Tryg A/s · OMXCOP:TRYG
Tryg A/s — Investor Day (December 2024)
93 slides from Tryg A/s's investor day presentation, Dec 4, 2024
Slide 1: Tryg Capital Markets Day
Tryg Capital Markets Day December 4, 2024 United Towards ‘27 Leveraging scale to drive technical and commercial excellence Tryg | (e)
Slide 2: New CEO and Executive Board balance experience and competence
In 2023, Tryg welcomed a new CEO and Executive Board; the management team balances experience and competence, united in leading Tryg towards ‘27 C Executive Board (EB) o Group CFO Group CCO Group CEO Group CTO Group COO Allan Kragh Thaysen Alexandra B. Winther Johan K. Brammer Mikael Karrsten Lars B
Slide 3: Note on the word 'tryg'
Note: The word ‘trye’ in danish means ‘to feel safe, protected, c
Slide 4: 2027 financial targets are the most ambitious in Tryg's history
2027 financial targets are the most ambitious in Tryg’s history Strengthen market X . sam bai ~81% combined ratio leading profitability © - \s always, assuming current interest rates, currency levels and guided large/weather claims S Generate resilient growth © DKK 8.0-8.4bn in insurance service res
Slide 5: Launch of DKK 2bn extraordinary share buyback
Launch of DKK 2bn extraordinary share buyback, investment portfolio Expected solvency development, % 202, 23 a ~195 Q3 Free DKK 2bn Other? Q4 wT 2024 portfolio buyback! 2024E de-risking roved by FSA and launched according to the Safe Harbour method (start date 4'" Dec 2024 enabled by de-risking of E
Slide 6: Agenda
Agenda C1) Follow-up on CMD targets for 2024 e Summary of 2027 strategy C3) Strategic pillars for 2027 Scale & Simplicity Technical Excellence Customer & Commercial Excellence © sustainability & ESG 5 } Financial & capital management oe Concluding remarks
Slide 7: Follow-up on CMD targets for 2024
Follow-up on CMD 2024 Tryg has a long history of delivering on targets Tryg has delivered its financial targets in every strategy period for +10 years Strategy Financial targets period delivered 2014 to g 2017 2018 to g 2020 Financial Key Performance Targets Projected Indicators 2024 2024 Combined r
Slide 8: Tryg has delivered strong results despite macro headwinds
Follow-up on CMD ti Tryg has delivered strong results despite significant macro headwinds Macroeconomic factors Geopolitical uncertainty Inflation, 12-month change in tax-adjusted consumer price index', % Post-covid frequency normalisation See 3 CS BE BES » =o . 10 =) \fas) E "ls — DK | > as 3 x 5 —
Slide 9: Tryg has delivered on the acquisition of RSA Scandinavia
Follow-up on CMD tar s for 2024 Tryg has successfully delivered on the acquisition of RSA Scandinavia and gained significant size Tryg has delivered on targeted RSA Scandinavia synergies RSA Scandinavia synergy benefits, DKK m Tryg has significantly scaled-up due to two large acquisitions Insurance
Slide 10: Retail share increased to ~93% of insurance revenue
Tryg has strategically increased its retail share to ~93% of insurance revenue, reducing risk and volatility Retail (private and commercial customers) share of group insurance revenue, % Hi Total retail Hl Private Hl commercial Gen) ~91% ~85% ~78% 2015-20181 2021 2023 2024E Total insurance revenue (
Slide 11: Tryg remains focused on attractive shareholder returns
Tryg remains focused on producing attractive shareholder returns Dividend per share, DKK HB Ordinary dividend Extraordinary dividend/share buybacks Rights issued to complete RSA DKK 2bn Scandinavia acquisition in 2021! announced today” Tryg has a strong track-record of attractive shareholder returns
Slide 12: Agenda
Agenda C1) Follow-up on CMD targets for 2024 e Summary of 2027 strategy C3) Strategic pillars for 2027 Scale & Simplicity Technical Excellence Customer & Commercial Excellence © sustainability & ESG ts ] Financial & capital management oe Concluding remarks
Slide 13: Tryg is a leading insurance company in Scandinavia
Summary of 2027 strateey Tryg is a leading insurance company in Scandinavia with 300 years of insurance experience Tryg has over 5 million customers across Scandinavia, with leading positions in all three markets >5 million customers saa \w Denmark Market share (Q3 2024) Bas Insurance revenue DKK 17
Slide 14: Scandinavia is a highly attractive insurance region
. oo, . ., . Tryg|© Scandinavia is a highly attractive insurance region rve|) Business environment Productivity Expense ratio Combined ratio Trust in Ease of doing GDP per capita, 2023, USD k? 2-year average ('22-'23), %4 2-year average ('22-'23), %4 government? business index? Tryg 13.5 ems Tryg [8
Slide 15: Tryg runs a well-diversified business
Tryg runs a well-diversified business... P&C insurance revenue by geography, 2023, % in Scandinavia 100% SAMPO > GROUP i 64% 0 96% Gjensidige DK (se NO Mil other .. While being the leading Scandinavian insurer in private lines P&C insurance revenue by segment, 2023, % of Group revenue Private lines
Slide 16: 2027 targets: highest insurance service result and strongest combined ratio
In 2027, Tryg targets the highest insurance service result and strongest combined ratio ever Keep strong shareholders’ remuneration focus intact DKK 17-1 8bn, including DKK 15-16bn ordinary dividend range during 2025-2027 and DKK 2bn extraordinary share buyback % Strengthen market leading profitabil
Slide 17: Strategic focus towards 2027 anchored around three pillars
Summary of 2027 strategy Strategic focus towards 2027 is anchored around three strategic pillars Scale & Technical Customer & Simplicity Excellence Commercial Excellence Leverage increased size to Scale world-class portfolio Scale proven commercial combine IT systems, simplify management and advance
Slide 18: Initiatives build up to insurance service result of DKK 8.0-8.4bn
Summary of 20 Initiatives in strategic pillars build up to insurance service result of DKK 8.0-8.4bn in 2027 Breakdown of 2027 insurance service result target, DKK bn Customer & Commercial Excellence Scale & Simplicity Technical Excellence DKK 200m DKK 8.0-8.4bn DKK 300m mm —_— DKK 500m DKK ~7.2b 20
Slide 19: Methodology for building 2027 ISR target
Summary of 2027 strategy Methodology for building 2027 ISR target: Examples show gross impact per initiative, and pillars sum up to expected net effect of all planned initiatives Strategic pillars show expected net impact and build up to Strategic initiatives show expected gross impact expected net
Slide 20: Agenda
Agenda C1) Follow-up on CMD targets for 2024 e Summary of 2027 strategy C3) Strategic pillars for 2027 Scale & Simplicity Technical Excellence Customer & Commercial Excellence © sustainability & ESG 5 } Financial & capital management oe Concluding remarks
Slide 21: Scale is essential to win in insurance
Scale is essential to win in insurance technologies and Al IT Purchasing infrastructure Power | New
Slide 22: Tryg has significant scale after years of growth
Strategy deep d & Simplicity Tryg has significant scale after years of growth .. and complexity is a by-product of the Tryg has doubled its size over the last 8 years... successful growth journey Insurance revenue, Tryg Group, DKK bn TRYGG (QHANSA CODAN en >1,000 IT applications >2x insurance revenu
Slide 23: Capitalise on scale advantage in Tryg's core
23 Strategy deep dives: Scale & Simplicity on . Tryg|© Capitalise on scale advantage in Tryg’s core Simplify IT Scale world-class Automate back-end foundation claims handling operations DKK 500m ISR in 2027
Slide 24: Capitalise on scale advantage in Tryg's core: examples
24 Strategy deep dives: Scale & Simplicity . : . Tr Nes! Capitalise on scale advantage in Tryg’s core Non-exhaustive examples Further automate and —— claims handling with new tools and — \~" 1 ES Reduce claims spend by increasing / | repair rates and supplier consolidation | Gillsecietietsoceaissenp
Slide 25: Streamline IT applications to future-proof business and save costs
Strategy deep dives: & Simplicity Streamline IT applications to future-proof business and save costs IT costs have risen with the acquisition Decommissioning of overlapping IT of RSA Scandinavia applications is key to scale benefits IT costs Key benefits 53%) & Reduce IT run costs ge Accelerate time
Slide 26: Consolidate IT vendor landscape to improve cost and quality
26 Strategy deep di Consolidate IT vendor landscape to improve cost and quality Long tail of IT vendors has optimisation potential 2 A ~60 vendors account for a 80% of spend S ZU S $s ~150 vendors account for of spend vendors account for of spend Focus on fewer key strategic vendors to reduce cost a
Slide 27: Streamline IT development organisation
27 Strategy deep dives: Scale & Simplicity Streamline IT development organisation to drive productivity and scale Current IT development organisations are built for local priorities 3 Individual decentral IT organisations Future organisation is built for scale benefits Streamlined IT organisation Il
Slide 28: Capitalise on scale advantage in Tryg's core
28 Strategy deep dives: Scale & Simplicity . . . Tr Nes! Capitalise on scale advantage in Tryg’s core Non-exhaustive examples Further automate and optimise claims handling with new tools and systems - isis Clean-up product variations ft ~ Consolidate and renegotiate IT vendor landscape Utilise chatb
Slide 29: Advance world-class claims handling and scale to Sweden
Strategy deep dives: Scale & Simplicity Advance Tryg’s world-class claims handling to the next level and scale to Sweden Strong development in levels of automation and handling speed Significant efficiency gains and increase in customer satisfaction Claims reported online, % toe Claims process satis
Slide 30: Reduce claims spend via repair rates and supplier consolidation
30 Reduce claims spend by increasing repair rates and supplier consolidation Relevance @ & oS S a Increase repair rate to improve cost efficiency 9 . ~45 % lower price levels on motor repairs versus replacements Repair rates, % Car bumpers Car glass 28% 29% 33% 13% fo 2021 2024 2021 2024 Repair rate
Slide 31: Prevent even more fraud using AI
Strategy deep di . Tryg|© Prevent even more fraud using Al Tryg has a history of Increase fraud detection by utilising advanced _ reducing fraud analytics and Al models 2027 ambition Annual fraud avoided, DKK m & ‘Lima’ scans incoming claims flagging potential fraud eS DKK ~100m ~600k ISR from furth
Slide 32: Capitalise on scale advantage in Tryg's core
32 Strategy deep dives: Scale & Simplicity Non-exhaustive examples i ww back-end erationS Capitalise on scale advantage in Tryg’s core _ Further automate and optimise claims ] handling with new tools and systems Decommission IT applications Consolidate and renegotiate IT vendor landscape Reduce clai
Slide 33: Product simplification potential
Long tail of products suggest clear Significant benefits come from reducing potential in product simplification product variations of total revenue comes from 15% of products Faster product and pricing updates Successful product simplification in Lower IT run costs Norway to be scaled across the gro
Slide 34: Chatbots assist employees; automation replaces back-office support
Chatbots assist employees during customer interactions 27 back- office FTEs 7 back office FTEs chats per year fewer support calls per employee 2019 Rosa Chats 2024 reduction in support staff Automation replaces external back-office support “— external back- Replaced by Reduction in processing office
Slide 35: Capitalise on scale advantage in Tryg's core
Capitalise on scale advantage in Tryg’s core Simplify IT foundation Decommission IT applications Consolidate and renegotiate IT vendor landscape Streamline IT development organisation Scale world-class claims handling Further automate and optimise claims handling with new tools and systems Reduce cl
Slide 36: Agenda
Agenda C1) Follow-up on CMD targets for 2024 e Summary of 2027 strategy C3) Strategic pillars for 2027 Scale & Simplicity Technical Excellence Customer & Commercial Excellence © sustainability & ESG 5 } Financial & capital management oe Concluding remarks
Slide 37: Technical excellence is the backbone of Tryg
Slide 38: Consistent high-margin profitability requires technical excellence
38 ves: Technical Excellence Consistent high-margin profitability requires focus on technical excellence Continuous improvement of Tryg’s combined ratio Tryg combined ratio (ex. run-off)', % 92 90 89 89 86 86 ~ 585 i ~e i sek ‘TRYGG (HANSA 7“. 783 CODAN ° 2018 2019 2020 2021 20227 2023 2024E 2027 1)
Slide 39: Drive technical excellence with targeted efforts and data accuracy
39 Strategy deep dives: Technical Excellence Drive technical excellence with targeted efforts and data accuracy Improve portfolio Enhance advanced Optimise individual management pricing underwriting process DKK 300m ISR in 2027
Slide 40: Drive technical excellence: examples
40 Strategy deep dives: Technical Excellence Non-exhaustive examples Drive technical excellence with targeted efforts and data accuracy ii Enhance sophisticated pricing with Continue focusing on greater frequency and precision exposure quality [osoa Improve sonny and risk with L new underwriting pla
Slide 41: Manage underperforming sub-portfolios with structural portfolio management
ves: Technical Excellence Manage profitability and volatility in underperforming sub-portfolios with structural portfolio management Sweden's world-class portfolio management will be scaled to Denmark and Norway Portfolio profitability, size’ and growth rate? by product and country, 2023 @SE @DK NO
Slide 42: Norwegian property portfolio proves portfolio management
Strategy deep dives: Technical Excellence A Norwegian property portfolio proves how structural portfolio management increase profitability and growth Four levers driving improvement of Norwegian property Strong impact on growth and COR in the Norwegian property portfolio portfolio despite macro head
Slide 43: World-class technical excellence from Sweden scaled to DK & NO
Strategy deep dives: Technical Excellence World-class technical excellence from Sweden scaled to Denmark & Norway Sweden has a proven toolbox for optimising portfolios Clear roles and mandates to = ensure one source of truth mim | Proven process from data to Ll forward-looking actions G Sophisticate
Slide 44: Drive technical excellence with targeted efforts and data accuracy
44 Strategy deep dives: Technical Excellence Drive technical excellence with targeted efforts and data accuracy | Scale Swedish best practices to improve underperforming sub-portfolios Enhance sophisticated pricing with greater frequency and precision Continue focusing on exposure quality Improve pr
Slide 45: Pricing sophistication improved by implemented actions
p dives: Technical Excellence Pricing sophistication improved After implementing unified platform where by implemented actions applicable, utilisation of Al begins Current implementation level of the new platform Private Lines Commercial Lines Unified platform enables scaling ~100% ~50% Later reduce
Slide 46: New advanced data sources improve pricing and differentiation
46 Strategy deep dives: Technical Excellence Using new advanced data sources improves pricing and price differentiation Using Tryg’s Topographical Wetness Index in Private Integrating historical claims with external data enhances data quality Lines NO pricing exemplifies the benefits of external dat
Slide 47: Drive technical excellence with targeted efforts and data accuracy
47 Strategy deep dives: Technical Excellence Drive technical excellence with targeted efforts and data accuracy | Scale Swedish best practices to improve underperforming sub-portfolios Enhance sophisticated pricing with greater frequency and precision Non-exhaustive examples Continue focusing on exp
Slide 48: Improve individual underwriting with new platform
Strategy deep dives: Technical Excellence Improve individual underwriting process with new platform, setting foundation for advanced underwriting New UW platform enables strong optimisation of individual underwriting Share of commercial portfolio underwritten individually Tariff-based Ml Individual
Slide 49: Drive technical excellence with targeted efforts and data accuracy
49 Strategy deep dives: Scale & Simplicity > Tryg 4 Drive technical excellence with targeted efforts and data accuracy Non-exhaustive examples i a wr Imp ce adv - Optim ividu Continue focusing on exposure quality Enhance sophisticated pricing with greater frequency and precision Scale Swedish best p
Slide 50: Agenda
Agenda C1) Follow-up on CMD targets for 2024 e Summary of 2027 strategy C3) Strategic pillars for 2027 Scale & Simplicity Technical Excellence Customer & Commercial Excellence © sustainability & ESG 5 } Financial & capital management oe Concluding remarks
Slide 51: Customer and commercial excellence fuels long-term growth
Strategy deep dives: Customer'& Commercial Excellence Customer and commercial excellence fuels long- term growth Strong brand | Local strongholds Customer loyalty | positions to scale
Slide 52: Commercial excellence is a key competitive advantage
52 Strategy deep dives: Customer & Commercial Excellence Commercial excellence is a key competitive advantage for Tryg Strong commercial fundamentals i >96% Brand awareness in all markets Customer - ~88 satisfactionin Private Lines ~88% [t2io} © t, Retention rates across alka business units + ~24% M
Slide 53: Revenue synergies from Trygg-Hansa acquisition
Strategy deep dives: Customer & Commercial Excellence Revenue synergies from Trygg-Hansa acquisition drive our commercial strategy Strategic rationale Ey Complementary strengths in DK & NO vs. SE al Harvest revenue synergies by scaling & High credibility of initiatives and delivery ! certainty Scale
Slide 54: Boost customer and commercial excellence
54 Strategy deep dives: Customer & Commercial Excellence Boost customer and commercial excellence Scale from SE to DK & NO o—¢s DKK 200m ISR in 2027 Scale from DK & NO to SE
Slide 55: Boost customer and commercial excellence: examples
Strategy deep dives: Customer & Commercial Excellence Non-exhaustive examples Boost customer and commercial excellence Grow profitable motor portfolio rey ad 7 Focus on strategic partnerships Improve online offering to strengthen position in small commercial customers _— a — ~ iF | se 7 | Increase c
Slide 56: Trygg-Hansa is world-class within Personal Accident
Strategy deep dives: Customer & Commercial Excellence Trygg-Hansa is worldclass within Personal Accident (PA) Large and profitable PA segment Stronghold starts with pregnancy insurance Market shares’, Private Lines SE, ‘23 Pregnancy Child Adult g ~42% ~19% . oe | ; © Py © im Total PA Insurance reven
Slide 57: Scale Personal Accident success to Denmark and Norway
Strategy deep dives: Customer & Commercial Excellence Scale Trygg-Hansa’s PA success to Denmark and Norway Introduce pregnancy products Pho Launched pregnancy insurancein 2023/2024 oy of customers new to 50% 3 Vi \ 4 2 [ill 6 Strengthen existing offerings + Revamped child insurance 5 0% increase in
Slide 58: Strengthen position in small commercial via online channel
Strategy deep dives: Customer & Commercial Excellence Strengthen position in small commercial customers further by growing online channel Attractive and digital segment Small commercial ~ : rn 2m customers’ in Scandinavia COR, Commercial Lines, avg. ‘21-’23 Others Small SE paving the way in online d
Slide 59: Boost customer and commercial excellence
59 Strategy deep dives: Customer & Commercial Excellence Boost customer and commercial excellence Improve online offering to strengthen position in small commercial customers Non-exhaustive examples
Slide 60: Potential to scale motor insights from DK and NO to SE
Strategy dee Customer & Commercial Excellence Potential to scale motor Catering to customer preferences is key in unlocking insights from DK and NO to SE growth Private Lines market share’, ‘23 Ranking in Swedish Motor Total Consumers’ Insurance Bureau? 28% 26% Sales increase post ranking vs. target
Slide 61: Increase focus on strategic partnerships
Strategy dee Increase focus on strategic partnerships Partnerships drive customer loyalty Relative to non-partner customers, partner customers have... rey more products per @ 7 6 % customer lower customer 4h 1 0 p p acquisitioncosts higher customer 5 p p retention rates Customer & Commercial Excelle
Slide 62: Satisfied customers are more profitable
stomer & Commercial Satisfied customers are more profitable Premium growth 18 months later, % Not satisfied! Satisfied Retention rate, % Structured approach to improving CSAT CSAT impact of selected initiatives from improved onboarding +6p communications F from proactively offering +5 P insurance re
Slide 63: Boost customer and commercial excellence
63 Strategy deep dives: Customer & Commercial Excellence Boost customer and commercial excellence = — — er ale Non-exhaustive examples wr rom DK & Noto a 7 on Improve online offering to strengthen position in small commercial customers —_—— woe ~_——— DKK 200m ISR in 2027 Increase customer satisfacti
Slide 64: Agenda
Agenda C1) Follow-up on CMD targets for 2024 e Summary of 2027 strategy C3) Strategic pillars for 2027 Scale & Simplicity Technical Excellence Customer & Commercial Excellence © sustainability & ESG 5 } Financial & capital management oe Concluding remarks
Slide 65: Sustainability and ESG are part of TEN
Do a | | Sustainability and ESG are part of TEN -_~ i nt
Slide 66: Tryg embraces its vital role in society
66 Sustainability & ESG Tryg embraces its vital role in society, working with communities to make it easier to be ‘trys’ Dividends > || Part of profits > | y TryghedsGruppen Owning 47,7% of Tryg shares TrygFonden DKK 1,000m member bonus in 2024 +300 night raven groups promotes safety in Norway +150,
Slide 67: Sustainability is anchored in Tryg's core business
67 Sustainability & ESG Sustainability is anchored in Tryg’s core business Sustainability and ESG are integrated parts of Tryg’s business model Risk advisory Prevention Climate-friendly claims handling Engaged and motivated employees 300 years of expertise in coverage and risk 23% of all product cat
Slide 68: Tryg is driving sustainable change from within core business
Sustainability & ESG Tryg is driving sustainable change from within core business Climate action Future-fit products People at Tryg ) SI 5 | Empower people at Tryg Reduce Tryg’s carbon footprint Leverage climate adaptation and across the value chain prevention to future-proof the business to drive b
Slide 69: Tryg continues to drive the green transition
69 Sustainability & ESG Tryg continues to drive the green transition across the value chain 2027 ambition Strate: 6% Average CO2ereduction per claim change m an absolute target target to account for growth Key drivers of CO2e reductions, Q1 - Q3 2024 9,727 tonnes of CO2e from 213,435 repaired auto p
Slide 70: Future-fitting Tryg through climate adaptation and prevention
70 tainability & ESG Future-fitting Tryg’s business through climate adaptation and prevention Tryg future-proofs the business with a core focus on climate adaptation and prevention & Climate projected pricing Incentives for prevention in private Communication on risk 1111 reduction ay Additional com
Slide 71: People at Tryg are key to strong business performance
ability & ES! People at Tryg are key to driving strong business performance Key factors reflecting solid foundation 77 72% employee engagement score (2024) of top 100 leaders promoted from . internal talent pipeline (2024) 4&2 points higher than industry benchmark of 75 4 39pp increase since 2019 43
Slide 72: Agenda
Agenda C1) Follow-up on CMD targets for 2024 e Summary of 2027 strategy C3) Strategic pillars for 2027 Scale & Simplicity Technical Excellence Customer & Commercial Excellence © sustainability & ESG 5 } Financial & capital management oe Concluding remarks
Slide 73: Financial section will highlight four key areas
73 Financial section will highlight four key areas BME Me Core Insurance Return on Investment Shareholder Earnings Capital Activities Remuneration
Slide 74: Insurance service result and combined ratio development
Alka RSA Scandinavia 2018 2021 : * 63 Ba 7.27.6 ISR 2.4 a EE 86.8% 84.4% + 84.3% | 83.2% \ COR 82.8% <82% 93.5% : 89.8% | 89.4% | : 2 oo oe oe oe run-off 2. ee leer 20151 2017! 2020 20222 2023 2024E 2027 tareet® a 6.7% | 5.4% | 5.1% | 3.0% | 3.0% | ~3.0% | -2% | 1) IFRS 4; 2) Proforma Tryge-Hansa nu
Slide 75: Expect DKK ~300m CAPEX impact from strategic initiatives
Expect DKK ~300m CAPEX impact from strategic initiatives Recall that net impact of strategic initiatives is given OPEX investments already accounted for in Insurance Scale & Technical Customer & . . simplicity Excellence Commercial Excellence Service Result impact Leverage increased size to ‘Scale w
Slide 76: Financial section will highlight four key areas
76 Financial section will highlight four key areas BME Me Core Insurance Return on Investment Shareholder Earnings Capital Activities Remuneration
Slide 77: ROOF is a fundamental part of Tryg's Capital Management
ROOF is a fundamental part of Tryg’s Capital Management Tryg’s capital management revolves around optimising shareholder remuneration Insurance Revenue Earnings Dividends Margin —_ —— Capital Consumption +() Solvency regulation \ ) \ ) Y Y Divided by Profit after tax / Own Funds ROOF (Return on Own
Slide 78: ROOF has continuously improved: 2027 target of 35-40%
ROOF has continuously improved: ambitious 2027 target of 35-40% ROOF development B 35-40% A A ~30% 5% ___t 225% = ~15% 2021 2024 2024 DKK 2bn — Optimi- 2027 target run-rate buybacks? sation target andinavia transaction; 2) Annualis ed ROOF from extraordinary share A 2021-2024 ROOF improvements 2024
Slide 79: 2027 ROOF target confirms Tryg among most profitable insurers
2027 ROOF target confirms Tryg among the most profitable insurers worldwide ROOF Comparison, Nordic Insurance Companies' 2027 TARGET Trye|0 Cis.40%) ere 2023 25% convinced that having a strong Scandinavian retail footprint, with a unique and stable eai Gjensidige¢ 2023 diversification, reduces capit
Slide 80: Financial section will highlight four key areas
80 Financial section will highlight four key areas BME eM Core Insurance Return on Investment Shareholder Earnings Capital Activities Remuneration
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1 2 3
Slide 82: Free Portfolio is de-risked to reduce volatility and improve ROOF
Slide 83: De-risking improves ROOF with neutral EPS impact
Slide 84: Free portfolio is de-risked to enhance stability of earnings
Slide 85: Tryg has a strong and hedged balance sheet
Slide 86: Solvency Ratio continues to display low sensitivity to market risk
Slide 87: Financial section will highlight four key areas
Slide 88: Total shareholder remuneration of DKK 17-18bn between 2025 and 2027
Slide 89: Agenda
Slide 90: 90
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Slide 91: Why Tryg is a special one
Slide 92: Thank you
Slide 93: Disclaimer