actual ’08



Headcount ’07

Headcount ’08

Mexico

2,374

(923)

N/A

2,628

(375)

(N/A)

47

31Turn Around: Lost much major business in 2006/2007,rebuilding, good growth forecast for 2009 and a return to profitability.

Strategy: to seek a retail broking partner and to ‘leverage’ facultative reinsurance capability.

All figures in £ ‘000’sREINSURANCEJLT Position: A facultative reinsurance broker only focusing on complex risk with international placement requirements.

JLT Focus Areas: Aviation, Construction, Power & Industrial, complex risk.

Market Position: 6th or 7th largest in revenue terms.

JLT PERU

Operation

Rev. Actual ’07



Rev. Actual ’08



Headcount ’07

Headcount ’08

Peru

1,910

75

3.9%

2,584

321

12.5%

114

82

Peru

579

218

37.6%

1,061

315

29.7%

12

13

JLT Peru Retail Focus Areas: Employment Benefits, Mining, Construction, Power, Energy, Aviation.

JLT Peru Reinsurance Focus Areas: Mining, Construction, Power, Energy, Aviation.

Opportunities: Growing economy, government infrastructure investment, and inwards investment. Close working alliance between the retail and reinsurance businesses.

All figures in £ ‘000’s REINSURANCERETAIL

JLT Position: 3rd largest combined insurance/reinsurance broker: (2nd largest reinsurance broker, 3rd/4th largest insurance broker, largest Employment Benefits broker).

JLT BRAZIL

Operation

Rev. Actual ’07



Rev. Actual ’08



Headcount ’07

Headcount ’08

JLT Brazil Retail• Established for 20 years. Focus post opening of the

market on developing a strong retail business in Brazil. New MD recruited. JLT targeting both organic and acquisitiongrowth within its retail business.

• Focus areas: construction, agriculture (particularly ethanol/sugar) power, oil & gas, industrial and employee benefits.

• Opportunities: closer alignment with JLT reinsurance operation working together to win major accounts. Business sector areas for focus Construction, Oil & Gas, Power, together with Employee Benefits and potentially Online/Affinity.

JLT Brazil Reinsurance• A relatively new start up in Brazil combining previous partners. Strong first 9 months of

trading and already a market leader. • Focus areas: Construction, Oil & Gas, Treaty Reinsurance, aviation and specie. • Opportunities: new products – opening of the market, alignment with a stronger JLT retail

business in Brazil, Complex risk, Construction, Oil & Gas, Power.

Brazil

2,265

261

11.5%

2,920

380

13%

68

64

OpportunityLargest economy of South America: 191 million people: GDP US$1.58 trillionGrowing foreign investment: US$18 billion 2006; US$33 billion 2007; US$45 billion 2008.Opening of the reinsurance market, previous monopoly on reinsurance placements of IRB dismantled. Local admitted reinsurer ‘monopoly’ reduced to 60% in 2008, 40% in 2011 and 0% in 2012.

WHY LATIN AMERICA FOR JLT?

• Our subsidiary operations are strong profitable businesses in their own right with strong market positions within their own territory.

• JLT employees within Latin America are high calibre recognised professionals.

• The JLT Latin American shareholder structure – long term economic alignment between senior staff/local shareholders and JLT.

• The economies of the countries in which JLT has operations, are growing economies generally.

• The Latin America territories have economies which are growing in areas which coincide with JLT’s specialties: eg construction, mining, oil and energy, power, aviation, telecoms.

• Large complex risks and catastrophe exposures with limited local capacity give rise to business flows to JLT in London and Bermuda generating significant revenues.

• These are fully brokered insurance markets where the role of the broker is accepted and the norm.

• The middle class is growing within the Latin American territories which gives rise to good opportunities for employee benefits, affinity and potentially online insurance products.

• Brazil: opening of the reinsurance market – opportunities for new products in a very large economy in the most sophisticated insurance culture within the BRIC countries combined with economic growth potential thus providing many opportunities.

A sustainable growth story


European RetailAdrian Girling

CEO

What do we do?

We are a Composite Broker, with business operating in two main areas:-

Division

Advisory

Clients

Full service, independent advice.

Mid market & Specialist Risks

Products

Complex Products.

Service delivery

Face to face with client.

Non advisory Single policies, no advice.

Individuals and SME’s

Simple Products. On line or Tele-sales and service.

European Retail - Income growth

40

45

50

55

60

65

70

2005 2006 2007 2008

£m’s

Last year’s financials

12%

Growth

on 2007

17%Trading Margin

11,116Trading Profit

67,242Revenue

Actual

2008£’000s

17%

10,302

60,051

Actual

2007

Geographic locations

• United Kingdom– Birmingham– Coventry– Gloucester– Leeds– Liverpool– London– Maidenhead– Manchester– Southampton

• Poland– Warsaw

• Ireland– Dublin– Cork

• Italy– Milan– Turin

• Spain– Madrid

• Norway– Oslo

• Sweden– Stockholm

Income breakdown

Schemes & Affinity

38%

Corporate33%

Personal Lines10%

Industry Specialist

19%

JLT Partnership Practice

• Accountants– JLT Corporate Recovery

• Lawyers– JLT Law

• Capital Providers– JLT Mergers & Acquisitions

Accountants

Lawyers Capital Providers

What have we done?

• We have continued to develop the existing brands

– Photoguard

– Cycleguard

– Musicguard

• How do customers find us?– http://www.google.co.uk

2008Growth year on year was

at 27%

JLT Online

Where do we want to go?

• We have added new products– Pets– Touring caravans

• We have entered the micro commercial market, defined by the DTI as having 1-9 employees

– Represents almost 25% of UK Business– Circa 1.4 million businesses within sector

• Target market generates gross premiums in excess of £1 billion

What have we done?

• We have launched a new brand called

• We have the fastest, fully transactional web site, targeting the sector

– http://www.insurantz.com

What have we done?

• We have launched a new brand called

• We have the fastest, fully transactional web site, targeting the sector

– http://www.insurantz.com

• We are now planning launches into Italy and Ireland

In conclusion

• This business has a new business culture where we retain around 93% of our clients

• We are exposed to the Economic pressures but we have some counter cyclical business

• We are targetting further organic growth and have some exciting opportunuities– JLTOnline– Partnership Practice

• We believe that there is opportunity to improve margin


UK Employee Benefits GroupDuncan Howorth

CEO

Agenda

• UK Employee Benefits Group – a brief overview

• Market trends – Defined Benefits

• Market trends – Defined Contribution

• BenPal – The future for management of employee benefits programmes

The Employee Benefits business has increased revenues by 72% since 2003.

It makes a very significant contribution to the Group’s financial results and contributes 16% of the Group’s turnover.

0

20

40

60

80

100

2004 2005 2006 2007 20080%

5%

10%

15%

20%Turnover £M Trading margin %

14%

16%17%

£59m £71m £76m

17%

£81m £88m

17%

UK Employee Benefits – key data

UK Employee Benefits – an overview

• Pension consulting

• Actuarial consulting

• Investment Consulting

• Flexible Benefits

• Healthcare, Life and Income Protection

• Annuity purchases

• Private Clients

• Defined Benefits

• Defined Contribution

• Pension and Annuity payment


• SIPPs and Group SIPPs

• Independent Trusteeship

• Risk and control management

• Data integrity

• Operational consulting

• Administration

• Accounting

• Web delivery

• Contribution modelling


• Employee Benefits

Advice Outsourcing Governance Systems/Technology

Market trends – Defined Benefits

Pensions has become a boardroom issue with deficit and liability management and reduction key issues.

Schemes close to new joiners

Cessation of all accrual

Investment strategy

Buy out options

Longevity hedging

The existing DB market comprised 7,400 schemes with assets of £772 billion. Capital to support buy outs is less than 5% of this. Other forms of risk management and transfer will need to form part of long term run off.

Aggregate deficit of FTSE 250 stood at £50 billion @ 31st March 2009 according to research conducted by Pension Capital Strategies, a JLT Company. But the true number may be nearer £200bn when bond spreads return to more normal levels.

Market trends – Defined Contribution

• Scheme structure and management cost.

• Internal promotion

• Investment options

• Auto enrolment and Personal Accounts

• Governance frameworks

• Member education

• Charges

• Investment options

• Auto enrolment

• Increased delivery

• Member “advice”

• Investment structures

• Communication strategies.

Employer focus Regulator focus Market solutions

After the initial establishment of DC schemes in response to Defined Benefit closure, attention is now turning to long term development of these schemes


Online BenefitsJim Carlton

MD

SINGLE DATABASESINGLE ADMINISTRATION PLATFORM

UKRisk

UKHealth

UKPension

PensionModeller

RewardPack

FlexBens

CoverEx-UK

Employer Zone

Employee Interface

Provider Zone

Dashboard

Dashboard

Dashboard

Funds

Dashboard

Modeller

Dashboard

Reward

Dashboard

Flex

Dashboard

Mobile

Dashboard

Employers

Why choose BenPal?

Reduce costsby outsourcing benefits admin

Convertoffline Trust DC

to online GPPReduce NI costswith salary sacrifice

Empoweremployees in UK and internationally

Reduce costsby rationalising legacy schemes

Reduce costswith No-Fee option

Aggregateall UK benefits on one platform

Improveproductivity in

HR/Finance/Mgt

BenPal and JLT

More servicesto existing clients

New clientsfrom different sectors

Unique pension/benefits

solution

Revenuemix of commissions

& recurring fees

Scale with same headcount

‘Sticky’ business

EmpowerJLT international

offices

Alternativeto

Personal Accounts

Technology-only option

Deploy key elements of BenPal systemGive members a personalised experience

Revitalise engagement with existing benefits

EMPLOYEE ENGAGEMENT SOFTWARE

Company intranet or New pension microsite

PENSION PLANOnline EnrolmentFund Valuations

Automated Messaging

PENSION MODELLERInteractive Tool

Pre-populated DataDB/DC/Contract Plans

Deployment across JLT

R&HPension

R&HPension

R&H

R&H

R&H

Admin

Reward

Flex

Reward Flex

Personal Account from 2012

ONLINEONLINE ✓✓AUTO ENROLMENTAUTO ENROLMENT ✓✓ ✓✓

✓✓MEMBER CHARGE (AMC)MEMBER CHARGE (AMC) 0.5% (est)0.5% (est) 0.35%- 0.85%0.35%- 0.85%

TYPE OF SCHEMETYPE OF SCHEME Generic plan“Largest ever Trust scheme”

Generic plan“Largest ever Trust scheme”

Customised planFits each company profile

Customised planFits each company profile

SALARY SACRIFICESALARY SACRIFICE ✗✗ ✓ ✓

INTEGRATED BENEFITSINTEGRATED BENEFITS ✗✗ ✓✓

“A COST”“A COST” “AN INVESTMENT”“AN INVESTMENT”

PERSONAL ACCOUNTPERSONAL ACCOUNT


Internationalisation of Employee Benefits

William Nabarro

International Chairman, EB

Developing Employee Benefits Internationally

The Approach

• Actions: this year....

• Actions: ....and next

• Measures of success


The Approach

• Adding value through collaboration

• Without complicating the management structure

• Progressing through projects


Actions; this year....

• Clarify what we have

• Engage all EB professionals

• Create marketing and internal communications networks

• Convert the immediate wins

• Utilise the BenPal investment


Actions; .....and next

• Global network serving multi-national clients

• Integrated international healthcare offering

• Sharing facilities

• Review segmental accounting


Measures of success

• Marketplace standing

• Top line benefit

• Efficiency and quality of delivery

• More broadly based, integrated business

20th May 2009 102

JLT Investor SeminarJames Gerry, Thistle Underwriters

Principal aims

• Portfolio Underwriting

• Change the Business Model

A tangible difference

• MGAs - What went wrong?

• MGU- End-to-end service

- Profit-driven remuneration model

- Front edge systems

- Data capture & utilisation

Defining the opportunity

• UK start; global ambitions

• JLT's embedded business

• Non-JLT brokers

• Target client base is growing

• Acquisitions


JLT Investor SeminarA Sustainable Growth Story

Distinctive. Choice. JLT Investor Seminar Introduction Dominic Burke, CEO.

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Transcript of Distinctive. Choice. JLT Investor Seminar Introduction Dominic Burke, CEO.