hdi-gerling verzekeringen n.v. verzekeringen n.v. shall submit the information referred to in this...

HDI-Gerling Verzekeringen N.V. | SFCR 2016

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HDI GERLING VERZEKERINGEN N.V. WESTBLAAK 14 3012 KL ROTTERDAM

SUPERVISORY BOARD U.H. Wollschläger, Chairman H.A. Daugird Dr. J. ten Eicken F.W. Warmelink

BOARD OF DIRECTORS J.A. Vink, Spokesman (until 31 December 2016) W.J. Garhammer K.C. Hertenberger (until 31 December 2016) J. Muschter (until 1 April 2016) R.M. Fischer (appointed 1 January 2017)

AUDITOR Mazars Paardekooper Hoffman Accountants N.V. C.A. Harteveld RA


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CONTENTS

Executive Summary ................................................................................................................................................................. 7 General reporting requirements............................................................................................................................................... 8 A. Business and Performance .................................................................................................................................................. 9

A.1. Business and External Environment .............................................................................................................................. 9 A.2. Performance from Underwriting Activities .................................................................................................................. 14 A.3. Performance from Investment Activities ..................................................................................................................... 19 A.4. Operating/other Expenses ......................................................................................................................................... 20 A.5. Any Other Disclosures ............................................................................................................................................... 20

B. System of Governance ...................................................................................................................................................... 21 B.1. General Governance Arrangements ........................................................................................................................... 21 B.2. Fit and Proper ........................................................................................................................................................... 23 B.3. Risk Management System .......................................................................................................................................... 23 B.4. Internal Control System ............................................................................................................................................. 26 B.5. Internal Audit ........................................................................................................................................................... 26 B.6. Actuarial Function ..................................................................................................................................................... 27 B.7. Outsourcing ............................................................................................................................................................. 27 B.8. Any Other Disclosures ............................................................................................................................................... 27

C. Risk Management System ................................................................................................................................................. 28 C.1. Underwriting Risk ..................................................................................................................................................... 28 C.2. Market Risk .............................................................................................................................................................. 32 C.3. Credit Risk ............................................................................................................................................................... 35 C.4. Liquidity risk ............................................................................................................................................................. 36 C.5. Operational Risk ....................................................................................................................................................... 36 C.6. Other Material Risks.................................................................................................................................................. 37 C.7. Any Other Disclosures ............................................................................................................................................... 37

D. Valuation for Solvency Purposes ........................................................................................................................................ 38 D.1. Valuation of Assets ................................................................................................................................................... 41 D.2. Valuation of Technical Provisions (m) ......................................................................................................................... 45 D.3. Valuation of Liabilities (other than technical) .............................................................................................................. 49 D.4. Any Other Disclosures ............................................................................................................................................... 50

E. Capital Management ........................................................................................................................................................ 51 E.1. Own Funds ............................................................................................................................................................... 51 E.2. Solvency Capital Requirement and Minimum Capital Requirement ............................................................................... 51 E.3. Differences between the Standard Formula and any Internal Models used .................................................................... 53 E.4. Any Other Disclosures ............................................................................................................................................... 53

Appendixes .......................................................................................................................................................................... 55


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EXECUTIVE SUMMARY Activities HDI-Gerling Verzekeringen N.V. is a non-life insurance company, which focuses on offering various non-life insurance. The following types of insurances are part of the company’s portfolio: property, engineering, liability insurances for companies, motor, transportation, accident and other types of non-life insurances. As a geographical focus, HDI-Gerling Verzekeringen N.V. focuses on the industrial sector in the Kingdom of the Netherlands and Denmark (until 2016). If there are any interests outside these countries, it may be desirable or in some cases even necessary to ensure this through the international network by HDI Global Network SE, servicing international clients, domestic and abroad. HDI-Gerling Verzekeringen N.V. concluded this financial year 2016 with a negative result of 1.3 million euro, which the company has explained in the annual report 2016, which can also be downloaded from the company’s website (www.hdi.global/nl/nl/about-us/the-company). Risk profile The most important event during the years is the transfer of renewal rights to the branch office (Alba III project). The Alba III project has had a major impact on the premium volume of HDI-Gerling Verzekeringen N.V. As a result of the split portfolio HDI-Gerling Verzekeringen N.V. has changed its reinsurance structure, which allows for increased net exposure through excess of loss coverage within HDI-Gerling Verzekeringen N.V. The increased risk consequently has a higher value for capital requirements. Solvency Under the risk-based Solvency II standard HDI-Gerling Verzekeringen N.V. has sufficient capacity. By the end of 2016, margin on Solvency II bases was 145.5%. This was above the internal lower limit which was set in the capital policy of HDI-Gerling Verzekeringen N.V and approved by the Supervisory Board. The ORSA (Own Risk & Solvency Assessment) determines whether these buffers are adequate given the risks to which HDI-Gerling Verzekeringen N.V. is exposed. HDI-Gerling Verzekeringen N.V. can also meet all requirements in case of extreme losses. The development of solvency can be explained as follows:

The solvency ratio is lower than in the previous year. This is partly due to lower equity. In conjunction with the increased risk, higher returns are expected. In the future this will lead to an increase in equity. Chapter E - Capital Management deals with the composition of the capital requirement and available equity. Governance HDI-Gerling Verzekeringen N.V. strives to further strengthen the confidence placed in the company by its business partners and employees, and the public at large. We also attach great importance to effective work by the Board of Directors and the Supervisory Board, good cooperation between these bodies and with the company’s staff, and open and transparent corporate communications. HDI-Gerling Verzekeringen N.V. has taken the Code of Conduct for Insurers (Verbond van Verzekeraars) and the Dutch Corporate Governance Code into consideration during the elaboration of the main principles for its governance organisation. HDI-Gerling Verzekeringen N.V. has three corporate bodies: the Board of Directors, the Supervisory Board and the shareholders’ meeting. The tasks and powers of these bodies are defined by law and the company’s Articles of Association. In addition to these bodies, the Board of Directors has installed and appointed the key functions: risk management, actuarial, internal audit and compliance. All of these functions are involved in the process of observing, implementing and monitoring the requirements pursuant to the applicable laws and regulations.

Figures in EUR 1,000

R at io o f

Elig ib le own

f unds

R at io o f

Elig ib le own

f unds

Total eligible own funds 136.220 143.403

Solvency Capital Requirement 93.609 145,5% 90.392 158,6%

2016 2015

http://www.hdi.global/nl/nl/about-us/the-company


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GENERAL REPORTING REQUIREMENTS This report is our first "report on the solvency and financial condition" of HDI-Gerling Verzekeringen N.V. This report was prepared on the basis of the guidelines previously in the Solvency II regulations are set. Solvency II requires two 'qualitative' reports:

a public report on the solvency and financial position, also referred to by the abbreviation "SFCR" (Solvency and Financial Condition Report);

a non-public report to the regulator (in this case: De Nederlandsche Bank) on more or less the same topics, but with more detail, including any confidential information. This report is part of what is referred to as the "RSR" (regular supervisory report).

The standards framework for the drafting of this report consists of the following laws and regulations, supplemented by explanations of the regulator:

Solvency II Directive (2009/138 / EC), 51 and further;

Delegated Regulation Solvency II (EU 2015/35), Chapter 12 and 13;

Implementing Regulation (EU 2015/2450)

Relevant guidelines from EIOPA, including EIOPA BoS-15/109 - Guidelines for reporting and disclosure.

Letters of DNB, including those of April 2, 2015 (attention quantitative reporting preliminary phase of Solvency II and notes thereto) and January 22, 2016 (Issues Day One reporting).

DNB Guidance on qualitative SII Preparatory Reporting Guidelines Reporting Formats HDI-Gerling Verzekeringen N.V. shall submit the information referred to in this regulation in the data exchange formats and representations determined by the supervisory authority respecting the following specification:

Amounts will be expressed in thousands, unless otherwise stated. Currency The Solvency II reporting currency shall be euro, unless otherwise stated.


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A. BUSINESS AND PERFORMANCE

A.1. Business and External Environment HDI-Gerling Verzekeringen N.V. was incorporated in 1978 as a 100% subsidiary of HDI V.a.G. in Hannover. Since then, all interest and participations have been transferred to the Talanx Group, which is headed by Talanx AG in Hannover (Germany). Talanx is listed on the German stock exchange. The industrial lines division of Talanx AG is led by HDI Global SE, which is the 100% shareholder of HDI-Gerling Verzekeringen N.V. In appendix 1 the Group structure of Talanx is shown. The head office of HDI-Gerling Verzekeringen N.V. is located in Rotterdam. The Dutch market is also serviced from the office in Amsterdam. Until 2015 HDI-Gerling Verzekeringen N.V. had an active branch office in Denmark, due to the transfer of renewal rights in 2016, this branch office will be completely in run off as of 2017. The branch offices in Germany (Cologne) and France (Paris) are already in a run off position. Contact details: Head office: HDI-GERLING VERZEKERINGEN N.V.

Westblaak 14 NL 3012 KL Rotterdam P.O. Box 925 NL 3000 AX Rotterdam Phone +31 (0)10 4036 100 Fax +31 (0)10 4036 275 E-mail [email protected] Website www.hdi.global Chamber of Commerce no. 24167746

Amsterdam office: Haaksbergweg 75 NL 1101 BR Amsterdam Phone +31 (0)20 5650 655

HDI-Gerling Verzekeringen N.V. offers insurance services in non-life insurance. The following types of insurances are part of the company’s portfolio:

Property insurances: Fire to buildings (incl. inventory / goods / loss of business) and Specie (jewellers, art, valuables)

Engineering insurances: Technical Insurance, Construction All Risks (insurance of buildings), Erection All Risks (insurance installation of plants), machinery breakdown (insurance against damage to machines), electronics (insurance of computers etc.) and warranty (insurance warranty risks from manufacturers and / or suppliers)

Liability insurances for companies (AVB) (incl. Clinical Trials)

Motor insurances: Legal liability motor, hull, accident insurance for passengers and damage Insurance occupants

Transportation Insurances: Freight insurance (transport, transport / accommodation), carrier Liability (liability forwarders and container / trailer insurance), hull (incl. recreational and hull under construction) and other transport insurance (transport assembly, equipment insurance)

Other miscellaneous insurance, such as: events (expenses / cancellation, extreme weather, accident insurance, liability insurance, hull, cash value insurance) and entertainment (film / video, non appearance crew / staff, cash equivalents, accident)

Accident Insurance: individual and collective Board of Directors The Board of Directors takes responsibility for leading the company and defines goals and corporate strategy within the corporate governance framework. The Board of Directors ensures a sound balance between the commercial interests and the risks these entail, and due observance of the risk appetite approved by the Supervisory Board. The Board of Directors is also responsible for a corporate culture that is characterised by honest business management in compliance with all relevant rules and regulations. The responsibility of the Board of Directors also includes managing the risks associated with the management activities and financing of the company. In accordance with the Articles of Association, the Board of Directors comprises at least two persons. In addition, the shareholders’ meeting determines the number of board members of the Board of Directors. The composition of the Board of Directors is such that it can carry out its duties properly. Members of the Board of Directors have gained sound knowledge and experience in the industrial insurance sector. They are capable of evaluating and determining the main lines of policy and of forming a well-balanced and independent view of the risks those lines entail.


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The current Board of Directors consists of:

W.J. Garhammer (Spokesman) Year of birth: 1961 Nationality: German Responsibilities: Technical Departments (without Claims Handling), Finance, Risk Management (incl. actuarial function), Human Resources, Legal, ICT and Facility Services R.M. Fischer Year of birth: 1959 Nationality: German Responsibilities: Claims Handling, Corporate Reinsurance, Compliance, Internal Audit

In view of the tasks and responsibilities of the Board of Directors, the areas of responsibility of the individual members of the Board of Directors have been defined. Notwithstanding their overall responsibility, each member of the Board of Directors leads the area(s) assigned to him within the scope of the resolutions of the Board of Directors. The responsibility for compliance has been separated from responsibility for finance, accounting and risk management. The Board of Directors meets on a regular basis and it reports regularly and comprehensively to the Supervisory Board about the strategic orientation, the development of business, the company’s financial position, the implementation of the remuneration policy and results of operations, planning and goal accomplishment, current opportunities and identified risks. Certain decisions of the Board of Directors that are of particular importance or strategic significance require the approval of the Supervisory Board. Some of these reservations of approval are prescribed by law; others are governed by the Articles of Association. Supervisory Board The Supervisory Board advises and monitors the Board of Directors. The Supervisory Board is also responsible for examining and approving the company’s financial statements. The Supervisory Board monitors the risk policy pursued by the Board of Directors. The risk profile is discussed periodically and assessed for that purpose. The Supervisory Board evaluates in particular whether capital allocation and liquidity attachment are in accordance with the approved risk policy. The Supervisory Board consists of four members. A job profile has been drawn up with regard to the composition of the Supervisory Board, in part to safeguard the experience, expertise, independency and diversity of the Supervisory Board. When appointing or re-appointing members to the Supervisory Board an individual profile is drafted that is in line with the job profile for the Supervisory Board. The members of the Supervisory Board are:

U.H. Wollschläger (Chairman) Dr. J. ten Eicken Year of birth: 1955 Year of birth: 1964 Nationality: German Nationality: German H.A. Daugird F.W. Warmelink Year of birth: 1947 Year of birth: 1952 Nationality: German Nationality: Dutch


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The supervising authority is represented by: De Nederlandsche Bank Westeinde 1 Postbus 98 1000 AB Amsterdam +31 (0)20 524 91 11 The external auditor is represented by: Mazars Paardekooper Hoffman Accountants N.V. C.A. Harteveld RA Watermanweg 80 Postbus 23123 3001 KC Rotterdam +31 (0)88 277 15 00 Significant internal and external events HDI Global SE wants all European foreign units (with the exception of HDI Versicherung AG in Austria) to operate as branches. The Dutch branch office of HDI Global SE therefore started a project called Alba III late 2013. The aim of the Alba III project is to renew insurance policies underwritten in the past by HDI-Gerling Verzekeringen N.V. in the Dutch branch office of HDI Global SE. This process continued in 2014 and 2015. In 2016 all insurance policies of the Danish branch of HDI-Gerling Verzekeringen N.V. had been transferred to HDI Global SE in Denmark. The final step in the transition project will be during the current business year, 2017. During 2016 extraordinary efforts were demanded from all employees of HDI in the Netherlands:

New processes, tools and applications were developed for branch-based operations. The establishment of new frameworks, guidelines and communication lines was also required and this continues to be the case.

The regulatory frameworks of Solvency II, including “Day One Reporting”, went live.

Stricter requirements regarding adherence to compliance and other legal frameworks (such as sanction legislation and privacy policies), as well as tax compliance, needed to be embedded in the organisation.

In addition, initiatives launched in 2015, were continued:

The approach to target markets and products, as well as distribution channels, was further refocused and sharpened in order to strengthen HDI’s footprint in industrial and commercial lines. Against this background HDI-Gerling Verzekeringen N.V. sold its portfolio of glass insurance policies.

A programme to improve communications, cooperation, leadership and management style throughout the organisation was successfully carried on in 2016.

Process efficiency in underwriting of risks, claims handling and related back office operations is crucial for competitiveness. In this context regulatory frameworks and headquarters’ guidelines require an effective system of internal controls. Both aspects were a high priority in HDI project activities in the Netherlands in 2016.

With the completion of the transfer of insurance policies to HDI Global SE, the Netherlands, in 2017, the business scope of HDI-Gerling Verzekeringen N.V. is changing. With some exceptions all new and renewal business will be underwritten by the Dutch branch of HDI Global SE, and so HDI-Gerling Verzekeringen N.V. is focusing on handling its existing claims portfolio. HDI Global SE, the Netherlands – as the entity going forward in the Dutch market – is continuing to sharpen and strengthen HDI’s “footprint” in the Dutch market. Our well-known expertise relating to underwriting claims handling and risk engineering will be the basis for the further development of our market position in industrial and commercial insurance. As of 1 January 2017 the entire staff will be transferred to HDI Global SE, the Netherlands. HDI-Gerling Verzekeringen N.V. will use staff from HDI Global Se, the Netherlands as agreed in a Service Level Agreement between the companies.


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Result, dividend and changes in equity The company booked a negative net income of EUR 1.3 million in 2016. The 2015 net loss was EUR 4.8 million. This improvement is mainly due to the increase in the technical result due to a lower overall loss ratio by comparison with 2015 and lower other non-technical expenses, due to fewer donations to the allowance for receivables. From page 12 till 20 the company’s statutory results are described. In chapter D the company’s solvency II financial date is reported.

STATEMENT OF FINANCIAL POSIT ION (BEFORE DISTRIBUTION OF PROFIT)INCOME STATEMENT ( IFRS)


Net earned premium 104.978 108.489

Claims and claims expenses (net) - 79.624 - 92.116

Acquisition costs and administrative expenses (net) - 33.862 - 26.709

Other technical result - 1.550 - 2.651

Ne t te c hnic a l re sult - 10 .0 5 8 - 12 .9 8 7

Net investment income 4.933 6.207

Other income/expenses 4.306 - 155

Ope ra ting profit/ loss - 8 19 - 6 .9 3 5

Taxes on income - 516 2.123

Ne t inc ome - 1.3 3 5 - 4 .8 12

2 0 16 2 0 15


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The shareholders’ meeting decides over interim dividends. A decision to distribute interim dividend out of the profit of the reporting year may also be made by the Board of Directors with permission of the Supervisory Board. Unless decided different, after approval in the shareholders’ meeting dividends will be paid within thirty days.

The OCI regarding unrealised gains/losses (related to investments) will be distributed to the income statement in the coming years.

STATEMENT OF CHANGES IN EQUITY


Common Addi- Le ga l Re ta ine d Unre a - Ga ins or Sha re -

sha re s tiona l re se rve s e a rnings lise d losse s on holde rs'

pa id- in Ga ins / pe nsion e quity

Ca pita l Losse s provisions

Ba la nc e a t 0 1.0 1.2 0 15 4 0 ,0 0 0 2 4 ,9 3 2 10 6 6 8 ,3 0 0 9 ,16 2 - 2 ,4 7 3 14 0 ,0 2 7

Net income - - - - 4,812 - - - 4,812

Unrealised gains and

losses from investments- - - - - 2,600 - - 2,600

Currency translations - - - - - - -

Ba la nc e a t 3 1.12 .2 0 15 4 0 ,0 0 0 2 4 ,9 3 2 10 6 6 3 ,4 8 8 6 ,5 6 2 - 2 ,4 7 3 13 2 ,6 15

Net income - - - - 1,335 - - - 1,335

the re of re c la ssifia ble - - - - 3 ,2 9 8 - 2 ,4 7 3 - 8 2 5

Gains or losses on pension

provisions- - - - 3,298 - 2,473 - 825

Unrealised gains and

losses from investments- - - - 2,009 - 2,009

Ba la nc e a t 3 1.12 .2 0 16 4 0 ,0 0 0 2 4 ,9 3 2 10 6 5 8 ,8 5 5 8 ,5 7 1 - 13 2 ,4 6 4

Othe r re se rve s


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A.2. Performance from Underwriting Activities Overall, the decrease in all lines of businesses of the gross written premium was caused by the Alba III project, in which insurance policies with an annual premium exceeding EUR 25,000 for Property, Liability Engineering and Special Lines (miscellaneous) were transferred to the branch of HDI Global SE in 2014 and 2015. Gross premium income declined from EUR 219.9 million in 2015 to EUR 154.4 million, mainly due to:

the transfer of the Danish book of business to the Danish branch from HDI Global SE.

redevelopment measures in our Marine and Property book of business.

The net loss ratio dropped from 84.9% in the previous year to 75.8% in 2016. In line with the development of the loss ratio the net technical loss of EUR 13.0 million in 2015 improved by EUR 2.9 million to a loss of EUR 10.1 million. The technical result in all lines of businesses was affected by the change in the reinsurance structure. In 2016 the reinsurance structure at HDI-Gerling Verzekeringen N.V. was changed to an excess of loss structure rather than quota share reinsurance.

Gross writte n pre mium


Gross Ce de d Ne t Gross Ce de d Ne t

Writte n pre mium

Marine 57,695 14,640 43,055 84,752 50,369 34,383

Property 34,779 7,898 26,881 42,390 22,069 20,321

Liability 24,962 9,877 15,085 46,719 38,883 7,836

Motor 19,692 690 19,002 22,811 2,309 20,502

Engineering 14,037 8,048 5,989 16,942 9,761 7,181

Accident 2,437 120 2,317 2,967 162 2,805

Miscellaneous 831 103 728 3,363 2,574 789

Tota l 15 4 ,4 3 3 4 1,3 7 6 113 ,0 5 7 2 19 ,9 4 4 12 6 ,12 7 9 3 ,8 17

2 0 16 2 0 15

Te c hnic a l re sult


Gross Ce de d Ne t Gross Ce de d Ne t

Te c hnic a l re sult

Marine - 8,643 - 3,653 - 4,990 - 37,751 - 22,512 - 15,239

Property - 1,975 1,208 - 3,183 14,188 9,597 4,591

Liability - 15,635 - 15,845 210 21,412 27,419 - 6,007

Motor 1,194 2,071 - 877 11,470 7,740 3,730

Engineering 4,249 6,832 - 2,583 - 7,146 - 6,539 - 607

Accident - 72 118 - 190 986 163 823

Miscellaneous 5,679 4,124 1,555 705 983 - 278

Tota l - 15 ,2 0 3 - 5 ,14 5 - 10 ,0 5 8 3 ,8 6 4 16 ,8 5 1 - 12 ,9 8 7

2 0 16 2 0 15


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MARINE

As forecasted last year, gross written premium income in Marine fell again. This development is in line with measures to redevelop our Marine book of business. Net premium income and operating expenses have increased due to the overall change in reinsurance structure. The net claims ratio was better than last year as a result of the redevelopment of the Marine portfolio and fewer major claims than in 2015. As for the unsatisfactory loss development in parts of our Marine portfolio in the past, 2015 and 2016 was characterised by the re-underwriting of major parts of our book of business and discontinuation if necessary. PROPERTY

The Alba III project and the sale of the NGM portfolio contributed to the reduction of the gross written premium income in Property. In the part of HDI’s Property portfolio that is still underwritten by HDI-Gerling Verzekeringen N.V., there was higher number of major claims in 2016, leading to a worsening in the claims ratio and technical result.

Figures in EUR 1,000,000

Gross Ne t Gross Ne t

Gross written premiums 57.7 43.1 84.8 34.4

Earned premiums 63.9 36.1 87.5 34.1

Claims expenses 55.3 27.6 106.1 41.0

Operating expenses 17.3 13.3 19.2 8.4

Other technical result - 0.2 0.1

Te c hnic a l re sult - 5 .0 - 15 .2

Ra tio's

Net Expense/Commission Ratio 37.4% 24.3%

Net Claims Ratio 76.5% 120.2%

Ne t Combine d Ra tio 113 .9 % 14 4 .5 %

2 0 16 2 0 15





Claims expenses 25.5 17.3 17.3 8.6


Other technical result - -

Te c hnic a l re sult - 3 .2 4 .6

Ra tio's



Ne t Combine d Ra tio 113 .8 % 7 7 .9 %

2 0 16 2 0 15


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LIABILITY

The decrease in gross written premium was caused by the Alba III project, the transfer of the Danish portfolio to the Danish branch of HDI Global SE and the aftermath effect of last year’s transfer to the Dutch branch. The general market conditions in industrial liability insurance are characterised by the availability of new and additional capacity which also comes from reinsurance markets acting on the primary side. Although pricing would now appear to have bottomed out, fierce competition is now apparent in wording and coverage. MOTOR

The gross written premium income in Motor decreased in 2016. This development is in line with measures to redevelop our proxy book of business. The net claims ratio has worsened due to the run-off effect of Motor Liability claims.







Other technical result - 0.3

Te c hnic a l re sult 0 .2 - 6 .0

Ra tio's



Ne t Combine d Ra tio 9 8 .6 % 13 4 .8 %

2 0 16 2 0 15







Other technical result 0.1 0.1


Ra tio's



Ne t Combine d Ra tio 10 4 .8 % 8 3 .1%

2 0 16 2 0 15


17

ENGINEERING

The reduction of the gross written premium income in 2016 is a result of a premium adjustment booked in 2015. The claims ratio decreased compared with 2015 due to the change in the reinsurance structure. In general the Engineering insurance market conditions remained fiercely competitive, although there are indications that the downward pressure on rates may have stopped. Our Engineering book of business is dominated by Construction and Erection All Risks insurances. Here, we are seeing increasing business opportunities in building activities due to a general economic recovery. Guarantee insurance is increasing steadily in our portfolio. ACCIDENT

Our portfolio in the Accident line of business remained stable. The net claims ratio was worse due to adjustments in claims for previous years.







Other technical result - 1.5 - 3.1

Te c hnic a l re sult - 2 .6 - 0 .6

Ra tio's



Ne t Combine d Ra tio 12 7 .7 % 10 6 .1%

2 0 16 2 0 15







Other technical result - -


Ra tio's



Ne t Combine d Ra tio 10 8 .4 % 7 1.4 %

2 0 16 2 0 15


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MISCELLANEOUS

The Miscellaneous line includes crisis management, entertainment, movies, fraud, bicycles and jewellery. The negative net claim ratio was caused by a successful appeal. For further details on these results and the accounting principles applied, please refer to the financial statements for 2016.





Claims expenses - 4.1 - 1.0 4.3 2.1


Other technical result - 0.1

Te c hnic a l re sult 1.6 - 0 .3

Ra tio's


Net Claims Ratio - 125.0% 116.7%

Ne t Combine d Ra tio - 10 0 .0 % 116 .7 %

2 0 16 2 0 15


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A.3. Performance from Investment Activities Net investment income decreased from EUR 6.2 million to EUR 4.9 million. In addition to the slight decrease in the investment portfolio, as the size of the investment portfolio is linked to our financial obligations (including claim run-off patterns), last year’s investment income was positively affected by realised gains from the stock portfolio.

The total investment position is EUR 296,856 (2015: EUR 306,202).

Ordinary

investment

inco me

A mo rt isat io nGains o n

dispo sal

Lo sses o n

dispo salImpairments A ppreciat io n T o tal

- - - - - - 62 - 6 2

881 - - - - 8 8 1

231 - - - - - 2 3 1

-

Fixed- income securities 5.835 - 2.440 - - - - 3 .3 9 5

Equity securities 1 - 470 - - - 4 7 1

Variable- yield securities 481 - - - - - 4 8 1

- - - - - - 464 - 4 6 4

7 .4 2 9 - 2 .4 4 0 4 7 0 - - - 5 2 6 4 .9 3 3

Figures in EUR 1,000 2 0 16

Investments in affiliated

companies and partic ipating

interests

Loans and receivables

Financial assets held to maturity

Financial assets available for sale

Other

Ne t inve stme nt inc ome

Ordinary

investment

inco me

A mo rt isat io nGains o n

dispo sal

Lo sses o n

dispo salImpairments A ppreciat io n T o tal

- - - - - 351 3 5 1

1.064 - - - - 1.0 6 4

231 - - - - - 2 3 1

Fixed- income securities 6.285 - 2.355 - - - - 3 .9 3 0

Equity securities - - 1.088 - - - 1.0 8 8

16 - - - - - 473 - 4 5 7

7 .5 9 6 - 2 .3 5 5 1.0 8 8 - - - 12 2 6 .2 0 7

2 0 15

Investments in affiliated

companies and partic ipating

interests

Loans and receivables

Financial assets held to maturity

Financial assets available for sale

Other

Ne t inve stme nt inc ome



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A.4. Operating/other Expenses For the conversion of the subsidiary company to the branch office (HDI Global SE, The Netherlands), HDI Gerling Verzekeringen N.V. started a project called "ALBA III". The expenses for 2015 were EUR 2,358. The expenses were fully allocated to the branch office in 2016. In 2016, an average of 147.2 people was employed by the company on a full-time basis (2015: 166.6 fulltime employees). The decline is due to the transfer of employees to HDI Global SE.

A.5. Any Other Disclosures The any other disclosures comprise information about the company’s activities and results, which have not been included in the earlier chapters. However, all material items have been included in the previous chapters and therefore there is in this respect nothing to report.

Figures in EUR 1,000 2 0 16 2 0 15

10 .6 2 4 16 .0 15

7.200 -

- 5.590

1.938 8.456

690 201

382 37

252 -

162 1.731

6 .3 18 16 .17 0

4.230 11.692

1.386 775

471 695

168 525

63 125

- 2.358

4 .3 0 6 - 15 5 Othe r inc ome /e xpe nse s

Specific allowance for receivables

Sale of renewal rights from NGM portfolio and Danish branch office

Currency exchange gains

Sundry income

Interest income

Other taxes

Specific allowance for receivables

Sale of renewal rights from HDI- Gerling Verzekeringen N.V. to branch office

Othe r non- te c hnic a l inc ome

Othe r non- te c hnic a l e xpe nse s

Project costs Alba III

Depreciation and impairments

Currency exchange losses

Sundry expenses

Other interest expenses


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B. SYSTEM OF GOVERNANCE The explanations must detail how the functions have the necessary authority, resources, professional qualifications, knowledge, experience, and operational independence to carry out their tasks and how they report to and advise the administrative, management, or supervisory body.

B.1. General Governance Arrangements HDI-Gerling Verzekeringen N.V. has three corporate bodies: the shareholders’ meeting, the Supervisory Board and the Board of Directors. The tasks and powers of these bodies are defined by law and the company’s Articles of Association. HDI-Gerling Verzekeringen N.V. has taken the governance principles of the Dutch Association of Insurers (Verbond van Verzekeraars) and the Dutch Corporate Governance Code into consideration. Shareholders meeting Shareholders exercise their rights in the shareholders’ meeting. The sole shareholder of HDI-Gerling Verzekeringen N.V. is HDI Global SE. Each share carries one vote in the voting of resolutions. The shareholders’ meeting nominates the members of the Supervisory Board and votes to ratify the conduct of business by the Board of Directors and the Supervisory Board. It makes decisions about the allocation of the disposable profit, capital measures and the approval of affiliation agreement, the remuneration of the Supervisory Board and the Board of Directors, and amendments to the company’s Articles of Association. An ordinary shareholders’ meeting is held each year at which the Board of Directors and the Supervisory Board provide an account of the financial year. In addition, there is at least one extraordinary shareholders’ meeting every year. Extraordinary shareholders’ meetings are also held as often as seems necessary according to the Board of Directors or the Supervisory Board. Supervisory Board The members of the Supervisory Board are:

U.H. Wollschläger (Chairman)

H.A. Daugird

Dr. J. ten Eicken

F.W. Warmelink The Supervisory Board advises and monitors the Board of Directors. The Supervisory Board is also responsible for examining and approving the company’s financial statements. The Supervisory Board monitors the risk policy pursued by the Board of Directors. The risk profile is discussed periodically and assessed for that purpose. The Supervisory Board evaluates in particular whether the capital allocation and liquidity attachment are in accordance with the approved risk policy. The Supervisory Board has established an Audit Committee and a Nomination/Remuneration Committee. A Risk Committee has not been established, notwithstanding the Governance Principles of the Dutch Association of Insurers. Nevertheless, the Supervisory Board has a strong focus on supervising the effectiveness of the risk management function, the company’s risk management strategy and risk appetite, and the company’s risk management in general. The report of the Risk Manager is discussed at every Supervisory Board meeting. The members of the Audit Committee are:

F.W. Warmelink (Chairman)

U.H. Wollschläger

H.A. Daugird The Audit committee monitors the financial reporting processes and the effectiveness of the system of internal controls, of risk management and of the internal audit system. It also deals with compliance and information system issues on behalf of the Supervisory Board. It prepares for the Supervisory Board’s review of the annual financial statements, the management report and the Board of Director’s proposal for the profit allocation. The Audit Committee deals with issues concerning the required independence of the auditor, the awarding of the audit mandate areas to be addressed in the audit.


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The members of the Nomination/Remuneration Committee are:

U.H. Wollschläger

Dr. J. ten Eicken The Nomination/Remuneration Committee is responsible for implementing and evaluating the remuneration policy regarding the members of the Board of Directors. The committee can also approve the remuneration policy for senior management and it supervises the implementation of the remuneration policy by the Board of Directors. The Supervisory Board can approve the principles on which the remuneration policy for the other staff members is based. The Supervisory Board remains collectively responsible for the fulfilment of the duties delegated to the Audit Committee and Nomination/Remuneration Committee. Board of Directors The Board of Directors consist of the following members as per January 2017:

W.J. Garhammer (Spokesman)

R.M. Fischer Since the completion of the transition project to transfer all business from HDI-Gerling Verzekeringen N.V. to the Dutch branch of HDI Global SE is planned for 2017, J.A. Vink stepped down as the spokesman of the Board of Directors of HDI-Gerling Verzekeringen N.V. effective 31 December 2016 in order to focus on his mandate in HDI Global SE, the Netherlands. Effective 1 January 2017 W. J. Garhammer was appointed spokesman and R.M. Fischer a member of the Board of Directors. J. Muschter and K.C. Hertenberger both retired and stepped down from the Board of Directors effective 1 April 2016 and 31 December 2016 respectively. The Board of Directors operates on the principle of a collegial board. All board members are jointly responsible for the policies and strategies pursued by the company and for compliance with laws and regulations. The responsibilities for compliance and risk management have been segregated and assigned to different board members.

W.J. Garhammer, responsibilities: Technical Departments (without Claims Handling), Finance, Risk Management (incl. actuarial function), Human Resources, Legal, ICT and Facility Services

R.M. Fischer, responsibilities: Claims Handling, Corporate Reinsurance, Compliance, Internal Audit Remuneration Policy Variable remuneration is granted to the members of the Board of Directors subject to strict conditions, as stated in the regulations for Controlled Remuneration Policy Wft 2011 (Regeling Beheerst Beloningsbeleid Wft 2011) and the principles concerning remuneration as laid down in the Governance Principles of the Dutch Association of Insurers. The current remuneration policy has been approved by De Nederlandsche Bank. This remuneration policy means we are sure that our variable remuneration does not contain any inappropriate incentives. The shareholders’ meeting determines the remuneration of the members of the Board of Directors in accordance with the remuneration policy and the principles for remuneration in the Talanx Group. The granting of the variable remuneration of the Board of Directors depends on compliance with the criteria set in advance by the Supervisory Board. Performance benchmarks may be adjusted in line with risks and costs of capital. A claw-back procedure for variable remuneration has been included in the employment contracts for the Board of Directors. It has also been decided that the Supervisory Board may reclaim variable remuneration granted to members of the Board of Directors if this remuneration has been granted on the basis of inaccurate information. Persons in key functions According to Solvency II there are 4 key functions to be distinguished. Below is an overview of the different employees who exert these functions:

Risk management: W.J. Garhammer and W.B. van Lieshout

Internal audit: R.M. Fischer, Talanx Internal Audit, EY

Compliance: R.M. Fischer and R.A.M. Houben

Actuarial Function: Actuarial Committee (see paragraph B.6) The key functions are appointed by the Board of Directors. Their tasks and responsibilities are described in chapter B. System of Governance, for each key position. For appointments and changes to key functions, approval of the Supervisory Board is required. The compliance officer and risk manager report to the Board of Directors and Supervisory Board on a regular basis. The actuarial function will report quarterly on the adequacy of the technical provisions and the SCR calculations, and also performs a test on the calculations of the ORSA. The internal audit function reports depending on the audits. Organisational Chart Due to the transfer of staff to HDI Global SE, the Netherlands there is no staff in HDI-Gerling Verzekeringen N.V. Via a Service Level Agreement HDI-Gerling Verzekeringen N.V. is compenstating HDI Global SE, the Netherlands for the activities relating HDI-Gerling Verzekeringen N.V.


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B.2. Fit and Proper The members of the Board of Directors and the Supervisory Board were subject to the fit and proper test of De Nederlandsche Bank (DNB). DNB also wants that the integrity of the second echelon of the company is tested. All nominated managers of the second echelon have sent the required information to DNB. The required information exists of a certificate of good conduct and a questionnaire which determines the integrity of the person who has to be screened. The company has an integrity policy regarding new employees and external staff. For screening current and new staff the following screening measures have been taken:

Declaration other activities/functions;

Declaration regarding behaviour (Verklaring omtrent Gedrag);

Integrity statement (questionnaire);

BZJ test via the Dutch Association of Insurers (Verbond van Verzekeraars);

Screening achieved education and certificates by an external party.

B.3. Risk Management System The company has implemented a solid risk culture. In the previous years the following steps have been taken:

Appointing Risk Manager /Risk management charter

Extension of Risk management department

New role of management: Risk owner Appointing Risk Manager/Risk Management charter The Risk Manager was appointed as the first intercessor for risk management within the company. Besides that a Risk Management charter has been edited in which the tasks and responsibilities of the Risk Manager are described. The tasks and responsibilities of the Risk Management department are described in the Risk Management charter, which has been approved by the Board of Directors in November 2014. In 2015 the Risk Management Department expanded with one employee in order to meet the growing needs for proper Risk Management, as well outside of the company (SII regulations etc.) and from within the company. Role of management: Risk owner The Board of Directors, LoB managers and other managers of staff services of HDI-Gerling Verzekeringen N.V. have an individual role as risk owner in the Risk Management framework. In this role they are responsible for managing (to observe and to mitigate) all risks which are included in their management responsibility. To accelerate the implementation process we have used the software application “Risk to Chance” (R2C). This application has been further developed and now called Tagetik SIIP2. As mentioned HDI-Gerling Verzekeringen N.V. is a part of the Talanx Group. The application Tagetik SIIP2 is used throughout the Talanx Group to identify and monitor risks. Tagetik SIIP2 is both trigger and enabler to facilitate the targeted risk culture. Twice a year the application is updated and the risks and mitigating actions are judged and adjusted when necessary. Risks can also be changed or reported at any time in the reporting period. Also new risks can be observed and registered. When an unexpected risk occurs, this also will be administered in Tagetik SIIP2. To mark risks the following risk limits are used in Tagetik SIIP2: Tagetik SIIP2 is used both in the branch office (HDI Global SE) as in the carrier (HDI-Gerling Verzekeringen N.V.) as a central risk database. This may have implications for the risk parameters to be used. The requested information remains unchanged. At the end of last year for the first time transferred the risks in the new application, a distinction was being made between branch office and carrier. Risk management makes every six months an inventory of the risks and discuss them with the relevant managers and directors of the departments, as well as to what extent mitigating measures are taken. Also, a financial assessment is being made if a risk actually would occur. The results of Tagetik SIIP2 are discussed in the Management Team (MT) meeting. The MT meeting is a regularly recurring consultation (every 4 weeks) in which the LoB managers, the managers of the staff services and Board of Directors are included.

2016

HG/NL

in EUR lower limit upper limit

Low 0 999.999

Medium 1.000.000 1.999.999

High 2.000.000 7.892.949

very high 7.892.950 ∞


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Risk profile The risk profile of HDI-Gerling Verzekeringen N.V. will change in the next years. The renewal rights have been transferred to HDI Global SE, the Netherlands. In 2016 the renewal rights of the Danish branch have been transferred to the new Danish branch office of HDI Global SE. On January 1st 2017 the remainder of the renewal rights have been transferred to HDI Global SE, the Netherlands. As a result of that HDI-Gerling Verzekeringen N.V. will be completely in run off as of 2018. Due to these transfers of renewal rights, the risk of the portfolio will decrease, as well as the Solvency capital requirements. Because the company will be in a run off situation as of 2018, it will have an impact on the default risk and operational risk, which will have a positive effect on the solvency II ratio’s in the coming years. HDI-Gerling Verzekeringen N.V. uses the standard model to calculate its Solvency Capital Requirement (SCR). Because of the company will become in run-off it is not desirable to develop an internal model, due to the high cost relating the development of an internal model and the expected decrease in risk and therefore solvency. Risk strategy The risk strategy by type:

Claims: The risk profile is changing, over time the quantitative risk is decreasing. Besides the controlled reduction of the portfolio, taking risks does not require separate mitigation measure. For each risk group the damage risk profile will be described.

Reinsurance: As of 2016 has been chosen for a different reinsurance structure in which the accepted risks are re-insured via an excess of loss reinsurance construction. The reinsurance premium will decrease and the reinsurance commission will disappear. Additionally, the net cost of claims will increase. We have calculated that the chosen design will ultimately lead to an improved solvency position.

Cost: The costs incurred in HDI-Gerling Verzekeringen N.V. should be closely monitored. The major claims will disappear, so the smaller claims (linked to premiums less than 25,000 euro per year) will increase. The administrative procedures for small claims are more intensive, therefore the administrative costs will relatively increase. As of 1 January 2017 all employees have been transferred to the payroll of the branch. Through establishment of a service level agreement the costs will be charged to the carrier based on an arm's length principle.

As of January 1, 2014 a deferment of operational activities is taking place by means of controlled steps. A significant risk is that the focus of HDI-Gerling Verzekeringen N.V. shifts to the branch office. Control of the qualitative risk in this specific context deserves special attention:

Protecting the interests of all stakeholders and policyholders in particular;

Screening of the (remaining) portfolio of competitors;

Fulfil all legal obligations to the regulator(s);

Ensure all operations of the carrier (IT, HR, Claims) and training of employees in the new branch office processes;

Providing all necessary services at the branch office. Risk appetite The risk appetite is largely based on Solvency II principles. Under Solvency II, the aim is to have a Solvency Capital Requirement above certain Solvency II limits. Solvency II limits The Supervisory Board has approved the following Solvency II limits. This is also reported in the Capital Policy of HDI-Gerling Verzekeringen N.V. Monitoring solvency HDI Global SE is the 100% shareholder of HDI-Gerling Verzekeringen N.V. As a result of that HDI-Gerling Verzekeringen N.V. does not have possibilities to generate additional capital on the capital market. Due to that a number of typical risks are not applicable. For instance the risk of a hostile take over is excluded but also the yearly maximum distribution of profits of the company which may be the case when there is more than one shareholder. Measures Due to the use of an excess of loss reinsurance structure the SCR has increased in 2016. This increase, however, will be of temporary duration for the time HDI-Gerling Verzekeringen N.V. will be in run-off. Insurance risk will be lower as the premium and claims provisions will decrease over time. Moreover, the reduction in the size of the portfolio has also affected the level of default risk and operational risk. The capital policy will be amended in 2017 so that it fits within the run-off situation as well as the Solvency II legislation. In order to comply with continuous compliance, the Board of Directors has decided to establish a new consultation structure. In this structure, there will be a monthly consultation between the Board of Directors, the Risk Manager, the Director of Claims and the Reinsurance Manager. Through this structure all participants can keep each other informed of various topics that are important to the carrier. In this way the company can take care of its obligations towards their policyholders. The main topics covered are:

Development non-insurance technical result;

Claim provision gross and claim provision net;

Development run off portfolio;

Liquidity management. Based on the forecasted results, the actual results will be analysed. This triggered ORSA process enables the company to act quickly in case of significant deviations.


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Triggers to immediately monitor the solvency ratio are:

a large claim of more than ten million euro;

an impairment of investments of more than five million euro;

a default of a reinsurer with an interest of more than five million euro;

an operational loss of more than five million euro. Road map The actual figures of 2016 and the plans for 2017 and 2018 shows that 2016 will be the year with the lowest Solvency II ratio. According to the base scenario of the ORSA the ratio will still be above the internal limit of 140%. In the years 2017 and 2018 the SCR is expected to decrease, which will increase the Solvency II ratio. Due to this the company expects that 2016 will be a transitional year, in which the risks will have the highest impact on the ratio. When there are extreme high incurred claims and the solvency ratio (Solvency II) drops below 140%, arrangements can be made with the parent company to find solutions to transfer loss making portfolios and/or adjustments of the reinsurance scheme. These possibilities can be executed within 4 months. These measures result in a higher Solvency II ratio. When, despite these measures, the Solvency II ratio drops below 120%, it will be necessary for HDI-Gerling Verzekeringen N.V. to increase the capital and/or to lower the required capital. The chart below shows the impact of the various possible measures to increase the solvency ratio.

Measures Required Capital Available Capital Ratio

Transfer loss portfolio Decrease Equal Increase

Dividend policy Equal Increase Increase

Transfer large claim Decrease Equal Increase

Sell high risk investments Decrease Equal Increase

Risk Management Policy HDI-Gerling Verzekeringen N.V. strongly adheres to its reputation as one of the leading insurers in the Dutch non-life insurance market. Violation of trust or good reputation can pose a serious threat to the company. Confidence of market parties and our reputation can be affected by the violation of applicable laws and regulations by HDI-Gerling Verzekeringen N.V. In addition to damaging relationships with customers and business partners, this can lead to sanctions from supervisors. Examples of this are fines, periodic penalty payments, negative press or even withdrawal of (parts of) the license that is required to operate as a financial institution in or from the Netherlands. HDI-Gerling Verzekeringen N.V. has had to deal with incidents that have caused the reputation to the company no major financial damages. Three Lines of Defence model

First line: The HDI organisation is characterised by the strong focus on the business. By having the primary responsibility for risk management in the first line of control is connected to this philosophy. Risk management must be embedded in the daily (primary processes). The first line has a high level of detail knowledge of the business and is therefore primarily responsible for identifying the main risks and embedding of new laws and regulations in the business processes and maintaining them. The risk management policy is formed in the first instance and executed by the operational departments. In this context, risk management is confined to the implementation of the four-way principle and the filling and monitoring of keeping the risk management tool SIIP2 up to date.

Second line: The primary task of the second line is to support the Board of Directors and the business in compliance with laws and regulations and to monitor the business' responsibility. Within HDI, a risk management function has been established. The risk manager is responsible for the development and coordination of risk management policies. Risks on actuarial modelling are currently being mitigated by deploying an external actuarial advisor for the first-line actuarial reporting work. The risk manager performs a two-line review with its own actuarial model. The risk manager monitors the risks introduced by the first line in SIIP2. The risk manager monitors the risk appetite. The risk manager is responsible for managing the risk management function and reports directly to the Board of Directors.

Third line: Internal Audit within HDI-Gerling Verzekeringen N.V. is independent of both the first and second lines and aims, inter alia, to evaluate the effectiveness of the risk management framework.


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ORSA In the ORSA the SCR is challenged. When the company finished the ORSA, a forecast was made of the SCR of the years 2017 until 2019. The forecasted SCR were calculated under several scenarios. The base scenario follows the forecast and the business plan for the coming years. The estimated SCR in the basis scenario of year 2016 amounted € 92.9 million. The actual SCR for 2016 appeared to generate a SCR of € 93.9 million. The own funds for 2016 were estimated in the ORSA at € 140.8 million while the actual own funds amounted € 136.2 million. So the estimated Solvency II ratio for 2016 amounted 152%, whilst the actual Solvency II ratio for 2016 amounts to 145.5%. For the future years a stable own funds position is foreseen while the SCR will decrease due to transfer of portfolios. This effect will increase the Solvency II ratio. The reporting of this process is the ORSA report. The ORSA 2016 report was submitted to the supervisor on 30 December 2016. The progress and developments of this ORSA report have been submitted regularly to the members of the Management Team and to the Supervisory Board, which regularly provided feedback on the developments of the report. On a regular basis the author of the ORSA report (the Risk Manager) is reporting to a member of the Board of Directors of HDI-Gerling Verzekeringen N.V. In addition, the risk profiles of the various lines of business have been discussed extensively with the departmental directors and only included in the ORSA after approval. The content and process of establishing this ORSA document are described in the document Specific Manual Guide Group ORSA Policy.

B.4. Internal Control System The system of internal control consist of technical and organisational measures and controls to ensure adherence to guidelines and support defence against losses from malicious actions conducted by internal and external parties. Against the background of deficiencies that materialized in incidents as published by De Nederlandsche Bank, the implementation of an effective system of internal controls has priority for the management of HDI-Gerling Verzekeringen N.V. and it is a focus of internal and external audits. Progress has been made in 2016, however we emphasize that management noticed a lack of documentation regarding core processes and related internal controls. The company continued the comprehensive initiatives for the proper documentation of existing controls and for the completion of the system of internal controls in the organisation. Compliance HDI-Gerling Verzekeringen N.V. has a compliance function. Compliance is an independent and centralized function at HDI-Gerling Verzekeringen N.V. and invested in the Compliance & Safety department. Compliance is part of the so-called 'second line of defence' in the HDI-Gerling-accepted 'COSO Enterprise Risk Management' structure. This structure consists of the 'three lines of defence'. The first line of defence is formed by (employees of) the business units; These are responsible for compliance with the supervisory rules. The 'first line of defence' is supported and monitored by Compliance and Risk Management, the 'second line of defence'. The third line of defence is formed by Internal Audit. The compliance function mission is to promote an integral and managed business at HDI-Gerling Verzekeringen N.V. and to monitor its good reputation as a reliable and integral enterprise. The effective management of compliance risks is part of this. The Compliance Charter of November 15, 2015 contains the principles on the positioning and design of the compliance function at HDI-Gerling Verzekeringen N.V. The charter deals with what HDI-Gerling Verzekeringen N.V. understands in terms of compliance management, the establishment of the compliance organisation, responsibilities, duties and competences of the Compliance Officer, management and employees. The compliance officer has a direct line of communication with the Chairman of the Supervisory Board and the compliance officer of Talanx AG. The compliance officer can propose topics for the agenda of the internal auditor. The Supervisory Board, the Board of Directors and management are informed on a regular basis about compliance-related topics.

B.5. Internal Audit The primary task of the internal audit function is to assess whether the internal management measures are effective in terms of design and practical performance. The internal audit function also examines the quality and effectiveness of governance, compliance, risk management and internal control processes within the company. Its internal audit function is outsourced to EY Advisory in coordination with Talanx internal audit. The internal audit function is described in the Internal Audit Charter. This is current from 16 December 2015. The internal audit function of HDI-Gerling Verzekeringen N.V. is independent and it can report and, if necessary, escalate issues directly to the Supervisory Board. The Supervisory Board and the Board of Directors monitor the content and quality of internal audits. The Audit Committee of our company is informed about findings from internal audits and it monitors the implementation of action plans dealing with these findings.


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B.6. Actuarial Function The actuarial calculations are made by the Risk Management department. This department is supported by an external expert. The second line activities of the actuarial function are covered by the actuarial committee within HDI-Gerling Verzekeringen N.V. The making of actuarial calculations is covered in the Risk Management department. However, because this task is a first line task, the actuarial committee has been formed. This committee monitors and assesses the actuarial calculations made. This committee is structured as follows:

Head of Risk Management HDI Global SE;

Board member HDI-Gerling Verzekeringen N.V. (responsible for finance, controlling and risk management);

Board member HDI-Gerling Verzekeringen N.V. (responsible for insurance, damage and reinsurance);

Risk Manager HDI-Gerling Verzekeringen N.V. (no voting rights);

Director of Claims Department (no voting rights)

Directors of insurance technical departments (no voting rights). Within this committee there are three members with voting rights. The directors of the insurance technical departments play an advisory role within the committee. A meeting will take place at least two times a year. The emphasis will be on monitoring the calculation of technical provisions. In addition, the committee advises on the reservation policy, the acceptance policy and the reinsurance policy. The committee also plays an advisory role in Risk Management. The external auditor of Talanx AG has instructed our external auditor to carry out an audit of actuarial calculations. This check will take place four times a year. In addition, after year-end closures, the calculations are checked by an external actuary. This actuary is independent of the external accountant and actually performs a double check. The Risk Management department is preparing the Actuarial Function Report (AFR) on a yearly basis, The purpose of the AFR is to comply with the requirement under Article 48 (1) of the Solvency II Directive for the Actuarial Function to produce a written report to the Board of Directors of HDI-Gerling Verzekeringen N.V. This report covers the requirements in respect of HDI-Gerling Verzekeringen N.V. The AFR informs the Board about the reliability and adequacy of the calculation of the technical provisions provided by the Risk management Department. It also expresses an opinion of the Actuarial Function on the overall underwriting policy and on the adequacy of reinsurance arrangements in place. Futhermore, the purpose of the AFR is to determine the status quo regarding the calculation of technical provisions under Solvency II, reinsurance arrangements, underwriting policy and the role of the Actuarial Function within Risk Management.

B.7. Outsourcing Important processes in which HDI-Gerling Verzekeringen N.V. is using external parties are relating the completion of key functions (internal audit and actuarial function) as well as the company’s asset management. In the outsourcing of critical processes, HDI-Gerling Verzekeringen N.V. demands from the service provider an annual IASE 3402 statement to confirm that this service provider has control over its processes.

B.8. Any Other Disclosures In the above, we explained all important aspects of our governance system.


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C. RISK MANAGEMENT SYSTEM The risk profile of HDI-Gerling Verzekeringen N.V. consists, on the one hand, of a description of the portfolio composition that results from historically adopted decisions and, on the other hand, scenarios with regard to sensitive events for HDI-Gerling Verzekeringen N.V. This second category, the scenarios, is an important input for the ORSA. Within Pillar 1 of Solvency II, the following risk categories are distinguished:

Market risks;

Counterparty default risks;

Underwriting risks;

Operational risks. For the fourth quarter of 2016, the standard formula was used to quantify these risks. This run shows that the value-at-risk, expressed as a solvency capital requirement (SCR), equals 93.6 million euro. The structure of this amount is as follows. The various components of the Basic Solvency Capital Requirement will be described in detail in the following sections. The SCR value for operational risk will also be described in a next section. The loss-absorbing capacity of deferred taxes is set at 0 euro.

C.1. Underwriting Risk For HDI-Gerling Verzekeringen N.V., the underwriting risk is the largest risk, in the sense that this is the biggest capital issue. For diversification, the capital cost for underwriting risk amounts to 59.2 million euro. The structure of this amount is as follows. Non-life underwriting risk Non-life underwriting risk is the risk arising from non-life insurance obligations, in relation to the perils covered and the processes used in the conduct of business. Non-life underwriting risk also includes the risk resulting from uncertainty included in assumptions about exercise of policyholder options like renewal or termination options. The non-life underwriting risk module takes account of the uncertainty in the results of undertakings related to existing insurance and reinsurance obligations as well as to the new business expected to be written over the following 12 months.

Figures in EUR 1,000 2016 2015

Non-life underwriting risk 57,005 58,629

Health underwriting risk 2,218 2,196

Market risk 29,372 30,521

Counterparty default risk 14,297 12,417

Diversification -23,948 -23,843

Basic Solvency Capital Requirement 78,944 79,920

Operational risk 14,665 15,950

Loss-absorbing capacity of deferred taxes 0 -5,478

Solvency Capital Requirement 93,609 90,392


Non-life premium and reserve risk 52,173 56,367

Non-life catastrophe risk 13,371 7,324


Non-life underwriting risk 57,005 58,629

Health underwriting risk 2,218 2,196

Total underwriting risk 59,223 60,825


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The following non-life risk sub modules were calculated:

The non-life premium and reserve risk;

The non-life catastrophe risk. A lapse risk was not calculated because it was noted that there is no lapse in our insurance policies. The company assumed that the entire exposure is situated in Western Europe. The portfolio is split up in homogeneous risk groups. The segments are:

Fire and other property damage (including engineering);

Marine;

Motor;

Third party liability;

Special lines;

Miscellaneous. For calculating the premium and reserve risk, we used the following data:

Volume measure of premium of last 12 months;

Volume measure of premium of next 12 months;

Volume measure of net technical provisions. Underwriting Risk Profile The risk appetite of HDI-Gerling Verzekeringen N.V. with regard to underwriting risks is first and foremost influenced by the argument that if the risk is insufficient to reach an adequate estimate, this will not be accepted. In addition, the rule applies that risks that can not be reinsured within the treaties are not accepted. The risk assessment of HDI-Gerling Verzekeringen N.V. largely determines the limits of the reinsurance event. This treaty is equal to all Lines of Business and consists partly of Quote Share, partly of Excess of Loss and partly of own retention. In addition to the treaty of reinsurance, there is the possibility of offering risk to a reinsurer on a facultative basis. The following considerations for reinsure risks on a facultative basis are as follows:

The desire not to fully deploy the treaty capacity, for example by spreading.

Increasing the share to be the leading carrier, thus increasing the influence of HDI-Gerling Verzekeringen N.V. on premiums, conditions and claims arrangements and increasing influence for Hannover Risk Consultants (HRC).

In addition, we accept all risks offered by HDI Global Network SE through the international program. For each Line of Business, the acceptance guidelines have been documented. These guidelines are reviewed at an annual frequency and adjusted if necessary. The following section will describe the risk profile per line or business. For the year 2016, the reinsurance structure has been changed into an excess of loss structure. This leads to higher net claim exposure. Due to the fact that the company is in run off from 2017, the underwriting risk will decrease due to the lower expected reserves. New business and renewals will be accountable in the branch office and will therefore not cause claims in the carrier. Looking at the portfolio composition, different types of insurance products can be merged if they belong to a homogeneous risk group. First of all, we distinguish between the former Nassau Verzekeringen N.V. portfolio and the HDI-Gerling Verzekeringen N.V. portfolio from before the merger with Nassau Verzekeringen N.V. The underlying idea is that former Nassau is in a different market segment than where HDI-Gerling Verzekeringen N.V. is operating. HDI-Gerling Verzekeringen N.V. generally targets large business and industrial companies through the insurance exchange market, former Nassau Verzekeringen N.V. targets more on policies that are submitted through intermediaries. In general, these are smaller risks with smaller premium volumes. In all cases, the first net (gross written premium -/- facultative reinsurance premium) is the starting point for the risk profile. HDI-Gerling Verzekeringen N.V. is not at risk for the items that are fully reinsured.


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Fire and other property damage (including engineering) insurance This risk group covers the damage caused by, for example, fire, theft, storm and water damage and natural catastrophic damage and possibly the consequential loss. An example of this is financial damage caused as a result of the non-usability of a production site. Insured are the movable and immovable property on site and any financial consequential damage. As of 2016, the risks of property and fire insurance are only reinsured through excess of loss. The low loss ratio of recent years gives us sufficient confidence to choose for this construction. In theory, it could prevent the reinstatement from being exhausted by accumulation of major damage and that HDI-Gerling Verzekeringen N.V. can not buy reinsurance. In practice, however, this does not work in this way and the reinsurer will always assist in reinstating a reinstatement. It has never occurred to HDI-Gerling Verzekeringen N.V. that the reinstatements have been exhausted and no new reinsurance could be purchased. In addition, the policies with the larger exposures have already been transferred to the branch office so that the risk of depletion of the company’s reinsurance has become even smaller. With effect from 1 January 2017, all renewals in the branch will take place regardless of the amount of the premium. The run-off of the portfolio will be settled in HDI-Gerling Verzekeringen N.V. Marine insurance Under marine insurance, HDI-Gerling Verzekeringen N.V. covers risks related to:

Ocean Hull: damages to seagoing vessels;

Inland Hull: damages to inland waterway vessels;

Land Material: damages to equipment and (mobile) cranes;

Pleasure Craft: damage to recreational boat, both hull and liability;

Building Risks and Guarantee: inland and ocean hull under construction and construction guarantee;

Cargo and related business: damage to transported goods or luggage;

Marine Liability: carrier liability. As a geographical focus, HDI-Gerling Verzekeringen N.V. focuses on the industrial sector in the Netherlands and Denmark. If there are any interests outside these countries, it may be desirable or in some cases even necessary to ensure this through the international network by HDI Global Network SE. The risk coverage is, as far as possible, worldwide. As of year 2017, all renewals of all policies will take place regardless of their premium volume in the branch office. The run-off of the portfolio will be settled in HDI-Gerling Verzekeringen N.V. Furthermore, HDI-Gerling Verzekeringen N.V. aims at no change in the current risk strategy. The run-off losses with occurrence year 2017 are reinsured for 100 percent through a run-off cover. Motor insurance Under motor Insurance, HDI-Gerling Verzekeringen N.V. covers risks associated with:

The civil liability for motor vehicles that must be completed by any motor vehicle owner. For transporters of hazardous goods, it is possible to apply for additional cover for civil liability;

Hull insurance: damage to own motor vehicle, also limited hull is possible;

Accident insurance;

Damage insurance;

Legal assistance. Most types of motor vehicles are insured. All insurances are sold through the provincial circuit. The territorial scope consists of Dutch vehicles known in accordance with international regulations on the green card. By 2015, the portfolio was screened. It was decided to insure only fleets and no more cars for individual vehicles. Also, policyholders with a high claim history have received a new premium proposal. These measures were needed to improve the loss ratio. The results of this have become visible by the end of 2015. The positive results continued in 2016 so the portfolio is no longer loss-making. There is no intended change to the current risk strategy. The renewals of the policies will take place in the branch office from 2017 Liability insurance Liability policies covers corporate liability of either national and international operating production or trading companies and service providers. The product overview is as follows:

Liability insurance for companies;

Professional liability insurance. This is for the so-called "blue collar professions" such as architects and engineers. "White collar" professions such as lawyers, notaries, tax advisors and brokers are dealt within the special lines program;

(collective) accident insurance;

Clinical trials. As a geographical area, HDI-Gerling Verzekeringen N.V. addresses the Netherlands as the interests of these insured abroad. Foreign insured parties may also have interests in the Netherlands. In all these cases, it may be desirable or in some cases even necessary to ensure this through the international network by HDI Global Network SE. Risk coverage is generally worldwide excluding USA and Canada. With regard to the coverage of the claims, there is a limitation of the so-called lead-in risk. The claims must be reported during the term of the policy. It is therefore not important what the moment of cause or origin of the damage is. However, it is possible to take into account the intake risk, attempting to connect with the previous insurance. It is possible to return for a maximum of three to five years with regard to the run-in risk. This depends on the nature and type of risk as well as the risk assessment of the underwriter.


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Special Lines Under the name of Special Lines, HDI-Gerling Verzekeringen N.V. offered a number of insurances that came mainly from the former Nassau portfolio. It concerned the following insurance products:

Occupational liability Insurance;

Employee injury insurance;

Directors and supervisors liability insurance: insurance against the financial consequences of personal liability of directors and supervisors;

Kidnap, ransom & extortion insurance: insurance against the financial consequences of abduction, hostage and extortion - or the threat thereof - of persons;

Product recall insurance: Insurance against the financial consequences of (intentional) product recall;

Insured defendant: additional legal assistance for unsecured claims for professional liability insurance. As of year 2015, all renewals of all policies will take place regardless of the amount of premium in the branch office. The run-off of the existing portfolio is located within HDI-Gerling Verzekeringen N.V. Non-life catastrophe risk Catastrophe risk is defined as: the risk of loss, or adverse change in the value of insurance liabilities, resulting from significant uncertainty of pricing and provisioning assumptions related to extreme or exceptional events. All risk mitigation effects should be taken into account. The following catastrophe risks were calculated:

Natural catastrophe risk

Man-made catastrophe risk The company has exposure for the following natural catastrophe risks:

Windstorm

Hail The exposure for windstorm and hail catastrophe risk consists in the portfolio of Fire and other property damage. The exposure was split in cresta (Catastrophe Risk Evaluation and Standardizing Target Accumulations) zones and calculated the risk. After the gross risk has been calculated the catastrophe was mitigated through our reinsurance program.


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The man-made catastrophe risk is calculated for the following segments:

Motor: For motor the company used the number of policies and separated them by limit above 24 million and below 24 million euro. After the gross risk has been calculated the catastrophe was mitigated through the company’s reinsurance program.

Fire: The maximal exposure of a radius of 200 meters is used. After the gross risk has been calculated, the catastrophe is mitigated through the company’s reinsurance program. The reinstatement premiums were calculated according to the reinsurance program for these risks.

Marine: The risk for a tanker collision is calculated. For the catastrophe risk of marine a list with the largest insured amounts are requested from the Marine department. Per tanker three categories with an insured amount are known. Material loss, liability and pollution, like mentioned in the article 130 of the Delegated Acts. Man made catastrophes are very hard to model with data, but are events of which the claim amount has to be determined. For the calculation the expertise of the claim handlers of the Marine department is used. After the gross risk has been calculated the catastrophe was mitigated through the company’s reinsurance program. The reinstatement premiums were calculated according to the reinsurance program for these risks.

Liability: We took the premiums of liability and we divided them in the following segments: o E&O (errors and omissions) o D&O (directors and officers) o GTPL (general third party liability)

After the gross risk has been calculated the catastrophe was mitigated through the company’s reinsurance program. Reinstatement premiums were calculated according to the reinsurance program for these risks.

Health underwriting risk The health underwriting risk module reflects the risk arising from health insurance and reinsurance obligations, in relation to the perils covered and the processes used in the conduct of business. Health insurance obligations can be split according their technical nature into:

Health insurance obligations pursued on a similar technical basis to that of life insurance;

Health insurance obligations not pursued on a similar technical basis to that of life insurance. The company is only exposed to non-similar to life health insurance business. The volume measure of the premium and the technical reserves of our income protection insurance are used to calculate the amount of the health underwriting risk.

C.2. Market Risk Market risk represents the total risk that arises from the level or volatility of market prices of financial instruments. Exposure to market risks is measured by the impact of movements in the level of financial variables such as stock prices, interest rates, immovable property prices and exchange rates. To control market risks, HDI-Gerling Verzekeringen N.V. has largely implemented the Talanx Limit and Threshold System, which, together with the Credit Value at Risk System, contributes to the monitoring of the investment portfolio and thus the monitoring of the standard solvency. The management of the investment portfolio of HDI-Gerling Verzekeringen N.V. is performed within the guidelines of the shareholder HDI Global SE. These are known as the Investment Guidelines Industry Worldwide (IG IWW). The Board of Directors of HDI-Gerling Verzekeringen N.V. has adopted and implemented these guidelines. The objective of the investment policy of HDI-Gerling Verzekeringen N.V. is to pursuit an optimal combination of risk, return and liquidity, taking into account the operational insurance business and the organisational structure in which it is designed and the general principles of diversification and risk spreading. The control of compliance with the directive is performed by Talanx Asset Management. In addition, Talanx Asset Management (service provider) monitors developments in the investment portfolio, so HDI-Gerling Verzekeringen N.V. can respond to developments in the market in a timely manner. Talanx Asset Management reports on the investments to the CFO and Risk Manager of HDI-Gerling Verzekeringen N.V. on a monthly basis. In addition, it is noted that in order to better match assets and liabilities, HDI-Gerling Verzekeringen N.V. makes use of the 'ALM tools' available by HDI Global SE. These tools are supported from the Actuarial function within the Talanx group. Both the asset/liability structure and the composition of the investment portfolio are discussed quarterly within the Investment Committee. The members of this committee are, Talanx Asset Management, CFO of HDI-Gerling Verzekeringen N.V., the CFO of HDI Global SE and one or more employees of the Investment Controlling Team of HDI Global SE. Within a period of a few days HDI-Gerling Verzekeringen N.V. can take action on its market risks.


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In Solvency II, the degree of market risk is created by various sub-risks. The major components of market risk at HDI-Gerling Verzekeringen N.V. is spread risk. The reason for this is that a relatively large part of the portfolio consists of bonds. Market risk is structured as follows. The different risks are:

Interest rate risk: Interest rate risk exists for all assets and liabilities which are sensitive to changes in the term structure of interest rates or interest rate volatility. The following investment categories for calculating the interest rate risk are used: bonds, loans and mortgages.

Equity risk: Equity risks arise from the level of volatility of market prices for equities. Exposure to equity risk refers to all assets and liabilities whose value is sensitive to changes in equity prices. There are two different kind of equities:

o Type I: equities that are listed in regulated markets in countries which are member of the EEA or the OECD. Also some appointed investments shall be considered as type I investments.

o Type II: equities listed in stock exchanges in countries which are not member of the EEA or OECD, equities which are not listed, hedge funds, commodities and other alternative investments.

We assumed our investments as type I investments. The only investments that were used for this calculation are participations.

Property risk: Property risk arises as a result of sensitivity of assets, liabilities and financial investments to the level or volatility of market prices of property. The total of property includes the balance sheet values of “property, plant & equipment held for own use” and “Property other than for own use”. Because the furniture is also included in this, this has been excluded manually. The values are extracted from the most recent appraisal report. The value which remains for this module equals the appraised value of the property.

Spread risk: Spread risk results from the sensitivity of the value of assets, liabilities and financial instruments to changes in the level or in the volatility of credit spreads over the risk free interest rate term structure. We used all our exposure in corporate bonds, EEA government bonds (risk factor 0%) and covered bonds.

Market risk concentration: The scope of the concentration risk sub-module extends to assets considered in the equity, spread risk and property risk sub-modules, and excludes assets covered by the counterparty default risk module in order to avoid any overlap between both elements of the standard calculation of the SCR.

Currency risk: Currency risk arises from changes in the level or volatility of currency exchange rates. The values of our five biggest foreign exposures were used for calculating the currency risk.


Interest rate risk 1,622 3,523

Equity risk 1,687 2,988

Property risk 2,083 2,208

Spread risk 26,133 26,232

Market risk concentration risk 482 1,937

Currency risk 2,414 1,479


Total market risk 29,372 30,521


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The Board of Directors of HDI-Gerling Verzekeringen N.V. determines the strategic choices of:

Fixed-income values There is no limit for the share of fixed-income value in the investment portfolio. Over 90 percent of the investment portfolio of HDI-Gerling Verzekeringen N.V. consists of fixed income values. This category is divided into:

Bonds (with a listing in a solid regulated market = Northwest European stock exchanges);

Loans;

Structured asset-backed securities. The counterparties can be governments from the European Union except Portugal, Ireland, Italy, Greece, Spain and Cyprus. Companies within the EU can also be counterparty. The currency is euro only. It is not allowed to invest in subordinated bonds of any kind. At least an amount equal to the capacity of the quota share treaties is invested in high-liquid bonds. To reduce the credit risk, the rating at purchase should be the lowest S & P single A or similar level with another rating agency. However, due to a sustained low interest rate, HDI-Gerling Verzekeringen N.V. has decided to increase its CVAR from 2 percent to 2.5 percent after consultation with the parent company. This has allowed HDI-Gerling Verzekeringen N.V. to selectively invest in bonds with a minimum triple B. S & P rating. For the credit risk of the portfolio, at least 75 percent of the bonds must have an AAA rating. According to the Solvency II guidelines, the level of spread risk that this form of investments is equal to 26.1 million euro.

Loans For loans, the same rules apply as for bonds, with the exception that loans are not securitised. Loans are by definition not liquid. Thus, loans can only be invested if requirements are met in other categories:

The counterparties;

The currency;

The extent to which the investment is risk-bearing;

Liquidity;

Regions;

Structured products;

Credit risk;

Interest risk;

Duration.

Shares HDI-Gerling Verzekeringen N.V. invests up to 10 percent of the invested capital in equities. Per fund there is a limit of 0.25 percent. Thus, with full capacity utilization, there is spread over at least 40 different titles. Issuers are European and North American listed companies. The listing is in EUR, CHF or USD.

Real estate Investing in real estate for own use is legitimate. However, the decision-making power is not with the portfolio manager. Providing suitable accommodation for its own activities lies primarily with the Facility Service. Depending on developments and circumstances in the real estate market, the long-term need and the quality and unique features of the offered object, it can be decided to purchase the object. Permission from the Board of Directors and Supervisory Board is required. Investing in real estate for rent is not an option. HDI-Gerling Verzekeringen N.V. has no knowledge and / or organisation for the actual management and maintenance of real estate. However, HDI-Gerling Verzekeringen N.V. owns an apartment, because it does not fit into the business it is for sale. According to the standard formula, the financial risk on real estate equals 25 percent of the book value, which in this case amounts to 2.1 million euro SCR.

Mortgages It is not in the investment scope to invest in mortgages. The mortgage investments previously closed by the former Board of Directors except one loan are fully redeemed. The remaining loan will have the final termination in 2017.

Derivatives

Investing in derivatives is not an option according to the investment guidelines.


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Commodities Investing in commodities is not an option according to the investment guidelines..

Cash related products During short periods, exposures of money (term deposits) can be obtained from banks with a license in the Netherlands. The term is limited to one year. The rating of the setting is at least S & P single A.

The performance of portfolio management is under the responsibility of the CFO. The guarantees for the separation of duties of portfolio management, monitoring and reporting lies with the CFO as well. The market risk module has a number of risks that concern multiple categories of investments and to other balance sheet positions. Interest rate risk is calculated for mortgage bonds, net technical provisions and pension liabilities. The SCR resulting from this is equal to 1.6 million euro. In addition, there is a concentration risk when several assets or receivables have the same counterparty. The risk of this is estimated at 0.5 million euro before diversification. It relates to investments and not to other types of receivables. Moreover, a SCR is calculated to quantify currency risk. All balance sheet positions in foreign currencies are shocked. HDI-Gerling Verzekeringen N.V.'s balance sheet relates to mortgages, ceded claims, cash, bank accounts and gross claims. The SCR before diversification resulting from this is equal to 2.4 million euro.

C.3. Credit Risk The credit risk module should reflect possible losses due to unexpected default of the counterparties and debtors of undertakings over the forthcoming twelve months. The scope of the credit risk module includes risk-mitigating contracts, such as reinsurance arrangements, securitisations and derivatives, and receivables from intermediaries, as well as any other credit exposures which are not covered in the spread risk sub-module. A differentiation of two kinds of exposure should be made. They are classified as Type I and Type II exposures, and a different treatment according to their characteristics has to be applied.

Type I: covers the exposures which may not be diversified and where the counterparty is likely to be rated. Exposures that meet the Type I terms are:

o Risk-mitigation contracts including reinsurance arrangements; o Cash at bank.

Type II: covers the exposures which are usually diversified and where the counterparty is likely to be unrated. The class of type II exposure should consist of all exposure which are not covered in the spread risk module, are in the scope of the counterparty default risk module and are not of Type I. Exposures that meet the type II terms are :

o Receivables from intermediaries; o Policy holder debtors.

Type I risks For reinsurance arrangements HDI-Gerling Verzekeringen N.V. strives for the counterparty to have a rating of A or higher. The security committee of Talanx Reinsurance Brokers points the company to a potential instability of a reinsurance company in order for HDI-Gerling Verzekeringen N.V. to act on it. The distribution of outstanding reinsurance receivable to the counterparty's rating is as follows:

Rating HDI-Group Other Total

AA 16% 27% 43%

A 17% 33% 50%

BBB 0% 0% 0%

Not rated 0% 7% 7%

Total 33% 67% 100%


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Currently, 33 percent of the reinsurance outstanding claims relates to group companies. These claims are not yet fully developed and the related reinsurance claims are not included. In addition, because of the company’s international program, the premium that applies to foreign exposure, and thus through HDI Global Network SE, is seen as reinsurance. This also applies to foreign group companies with exposure in the Netherlands. In addition to reinsurance outstanding claims, cash and bank balances are also included in Type I risks. Based on the balance of outstanding receivables, cash balances and bank balances, the calculation of the standard formula shows a SCR of 7.9 million euro. Type II risks These are counterparty credit risks where the counterparties generally do not have a listing. The receivables included in the calculations have a total balance provide a SCR of 7.4 million euro. Receivables from intermediaries are treated differently if they are due for more than 3 months. For these receivables the company has created a provision for probable default, so the company already allocated capital to mitigate this risk and therefore less additional capital is required under solvency II. Prior to a partnership with an intermediate party, HDI-Gerling Verzekeringen N.V. conducts research into the creditworthiness and integrity of the relevant party. The finance department is responsible for monitoring the outstanding balances. If the payment period has been exceeded, this will be discussed in a quarterly meeting with the finance department, the Board of Management and Risk Management. The authorised agents themselves make a quarterly settlement. The agreement states that this settlement must be prepared and paid within six weeks of the end of a quarter. Finance performs a manual check for any outstanding balances. If the payment period has been exceeded, this will be discussed in the quarterly meeting as well. For the total counterparty default risk (type I and II) the diversification is – 1.0 million euro.

C.4. Liquidity risk At the end of 2016, the total cash position of HDI-Gerling Verzekeringen N.V. was 28.0 million euro, so there is room for shocks. If the large amount of cash will not be sufficient, then there is the possibility of liquidating a portion of the investment portfolio. The bulk of this portfolio consists of products traded on a stock exchange. If necessary, it is possible to proceed quickly to selling a part of it within a few days. In view of the run-off situation that will start from 2017, liquidity risk is an important issue. This is because the organisation will continue to have outgoing cash flows from that moment on. However, the liquidity risk is very small because the duration of the exposure portfolio is matched to the expected cash flow pattern of the run off loss provision. The risk is mainly related to technical provisions. Should it prove possible in the future that negative run-off result will be realised, there is sufficient solvency to accommodate this. If there are negative run-off results or if the run-off pattern develops faster than expected, HDI-Gerling Verzekeringen N.V. may have additional liquidity within a few days. The investment portfolio holds the same character, so sufficient liquidity can be guaranteed.

C.5. Operational Risk Operational risk is the risk of loss arising from inadequate or failed internal processes from personnel and systems, or from external events. Operational risk should include legal risk, and exclude risks arising from strategic decisions, as well as reputation risks. The operational risk module is designed to address the extent that these have not been explicitly covered in other risk modules. The following input is used for calculating the operational risk is:

Non-life gross technical provisions excluding risk margin

Earned non-life gross premiums previous 12 months

Earned non-life gross premiums 12 months before the previous 12 months For the operational risk, HDI Global SE has developed the Tagetik SIIP2 tool. The Board of Directors has appointed as Risk Owner and the Risk Management staff has been appointed as Risk Assistants. The Risk Assistants are informed by the different departments. The departments designate their operational and strategic risks and the existing mitigation measures. The net risk remaining must be valued. Risk and risk assessment is monitored by Risk Management. If the risk exceeds a certain limit (two million euro), this risk is included in the parent company's Risk Report and is also monitored by the parent company for this risk. In order to ensure the quality of inputs and to increase the quality within all HDI locations, the risk owners and assistants have been given different workshops and training sessions. Twice a year a report is prepared that evaluates the risks. The Board of Directors is responsible for the reporting. Tagetik SIIP2 is a fixed agenda item during the MT-meeting which takes place every four weeks. According to Solvency II guidelines, operational risk is calculated on the basis of the insurance technical provisions or the gross premium earned in the past. Due to the transfer of policies to the branch office, the risk based on premium with delay will always be lower. This means that operational risk is purely determined by the level of technical provisions. This results in a SCR of 14.7 million euro. However, the ever-increasing renewal or acceptance of policies also results in a decline in technical provision and therefore the operational risk will decline further.


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C.6. Other Material Risks The following risks are not part of the standard formula Inflation risk The risk of inflation applies in particular to technical provisions for lines of business that have a long-term character. For example, with liability insurance, there is likelihood that the technical provisions will be too low due to inflation and a negative run-off result. For this line of business approximately 75 percent of outstanding gross claims have been paid within five years. The remainder of outstanding claims continued to be developed during that time. The Risk Management department is making scenarios in which future cash flows are exposed to inflation, in order to mitigate this risk. Reputational risk The reputation of HDI-Gerling Verzekeringen N.V. has been properly tested due to the incidents of recent events. Although these issues are not all closed, the effect on the company’s reputation appears to be almost zero. A small number of intermediaries have cancelled their cooperation as a result of these incidents. However, in premium volume this is of very small influence. The general view in the market is that the former board of HDI-Gerling Verzekeringen N.V. has acted negligently but this does not reflect on the company itself. If sharply and proactively responded, it can be said that reputation risk is small for HDI-Gerling Verzekeringen N.V. basically, based on own experience, it can be concluded that this is the case and that it can not be expressed in a capital requirement. Spread Risk (in the case of government bonds) Investments in government bonds are deemed to be risk free within the standard formula. In the case of HDI-Gerling Verzekeringen N.V. this correlates with the degree of risk aversion. All government bonds have a rating of AA or better. For this reason, it can be concluded that the likelihood that counterparty will default will be nil.

C.7. Any Other Disclosures The loss-absorbing capacity of deferred taxes should take into account the availability of future profits in the case of a SCR loss. The loss-absorbing capacity is not permissible if the undertaking cannot demonstrate that future taxable income will be available. For the purpose of the Standard Formula calculation, the entity should use the impairment approach which is agreed with the local supervisory authority. If no approach is agreed, the undertaking may use an own management decision on the impairment, as long as the entity can demonstrate the appropriateness of their approach. HDI-Gerling Verzekeringen N.V. has chosen for a conservative approach and has therefore set the loss-absorbing capacity to nil.


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D. VALUATION FOR SOLVENCY PURPOSES The Solvency II balance sheet of HDI-Gerling Verzekeringen N.V. is as follows:

Asse ts

Figures in EUR 1,000 SII S II

Inve stme nts

Investment property 900 900

Investments in affiliated companies and

partic ipating interests 2.963 3.024

Mortgage Loans 161 915

Fixed Income Securities 291.000 295.470

Investment funds 3.038 6.683

Tota l inve stme nts 2 9 8 .0 6 2 3 0 6 .9 9 2

Re insura nc e re c ove ra ble s on

te c hnic a l provisions 2 6 2 .12 7 3 0 4 .17 4

Ac c ounts re c e iva ble on insura nc e busine ss 8 1.6 0 2 7 2 .9 8 0

Property, plant & equipment own use 10.230 10.730

Receivables not insurance 2.456 9.329

Any other assets 13.385 14.531

Othe r a sse ts 2 6 .0 7 1 3 4 .5 9 0

Ca sh 2 7 .9 9 4 3 4 .4 7 9

Tota l a sse ts 6 9 5 .8 5 6 7 5 3 .2 15

3 1 De c e mbe r 2 0 16 3 1 De c e mbe r 2 0 15


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Lia bilitie s

Figures in EUR 1,000 SII S II

Te c hnic a l provisions

Non life best estimate 483.841 526.959

Risk margin non life 10.701 11.375

Health best estimate 4.991 4.726

Risk margin health 241 102

4 9 9 .7 7 4 5 4 3 .16 2

Othe r lia bilitie s

Provisions other than technical 7.517 4.955

Insurance & intermediaries payables 32.726 41.976

Payables, trade not insurance 162 219

Other liabilities, not elsewhere shown 4.953 5.320

4 5 .3 5 8 5 2 .4 7 0

De fe rre d ta x lia bilitie s 14 .5 0 4 14 .19 2

TOTAL LIABILITIES 5 5 9 .6 3 6 6 0 9 .8 2 4

EXCESS OF ASSETS OVER LIABILITIES 13 6 .2 2 0 14 3 .3 9 1

Tota l lia bilitie s a nd own funds 6 9 5 .8 5 6 7 5 3 .2 15



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General Remarks In this chapter the differences between SII and the statutory accounts are further explained. The differences will be split into reclasses and valuation differences. Valuation differences between Solvency II and statutory accounts In general the assets and liabilities are valuated as follows: Assets are valued at the amount for which they could be exchanged between knowledgeable willing parties in an arm’s length transactions. Liabilities are valued at the amount for which they could be transferred, or settled, between knowledgeable willing parties in an arm’s length transaction. The primary objective for valuation requires an economic, market-consistent approach to the valuation of assets and liabilities. According to the risk-based approach of Solvency II, when valuing balance sheet items on an economic basis, undertakings need to consider the risks that arise from a particular balance sheet item, using assumptions that market participants would use in valuing the asset or the liability. Because of this all positions consider the risk, uncertainty and discounting in an adequate way. Due to the fact that the Solvency II regulations refer to the International Financial Accounting Standards the existing IFRS balance sheet is used as a starting point for the revaluation. Valuation methodology In general for the valuation the going concern assumption is applied. Assets and liabilities other than technical provisions are recognized in conformity with the International Accounting Standards (IAS). The valuation methods are consistent with the valuation approach set out in Article 75 of Solvency II Directive. If those standards allow for more than one valuation method, only valuation methods that are consistent with this article are applied. Where the IAS / IFRS valuation methods temporarily or permanently are not consistent with the valuation approach of the directive, other valuation methods are used that have been deemed to be consistent. Individual assets and liabilities are valued separately. The following hierarchy of high level principles for valuation of assets and liabilities is used: The use of quoted market prices in active markets for the same assets or liabilities is the default valuation method, notwithstanding if the applicable IFRS standard would allow a different approach. If the use of quoted market prices is not possible, quoted market prices in active markets for similar assets and liabilities with adjustments to reflect differences are used. The use of these prices is based on the criteria for active markets, as defined in IAS. When valuing liabilities using fair value, the adjustment to take account of the own credit standing is eliminated. When valuing financial liabilities this only applies to the subsequent adjustment after initial recognition. The valuation of the Solvency II balance sheet positions is in line with the Article 75 of the Solvency II Directive and the (draft) implementing measures. Fair Value Generally, the fair value between IFRS and Solvency II is identical. Fair value is the price that would be received to sell an asset or paid to transfer a liability in an orderly transaction between market participants at the measurement date. Fair value is defined as an exit price. The measurement is based on a fictional transfer, not a fictional cancellation of the contract ahead of maturity (even if the cancellation ahead of maturity would be the only realistic option). Due to the new definition an exit price guided measurement is mandatory for both assets and liabilities. Due to the definition the market price used to measure the fair value is not adjusted for transaction costs. Transaction costs are a part of the transaction itself rather than a characteristic of an asset or a liability. Thus transaction cost will differ depending on how an entity enters into a transaction or which reference market is used in measurement. This does not influence the fact that financial instruments not measured at fair value through profit and loss are initially measured at fair value plus or minus transaction cost.


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D.1. Valuation of Assets

Intangible assets

The intangible assets consist of purchased software. According to the Solvency II requirements the definitions in IAS 38, including the definition of active markets, intangible assets are applicable in Solvency II. They are valued at zero unless they can be sold separately and if there is a quoted market price in an active market for the same or similar intangible assets. The purchased software is valued at zero because there are no quoted market prices in an active market. Property (other than for own use)

An independent surveyor appraised the property at 0.9 million euro in 2015. There is no difference between the SII value and the statutory accounts.

Asse ts Note Diffe re nc e Re c la ss

Figures in EUR 1,000 IFRS SII

Inta ngible a sse ts

Other intangible assets a 60 - 60 -

6 0 - 6 0 - -

Inve stme nts

Investment property b 900 900


partic ipating interests c 2.760 203 2.963

Partic ipation rights c 203 - 203 -

Mortgage Loans d 158 3 161

Fixed Income Securities e 289.797 1.203 291.000

Investment funds f 3.038 3.038

Tota l inve stme nts 2 9 6 .8 5 6 1.2 0 6 - 2 9 8 .0 6 2

Re insura nc e re c ove ra ble s on

te c hnic a l provisions g 2 6 8 .7 6 5 - 6 .6 3 8 2 6 2 .12 7

Ac c ounts re c e iva ble on insura nc e busine ss h 8 1.6 0 2 8 1.6 0 2

De fe rre d a c quisition c osts i 7 .9 9 4 - 7 .9 9 4 -

De fe rre d ta x a sse ts j 9 .7 2 8 - 9 .7 2 8 -

Property, plant & equipment own use 6.456 3.774 10.230

Receivables not insurance 2.549 - 93 2.456

Any other assets 3.564 9.821 13.385

Othe r a sse ts k 12 .5 6 9 3 .7 7 4 9 .7 2 8 2 6 .0 7 1

Ca sh l 2 7 .9 9 4 2 7 .9 9 4

Tota l a sse ts 7 0 5 .5 6 8 - 9 .7 12 - 6 9 5 .8 5 6


Diffe rence Rec lass


Other intangible assets 60 - 60 - -

Intangible asse ts - - 60 - -

31 December 2016 31 December 2016



Investment property 900 - - 900

Property 900 - - 900



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Participations (a)

The participation includes the affiliated companies (H.J. Roelofs B.V., Hannover Risk Consultants B.V., VOV GmbH and VOV Gbr) and the participation rights (WB Vastgoedfonds and Rialto). In the statutory accounts the participation rights of 0.2 million euro are included in the Financial Assets Available for Sale. In the SII balance sheet these are included in the total of the participations. The economic value corresponds to the quoted market price in an active market. The undertakings are not listed in an active market. As a result of that the IFRS equity value is used for the affiliated companies. Due to this there is no difference between the Solvency II value and the statutory accounts. For the participation rights no market price can be determined, for these the cost price is used (total 0.2 million euro). Mortgage loans (b)

The Solvency II value is the fair value (cash flows of the loans are discounted using the EIOPA interest curve without the volatility adjustment). In the statutory accounts the carrying amount is reported. Fixed income securities (c)

Government and corporate bonds are mainly based on quoted prices from active markets. If there are no publicly available quoted prices or the respective markets are not classified as active markets, the positions are marked to model. Market quotations coming from selected pricing services, trade information systems or intermediaries (brokers) are considered as reliable. The available potential pricing sources are placed in a ranking based on a hierarchy. In general prices services have the highest priority, the ones from intermediaries the lowest. Exceptions may be made for example for selected market segments-/ currency combinations. A hierarchy of the available quote types is used independently from the trading venue. Highest priority is attached to quote type “bid” (the quote applicable for a sale). If not available the prices types “traded” (the last traded price of the day) and “close” (the officially published quote for the day as published by the exchange on the following business day) are used in second and third place. If there are no publicly available quoted prices or the respective markets are not classified as active markets, the bonds are marked to model taking into account the creditworthiness of the issuer, using parameters derived from observable market data (yield and spread curves) and applying appropriate valuation models. For non-structured bonds the mark-to-model approach is the net present value method which discounts the future payments of the instruments to the valuation date. The rate applied for discounting consists of the term-linked base component (derived form the risk-free rate) and an issuer-/emission-specific risk premium covering spread, migration and default risks. Applying the mark-to-model approach using parameters derived from observable market data for bonds without publicly available quotation the main assumption is that a difference in pricing for comparable listed bonds (transparent market) with the same risk, term and creditworthiness is mainly due to emission specific features and less liquidity. The valuation difference between the Solvency II value and the statutory accounts amounts to 1.2 million euro. Of this 0.9 million euro is related to the held to maturity bonds (Talanx bonds) which are amortised cost (including accrued interest) for Solvency II and market value (including accrued interest) for the statutory accounts. About 0.2 million euro is related to the investments in Gode Wind Dong and Westblaak Vastgoed fonds (IFRS amortized costs, SII market value). A 0.2 million euro is related to the SSD loans. For IFRS the dirty amortised cost value (including accrued interest) is used, for SII the market value (also including the accrued interest). Within the bonds a large part of the collateralized securities are reclassified to the Government bonds and to the corporate bonds. The covered government bonds have to be classified as Government bonds and covered corporate bonds to corporate bonds. The remaining 0.1 million euro of collateralized securities are the floaters (bonds with a fixed interest percentage plus an additional interest increase which is dependent on the EURIBOR).




partic ipating interests 2.760 - 203 2.963

Partic ipation rights 203 - - 203 -

Partic ipa tions 2 .963 - - 2 .963




Mortgage Loans 158 3 - 161

Mortgage Loans 158 3 - 161




Government Bonds 73.007 228 8.149 81.384

Corporate Bonds 112.546 1.120 71.324 184.990

Collateralised securities 104.244 - 145 - 79.473 24.626

Fixed Income Securities 289 .797 1.203 - 291.000



43

Investment funds (d)

Investment funds are priced with their official redemption price. The redemption price is regularly calculated and published by the investment company (KVG) according to contractual and supervisory compliant aspects. Typically, these prices are automatically available via service providers. There is no difference between SII value (market value) and the statutory accounts value (available for sale investment funds are valued at market value). Reinsurance recoverables (e)

Reinsurance recoverables contains of:

Ceded claim reserves: The best estimate reserves are point estimates derived from actuarial modelling by the internal actuary function. For the various lines of business, our internal calculation model derived annual cash flows. These cash flows have been discounted using the EIOPA interest curve as per 31 December 2016 (excluding the volatility adjustment).

Ceded premium provision: For the various lines of business the ceded unearned premium reserve according to IFRS is multiplied with the combined ratio according to the latest forecast. For the various lines of business, our internal calculation model derived annual cash flows. This cash flow has been discounted using the EIOPA interest curve as per 31 December 2016 (excluding the volatility adjustment).

The reinsurance recoverables according to SII are 52.4% of the SII technical provisions (excluding the risk margin). The same ratio can be calculated for the statutory values. Accounts receivable on insurance business (f)

Accounts receivable are valued at their full nominal amount under IFRS. If a doubtful credit rating of the debtor is indicated, the receivable is written off to the recoverable amount. The IFRS value can be considered as a good representation for the Solvency II value and is therefore not revaluated. Deferred acquisition cost (DAC) (g)

The deferred acquisition costs (DAC) do not represent a recognizable asset, as acquisition costs are dealt with via the best estimated calculation of the technical provisions. Therefore the DAC position is revalued to zero in the Solvency II balance sheet. Deferred tax assets (h)

Like mentioned at “other assets”, the deferred tax liabilities are reclassed to “any other assets, not shown elsewhere”. There is no difference in valuation between SII and the statutory accounts.



Investment funds 3.038 - - 3.038

Investment funds 3 .038 - - 3 .038




Reinsurance recoverables on 268.765 - 6.638 - 262.127

technical provisions

Re insurance recoverables 268 .765 - 6 .638 - 262 .127




Accounts receivable on insurance business 81.602 - - 81.602

Accounts rece ivable on insurance business 81.602 - - 81.602




Deferred acquisition costs 7.994 - 7.994 - -

Deferred acquisition costs 7 .994 - 7 .994 - -




Deferred tax assets 9.728 - - 9.728 -

Deferred tax asse ts 9 .728 - - 9 .728 -



44

Other assets (i)

In this item “property, plant & equipment held for own use” the following items are included: property, equipment and cars. The property and equipment has been appraised at year end 2015 by an external party. In the SII balance the property is valued at the economic value. The statutory accounts are valued according to IFRS, in which the property is measured at acquisition or production costs less accumulated depreciation and accumulated impairment losses. An impairment loss is recognized when market value is lower than the book value. The tax receivables are reclassed to “any other assets, not shown elsewhere” The reason for this reclass is that this item then will be excluded in the calculation of the default risk. The other assets are normally valued at their full nominal amount under IFRS. Normally no revaluation is necessary and is the Solvency II value the same as IFRS. The difference of 9.8 million euro relates for 9.7 million euro to a reclass between “other assets” and “deferred taxes”. The remainder of the difference (0.1 million euro) relates to the tax receivables. Cash (j)

Under IFRS cash reserves are measured at amortised costs; cash at bank on current accounts is valued at the full nominal value. For the Solvency II balance sheet no revaluation is necessary.



Property, plant & equipment own use 6.456 3.774 10.230

Receivables not insurance 2.549 - 93 2.456

Any other assets 3.564 9.821 13.385

Other asse ts 12 .569 3 .774 9 .728 26 .071




Cash 27.994 - - 27.994

Cash 27 .994 - - 27 .994



45

Valuation of Liabilities

D.2. Valuation of Technical Provisions (m)

Lia bilitie s Note Diffe re nc e Re c la ss


Te c hnic a l provisions

Unearned premium reserve 67.282 - 67.282 -

Loss and loss adjustment expense reserve 431.627 - 431.627 -

Non life best estimate 483.841 483.841

Risk margin non life 10.701 10.701

Health best estimate 4.991 4.991

Risk margin health 241 241

m 4 9 8 .9 0 9 8 6 5 - 4 9 9 .7 7 4

Othe r provisions

Provision for pension benefit obligations 1.156 - 1.156 -

Sundry provisions 595 - 595 -

n 1.7 5 1 - - 1.7 5 1 -

Othe r lia bilitie s

Provisions other than technical 4.899 867 1.751 7.517


Payables, trade not insurance 16.612 - 16.450 162


n 5 9 .19 0 - 15 .5 8 3 1.7 5 1 4 5 .3 5 8

De fe rre d ta x lia bilitie s o 13 .2 5 4 1.2 5 0 14 .5 0 4

TOTAL LIABILITIES 5 7 3 .10 4 - 13 .4 6 8 - 5 5 9 .6 3 6

EXCESS OF ASSETS OVER LIABILITIES 13 2 .4 6 4 3 .7 5 6 - 13 6 .2 2 0

Tota l lia bilitie s a nd own funds 7 0 5 .5 6 8 - 9 .7 12 - 6 9 5 .8 5 6


Diffe re nc e Re c la ss


Non Life

Premium provision 66.588 - 8.021 58.567

Claims provision 427.255 - 1.981 425.274

Risk Margin 10.701 10.701

Heallth

Premium provision 694 - 90 604

Claims provision 4.372 15 4.387

Risk Margin 241 241

Te c hnic a l provision 4 9 8 .9 0 9 8 6 5 - 4 9 9 .7 7 4



46

Premium provision

Starting point for the calculation of the premium provision is the unearned premium reserve (UPR) according to IFRS. When calculating the premium provision, the premiums which will be booked after the reference date, are not included in the calculation. That information cannot be retrieved from the technical systems. We sell insurance policies, which overall have a profitable pricing. Not making use of the benefits of the contract boundaries can be explained as a prudent approach of the premium provision. On 1 January 2017 all the renewal rights of HDI-Gerling Verzekeringen N.V. have been transferred to the branch office (HDI Global SE, the Netherlands). As a result of this transfer the future premiums will be zero. So in one year´s time the problem of the contract boundaries will be minimalized. For book year 2016 the net earned premium per line of business is calculated. Subsequently the gross and ceded ultimates for accident year 2016 are determined per line of business to calculate the net estimates. The net loss ratio is calculated by dividing the net estimates by the net earned premium. The net commission ratio and the net expense ratio are added to calculate the net combined ratio. The net combined ratio is multiplied with the net unearned premium, in order to calculate the total losses of the UPR. The total net loss will be allocated to future years according to the payment pattern which equals the payment pattern of the claims handling of the regular claims provision. Subsequently the ratio between gross and net unearned premium is used to calculate the gross and ceded cash flows. These cash flows have been discounted using the EIOPA interest curve as per 31 December 2016 (excluding the volatility adjustment). Claim provision

Homogenous risk groups of HDI-Gerling Verzekeringen N.V. are organised by line of business. Within those lines of business separate risk groups can be divided with specific characteristics. For instance there is a distinction between the HDI-Gerling Verzekeringen N.V. and (former) Nassau portfolio. Reasons for specific risk groups for the Nassau portfolio are:

1. Former Nassau claims are registered in another technical system 2. The former Nassau portfolio exist of policies which are sold by the intermediaries with lower exposures (HDI-Gerling Verzekeringen N.V. sold by

insurance exchange market with higher exposure per policy) 3. The claim provision of the former Nassau portfolio is based on best estimates of the claims department. The claims of HDI-Gerling Verzekeringen

N.V. are reserved more prudent. As a result of this the run off results of those two portfolios are different.



Fire and engineering 39.307 - 9.347 29.960

General thrid party liability 5.834 1.313 7.147

Marine 16.341 480 16.821

Motor Liability 2.561 134 2.695

Motor property damage 2.380 - 516 1.864

Others 165 - 85 80

Pre mium provision Non life 6 6 .5 8 8 - 8 .0 2 1 - 5 8 .5 6 7

Premium provision Health 694 - 90 604

Tota l pre mium provision 6 7 .2 8 2 - 8 .111 - 5 9 .17 1




Fire and engineering 76.845 246 77.091

General thrid party liability 186.315 - 2.497 183.818

Marine 109.633 143 109.776

Motor Liability 44.612 96 44.708

Motor property damage 4.922 12 4.934

Others 4.928 19 4.947

Cla ims provision Non life 4 2 7 .2 5 5 - 1.9 8 1 - 4 2 5 .2 7 4

Claims provision Health 4.372 15 4.387

Tota l be st e stima te c la im provision 4 3 1.6 2 7 - 1.9 6 6 - 4 2 9 .6 6 1



47

Regarding Marine four risk groups can be divided with different characteristics. The normal split between Cargo and Marine Hull is further split due to the portfolio of DMI (Dutch Marine Insurance). This portfolio is modelled separately because the claims experience is different from the traditional Marine portfolio. Besides that there is no historic data available and hard to model. Due to this the expected loss ratio is set at 130% of the earned premiums. Also for Motor (liability and Property Damage) and GTPL (Claims Made and loss occurrence) there has been made a split into different risk groups due to another claim experience per risk group. As a result of this 17 homogenous risk groups can be divided which are separately modelled. Homogenous risk group Kind of insurance 1. HDI Fire and business interruption Property insurances 2. Nassau Fire and business interruption Property insurances 3. HDI Technical branches Engineering insurances 4. Nassau Technical branches Engineering insurances 5. HDI General Accident Accident insurances 6. Nassau General Accident Accident insurances 7. HDI General Third Party Liability CM Liability insurances 8. HDI General Third Party Liability LO Liability insurances 9. Nassau General Thirds Party Liability Liability insurances 10. HDI Marine Cargo Marine insurances 11. HDI Marine Hull Marine insurances (railway rolling stock, marine craft, inland waterway vessels) 12. HDI DMI Marine Cargo Marine insurances 13. HDI DMI Marine Hull Marine insurances (railway rolling stock, marine craft, inland waterway vessels) 14. HDI Motor Liability Liability insurances for motor vehicles 15. HDI Motor Property Damage Casco claims for motor vehicles 16. HDI Others Film and entertainment insurances 17. Nassau Others Kidnap & Ransom and Recall insurances The different homogenous risk groups are combined according to the risk groups which are used for the WFT (Solvency I) reporting. The specific Nassau risk group will be added to the specific HDI risk group. For Solvency II the same homogenous risk groups are used for calculating the best estimates. The only difference is that for Solvency II the risk groups Fire and business interruption and Technical branches are considered as one risk group. This is in accordance with the Delegated Acts. Mid December 2016 the books of HDI-Gerling Verzekeringen N.V. were closed (fast close). For the remainder two weeks of 2016 an estimation of the incurred loss has been made per LoB. The case reserves for this period are all linked to accident year 2016. Because in most LoB the recent event year is modelled according to the expected loss ratio method, these bookings of the fast close reserves have not led to higher ultimates according to IFRS. The payments of the last two weeks are added up to the already reported claim payments, as a result of which the best estimate is calculated accurately and the payments will tie up to the general ledger. For every line of business the reported claims are registered and also the payments on these claim files. Per line of business the claim payments and the case reserves are allocated to the book year and the accident year. As a result of this HDI is able to create claims triangles and payment triangles, in which the developments per quarter are shown. The data, which is used to create the claims and payment triangles, is checked upfront with the general ledger. Besides that the data is also checked on the continuity of the triangles. The used data as per end of period 2016 is in accordance with the general ledger and also the continuity of the triangles is established. For certain lines of business the expected loss ratio method is used for calculating the best estimate claim reserve. For this method the premium is important. The used premium agrees with the premium which is reported in the annual report of HDI-Gerling Verzekeringen N.V. The basis for the Solvency II best estimate calculation of the claim provision is the IFRS best estimate calculation. The best estimates are determined actuarially. For every line of business the claims and payment triangles are made, like described before. According these triangles the ultimates are calculated. The reserves for Unallocated Loss Adjustment Expenses (ULAE) are calculated as a percentage of the gross best estimate per LoB. These percentages were recalculated at year end 2016. To calculate the ULAE reserves, the actuarial claim expenses and the actual ULAE of the last 5 book years (2012 till 2016) were used. The ULAE percentages per LoB are equal to the simple weighted average of ULAE as a fraction of the claim expenses. The assumption is made that the pay-out pattern that follows the ULAE reserves, are the same as the pay-out pattern that follows the claim expense triangles. Regarding three lines of business a distinction is made between attritional losses and large losses, of which the large losses have an incurred loss of € 1 million or more at one moment in time. For these large losses also claims and payment triangles are made. These triangles are deducted from the claims and payment triangles of that specific line of business to determine the attritional claims and payment triangle. Regarding the following risk groups there is a distinction between large and attritional losses:

HDI Fire and business interruption

HDI Engineering

HDI GTPL Claims Made

HDI GTPL Loss occurrence


48

The development factors, of the triangles concerned, are determined by the Risk Management department are making the actuarial calculations. The external actuary will advise the Risk Management department. The actuarial results will be judged by the actuarial committee. Risk Management is a participant without voting right due to segregation of duties). The factors are based on the volume weighted average of the accumulative claims and payment triangles of the last 5 or 10 accident years. Depending on the line of business and event year, there has been chosen between the paid chain ladder method (PCL), the incurred chain ladder method (ICL), the paid Bornhuetter Ferguson method (PBF), the incurred Bornhuetter Ferguson method (IBF) or the expected loss ratio method (ELR). It can also be the case that regarding large losses the total incurred method (TI) is chosen. At this method the estimation of the claims handler is followed. When the level of the ultimate per accident year is determined by using one of the actuarial methods, the payments till now will be deducted from these ultimates. The outcome is the best estimate per accident year regarding the specific line of business. The best estimate reinsurance claim provision for outstanding claims is based on the gross best estimate outstanding claims provision. The level is calculated by using the same ratio of gross case reserves to the ceded case reserves. The IFRS best estimate follows the reinsurance scheme of the company. When determining the best estimate reinsurance outstanding claims provision, a possible default of a reinsurer is left out of the calculation. When there is a possibility of a default, a provision for bad debt will be created. When the default will occur, the claim reserves will be released and as a result of that also the best estimates will decrease. Besides that a default risk for reinsurance companies is already included in the calculation of the SCR. The future cash flows are calculated by making the payment triangles square using the chosen development factors. Because in many cases the paid chain ladder method is not chosen, the outcome will not match the best estimate. The cash flows are scaled in order to align with the best estimates. The ceded cash flows are determined to apply the ratio between gross and ceded best estimates on the gross cash flows. These cash flows have been discounted using the EIOPA interest curve as per 31 December 2016 (excluding the volatility adjustment). The result is the outstanding claim reserves according to SII valuation principles. The impact of the interest curve amounts to 2.0 million euro as per 31 December 2016. The discounting according to the interest curve is the only difference between the IFRS best estimates and the best estimates according to SII. The calculated provision for claims outstanding is on the base of best estimate. This implicates that there will not be negative or positive run off results in the provision. Risk Margin

The calculation of the cost of capital risk margin is calculated using the standard formula. For the calculation of the Risk Margin an own developed spreadsheet is used. In this spreadsheet the risk margin is calculated according to articles 37 and 38 of the Delegated Acts. In the spreadsheet there are links included to the reference excel (developed by Talanx). The most recent EIOPA interest curve is included. Subsequently the cash flow development of the net technical provisions is included. The sub-SCR´s which are applicable, are extracted from the reference excel. According to article 39 of the Delegated Acts, the cost of capital equals 6% of the SCR. The risk margins are allocated to the Lines of Business, by dividing the best estimate to the total best estimate and multiply that outcome with the risk margin. The calculated risk margin in 2016 amounts to 10.9 million euro (non life 10.7 million euro, health 0.2 million euro).



Fire and engineering 2.714 2.714

General thrid party liability 3.843 3.843

Marine 2.796 2.796

Motor Liability 989 989

Motor property damage 288 288

Others 71 71

Risk Ma rgin Non life - 10 .7 0 1 - 10 .7 0 1

Risk Margin Health 241 241

Tota l risk ma rgin - 10 .9 4 2 - 10 .9 4 2



49

D.3. Valuation of Liabilities (other than technical) Other liabilities (n)

The pension benefit obligation is a provision for pensions not covered by IAS19. The pension benefit obligation is related to one-off obligation for future guarantee and handling cost of the terminated pension schemes, for the pension insurer to guarantee the accrued benefits for active and inactive participants. The new pension scheme qualifies under IFRS as a defined contribution plan. The provision for pension benefit obligation is reclassed to provisions other than technical. The sundry provisions are related to jubilee and holiday provisions. The recognition criteria and the measurement approach for provisions in IAS37 are used for the Solvency II balance sheet. Because of this statutory accounts value is taken from the IFRS (statutory) balance sheet and shown in this position. This item is reclassed to Provisions other than technical in the SII balance sheet as well. In general the fair value and the amortised cost value are the same. No revaluation of IFRS is necessary to value the Solvency II at fair value. The difference regarding “provisions other than technical” between SII and IFRS amounts to 0.9 million euro is related to the Investment Management Expenses Technical Provision. The difference of 16.5 million euro regarding payables trade not insurance is a valuation difference and is related to the sale of the renewal rights. In 2014 HDI-Gerling Verzekeringen N.V. sold renewal rights to HDI Global SE, the Netherlands, for 43 million euro. In the statutory (IFRS) profit and loss account a part of that selling price has been recognised as income in 2014 and in 2015 based on the estimated part of expected total premium to be transferred. The remaining amount (16.5 million euro) will be realised in 2017. In the IFRS balance sheet the amount is reported as a liability. For Solvency II however the assets should be valued at the amount for which they could be exchanged between knowledgeable willing parties in an at arm’s length transaction. As a result of that the remainder of the purchasing price already had to be accounted for in the Solvency II balance sheet. The main reasons for this are:

Cash regarding this sale of the renewal rights is already received by the company;

No future cash outflows regarding the renewal rights;

Transfer will be done on a short notice (as of 1-1-2017);

No signals of postponement (IT systems changed, staff hired to manually input policies into the branch office, staff is trained for using new systems, procedures are changed etc.).

Deferred tax liabilities (o)

Deferred taxes are recognized for the revaluation differences between the local (tax) GAAP balance sheet and the Solvency II balance sheet. The revaluation of the local GAAP/ IFRS balance sheet for the generation of an economic balance sheet is taxable. Analogous to IAS12 the latencies are not discounted and are recognized using the local tax rate of the company (25%). Under IFRS deferred tax assets and liabilities are measured at the tax rates that are expected to apply for the period in which an asset is realised or a liability is settled, based on tax rates and tax laws that have been enacted or substantively enacted by the balance sheet date. The difference in the own funds between Solvency II and the statutory accounts amount to 3.8 million euro. This includes the difference in the deferred tax liabilities of 1.3 million euro. The difference in deferred tax liabilities can be calculated as follows: 25% of (€ 3,756k/0.75 = € 1,250).



Provision for pension benefit obligations 1.156 - 1.156 -

Sundry provisions 595 - 595 -

Othe r provisions 1.7 5 1 - - 1.7 5 1 -

Provisions other than technical 4.899 867 1.751 7.517


Payables, trade not insurance 16.612 - 16.450 162


Othe r lia bilitie s 5 9 .19 0 - 15 .5 8 3 1.7 5 1 4 5 .3 5 8

Tota l Othe r lia bilitie s 6 0 .9 4 1 - 15 .5 8 3 - 4 5 .3 5 8




Deferred tax liabilities 13.254 1.250 14.504

Defe rred tax liabilities 13 .254 1.250 - 14 .504



50

D.4. Any Other Disclosures The any other disclosures comprise information about the company’s activities and results, which have not been included in the earlier chapters. However, all material items have been included in the previous chapters and therefore there is in this respect nothing to report.


51

E. CAPITAL MANAGEMENT

E.1. Own Funds HDI-Gerling Verzekeringen N.V. has the following ratios by using the standard model:

The available solvency capital requirement percentage is 145.5 (2015: 158.6). This is above the internal target as discussed by the Supervisory Board. Due to the use of an excess of loss reinsurance structure and the adjustment of the investment in riskier assets, the SCR has increased in 2016. However, this increase will be temporary due to the HDI-Gerling Verzekeringen N.V. run-off situation. Insurance risks are lower as the premium and claims provisions are lower. Moreover, the reduction in the size of the portfolio has also affected the level of default risk and operational risk. The capital policy will be amended in 2017 so that it fits within the run-off situation as well as the Solvency II legislation. The final SCR figure is still subjected to the judgement of the supervising authority. The eligible own funds of 136.2 million euro (2015: 143.4 million euro) are high quality and therefore classified as unrestricted Tier 1 capital. Possible future losses can be offset completely by the own funds of the company. The company does not have restricted capital or capital rated as Tier 2 or 3. The equity capital consists of 150,000 shares, each valued at EUR 450. Of those shares 88,889 have been issued and are fully paid up. The shareholders’ meeting decides over interim dividends. A decision to distribute interim dividend out of the profit of the reporting year may also be made by the Board of Directors with permission of the Supervisory Board. Unless decided different, after approval in the shareholders’ meeting dividends will be paid within thirty days. For information on the composition of equity, see the “Statement of changes in equity” on page 13.

E.2. Solvency Capital Requirement and Minimum Capital Requirement HDI-Gerling Verzekeringen N.V. uses the standard formula to calculate the SCR. The adequacy of using the standard formula has been calculated and judged in the ORSA. The outcome of that investigation was that the standard formula can be applied according to the risk profile of HDI-Gerling Verzekeringen N.V. The company has considered applying for the Undertaking Specific Parameters. But due to the limited capacity of staff, the robust Solvency II position and the limited lifetime of HDI-Gerling Verzekeringen N.V. as an active insurance company (due to the transfer of renewal rights to the branch office, it will be in run off as of 2018) it was decided not to make use of Undertaking Specific Parameters.

Solvency


R at io o f

Elig ib le own

f unds

R at io o f

Elig ib le own

f unds

Total eligible own funds 136.220 143.403

Solvency Capital Requirement 93.609 145,5% 90.392 158,6%

Minimum Capital Requirement 33.721 404,0% 34.269 418,5%

2016 2015


52

The SCR is built up from the following components as showed in the overview below. Each component is built up from certain data which is explained in chapter C. The solvency capital requirement (SCR) equals 93.6 million euro. The structure of this amount is as follows. From 2015 to 2016 the underwriting risk has decreased by 1.6 million euro due to the run off situation, partly offset by the use of a new excess of loss reinsurance structure. The overall market risk has decreased by 1.1 million euro due to lower overall investment portfolio. The increase in counter party default risk is caused by the increase in accounts receivable position. As premium income will disappear, only claim payments will remain. Therefore the account receivable will decrease rapidly the coming years and therefore the counterparty default risk as well. Operational risk has decreased by 1.3 million euro. According to Solvency II guidelines, operational risk is calculated on the basis of the insurance technical provisions. Due to the transfer of policies to the branch office the risk has become lower. With the renewal of policies in the branch the technical provision within HDI-Gerling Verzekeringen N.V. will decrease and therefore the operational risk will also decline further. As mentioned in chapter C HDI-Gerling Verzekeringen N.V. has chosen for a conservative approach and has therefore set the loss-absorbing capacity to nil. This requires 5.5 million euro additional capital compared with last year. The minimum capital requirement (MCR) equals 33.7 million euro (2015: 34.2 million euro). The slight decrease of the minimum capital requirement is a result of the run off situation. The structure of this amount is as follows.

Figures in EUR 1,000 2016 2015 Variance%

Non-life underwriting risk 57,005 58,629 -2.8%

Health underwriting risk 2,218 2,196 +1.0%

Market risk 29,372 30,521 -3.8%

Counterparty default risk 14,297 12,417 +1.,1%

Diversification -23,948 -23,843 +0.4%

Basic Solvency Capital Requirement 78,944 79,920 -1.2%

Operational risk 14,665 15,950 -8.1%

Loss-absorbing capacity of deferred taxes 0 -5,478 -100.0%

Solvency Capital Requirement 93,609 90,392 +3.6%

Figures in EUR 1,000 2016 2015 Variance%

Income protection insurance 861 858 +0.3%

Motor vehicle liability insurance 2,608 2,874 -9.3%

Other motor insurance 1,176 1,061 +10.8%

Marine insurance 10,921 10,724 +1.8%

Fire and other damage to property insurance 7,726 7,120 +8.5%

General liability insurance 10,064 10,935 -8.0%

Miscellaneous insurance 365 697 -47.6%

Minimum Capital Requirement 33,721 34,269 -1.6%


53

E.3. Differences between the Standard Formula and any Internal Models used HDI-Gerling Verzekeringen N.V. has chosen for the standard formula. Insurers who choose to apply the Solvency II standard formula should support their suitability for their specific portfolio. This is part of the ORSA. The risk profile of the company differs significantly from the assumptions when a sub-SCR applies:

The deviation of ten percent or more of the total SCR, unless there are strong evidence that this is not the case on the basis of a number of factors from article 276;

The deviation is more than fifteen percent. Diversification effects are not taken into account. The ORSA report of December 2016 deadline has used the data of the second quarter of 2016 as a basis. The suitability of the standard formula will be determined by this date. The SCR for the second quarter of 2016 amounts to 91.9 million euro. The deviations of the sub-SCR should therefore not cause SCR of more than 101.0 million euro or less than 82.7 million euro.

E.4. Any Other Disclosures The any other disclosures comprise information about the company’s activities and results, which have not been included in the earlier chapters. However, all material items have been included in the previous chapters and therefore there is in this respect nothing to report.


54


55

APPENDIXES

Talanx Group Structure

Public Quantitative Reporting Templates:

o S.02.01

o S.05.01

o S.05.02

o S.12.01 (not applicable for HDI-Gerling Verzekeringen N.V.)

o S.17.01

o S.19.01

o S.22.01 (not applicable for HDI-Gerling Verzekeringen N.V.)

o S.23.01

o S.25.01

o S.28.01


56

Solvency II value Statutory accounts value

C0010 C0020

Assets

Goodwill R0010

Deferred acquisition costs R0020 7.993.793

Intangible assets R0030 59.955

Deferred tax assets R0040

Pension benefit surplus R0050

Property, plant & equipment held for own use R0060 10.230.000 6.455.493

Investments (other than assets held for index-linked

and unit-linked contracts) R0070 297.900.627 296.697.398

Property (other than for own use) R0080 900.000 900.000

Holdings in related undertakings, including

participations R0090 2.962.618 2.962.618

Equities R0100

Equities - listed R0110

Equities - unlisted R0120

Bonds R0130 291.000.457 289.797.228

Government Bonds R0140 81.384.161 73.006.713

Corporate Bonds R0150 184.990.544 112.545.948

Structured notes R0160

Collateralised securities R0170 24.625.752 104.244.567

Collective Investments Undertakings R0180 3.037.552 3.037.552

Derivatives R0190

Deposits other than cash equivalents R0200

Other investments R0210

Assets held for index-linked and unit-linked contracts R0220

Loans and mortgages R0230 160.793 158.133

Loans on policies R0240

Loans and mortgages to individuals R0250 160.793 158.133

Other loans and mortgages R0260

Reinsurance recoverables from: R0270 262.127.255 268.765.084

Non-life and health similar to non-life R0280 262.127.255 268.765.084

Non-life excluding health R0290 262.127.177 268.765.006

Health similar to non-life R0300 78 78

Life and health similar to life, excluding health and

index-linked and unit-linked R0310

Health similar to life R0320

Life excluding health and index-linked and unit-

linked R0330

Life index-linked and unit-linked R0340

Deposits to cedants R0350

Insurance and intermediaries receivables R0360 44.689.426 44.689.426

Reinsurance receivables R0370 36.912.416 36.912.416

Receivables (trade, not insurance) R0380 5.077.879 14.898.474

Own shares (held directly) R0390

Amounts due in respect of own fund items or initial

fund called up but not yet paid in R0400

Cash and cash equivalents R0410 27.993.952 27.993.952

Any other assets, not elsewhere shown R0420 10.764.277 943.683

Total assets R0500 695.856.625 705.567.807

Balans S02.01

Liabilities

Technical provisions – non-life R0510 499.774.143 498.909.532

Technical provisions – non-life (excluding health) R0520 494.542.407 493.844.103

Technical provisions calculated as a whole R0530

Best Estimate R0540 483.840.809

Risk margin R0550 10.701.598

Technical provisions - health (similar to non-life) R0560 5.231.736 5.065.428


Best Estimate R0580 4.990.844

Risk margin R0590 240.893

Technical provisions - life (excluding index-linked and

unit-linked) R0600

Technical provisions - health (similar to life) R0610


Best Estimate R0630

Risk margin R0640

Technical provisions – life (excluding health and

index-linked and unit-linked) R0650


Best Estimate R0670

Risk margin R0680

Technical provisions – index-linked and unit-linked R0690


Best Estimate R0710

Risk margin R0720

Other technical provisions R0730

Contingent liabilities R0740

Provisions other than technical provisions R0750 7.517.287 5.493.430

Pension benefit obligations R0760 1.156.283

Deposits from reinsurers R0770

Deferred tax liabilities R0780 14.505.683 13.254.025

Derivatives R0790

Debts owed to credit institutions R0800

Financial liabilities other than debts owed to credit

institutions R0810

Insurance & intermediaries payables R0820 32.725.456 16.757.810

Reinsurance payables R0830 15.967.646

Payables (trade, not insurance) R0840 161.394 16.611.394

Subordinated liabilities R0850

Subordinated liabilities not in Basic Own Funds R0860

Subordinated liabilities in Basic Own Funds R0870

Any other liabilities, not elsewhere shown R0880 4.952.808 4.952.808

Total liabilities R0900 559.636.770 573.102.927 Excess of assets over liabilities R1000 136.219.854 132.464.880

Income protection

insurance

Motor vehicle

liability insurance

Other motor

insurance

Marine, aviation

and transport

insurance

Fire and other

damage to

property

insurance

General liability

insurance

Legal expenses

insurance

Miscellaneous

financial loss Health Casualty

Marine, aviation,

transport Property

C0020 C0040 C0050 C0060 C0070 C0080 C0100 C0120 C0130 C0140 C0150 C0160 C0200

Premiums written

Gross - Direct Business R0110 2.436.597 10.560.072 9.124.024 56.651.101 47.346.215 25.049.001 276.373 832.133 152.275.515

Gross - Proportional reinsurance accepted R0120 7.655 1.044.265 1.469.441 -363.599 2.157.763

Gross - Non-proportional reinsurance accepted R0130

Reinsurers' share R0140 918 131.616 -201.425 12.328.012 8.295.697 9.060.188 276.373 48.864 118.487 1.300.523 2.312.442 7.704.566 41.376.261

Net R0200 2.435.679 10.436.111 9.325.449 45.367.354 40.519.959 15.625.215 783.269 -118.487 -1.300.523 -2.312.442 -7.704.566 113.057.018

Premiums earned

Gross - Direct Business R0210 2.551.520 10.113.402 9.503.151 62.925.183 54.908.189 30.381.489 305.997 1.967.506 172.656.437

Gross - Proportional reinsurance accepted R0220 3.490 32 1.009.660 1.866.770 -310.376 2.569.576


Reinsurers' share R0240 918 137.701 -198.441 25.548.122 16.475.637 15.304.026 305.997 1.116.152 118.487 1.300.523 2.312.442 7.826.476 70.248.039

Net R0300 2.550.602 9.979.191 9.701.623 38.386.722 40.299.323 14.767.086 851.354 -118.487 -1.300.523 -2.312.442 -7.826.476 104.977.973

Claims incurred

Gross - Direct Business R0310 1.635.483 4.992.527 5.669.055 52.577.631 37.220.361 40.544.432 3.411 -4.159.737 138.483.161

Gross - Proportional reinsurance accepted R0320 1 145.265 13.186 903.156 -98.188 -5.021.275 -4.057.855


Reinsurers' share R0340 1.409 -397.296 -518.963 8.903.264 2.066.495 -3.631.424 3.411 -2.716.965 28.915.411 18.789.888 11.364.455 62.779.684

Net R0400 1.634.074 5.535.088 6.201.204 44.577.523 35.055.678 39.154.580 -1.442.771 -28.915.411 -18.789.888 -11.364.455 71.645.622

Changes in other technical provisions

Gross - Direct Business R0410

Gross - Proportional reinsurance accepted R0420

Gross - Non- proportional reinsurance accepted R0430

Reinsurers' share R0440

Net R0500

Expenses incurred R0550 988.436 4.293.119 3.632.422 15.310.643 15.043.795 4.518.114 -32.738 349.173 44.102.964

Administrative expenses

Gross - Direct Business R0610 3.971 306.742 241.917 1.568.538 3.305.338 901.784 57.454 6.385.745




Net R0700 3.971 306.742 241.917 1.568.538 3.305.338 901.784 57.454 6.385.745

Investment management expenses





Net R0800

Claims management expenses

Gross - Direct Business R0810 18.269 1.156.513 1.009.715 1.819.142 1.172.312 2.760.650 42.068 7.978.670




Net R0900 18.269 1.156.513 1.009.715 1.819.142 1.172.312 2.760.650 42.068 7.978.670

Acquisition expenses

Gross - Direct Business R0910 966.196 2.679.680 2.326.807 15.930.562 14.465.224 7.252.230 56.638 384.632 44.061.969



Reinsurers' share R0940 -150.184 -53.983 4.007.599 3.899.079 6.396.551 89.376 134.981 14.323.419

Net R1000 966.196 2.829.864 2.380.790 11.922.962 10.566.145 855.679 -32.738 249.651 29.738.550

Overhead expenses





Net R1100

Other expenses R1200Total expenses R1300 44.102.964

Line of Business for: non-life insurance and reinsurance obligations (direct business and accepted proportional reinsurance) Line of Business for: accepted non-proportional reinsurance

Total

Premies, schaden en kosten per Branche S05.01

Home country Belgium Germany Denmark Italy United States

Total Top 5 and

home country

C0080 C0090 C0090 C0090 C0090 C0090 C0140

Premiums written

Gross - Direct Business R0110 135.104.159 1.964.915 7.790.964 963.696 955.197 1.459.928 148.238.859

Gross - Proportional reinsurance accepted R0120 152.470 -3.582 -123.187 -77.341 204.835 153.195


Reinsurers' share R0140 28.717.190 182.411 7.618.356 1.256.012 456.787 261.855 38.492.611

Net R0200 106.539.439 1.782.504 169.025 -415.504 421.069 1.402.909 109.899.442

Premiums earned

Gross - Direct Business R0210 147.648.922 2.015.035 7.690.832 7.677.977 959.044 1.868.620 167.860.430

Gross - Proportional reinsurance accepted R0220 401.577 3.469 -3.582 -114.138 -73.428 140.001 353.899


Reinsurers' share R0240 49.693.676 548.321 7.529.594 7.113.790 462.543 803.934 66.151.859

Net R0300 98.356.823 1.470.183 157.656 450.049 423.073 1.204.686 102.062.470

Claims incurred

Gross - Direct Business R0310 80.937.219 1.684.853 1.014.097 11.733.901 -133.204 13.028.140 108.265.006

Gross - Proportional reinsurance accepted R0320 -4.320.365 279.826 64.469 -45.666 189.081 -364.400 -4.197.055


Reinsurers' share R0340 29.806.345 317.244 1.324.003 9.043.892 -21.564 1.419.879 41.889.800

Net R0400 46.810.508 1.647.435 -245.437 2.644.343 77.441 11.243.860 62.178.150

Changes in other technical provisions





Net R0500

Expenses incurred R0550

Other expenses R1200Total expenses R1300

Premies, schaden en kosten per Land S05.02

Direct business and accepted proportional reinsurance accepted non-proportional reinsurance Total Non-Life obligation

Medical expense

insurance

Income protection

insurance

Workers' compensation

insurance

Motor vehicle liability

insurance Other motor insurance

Marine, aviation and

transport insurance

Fire and other damage to

property insurance General liability insurance

Credit and suretyship

insurance Legal expenses insurance Assistance

Miscellaneous financial

loss

Non-proportional health

reinsurance

Non-proportional

casualty reinsurance

Non-proportional marine,

aviation and transport

reinsurance

Non-proportional

property reinsurance


Direct business R0020

Accepted proportional reinsurance business R0030

Accepted non-proportional reinsurance R0040

Total Recoverables from reinsurance/SPV and Finite Re after

the adjustment for expected losses due to counterparty

default associated to TP calculated as a whole R0050

Technical provisions calculated as a sum of BE and RM

Best estimate

Premium provisions

Gross - Total R0060 604187,1454 2694722,327 1864291,036 16820572,86 29959749,33 7147388,1 80549,56006 59171460,36

Gross - direct business R0070 604187,1454 2694722,327 1864291,036 16820572,86 29959749,33 7147388,1 80549,56006 59171460,36

Gross - accepted proportional reinsurance business R0080

Gross - accepted non-proportional reinsurance business R0090

Total recoverable from reinsurance/SPV and Finite Re

before the adjustment for expected losses due to

counterparty default R0100 459,27 3868614,06 4384787,60 812065,35 50610,60 9116536,87

Recoverables from reinsurance (except SPV and Finite

Reinsurance) before adjustment for expected losses R0110 459,2652186 3868614,062 4384787,598 812065,3475 50610,59543 9116536,87

Recoverables from SPV before adjustment for expected

losses R0120

Recoverables from Finite Reinsurance before

adjustment for expected losses R0130


after the adjustment for expected losses due to

counterparty default R0140 459,27 3868614,06 4384787,60 812065,35 50610,60 9116536,87

Net Best Estimate of Premium Provisions R0150 604187,15 2694263,06 1864291,04 12951958,80 25574961,73 6335322,75 29938,96 50054923,50

Claims provisions

Gross - Total R0160 4386656,49 44707733,63 4934106,87 109776142,51 77090842,51 183818365,70 4946344,91 429660192,61

Gross - direct business R0170 4386656,489 44707733,63 4934106,867 109776142,5 77090842,51 183818365,7 4946344,907 429660192,6

Gross - accepted proportional reinsurance business R0180

Gross - accepted non-proportional reinsurance business R0190


before the adjustment for expected losses due to

counterparty default R0200 77,89 26913541,19 822033,53 64802759,29 46427796,54 110534623,96 3509885,96 253010718,36

Recoverables from reinsurance (except SPV and Finite

Reinsurance) before adjustment for expected losses R0210 77,89104337 26913541,19 822033,5254 64802759,29 46427796,54 110534624 3509885,958 253010718,36

Recoverables from SPV before adjustment for expected

losses R0220

Recoverables from Finite Reinsurance before

adjustment for expected losses R0230


after the adjustment for expected losses due to

counterparty default R0240 77,89 26913541,19 822033,53 64802759,29 46427796,54 110534623,96 3509885,96 253010718,36

Net Best Estimate of Claims Provisions R0250 4386578,60 17794192,44 4112073,34 44973383,22 30663045,96 73283741,73 1436458,95 176649474,25

Total Best estimate - gross R0260 4990843,63 47402455,96 6798397,90 126596715,37 107050591,84 190965753,80 5026894,47 488831652,97

Total Best estimate - net R0270 4990765,74 20488455,50 5976364,38 57925342,02 56238007,70 79619064,49 1466397,91 226704397,74

Risk margin R0280 240892,57 988929,74 288465,11 2795920,55 2714476,87 3843025,70 70779,59 10942490,13

Amount of the transitional on Technical Provisions

TP as a whole R0290

Best estimate R0300

Risk margin R0310

Technical provisions - total

Technical provisions - total R0320 5231736,20 48391385,70 7086863,01 129392635,92 109765068,71 194808779,50 5097674,06 499774143,09

Recoverable from reinsurance contract/SPV and Finite Re after

the adjustment for expected losses due to counterparty

default - total R0330 77,89104337 26914000,45 822033,5254 68671373,35 50812584,14 111346689,3 3560496,554 262127255,2

Technical provisions minus recoverables from

reinsurance/SPV and Finite Re- total R0340 5231658,31 21477385,24 6264829,49 60721262,57 58952484,57 83462090,19 1537177,50 237646887,87

Line of Business: further segmentation (Homogeneous Risk

Groups)

Premium provisions - Total number of homogeneous risk

groups R0350

Claims provisions - Total number of homogeneous risk groups R0360

Cash-flows of the Best estimate of Premium Provisions

(Gross)

Cash out-flows

Future benefits and claims R0370 602084,87 2684809,39 1858700,81 16797184,27 29859872,6 7231628,37 80243,27 59114523,58

Future expenses and other cash-out flows R0380 0,001 0,001

Cash in-flows

Future premiums R0390

Other cash-in flows (incl. Recoverable from salvages and

subrogations) R0400

Cash-flows of the Best estimate of Claims Provisions

(Gross)

Cash out-flows

Future benefits and claims R0410 4335153 42285449 3662033 106656172 72367147 175609660 4708715 409624329

Future expenses and other cash-out flows R0420 36642 2326736 1259853 2977210 4477431 10705330 219682 22002884

Cash in-flows

Future premiums R0430

Other cash-in flows (incl. Recoverable from salvages and

subrogations) R0440

Percentage of gross Best Estimate calculated using

approximations R0450

Best estimate subject to transitional of the interest rate R0460

Technical provisions without transitional on interest rate R0470

Best estimate subject to volatility adjustment R0480

Technical provisions without volatility adjustment and without

others transitional measures R0490

C0020 C0140

C0180

Technical Provisions S17.01

Line of business Z0010 Income protection insurance [direct business and accepted proportional reinsurance]

Accident year / Underwriting year Z0020 Accident yearCurrency Z0030 Total

0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 & +

In Current

year

Sum of years

(cumulative)

C0010 C0020 C0030 C0040 C0050 C0060 C0070 C0080 C0090 C0100 C0110 C0120 C0130 C0140 C0150 C0160 C0170 C0180

Prior R0100 - - - - - - - - - - - - - - - 360,00 360 360

N-14 R0110 - - - - - - - - - - - - - - - - - -

N-13 R0120 - - - - - - - - - - - - - - - - - -

N-12 R0130 - - - - - - - - - - - - - - - - - -

N-11 R0140 - - - - - - - - - - - - - - - - - -

N-10 R0150 - - - - - - - - - - - - - - - - - -

N-9 R0160 - - - - - - - - - - - - - - - - - -

N-8 R0170 - - - - - - - - - - - - - - - - - -

N-7 R0180 - - - - - - - - - - - - - - - - - -

N-6 R0190 - - - - - - 35.752 - - - - - - - - - 35.752 35.752

N-5 R0200 - - - - - 31.814 - - - - - - - - - - 31.814 31.814

N-4 R0210 - - - - 204.815 - - - - - - - - - - - 204.815 204.815

N-3 R0220 - - - 271.822 - - - - - - - - - - - - 271.822 271.822

N-2 R0230 - - 262.086 - - - - - - - - - - - - - 262.086 262.086

N-1 R0240 - 338.257 - - - - - - - - - - - - - - 338.257 338.257

N R0250 284.903 - - - - - - - - - - - - - - - 284.903 284.903

Totaal 1.429.808 1.429.808

0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 & +

In Current

year

Sum of years

(cumulative)


Prior R0300 - - - - - - - - - - - - - - - 0,00 - -

N-14 R0310 - - - - - - - - - - - - - - - - - -

N-13 R0320 - - - - - - - - - - - - - - - - - -

N-12 R0330 - - - - - - - - - - - - - - - - - -

N-11 R0340 - - - - - - - - - - - - - - - - - -

N-10 R0350 - - - - - - - - - - - - - - - - - -

N-9 R0360 - - - - - - - - - - - - - - - - - -

N-8 R0370 - - - - - - - - - - - - - - - - - -

N-7 R0380 - - - - - - - - - - - - - - - - - -

N-6 R0390 - - - - - - - - - - - - - - - - - -

N-5 R0400 - - - - - - - - - - - - - - - - - -

N-4 R0410 - - - - - - - - - - - - - - - - - -

N-3 R0420 - - - - - - - - - - - - - - - - - -

N-2 R0430 - - - - - - - - - - - - - - - - - -

N-1 R0440 - - - - - - - - - - - - - - - - - -

N R0450 - - - - - - - - - - - - - - - - - -

Totaal - -

Schadedriehoeken S19.01

Gross Paid Claims

Reinsurance Recoveries recieved

0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 & +

In Current

year

Sum of years

(cumulative)


Prior R0300 - - - - - - - - - - - - - - - 360,00 360 360

N-14 R0310 - - - - - - - - - - - - - - - - - -

N-13 R0320 - - - - - - - - - - - - - - - - - -

N-12 R0330 - - - - - - - - - - - - - - - - - -

N-11 R0340 - - - - - - - - - - - - - - - - - -

N-10 R0350 - - - - - - - - - - - - - - - - - -

N-9 R0360 - - - - - - - - - - - - - - - - - -

N-8 R0370 - - - - - - - - - - - - - - - - - -

N-7 R0380 - - - - - - - - - - - - - - - - - -

N-6 R0390 - - - - - - 35.752 - - - - - - - - - 35.752 35.752

N-5 R0400 - - - - - 31.814 - - - - - - - - - - 31.814 31.814

N-4 R0410 - - - - 204.815 - - - - - - - - - - - 204.815 204.815

N-3 R0420 - - - 271.822 - - - - - - - - - - - - 271.822 271.822

N-2 R0430 - - 262.086 - - - - - - - - - - - - - 262.086 262.086

N-1 R0440 - 338.257 - - - - - - - - - - - - - - 338.257 338.257

N R0450 284.903 - - - - - - - - - - - - - - - 284.903 284.903

Totaal 1.429.808 1.429.808

0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 & +

Year end

(discounted

data)

C0200 C0210 C0220 C0230 C0240 C0250 C0260 C0270 C0280 C0290 C0300 C0310 C0320 C0330 C0340 C0350 C0360

Prior R0100 - - - - - - - - - - - - - - - 601,25 597

N-14 R0110 - - - - - - - - - - - - - - - - -

N-13 R0120 - - - - - - - - - - - - - 51 - - 51

N-12 R0130 - - - - - - - - - - - - 1 - - - 1

N-11 R0140 - - - - - - - - - - - 100.002 - - - - 100.305

N-10 R0150 - - - - - - - - - - 1 - - - - - 1

N-9 R0160 - - - - - - - - - 1 - - - - - - 1

N-8 R0170 - - - - - - - - 1 - - - - - - - 265

N-7 R0180 - - - - - - - - - - - - - - - - 1.846

N-6 R0190 - - - - - - 2 - - - - - - - - - 2

N-5 R0200 - - - - - 2 - - - - - - - - - - 2

N-4 R0210 - - - - 869.742 - - - - - - - - - - - 527.273

N-3 R0220 - - - 704.504 - - - - - - - - - - - - 507.647

N-2 R0230 - - 969.953 - - - - - - - - - - - - - 797.185

N-1 R0240 - 1.221.865 - - - - - - - - - - - - - - 975.637

N R0250 1.521.251 - - - - - - - - - - - - - - - 1.439.470

Totaal 4.350.284

Net claims Paid

Gross undiscounted Best Estimate Claims Provisions

0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 & +

Year end

(discounted

data)


Prior R0300 - - - - - - - - - - - - - - - 2,46 77

N-14 R0310 - - - - - - - - - - - - - - - - -

N-13 R0320 - - - - - - - - - - - - - - - - -

N-12 R0330 - - - - - - - - - - - - - - - - -

N-11 R0340 - - - - - - - - - - - - - - - - -

N-10 R0350 - - - - - - - - - - - - - - - - -

N-9 R0360 - - - - - - - - - - - - - - - - -

N-8 R0370 - - - - - - - - - - - - - - - - -

N-7 R0380 - - - - - - - - - - - - - - - - -

N-6 R0390 - - - - - - - - - - - - - - - - -

N-5 R0400 - - - - - - - - - - - - - - - - -

N-4 R0410 - - - - - - - - - - - - - - - - -

N-3 R0420 - - - - - - - - - - - - - - - - -

N-2 R0430 - - - - - - - - - - - - - - - - -

N-1 R0440 - - - - - - - - - - - - - - - - -

N R0450 - - - - - - - - - - - - - - - - -

Totaal 77

0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 & +

Year end

(discounted

data)


Prior R0300 - - - - - - - - - - - - - - - 598,79 520

N-14 R0310 - - - - - - - - - - - - - - - - -

N-13 R0320 - - - - - - - - - - - - - 51 - - 51

N-12 R0330 - - - - - - - - - - - - 1 - - - 1

N-11 R0340 - - - - - - - - - - - 100.002 - - - - 100.305

N-10 R0350 - - - - - - - - - - 1 - - - - - 1

N-9 R0360 - - - - - - - - - 1 - - - - - - 1

N-8 R0370 - - - - - - - - 1 - - - - - - - 265

N-7 R0380 - - - - - - - - - - - - - - - - 1.846

N-6 R0390 - - - - - - 2 - - - - - - - - - 2

N-5 R0400 - - - - - 2 - - - - - - - - - - 2

N-4 R0410 - - - - 869.742 - - - - - - - - - - - 527.273

N-3 R0420 - - - 704.504 - - - - - - - - - - - - 507.647

N-2 R0430 - - 969.953 - - - - - - - - - - - - - 797.185

N-1 R0440 - 1.221.865 - - - - - - - - - - - - - - 975.637

N R0450 1.521.251 - - - - - - - - - - - - - - - 1.439.470

Totaal 4.350.207

Net Undiscounted Best Estimate Claims Provisions

Undiscounted Best Estimate Claims Provisions Reinsurance Recoverable

0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 & + Year end


Prior R0100 - - - - - - - - - - - - - - - 601,05 601

N-14 R0110 - - - - - - - - - - - - - - - - -

N-13 R0120 - - - - - - - - - - - - - 51 - - 51

N-12 R0130 - - - - - - - - - - - - 1 - - - 1

N-11 R0140 - - - - - - - - - - - 100.002 - - - - 100.002

N-10 R0150 - - - - - - - - - - 1 - - - - - 1

N-9 R0160 - - - - - - - - - 1 - - - - - - 1

N-8 R0170 - - - - - - - - 264 - - - - - - - 264

N-7 R0180 - - - - - - - 1.838 - - - - - - - - 1.838

N-6 R0190 - - - - - - 2 - - - - - - - - - 2

N-5 R0200 - - - - - 2 - - - - - - - - - - 2

N-4 R0210 - - - - 525.294 - - - - - - - - - - - 525.294

N-3 R0220 - - - 505.822 - - - - - - - - - - - - 505.822

N-2 R0230 - - 794.403 - - - - - - - - - - - - - 794.403

N-1 R0240 - 972.291 - - - - - - - - - - - - - - 972.291

N R0250 1.434.580 - - - - - - - - - - - - - - - 1.434.580

Totaal 4.335.153

0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 & + Year end


Prior R0300 - - - - - - - - - - - - - - - 77,86 78

N-14 R0310 - - - - - - - - - - - - - - - - -

N-13 R0320 - - - - - - - - - - - - - - - - -

N-12 R0330 - - - - - - - - - - - - - - - - -

N-11 R0340 - - - - - - - - - - - - - - - - -

N-10 R0350 - - - - - - - - - - - - - - - - -

N-9 R0360 - - - - - - - - - - - - - - - - -

N-8 R0370 - - - - - - - - - - - - - - - - -

N-7 R0380 - - - - - - - - - - - - - - - - -

N-6 R0390 - - - - - - - - - - - - - - - - -

N-5 R0400 - - - - - - - - - - - - - - - - -

N-4 R0410 - - - - - - - - - - - - - - - - -

N-3 R0420 - - - - - - - - - - - - - - - - -

N-2 R0430 - - - - - - - - - - - - - - - - -

N-1 R0440 - - - - - - - - - - - - - - - - -

N R0450 - - - - - - - - - - - - - - - - -

Totaal 78

Gross Reported but not Settled Claims

Reinsurance RBNS Claims

0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 & + Year end


Prior R0300 - - - - - - - - - - - - - - - 523,19 523

N-14 R0310 - - - - - - - - - - - - - - - - -

N-13 R0320 - - - - - - - - - - - - - 51 - - 51

N-12 R0330 - - - - - - - - - - - - 1 - - - 1

N-11 R0340 - - - - - - - - - - - 100.002 - - - - 100.002

N-10 R0350 - - - - - - - - - - 1 - - - - - 1

N-9 R0360 - - - - - - - - - 1 - - - - - - 1

N-8 R0370 - - - - - - - - 264 - - - - - - - 264

N-7 R0380 - - - - - - - 1.838 - - - - - - - - 1.838

N-6 R0390 - - - - - - 2 - - - - - - - - - 2

N-5 R0400 - - - - - 2 - - - - - - - - - - 2

N-4 R0410 - - - - 525.294 - - - - - - - - - - - 525.294

N-3 R0420 - - - 505.822 - - - - - - - - - - - - 505.822

N-2 R0430 - - 794.403 - - - - - - - - - - - - - 794.403

N-1 R0440 - 972.291 - - - - - - - - - - - - - - 972.291

N R0450 1.434.580 - - - - - - - - - - - - - - - 1.434.580

Totaal 4.335.075

Net RBNS Claims

Line of business Z0010 General liability insurance [direct business and accepted proportional reinsurance]


0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 & +

In Current

year

Sum of years

(cumulative)


Prior R0100 - - - - - - - - - - - - - - - 405858,31 405.858 405.858

N-14 R0110 - - - - - - - - - - - - - - 145.275 - 145.275 145.275

N-13 R0120 - - - - - - - - - - - - - 898.602 - - 898.602 898.602

N-12 R0130 - - - - - - - - - - - - 122.106 - - - 122.106 122.106

N-11 R0140 - - - - - - - - - - - 92.134 - - - - 92.134 92.134

N-10 R0150 - - - - - - - - - - 326.992 - - - - - 326.992 326.992

N-9 R0160 - - - - - - - - - 813.050 - - - - - - 813.050 813.050

N-8 R0170 - - - - - - - - 1.746.716 - - - - - - - 1.746.716 1.746.716

N-7 R0180 - - - - - - - 2.042.649 - - - - - - - - 2.042.649 2.042.649

N-6 R0190 - - - - - - 1.545.071 - - - - - - - - - 1.545.071 1.545.071

N-5 R0200 - - - - - 2.778.219 - - - - - - - - - - 2.778.219 2.778.219

N-4 R0210 - - - - 8.785.506 - - - - - - - - - - - 8.785.506 8.785.506

N-3 R0220 - - - 8.769.224 - - - - - - - - - - - - 8.769.224 8.769.224

N-2 R0230 - - 5.368.463 - - - - - - - - - - - - - 5.368.463 5.368.463

N-1 R0240 - 4.870.357 - - - - - - - - - - - - - - 4.870.357 4.870.357

N R0250 2.006.638 - - - - - - - - - - - - - - - 2.006.638 2.006.638

Totaal 40.716.863 40.716.863

0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 & +

In Current

year

Sum of years

(cumulative)


Prior R0300 - - - - - - - - - - - - - - - 222821,60 222.822 222.822

N-14 R0310 - - - - - - - - - - - - - - 87.775 - 87.775 87.775

N-13 R0320 - - - - - - - - - - - - - 622.679 - - 622.679 622.679

N-12 R0330 - - - - - - - - - - - - 33.688 - - - 33.688 33.688

N-11 R0340 - - - - - - - - - - - 36.617 - - - - 36.617 36.617

N-10 R0350 - - - - - - - - - - 127.226 - - - - - 127.226 127.226

N-9 R0360 - - - - - - - - - 289.145 - - - - - - 289.145 289.145

N-8 R0370 - - - - - - - - 1.045.707 - - - - - - - 1.045.707 1.045.707

N-7 R0380 - - - - - - - 765.344 - - - - - - - - 765.344 765.344

N-6 R0390 - - - - - - 442.100 - - - - - - - - - 442.100 442.100

N-5 R0400 - - - - - 760.632 - - - - - - - - - - 760.632 760.632

N-4 R0410 - - - - 2.831.337 - - - - - - - - - - - 2.831.337 2.831.337

N-3 R0420 - - - 7.108.844 - - - - - - - - - - - - 7.108.844 7.108.844

N-2 R0430 - - 2.120.292 - - - - - - - - - - - - - 2.120.292 2.120.292

N-1 R0440 - 3.335.180 - - - - - - - - - - - - - - 3.335.180 3.335.180

N R0450 967.644 - - - - - - - - - - - - - - - 967.644 967.644

Totaal 20.797.033 20.797.033

Gross Paid Claims


0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 & +

In Current

year

Sum of years

(cumulative)


Prior R0300 - - - - - - - - - - - - - - - 183036,71 183.037 183.037

N-14 R0310 - - - - - - - - - - - - - - 57.500 - 57.500 57.500

N-13 R0320 - - - - - - - - - - - - - 275.923 - - 275.923 275.923

N-12 R0330 - - - - - - - - - - - - 88.418 - - - 88.418 88.418

N-11 R0340 - - - - - - - - - - - 55.517 - - - - 55.517 55.517

N-10 R0350 - - - - - - - - - - 199.766 - - - - - 199.766 199.766

N-9 R0360 - - - - - - - - - 523.906 - - - - - - 523.906 523.906

N-8 R0370 - - - - - - - - 701.009 - - - - - - - 701.009 701.009

N-7 R0380 - - - - - - - 1.277.305 - - - - - - - - 1.277.305 1.277.305

N-6 R0390 - - - - - - 1.102.971 - - - - - - - - - 1.102.971 1.102.971

N-5 R0400 - - - - - 2.017.587 - - - - - - - - - - 2.017.587 2.017.587

N-4 R0410 - - - - 5.954.169 - - - - - - - - - - - 5.954.169 5.954.169

N-3 R0420 - - - 1.660.379 - - - - - - - - - - - - 1.660.379 1.660.379

N-2 R0430 - - 3.248.172 - - - - - - - - - - - - - 3.248.172 3.248.172

N-1 R0440 - 1.535.177 - - - - - - - - - - - - - - 1.535.177 1.535.177

N R0450 1.038.994 - - - - - - - - - - - - - - - 1.038.994 1.038.994

Totaal 19.919.829 19.919.829

0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 & +

Year end

(discounted

data)


Prior R0100 - - - - - - - - - - - - - - - 4493829,37 4.081.474

N-14 R0110 - - - - - - - - - - - - - - 1.770.483 - 1.758.395

N-13 R0120 - - - - - - - - - - - - - 9.709.106 - - 9.360.735

N-12 R0130 - - - - - - - - - - - - 2.071.760 - - - 1.762.623

N-11 R0140 - - - - - - - - - - - 1.563.166 - - - - 1.191.782

N-10 R0150 - - - - - - - - - - 2.451.879 - - - - - 2.376.886

N-9 R0160 - - - - - - - - - 2.740.543 - - - - - - 2.330.888

N-8 R0170 - - - - - - - - 10.447.185 - - - - - - - 8.275.546

N-7 R0180 - - - - - - - 17.924.252 - - - - - - - - 18.336.985

N-6 R0190 - - - - - - 4.144.007 - - - - - - - - - 4.715.001

N-5 R0200 - - - - - 28.810.151 - - - - - - - - - - 29.696.595

N-4 R0210 - - - - 17.846.573 - - - - - - - - - - - 17.806.591

N-3 R0220 - - - 18.281.953 - - - - - - - - - - - - 19.150.635

N-2 R0230 - - 16.214.062 - - - - - - - - - - - - - 18.620.232

N-1 R0240 - 13.208.705 - - - - - - - - - - - - - - 16.039.136

N R0250 6.716.988 - - - - - - - - - - - - - - - 11.688.127

Totaal 167.191.630

Net claims Paid


0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 & +

Year end

(discounted

data)


Prior R0300 - - - - - - - - - - - - - - - 3540938,56 3.086.291

N-14 R0310 - - - - - - - - - - - - - - 1.411.166 - 1.401.530

N-13 R0320 - - - - - - - - - - - - - 8.023.980 - - 7.876.236

N-12 R0330 - - - - - - - - - - - - 861.921 - - - 781.869

N-11 R0340 - - - - - - - - - - - 829.810 - - - - 732.509

N-10 R0350 - - - - - - - - - - 1.095.285 - - - - - 1.076.517

N-9 R0360 - - - - - - - - - 753.820 - - - - - - 746.393

N-8 R0370 - - - - - - - - 6.090.911 - - - - - - - 5.979.358

N-7 R0380 - - - - - - - 14.726.557 - - - - - - - - 14.644.515

N-6 R0390 - - - - - - 2.096.396 - - - - - - - - - 2.124.868

N-5 R0400 - - - - - 20.855.265 - - - - - - - - - - 21.543.535

N-4 R0410 - - - - 14.731.957 - - - - - - - - - - - 16.290.032

N-3 R0420 - - - 9.679.990 - - - - - - - - - - - - 9.197.815

N-2 R0430 - - 6.814.555 - - - - - - - - - - - - - 6.397.938

N-1 R0440 - 8.710.859 - - - - - - - - - - - - - - 9.945.170

N R0450 2.768.432 - - - - - - - - - - - - - - - 4.969.071

Totaal 106.793.646

0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 & +

Year end

(discounted

data)


Prior R0300 - - - - - - - - - - - - - - - 952890,81 995.183

N-14 R0310 - - - - - - - - - - - - - - 359.317 - 356.864

N-13 R0320 - - - - - - - - - - - - - 1.685.126 - - 1.484.499

N-12 R0330 - - - - - - - - - - - - 1.209.838 - - - 980.755

N-11 R0340 - - - - - - - - - - - 733.356 - - - - 459.273

N-10 R0350 - - - - - - - - - - 1.356.595 - - - - - 1.300.369

N-9 R0360 - - - - - - - - - 1.986.723 - - - - - - 1.584.495

N-8 R0370 - - - - - - - - 4.356.274 - - - - - - - 2.296.188

N-7 R0380 - - - - - - - 3.197.695 - - - - - - - - 3.692.470

N-6 R0390 - - - - - - 2.047.611 - - - - - - - - - 2.590.133

N-5 R0400 - - - - - 7.954.886 - - - - - - - - - - 8.153.060

N-4 R0410 - - - - 3.114.616 - - - - - - - - - - - 1.516.559

N-3 R0420 - - - 8.601.964 - - - - - - - - - - - - 9.952.821

N-2 R0430 - - 9.399.507 - - - - - - - - - - - - - 12.222.294

N-1 R0440 - 4.497.847 - - - - - - - - - - - - - - 6.093.966

N R0450 3.948.556 - - - - - - - - - - - - - - - 6.719.055

Totaal 60.397.984



0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 & + Year end


Prior R0100 - - - - - - - - - - - - - - - 4216791,62 4.216.792

N-14 R0110 - - - - - - - - - - - - - - 1.770.483 - 1.770.483

N-13 R0120 - - - - - - - - - - - - - 9.440.486 - - 9.440.486

N-12 R0130 - - - - - - - - - - - - 1.784.869 - - - 1.784.869

N-11 R0140 - - - - - - - - - - - 1.199.775 - - - - 1.199.775

N-10 R0150 - - - - - - - - - - 2.412.258 - - - - - 2.412.258

N-9 R0160 - - - - - - - - - 2.360.551 - - - - - - 2.360.551

N-8 R0170 - - - - - - - - 8.364.799 - - - - - - - 8.364.799

N-7 R0180 - - - - - - - 18.417.493 - - - - - - - - 18.417.493

N-6 R0190 - - - - - - 4.765.078 - - - - - - - - - 4.765.078

N-5 R0200 - - - - - 30.141.177 - - - - - - - - - - 30.141.177

N-4 R0210 - - - - 18.048.018 - - - - - - - - - - - 18.048.018

N-3 R0220 - - - 19.371.445 - - - - - - - - - - - - 19.371.445

N-2 R0230 - - 18.900.236 - - - - - - - - - - - - - 18.900.236

N-1 R0240 - 22.595.820 - - - - - - - - - - - - - - 22.595.820

N R0250 11.820.379 - - - - - - - - - - - - - - - 11.820.379

Totaal 175.609.660

0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 & + Year end


Prior R0300 - - - - - - - - - - - - - - - 3188613,85 3.188.614

N-14 R0310 - - - - - - - - - - - - - - 1.411.165 - 1.411.165

N-13 R0320 - - - - - - - - - - - - - 7.943.340 - - 7.943.340

N-12 R0330 - - - - - - - - - - - - 791.737 - - - 791.737

N-11 R0340 - - - - - - - - - - - 737.422 - - - - 737.422

N-10 R0350 - - - - - - - - - - 1.092.537 - - - - - 1.092.537

N-9 R0360 - - - - - - - - - 755.891 - - - - - - 755.891

N-8 R0370 - - - - - - - - 6.043.846 - - - - - - - 6.043.846

N-7 R0380 - - - - - - - 14.708.811 - - - - - - - - 14.708.811

N-6 R0390 - - - - - - 2.147.436 - - - - - - - - - 2.147.436

N-5 R0400 - - - - - 21.866.059 - - - - - - - - - - 21.866.059

N-4 R0410 - - - - 16.510.897 - - - - - - - - - - - 16.510.897

N-3 R0420 - - - 9.303.867 - - - - - - - - - - - - 9.303.867

N-2 R0430 - - 6.494.147 - - - - - - - - - - - - - 6.494.147

N-1 R0440 - 14.010.685 - - - - - - - - - - - - - - 14.010.685

N R0450 5.025.297 - - - - - - - - - - - - - - - 5.025.297

Totaal 112.031.752



0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 & + Year end


Prior R0300 - - - - - - - - - - - - - - - 1028177,77 1.028.178

N-14 R0310 - - - - - - - - - - - - - - 359.318 - 359.318

N-13 R0320 - - - - - - - - - - - - - 1.497.146 - - 1.497.146

N-12 R0330 - - - - - - - - - - - - 993.133 - - - 993.133

N-11 R0340 - - - - - - - - - - - 462.353 - - - - 462.353

N-10 R0350 - - - - - - - - - - 1.319.721 - - - - - 1.319.721

N-9 R0360 - - - - - - - - - 1.604.660 - - - - - - 1.604.660

N-8 R0370 - - - - - - - - 2.320.953 - - - - - - - 2.320.953

N-7 R0380 - - - - - - - 3.708.681 - - - - - - - - 3.708.681

N-6 R0390 - - - - - - 2.617.643 - - - - - - - - - 2.617.643

N-5 R0400 - - - - - 8.275.117 - - - - - - - - - - 8.275.117

N-4 R0410 - - - - 1.537.121 - - - - - - - - - - - 1.537.121

N-3 R0420 - - - 10.067.578 - - - - - - - - - - - - 10.067.578

N-2 R0430 - - 12.406.088 - - - - - - - - - - - - - 12.406.088

N-1 R0440 - 8.585.136 - - - - - - - - - - - - - - 8.585.136

N R0450 6.795.082 - - - - - - - - - - - - - - - 6.795.082

Totaal 63.577.908

Net RBNS Claims

Line of business Z0010 Marine, aviation and transport insurance [direct business and accepted proportional reinsurance]


0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 & +

In Current

year

Sum of years

(cumulative)


Prior R0100 - - - - - - - - - - - - - - - 204982,46 204.982 204.982

N-14 R0110 - - - - - - - - - - - - - - -28.534 - -28.534 -28.534

N-13 R0120 - - - - - - - - - - - - - 4.227 - - 4.227 4.227

N-12 R0130 - - - - - - - - - - - - 5.166 - - - 5.166 5.166

N-11 R0140 - - - - - - - - - - - 72.753 - - - - 72.753 72.753

N-10 R0150 - - - - - - - - - - 5.355 - - - - - 5.355 5.355

N-9 R0160 - - - - - - - - - 45.377 - - - - - - 45.377 45.377

N-8 R0170 - - - - - - - - -41.752 - - - - - - - -41.752 -41.752

N-7 R0180 - - - - - - - 475.788 - - - - - - - - 475.788 475.788

N-6 R0190 - - - - - - 85.614 - - - - - - - - - 85.614 85.614

N-5 R0200 - - - - - 1.602.382 - - - - - - - - - - 1.602.382 1.602.382

N-4 R0210 - - - - 381.038 - - - - - - - - - - - 381.038 381.038

N-3 R0220 - - - 4.879.115 - - - - - - - - - - - - 4.879.115 4.879.115

N-2 R0230 - - 18.415.299 - - - - - - - - - - - - - 18.415.299 18.415.299

N-1 R0240 - 22.606.049 - - - - - - - - - - - - - - 22.606.049 22.606.049

N R0250 11.128.868 - - - - - - - - - - - - - - - 11.128.868 11.128.868

Totaal 59.841.729 59.841.729

0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 & +

In Current

year

Sum of years

(cumulative)


Prior R0300 - - - - - - - - - - - - - - - 122787,85 122.788 122.788

N-14 R0310 - - - - - - - - - - - - - - -17.120 - -17.120 -17.120

N-13 R0320 - - - - - - - - - - - - - 2.536 - - 2.536 2.536

N-12 R0330 - - - - - - - - - - - - 3.100 - - - 3.100 3.100

N-11 R0340 - - - - - - - - - - - 43.652 - - - - 43.652 43.652

N-10 R0350 - - - - - - - - - - 3.073 - - - - - 3.073 3.073

N-9 R0360 - - - - - - - - - 27.195 - - - - - - 27.195 27.195

N-8 R0370 - - - - - - - - -25.051 - - - - - - - -25.051 -25.051

N-7 R0380 - - - - - - - 285.473 - - - - - - - - 285.473 285.473

N-6 R0390 - - - - - - 51.368 - - - - - - - - - 51.368 51.368

N-5 R0400 - - - - - 961.363 - - - - - - - - - - 961.363 961.363

N-4 R0410 - - - - 215.199 - - - - - - - - - - - 215.199 215.199

N-3 R0420 - - - 2.783.230 - - - - - - - - - - - - 2.783.230 2.783.230

N-2 R0430 - - 11.112.301 - - - - - - - - - - - - - 11.112.301 11.112.301

N-1 R0440 - 14.286.750 - - - - - - - - - - - - - - 14.286.750 14.286.750

N R0450 3.155.080 - - - - - - - - - - - - - - - 3.155.080 3.155.080

Totaal 33.010.937 33.010.937

Gross Paid Claims


0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 & +

In Current

year

Sum of years

(cumulative)


Prior R0300 - - - - - - - - - - - - - - - 82194,61 82.195 82.195

N-14 R0310 - - - - - - - - - - - - - - -11.414 - -11.414 -11.414

N-13 R0320 - - - - - - - - - - - - - 1.691 - - 1.691 1.691

N-12 R0330 - - - - - - - - - - - - 2.066 - - - 2.066 2.066

N-11 R0340 - - - - - - - - - - - 29.101 - - - - 29.101 29.101

N-10 R0350 - - - - - - - - - - 2.282 - - - - - 2.282 2.282

N-9 R0360 - - - - - - - - - 18.182 - - - - - - 18.182 18.182

N-8 R0370 - - - - - - - - -16.701 - - - - - - - -16.701 -16.701

N-7 R0380 - - - - - - - 190.315 - - - - - - - - 190.315 190.315

N-6 R0390 - - - - - - 34.246 - - - - - - - - - 34.246 34.246

N-5 R0400 - - - - - 641.018 - - - - - - - - - - 641.018 641.018

N-4 R0410 - - - - 165.839 - - - - - - - - - - - 165.839 165.839

N-3 R0420 - - - 2.095.886 - - - - - - - - - - - - 2.095.886 2.095.886

N-2 R0430 - - 7.302.998 - - - - - - - - - - - - - 7.302.998 7.302.998

N-1 R0440 - 8.319.299 - - - - - - - - - - - - - - 8.319.299 8.319.299

N R0450 7.973.789 - - - - - - - - - - - - - - - 7.973.789 7.973.789

Totaal 26.830.792 26.830.792

0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 & +

Year end

(discounted

data)


Prior R0100 - - - - - - - - - - - - - - - 286799,00 100.615

N-14 R0110 - - - - - - - - - - - - - - 282.796 - 122.325

N-13 R0120 - - - - - - - - - - - - - 358.618 - - 241.004

N-12 R0130 - - - - - - - - - - - - 112.222 - - - 117.535

N-11 R0140 - - - - - - - - - - - 30.072 - - - - 75.585

N-10 R0150 - - - - - - - - - - 123.044 - - - - - 179.094

N-9 R0160 - - - - - - - - - 506.272 - - - - - - 231.141

N-8 R0170 - - - - - - - - 165.479 - - - - - - - 295.086

N-7 R0180 - - - - - - - 495.591 - - - - - - - - 524.946

N-6 R0190 - - - - - - 1.634.393 - - - - - - - - - 991.254

N-5 R0200 - - - - - 3.137.885 - - - - - - - - - - 1.329.850

N-4 R0210 - - - - 1.846.402 - - - - - - - - - - - 1.862.997

N-3 R0220 - - - 13.196.890 - - - - - - - - - - - - 7.353.919

N-2 R0230 - - 20.974.450 - - - - - - - - - - - - - 29.171.456

N-1 R0240 - 18.195.670 - - - - - - - - - - - - - - 16.375.100

N R0250 45.794.964 - - - - - - - - - - - - - - - 47.819.195

Totaal 106.791.103

Net claims Paid


0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 & +

Year end

(discounted

data)


Prior R0300 - - - - - - - - - - - - - - - 190338,84 13.684

N-14 R0310 - - - - - - - - - - - - - - 169.678 - 73.395

N-13 R0320 - - - - - - - - - - - - - 235.625 - - 128.401

N-12 R0330 - - - - - - - - - - - - 67.333 - - - 44.873

N-11 R0340 - - - - - - - - - - - 24.264 - - - - 69.081

N-10 R0350 - - - - - - - - - - 73.826 - - - - - 107.451

N-9 R0360 - - - - - - - - - 307.651 - - - - - - 140.465

N-8 R0370 - - - - - - - - 99.287 - - - - - - - 177.059

N-7 R0380 - - - - - - - 297.355 - - - - - - - - 314.975

N-6 R0390 - - - - - - 980.636 - - - - - - - - - 594.761

N-5 R0400 - - - - - 2.067.253 - - - - - - - - - - 905.608

N-4 R0410 - - - - 1.072.522 - - - - - - - - - - - 1.117.789

N-3 R0420 - - - 8.089.319 - - - - - - - - - - - - 4.750.364

N-2 R0430 - - 13.103.378 - - - - - - - - - - - - - 17.808.598

N-1 R0440 - 10.380.525 - - - - - - - - - - - - - - 9.623.718

N R0450 28.893.433 - - - - - - - - - - - - - - - 28.919.721

Totaal 64.789.943

0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 & +

Year end

(discounted

data)


Prior R0300 - - - - - - - - - - - - - - - 96460,16 86.931

N-14 R0310 - - - - - - - - - - - - - - 113.118 - 48.930

N-13 R0320 - - - - - - - - - - - - - 122.993 - - 112.602

N-12 R0330 - - - - - - - - - - - - 44.889 - - - 72.662

N-11 R0340 - - - - - - - - - - - 5.808 - - - - 6.504

N-10 R0350 - - - - - - - - - - 49.218 - - - - - 71.643

N-9 R0360 - - - - - - - - - 198.621 - - - - - - 90.677

N-8 R0370 - - - - - - - - 66.191 - - - - - - - 118.027

N-7 R0380 - - - - - - - 198.236 - - - - - - - - 209.972

N-6 R0390 - - - - - - 653.757 - - - - - - - - - 396.492

N-5 R0400 - - - - - 1.070.633 - - - - - - - - - - 424.242

N-4 R0410 - - - - 773.879 - - - - - - - - - - - 745.208

N-3 R0420 - - - 5.107.570 - - - - - - - - - - - - 2.603.555

N-2 R0430 - - 7.871.073 - - - - - - - - - - - - - 11.362.859

N-1 R0440 - 7.815.145 - - - - - - - - - - - - - - 6.751.381

N R0450 16.901.531 - - - - - - - - - - - - - - - 18.899.474

Totaal 42.001.159



0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 & + Year end


Prior R0100 - - - - - - - - - - - - - - - 144064,93 144.065

N-14 R0110 - - - - - - - - - - - - - - 121.982 - 121.982

N-13 R0120 - - - - - - - - - - - - - 240.324 - - 240.324

N-12 R0130 - - - - - - - - - - - - 117.308 - - - 117.308

N-11 R0140 - - - - - - - - - - - 75.550 - - - - 75.550

N-10 R0150 - - - - - - - - - - 178.983 - - - - - 178.983

N-9 R0160 - - - - - - - - - 231.138 - - - - - - 231.138

N-8 R0170 - - - - - - - - 295.111 - - - - - - - 295.111

N-7 R0180 - - - - - - - 524.560 - - - - - - - - 524.560

N-6 R0190 - - - - - - 989.730 - - - - - - - - - 989.730

N-5 R0200 - - - - - 1.328.732 - - - - - - - - - - 1.328.732

N-4 R0210 - - - - 1.861.558 - - - - - - - - - - - 1.861.558

N-3 R0220 - - - 7.348.275 - - - - - - - - - - - - 7.348.275

N-2 R0230 - - 29.141.655 - - - - - - - - - - - - - 29.141.655

N-1 R0240 - 16.353.717 - - - - - - - - - - - - - - 16.353.717

N R0250 47.703.485 - - - - - - - - - - - - - - - 47.703.485

Totaal 106.656.172

0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 & + Year end


Prior R0300 - - - - - - - - - - - - - - - 19592,93 19.593

N-14 R0310 - - - - - - - - - - - - - - 73.189 - 73.189

N-13 R0320 - - - - - - - - - - - - - 128.039 - - 128.039

N-12 R0330 - - - - - - - - - - - - 44.786 - - - 44.786

N-11 R0340 - - - - - - - - - - - 69.048 - - - - 69.048

N-10 R0350 - - - - - - - - - - 107.385 - - - - - 107.385

N-9 R0360 - - - - - - - - - 140.462 - - - - - - 140.462

N-8 R0370 - - - - - - - - 177.074 - - - - - - - 177.074

N-7 R0380 - - - - - - - 314.743 - - - - - - - - 314.743

N-6 R0390 - - - - - - 593.847 - - - - - - - - - 593.847

N-5 R0400 - - - - - 904.847 - - - - - - - - - - 904.847

N-4 R0410 - - - - 1.116.925 - - - - - - - - - - - 1.116.925

N-3 R0420 - - - 4.746.718 - - - - - - - - - - - - 4.746.718

N-2 R0430 - - 17.790.405 - - - - - - - - - - - - - 17.790.405

N-1 R0440 - 9.611.152 - - - - - - - - - - - - - - 9.611.152

N R0450 28.849.742 - - - - - - - - - - - - - - - 28.849.742

Totaal 64.687.957



0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 & + Year end


Prior R0300 - - - - - - - - - - - - - - - 124472,01 124.472

N-14 R0310 - - - - - - - - - - - - - - 48.793 - 48.793

N-13 R0320 - - - - - - - - - - - - - 112.285 - - 112.285

N-12 R0330 - - - - - - - - - - - - 72.522 - - - 72.522

N-11 R0340 - - - - - - - - - - - 6.501 - - - - 6.501

N-10 R0350 - - - - - - - - - - 71.598 - - - - - 71.598

N-9 R0360 - - - - - - - - - 90.675 - - - - - - 90.675

N-8 R0370 - - - - - - - - 118.037 - - - - - - - 118.037

N-7 R0380 - - - - - - - 209.817 - - - - - - - - 209.817

N-6 R0390 - - - - - - 395.883 - - - - - - - - - 395.883

N-5 R0400 - - - - - 423.885 - - - - - - - - - - 423.885

N-4 R0410 - - - - 744.633 - - - - - - - - - - - 744.633

N-3 R0420 - - - 2.601.557 - - - - - - - - - - - - 2.601.557

N-2 R0430 - - 11.351.251 - - - - - - - - - - - - - 11.351.251

N-1 R0440 - 6.742.566 - - - - - - - - - - - - - - 6.742.566

N R0450 18.853.742 - - - - - - - - - - - - - - - 18.853.742

Totaal 41.968.216

Net RBNS Claims

Line of business Z0010 Miscellaneous financial loss [direct business and accepted proportional reinsurance]


0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 & +

In Current

year

Sum of years

(cumulative)


Prior R0100 - - - - - - - - - - - - - - - 0,00 - -

N-14 R0110 - - - - - - - - - - - - - - - - - -

N-13 R0120 - - - - - - - - - - - - - - - - - -

N-12 R0130 - - - - - - - - - - - - - - - - - -

N-11 R0140 - - - - - - - - - - - - - - - - - -

N-10 R0150 - - - - - - - - - - - - - - - - - -

N-9 R0160 - - - - - - - - - - - - - - - - - -

N-8 R0170 - - - - - - - - - - - - - - - - - -

N-7 R0180 - - - - - - - 61.881 - - - - - - - - 61.881 61.881

N-6 R0190 - - - - - - -1.769.348 - - - - - - - - - -1.769.348 -1.769.348

N-5 R0200 - - - - - 231.635 - - - - - - - - - - 231.635 231.635

N-4 R0210 - - - - 227.002 - - - - - - - - - - - 227.002 227.002

N-3 R0220 - - - 825.228 - - - - - - - - - - - - 825.228 825.228

N-2 R0230 - - 1.293.928 - - - - - - - - - - - - - 1.293.928 1.293.928

N-1 R0240 - 190.434 - - - - - - - - - - - - - - 190.434 190.434

N R0250 108.884 - - - - - - - - - - - - - - - 108.884 108.884

Totaal 1.169.644 1.169.644

0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 & +

In Current

year

Sum of years

(cumulative)


Prior R0300 - - - - - - - - - - - - - - - 0,00 - -

N-14 R0310 - - - - - - - - - - - - - - - - - -

N-13 R0320 - - - - - - - - - - - - - - - - - -

N-12 R0330 - - - - - - - - - - - - - - - - - -

N-11 R0340 - - - - - - - - - - - - - - - - - -

N-10 R0350 - - - - - - - - - - - - - - - - - -

N-9 R0360 - - - - - - - - - - - - - - - - - -

N-8 R0370 - - - - - - - - - - - - - - - - - -

N-7 R0380 - - - - - - - 49.504 - - - - - - - - 49.504 49.504

N-6 R0390 - - - - - - -1.415.478 - - - - - - - - - -1.415.478 -1.415.478

N-5 R0400 - - - - - 185.308 - - - - - - - - - - 185.308 185.308

N-4 R0410 - - - - 17.937 - - - - - - - - - - - 17.937 17.937

N-3 R0420 - - - 658.993 - - - - - - - - - - - - 658.993 658.993

N-2 R0430 - - 1.264.971 - - - - - - - - - - - - - 1.264.971 1.264.971

N-1 R0440 - 117.127 - - - - - - - - - - - - - - 117.127 117.127

N R0450 87.146 - - - - - - - - - - - - - - - 87.146 87.146

Totaal 965.507 965.507

Gross Paid Claims


0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 & +

In Current

year

Sum of years

(cumulative)


Prior R0300 - - - - - - - - - - - - - - - 0,00 - -

N-14 R0310 - - - - - - - - - - - - - - - - - -

N-13 R0320 - - - - - - - - - - - - - - - - - -

N-12 R0330 - - - - - - - - - - - - - - - - - -

N-11 R0340 - - - - - - - - - - - - - - - - - -

N-10 R0350 - - - - - - - - - - - - - - - - - -

N-9 R0360 - - - - - - - - - - - - - - - - - -

N-8 R0370 - - - - - - - - - - - - - - - - - -

N-7 R0380 - - - - - - - 12.376 - - - - - - - - 12.376 12.376

N-6 R0390 - - - - - - -353.870 - - - - - - - - - -353.870 -353.870

N-5 R0400 - - - - - 46.327 - - - - - - - - - - 46.327 46.327

N-4 R0410 - - - - 209.066 - - - - - - - - - - - 209.066 209.066

N-3 R0420 - - - 166.235 - - - - - - - - - - - - 166.235 166.235

N-2 R0430 - - 28.958 - - - - - - - - - - - - - 28.958 28.958

N-1 R0440 - 73.307 - - - - - - - - - - - - - - 73.307 73.307

N R0450 21.738 - - - - - - - - - - - - - - - 21.738 21.738

Totaal 204.137 204.137

0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 & +

Year end

(discounted

data)


Prior R0100 - - - - - - - - - - - - - - - 6538,30 6.558

N-14 R0110 - - - - - - - - - - - - - - 434 - 436

N-13 R0120 - - - - - - - - - - - - - 17.069 - - 17.121

N-12 R0130 - - - - - - - - - - - - 5.000 - - - 5.015

N-11 R0140 - - - - - - - - - - - 0 - - - - -38

N-10 R0150 - - - - - - - - - - 16.648 - - - - - 16.680

N-9 R0160 - - - - - - - - - - - - - - - - -188

N-8 R0170 - - - - - - - - 10.000 - - - - - - - 9.838

N-7 R0180 - - - - - - - 351.504 - - - - - - - - 353.805

N-6 R0190 - - - - - - 57.116 - - - - - - - - - 58.050

N-5 R0200 - - - - - 216.599 - - - - - - - - - - 213.952

N-4 R0210 - - - - 1.223.273 - - - - - - - - - - - 1.175.116

N-3 R0220 - - - 487.555 - - - - - - - - - - - - 699.810

N-2 R0230 - - 508.122 - - - - - - - - - - - - - 914.421

N-1 R0240 - 162.598 - - - - - - - - - - - - - - 202.882

N R0250 212.182 - - - - - - - - - - - - - - - 1.053.232

Totaal 4.726.688


Net claims Paid

0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 & +

Year end

(discounted

data)


Prior R0300 - - - - - - - - - - - - - - - 3803,01 3.814

N-14 R0310 - - - - - - - - - - - - - - 261 - 262

N-13 R0320 - - - - - - - - - - - - - 10.241 - - 10.273

N-12 R0330 - - - - - - - - - - - - 1.300 - - - 1.304

N-11 R0340 - - - - - - - - - - - 0 - - - - 0

N-10 R0350 - - - - - - - - - - 9.989 - - - - - 10.008

N-9 R0360 - - - - - - - - - 0 - - - - - - 0

N-8 R0370 - - - - - - - - 6.000 - - - - - - - -53.606

N-7 R0380 - - - - - - - 379.291 - - - - - - - - 381.285

N-6 R0390 - - - - - - 19.338 - - - - - - - - - 19.558

N-5 R0400 - - - - - 607.940 - - - - - - - - - - 609.499

N-4 R0410 - - - - 991.613 - - - - - - - - - - - 951.542

N-3 R0420 - - - 313.162 - - - - - - - - - - - - 452.297

N-2 R0430 - - 183.714 - - - - - - - - - - - - - 330.639

N-1 R0440 - 33.464 - - - - - - - - - - - - - - 39.359

N R0450 84.988 - - - - - - - - - - - - - - - 753.701

Totaal 3.509.933

0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 & +

Year end

(discounted

data)


Prior R0300 - - - - - - - - - - - - - - - 2735,29 2.744

N-14 R0310 - - - - - - - - - - - - - - 174 - 174

N-13 R0320 - - - - - - - - - - - - - 6.828 - - 6.848

N-12 R0330 - - - - - - - - - - - - 3.700 - - - 3.711

N-11 R0340 - - - - - - - - - - - -0 - - - - -38

N-10 R0350 - - - - - - - - - - 6.659 - - - - - 6.672

N-9 R0360 - - - - - - - - - -0 - - - - - - -189

N-8 R0370 - - - - - - - - 4.000 - - - - - - - 63.444

N-7 R0380 - - - - - - - -27.787 - - - - - - - - -27.480

N-6 R0390 - - - - - - 37.778 - - - - - - - - - 38.492

N-5 R0400 - - - - - -391.341 - - - - - - - - - - -395.547

N-4 R0410 - - - - 231.660 - - - - - - - - - - - 223.574

N-3 R0420 - - - 174.393 - - - - - - - - - - - - 247.514

N-2 R0430 - - 324.407 - - - - - - - - - - - - - 583.782

N-1 R0440 - 129.134 - - - - - - - - - - - - - - 163.523

N R0450 127.194 - - - - - - - - - - - - - - - 299.531

Totaal 1.216.755



0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 & + Year end


Prior R0100 - - - - - - - - - - - - - - - 6538,19 6.538

N-14 R0110 - - - - - - - - - - - - - - 434 - 434

N-13 R0120 - - - - - - - - - - - - - 17.069 - - 17.069

N-12 R0130 - - - - - - - - - - - - 5.000 - - - 5.000

N-11 R0140 - - - - - - - - - - - -38 - - - - -38

N-10 R0150 - - - - - - - - - - 16.614 - - - - - 16.614

N-9 R0160 - - - - - - - - - -188 - - - - - - -188

N-8 R0170 - - - - - - - - 9.799 - - - - - - - 9.799

N-7 R0180 - - - - - - - 352.433 - - - - - - - - 352.433

N-6 R0190 - - - - - - 57.825 - - - - - - - - - 57.825

N-5 R0200 - - - - - 213.114 - - - - - - - - - - 213.114

N-4 R0210 - - - - 1.170.588 - - - - - - - - - - - 1.170.588

N-3 R0220 - - - 697.149 - - - - - - - - - - - - 697.149

N-2 R0230 - - 910.972 - - - - - - - - - - - - - 910.972

N-1 R0240 - 202.120 - - - - - - - - - - - - - - 202.120

N R0250 1.049.285 - - - - - - - - - - - - - - - 1.049.285

Totaal 4.708.715

0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 & + Year end


Prior R0300 - - - - - - - - - - - - - - - 3802,28 3.802

N-14 R0310 - - - - - - - - - - - - - - 261 - 261

N-13 R0320 - - - - - - - - - - - - - 10.242 - - 10.242

N-12 R0330 - - - - - - - - - - - - 1.300 - - - 1.300

N-11 R0340 - - - - - - - - - - - 0 - - - - 0

N-10 R0350 - - - - - - - - - - 9.968 - - - - - 9.968

N-9 R0360 - - - - - - - - - 0 - - - - - - 0

N-8 R0370 - - - - - - - - -53.391 - - - - - - - -53.391

N-7 R0380 - - - - - - - 379.806 - - - - - - - - 379.806

N-6 R0390 - - - - - - 19.482 - - - - - - - - - 19.482

N-5 R0400 - - - - - 607.111 - - - - - - - - - - 607.111

N-4 R0410 - - - - 947.876 - - - - - - - - - - - 947.876

N-3 R0420 - - - 450.576 - - - - - - - - - - - - 450.576

N-2 R0430 - - 329.392 - - - - - - - - - - - - - 329.392

N-1 R0440 - 39.211 - - - - - - - - - - - - - - 39.211

N R0450 750.877 - - - - - - - - - - - - - - - 750.877

Totaal 3.496.513



0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 & + Year end


Prior R0300 - - - - - - - - - - - - - - - 2735,91 2.736

N-14 R0310 - - - - - - - - - - - - - - 173 - 173

N-13 R0320 - - - - - - - - - - - - - 6.828 - - 6.828

N-12 R0330 - - - - - - - - - - - - 3.700 - - - 3.700

N-11 R0340 - - - - - - - - - - - -38 - - - - -38

N-10 R0350 - - - - - - - - - - 6.646 - - - - - 6.646

N-9 R0360 - - - - - - - - - -188 - - - - - - -188

N-8 R0370 - - - - - - - - 63.190 - - - - - - - 63.190

N-7 R0380 - - - - - - - -27.373 - - - - - - - - -27.373

N-6 R0390 - - - - - - 38.344 - - - - - - - - - 38.344

N-5 R0400 - - - - - -393.997 - - - - - - - - - - -393.997

N-4 R0410 - - - - 222.712 - - - - - - - - - - - 222.712

N-3 R0420 - - - 246.572 - - - - - - - - - - - - 246.572

N-2 R0430 - - 581.580 - - - - - - - - - - - - - 581.580

N-1 R0440 - 162.909 - - - - - - - - - - - - - - 162.909

N R0450 298.408 - - - - - - - - - - - - - - - 298.408

Totaal 1.212.201

Net RBNS Claims

Line of business Z0010 Motor vehicle liability insurance [direct business and accepted proportional reinsurance]


0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 & +

In Current

year

Sum of years

(cumulative)


Prior R0100 - - - - - - - - - - - - - - - 153407,36 153.407 153.407

N-14 R0110 - - - - - - - - - - - - - - - - - -

N-13 R0120 - - - - - - - - - - - - - 31.333 - - 31.333 31.333

N-12 R0130 - - - - - - - - - - - - 93.280 - - - 93.280 93.280

N-11 R0140 - - - - - - - - - - - 38.105 - - - - 38.105 38.105

N-10 R0150 - - - - - - - - - - 241.728 - - - - - 241.728 241.728

N-9 R0160 - - - - - - - - - 175.964 - - - - - - 175.964 175.964

N-8 R0170 - - - - - - - - 129.279 - - - - - - - 129.279 129.279

N-7 R0180 - - - - - - - 406.848 - - - - - - - - 406.848 406.848

N-6 R0190 - - - - - - 386.529 - - - - - - - - - 386.529 386.529

N-5 R0200 - - - - - 676.824 - - - - - - - - - - 676.824 676.824

N-4 R0210 - - - - 1.120.642 - - - - - - - - - - - 1.120.642 1.120.642

N-3 R0220 - - - 961.005 - - - - - - - - - - - - 961.005 961.005

N-2 R0230 - - 1.300.486 - - - - - - - - - - - - - 1.300.486 1.300.486

N-1 R0240 - 3.118.773 - - - - - - - - - - - - - - 3.118.773 3.118.773

N R0250 2.904.516 - - - - - - - - - - - - - - - 2.904.516 2.904.516

Totaal 11.738.719 11.738.719

0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 & +

In Current

year

Sum of years

(cumulative)


Prior R0300 - - - - - - - - - - - - - - - 85714,94 85.715 85.715

N-14 R0310 - - - - - - - - - - - - - - - - - -

N-13 R0320 - - - - - - - - - - - - - 18.800 - - 18.800 18.800

N-12 R0330 - - - - - - - - - - - - -15.156 - - - -15.156 -15.156

N-11 R0340 - - - - - - - - - - - -54.567 - - - - -54.567 -54.567

N-10 R0350 - - - - - - - - - - 234.807 - - - - - 234.807 234.807

N-9 R0360 - - - - - - - - - -59.391 - - - - - - -59.391 -59.391

N-8 R0370 - - - - - - - - 99.809 - - - - - - - 99.809 99.809

N-7 R0380 - - - - - - - 244.109 - - - - - - - - 244.109 244.109

N-6 R0390 - - - - - - 219.286 - - - - - - - - - 219.286 219.286

N-5 R0400 - - - - - 403.763 - - - - - - - - - - 403.763 403.763

N-4 R0410 - - - - 681.606 - - - - - - - - - - - 681.606 681.606

N-3 R0420 - - - 566.330 - - - - - - - - - - - - 566.330 566.330

N-2 R0430 - - 784.250 - - - - - - - - - - - - - 784.250 784.250

N-1 R0440 - 361.637 - - - - - - - - - - - - - - 361.637 361.637

N R0450 19.580 - - - - - - - - - - - - - - - 19.580 19.580

Totaal 3.590.578 3.590.578

Gross Paid Claims


0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 & +

In Current

year

Sum of years

(cumulative)


Prior R0300 - - - - - - - - - - - - - - - 67692,42 67.692 67.692

N-14 R0310 - - - - - - - - - - - - - - - - - -

N-13 R0320 - - - - - - - - - - - - - 12.533 - - 12.533 12.533

N-12 R0330 - - - - - - - - - - - - 108.435 - - - 108.435 108.435

N-11 R0340 - - - - - - - - - - - 92.672 - - - - 92.672 92.672

N-10 R0350 - - - - - - - - - - 6.921 - - - - - 6.921 6.921

N-9 R0360 - - - - - - - - - 235.355 - - - - - - 235.355 235.355

N-8 R0370 - - - - - - - - 29.470 - - - - - - - 29.470 29.470

N-7 R0380 - - - - - - - 162.739 - - - - - - - - 162.739 162.739

N-6 R0390 - - - - - - 167.244 - - - - - - - - - 167.244 167.244

N-5 R0400 - - - - - 273.061 - - - - - - - - - - 273.061 273.061

N-4 R0410 - - - - 439.035 - - - - - - - - - - - 439.035 439.035

N-3 R0420 - - - 394.675 - - - - - - - - - - - - 394.675 394.675

N-2 R0430 - - 516.236 - - - - - - - - - - - - - 516.236 516.236

N-1 R0440 - 2.757.137 - - - - - - - - - - - - - - 2.757.137 2.757.137

N R0450 2.884.936 - - - - - - - - - - - - - - - 2.884.936 2.884.936

Totaal 8.148.141 8.148.141

0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 & +

Year end

(discounted

data)


Prior R0100 - - - - - - - - - - - - - - - 1550051,55 1.234.167

N-14 R0110 - - - - - - - - - - - - - - 261.558 - 262.351

N-13 R0120 - - - - - - - - - - - - - 822.785 - - 825.277

N-12 R0130 - - - - - - - - - - - - 2.025.985 - - - 2.034.180

N-11 R0140 - - - - - - - - - - - 1.727.161 - - - - 1.734.521

N-10 R0150 - - - - - - - - - - 575.472 - - - - - 577.850

N-9 R0160 - - - - - - - - - 1.625.472 - - - - - - 1.631.919

N-8 R0170 - - - - - - - - 2.750.708 - - - - - - - 2.624.379

N-7 R0180 - - - - - - - 2.518.202 - - - - - - - - 2.266.097

N-6 R0190 - - - - - - 1.744.564 - - - - - - - - - 1.603.427

N-5 R0200 - - - - - 4.039.014 - - - - - - - - - - 4.048.317

N-4 R0210 - - - - 5.357.057 - - - - - - - - - - - 5.230.543

N-3 R0220 - - - 5.839.395 - - - - - - - - - - - - 5.479.866

N-2 R0230 - - 4.111.159 - - - - - - - - - - - - - 3.776.713

N-1 R0240 - 4.216.510 - - - - - - - - - - - - - - 3.858.554

N R0250 5.033.203 - - - - - - - - - - - - - - - 5.175.486

Totaal 42.363.645

Net claims Paid


0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 & +

Year end

(discounted

data)


Prior R0300 - - - - - - - - - - - - - - - 1350866,97 1.075.565

N-14 R0310 - - - - - - - - - - - - - - 281.868 - 282.722

N-13 R0320 - - - - - - - - - - - - - 732.594 - - 734.814

N-12 R0330 - - - - - - - - - - - - 1.894.872 - - - 1.916.167

N-11 R0340 - - - - - - - - - - - 1.533.252 - - - - 1.578.441

N-10 R0350 - - - - - - - - - - 584.717 - - - - - 591.482

N-9 R0360 - - - - - - - - - 1.328.872 - - - - - - 1.334.156

N-8 R0370 - - - - - - - - 2.561.792 - - - - - - - 2.444.150

N-7 R0380 - - - - - - - 1.884.116 - - - - - - - - 1.695.498

N-6 R0390 - - - - - - 1.133.071 - - - - - - - - - 1.041.443

N-5 R0400 - - - - - 3.170.612 - - - - - - - - - - 3.177.945

N-4 R0410 - - - - 4.217.496 - - - - - - - - - - - 4.117.915

N-3 R0420 - - - 3.787.764 - - - - - - - - - - - - 3.554.562

N-2 R0430 - - 2.741.261 - - - - - - - - - - - - - 2.518.262

N-1 R0440 - 582.403 - - - - - - - - - - - - - - 532.961

N R0450 37.472 - - - - - - - - - - - - - - - 40.429

Totaal 26.636.512

0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 & +

Year end

(discounted

data)


Prior R0300 - - - - - - - - - - - - - - - 199184,58 158.603

N-14 R0310 - - - - - - - - - - - - - - -20.310 - -20.371

N-13 R0320 - - - - - - - - - - - - - 90.191 - - 90.463

N-12 R0330 - - - - - - - - - - - - 131.113 - - - 118.013

N-11 R0340 - - - - - - - - - - - 193.908 - - - - 156.079

N-10 R0350 - - - - - - - - - - -9.245 - - - - - -13.632

N-9 R0360 - - - - - - - - - 296.600 - - - - - - 297.763

N-8 R0370 - - - - - - - - 188.916 - - - - - - - 180.229

N-7 R0380 - - - - - - - 634.086 - - - - - - - - 570.599

N-6 R0390 - - - - - - 611.493 - - - - - - - - - 561.984

N-5 R0400 - - - - - 868.401 - - - - - - - - - - 870.371

N-4 R0410 - - - - 1.139.561 - - - - - - - - - - - 1.112.628

N-3 R0420 - - - 2.051.631 - - - - - - - - - - - - 1.925.304

N-2 R0430 - - 1.369.898 - - - - - - - - - - - - - 1.258.451

N-1 R0440 - 3.634.106 - - - - - - - - - - - - - - 3.325.593

N R0450 4.995.731 - - - - - - - - - - - - - - - 5.135.057

Totaal 15.727.134



0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 & + Year end


Prior R0100 - - - - - - - - - - - - - - - 1550042,13 1.550.042

N-14 R0110 - - - - - - - - - - - - - - 261.558 - 261.558

N-13 R0120 - - - - - - - - - - - - - 822.785 - - 822.785

N-12 R0130 - - - - - - - - - - - - 2.025.985 - - - 2.025.985

N-11 R0140 - - - - - - - - - - - 1.727.161 - - - - 1.727.161

N-10 R0150 - - - - - - - - - - 575.472 - - - - - 575.472

N-9 R0160 - - - - - - - - - 1.625.472 - - - - - - 1.625.472

N-8 R0170 - - - - - - - - 2.614.368 - - - - - - - 2.614.368

N-7 R0180 - - - - - - - 2.257.652 - - - - - - - - 2.257.652

N-6 R0190 - - - - - - 1.597.533 - - - - - - - - - 1.597.533

N-5 R0200 - - - - - 4.033.546 - - - - - - - - - - 4.033.546

N-4 R0210 - - - - 5.211.529 - - - - - - - - - - - 5.211.529

N-3 R0220 - - - 5.459.981 - - - - - - - - - - - - 5.459.981

N-2 R0230 - - 3.763.020 - - - - - - - - - - - - - 3.763.020

N-1 R0240 - 3.844.570 - - - - - - - - - - - - - - 3.844.570

N R0250 4.914.775 - - - - - - - - - - - - - - - 4.914.775

Totaal 42.285.449

0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 & + Year end


Prior R0300 - - - - - - - - - - - - - - - 1350846,46 1.350.846

N-14 R0310 - - - - - - - - - - - - - - 281.868 - 281.868

N-13 R0320 - - - - - - - - - - - - - 732.595 - - 732.595

N-12 R0330 - - - - - - - - - - - - 1.908.447 - - - 1.908.447

N-11 R0340 - - - - - - - - - - - 1.571.744 - - - - 1.571.744

N-10 R0350 - - - - - - - - - - 589.048 - - - - - 589.048

N-9 R0360 - - - - - - - - - 1.328.886 - - - - - - 1.328.886

N-8 R0370 - - - - - - - - 2.434.827 - - - - - - - 2.434.827

N-7 R0380 - - - - - - - 1.689.180 - - - - - - - - 1.689.180

N-6 R0390 - - - - - - 1.037.615 - - - - - - - - - 1.037.615

N-5 R0400 - - - - - 3.166.351 - - - - - - - - - - 3.166.351

N-4 R0410 - - - - 4.102.945 - - - - - - - - - - - 4.102.945

N-3 R0420 - - - 3.541.663 - - - - - - - - - - - - 3.541.663

N-2 R0430 - - 2.509.131 - - - - - - - - - - - - - 2.509.131

N-1 R0440 - 531.030 - - - - - - - - - - - - - - 531.030

N R0450 38.392 - - - - - - - - - - - - - - - 38.392

Totaal 26.814.568



0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 & + Year end


Prior R0300 - - - - - - - - - - - - - - - 199195,67 199.196

N-14 R0310 - - - - - - - - - - - - - - -20.310 - -20.310

N-13 R0320 - - - - - - - - - - - - - 90.190 - - 90.190

N-12 R0330 - - - - - - - - - - - - 117.537 - - - 117.537

N-11 R0340 - - - - - - - - - - - 155.417 - - - - 155.417

N-10 R0350 - - - - - - - - - - -13.576 - - - - - -13.576

N-9 R0360 - - - - - - - - - 296.586 - - - - - - 296.586

N-8 R0370 - - - - - - - - 179.541 - - - - - - - 179.541

N-7 R0380 - - - - - - - 568.472 - - - - - - - - 568.472

N-6 R0390 - - - - - - 559.918 - - - - - - - - - 559.918

N-5 R0400 - - - - - 867.196 - - - - - - - - - - 867.196

N-4 R0410 - - - - 1.108.584 - - - - - - - - - - - 1.108.584

N-3 R0420 - - - 1.918.318 - - - - - - - - - - - - 1.918.318

N-2 R0430 - - 1.253.888 - - - - - - - - - - - - - 1.253.888

N-1 R0440 - 3.313.540 - - - - - - - - - - - - - - 3.313.540

N R0450 4.876.382 - - - - - - - - - - - - - - - 4.876.382

Totaal 15.470.881

Net RBNS Claims

Line of business Z0010 Other motor insurance [direct business and accepted proportional reinsurance]


0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 & +

In Current

year

Sum of years

(cumulative)


Prior R0100 - - - - - - - - - - - - - - - 0,00 - -

N-14 R0110 - - - - - - - - - - - - - - - - - -

N-13 R0120 - - - - - - - - - - - - - - - - - -

N-12 R0130 - - - - - - - - - - - - - - - - - -

N-11 R0140 - - - - - - - - - - - 1.707 - - - - 1.707 1.707

N-10 R0150 - - - - - - - - - - - - - - - - - -

N-9 R0160 - - - - - - - - - 3.309 - - - - - - 3.309 3.309

N-8 R0170 - - - - - - - - - - - - - - - - - -

N-7 R0180 - - - - - - - 10.951 - - - - - - - - 10.951 10.951

N-6 R0190 - - - - - - 113.728 - - - - - - - - - 113.728 113.728

N-5 R0200 - - - - - 59.621 - - - - - - - - - - 59.621 59.621

N-4 R0210 - - - - 5.769 - - - - - - - - - - - 5.769 5.769

N-3 R0220 - - - -5.360 - - - - - - - - - - - - -5.360 -5.360

N-2 R0230 - - 5.748 - - - - - - - - - - - - - 5.748 5.748

N-1 R0240 - 1.711.020 - - - - - - - - - - - - - - 1.711.020 1.711.020

N R0250 3.303.093 - - - - - - - - - - - - - - - 3.303.093 3.303.093

Totaal 5.209.584 5.209.584

0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 & +

In Current

year

Sum of years

(cumulative)


Prior R0300 - - - - - - - - - - - - - - - 0,00 - -

N-14 R0310 - - - - - - - - - - - - - - - - - -

N-13 R0320 - - - - - - - - - - - - - - - - - -

N-12 R0330 - - - - - - - - - - - - - - - - - -

N-11 R0340 - - - - - - - - - - - 956 - - - - 956 956

N-10 R0350 - - - - - - - - - - - - - - - - - -

N-9 R0360 - - - - - - - - - 1.985 - - - - - - 1.985 1.985

N-8 R0370 - - - - - - - - - - - - - - - - - -

N-7 R0380 - - - - - - - 6.571 - - - - - - - - 6.571 6.571

N-6 R0390 - - - - - - 68.237 - - - - - - - - - 68.237 68.237

N-5 R0400 - - - - - 34.014 - - - - - - - - - - 34.014 34.014

N-4 R0410 - - - - 6.028 - - - - - - - - - - - 6.028 6.028

N-3 R0420 - - - -4.485 - - - - - - - - - - - - -4.485 -4.485

N-2 R0430 - - 7.103 - - - - - - - - - - - - - 7.103 7.103

N-1 R0440 - 36.284 - - - - - - - - - - - - - - 36.284 36.284

N R0450 40.070 - - - - - - - - - - - - - - - 40.070 40.070

Totaal 196.763 196.763


Gross Paid Claims

0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 & +

In Current

year

Sum of years

(cumulative)


Prior R0300 - - - - - - - - - - - - - - - 0,00 - -

N-14 R0310 - - - - - - - - - - - - - - - - - -

N-13 R0320 - - - - - - - - - - - - - - - - - -

N-12 R0330 - - - - - - - - - - - - - - - - - -

N-11 R0340 - - - - - - - - - - - 751 - - - - 751 751

N-10 R0350 - - - - - - - - - - - - - - - - - -

N-9 R0360 - - - - - - - - - 1.323 - - - - - - 1.323 1.323

N-8 R0370 - - - - - - - - - - - - - - - - - -

N-7 R0380 - - - - - - - 4.381 - - - - - - - - 4.381 4.381

N-6 R0390 - - - - - - 45.491 - - - - - - - - - 45.491 45.491

N-5 R0400 - - - - - 25.607 - - - - - - - - - - 25.607 25.607

N-4 R0410 - - - - -258 - - - - - - - - - - - -258 -258

N-3 R0420 - - - -875 - - - - - - - - - - - - -875 -875

N-2 R0430 - - -1.356 - - - - - - - - - - - - - -1.356 -1.356

N-1 R0440 - 1.674.736 - - - - - - - - - - - - - - 1.674.736 1.674.736

N R0450 3.263.022 - - - - - - - - - - - - - - - 3.263.022 3.263.022

Totaal 5.012.821 5.012.821

0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 & +

Year end

(discounted

data)


Prior R0100 - - - - - - - - - - - - - - - 4547,35 4.561

N-14 R0110 - - - - - - - - - - - - - - - - -

N-13 R0120 - - - - - - - - - - - - - 6 - - 6

N-12 R0130 - - - - - - - - - - - - 2.436 - - - 2.443

N-11 R0140 - - - - - - - - - - - 1 - - - - 23.688

N-10 R0150 - - - - - - - - - - - - - - - - 18.517

N-9 R0160 - - - - - - - - - 69.173 - - - - - - 83.573

N-8 R0170 - - - - - - - - 254.798 - - - - - - - 275.757

N-7 R0180 - - - - - - - 200.020 - - - - - - - - 210.640

N-6 R0190 - - - - - - 138.290 - - - - - - - - - 138.770

N-5 R0200 - - - - - 252.941 - - - - - - - - - - 221.639

N-4 R0210 - - - - 176.211 - - - - - - - - - - - 174.217

N-3 R0220 - - - 74.748 - - - - - - - - - - - - 27.049

N-2 R0230 - - 363.806 - - - - - - - - - - - - - 238.378

N-1 R0240 - 1.067.536 - - - - - - - - - - - - - - 745.586

N R0250 1.910.725 - - - - - - - - - - - - - - - 1.508.222

Totaal 3.673.047

Net claims Paid


0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 & +

Year end

(discounted

data)


Prior R0300 - - - - - - - - - - - - - - - 2727,96 2.743

N-14 R0310 - - - - - - - - - - - - - - - - -

N-13 R0320 - - - - - - - - - - - - - 4 - - 4

N-12 R0330 - - - - - - - - - - - - 1.364 - - - 1.621

N-11 R0340 - - - - - - - - - - - 683 - - - - 749

N-10 R0350 - - - - - - - - - - - - - - - - 8

N-9 R0360 - - - - - - - - - 41.504 - - - - - - 50.153

N-8 R0370 - - - - - - - - 152.879 - - - - - - - 165.461

N-7 R0380 - - - - - - - 120.012 - - - - - - - - 126.387

N-6 R0390 - - - - - - 81.744 - - - - - - - - - 82.032

N-5 R0400 - - - - - 144.445 - - - - - - - - - - 126.569

N-4 R0410 - - - - 105.727 - - - - - - - - - - - 104.534

N-3 R0420 - - - 37.407 - - - - - - - - - - - - 13.538

N-2 R0430 - - 212.510 - - - - - - - - - - - - - 139.247

N-1 R0440 - 8.116 - - - - - - - - - - - - - - 5.669

N R0450 4.780 - - - - - - - - - - - - - - - 3.779

Totaal 822.493

0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 & +

Year end

(discounted

data)


Prior R0300 - - - - - - - - - - - - - - - 1819,39 1.818

N-14 R0310 - - - - - - - - - - - - - - - - -

N-13 R0320 - - - - - - - - - - - - - 2 - - 2

N-12 R0330 - - - - - - - - - - - - 1.072 - - - 822

N-11 R0340 - - - - - - - - - - - -682 - - - - 22.939

N-10 R0350 - - - - - - - - - - - - - - - - 18.510

N-9 R0360 - - - - - - - - - 27.669 - - - - - - 33.420

N-8 R0370 - - - - - - - - 101.919 - - - - - - - 110.297

N-7 R0380 - - - - - - - 80.008 - - - - - - - - 84.253

N-6 R0390 - - - - - - 56.546 - - - - - - - - - 56.739

N-5 R0400 - - - - - 108.496 - - - - - - - - - - 95.070

N-4 R0410 - - - - 70.484 - - - - - - - - - - - 69.683

N-3 R0420 - - - 37.341 - - - - - - - - - - - - 13.511

N-2 R0430 - - 151.296 - - - - - - - - - - - - - 99.131

N-1 R0440 - 1.059.420 - - - - - - - - - - - - - - 739.918

N R0450 1.905.945 - - - - - - - - - - - - - - - 1.504.443

Totaal 2.850.554



0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 & + Year end


Prior R0100 - - - - - - - - - - - - - - - 4547,35 4.547

N-14 R0110 - - - - - - - - - - - - - - - - -

N-13 R0120 - - - - - - - - - - - - - 6 - - 6

N-12 R0130 - - - - - - - - - - - - 2.436 - - - 2.436

N-11 R0140 - - - - - - - - - - - 23.617 - - - - 23.617

N-10 R0150 - - - - - - - - - - 18.438 - - - - - 18.438

N-9 R0160 - - - - - - - - - 83.187 - - - - - - 83.187

N-8 R0170 - - - - - - - - 274.554 - - - - - - - 274.554

N-7 R0180 - - - - - - - 209.805 - - - - - - - - 209.805

N-6 R0190 - - - - - - 138.277 - - - - - - - - - 138.277

N-5 R0200 - - - - - 220.924 - - - - - - - - - - 220.924

N-4 R0210 - - - - 173.697 - - - - - - - - - - - 173.697

N-3 R0220 - - - 26.972 - - - - - - - - - - - - 26.972

N-2 R0230 - - 237.727 - - - - - - - - - - - - - 237.727

N-1 R0240 - 743.596 - - - - - - - - - - - - - - 743.596

N R0250 1.504.248 - - - - - - - - - - - - - - - 1.504.248

Totaal 3.662.033

0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 & + Year end


Prior R0300 - - - - - - - - - - - - - - - 2735,14 2.735

N-14 R0310 - - - - - - - - - - - - - - - - -

N-13 R0320 - - - - - - - - - - - - - 4 - - 4

N-12 R0330 - - - - - - - - - - - - 1.617 - - - 1.617

N-11 R0340 - - - - - - - - - - - 747 - - - - 747

N-10 R0350 - - - - - - - - - - 8 - - - - - 8

N-9 R0360 - - - - - - - - - 49.922 - - - - - - 49.922

N-8 R0370 - - - - - - - - 164.739 - - - - - - - 164.739

N-7 R0380 - - - - - - - 125.886 - - - - - - - - 125.886

N-6 R0390 - - - - - - 81.740 - - - - - - - - - 81.740

N-5 R0400 - - - - - 126.161 - - - - - - - - - - 126.161

N-4 R0410 - - - - 104.222 - - - - - - - - - - - 104.222

N-3 R0420 - - - 13.499 - - - - - - - - - - - - 13.499

N-2 R0430 - - 138.867 - - - - - - - - - - - - - 138.867

N-1 R0440 - 5.654 - - - - - - - - - - - - - - 5.654

N R0450 3.769 - - - - - - - - - - - - - - - 3.769

Totaal 819.569



0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 & + Year end


Prior R0300 - - - - - - - - - - - - - - - 1812,21 1.812

N-14 R0310 - - - - - - - - - - - - - - - - -

N-13 R0320 - - - - - - - - - - - - - 2 - - 2

N-12 R0330 - - - - - - - - - - - - 819 - - - 819

N-11 R0340 - - - - - - - - - - - 22.870 - - - - 22.870

N-10 R0350 - - - - - - - - - - 18.430 - - - - - 18.430

N-9 R0360 - - - - - - - - - 33.265 - - - - - - 33.265

N-8 R0370 - - - - - - - - 109.815 - - - - - - - 109.815

N-7 R0380 - - - - - - - 83.918 - - - - - - - - 83.918

N-6 R0390 - - - - - - 56.537 - - - - - - - - - 56.537

N-5 R0400 - - - - - 94.764 - - - - - - - - - - 94.764

N-4 R0410 - - - - 69.476 - - - - - - - - - - - 69.476

N-3 R0420 - - - 13.473 - - - - - - - - - - - - 13.473

N-2 R0430 - - 98.860 - - - - - - - - - - - - - 98.860

N-1 R0440 - 737.943 - - - - - - - - - - - - - - 737.943

N R0450 1.500.479 - - - - - - - - - - - - - - - 1.500.479

Totaal 2.842.464

Net RBNS Claims

Line of business Z0010 Fire and other damage to property insurance [direct business and accepted proportional reinsurance]


0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 & +

In Current

year

Sum of years

(cumulative)


Prior R0100 - - - - - - - - - - - - - - - -12824,54 -12.825 -12.825

N-14 R0110 - - - - - - - - - - - - - - -7 - -7 -7

N-13 R0120 - - - - - - - - - - - - - 8.874 - - 8.874 8.874

N-12 R0130 - - - - - - - - - - - - 1.129 - - - 1.129 1.129

N-11 R0140 - - - - - - - - - - - 88.134 - - - - 88.134 88.134

N-10 R0150 - - - - - - - - - - 232.302 - - - - - 232.302 232.302

N-9 R0160 - - - - - - - - - 2.706 - - - - - - 2.706 2.706

N-8 R0170 - - - - - - - - 438.990 - - - - - - - 438.990 438.990

N-7 R0180 - - - - - - - 69.969 - - - - - - - - 69.969 69.969

N-6 R0190 - - - - - - 466.618 - - - - - - - - - 466.618 466.618

N-5 R0200 - - - - - 729.154 - - - - - - - - - - 729.154 729.154

N-4 R0210 - - - - 1.270.990 - - - - - - - - - - - 1.270.990 1.270.990

N-3 R0220 - - - 4.502.246 - - - - - - - - - - - - 4.502.246 4.502.246

N-2 R0230 - - 4.221.331 - - - - - - - - - - - - - 4.221.331 4.221.331

N-1 R0240 - 14.112.241 - - - - - - - - - - - - - - 14.112.241 14.112.241

N R0250 13.554.220 - - - - - - - - - - - - - - - 13.554.220 13.554.220

Totaal 39.686.070 39.686.070

0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 & +

In Current

year

Sum of years

(cumulative)


Prior R0300 - - - - - - - - - - - - - - - -11488,42 -11.488 -11.488

N-14 R0310 - - - - - - - - - - - - - - -11 - -11 -11

N-13 R0320 - - - - - - - - - - - - - 9.554 - - 9.554 9.554

N-12 R0330 - - - - - - - - - - - - -2.328 - - - -2.328 -2.328

N-11 R0340 - - - - - - - - - - - 66.773 - - - - 66.773 66.773

N-10 R0350 - - - - - - - - - - 137.864 - - - - - 137.864 137.864

N-9 R0360 - - - - - - - - - 1.457 - - - - - - 1.457 1.457

N-8 R0370 - - - - - - - - 248.741 - - - - - - - 248.741 248.741

N-7 R0380 - - - - - - - 48.400 - - - - - - - - 48.400 48.400

N-6 R0390 - - - - - - 68.553 - - - - - - - - - 68.553 68.553

N-5 R0400 - - - - - 197.334 - - - - - - - - - - 197.334 197.334

N-4 R0410 - - - - 634.733 - - - - - - - - - - - 634.733 634.733

N-3 R0420 - - - 4.354.869 - - - - - - - - - - - - 4.354.869 4.354.869

N-2 R0430 - - 4.695.174 - - - - - - - - - - - - - 4.695.174 4.695.174

N-1 R0440 - 6.586.199 - - - - - - - - - - - - - - 6.586.199 6.586.199

N R0450 1.881.175 - - - - - - - - - - - - - - - 1.881.175 1.881.175

Totaal 18.916.998 18.916.998

Gross Paid Claims


0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 & +

In Current

year

Sum of years

(cumulative)


Prior R0300 - - - - - - - - - - - - - - - -1336,12 -1.336 -1.336

N-14 R0310 - - - - - - - - - - - - - - 4 - 4 4

N-13 R0320 - - - - - - - - - - - - - -679 - - -679 -679

N-12 R0330 - - - - - - - - - - - - 3.458 - - - 3.458 3.458

N-11 R0340 - - - - - - - - - - - 21.361 - - - - 21.361 21.361

N-10 R0350 - - - - - - - - - - 94.437 - - - - - 94.437 94.437

N-9 R0360 - - - - - - - - - 1.248 - - - - - - 1.248 1.248

N-8 R0370 - - - - - - - - 190.250 - - - - - - - 190.250 190.250

N-7 R0380 - - - - - - - 21.569 - - - - - - - - 21.569 21.569

N-6 R0390 - - - - - - 398.065 - - - - - - - - - 398.065 398.065

N-5 R0400 - - - - - 531.820 - - - - - - - - - - 531.820 531.820

N-4 R0410 - - - - 636.256 - - - - - - - - - - - 636.256 636.256

N-3 R0420 - - - 147.377 - - - - - - - - - - - - 147.377 147.377

N-2 R0430 - - -473.843 - - - - - - - - - - - - - -473.843 -473.843

N-1 R0440 - 7.526.042 - - - - - - - - - - - - - - 7.526.042 7.526.042

N R0450 11.673.045 - - - - - - - - - - - - - - - 11.673.045 11.673.045

Totaal 20.769.072 20.769.072

0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 & +

Year end

(discounted

data)


Prior R0100 - - - - - - - - - - - - - - - 2001197,32 1.996.423

N-14 R0110 - - - - - - - - - - - - - - 94.633 - 95.018

N-13 R0120 - - - - - - - - - - - - - 441.411 - - 442.748

N-12 R0130 - - - - - - - - - - - - 34.969 - - - 52.430

N-11 R0140 - - - - - - - - - - - 5.990.547 - - - - 6.037.379

N-10 R0150 - - - - - - - - - - 851.482 - - - - - 885.432

N-9 R0160 - - - - - - - - - 2.177.026 - - - - - - 2.227.482

N-8 R0170 - - - - - - - - 771.112 - - - - - - - 849.536

N-7 R0180 - - - - - - - 578.833 - - - - - - - - 747.080

N-6 R0190 - - - - - - 3.354.959 - - - - - - - - - 3.328.677

N-5 R0200 - - - - - 5.873.372 - - - - - - - - - - 6.104.759

N-4 R0210 - - - - 5.001.670 - - - - - - - - - - - 4.697.898

N-3 R0220 - - - 7.064.663 - - - - - - - - - - - - 6.615.157

N-2 R0230 - - 5.856.709 - - - - - - - - - - - - - 5.082.012

N-1 R0240 - 12.383.596 - - - - - - - - - - - - - - 8.949.445

N R0250 29.457.781 - - - - - - - - - - - - - - - 24.563.754

Totaal 72.675.231

Net claims Paid


0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 & +

Year end

(discounted

data)


Prior R0300 - - - - - - - - - - - - - - - 1235569,00 1.178.143

N-14 R0310 - - - - - - - - - - - - - - 56.708 - 56.939

N-13 R0320 - - - - - - - - - - - - - 196.688 - - 197.284

N-12 R0330 - - - - - - - - - - - - 13.041 - - - 13.093

N-11 R0340 - - - - - - - - - - - 5.087.188 - - - - 5.116.300

N-10 R0350 - - - - - - - - - - 504.684 - - - - - 518.899

N-9 R0360 - - - - - - - - - 1.615.729 - - - - - - 1.640.888

N-8 R0370 - - - - - - - - 655.914 - - - - - - - 725.572

N-7 R0380 - - - - - - - 342.604 - - - - - - - - 458.807

N-6 R0390 - - - - - - 2.068.499 - - - - - - - - - 2.090.808

N-5 R0400 - - - - - 4.890.194 - - - - - - - - - - 5.013.696

N-4 R0410 - - - - 3.267.909 - - - - - - - - - - - 2.920.840

N-3 R0420 - - - 5.016.051 - - - - - - - - - - - - 4.699.927

N-2 R0430 - - 3.573.879 - - - - - - - - - - - - - 3.728.646

N-1 R0440 - 6.686.522 - - - - - - - - - - - - - - 5.121.414

N R0450 15.307.794 - - - - - - - - - - - - - - - 12.982.783

Totaal 46.464.038

0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 & +

Year end

(discounted

data)


Prior R0300 - - - - - - - - - - - - - - - 765628,32 818.280

N-14 R0310 - - - - - - - - - - - - - - 37.926 - 38.079

N-13 R0320 - - - - - - - - - - - - - 244.723 - - 245.464

N-12 R0330 - - - - - - - - - - - - 21.928 - - - 39.337

N-11 R0340 - - - - - - - - - - - 903.359 - - - - 921.080

N-10 R0350 - - - - - - - - - - 346.798 - - - - - 366.533

N-9 R0360 - - - - - - - - - 561.297 - - - - - - 586.594

N-8 R0370 - - - - - - - - 115.198 - - - - - - - 123.964

N-7 R0380 - - - - - - - 236.230 - - - - - - - - 288.273

N-6 R0390 - - - - - - 1.286.460 - - - - - - - - - 1.237.868

N-5 R0400 - - - - - 983.178 - - - - - - - - - - 1.091.063

N-4 R0410 - - - - 1.733.761 - - - - - - - - - - - 1.777.059

N-3 R0420 - - - 2.048.612 - - - - - - - - - - - - 1.915.230

N-2 R0430 - - 2.282.830 - - - - - - - - - - - - - 1.353.366

N-1 R0440 - 5.697.074 - - - - - - - - - - - - - - 3.828.031

N R0450 14.149.987 - - - - - - - - - - - - - - - 11.580.971

Totaal 26.211.193



0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 & + Year end


Prior R0100 - - - - - - - - - - - - - - - 2001195,69 2.001.196

N-14 R0110 - - - - - - - - - - - - - - 94.633 - 94.633

N-13 R0120 - - - - - - - - - - - - - 441.411 - - 441.411

N-12 R0130 - - - - - - - - - - - - 52.242 - - - 52.242

N-11 R0140 - - - - - - - - - - - 6.014.294 - - - - 6.014.294

N-10 R0150 - - - - - - - - - - 882.036 - - - - - 882.036

N-9 R0160 - - - - - - - - - 2.218.165 - - - - - - 2.218.165

N-8 R0170 - - - - - - - - 846.334 - - - - - - - 846.334

N-7 R0180 - - - - - - - 744.369 - - - - - - - - 744.369

N-6 R0190 - - - - - - 3.317.279 - - - - - - - - - 3.317.279

N-5 R0200 - - - - - 6.085.559 - - - - - - - - - - 6.085.559

N-4 R0210 - - - - 4.682.164 - - - - - - - - - - - 4.682.164

N-3 R0220 - - - 6.592.470 - - - - - - - - - - - - 6.592.470

N-2 R0230 - - 5.064.562 - - - - - - - - - - - - - 5.064.562

N-1 R0240 - 8.918.063 - - - - - - - - - - - - - - 8.918.063

N R0250 24.412.371 - - - - - - - - - - - - - - - 24.412.371

Totaal 72.367.147

0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 & + Year end


Prior R0300 - - - - - - - - - - - - - - - 1180959,65 1.180.960

N-14 R0310 - - - - - - - - - - - - - - 56.708 - 56.708

N-13 R0320 - - - - - - - - - - - - - 196.688 - - 196.688

N-12 R0330 - - - - - - - - - - - - 13.046 - - - 13.046

N-11 R0340 - - - - - - - - - - - 5.096.736 - - - - 5.096.736

N-10 R0350 - - - - - - - - - - 516.909 - - - - - 516.909

N-9 R0360 - - - - - - - - - 1.634.025 - - - - - - 1.634.025

N-8 R0370 - - - - - - - - 722.837 - - - - - - - 722.837

N-7 R0380 - - - - - - - 457.142 - - - - - - - - 457.142

N-6 R0390 - - - - - - 2.083.649 - - - - - - - - - 2.083.649

N-5 R0400 - - - - - 4.997.927 - - - - - - - - - - 4.997.927

N-4 R0410 - - - - 2.911.057 - - - - - - - - - - - 2.911.057

N-3 R0420 - - - 4.683.809 - - - - - - - - - - - - 4.683.809

N-2 R0430 - - 3.715.843 - - - - - - - - - - - - - 3.715.843

N-1 R0440 - 5.103.455 - - - - - - - - - - - - - - 5.103.455

N R0450 12.902.772 - - - - - - - - - - - - - - - 12.902.772

Totaal 46.273.562



0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 & + Year end


Prior R0300 - - - - - - - - - - - - - - - 820236,04 820.236

N-14 R0310 - - - - - - - - - - - - - - 37.925 - 37.925

N-13 R0320 - - - - - - - - - - - - - 244.723 - - 244.723

N-12 R0330 - - - - - - - - - - - - 39.196 - - - 39.196

N-11 R0340 - - - - - - - - - - - 917.558 - - - - 917.558

N-10 R0350 - - - - - - - - - - 365.127 - - - - - 365.127

N-9 R0360 - - - - - - - - - 584.141 - - - - - - 584.141

N-8 R0370 - - - - - - - - 123.497 - - - - - - - 123.497

N-7 R0380 - - - - - - - 287.227 - - - - - - - - 287.227

N-6 R0390 - - - - - - 1.233.630 - - - - - - - - - 1.233.630

N-5 R0400 - - - - - 1.087.631 - - - - - - - - - - 1.087.631

N-4 R0410 - - - - 1.771.107 - - - - - - - - - - - 1.771.107

N-3 R0420 - - - 1.908.662 - - - - - - - - - - - - 1.908.662

N-2 R0430 - - 1.348.719 - - - - - - - - - - - - - 1.348.719

N-1 R0440 - 3.814.608 - - - - - - - - - - - - - - 3.814.608

N R0450 11.509.599 - - - - - - - - - - - - - - - 11.509.599

Totaal 26.093.585

Net RBNS Claims

Total

Tier 1 -

unrestricted

Tier 1 -

restricte

d Tier 2 Tier 3

C0010 C0020 C0030 C0040 C0050

Basic own funds before deduction for participations in other financial sector as

foreseen in article 68 of Delegated Regulation 2015/35

Ordinary share capital (gross of own shares) R0010 40.000.050 40.000.050

Share premium account related to ordinary share capital R0030 24.933.208 24.933.208

Initial funds, members' contributions or the equivalent basic own - fund item

for mutual and mutual-type undertakings R0040

Subordinated mutual member accounts R0050

Surplus funds R0070

Preference shares R0090

Share premium account related to preference shares R0110

Reconciliation reserve R0130 71.286.596 71.286.596

Subordinated liabilities R0140

An amount equal to the value of net deferred tax assets R0160

Other own fund items approved by the supervisory authority as basic own

funds not specified above R0180

Own funds from the financial statements that should not be represented by the

reconciliation reserve and do not meet the criteria to be classified as Solvency II

own funds

Own funds from the financial statements that should not be represented by the

reconciliation reserve and do not meet the criteria to be classified as Solvency II

own funds R0220

Deductions

Deductions for participations in financial and credit institutions R0230

Total basic own funds after deductions R0290 136.219.854 136.219.854

Ancillary own funds

Unpaid and uncalled ordinary share capital callable on demand R0300

Unpaid and uncalled initial funds, members' contributions or the equivalent

basic own fund item for mutual and mutual - type undertakings, callable on

demand R0310

Unpaid and uncalled preference shares callable on demand R0320

A legally binding commitment to subscribe and pay for subordinated liabilities

on demand R0330

Letters of credit and guarantees under Article 96(2) of the Directive

2009/138/EC R0340

Letters of credit and guarantees other than under Article 96(2) of the Directive

2009/138/EC R0350

Supplementary members calls under first subparagraph of Article 96(3) of the

Directive 2009/138/EC R0360

Supplementary members calls - other than under first subparagraph of Article

96(3) of the Directive 2009/138/EC R0370

Other ancillary own funds R0390

Total ancillary own funds R0400

Available and eligible own funds

Total available own funds to meet the SCR R0500 136.219.854 136.219.854

Total available own funds to meet the MCR R0510 136.219.854 136.219.854

Total eligible own funds to meet the SCR R0540 136.219.854 136.219.854

Total eligible own funds to meet the MCR R0550 136.219.854 136.219.854

SCR R0580 93.608.721

MCR R0600 33.720.522

Ratio of Eligible own funds to SCR R0620 145,52%Ratio of Eligible own funds to MCR R0640 403,97%

Own funds S23.01

Net solvency

capital

requirement

Gross solvency

capital

requirement

Allocation from

adjustments due to RFF

and Matching

adjustments portfolios

C0030 C0040 C0050

Market risk R0010 29.371.875 29.371.875

Counterparty default risk R0020 14.296.622 14.296.622

Life underwriting risk R0030

Health underwriting risk R0040 2.218.457 2.218.457

Non-life underwriting risk R0050 57.004.851 57.004.851

Diversification R0060 -23.948.032 -23.948.032

Intangible asset risk R0070Basic Solvency Capital Requirement R0100 78.943.772 78.943.772

C0070

Linear MCR R0300 33.720.522

SCR R0310 93.608.721

MCR cap R0320 42.123.925

MCR floor R0330 23.402.180

Combined MCR R0340 33.720.522

Absolute floor of the MCR R0350 3.700.000 Minimum Capital Requirement R0400 33.720.522

SKV 25.01

MKV 28.01

hdi-gerling verzekeringen n.v. verzekeringen n.v. shall submit the information referred to in this...

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