Holdings Limited
Annual Report & Accounts 2022
Strong
forward
momentum
Lancashire and its people are guided by our values
Our values underpin everything we do and we challenge
ourselves to keep them at the core of our culture. These
values give us the framework to conduct our business in the
right way for our people, our customers, wider society, and
our stakeholders, as we continue to grow and move forward.
Leadership
Strategic report
Overview
2 Our business
3 KPIs
4 Business model
Our vision
8 Chair’s statement
10 Group Chief Executive’s review
Performance
Our market environment
14 Financial review
16 Underwriting review
20 Business review
Risk
Our approach to risk management
26 Enterprise risk management
30 Principal risks
Environmental, Social
and Governance Report
Our commitment to sustainability
40 Chair’s introduction
Sustainability
43 ESG strategy
44 Stakeholder engagement and
Section 172 responsibilities
47 Lancashire Foundation
51 People and culture
56 Sustainable insurance
57 Responsible investment
58 Operating responsibly
61 TCFD report
Governance
Our governance practice
72 Board of Directors
76 Corporate governance report
80 Committee reports
96 Directors’ Remuneration Report
118 Directors’ report
121 Statement of Directors’ responsibilities
Financial statements
122 Independent auditor’s report
132 Consolidated primary statements
136 Accounting policies
144 Risk disclosures
164 Notes to the accounts
Additional information
189 Shareholder information
191 Glossary
197 Alternative Performance Measures
199 Contact information
Exhibiting passion and commitment in all
aspects of Lancashire life and inspiring others
to do the same, we are…
Aspirational
aspiring to deliver a superior service for our
clients, ourselves and our business partners,
we are…
Nimble
in our decisions, actions and business processes,
and considerate of our environment and wider
society, we are…
Collaborative
valuing teamwork and a diversity of skills
and experience and sharing in our success,
and we are…
Straightforward
in conducting our business in an accountable,
open, honest and sustainable way.
Lancashire made significant
progress in 2022 in realising the
benefits of our work to diversify,
fortify and grow our strong
product portfolio.
We will always be driven by the
underwriting opportunity and our
disciplined approach to managing
risk as we push forward.
We have the momentum to
take advantage of an exciting
market opportunity.
Gross premiums written
Key
Reinsurance
Insurance
A better
for growth
balance
1,500
1,000
500
0
2018 2019 2020 2021 2022
392.9
638.5
245.6
454.2
706.7
252.5
526.6
814.1
287.5
664.2
1,225.3
561.0
810.2
1,652.3
842.1
1
Lancashire Holdings Limited | Annual Report & Accounts 2022
Our business
Demonstrating
resilience
We are a provider of global specialty
insurance and reinsurance products offering
risk transfer solutions to brokers and clients.
We always strive for long-term and mutually
beneficial relationships with our customers
and stakeholders.
A business focused on growth
We want to be the best and we are building on our strengths
Empowering people
A growing and responsible franchise
A supportive employer Our footprint
Strongly rated
Our sector
plays a role in giving people and businesses confidence to operate,
recover and thrive through our products
Our people
are united by our ambition and we work hard to build strong teams
2
segments with 8 core
product classes
$1.7bn
Robust capital base
47%
women in senior
management roles
100%
calculated GHG emissions
from own operations offset
100+
senior managers
attended Group
strategy sessions
during 2022
$149,000
donated to charities
nominated by staff
in 2022 from a total
Foundation donation
of $0.6m.
11.2%
Staff turnover
3
offices in London,
Bermuda and Australia
338
experienced and
talented colleagues
A
(Excellent)
A.M. Best Company
A-
S&P
Global Ratings
A3
Moody’s Investors
Service
A helpful employer
One-off cost-of-living payment to lower paid employees
2
Lancashire Holdings Limited | Annual Report & Accounts 2022
Overview
Change in FCBVS
The negative change in FCBVS is primarily due to the
upwards trend in U.S. interest rates which resulted
in $93.2 million of unrealised losses on our fixed
maturity investment portfolio.
For the 2023 accounting year we will rename
‘Change in FCBVS’ to ‘Change in Diluted Book
Value Per Share’. This has no impact on the
underlying calculation, given the Group has
no warrants in issuance.
In 2022 there has been an overall stock market
decline driven by the ongoing conflict in Ukraine,
supply chain and inflationary pressures, a rapidly
changing interest rate environment, exchange rate
volatility and general economic uncertainty. This
weighed on our total shareholder return for much of
the year with a recovery in Q4 2022. We see further
opportunities for profitable underwriting growth into
2023 and will continue to deliver on our strategy and
manage the cycle.
Combined ratio
Net premiums earned have grown to $988.4 million
compared to $696.5 million in the prior year. The
profitable growth of our non-catastrophe lines of
business has enabled Lancashire to mitigate the
impact of the 2022 natural catastrophe loss events,
such as hurricane Ian and the Australian floods.
The combined ratio of 97.7% demonstrates how
our recent disciplined growth helps deliver more
balanced returns over the longer term and improves
our ability to return an underwriting profit even in
a year of significant losses.
The Group has made a comprehensive loss of
$92.6 million in 2022 primarily driven by unrealised
investment losses of $93.2 million on our fixed
maturity available for sale investment portfolio.
We remain strongly capitalised to deliver on
our long-term strategy and continued to deploy
excess capital into the business to fund growth
opportunities. We paid ordinary dividends of
$36.2 million and repurchased shares of
$23.3 million.
Total investment return
Lancashire reported a total net investment return
of negative 3.5% for the year ended 31 December
2022. This was primarily driven by unrealised losses
on our fixed maturity portfolio as a result of
significant interest rate hikes by the U.S. Federal
Reserve. Given the short duration of our investment
portfolio we should benefit from the higher interest
rate environment going forward.
The Group continues to expand and diversify its
underwriting portfolio taking advantage of a period
of sustained rate increases across a number of lines
of business. The Group’s corporate member has also
acquired additional syndicate participation rights in
Syndicate 2010, which takes the Group’s share of
the 2023 year of account to 69.3%.
Key performance indicators
Alternative Performance Measures (APMs)
refer to page 197.
KPI linked to Executive
Directors’ remuneration.
For more information see pages 96 to 117.
Five-year average
Key
Total Shareholder return Comprehensive income
returned to shareholders
Gross premiums written
under management
14.1
2.4
10.2
(5.8)
(6.7)
18 19 20 21 22
34.3
(12.7)
(1.4)
(25.8)
11.7
18 19 20 21
22
80.9
92.2
107.8
107.3
97.7
18 19 20 21 22
70.2
32.3
43.3
59.5
30.2
20.7%
284.2%
N/A
N/A
132.9%
Ordinary / special dividends and shares repurchased ($)
Comprehensive income returned to shareholders
*
Due to 2022 and 2021 being N/A the five year %
average is not calculated.
%
18 19 20 21* 22*
4.9
0.8
3.9
0.1
(3.5)
18 19 20 21 22
934.8
842.1
1,067.1
1,850.7
1,503.4
18 19 20 21
22
$1.9b$59.5m 11.7%
-6.7% 97.7% -3.5%
3
Lancashire Holdings Limited | Annual Report & Accounts 2022
Our strategy
Customer focus
• Our relationships with clients and brokers are
long-standing and we aim to enable our clients
to return to their pre-loss condition as soon
as practicable
Expert people and
specialised products
• Experienced management team and skilled
operational teams with proven ability
• A lean business operation allows us to
make decisions efficiently
• Highly-specialised multi-class products with
market barriers to entry in terms of data and
modelling expertise
Disciplined risk and
capital management
• Rigorous systems for risk monitoring
and management
• Strong track record of capital management
• Proven ability to manage volatility by optimising
capital and the underwriting portfolio through
market cycles
A diverse offering
• Three established platforms: Lancashire
Insurance companies; Lancashire Syndicates;
and Lancashire Capital Management
• Access to multiple markets providing clients
with versatile solutions and ourselves with
underwriting opportunities
• A stable core book of business and
disciplined underwriting
Our strengths
Underwriting
comes first
Balance risk
and return through the cycle
Insurance market
employer of choice
Profitable growth
Exploring opportunities for growth in markets where
we believe the right long-term opportunities exist, and
rigorously monitoring and managing our risk exposures.
Maximise risk-adjusted returns
Our speed and agility in the way we manage volatility
help us underwrite our core portfolio profitably through
the challenges of the cycle, yet seize opportunities when
they present themselves.
Positive culture enables sustainability
Maintaining our positive culture and the ability to retain
and attract the best talent is key for success, coupled
with a strong focus on profitability and risk selection.
A model to
move us forward
Business model and strategy
4
Lancashire Holdings Limited | Annual Report & Accounts 2022
Overview
Our people
85%
overall participation rate for 2022
employee ‘Pulse’ survey
Our policyholders
$412.7m
gross losses paid in 2022
Our shareholders
16.5%
compound annual change
in FCBVS since inception
Society
$0.6m
donated through the
Lancashire Foundation in 2022
The environment
15%
per FTE carbon footprint reduction target
from own operations by 2030
The value we create
Priorities
Growth in existing and new classes where favourable and improving market
conditions exist.
Focus on maintaining a diversified portfolio structure and our core clients.
Use the principle of peer review throughout the Group.
Achievements
We continue to add new expertise to the Group and diversify our underwriting
portfolio. Gross premiums written increased to $1.7 billion in 2022. This growth
came from both newer and more established classes.
Priorities
Explore opportunities for top-line growth in markets where we believe the right
long-term opportunities exist and rigorously monitor and manage our risk exposures.
Use our speed and agility to manage volatility and underwrite our core portfolio
profitably through the challenges of the cycle.
Deploy capital quickly when it is needed and having the discipline to return it when
it is not.
Achievements
We have increased our underwriting footprint and optimised our portfolio in areas
where rating has improved, whilst adding new complementary classes of business.
Priorities
Foster entrepreneurial, collaborative culture through the Lancashire values.
Improve operational efficiency and data capabilities through business
transformation activities.
Develop the Group’s ESG principles to ensure we operate responsibly as a business.
Achievements
Employee headcount increased to 338 in 2022 with new talent attracted by
Lancashire’s positive corporate culture.
More than $149,000 donated to charitable organisations nominated by employees
in 2022.
Deliver bespoke risk solutions
that protect our clients and
support economies, businesses
and communities in the face
of uncertain loss events.
Manage our risk exposures
and capital resources to generate
returns for our investors.
Support our people and work
with our stakeholders, fostering
a positive, sustainable and
open business culture to the
benefit of society.
Our purpose is to...
5
Lancashire Holdings Limited | Annual Report & Accounts 2022
At Lancashire, our vision is to be
the leading underwriter of specialty
insurance and reinsurance products.
Our
Vision
6
Lancashire Holdings Limited | Annual Report & Accounts 2022
I am pleased with our performance in 2022
and that the decisions we have made in the
past few years to better balance the portfolio
mean we have produced an underwriting
profit in a challenging year.
Alex Maloney
Group Chief Executive Officer
7
Lancashire Holdings Limited | Annual Report & Accounts 2022
For Lancashire, 2022 was the year where
we continued to implement our long-term
strategy of building a more diverse and
robust business. We deployed our capital
according to the opportunity in an
improving pricing environment.
Chair’s statement
The year started with a challenging macroeconomic environment,
which was further amplified by the conflict in Ukraine. In addition,
the insurance industry had to deal with the large natural catastrophe
loss of hurricane Ian and other loss events.
However, I am very pleased that we maintained our strong forward
momentum – with an increase in gross premiums written of 34.9%
– despite the various challenges.
This is the second year of strong premium growth since we raised new
equity capital in 2020, and we now have a more diversified and balanced
underwriting portfolio.
The Board is pleased with this continued growth in both existing and new
classes including longer tail casualty lines, and the Group’s position going
into a strong market for many of our product lines in 2023.
A stronger
and more
resilient business
Overall, the Board is satisfied that the business has demonstrated
discipline and resilience in a challenging year.
The Group’s negative change in FCBVS of 6.7%, based on the
comprehensive loss of $92.6 million, was mainly driven by rising
U.S. interest rates and general volatility in investment markets. These
have impacted our investment returns at negative 3.5% and resulted
in unrealised losses on our investment portfolio during the year, which
we expect to unwind for the most part as our predominantly shorter
duration assets reach maturity.
Elevated natural catastrophe insured losses also contributed, with
estimated industry-wide losses in 2022 of around $120bn, exceeding
the 10-year average by 40%.
Natural catastrophe risk business, particularly property catastrophe
risks, is an important part of Lancashire’s product offering to its clients,
offering confidence to vulnerable communities that they can return to
normal post a loss event.
As a result, we can expect our underwriting results to be impacted
by catastrophe losses such as hurricane Ian. Nevertheless, Lancashire
delivered a combined ratio of 97.7%, which demonstrates the benefits
of the current growth and greater risk diversification in enabling us to
produce an underwriting profit even in a year of heightened losses.
Peter Clarke
Non-Executive Chair
8
Lancashire Holdings Limited | Annual Report & Accounts 2022
Overview
This is testament to the delivery of our strategy to grow our footprint
when the market opportunity allows, and to rigorously monitor and
manage our risk exposures through the cycle.
The Group’s philosophy on reserving has been conservative and is well
established. Management engaged proactively with the Board during
2022 in explaining the reserving exercises which were conducted, in
particular with regard to the conflict in Ukraine and hurricane Ian. This
gives us the confidence in our overall capital position and Natalie talks
more about this in her review.
Importantly, maintaining our positive culture as we grow is at the heart
of Lancashire’s strategy, as outlined by Alex in his review. The Board is
fully supportive of management’s efforts to ensure we continue to retain
and attract a talented and diverse group of colleagues.
During 2022, we also continued to have an active dialogue on issues
of climate change, sustainability and governance. We were pleased
to join the ClimateWise organisation during the year and we have
again reported against the recommendations of TCFD and outlined
our activities in measuring and actively monitoring climate change
effects on the Group.
Through the Lancashire Foundation we have always sought to support
charities that have a positive impact on the communities they serve. The
cost-of-living crisis has made that need even more acute. I am pleased
that during 2022, the Foundation’s focus on social causes has been
increasingly valuable and effective. The Foundation’s support for
homeless charities is particularly apt and the organisations we have
funded include in their ethos a long-term goal of helping people back
on their feet.
During the course of 2022, we have acknowledged and discussed the
impact that the increased cost-of-living can have on some employees.
We have ensured that our focus with regards to remuneration and
assistance has been targeted to benefit those who are likely to require
additional support the most. To that end, the Board approved a one-off
cost-of-living payment for employees whose salary was below a specific
level. You can read more about our work on Environmental, Social and
Governance matters in our sustainability section starting on page 40.
As in previous years, we have not changed our dividend strategy.
Subject to a shareholder vote at the 2023 AGM, we propose to pay a
final ordinary dividend of $0.10 per common share, unchanged on prior
years. Further information can be found on page 119. Our dividend policy
is set out on page 118.
Q: How have employees assisted in navigating a challenging year?
A: Lancashire employs some of the best people in our industry. Our underwriters have market-leading expertise and all our support functions
effectively aid our overall goal to deliver on our strategy.
In a challenging year, acting as one team with one driver for success is incredibly important. I am reminded constantly in my conversations with people
from around the business of the strength of pride that they feel in working at Lancashire.
On behalf of the Board, I would like to thank Alex, the wider management team and all our colleagues for their hard work and commitment.
We believe the outlook for 2023 and beyond is extremely exciting and that we have the right teams across the Group to deliver our strategy and grow
when there are opportunities.
A stronger
“ This is the second year of strong premium growth since we
raised new equity capital in 2020, and we now have a
more diversified and balanced underwriting portfolio.”
9
Lancashire Holdings Limited | Annual Report & Accounts 2022
This year our focus remained firmly on
delivering our long-term strategy and
actively managing the cycle.
I’m very pleased to report that Lancashire
continued its strong growth trajectory,
increasing gross premiums written
year-on-year by 34.9% to $1.7 billion
and delivering a combined ratio of 97.7%.
Group Chief Executive’s review
Our robust underwriting performance came against a backdrop
of high industry losses and a volatile macroeconomic environment.
In line with our ‘underwriting comes first’ principle, we have continued
to expand our footprint and take full advantage of the organic growth
opportunities and rate increases being seen across the majority of our
product lines.
Driving forward
a more diverse
androbust business
This growth has come from those lines where we have longer-term
strength and expertise and from those we have added over the past
few years as part of our actions to diversify and fortify our portfolio.
Although there have been years in the past when we have had to be
patient, we are now starting to see the benefits of the expansion we
started in 2018 coming through.
Traditionally, Lancashire has been seen as an established writer of natural
catastrophe risk business meaning that when such events occur it is
expected to impact our performance. However, during 2022 we have
demonstrated that the growth and diversification of recent years now
allows us to absorb significant catastrophe losses, such as hurricane Ian.
While this event is estimated to be the second most costly hurricane
on record, we have still produced a net underwriting profit.
This is a notable positive step-change for the business and testament
to the clear long-term strategy we have set out.
Catastrophe and weather related losses for the year, excluding the
impacts of reinstatement premiums, were $218.4 million. This includes
the impact of hurricane Ian, which was within our expectations for these
types of events and at the lower end of the $160 million to $190 million
range provided at Q3.
Alex Maloney
Group Chief Executive Officer
10
Lancashire Holdings Limited | Annual Report & Accounts 2022
Strategy
We previously set aside $22 million for direct claims emanating from
the conflict in Ukraine. In Q4, we subsequently revised this to include an
additional management margin for any potential indirect claims related
to the conflict across a number of classes. Our potential claims related
to the conflict now total $65.8 million. Given the nature of the conflict,
the ultimate claims relating to the event are subject to a high level
of uncertainty.
On investments, the volatility in the global financial markets and higher
interest rates have understandably affected our 2022 investment result,
which was negative 3.5% including mark-to-market losses. These losses
are largely unrealised and were the most significant driver of the
negative change in FCBVS of 6.7% for the year. Going forward, we
expect to see higher investment income as a result of the higher
interest rate environment.
From a capital perspective, we held a very strong position throughout
the year and we have the necessary headroom to continue to write
profitable business, and deliver returns, during what we expect to
be a harder market in 2023.
Overall, I am pleased with our performance in 2022, and that the
decisions we have made in the past few years to better balance
the portfolio mean we have returned an underwriting profit in a
challenging year.
During 2022, we have continued to strengthen our underwriting teams
and our organisational infrastructure through key internal promotions
and external hires.
Lancashire aims to retain and attract the best people in our industry. Our
underwriters have market-leading expertise and our support functions
are vitally important in the overall delivery of our growth strategy.
We made a number of senior appointments from within our existing
underwriting teams during the year. This is testament to the strength
of talent, knowledge and experience that we have at Lancashire, in
underwriting and across the wider business.
Our long-term investment in developing our people means that we are
able to reward and promote colleagues across the Group when suitable
opportunities arise.
We are also enhancing and expanding our capabilities in a range of areas,
including business development, human resources, procurement, change
and vendor management, and sustainability.
We have always recruited on merit which has given us the benefits of a
diverse employee community and we continue to look at how we can
bring more people into the industry from a range of backgrounds.
Q: How have the business’s strategic
objectives and vision changed in 2022?
A: Each year the Board reviews the Group strategy, and in
2022 we made some changes to reflect the size of the business
and our future aspirations. This includes a new focus on our
people, operations and sustainability.
It is important to stress that our number one priority remains
the same and will not change – underwriting comes first.
It is this emphasis on disciplined underwriting that underpins
everything we do. It is also in many cases why people want to
join Lancashire.
They know that we have a strong team, in both underwriting
and support functions, and that we value and reward expertise
and talent.
As I said last year, everything we do is driven by the underwriting
opportunity. It is why we are here, why we do what we do and
why we play an important role in supporting and protecting
communities and economies across the world.
I am pleased that in delivering on our strategy we have the
full support of our people. We hosted sessions in London and
Bermuda during 2022 for our people managers, where we had
an opportunity to discuss how to bring the strategy and vision
to life – and how we can further improve the work experience
for employees.
This spirit of collaboration is incredibly important for us
at Lancashire.
Fundamentally we are a people business and we have a high level of
engagement from all our colleagues. Keeping our positive culture and
making Lancashire a place that develops, retains and attracts quality
people is central to our success going forward.
I very much look forward to the opportunities for further profitable
growth that the next 12 months may bring, and I’d like to thank all of
our colleagues for their hard work, and our investors, clients, and brokers
for their support during the past year.
“ Everything we do is driven by the underwriting opportunity.
It is why we are here and why we do what we do.”
11
Lancashire Holdings Limited | Annual Report & Accounts 2022
Our
environment
market
12
Lancashire Holdings Limited | Annual Report & Accounts 2022
At Lancashire, we build when
market conditions are favourable
to create sustainable returns.
Our strong balance sheet will
support our growth ambitions.
Natalie Kershaw
Group Chief Financial Officer
13
Lancashire Holdings Limited | Annual Report & Accounts 2022
A balanced
approach
Financial review
Financial highlights
2022
$m
2021
$m
2020
$m
2019
$m
2018
$m
Gross premiums written 1,652.3 1,225.2 814.1 706.7 638.5
Net underwriting profit 150.8 69.0 77.0 186.5 121.7
(Loss) profit after tax
1
(3.3) (62.2) 4.2 117.9 37.5
Comprehensive (loss) income
1
(92.6) (92.9) 24.3 145.7 24.7
Dividends
2
36.2 36.4 32.3 30.2 70.2
Diluted (loss) earnings per share ($0.01) ($0.26) $0.02 $0.58 $0.19
Fully converted book value per share $5.24 $5.77 $6.28 $5.84 $5.26
Change in FCBVS (6.7%) (5.8%) 10.2% 14.1% 2.4%
Combined ratio 97.7% 107.3% 107.8% 80.9% 92.2%
Accident year loss ratio 69.9% 81.0% 71.4% 51.3% 70.0%
Total investment return (3.5%) 0.1% 3.9% 4.9% 0.8%
1. Amounts are attributable to Lancashire and exclude non-controlling interests.
2. Dividends are included in the financial statement year in which they were recorded.
We held a very strong capital position throughout the year and we
have the necessary headroom to write profitable business during what
promises to be an improving insurance market in 2023. We will always
use our capital effectively to support the underwriting environment
and manage our exposures to market conditions.
Natalie Kershaw
Group Chief Financial Officer
14
Lancashire Holdings Limited | Annual Report & Accounts 2022
Performance
During 2022, we have continued to deliver on our strategy to diversify
our portfolio.
We have reported a combined ratio of 97.7%% for 2022, a strong
performance when set against a backdrop of significant loss events,
including hurricane Ian, and the conflict in Ukraine.
For hurricane Ian we incurred catastrophe losses of $163.3 million,
excluding the impact of reinstatement premiums, in line with our
expectations for this type of event.
The work we have done over the past four years has been targeted at
strategic growth, and we reported gross premiums written for the year
at $1,652.3 million - an increase of 34.9% on 2021.
This growth has come both from those lines where we are traditionally
strong, and from the newer classes of business that we have begun to
write with new talented underwriting teams joining us.
Lancashire has always had a well-established approach to reserving, and
we have a consistent approach to these newer lines. Our philosophy is to
be conservative and comfortable with how these classes are performing
during the first years of writing this business.
When catastrophe loss events occur, such as hurricane Ian, the size of
our business and our strong collaborative culture mean that we have
a clear line of sight in assessing the likelihood of claims arising. We use
a combination of sophisticated modelling techniques, historical loss
experience analysis, and our team’s expert judgement to estimate
ultimate losses. These loss estimates are developed on a contract-by-
contract basis rather than a percentage of a wider expected industry loss.
We previously set aside $22 million for direct claims emanating from
the conflict in Ukraine. In Q4, we subsequently revised this to include an
additional management margin for any potential indirect claims related
to the conflict across a number of classes. Our potential claims related
to the conflict now total $65.8 million. Given the nature of the conflict,
the ultimate claims relating to the event are subject to a high level
of uncertainty.
The volatility in the global financial markets and steeper interest rates
have inevitably affected our investment performance. Our investment
result for 2022 was a negative return of 3.5% including mark-to-market
losses. These losses are largely unrealised and are the main contributing
factor to the comprehensive loss of $92.6 million.
The short duration of our portfolio means that we will see the
benefit of the higher interest rate environment going forward
in 2023. These additional returns will complement the growth
in our underwriting portfolio.
In the medium term, we do not expect to make material changes to
our investment strategy, with a focus on a short duration portfolio.
Clearly, global commerce across sectors will also be impacted by higher
inflation. For Lancashire we have experience managing inflationary
pressures – in both directions – through a number of our product lines.
Looking forward, our strategy has always been to manage the
underwriting cycle and we are pleased that the decisions we have made
in the past few years have put us in a strong position to take advantage
of the market opportunities we will see in 2023.
From a capital perspective, we held a very strong capital position
throughout the year, and we have the necessary headroom to write
profitable business during what promises to be an improving insurance
market in 2023. This includes our catastrophe products, where we are
happy with our position in the market and share of risk.
We will always use our capital effectively to support the underwriting
environment and manage our exposures to market conditions.
Maximising returns for the capital deployed is what we are here to do,
providing the best opportunity for returns for our shareholders. As we
move forward into 2023, and beyond, our strategy for growth will
continue to focus on less capital-intensive lines of business while matching
the underwriting of more volatile classes with the market opportunity.
Our strong capital position brings optionality, which is always beneficial
in a fast-moving market. During 2022, we undertook a share repurchase
programme to buy 4,589,592 common shares totalling $23.3 million to
fund future exercises of awards under our RSS.
2022 was my second full year of serving as Group CFO. I am constantly
impressed by the commitment of our teams across the business and
their sharp focus on delivering on our strategic priorities.
I am extremely confident that Lancashire is in a strong position to further
grow in a disciplined way as the pricing environment continues to move
in a positive direction. The events of 2022 will only accelerate that
change and we are well placed to optimise those opportunities.
Q: What preparations for the IFRS 17 changes has the business made in 2022?
A: During 2022, we have spent a considerable amount of time fine-tuning our preparations for the transition to IFRS 17. As the biggest
insurance accounting change for more than a generation, it has been many years in the making.
As we move into implementation in 2023, we are confident that our preparations have been robust.
IFRS 17 allows businesses to make a number of judgments on how they will report. We have continued to work through these and to make
the appropriate decisions to reflect the nature of our operations and our established focus on transparency.
At our Investor Day in November we outlined our approach to IFRS 17 to aid early understanding of the impact. With such a substantial
change it is important to stress test our assumptions and processes, and we have carried out a number of ‘parallel runs’ internally, ready
for final implementation in 2023.
In ensuring our systems, data, processes and people are ready we have seen a strong collaborative effort across a number of teams.
While the overall preparations have been time-consuming, we have taken the opportunity to refine our wider processes and make positive
enhancements. This includes improving our collation and use of data across the business, which will have the long-term benefit of making
Lancashire more efficient and reducing operating costs in some areas.
15
Lancashire Holdings Limited | Annual Report & Accounts 2022
Gaining
momentum
Underwriting review
We delivered a healthy combined ratio of 97.7% in a year characterised
by a challenging loss environment. Additionally, we saw the impacts
of political unrest, inflation, sanctions, and economic instability that
were offset by improved market conditions.
Against this backdrop, we have continued to strengthen our
underwriting bench, mainly through internal promotions and
developing our talented teams.
During 2022, we once again witnessed a number of loss events that
both tested our clients and demonstrated the value of the (re)insurance
products we sell.
The conflict in Ukraine, and its tragic humanitarian consequences,
dominated the year. Events such as these have far-reaching economic
consequences and can create losses to (re)insurance policies that provide
the relevant coverage. The total cost to the (re)insurance market for the
conflict is not yet known, and there are a number of ongoing material
uncertainties, but it is likely to be across both insurance and reinsurance
classes including marine, energy, aviation, political violence, and political
risk. These are classes in which we specialise and therefore have exposure
to; albeit for a loss event of this magnitude, we see our estimated loss as
very manageable.
For the past five years we have spoken
about our desire to grow and diversify
our underwriting footprint whilst market
conditions are favourable. The intention of
this strategy has been to build out a more
robust portfolio of business that allows us
to better absorb the inherent volatility of
the business we underwrite. 2022 is the
year where we demonstrated the benefit
of this strategy.
Paul Gregory
Group Chief Underwriting Officer
16
Lancashire Holdings Limited | Annual Report & Accounts 2022
Performance
We have also seen significant industry losses from natural catastrophes
with an estimated $120 billion of insured losses. A variety of events have
contributed to this total including flooding in areas such as Pakistan,
South Africa and Australia, hailstorms, drought and extreme heat in
Europe, plus convective storms, winter storms and hurricanes across
North America. Of all the natural catastrophe loss events of 2022 by far
the largest from an insured perspective was hurricane Ian. Hurricane Ian
impacted the west coast of Florida in late September and is estimated
to be the second most costly hurricane on record. These events have
once again tested our underwriting of natural catastrophe risk and,
given the size of hurricane Ian, our portfolio has proved to be more
robust than ever.
Despite these challenges, it has been another year of forward
momentum in the build out of the underwriting portfolio and team.
The underwriting environment has continued to be supportive, as
demonstrated by a portfolio RPI of 108%. Almost every single sub-class
of business delivered positive year-on-year rate increases, including
classes that have now delivered cumulative rate rises each year for
the past five years.
It is these market conditions, plus the addition of new teams and
products, that have contributed to premium growth of approximately
35%, with gross premiums written now at $1.7 billion. This is the highest
at any point in our history and over $1 billion more than at the soft
market low in 2017. We anticipate even more favourable market
conditions in 2023 and it is likely that this record premium level
will be surpassed during the course of the next 12 months.
We have consciously been building out our underwriting expertise
over the past number of years as the business evolves, and the
underwriting bench has continued to expand through 2022.
We are pleased to have made a number of internal promotions over the
past 12 months, demonstrating the strong development and progression
of our underwriting talent as our footprint broadens. As the business
grows, we will continue to offer attractive opportunities for those at
Lancashire to progress their careers.
Alongside these internal promotions, we continue to hire new talent
into the business. In 2022, we added new lines of business such as
construction and engineering, added leadership capabilities in sub-classes
such as energy liabilities to expand our market presence, and successfully
launched our new office in Sydney, Australia, to underwrite regional
property insurance. All of these have contributed to our 2022 premium
growth and will keep developing over the coming years as they mature.
The dynamics across all our business segments have varied and we
cover these more specifically in the analysis that follows. The Group’s
operating segments for the purpose of reporting were revised during
the year to reflect an internal management restructuring that occurred
in the second half.
Premium $m RPI
Segment 2022 2021 Variance 2022 2021
Reinsurance 842.1 561.0 281.1 108% 110%
Insurance 810.2 664.2 146.0 108% 108%
Total 1,652.3 1,225.2 427.1 108% 109%
“ Gross Premiums Written is now at $1.7 billion. This is the
highest at any point in our history andover $1 billion more
than at the soft market low in2017.”
17
Lancashire Holdings Limited | Annual Report & Accounts 2022
Reinsurance
Our reinsurance segment contains casualty reinsurance, property
reinsurance and specialty reinsurance. There has been significant
premium growth in this segment during 2022 of approximately
50%, with an RPI of 108%. This was expected given the build-out
of casualty reinsurance and the strong rating environment for property
and specialty reinsurance.
Casualty reinsurance comprises casualty, professional and financial
lines and accident and health reinsurance. The rating environment for
all these sub-classes has been broadly stable with an RPI of 101%, with
growth being a result of the continued maturity of the casualty sub-class
and professional and financial lines sub-classes. An inflationary and
future recessionary environment can bring challenges to some of these
longer tail classes. Having entered these classes very recently, we have
no legacy portfolio, where reserve deterioration can become a negative
drag on results, and rating levels are at historical highs. Our underwriting
and reserving approach to these lines will remain prudent as we build out
this portfolio.
Property reinsurance comprises our catastrophe exposed reinsurance
classes as well as our excess of loss risk and other property treaty
portfolios. As anticipated, rating for the natural catastrophe exposed
sub-classes was positive as the market continued to harden; this is
seen in the RPI of 111% for property reinsurance. During 2022, property
catastrophe product line pricing strengthened during each quarter with
supply reducing and demand increasing, while inflation saw our clients
purchase more cover. We stuck to our stated strategy of maintaining
relatively stable risk levels and taking the increased margin we got
through rate improvements given we had already grown our footprint
significantly during 2021. As we look to 2023, we expect to see a true
hard market, due to the loss environment, the demand and supply
imbalance and macroeconomic conditions.
Specialty reinsurance comprises our reinsurance offering for classes
such as aviation, marine and energy, as well as our property retrocession
portfolio. The rating environment across all of the sub-classes remained
positive during 2022, with an RPI of 110%. We continue to build out our
specialty treaty account in areas such as energy, marine and political
violence, adding to the already well-established sub-classes of aviation
reinsurance and property retrocession. Much like our property
reinsurance class, our risk appetite for the property retrocession
sub-class was broadly stable as we look to maintain the Group’s natural
catastrophe footprint. Loss events such as the conflict in Ukraine and
hurricane Ian impacted these classes during 2022 and provided further
impetus for continued improvement in both rating and terms and
conditions as we move into 2023.
Insurance
Our insurance segment includes aviation insurance, casualty insurance,
energy and marine insurance, property insurance and specialty insurance.
We have seen another year of growth opportunities across this segment
with rates across all sub-classes positive. The insurance segment RPI
for 2022 was 108% with premium growth of approximately 22%. A
combination of the positive rating environment, inflationary pressure
increasing values at risk and the continued build out of new teams have
all contributed to the growth we have seen in 2022.
It has been an interesting year for aviation insurance as the aviation
industry continues to rebound strongly post the COVID-19 pandemic.
Demand for aviation insurance has been relatively resilient despite the
extreme downturn experienced by the sector during the pandemic years.
In addition, the rating environment has continued to improve with a RPI
of 118%, which is the highest across our portfolio. Within this there are
sub-classes that are broadly stable from a rating perspective, given rates
have increased steadily over the past five years, whilst the war /
terrorism exposed products have seen a sharp increase in rating following
the conflict in Ukraine. This is a class, however, that has seen a negative
premium impact due to international sanctions on Russia which have
been a headwind for growth in 2022. We continue to see opportunities
to further grow our aviation portfolio during 2023, and the expectation
is that rating will remain favourable to support this development.
Casualty insurance is a small segment of the business and comprises
our accident and health insurance sub-class and a small amount of
professional lines insurance which is adjunct to our casualty reinsurance
class. Market conditions remain positive with an RPI of 105%. Accident
and health was a new class of business to the Group in 2020 and has
grown steadily. We continue to explore opportunities in the broader
casualty insurance arena, albeit our focus thus far has centred around
the reinsurance lines.
Group Chief Underwriting Officer continued
35%
increase in gross premiums written
18
Lancashire Holdings Limited | Annual Report & Accounts 2022
Performance
Energy and marine insurance provides products across the spectrum
of the marine and energy sectors. The rating environment has remained
positive with an RPI of 104% for 2022. There has been a variance in
rating levels across all of the sub-classes with some, such as downstream
energy, broadly stable and others, such as marine liability, seeing double
digit rate increases. We have been able to grow premiums ahead of rate
given the positive environment, inflationary pressures boosting demand,
and underlying values at risk. Additionally, our investments in newer
sub-classes such as energy and marine liability have provided new
business opportunities. This has offset the negative impact of Russian
sanctions on premiums in some of the energy sub-classes.
We have continued to invest in our underwriting expertise to support
the transition within the energy sector. In 2022, we brought in additional
engineering resource to aid this ongoing development. This allows us to
offer products and services that cater to the changing risks our clients
face as their businesses transition. Insurance will continue to be a key risk
management tool for the industry, supporting global net-zero goals and
the wider transition. Please see the ESG section starting on page 40 for
more information.
Whilst the conflict in Ukraine did create losses in the energy and marine
sectors, our exposure was modest. Outside of this event there were no
significant insured losses in the energy and marine sectors, although
there were a number of mid-sized losses in the downstream energy
and power generation sectors; some of which we incurred. These loss
events should help maintain modest rating momentum into 2023.
Property insurance comprises property direct and facultative insurance
and construction insurance. Trading conditions have been favourable
with a 2022 RPI of 108%. Significant premium growth in property
insurance this year has been driven by the favourable rating
environment, inflationary pressures increasing demand, and underlying
values at risk. In addition we have seen the benefits of various
investments we have made. We opened our office in Australia to
underwrite property direct and facultative insurance in the region,
and the team have made a promising start. We also welcomed the
construction team and market conditions have been better than
originally anticipated, meaning that our start in this class has been
strong. Across the broader property direct and facultative class we have
continued to build out our portfolio on both our Lloyd’s and Lancashire
UK platforms, benefitting from a number of new business opportunities.
As a product that provides natural catastrophe protection, property
direct and facultative was impacted by the various events during 2022,
and in particular hurricane Ian. Our anticipation is that these positive
market conditions continue in 2023, providing more opportunity to
develop our portfolio.
Specialty insurance comprises our terrorism, political violence and
political and sovereign risks sub-classes. Prior to the conflict in Ukraine,
rates in terrorism and political violence were starting to soften. As the
insurance market reappraised its view of risk, this softening reversed and
we started to see rate rises come through these product lines. The overall
segment RPI for 2022 was 101%. The broader ramifications, in the form
of political and economic turmoil that the conflict has produced, have
undoubtedly influenced these sub-classes. The political and sovereign
risk portfolio is predominantly non-renewable business and therefore
is not subject to RPIs but the rating levels remain strong against this
backdrop. We have delivered strong premium growth in the broader
segment primarily as a result of new business opportunities. The outlook
for 2023 is more promising as we anticipate the dislocation from the
conflict to add more traction to the rating environment.
Overall, we are extremely proud of what the underwriting team have
achieved in 2022.
The team have continued their drive forward as our bench strength
grows, delivering on Lancashire’s long-term strategy. 2023 will bring
plenty of opportunity for this momentum to carry on as premiums
continue to grow and the underwriting portfolio goes from strength
to strength.
“ The team have continued their
drive forward as our bench strength
grows, delivering on Lancashire’s
long-term strategy.”
19
Lancashire Holdings Limited | Annual Report & Accounts 2022
2022 2021
Reinsurance $m Insurance $m Total $m Reinsurance $m Insurance $m Total $m
Gross premiums written 842.1 810.2 1,652.3 561.0 664.2 1,225.2
Net premiums earned 495.5 492.9 988.4 302.1 394.4 696.5
Net loss ratio 71.0% 45.5% 58.3% 90.6% 49.9% 67.6%
Net acquisition cost ratio 26.4% 26.4% 26.4% 18.6% 25.5% 22.5%
Expense ratio – – 13.0% – – 17.2%
Combined ratio 97.4% 71.9% 97.7% 109.2% 75.4% 107.3%
James Irvine
Group Chief Underwriting Officer
– Reinsurance
James Flude
Group Chief Underwriting Officer
– Insurance
The Group's operating segments for the purpose of segmental reporting
have been revised in 2022. This reflects an internal management
restructuring that occurred in the second half of the year.
Reinsurance gross premiums written
The significant increase in premiums in the reinsurance segment is
primarily due to new business in the casualty reinsurance class as we
continue our successful build out of the new product lines within this
class. This class also benefited from significant written premium being
recognised from new policies bound in 2021.
Strong growth was also seen in property reinsurance. Rates continued
to harden with RPIs of 111%. Aside from rate rises there was limited
exposure growth in this class as the Group maintained relatively stable
risk levels, taking the increased margin through rate improvements,
given we had already grown our footprint significantly during 2021.
In specialty reinsurance, all lines of business saw small increases in gross
premiums written driven by new business growth. We continued to build
out our specialty treaty account in areas such as energy, marine and
political violence, adding to the already well-established sub-classes
of aviation reinsurance and property retrocession.
Overall, for the reinsurance segment, reinstatement premiums were
$45.1 million in 2022 compared to $42.8 million in the prior year.
Insurance gross premiums written
There was increased premium in the majority of insurance classes during
the year. A combination of the positive rating environment, inflationary
pressure increasing values at risk and the continued build out of new
teams all contributed to the growth in 2022.
The most significant increases in this segment were in the property
insurance class where the Group has continued to expand its property
direct and facultative offering across all its underwriting platforms,
including the newly established Australian platform. The Group also
added a new property construction line of business.
The energy and marine insurance classes grew through the addition
of new underwriting teams and product expansion, particularly in
the marine liability and cargo and specie lines of business.
Outwards reinsurance premiums
Although in dollar terms the spend increased by $55.2 million or 13.5%
compared to 2021, the proportion of outwards reinsurance premiums
to gross premiums written has decreased year-on-year. The increase
in reinsurance spend is primarily driven by the growth of the inwards
portfolio and, to a lesser degree, by an increase in outwards
reinstatement premium.
Underwriting results
Business review
20
Lancashire Holdings Limited | Annual Report & Accounts 2022
Performance
Net acquisition costs
Net acquisition costs were $261.2 million in 2022 compared to
$157.0 million in 2021, and the Group’s net acquisition costs ratio for
the year ended 31 December 2022 was 26.4% compared to 22.5% in
2021. The increase is primarily driven by the reinsurance segment where
a change in business mix has seen more premium growth in proportional
lines of business, which incur higher commission costs.
Net insurance losses
The Group’s net loss ratio for 2022 was 58.3% compared to 67.6%
in 2021. The accident year loss ratio for 2022, including the impact of
foreign exchange revaluations, was 69.9% compared to 81.0% in 2021.
During 2022, we experienced net losses from catastrophe, weather
and large loss events of $308.8 million, excluding the impacts of
reinstatement premiums. Within this, catastrophe and weather
related losses for the year ended 31 December 2022, excluding the
impacts of reinstatement premiums, were $218.4 million. This includes
$163.3 million from hurricane Ian.
Our provision for large risk events for the year amounted to
$90.4 million and include $65.8 million related to the ongoing conflict
in Ukraine and $24.6 million from an accumulation of four large losses
in the energy upstream and power generation lines of business.
Excluding the impact of foreign exchange revaluations, the table below
shows the impact of the current year loss events on the Group’s net loss
ratio for the year ended 31 December 2022:
Losses
$m
Loss ratio
%
Reported at 31 December 2022 576.4 58.3
Absent catastrophe and weather
events 358.0 35.7
Absent large losses 486.0 48.8
Absent catastrophe, weather and
large loss events 267.6 26.3
Note: The table does not sum to a total due to the impact of reinstatement premium.
During 2021, our total net catastrophe, weather and large losses,
excluding the impact of reinstatement premiums, were $306.4 million.
Excluding the impact of foreign exchange revaluations, the table below
shows the impact of prior year loss events on the Group’s net loss ratio
for the year ended 31 December 2021.
Losses
$m
Loss ratio
%
Reported at 31 December 2021 470.5 67.6
Absent catastrophe and weather
events 232.9 33.2
Absent large losses 401.7 57.7
Absent catastrophe, weather and
large loss events 164.1 23.4
Note: The table does not sum to a total due to the impact of reinstatement premium.
Prior year loss development
Prior year favourable development for 2022 was $100.5 million,
compared to $86.5 million of favourable development in 2021. The
favourable development in 2022 was primarily due to general IBNR
releases on the 2021 and 2020 accident years and across most lines of
business, due to a lack of reported claims. There was also favourable
development on natural catastrophe loss events from the 2019 and 2018
accident years as well as beneficial claims settlements on risk losses in
the 2017 accident year.
The favourable development in 2021 was primarily driven by general
IBNR releases on the 2020 accident year across most lines of business
due to a lack of reported claims. 2021 also included favourable
development on the 2017 accident year, mainly from reserve releases
on natural catastrophe loss events, as well as some beneficial claims
settlements from earlier accident years.
The table below provides further detail of the prior years’ loss development
by class, excluding the impact of foreign exchange revaluations.
2022
$m
2021
$m
Reinsurance 45.3 22.2
Insurance 55.2 64.3
Total 100.5 86.5
Note: Positive numbers denote favourable development.
The table below provides further detail of the prior years’ loss
development by accident year, excluding the impact of foreign
exchange revaluations.
Ultimate loss development by accident year
2022
$m
2021
$m
2017 accident year and prior 19.9 36.1
2018 accident year 13.6 7.1
2019 accident year 13.7 8.8
2020 accident year 27.5 34.5
2021 accident year 25.8 –
Total 100.5 86.5
Note: Positive numbers denote favourable development.
21
Lancashire Holdings Limited | Annual Report & Accounts 2022
Investment results
Business review continued
Investments and liquidity
Since inception, the primary objectives for our
investment portfolio have been capital preservation
and liquidity, and we position our portfolio to limit
down-side risk in the event of market shocks. Those
objectives remain unchanged and are more important
than ever in today’s volatile markets. 2022 was the
story of one of the most significant U.S. Federal
Reserve rate increases in history as a tool to fight
inflation. While it resulted in negative returns for
2022, 2023 has a more positive outlook, starting
the year with much higher yields in the investment
portfolio. With the significant rate hikes, continued
inflation and an inverted yield curve, there is a risk
of recession. However, given the level of current
market yields, our portfolio can weather this,
particularly with a high credit quality portfolio.
With an inverted yield, we do not see any reason
to increase duration significantly. We will continue
to maintain a short, high credit quality portfolio with
some portfolio diversification to balance the overall
risk adjusted return.
Our portfolio mix illustrates our conservative
philosophy, as shown in the chart below.
Investment performance
Net investment income, excluding realised and
unrealised gains and losses, was $43.7 million for
2022, an increase of 90.0% compared to 2021. Total
investment return, including net investment income,
net other investment income, net realised gains and
losses, impairments and net change in unrealised
gains and losses, was a loss of $76.7 million in 2022
compared to a gain of $1.3 million for 2021.
In a year of significant volatility, the investment
portfolio generated a negative return of 3.5%. The
returns were driven primarily from interest rate
increases and the widening of credit spreads, resulting
in losses in all asset classes. The majority of the losses
were unrealised. It is expected that the majority of
the unrealised losses will reverse over the next couple
of years, given the short duration of the portfolio.
In 2021, the investment portfolio generated a small
positive return of 0.1%. While the portfolio had been
hit in 2021 by rising rates, the losses were somewhat
mitigated by the strong returns in the majority of the
risk assets, notably the bank loans, hedge funds and
the private investment funds.
Credit quality
Fixed maturities and managed cash
Asset allocation
Total investment portfolio and managed cash
Denise O’Donoghue
Group Chief Investment Officer
Conservative portfolio structure – quality
Duration
1.7 years
Average credit
rating of AA-
AAA: 19%
Private investment funds: 4%
Non-agency structured
products: 8%
AA: 41%
Hedge Funds: 4%
Managed cash and short
term securities: 11%
A: 21%
Index Linked Securities: 1%
U.S. government
bonds and agency
debt: 30%
BB or below: 6%
Corporate and
Bank Loans: 37%
Other government bonds
and agency debt: 3%
BBB: 13%
Agency structured products: 2%
22
Lancashire Holdings Limited | Annual Report & Accounts 2022
Performance
Other financial information
Hayley Johnston
Chief Executive Officer,
Lancashire Insurance Company
Limited and Reinsurance Manager
John Cadman
Group General Counsel
and Chief Executive Officer,
Lancashire Insurance Company
(UK) Limited
John Spence
Chief Executive Officer,
Lancashire Syndicates Limited
Third-party capital management
The total contribution from third party capital activities consisted of the
following items:
2022
$m
2021
$m
LCM underwriting fees 3.1 10.6
LCM profit commission 0.9 5.2
LSL fees & profit commission 2.5 2.4
Total other income 6.5 18.2
Share of loss of associate (6.5) (3.9)
Total third-party capital
management income – 14.3
The amount of Lancashire Capital Management profit commission
recognised is driven by the timing of loss experience, settlement of
claims, and collateral release, and therefore varies year on year. The
share of loss of associate reflects Lancashire’s equity interest in the
Lancashire Capital Management managed vehicle.
Other operating expenses
Other operating expenses were $128.7 million in 2022 compared to
$119.6 million in 2021. A growth in headcount has resulted in higher
underlying employee remuneration costs compared to the prior year
alongside an increase in audit fees, travel costs and fees and
subscriptions. The weakening Sterling/U.S. Dollar exchange rate relative
to the prior year partly offset these increases in the underlying cost base.
Capital
As at 31 December 2022, total capital available to Lancashire was
approximately $1.7 billion, comprising shareholders’ equity of $1.3 billion
and $0.4 billion of long-term debt. Tangible capital was $1.5 billion.
Leverage was 26.0% on total capital and 28.9% on total tangible capital.
Total capital and total tangible capital as at 31 December 2021 were
$1.9 billion and $1.7 billion respectively.
Share repurchases
During the year ended 31 December 2022, Lancashire repurchased
4,589,592 of its common shares (out of an overall, maximum Board-
approved limit of 9,000,000 common shares, conducted via three
separate share repurchase programs). These repurchases totalled
$23.3 million and were made pursuant to and in accordance with
the general authority granted by shareholders at Lancashire's Annual
General Meeting held on 27 April 2022, and will be used to satisfy a
number of future exercises of awards under the Company’s Restricted
Share Scheme.
Dividends
Lancashire announces that its Board of Directors has declared a final
dividend of $0.10 (approximately £0.08) per common share, subject to
a shareholder vote of approval at the AGM to be held on 26 April 2023,
which will result in an aggregate payment of approximately
$23.8 million. On the basis that the final dividend is approved by
shareholders at the AGM, the dividend will be paid in Pounds Sterling
on 2 June 2023 (the “Dividend Payment Date”) to shareholders of record
on 5 May 2023 (the “Record Date”) using the £ / $ spot market exchange
rate at 12 noon London time on the Record Date.
Shareholders interested in participating in the dividend reinvestment plan
(DRIP), or other services including international payment, are encouraged
to contact the Group’s registrars, Link Group, for more details.
23
Lancashire Holdings Limited | Annual Report & Accounts 2022
Our approach to
risk management
24
Lancashire Holdings Limited | Annual Report & Accounts 2022
At Lancashire, our corporate
infrastructure has been developed
to manage risk and support
disciplined, sustainable growth.
We pride ourselves on a strong and
collaborative risk culture that promotes
risk awareness and discipline across all
the Group’s activities.
Louise Wells
Group Chief Risk Officer
25
Lancashire Holdings Limited | Annual Report & Accounts 2022
Enterprise risk management
At Lancashire, our corporate infrastructure has been developed to
manage risk and support disciplined, sustainable growth. Our ERM
framework sits at the heart of this, underpinned by a strong risk culture
and governance framework. As the Group continues its strong forward
momentum and maximises the opportunities available, the risk function
is focussed on providing appropriate second line oversight and challenge
to mitigate the risks involved.
Inflation and geopolitical risk are two areas that have had a lot of focus
this year. The impact of inflation on the principal risk of reserving is
discussed in more detail on page 34.
The events of the last couple of years have demonstrated just how
quickly a risk can change and the importance of monitoring a wide
range of risks, including those that are harder to quantify. As a result,
the focus of the risk function has been on balancing the rear-view, what
happened and why did it happen, and the cockpit view of uncertainty,
what will happen and how can we make it happen to both preserve and
create value for the Group. The risk function cannot operate successfully
in isolation and we pride ourselves on a strong and collaborative risk
culture that promotes risk awareness and discipline across all the
Group’s activities.
Lancashire’s values remain instrumental in maintaining a strong and
straightforward risk culture within the business. Leadership is a key
element of this, with the accessibility to, and visibility of, Lancashire’s
senior management actively promoting, and adhering to, the risk
framework driving the collaboration throughout the business.
During 2022, we have expanded the risk function, recruiting additional
staff with complementary skill sets to better enable us to provide
effective challenge of the changing risk landscape and stress test the
assumptions made by the business in relation to these risks. As the
Group continues with its growth plans, resource levels will be revisited to
help ensure the function continues to be able to manage the challenges
associated with our growth as well as address emerging and climate risks
and legal and regulatory changes.
With respect to climate change, Lancashire became a member of
ClimateWise during the first half of 2022. ClimateWise is part of the
Centre for Sustainable Finance at Cambridge University and represents
a growing global network of leading insurance industry organisations.
ClimateWise helps to align its members’ expertise to directly support
society as it responds to the risks and opportunities of climate change.
ClimateWise members are required to annually disclose their firm’s
response to climate change through the ClimateWise Principles
Framework; as a new member Lancashire was not obliged to participate
but opted to do so. The seven ClimateWise Principles are aligned
with the requirements of the Taskforce on Climate Related Financial
Disclosures (TCFD); our TCFD reporting can be found in the sustainability
section starting on page 61.
A culture
of risk
Louise Wells
Group Chief Risk Officer
challenge
26
Lancashire Holdings Limited | Annual Report & Accounts 2022
Risk
Key activities
• Review of business strategy with
challenge from the Board
• Annual approval of a business
strategy paper by the Board
• Development of ESG strategy and framework
• Quarterly risk and control affirmations
• Quarterly emerging risk working group
• Quarterly internal audit reports to the Audit
Committee providing an update on work
performed and analysis of root causes of
audit findings
• External audit reports to the Audit Committee
• Audit Committee annual review of
the effectiveness of financial controls
• Monthly CCWG
• Monthly ESG Committee
• Review of risk strategy and ‘attitude to risk’
• Review and measurement of risk
appetite and limits
• Review of Group risk tolerances
• Management, Board and subsidiary board
approval and monitoring of risk appetite
and tolerances
• Stress and scenario testing (business plan)
• Assessment of management actions
• Group CRO review of business plan
• Board business performance review
• Board consideration of
stakeholder engagement
• Review of risk management policies
• Assessment of risk management
framework maturity
• Integrated assurance assessment
• Emerging risk assessment
• ESG framework and strategy
• Review and approval of business
plan by the Board
• Group CRO reports to Board and Group
Executive Committee
• Production of quarterly ORSA report for
review and approval by the Board
• Capital and liquidity management frameworks
• Review of internal model policies, capital and
solvency appetites
• Full/proxy capital assessments
• Rating agency capital assessments
• Stress and scenario testing
• Board quarterly review of capital needs,
headroom and actions
Board sign off and embedding
Business strategy
Risks
Capital and solvency
Stress and scenario testing
Key elements of ORSA
ERM & ORSA
Strategy review & challenge
Risk identification & assessment
Risk appetite & tolerances
Business planning
Risk & business management
Risk solvency & assessment
Capital management
Strategy review
& challenge
Risk
identification
& assessment
Risk appetite &
tolerances
Business
planning
Capital
management
Risk
solvency &
assessment
Risk & business
management
C
u
l
t
u
r
e
&
G
o
v
e
r
n
a
n
c
e
Board
RRC
27
Lancashire Holdings Limited | Annual Report & Accounts 2022
Enterprise risk management continued
Risk management strategy
Risk management framework
Our risk management strategy remains aligned to the business and
The Group takes an enterprise-wide approach to managing risk with
capital strategy to ensure the capital resources held are matched to the
a Group risk management framework. The framework sets out our
risk profile of the Group and that the balance between risk and return is
approach to identifying, assessing, mitigating and monitoring the
considered as part of all key business decisions.
principal risks the Group faces. Lancashire subscribes to a ‘three lines
of defence’ model, the front-line being risk ownership by business
The Group’s financial performance is exposed to risks from several
managers. Responsibility for the management of individual risks has been
sources. These include insurance risk, market risk, liquidity risk, credit risk,
assigned to, and forms part of, the performance objectives of the risk and
operational risk and strategic risk, which are all discussed further in the
control owners within the business. Risk owners ensure that these risks
risk disclosures on page 144, as well as Group risk and regulatory and
and the controls that mitigate against them are consistent with their
legal risk. The primary risk to the Group is insurance risk, which can be
day-to-day processes and the entries made in the respective risk
subdivided into the core risk of underwriting and the non-core risk of
registers, which are a direct input into the subsidiary capital models. The
reserving and includes the Group’s risk exposures to natural
second line comprises the risk management team, which is responsible
catastrophes, including wind storms, wildfires and other loss events
for risk oversight, the emerging risk forum, the CCWG and the RRC.
linked to climate change trends, and risks related to other natural
Within this, the Group CRO provides regular reports to the business
phenomena. This risk is discussed in more detail in the Principal Risks
outlining the status of the Group’s ERM activities and strategy, as well
section starting on page 30.
as formal reports to the Board and the boards of the individual operating
The Board of Directors retains responsibility for all risk within the Group
entities. The Group CRO ultimately has the right to report directly to
and is responsible for setting and monitoring the Group’s risk appetite
the Group and entity regulators if they feel that management is not
and tolerances, whereas the individual entity boards of directors are
appropriately addressing areas of concern regarding the Group as a
responsible for setting and monitoring entity-level risk tolerances. Risk
whole or any of the individual operating entities. LSL’s CRO provides
tolerances represent the maximum amount of capital, generally on a
formal reports to the LSL Board and its RCCC. The third line of defence
modelled basis, that the Group and its entities are prepared to expose to
is the internal audit function, whose work complements that of risk
certain risks. The Group’s appetite for risk will vary marginally from time
management by independently assessing the operating effectiveness
to time to reflect the potential risks and returns that present themselves.
of controls and also appraising the culture.
However, protecting the Group’s capital and maximising risk-adjusted
We continue to perform a quarterly risk and control affirmation process
returns for investors over the long term are constants. All risk tolerances
whereby the operation of all key controls is affirmed by the control
are subject to at least an annual review and consideration by the
operators and then reviewed and approved by the risk owners. In
respective boards of directors. The Board and individual entity boards
addition, the risk owners are required to affirm that their risks remain
of directors review actual risk levels versus tolerances, emerging risks,
appropriately documented and scored. The risks are scored on both a
loss event and near miss reporting, key risk indicators, and an overview
gross basis (i.e. inherent risk pre-controls) and a net basis (i.e., residual
of the control environment (driven by key control testing and control
risk post the application of controls). The output from this process is
affirmations and supported by internal audit findings) at least quarterly.
reported to the RRC and the Group and operating subsidiary audit
In addition, on at least a monthly basis, management assesses our
and risk committees or boards of directors as appropriate.
modelled potential losses against risk tolerances to ensure that risk
levels are managed in accordance with them.
As at 31 December 2022, all Group entities were operating within their
Board-approved risk tolerances.
The focus on ERM and governance is consistent across the cycle with
full engagement from the Board down. Roles and responsibilities with
The quarterly ORSA reports prepared by the Group CRO to the Group
respect to the identification, assessment, mitigation and monitoring of
and subsidiary boards provide a timely analysis of current and potential
risks are clearly defined. The risk management framework drives risk
or emerging risks, compared against risk tolerances, along with their
culture from the bottom up, through risk and control ownership by
associated capital requirements.
management and staff across the Group.
The 2023 annual ORSA report will be presented to the Board for review,
challenge and approval at the Q1 2023 Board meeting. The equivalent
reports for the operating subsidiaries will also be presented to their
boards for review, challenge and approval during Q1 2023. As a Lloyd’s
managing agent, LSL falls within the Society of Lloyd’s for Solvency II
reporting, preparing ORSA reports for each syndicate. LSL has its own
ERM framework to ensure adherence to Lloyd’s minimum standards.
The diagram on the previous page illustrates how we balance our ERM
and ORSA activities, all of which are underpinned by our risk culture and
governance. Our collaborative risk culture is driven from the ‘top down’
Lancashire Holdings Limited | Annual Report & Accounts 2022
28
Risk
via the Board and executive management to the business, with the RRC
central to these processes. Risk culture is also driven from the ‘bottom
up’ through the risk and control affirmation process. The primary role
of the Group CRO is to facilitate the effective operation of ERM and the
ORSA processes throughout the Group at all levels.
The role includes, but is not limited to, the following responsibilities:
• overall management of the risk management system;
• to drive ERM culture, ownership and execution on three levels:
Board, executive management and operational within the business;
• to facilitate the identification, assessment, evaluation and
management of existing and emerging risks by management and the
Board, including the articulation of risk preferences and the adoption
of formal risk tolerances;
• to facilitate the identification, assessment, evaluation and
management of climate-related risks and opportunities by
management and the Board and report the financial impacts thereof;
• to ensure that these risks are given due consideration and are
embedded within management’s and the Board’s oversight and
decision-making process;
• to be consulted, and opine, on policy in areas such as, but not limited
to, underwriting, claims, investments, operations and capital
management; and
• to provide timely, accurate, reliable, factual, objective and
accessible information and analysis to guide, coach and support
decision making.
During 2022, the risk management framework was enhanced with
regards to evidencing risk management challenge, with a focus on
the areas of strategic decision making and change management. The
quarterly ORSA report was used to report this oversight and challenge
to the Board.
The internal audit function considers both existing risks to the business
and emerging risks which may impact the Group in designing its
programme of work. The Group’s risk and control registers and emerging
risk radar are key sources of information for internal audit who provide
the Audit Committee with mapping between the proposed audit plan
and key risks of the Group as well as coverage of emerging risks within
the internal audit plan. The Group CRO has input to all internal audit
terms of reference and receives copies of all internal audit reports
enabling the risk function to assess all recommendations and include
in the risk register as appropriate.
RRC
The RRC, chaired by the Group CEO, is the key management tool for
monitoring and challenging the assessment of risk on a regular basis. It
seeks to optimise risk-adjusted returns and facilitate the appropriate use
of the Group’s internal models, including considering their effectiveness.
It ensures that all key areas of risk are discussed according to a schedule
that covers fortnightly, monthly, quarterly, semi-annual and annual
reviews. The RRC meets fortnightly and is responsible for coordinating
and overseeing ERM activities within the risk profile, appetites and
tolerances set by the Group and individual entity boards of directors.
The RRC includes the Group CEO, members from the finance, actuarial,
modelling, operations, treasury and underwriting functions, and both the
Group CRO and LSL CRO. The Group CRO reports on the RRC’s activities
to the Group and individual entity boards of directors and via the LSL
CRO to the RCCC of LSL. Through the Group CRO the RRC considers
recommendations to the Board and its committees with regard to the
adoption of formal risk tolerances. Examples of specific items considered
by the RRC during 2022 include: the Group strategy and business plan,
risk appetite statements, capital and solvency appetite, ERM framework,
stress and scenario tests, the results of thematic reviews (for example a
review on the impact of inflation on our portfolio and associated model
assumptions) and the results of the quarterly affirmation process and
related controls testing.
Emerging risk
The identification and assessment of emerging risk occurs throughout
the Group from individual departments to management and executive
committees, to the boards of directors and sub-committees of the
boards. The risk function runs the emerging risk forum and maintains
an emerging risk radar, which is provided to the executive committees,
Board and entity boards of directors each quarter, and is therefore
subject to an iterative process of review and oversight.
Emerging risks, by their nature, are difficult to quantify, however our
emerging risk radar was designed to clearly illustrate the risks and
expected time horizon, magnitude and likelihood. Examples of key
emerging risks monitored include operational strain (driven by growth),
geopolitical disruption, economic risks including inflation and recession,
and regulatory risk, for example in relation to new climate related
standards or legislation.
Whilst no longer an emerging risk, climate change risk remains at
the top of many political agendas internationally and is an area of
risk monitoring and management for us at both management and
Board level.
The threat which catastrophic weather events pose to individuals,
communities and businesses illustrates the social and economic value
which our risk management products generate. This is therefore a key
area of strategic opportunity for our business and one of the key drivers
of our underwriting risk exposure management. In particular,
management and the Board set tolerances for, and monitor, the Group’s
probable maximum losses for major catastrophe events and in particular
weather-related exposures. Please see page 146 for a list of the Group’s
current PML risk exposures.
Climate change risk also informs the way we manage our investment
portfolio and associated risk. During 2022, the Group once again
participated in the CDP, which is aligned with the recommendations of
the TCFD, which are promoted by the Financial Stability Board and the
Bank of England. See also our 2022 TCFD Report starting on page 61 for
more information.
“ We aim to promote informed risk taking that considers the
risk and reward equation in all major decisions in order to
optimize growth.”
29
Lancashire Holdings Limited | Annual Report & Accounts 2022
Risk universe
We continue to classify risks in three broad classes: (a) Intrinsic risk: risk
that stems from the inherent randomness and uncertainty that exists in
the universe in which we operate and that is therefore fundamental to
how we manage our business. This can be core (represents the potential
to generate a return as well as a loss) or non-core (offers no direct
potential for return); (b) Operational risk: which can be independent or
correlated; and (c) Other risk: the non-financial category of risks which
cannot necessarily be mitigated by holding capital since such risks may
not have direct balance sheet implications.
The Board evaluated the risks disclosed, alongside other factors, in the
assessment of the Group’s viability and prospects as set out in the going
concern and viability statement in the Directors’ report at page 118.
Understanding the key risks to the Group
Our classification of risks as Intrinsic Core
and Intrinsic Non-core, Operational and
Other helps us to focus on our management
and mitigation of those risks.
Within the capital models, insurance risk accounts for the majority of
the allocated risk capital, so this is clearly the principal area where we
stringently apply controls and reviews. For example, we place a large
number of controls around monitoring risk levels across the business.
However, we understand that even risks that do not generate a capital
charge under an economic capital model can pose serious threats to the
execution of the business plan and strategy, and therefore need to be
monitored and tested. We continue to believe in the market cycle and
the dynamics of supply and demand and therefore spend time looking at
the implications of new capital entering the market and the evolution of
the market cycle. In addition, the Group continues to consider and adapt
to the risks and opportunities arising from climate change through the
analysis of the associated physical, transitional and liability risks. As part
of our overall risk mitigation strategy, we perform detailed stress and
scenario testing to stress the financial stability of the Group. This process
is aligned to our business planning, ORSA processes and strategic and
business plan time horizons. The selected tests are aligned to our key
risk areas of capital (rating agency and regulatory), underwriting and
investment-related stress tests, at a minimum.
From a capital perspective we show the losses we could absorb and still
meet our rating agency and regulatory capital requirements. Our climate
change scenario incorporates underwriting and investment risks as we
consider transition risk and physical risk. For this scenario we stress our
premium income, our catastrophe loss ratios to reflect the assumed
increased frequency and severity and inflationary impact on associated
claims, our litigation costs, and our investment return. We also run
various other tests based on discussions with the RRC and the Group
Executive Committee that identify pertinent potential stresses and
scenarios given market or social conditions prevailing at the time.
Principal risks
Underwriting, Investment
Intrinsic risks representing the potential to generate a return as well
as a loss.
In these areas, the Group promotes informed risk taking that considers
the risk and return equation in all major decisions, with the intention of
maximising risk-adjusted returns.
We recognise that by insuring fortuitous events we can suffer losses, and
that within our investment portfolio we can see the value of investments
fall. We cannot avoid these risks, so we focus on the correlated
operational risks and seek to mitigate them. For example, we know that
by insuring the risk of natural perils we are exposed to the risk that losses
exceed our plan. We model our portfolio using stochastic modelling to
review actual and planned exposures to ensure they remain within
tolerances. The correlated risks are that we might fail to design or
maintain effective tolerances and limits, and fail to maintain exposures
within such limits; or that we fail to keep accurate and timely records of
our exposures. We then devise systems and processes to mitigate these
risks, such as PML reconciliations and RDS sign offs, with review by the
RRC and regular ORSA reports to the Board, which also considers and
approves formal risk tolerances.
Intrinsic (core)
30
Lancashire Holdings Limited | Annual Report & Accounts 2022
Risk
Key
Principal risk
1
Underwriting
5
Liquidity
2
Investment
6
Operational
3
Reserving
7
Strategic
4
(Re)insurance counterparty
Very Low Low Moderate
Increasing financial and non-financial consequences
High Very High
Rare Unlikely Possible Likely Almost Certain
Increasing likelihood
1
6
5
3
2
4 7
Reserving, (Re)insurance Counterparty, Liquidity
Intrinsic risks to which we are inevitably exposed as a result of
conducting our day-to-day business operations, yet offer no direct
potential for return.
They are quantified insofar as practicable for the purposes of
capital and risk management and avoided or minimised insofar
as is economically justifiable.
Intrinsic (non-core)
These are risks arising as a result of inadequate or failed internal
processes, personnel, systems or (non-insurance) external events.
They have the potential either to magnify the adverse impacts of
intrinsic risks, for example increased reinsurer default losses arising
through the use of non-approved counterparties; or to crystallise
separately in their own right, for example losses arising through the
imposition of fines as a result of a regulatory breach, so unrelated to
our core functions.
Strategic, Group, Emerging, Climate
These are risks for which quantitative assessment is difficult but for
which a structured approach is still required to ensure that their potential
impact is considered and mitigated insofar as is practicable. These are
included within the risk register and are assessed and mitigated through
scenario and stress testing.
Given the broad reach of climate change and the risks associated with it,
we concluded these risks are most appropriately managed by including
their impact through existing principle risks, rather than a separate
climate change principal risk. The impact of climate change is therefore
covered in the following principal risks: underwriting, investment,
operational and strategic.
Operational
Other
Current assessment of principal risks
31
Lancashire Holdings Limited | Annual Report & Accounts 2022
Principal risks continued
As a (re)insurance group our business is in assuming risk. The problem arises where there is a mismatch between the risk we are being paid for and the
risk we are assuming. If we are mispricing our business, we are at increased risk of having insufficient premium to cover any losses arising. If we are
taking on more exposure than we realise, then we are at an increased risk of having much larger losses than we expect in a particular scenario. Losses
in our classes are hard to predict, in particular as to the specifics of timing and quantum of catastrophe loss events. Additionally, we underwrite lines
of business that are subject to accumulations, including accumulations of individual risk losses arising from a single event such as several property
catastrophe excess of loss programmes being affected by a windstorm or earthquake, and accumulations between business lines such as a 9/11 type
event impacting both the terrorism and AV52 portfolios. Losses can also exceed expectations in terms of both frequency and severity. We recognise
that through climate change trends, and other influencing factors, weather-related incidences or other actual catastrophe loss events may increase
losses in frequency, severity and clustering, so, although we model losses, using third party stochastic models, we know that these projections can
and will be wrong in many instances.
Intrinsic risk: Core – Underwriting
Opportunities
As market dynamics change so too do the opportunities available to the
Group. We remain creative and responsive in the provision of tailored
insurance and reinsurance products and solutions to our core clients
across the different platforms of our business. The management team
regularly considers new business opportunities and provides updates on
these to the Board. We continue to focus on the opportunities to support
our clients as they transition from the current carbon intense
environment to a lower-carbon one.
Mitigation
Modelling: We apply loads to, and stress test, stochastic models and
develop alternative views of losses using exposure damage ratios. We
review our assumptions periodically to ensure they remain appropriate.
We also backtest our portfolio against historic events to assess potential
losses. PMLs for natural catastrophe perils are updated monthly, and
RDSs for non-elemental perils are updated quarterly. Both are provided
to the RRC for review.
RRC: The RRC considers accumulations, clashes and parameterisation of
losses and models.
Governance: Board and capital management: We set our internal capital
requirements at a level that allows for buffers above accumulations of
extreme events and, further to recommendations, the Board approves
risk tolerances at least annually and considers capital requirements on
at least a quarterly basis.
Underwriting guidelines: Underwriting risk appetite is incorporated into
underwriters’ individual underwriting authorities; compliance with these
authority levels is part of the daily underwriting procedures. Climate
related insurance underwriting guidelines have been introduced to guide
underwriters during this period of transition in energy markets.
Reinsurance: We buy reinsurance to manage our exposure and protect
our balance sheet. The structure of our programme is reviewed each year
to ensure it remains aligned to our strategy and risk profile.
How the Board reviews this risk
Unsurprisingly, the Board views underwriting as the Group’s key risk.
As such, the Board continues to focus on underwriting expertise and
discipline to effectively balance the equation of risk and return through
the cycle. The Board is actively engaged in the development and
implementation of the Group’s underwriting strategy, including
consideration of potential risks to the strategy such as climate-related
physical, transition and litigation risks. The Board is also involved in the
articulation of, and adherence to, formal underwriting risk tolerances.
Quarterly risk data on this, including all movements in the Group’s
principal modelled PMLs and RDSs, is both received and reviewed by
the Board’s UURC to ensure that good risk selection and disciplined
underwriting remain at the core of the Group’s underwriting strategy.
The Board customarily reviews the capital requirements and adequacy
of the business within the context of underwriting risk exposures on
a quarterly basis. The UURC and Board also review and approve the
structure of the Group’s outwards reinsurance programme.
Risk trend
Increased
Stable
Decreased
Impact trend
High
Moderate
Low
Key
Appetite trend
Unacceptable
Reassess
Acceptable
Strategy
Insurance market employer of choice
Effectively balance risk and return
Underwriting comes first
1
2
3
1
32
Lancashire Holdings Limited | Annual Report & Accounts 2022
Risk
We need to hold sufficient assets in readiness to pay claims, but the markets and products in which we invest can suffer volatility and losses.
As a predominantly short-tail insurer, we are able to hold the majority of assets in low-duration securities such as fixed maturities. We model
our investment portfolios and use various stress scenarios to manage the extent and source of losses we could expect under a range of outcomes
associated with credit, interest rate and liquidity risks. The Investment Committee adopts a strategy designed to have a low exposure to the effects
of climate change transitional risk over the various asset classes.
Intrinsic risk: Core – Investment
Opportunities
The primary objectives for our investment portfolio remain capital
preservation and liquidity. Our conservative approach limits our
downside risk but means we are unlikely to equal the returns of
peers taking on more investment risk.
Mitigation
Governance: Board and investment strategy: Our strategy is that
investment income is not expected to be the principal driver of
our returns. However, we do seek out non-correlated investment
opportunities to add yield where appropriate and as we build our
casualty portfolio, we will look to match casualty reserves with longer
duration assets. Our primary focus remains on underwriting as the
engine of profits. Investment strategy, including investment risk
tolerances, is approved annually and monitored on a quarterly basis
by the Investment Committee and Board. Our biannual strategic asset
allocation study was performed during 2022, the recommendations from
which were approved by the Board on the recommendation of the
Investment Committee in Q3 and will be implemented during 2023.
IRRC: The IRRC forms an integral part of our risk management
framework, meeting at least quarterly and reporting to the RRC
and the Investment Committee via the CRO.
External advisers: Lancashire’s Board and management recognise that
the Group’s principal expertise lies in underwriting so we use the services
of internationally recognised investment managers who are experts in
their fields. The Group’s principal investment managers are signatories
to the UN Principles for Responsible Investment.
How the Board reviews this risk
The Investment Committee receives and reviews investment strategies,
guidelines and policies, risk appetite and associated risk tolerances, and
makes recommendations to the Board in this regard. The Committee
also monitors performance of the investment strategies within the risk
framework and compliance with investment operating guidelines, as well
as performance against the climate-related metrics that have been
implemented, including carbon intensity scores and a climate value at
risk measure. In addition, the quarterly ORSA report from the Group
CRO includes statements regarding performance against investment risk
tolerances. As noted within the mitigation section, the Board approved
the recommendations arising from the biannual strategic asset allocation
study which was performed during the year and will be implemented in
2023, unless there are unforeseen circumstances in the market that
change the outlook of certain asset classes.
2
33
Lancashire Holdings Limited | Annual Report & Accounts 2022
Principal risks continued
Because we do not know the quantum of losses, if any, to be incurred at the outset of a contract, we have to make estimates of the reserves we need
to hold to pay claims. Lancashire has a consistent reserving methodology; however, there is a risk that the reserves established based on our estimates
are insufficient. If these reserves are inadequate and claims exceed them, this may have an impact on earnings, or indeed capital. Independent reserve
reviews by external actuaries evaluate the overall levels of expected losses, including individual large events and benchmarking analyses, to provide
assurance over the level of reserves booked.
Recently, there have been several loss events which, due to their ongoing nature and impact across multiple product lines, are exceptionally difficult to
reserve for with inherently uncertain ultimate losses. In 2020 the pandemic led us to change the trend for this risk to increased, from stable. In 2021,
we retained the elevated status due to the social inflation risk within claims. This year, with inflation across the U.S. and Europe reaching its highest
level for many years, we have performed a detailed analysis on the impact of inflation rates to ultimate losses and reserve levels. However, there
remains considerable uncertainty and we have therefore again shown the risk as trending upwards.
Whilst our longer tail lines, such as casualty, remain a small proportion of the overall book, these lines, due to their very nature, are more difficult
to reserve for and will, over time, increase the inherent risk within this principal risk.
Intrinsic risk: Non-core – Reserving
Opportunities
As an intrinsic non-core risk, i.e. one to which we are exposed as a result
of our day-to-day business but does not offer a direct potential for
return, there are no opportunities as such to speak of.
Whilst our focus is predominantly on short-tail lines of business,
uncertainty still exists on the eventual ultimate losses as loss information
can take some time to obtain. As additional information emerges, the
Group’s actual ultimate loss may vary, perhaps materially, from those
initially reported. This may result in reserve releases or a required
strengthening of reserves.
Mitigation
Short-tail business: Lancashire’s focus is predominantly on short-tail
lines of business where losses are usually known within, or shortly after,
the policy period with a reasonable degree of certainty. When entering
any new line of business, Lancashire adopts a conservative reserving
approach as it becomes established.
Experience data: We have access to significant amounts of data, both
internal and from the industry as a whole, relating to losses and loss
trends. Actuarial and statistical data are used to set estimates of future
losses, and these are reviewed by underwriters, claims staff and actuaries
to ensure that they reflect the actual experience of the business.
Governance: Reserves are reviewed and approved by the Reserve
Committee whose members include representation from finance,
actuarial and claims; there are additional attendees from finance,
actuarial, underwriting, legal and risk. A reserving update is presented
to and reviewed by the Audit Committee on a quarterly basis.
External review: Insurers typically facilitate an independent review by
external actuaries of their loss reserves. Lancashire retains the services
of one of the leading industry experts and our appetite is defined so
as to set reserves within a range of reasonable estimates based on
both internal and external review. The Audit Committee receives and
considers reports on reserve adequacy from the external actuary on a
six monthly basis.
How the Board reviews this risk
The Board reviews this risk in detail on a quarterly basis through the
Audit Committee, which focuses on the appropriateness of the overall
reserve levels, informed by management’s quarterly update, the external
actuary’s independent review of reserve adequacy performed at half-year
and year-end and the work performed by the external auditor; and
through the UURC, which receives quarterly updates from management
on individual large losses. The review includes detailed analysis on major
losses including climate-related and other natural catastrophe losses and
pandemic losses.
2
34
Lancashire Holdings Limited | Annual Report & Accounts 2022
Risk
Almost all the insurance policies which we underwrite are brought to us by brokers, who act as intermediaries between us and our clients, and handle
the transaction of payments of claims and premiums on our behalf. This exposes us to the risk of mishandling by, or failure of, the broker concerned.
In order to make our portfolio as efficient as possible, we buy reinsurance to protect against severity, frequency and accumulation of losses. Again, this
exposes us to the risk that our counterparties may have the inability or unwillingness to pay us in the event of a loss.
In order to satisfy claims payments, we need to ensure that sufficient assets are held in a readily realisable form. This includes holding liquid assets for
the modelled payout of loss reserves, as well as ensuring that we can meet claims payments in relatively extreme events.
Intrinsic risk: Non-core – (Re)Insurance and intermediary counterparty
Intrinsic risk: Non-core – Liquidity
Opportunities
As both a purchaser and seller of reinsurance, opportunities exist
throughout the insurance cycle. While rates were suppressed, the
quantum of reinsurance coverage purchased increased and therefore
so did counterparty exposure. This is mitigated through established
governance processes to manage the aggregate exposure and credit
control processes to help ensure monies due are received. As always, it
is the case of balancing the risk we are taking with the expected return;
reinsurance purchasing is one way of balancing this. As market conditions
change, we may choose to retain more risk or may be unable to purchase
the same level of reinsurance as in previous years, resulting in a reduction
in counterparty exposure.
Mitigation
Counterparty credit limits: The Broker Vetting Committee is
responsible for the broker vetting approval process and monitoring
credit risk in relation to brokers. In addition, the Group conducts broker
business using non-risk transfer TOBAs. This mitigates the risk due to
non-payment by brokers and intermediaries as monies are held in
separated client money accounts.
Opportunities
As previously noted, liquidity is a primary objective of our investment
portfolio. It is important we balance the need for liquidity and being able
to pay our clients’ claims on a timely basis with the opportunity for
return from our investments. We do this through different investment
portfolio categories.
Mitigation
Portfolio management: The Group maintains liquidity in excess of the
Board-agreed tolerances. This is achieved through the maintenance of
a highly liquid portfolio with short duration and high creditworthiness.
We monitor this through the use of stress tests and mitigate risks
through the quality of the investments themselves.
We use counterparty credit limits, seek to deal with reputable reinsurers
that meet our minimum rating standards, and use collateral agreements
where appropriate. The operating entities of the Group that contract for
reinsurance separately maintain and report their own counterparty credit
limits at the entity level. The RSC is responsible for approving
counterparties and monitoring first loss and aggregate limits.
How the Board reviews this risk
The quarterly ORSA report to the Board includes the top five reinsurance
counterparty exposures versus the Board-agreed tolerances. These
tolerances are reviewed and approved on an annual basis by the Board
and considered as part of the annual strategy review. Amounts owed to
intermediary counterparties are included in the underwriting information
provided to the UURC on a quarterly basis.
How the Board reviews this risk
Liquidity risk is reviewed by the Investment Committee which regularly
receives and reviews reports detailing asset allocation and compliance
with pre-defined guidelines and tolerances.
2
2
35
Lancashire Holdings Limited | Annual Report & Accounts 2022
Principal risks continued
These are risks arising as a result of inadequate or failed internal processes, personnel, systems or (non-insurance) external events. The Group is also
subject to regulatory supervision and oversight, as well as legislation and tax requirements across a number of jurisdictions (see page 151 for more
information). Operational risks have the potential either to magnify the adverse impacts of intrinsic risks or crystallise separately in their own right.
This can encompass IT availability, where the failure of an IT system, such as our underwriting system, could impact our ability to maintain accurate
and up-to-date records of our exposures. If correlated with an insurance loss this could cause us to breach insurance risk tolerances. It could also
encompass IT integrity, where an unauthorised intruder could alter data in our systems, or introduce a bug that would corrupt the system.
Furthermore, unauthorised access to IT systems as a result of a breach or failure could result in data loss, including personal data, which may have
regulatory and/or reputational risk implications. With flexible working conditions now the norm we have invested heavily in our information security
capabilities, monitoring and staff training to mitigate the risk associated with the change in working environment.
Intrinsic risk: Operational
Opportunities
A risk-based approach is followed to determine which areas require
strongly controlled processes and procedures (i.e. the key risk areas)
and those areas where a more proportionate approach is appropriate
(those areas assessed as low risk).
Mitigation
Capacity: We mitigate IT availability risk by adding redundancy to the
capacity we need and using backups of data, including off-site storage
that we test regularly. Additionally, the Group has both disaster recovery
and BCPs in place that are tested annually and which are designed, in
particular, to help minimise the risk posed by Bermuda hurricane events
or disruptive political or terrorism events in London. The business follows
strict tax and regulatory operating guidelines, which are periodically
reviewed and approved by the Board.
Testing and access: We mitigate the integrity risk by using independent
external penetration tests, and by restricting access to key systems to
only those people who are qualified and need to use them. We also have
a Cyber Incident Response Plan to guide management should a third
party be discovered to have gained access to our systems. This plan is
tested on an annual basis in the form of a table-top exercise facilitated
by a third party specialist.
Personnel: We mitigate the risks associated with staff recruitment and
retention and key-man risk through a combination of resource planning
processes and controls. Examples include targeted retention packages,
documented position descriptions and employment contracts, resource
monitoring and the provision of appropriate compensation and training
schemes. In addition, the Group has core values, to which all employees
subscribe and which reflect the strong and positive corporate culture
described in the People and culture section starting on page 51. The
Board regularly reviews succession planning arrangements and
remuneration structures.
Although the Group holds limited personal data, it has a suite of policies
and processes, including penetration testing procedures, around data
protection which facilitate compliance with the GDPR, the UK Data
Protection Act and the Bermudian equivalent of the GDPR, the PIPA.
How the Board reviews this risk
The Audit Committee receives quarterly reports from the Group CRO
summarising the results from the quarterly risk and control affirmation
process and detailed control testing, along with the Group CRO’s opinion
on the overall control environment. The Audit Committee reviews this
alongside the quarterly updates from the internal audit team regarding
their programme of work and opinion on the effectiveness of controls. In
addition, the quarterly ORSA report from the Group CRO to the Board
includes details of a suite of KRIs, any risk events and near misses,
changes to the risk register, and the drivers for such change. The Board
reviews the culture aspect of operational risk through the Audit
Committee, which receives an update in each internal audit report as
well as through internal audit’s analysis of the root causes of the audit
findings. The Board is provided with regular updates on the change
management portfolio of work.
32
36
Lancashire Holdings Limited | Annual Report & Accounts 2022
Risk
These are risks for which quantitative assessment is difficult but for which a structured approach is still required to ensure that their potential impact
is considered and mitigated insofar as practicable. They include categories such as strategic, group, regulatory, emerging and climate change risks.
Whilst we view climate change as a factor relevant principally to our underwriting and investment risks (see previous), the Board and business continue
to monitor the effects of climate change risk and its perception as a driver of global economic, political, legal and regulatory change. For more detail
on this and our governance, strategy, risk management and metrics and targets associated with climate change risks please see the TCFD report
starting on page 61.
Of the other risks, the success of the Group is most dependent on its strategy and the successful execution thereof. Strategic risk is not limited to
but can be increased by any or all of the following: inappropriate strategic objectives, not adapting to market conditions, poor decision making, poor
communication of the strategy and/or the business plan in place to deliver it, and inappropriate or insufficient personnel.
Intrinsic risk: Other
Opportunities
Having a clear vision, and a strategy that is well communicated internally
allows the whole Group to understand their role and contribution to
the whole.
Mitigation
Review and challenge: The risk of inappropriate strategic objectives and
not adapting the strategy / business plan for the market conditions are
mitigated by the governance over the Group’s strategic planning process
and the annual review and challenge by the Group Executive and Board
of the strategy document.
Communication: Following the Board’s approval of the strategy, events
were held in London and Bermuda to communicate the strategy to the
wider management team, who then communicated it to their teams
prior to town hall events where there was the opportunity to ask
questions of executive management.
Performance and appraisal process: There is the risk that poor
performance by senior management has a detrimental impact on
the Group’s performance. This is mitigated by the performance and
appraisal process run by the HR department, and the monitoring of
senior management’s performance by the CEO, overseen by the
Remuneration Committee of the Board. The performance and
appraisal process is also a mitigant against inappropriate conduct
by, or inadequate skills of, personnel.
Succession planning: Being aware of the strength in depth, or lack of,
and documenting within a succession plan that is regularly reviewed,
mitigates the risk of both inappropriate and insufficient personnel.
How the Board reviews this risk
An annual strategy day is held with the Board and members of the Group
Executive, following which management prepares the strategy for review
and challenge by both the Group Executive and the Board. The Board
then receives quarterly updates on the Group’s performance against
plan in its execution of the strategy.
321
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Lancashire Holdings Limited | Annual Report & Accounts 2022
At Lancashire, we’re committed to
evolving as a business on matters
of sustainability and governance.
Our
commitment
to sustainability
38
Lancashire Holdings Limited | Annual Report & Accounts 2022
Our ESG approach is relatively simple.
We actively review and consider the wide
range of developing requirements and focus
on those areas where we can make a tangible
impact in the short-term. We also consider the
longer-term impact of factors, such as climate
change, on our business and our clients.
Peter Clarke
Non-Executive Chair of the Board
39
Lancashire Holdings Limited | Annual Report & Accounts 2022
Sustainability and governance
Chair’s introduction
In last year’s Annual Report and Accounts we presented our Group ESG
strategy which had the full backing of the Board for implementation by
the business.
The strategy was reviewed again in November 2022 and the Board
was pleased with the progress we had made against our core priorities
focussing on the Lancashire Foundation, people and culture, sustainable
insurance, operating responsibly and responsible investment.
Additionally, we have also included a new pillar within our Group
strategy which includes as an objective further developing the Group’s
ESG principles to ensure we continue to operate responsibly. Aligned
to this is also fostering an entrepreneurial collaborative culture via the
Lancashire values.
Issues of sustainability and governance, and good corporate citizenship,
are now at the forefront of business thinking globally. There are few
sectors where the impact of a company’s activities is not considered.
Our ESG approach is relatively simple. We actively review and consider
the wide range of developing ESG requirements and focus on those areas
– such as our people and the Lancashire Foundation – where we can
make a tangible impact in the short-term. We also consider the
longer-term impact of ESG factors, such as climate change, on our
business and our clients.
Our efforts are led by the senior management team who receive regular
reports from the Group’s ESG Committee. In turn the Board monitors
and implements the overarching governance arrangements for the
Group and receives, as part of its quarterly meetings, reports on all key
strategic and ESG developments and business activity, and discusses
material issues.
All members of the ESG Committee have operational roles, which
ensures our thinking is embedded deep within the business, which means
we receive strong buy-in at the outset. Initiatives are truly driven by the
business with a realistic lens on how the Company operates.
Much of the focus on ESG is rightly on environmental matters. We have
long taken account of the potential impact of climate change on our
business. The Board has set clear PML tolerances which identify the
amount of our balance sheet we are willing to expose to climate risk.
Additionally, we are also a valued partner to our clients, who are taking
their own actions as part of the global energy transition. We will
continue to work with them and our industry peers through our
membership of the ClimateWise organisation.
The global energy transition is part of an ongoing debate. As we have
seen during 2022, fossil fuel based forms of energy remain a key
component of global energy security while alternative lower carbon
energy infrastructure is in a state of further development. While we do
not have all the answers, we understand the importance of the global
energy transition away from carbon based energy. We welcome the
opportunity to work with our clients, and aim to be a constructive
participant in these important discussions and the process of transition.
While we are in no doubt that the expectations on businesses in all
sectors have grown, and will continue to grow, the Board remains
committed to transparency in our reporting.
We continue to report against the United Nations’ Environment
Programme Finance Initiative’s Principles for Sustainable Insurance and
the recommendations of the TCFD, which are also aligned with the
principles set out in the 2015 Paris Agreement. The Group’s UNEP FI
Embedding
a sustainable
approach
Peter Clarke
Non-Executive Chair of the Board
40
Lancashire Holdings Limited | Annual Report & Accounts 2022
Sustainability
Principles for Sustainable Insurance’s report can be found on our website.
As in previous years, our progress in the area of climate change
management of risk and opportunity is outlined in our TCFD Report
starting on page 61.
As the business has grown, ensuring that the Board continues to engage
with employees is crucial.
While Alex Maloney and Natalie Kershaw, as Executive Directors, lead
that day-to-day engagement, our Non-Executive Directors also welcome
the opportunity to meet employees and gain valuable insights. These
opportunities are both formal and informal and include representation at
the quarterly Town Hall events which are led by Alex Maloney. The
Board also receives quarterly updates from the business on employee-
related topics. We were pleased to approve a targeted cost-of-living
payment and a tiered approach to salary increases to benefit those
most impacted by inflationary pressures, alongside a number of changes
to policies focused on work/life balance at our meetings in 2022.
The Board’s various committees also received presentations from
around the Group on a range of matters including specific underwriting
opportunities within product classes, ongoing business transformation
projects, and the feedback from employee surveys.
During the year, there have been a number of changes within the Board.
Samantha Hoe-Richardson completed nine years of service in early 2022
and accordingly did not stand for re-election at our 2022 AGM. On
behalf of the Board, I would like to wish Sam the very best with her
future endeavours and to thank her for her service. Sally Williams
succeeded Sam as Chair of the Audit Committee.
Irene McDermott Brown was appointed Chair of the Remuneration
Committee in April, succeeding Simon Fraser. She has since initiated a
review of our Remuneration Policy for Executive Directors and consulted
with Lancashire’s shareholders. Please see the Remuneration Committee
report starting on page 94 for more information.
Additionally, Simon Fraser stepped down from the role of Senior
Independent Director which he has held since April 2014. Simon has
recently completed nine years of service as a Non-Executive Director
and will not stand for re-election at the AGM in 2023. We were pleased
that, following a selection process, Robert Lusardi was appointed Senior
Independent Director in November. Robert has been an independent
Non-Executive Director since July 2016. He is the Chair of the
Investment Committee and is also a member of both the Audit
and Remuneration Committees.
The Board offers its grateful thanks to Simon for his long tenure and also
wishes him the best for the future.
In July we were delighted to welcome Jack Gressier as a Non-Executive
Director. Jack has over thirty years’ experience in the insurance industry
and will bring additional expertise to the Board.
During the year, the Nomination, Corporate Governance and
Sustainability Committee reviewed the composition of the Board to
ensure that it had the correct balance of skills, knowledge, independence,
experience and diversity to be appropriate for the Group to meet its
strategic objectives.
The Board is committed to meeting the Parker Review target for
minority ethnic representation by December 2024. We are actively
progressing recruitment in order to meet this target.
As a premium-listed company on the LSE, Lancashire measures its
corporate governance compliance against the requirements of the UK
Corporate Governance Code published by the UK FRC. This requires each
company with a premium listing to disclose how it has complied with
Code provisions or, if the Code provisions have not been complied with,
provide an explanation for the non-compliance. The Board’s Nomination,
Corporate Governance and Sustainability Committee monitors the
Group’s code compliance quarterly and more information can be found
in the report starting on page 86. In addition, the Company also
monitors compliance with applicable corporate governance requirements
under Bermuda law and regulations. The Company is subject to group
supervision by the BMA, which also regulates LICL, the Group’s
Bermuda-incorporated (re)insurance entity. The Group’s UK insurance
entities are regulated by the PRA and the FCA, and Lloyd’s in the case
of LSL and Syndicates 2010 and 3010.
The Board has continued to focus on proactive and constructive
stakeholder engagement aligned to the Section 172 responsibilities of
boards under the UK Companies Act 2006. While not formally subject
to Section 172 as a matter of law, due to the Company’s incorporation
in Bermuda, we believe that, as a responsible business, complying with
those responsibilities is a matter of importance and that they provide
practical working tools by which we can monitor our engagement. The
Board’s statement regarding matters covered by Section 172 can be
found on page 44 which outlines examples of how the Board and the
business have factored in the needs of our stakeholders in their
discussions and decision making.
I am pleased to say that, in the judgement of the Board, the Company
has complied with the principles and provisions as set out in the Code
throughout the year ended 31 December 2022, and has appropriately
considered those duties set out in Section 172.
During the year the Board conducted a review of the Company’s
Bye-laws. The Board is recommending certain changes to the Bye-laws,
which are of a technical nature, for consideration and approval by
shareholders at the 2023 AGM. Details of the proposal will be set out in
the AGM notice and on the Company’s website.
41
Lancashire Holdings Limited | Annual Report & Accounts 2022
Evolving our ESG philosophy
Sustainability continued
Q: How does Lancashire think about sustainability?
A: Since its inception, Lancashire has operated as a responsible
business. Our ESG strategy is to continue to build and embed a
culture of sustainability further within the business. We do this in a
number of ways. In our own operations, we have been measuring and
offsetting our carbon footprint for a number of years. In 2021, we
introduced a target to reduce this footprint by 15% per FTE by 2030,
through a number of initiatives, like minimising the use of single use
plastics and reducing paper wastage through on-demand printing, to
name just two. I’m pleased to say we are progressing well on that
target. In 2022, we also surveyed our employees so we can better
understand the emissions impact of their commute to the office.
Q: How are you embedding a culture of sustainability at
Lancashire?
A: Within our underwriting operations, we continue to monitor and
report on compliance with our ESG insurance underwriting guidelines
to the Board and have completed a pilot project to monitor the
carbon footprint of parts of our underwriting portfolio. This is in
addition to the regular and active engagement our underwriters have
with their clients on ESG matters, which we are also in the process of
documenting. Likewise, our investment team continues to apply and
report on our ESG investment guidelines, as well as evaluating
different measures for our financed emissions. We had already
introduced a Climate VaR risk appetite statement in 2021 and are
evaluating potential sustainability fund investments that may be
appropriate for our overall strategic asset allocation.
Q: How are employees helping with these efforts?
A: It goes without saying that people are the biggest asset we have
at Lancashire. To that end, we have recently reinvigorated our DE&I
working group and launched an employee network, to provide
further support to all colleagues through additional educational,
mentoring and networking opportunities. In our communities we
are all extremely proud of the work of the Lancashire Foundation.
Q: What role does the ESG Committee play?
A: All of these activities are overseen by the ESG Committee, which
is fully integrated into the business and reports to the Group
Executive Committee and the Board on a quarterly basis. Particularly
in the second half of 2022, the Committee spent time developing
additional metrics and targets, which will form part of our quarterly
Board reporting for 2023. Most importantly for me, sustainability is a
core part of our strategy, demonstrated by the products we sell and
in actively supporting the energy transition.
“ Sustainability is a core part of
our strategy, demonstrated by the
products we sell and in supporting
the energy transition.”
Jelena Bjelanovic
Chair of the ESG Committee and Head of Investor Relations
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Lancashire Holdings Limited | Annual Report & Accounts 2022
ESG strategy and progress
The Board challenges the business on matters of sustainability, people
and governance and works collaboratively with the management team.
During 2022, the Board reviewed and approved the Group’s ESG
strategy and priorities. Progress against these is noted below.
Sustainability
4. Operating responsibly
Running our business as a good corporate citizen,
a responsible preserver of resources, and holding
our supply chain to the high standards we apply
to ourselves.
Supporting wider society through our corporate and
charitable activities including the Lancashire Foundation.
Meet and comply with legal, regulatory and investor
obligations on ESG.
Progress
• In the five years from 2015 up until the pandemic
hit early in 2020, the Group’s emissions reduced by
16% per FTE.
• Fully offset calculated 2022 GHG market-based
emissions by purchasing verified credits.
• More than $22.3 million donated to charitable
organisations since 2007.
• The Group continues to operate in line with all
relevant regulatory and legal requirements.
2.Sustainable insurance
Ensuring our business considers climate
change and other ESG issues in our underwriting
decision making.
Progress
• ESG insurance underwriting guidelines
implemented by reference to Lloyd’s ESG
underwriting guidelines.
• We underwrite renewable energy covers, where
appropriate, and continue to monitor our energy
clients’ transition plans.
• 2022 peer benchmarking exercise. ESG
framework reviewed annually.
• Our CCWG articulates underwriting related risks
and opportunities relating to physical, transition
and liability risks and investment-related risks
and opportunities.
• Joined ClimateWise in 2022.
1.People and culture
Giving our people the environment, tools,
skills and support they need to thrive in an
open, honest and diverse culture.
Progress
• High level of diversity maintained (Senior
management positions 53% male/47% female;
Group executive 57% male/43% female).
• Accredited living wage employer, for our business
and our supply chain.
• Hiring practices seek to remove bias through
anonymisation of CVs and gender neutral language
for role adverts.
• Training on diversity matters included in employee
induction programme and unconscious bias training
across the Group.
3.Responsible investment
Demonstrating our commitment to ESG,
including responsibility for our environment,
through the management of our investments.
Progress
• 93.9% of the Group’s principal investment
managers are signatories to the UN Principles
for Responsible Investment.
• Our ESG investment guidelines embedded in
external investment managers’ guidelines for
2022.
43
Lancashire Holdings Limited | Annual Report & Accounts 2022
Section 172
A responsible business culture
The very foundations of our
strategy and success as a
business are the solid pillars of
engagement that we have built
with our people, our stakeholders
and society, and the creation of
a healthy and sustainable
corporate culture. Since its
foundation in 2005, the Group
has focused on fostering
relations with a broad
range of stakeholders.
Brokers
Government
and regulators
Service
providers
Lenders
Rating
agencies
Communities
Lancashire
Foundation
Our
policyholders
Our
people
Our
shareholders
Society
and the
environment
Our universe of stakeholders
Our people
We believe the talents of our people and our distinctive culture continue
to set us apart from our competitors.
Our employees are the lifeblood of the organisation and the Group
therefore strives to attract and retain excellent individuals who share
our drive and appetite to outperform.
SEE PAGES 51 TO 55 FOR FURTHER DETAILS.
Our policyholders
We place the highest value on the relationships we have built over the
years with our existing policyholders and work hard at creating effective
partnerships with new ones.
Policyholders are central to our business, so understanding and serving
their commercial requirements is at the forefront of everything we do.
Through our range of underwriting platforms, we strive to offer clear,
fairly priced and useful products.
SEE PAGE 57 FOR FURTHER DETAILS.
Our shareholders
Lancashire values the views of all of its shareholders and maintains open
and transparent communication channels with them.
As a premium-listed company on the LSE, LHL understands the
importance of its obligations to shareholders. We work hard to foster
good investor relations and pride ourselves on having an active
programme of engagement with our diverse shareholder community.
SEE PAGE 57 FOR FURTHER DETAILS.
Board
engagement
and decision
making
Society and the environment
The Group is committed to measuring and offsetting carbon emissions
for its own operations (see page 59) and to creating the governance
structure, risk management and metrics for managing the effects of
climate change on business strategy and aligning this with the global
economy as it transitions to ‘net zero’ (see our 2022 TCFD report starting
on page 61).
Through the Lancashire Foundation, we utilise the talent and energy
of our staff in helping others, positively impacting society and creating
a more sustainable environment.
Our insurance products deliver social benefits in helping businesses and
communities manage and mitigate the risks they face. Lancashire is
strongly committed to giving back to the communities within which it
operates and also further afield. The business seeks to help those who
are in distress or at a disadvantage, through continued support of local
initiatives and activities, volunteering days, mentoring opportunities and
fundraising events.
SEE PAGES 47 TO 50 FOR FURTHER DETAILS.
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Lancashire Holdings Limited | Annual Report & Accounts 2022
Sustainability
Responsible Board decision making
The Code requires formal disclosure around the interests of and engagement with stakeholders, and the duties falling upon boards under Section 172
of the UK Companies Act 2006. Although the Company is incorporated in Bermuda and is therefore not subject to the UK Companies Act
requirements, the Board continues to pay close attention to developments in English law and governance best practice.
In this 2022 Annual Report and Accounts, we give an overview of how both the Board and the business have factored in the needs of our stakeholders
in their discussions and decision making in all areas of performance review, strategy, risk and capital management. To that end, this sustainability
segment should be considered together with the rest of this report as the Company’s comprehensive account of its Directors’ compliance with their
Section 172 duties.
Section 172 responsibilities in focus
Operation of the
Lancashire Foundation
Loss events during 2022
(Hurricane Ian and the conflict in Ukraine)
Workforce reward and
cost-of-living support
Criteria considered (See table overleaf) Criteria considered (See table overleaf) Criteria considered (See table overleaf)
Relevant stakeholders
Customers
Our people
Brokers
Communities
Relevant stakeholders
Customers
Our people
Brokers
Government and regulators
Our shareholders
Relevant stakeholders
Our people
Communities
The Lancashire Foundation has been a
UK-registered charity since September 2012.
The Board approves a funding pool
each year which is linked to the Group’s
financial performance in the last accounting
year.
The Board receives regular reports from, and
meets with, the Foundation’s trustees.
During 2022, the Foundation focused
on supporting causes that benefit wider
society, including support for two homeless
charities. The Foundation
also continued to make donations to
organisations nominated by employees and
to match funds raised.
Lancashire expects its insurance
and reinsurance products to respond
to catastrophe and exceptional
insured losses.
The Board convened ad hoc information
calls with management to discuss the
impacts upon the Group’s underwriting
portfolio and the reserving exercise in
relation to major loss events. The Board
formally discussed the development of
claims and the establishment of reserves,
the impact of international sanctions and
measures taken to comply. The Board also
discussed the wider impacts of these events
across all operations, including the
investment portfolio. Reserving for such
events influences the Board’s discussion
of capital requirements to deliver on
the strategy and the business plan.
Consideration is also given to the
expectations of investors, regulators
and rating agencies.
The Nomination, Corporate Governance and
Sustainability Committee and Board
discussed the outcome of a staff survey
focussed on staff perception and
appreciation of reward structures and
benefits. In light of the survey feedback, and
in view of the inflationary and cost
of living crisis, management introduced a
targeted package of financial support for
lower paid employees and extended the
Group’s subsidised lunch scheme.
The Board discussed the importance of job
satisfaction and reward. It noted that the
Group has a high-performance culture
which helps in the recruitment and retention
of the right people for the business and
mitigates significant business planning risk.
45
Lancashire Holdings Limited | Annual Report & Accounts 2022
Section 172(1):
Duty to promote the success of
the company, with regard to: For further details, see:
The likely consequences of
any decision in the long term;
The Group’s statement of purpose – page 5
The Group’s business model – page 4
The Group’s strategic goal and three priorities: that Underwriting comes first; balancing
risk and return through the cycle; operating as an insurance market employer of choice –
pages 4 and 5
Positive culture enables sustainability – page 51
The Board’s assessment of the Group’s viability and prospects as set out in the going
concern and viability statement – page 120
The interests of the
company’s employees;
The importance of our people, and the business’s focus on Lancashire’s values, culture,
diversity & inclusion, training and development and workforce engagement – page 51
The need to foster the company’s
business relationships with suppliers,
customers and others;
Our business depends upon the strong business relationships that we build and maintain with
our core and broader stakeholders. All Board members attend the quarterly UURC and, during
2022, gave close consideration to business development opportunities as summarised in the
Committee’s report – pages 92 to 93
The impact of the company’s
operations on the community and
the environment;
Society and the environment form part of our ‘core’ set of stakeholders. 2022 saw the further
embedding of our ESG strategy within the business – page 43. The Board is engaged with the
impact of the Company’s operations through its oversight of the Lancashire Foundation, the
Group’s submission to the CDP, the annual offsetting of our own operations’ GHG emissions,
and our commitments to report against the UNEP FI Principles for Sustainable Insurance (see
our website for details) and address the requirements of the TCFD – page 61
The desirability of the company
maintaining a reputation for high
standards of business conduct; and
Through its compliance with the Code, the Company strives to operate in line with high
standards of governance expectation and business conduct. A healthy and sustainable
corporate culture is embedded throughout the business, which is assessed by the Board
through various channels – page 88
The Audit Committee oversees the Group’s implementation of whistleblowing arrangements,
and other systems and controls for the prevention of fraud, bribery and money laundering
– page 84
The need to act fairly
as between members
of the company.
The Board is committed to treating the Company’s shareholders fairly, and engaging with them
through a broad programme of investor relations activities, meetings (including the AGM), and
targeted consultations; be that with our substantial shareholders, the Company’s own
employees, private individuals, or via shareholder advisory groups – see in this regard ‘Section 172
responsibilities in focus’, as well as page 23 Capital management/actions and dividend policy – in
particular, the Board’s consideration of the balance between underwriting opportunities and the
payment of dividends – pages 8 and 9, page 23 and page 118
Section 172 continued
46
Lancashire Holdings Limited | Annual Report & Accounts 2022
Sustainability
Sustainability
The Lancashire Foundation
The Lancashire Foundation is at the centre of the Group’s charitable
activities and has made donations totalling more than $22.3 million
since 2007.
The Foundation supports a range of causes each year and, in 2022, had
a particular focus on organisations working to resolve societal issues such
as homelessness, access to quality education, and assisting the elderly in
our communities.
In February 2022, the Foundation also made donations to UNICEF
and the Red Cross to aid their work with people in Ukraine, in addition
to matching donations from employees.
It is important to the Foundation that our employees are involved
in nominating charities for support through smaller donations
alongside larger donations to longer-standing charitable partners.
During 2022, a total of more than $0.6 million was donated to
organisations nominated by employees – including a number of
matched-funding donations for colleagues who have fundraised
themselves through sponsorship of activities such as marathons,
triathlons and other activities.
We are proud of our employees’ support for a wide range of causes.
Many are close to them through personal experience and others
are organisations they put forward for funding from the Lancashire
Foundation because they believe in the good that helping those less
fortunate can do for wider society. Donations to staff-nominated
charities are a minimum of £2,000. These donations have an incredible
impact, particularly for smaller charities for whom the funding can mean
they can continue their work.
The Foundation has been a UK-registered charity since September 2012.
It is funded by the business through a donation pool which is linked
to the Group’s financial performance meaning all employees are
aware that strong business performance will assist in supporting
the wider community.
The Foundation receives 0.75% of Group profits with a minimum
threshold of $250,000 to a maximum of $750,000.
The Board receives regular reports from and meets with the
Foundation’s trustees.
Hospice UK
A senior underwriter nominated
the charity following the death of
a family member who themselves
was raising funds for the
organisation’s work offering
hospice and palliative care.
Bermuda Education Network
The Foundation Donations
Committee gave their backing
to the network which aims to
address the achievement gap
between public and private
school systems in Bermuda.
Spinal Cure Australia
A colleague in our Australia
office nominated this
organisation which carries
out vital spinal cord research.
Meals on Wheels
The Bermuda charity prepares and
delivers up to 220 freshly cooked
meals four times a week to those
who are incapacitated or are
unable to prepare a meal on
their own.
Family in Trust
Two staff members put forward
Family in Trust to help cover the
costs of supporting children in an
adoption home.
H-ABC Foundation UK
A colleague nominated
the research charity after a
neighbour’s son was diagnosed
with the rare genetic disorder
H-ABC.
Children’s Hospital Pyjamas
An employee requested support
for this organisation which
supplies pyjamas to hospitals,
hospices and women’s refuges.
Roots
The Foundation supported this
charity helping the homeless in
Bristol which is run by a friend
of an employee.
Mercy Ships
One of our senior marine
underwriters nominated Mercy
Ships to support their hospital
vessels which take healthcare
around the world.
Just some of the
charities nominated
by employees for
funding from the
Foundation during
2022.
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Lancashire Holdings Limited | Annual Report & Accounts 2022
Sustainability continued
Q: Why is the Lancashire Foundation so important?
A: The Foundation has been there since the formation of
Lancashire and employees are enormously proud of that. It is
part of who we are as a business and the support we get from
people within the business is phenomenal.
Charitable giving is a huge talking point now due to the increased
focus on ESG but Lancashire was fully committed to giving back
to the community before it was seen as something businesses
should do.
The $22.3 million we have given over the past 16 years has made
a huge impact and we are so pleased that we have been able to
do that.
Q: What is the role of the Foundation’s trustees and the
donations committee?
A: Importantly, the donations committee is made up of employees
from across the organisation who meet quarterly to review
submissions from staff and make recommendations for donations.
Additionally, the trustees add an enhanced level of governance to
approve the recommendations from that committee before
donation payments are made.
“ Charitable giving is a huge
talking point due to the
increased focus on ESG but
Lancashire was fully committed
to giving back to the community
before it was seen as something
businesses should do.”
Jennifer Wilson
Chair of the Lancashire Foundation Donations Committee and LICL CFO
Q: How do staff get involved in the Foundation?
A: The trustees and committee members are all employees,
except for one external trustee. For the past couple of years we have
asked staff to submit applications for assistance for a charity that
is important to them. This ensures that we align our giving with
charities that are supported by a wide range of staff, not just the
committee members. In 2022 alone we donated $149,000 to
charities nominated by our colleagues. The Foundation also
provides matching donations for fundraising endeavours such
as marathons, triathlons, and other activities by staff.
Q: What has been the focus for 2022?
A: This year we decided to focus on the ‘Social’ in ESG and we
were pleased to be able to allocate £150,000 to this initiative. We
also started the year with donations in support of people affected
by the conflict in Ukraine with donations of £30,000 to both
UNICEF and the Red Cross. We also matched staff donations
of another £13,000.
We continued to maintain relationships with our core, long-term
charities such as the Family Centre, International Care Ministries,
St Giles Trust, Tomorrow’s Voices and Cancer Research UK.
Q: What is the focus going to be in 2023?
A: We plan to focus on the ‘Environmental’ in ESG and,
while still supporting social organisations, we will look at
more environmental charities.
We’ll continue to allocate a pot of funds for staff-nominated
donations and also hope to do more volunteering.
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Lancashire Holdings Limited | Annual Report & Accounts 2022
Sustainability
Focus on society: Helping the homeless
Helping the homeless in the UK and Bermuda was a focus for
the Foundation in 2022 as part of the year’s theme of
supporting social causes.
In the UK, the Foundation partnered with the Friends of Essex &
London Homeless (FOELH).
The charity was initially nominated for a small donation by an
employee but, due to its work and impact, the Foundation
decided to assist further, with funding totalling £40,000 over
two years.
FOELH was founded in 2016 and each week volunteers reach
out to those in need at soup kitchens in the Charing Cross area
of London and Grays in Essex.
They also signpost people to other services that can help them
towards a better future longer-term.
The Foundation agreed to donate 100 rucksacks, which were
filled with items supplied by employees in our London office to
make the winter a little more manageable for the people the
charity supports.
Charity co-founder Steven Stuart visited the London office to
thank staff for their support and explain the importance of the
organisation’s work. Steven said: “We really are lost for words
with the Foundation believing in us through a two-year
commitment. It is an incredible donation and will have such a
huge impact.
“Knowing we have this large amount of guaranteed funds will
allow us to really start making an even bigger difference to
those in need, homeless and in poverty.”
Following the visit a number of employees volunteered with
the charity at its London soup kitchen.
In Bermuda, the Foundation has supported HOME, which is
working with the Bermuda government and wider local
community to create a collaborative plan to eradicate
homelessness on the island by 2027.
The charity says 555 people were identified as experiencing
homelessness in Bermuda during a study in 2021, a rise of
300 per cent since 2016.
Our Bermuda staff hosted a Christmas lunch for the
organisation and the Foundation funded small gifts for the
guests. Employees also donated toiletries, socks, blankets
and many other items to be distributed by HOME.
Giving back through volunteering
Giving back to our communities through volunteering has always been
part of Lancashire’s way of making a difference to those less fortunate.
Following the COVID-19 pandemic, when it was not possible for
employees to give their time to volunteering, we were pleased that
in 2022 we were able to again support a number of causes in this way.
To encourage our employees to use their skills and expertise to help
others, all staff have the opportunity to attend at least one paid
Charity Day per year. Employees use this time to support organisations
across a diverse range of activities.
In Bermuda, employees supported the Keep Bermuda Beautiful
organisation which aims to keep the island clear of litter and to protect
the island’s species and wildlife. They participated in a number of
activities including maintaining the Bermuda railway trail.
In London, during 2022, we launched a partnership with onHand,
an award-winning app that puts employees in control of how, when
and where they spend their volunteering time.
Using the app, people can see opportunities to help those who need
a hand and can accepted ‘missions’ on an ongoing or one-off basis.
Activities can include food shopping for vulnerable people, befriending
phone calls, dog walking, gardening, environmental activities, youth
mentoring and lots more. onHand also includes enhanced DBS checks
and certificates for volunteers.
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Lancashire Holdings Limited | Annual Report & Accounts 2022
Long-standing partnerships
The Family Centre in Bermuda
The Family Centre in Bermuda
was among the very first
recipients of donations following
the formation of the Foundation
in 2007.
Over the years we have continued
to support its work providing
support to children suffering from
emotional, social, behavioural and
trauma-based challenges. Its
services are available to any
Bermuda resident that meets the
criteria and has the need.
St Giles Trust
The St Giles Trust aims to help
offenders realise their potential
and avoid re-offending and
contribute to a safer and more
productive society. It assists some
of society’s more vulnerable
people who may be struggling
with issues such as homelessness,
unemployment, addiction and
discrimination.
ICM (International Care
Ministries)
ICM works with the ultra-poor in
the Philippines where more than
20 million people live below the
national poverty line. In previous
years, employees have had the
opportunity to travel to the
Philippines to see the work
of the charity themselves.
Tomorrow’s Voices
Tomorrow’s Voices is a Bermudian
Autism early intervention centre.
It was founded in October 2007.
It aims to help people diagnosed
with Autism or on the Autism
Spectrum, starting at the age
of two.
Since 2007 the Foundation has put a
strong focus on supporting charities with a
focus on developing solutions to deal with
social exclusion and particularly issues that
affect children and young people.
During 2022, the Foundation continued to support a number of
charities with which we have established a long-standing relationship
over a number of years.
These include ICM (International Care Ministries), St Giles Trust, The
Family Centre in Bermuda, Tomorrow’s Voices, which have all received
more than $1 million in total donations since 2007, and Cancer
Research UK.
$0.6m
donated in 2022
$22.3m
donated since 2007
Sustainability continued
50
Lancashire Holdings Limited | Annual Report & Accounts 2022
Sustainability
People and culture
Respect, reward and opportunity
Respect, reward and opportunity
During 2022, the Board approved a new strategic focus on our people
and culture. This emphasis on ensuring Lancashire attracts and retains
talented employees further builds on the business’s reputation in the
market as an employer of choice.
All the Group’s activities are shaped by our values (LANCS – see inside
front cover) which underpin both the work we do and how we do it.
Our strong and vibrant culture allows our people to thrive in an
environment that values development, retention and respect.
Engagement in a time of growth
The business has continued to grow during 2022, both in terms of
gross premiums written and the number of employees.
This growth includes additional underwriters and those in corporate
functions who support the underwriting processes and wider corporate
infrastructure.
During 2022, we saw our headcount increase from 306 at the end of
2021 to 338.
Central to Lancashire’s culture is a philosophy of meritocracy and
openness. Senior executives are available to discuss issues with
employees on both a formal and ad hoc basis.
The formalised communications calendar includes quarterly all staff
‘Town Hall’ events, led by Group Chief Executive Officer, Alex Maloney.
To ensure a firm link between the work of the Board and the wider
business, Non-Executive Directors attend these events to discuss their
role and recent Board discussions, and to invite questions. In addition,
Alex Maloney regularly communicates with employees on significant
corporate announcements and activities.
Staff engagement channels are kept under review to ensure they remain
appropriate and effective. A new Group-wide intranet will be launched
in 2023 to further engage with staff and provide news and information.
Employee surveys and acting on feedback
Lancashire is committed to giving people mechanisms for feedback and
to suggest how enhancements can be made to the employee experience.
During 2022, a survey was carried out among our London-based staff
focusing on wellbeing. This followed a Group-wide 2021 Engagement
Survey and was designed to test the effectiveness of a number of
initiatives that had been introduced following the wider survey.
A Group-wide reward and benefits survey was also carried out during
2022 to assess employees’ views on Company benefits and their
understanding of them.
Participation in this survey was high at 85% with extremely positive
feedback. A summary of the results was presented to the LHL Board,
the Group’s subsidiary boards and Group Executive Committee team
to assist in identifying areas of positive engagement and those which
can be further strengthened.
Nearly three quarters of employees said they considered the range
of workplace benefits at Lancashire to be market competitive with
a majority saying they would remain working at Lancashire even if
a comparable role was available elsewhere.
Following the survey the Company enhanced a number of benefits,
with a particular focus on ‘family friendly’ employment policies. These
included enhancements to maternity, paternity and adoption leave,
and a new benefit of paid leave for IVF treatment and pregnancy loss.
As a business we benefit from the experience and expertise of our
people, many of whom have spent large parts of their career with us.
To acknowledge this contribution, we also launched a new sabbatical
benefit for those who have served for 10 years or more. This is our way
of thanking people for their commitment and dedication.
RSS
All permanent employees have an enhanced interest in the performance
and success of the Company through our RSS to ultimately become
a shareholder in LHL. The 2022 reward and benefit survey found the
RSS to be among the top five benefits valued most by employees.
Practical support
During 2022, the Company acknowledged the difficulties experienced by
some employees due to the increased cost-of-living, particularly higher
energy prices. To assist, a one-off cost of living payment was made to
lower paid employees in London and Bermuda.
For a number of years the Company has provided free lunches on specific
days for staff members to encourage them to interact in the office during
breaks. This benefit was also expanded during 2022.
We are also an accredited living wage employer, for our business and our
supply chain.
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Lancashire Holdings Limited | Annual Report & Accounts 2022
“ We benefit from the experience and expertise of our
people, many of whom have spent large parts of their
career with us. To acknowledge this contribution, we
also launched a new sabbatical benefit for those who
have served for 10 years or more.”
Supporting our people
Lancashire’s goal is to retain
and attract people who share our
values and can bring their talents
to the benefit of the Group.
Group employee turnover in
2022 was 11.2%.
We believe that a mix of new
talent and supporting and
developing those who have
longer service is a differentiator
relative to our competitors.
During 2022, we continued to
promote talented employees to
more senior positions within the
business when the appropriate
opportunities arose.
A significant number of senior
executives have held previous
roles with the Group meaning
we continue to harness their
experience and expertise.
Total years of service with the Company Selection of roles held in the organisation
Alex Maloney* LUK CUO
Group CUO
Group CUO and LUK CEO
Current position: Group CEO
Hayley Johnston* Claims and Reinsurance Assistant
Specialty Lines and Re-insurance Coordinator
Assistant Underwriter & Reinsurance Coordinator
Deputy Chief Underwriting Officer & Reinsurance Coordinator
LUK CUO and Reinsurance Manager – LUK
Current position: LICL CEO & Reinsurance Manager
Denise O’Donoghue Corporate Finance Officer
Group Head of Investments and Treasury
Current position: Group CIO
Paul Gregory* Deputy Energy Underwriter/Marketer
LUK CUO
Group CUO
Group CUO & LUK CEO
Current position: Group CUO and LCM CEO
Natalie Kershaw* Group Financial Controller
Group Financial Controller & LICL CFO
Group Chief Accounting Officer
Current position: Group CFO
Ben Readdy Actuary
Head of Capital Modelling
Deputy Chief Actuary
Current position: Group Chief Actuary
Louise Wells* Group Head of Internal Audit
CRO
Current position: Group CRO & LICL COO
John Cadman* Group General Counsel
Current position: Group General Counsel and LUK CEO
John Spence*
Active Underwriter Syndicate 3010
Current position: LSL CEO
* Member of the Group Executive Committee
17yrs
16yrs
15yrs
15yrs
13yrs
12yrs
11yrs
9yrs
8yrs
People and culture continued
52
Lancashire Holdings Limited | Annual Report & Accounts 2022
Sustainability
Training and development
At Lancashire, we believe that training and professional development is
a continuous career-long process that helps employees make the best
of their talents and meet their ambitions. It is also good for the business
as we benefit from the increased knowledge, skills and experience that
development brings.
During 2022, as part of our on-going enhancements to how we assist
our people, we launched a new training and professional study policy.
The policy outlines the support available and includes, in some cases,
new financial incentives for completing certain programmes. It also has
a clear process for identifying training needs across the Group, both for
individuals and for the additional skills we need as a business as we
continue to grow.
Regardless of their role, Lancashire also offers all colleagues the
opportunity to learn new skills through our online ‘LMS - Insurance
Assess’ e-learning platform which features a wide range of (re)insurance
specific training courses, as well as compliance, soft skills, management
and health and wellbeing training.
The Group’s comprehensive training programme on regulatory and
other matters is aligned to a clear set of policies and procedures.
This compulsory training ensures we uphold our high standards and
is delivered to all new permanent staff, including employees working
part time, and those on fixed-term contracts.
Topics covered include Tax/Regulatory Operating Guidelines, Disclosure
(including the requirements of the Market Abuse Regulation 2016),
Inspections, Financial Crime, ERM, Cyber Security, Communications
Etiquette/Equality, Diversity & Inclusion, GDPR and Conduct Rules.
Other training may be held on an ad hoc, one-off or refresher basis
according to an individual’s requirements. New employees are expected
to complete this training during the first three months of employment.
Quarterly updates regarding completion of these compulsory training
sessions are provided to the Board for information purposes.
Additionally, training needs and requirements for employees are
reviewed at least annually in partnership with the employee and their
manager as a part of the performance review process.
Diversity, Equity and Inclusion
We understand that a successful business must have a range of talents
available and that this comes from having a diverse workforce.
Lancashire has a number of robust policies in place to ensure that people
are not discriminated against either during the recruitment process or
during their time with us. We operate a zero-tolerance approach to
bullying and harassment.
The gender split of our employees is 63% male to 37% female.
53
Lancashire Holdings Limited | Annual Report & Accounts 2022
2022 2021 2020 2019
Number of employees (UK, Bermuda and Australia) 338 306 255 218
Percentage of female employees 37.3% 37.0% 38.8% 38.5%
Percentage of women on the LHL Board 29.0% 44.4% 37.5% 37.5%
Percentage of women on the Group Executive Committee 43.0% 50.0% 50.0% 50.0%
Percentage of women in senior management positions 47.0% 50.0% 50.0% 38.1%
Percentage of the workforce composed of third-party contractors 10.3% 7.1% 6.9% 8.0%
Group employee turnover (annual) 11.2% 15.3% 6.8% 13.8%
Percentage of permanent employees eligible for RSS awards 100% 100% 100% 100%
Accredited London Living Wage employer Yes Yes Yes Yes
During 2022, the Group has actively strived to widen its net for
recruitment and to seek to encourage more diverse applicants for roles.
A recruitment day was organised for a number of underwriting roles and
this was advertised on our corporate website and social media channels.
It was specifically broad in its scope to attract those new to the sector
and those returning from a career break.
The Group has for a number of years supported the work of the
Hampton-Alexander and Davies Reviews on gender diversity. The
FTSE Women Leaders Review, an independent, business-led framework
supported by the Government, which sets recommendations to improve
the representation of women on boards and in leadership positions,
builds on these initiatives. The Group submits data annually to
the review.
Lancashire employees were also asked to attend training on Unconscious
Bias and the 2022 programme, aimed to ensure that all staff had the
skills they need to support our focus on fairness and inclusion, had a
95% participation rate.
The Chair’s statement on our diversity policy, the representation of
women on the Board and within executive and senior management,
and in relation to ethnic diversity, is available on our website.
The Group runs an ‘open door’ policy where employees are encouraged
to engage with their manager or HR department concerning any matters
of concern during their career at Lancashire. This is supported by a
Dispute Resolution Policy in instances where issues cannot be initially
resolved. Employees are encouraged to use this mechanism without
fear that they will be penalised in any way.
Employees are also invited to offer constructive ideas on how we can
improve our operations, increase efficiency, eliminate waste, and
improve working conditions.
As a responsible employer, our people have the reassurance that we
comply with all relevant requirements with respect to human rights,
rights of freedom of association, collective bargaining, and working
time regulations.
We believe every employee, and prospective employee, should be
treated with dignity, respect and fairness. As an equal opportunity
employer, we do not discriminate, or tolerate discrimination, on
grounds of race, age, sex, sexual orientation, marital or civil partnership
status, gender reassignment, pregnancy or maternity, disability, religion
and/or beliefs.
During 2022, the Group Executive Committee approved the Group’s
Diversity, Equity and Inclusion Policy which is available on the Group
website.
All employees have a duty to treat colleagues, visitors, clients,
customers, suppliers and former staff members with dignity at all times.
Employees who believe they may have been discriminated against
are encouraged to raise the matter through our Grievance Procedure.
Likewise, any employee who believes they may have been subject to
harassment are encouraged to raise the matter through our Anti-
Harassment and Bullying Policy. Details of all internal policies are
available to employees on our intranet site.
All businesses carry the risk of unknowingly harbouring malpractice
but we believe our culture of openness and accountability is key to
preventing such issues occurring.
People and culture continued
54
Lancashire Holdings Limited | Annual Report & Accounts 2022
Sustainability
Whistleblowing
We provide a simple, transparent and secure environment for staff and
other stakeholders to raise concerns about any potential wrongdoing
within the company. We encourage staff to report any activity that may
constitute a violation of laws, regulation or internal policy, and reporting
channels are provided to staff for this purpose within a whistleblowing
policy available on the Group intranet.
Each Group entity has a designated whistleblowing champion, a
Non-Executive Director, who can be contacted if employees would
prefer to raise concerns with them.
The UK Employment Rights Act 1996 as amended by the Public Interest
Disclosure Act 1998, and the Bermuda Employment Act 2000, govern
the making of disclosures concerning workplace activities and are
intended to protect employees who report malpractice from any
detriment or unfair dismissal.
Data protection and privacy
In order to operate efficiently, the Group must collect and use
information about its staff and data protection policies are in place
to ensure that information, however it is collected, recorded and used,
is handled and dealt with correctly. Overall responsibility for data
protection and privacy sits with the Audit Committee, which receives
a quarterly report for review.
To this end the Group fully endorses and adheres to the principles of
data protection as set out in the relevant UK data protection legislation.
All employees are expected to familiarise themselves and comply with
the regulations, which are available on the Group intranet.
Wellbeing and health and safety
Particularly following the COVID-19 pandemic, the focus on
health and wellbeing for employees, both physical and mental,
has increased globally.
Lancashire has a range of policies and procedures in place to ensure
people are supported. Communications are regularly sent to employees
to highlight the initiatives and assistance available through our
third-party corporate healthcare providers. This included the 2022
World Mental Health Day.
The Group’s Employee Assistance Programme (EAP) includes immediate
expert telephone support 24 hours a day, access to a suite of resources
aimed at supporting home life, work life and physical and emotional
health, and the opportunity to enrol in Self-Help Programmes.
The Group’s occupational mental health and well-being policy aims to
provide a positive and supportive working environment conducive to
good mental health and to eradicate any stigma or discrimination.
The HR department is responsible for leading on mental health and
wellbeing for the Group and the initiatives required to achieve its aims.
The Group makes it clear in its recruitment, induction and employee
training programmes that it takes the promotion of wellbeing and good
mental health seriously, and offers non-judgemental support for those
suffering mental health difficulties and ill-health.
Abusive or discriminatory behaviour by a member of staff towards
another will be seriously and confidentially investigated and will be
dealt with in accordance with the Group’s disciplinary procedure.
The Group Staff Handbook, distributed to employees on joining and
available on our internal intranet, is supported by individual supplements
relevant to our UK and Bermuda operations.
As an office-based business, we are less exposed to major incidents.
However, the Group consults with and updates staff regularly on health
and safety issues and provides and maintains risk assessments for tasks
carried out by employees where potential danger has been identified.
Business Continuity, Disaster Recovery, and Fire Safety training, is
mandatory for all staff.
Our full Health and Safety Policy is communicated to employees on
joining and is available on the intranet.
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Lancashire Holdings Limited | Annual Report & Accounts 2022
Supporting the global carbon transition
Meeting the challenges and opportunities of ESG issues has been
embedded within the Lancashire business for many years.
The underwriting of complex risks, particularly those within the property
catastrophe class, is based on a clear and pragmatic understanding of
potential perils, their nature and mitigation factors.
This includes measuring and assessing potential loss exposures due to
climate factors and setting clear preferences and tolerances for events,
such as hurricanes and other weather occurrences.
Lancashire underwriters use their expertise which is supplemented by
a number of sophisticated models.
We believe that the insurance industry has an important role to play
in assisting clients with their own role in the global carbon transition.
Lancashire operates within a subscription market in which the ability
to adapt insurance solutions to address climate-related issues is a
shared focus.
In May 2022, Lancashire joined ClimateWise, which brings together
the global insurance industry with a focus on driving action on climate
change risk.
We look forward to sharing our long-standing expertise and working with
firms across the sector as we all rise to the shared challenges we face.
The insurance sector plays a crucial role in empowering people. The risk
management solutions we provide give people confidence that the
potential effects of catastrophic loss events on business and community
are mitigated.
Since 2019, we have been committed to implementing and
reporting against the UNEP FI Principles for Sustainable Insurance,
a global framework for the insurance industry to address ESG risks
and opportunities.
These UN Principles aim to achieve a better understanding of
environmental, social and governance risks, with a view to promoting
the prevention and reduction of harm and enhancing opportunities
for sustainable and effective risk protection and reporting.
Further information on Lancashire’s reporting against the UNEP
FI Principles for Sustainable Insurance for 2022 can be found on
our website.
Lancashire has developed and implemented a number of internal
insurance underwriting guidelines focused on assisting with wider global
efforts to tackle issues of climate change and other environmental, social
and governance factors.
These have been articulated by reference to the Lloyd’s market guidance
and are applicable across all underwriting platforms. These guidelines are
also linked to the Group’s formal risk appetite statements.
In addition to these guidelines our long-standing underwriting processes
and controls include, where possible, peer review to identify any risks
that are written outside predetermined criteria. Underwriters and
Lancashire Insurance Companies and senior management also take part
in a daily UMCC to discuss potential business. When appropriate, these
discussions include consideration of sustainability factors as part of the
underwriting process.
Lancashire underwriting teams are a respected risk partner for businesses
in the energy sector.
This specialist expertise means we are valued for our assistance in
providing solutions to clients that may assist in delivering safer
operations and resilience.
We regularly engage with our trading partners on ESG matters during
the course of our business discussions and fully support their efforts as
they transition away from carbon-based forms of energy.
While the process will take some years we believe we are well placed
to have a positive impact.
Sustainable insurance
“ In May 2022, Lancashire joined ClimateWise, which
brings together the global insurance industry with a
focus on driving action on climate change risk.”
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Lancashire Holdings Limited | Annual Report & Accounts 2022
Sustainability
Our shareholders
Our relationship with our shareholders is led by our Group Head of
Investor Relations, in collaboration with members of the Board and the
wider executive team.
Lancashire has an open and transparent communication philosophy.
In November 2022, the Group held our first Investor Day in London
which included presentations from senior underwriters on their class of
business and market challenges and opportunities. These presentations
were followed by a questions and answers session.
In addition, Lancashire carries out a full programme of outreach
(including meetings, presentations and periodic consultation initiatives)
to assist shareholders, and potential investors, in understanding our
strategy, business model and performance.
Our corporate brokers also provide advice and guidance on investor
priorities, the business’s performance, and perception amongst investors.
The Board meets our corporate brokers regularly as part of these
discussions.
Service excellence for policyholders
Our experienced teams include our claims specialists, who have specific
and detailed knowledge of our diverse product lines.
This expertise aids us in achieving our goal of ensuring a timely and
equitable claim resolution for our clients.
While acting in accordance with the terms and conditions of the (re)
insurance policy provided to our clients, we aim to adopt an approach to
the claims handling process which is proactive and efficient, as well as
transparent and flexible. This approach is specifically designed to enable
our clients to recover from the impact of loss events as soon as
practicable.
We have fostered strong relationships with our clients, brokers and
outside advisors, which we work hard to develop and maintain.
We manage and investigate any loss our clients may sustain to achieve
a timely, straightforward and fair resolution.
Brokers
Lancashire has strong relationships with brokers distributing its products.
This includes large international firms and smaller independent
intermediaries. We strive to be a trusted partner and add value through
our expert understanding of risk management and transfer. During 2022,
a new Business Development team was formed which will further
strengthen and enhance our relationships.
Responsible
investment
We continue to monitor ESG and climate change factors on our
investment portfolio.
While metrics and the means of measuring these factors are in
development, they remain imperfect and Lancashire is committed
to working with its external portfolio managers to further refine
our analysis.
Of the Group’s externally managed investment portfolio, 93.9% of
portfolio managers are signatories to the UN-supported ‘Principles
for Responsible Investment’.
Lancashire operates ESG and carbon management investment guidelines,
implemented by the Group’s investment managers, across the Group’s
fixed maturity investment portfolios.
Compliance with the guidelines is monitored on a monthly basis and any
adjustments are approved by the Investment Committee and the Board.
Lancashire monitors the ESG profile of its fixed maturity portfolio
through the MSCI ESG rating tool. The current portfolio is designated as
within the “average” ESG category.
In addition, 2022 was the second year in which Lancashire measured
climate sensitivity of corporate bonds, so far as covered by MSCI,
within its fixed maturity portfolio through a Climate Value at Risk
metric (Climate VaR) aligned to the Paris Accord 1.5°C goal.
We are also investigating the development of a sustainable fund
during 2023.
Please see the Investment Committee report starting on page 90
for further information.
AAA AA A BBB BB B CCC
0
10
20
30
40
Lancashire total MSCI benchmark
MSCI Overall Rating (%)
Percentages for the MSCI Benchmark data are up-scaled to compare with the Lancashire
securities that are covered by the MSCI.
57
Lancashire Holdings Limited | Annual Report & Accounts 2022
Understanding the role we play
A culture of responsibility
We understand that successfully operating a modern business comes
with increased responsibility.
We embed our values across our operations including showing
appropriate leadership and acting as a good corporate citizen and
a responsible preserver of resources.
The Group operates in line with all relevant regulatory and legal
requirements, giving particular regard to the environmental, social and
governance regulations of the BMA, PRA, FRC, FCA, Lloyd’s, UNEP-FI,
TCFD, Mandatory Greenhouse Gas Emissions reporting / Streamlined
Energy & Carbon Reporting (SECR), and Home Office (Modern Slavery
Statement Registry).
Our regulators, rating agencies and lenders
The Group has an active programme of engagement with the relevant
regulatory bodies who provide the Group with supervision and oversight.
This includes meetings, regular reporting or engaging with routine
regulatory reviews. The Board and management monitors changes
in regulatory and supervisory requirements closely.
Lancashire and its insurance subsidiaries are assessed for financial
strength and creditworthiness by three major rating agencies: A.M. Best,
S&P and Moody’s. We engage with each quarterly to discuss financial
performance and when significant events occur such as loss events.
We write business successfully in all major global insurance markets and
comply with reinsurance contracts under which the Group is reinsured,
as well as our credit facilities which support underwriting obligations.
Additionally, the syndicates benefit from Lloyd’s current ratings,
resources, brand, and network of global licences.
We help support and fund our underwriting operations, and comply
with regulatory capital requirements, through a number of long-term
debt and financing arrangements with lenders.
The Group requires the flexibility to execute its strategy and react to
economic conditions and values its strong relationships with its lenders.
Tax authorities
The Group maintains proactive relationships with relevant tax authorities
in order to comply with all its tax obligations. This requires us to keep
abreast of developments in tax legislation and to work with the tax
authorities to manage our tax risk.
Collaboration with third parties
During the course of our business operations, Lancashire utilises a
number of third-party suppliers. These providers complement our
in-house skills and we recognise the importance of these partnerships
and that success comes through openness and collaboration.
We strive to receive assurance that employers within the ancillary
services and limited supply chains used by the Group pay a living wage.
Payments to service providers are made in accordance with the
individual payment terms agreed. The Group’s UK subsidiary, LUK,
complies with its statutory reporting duty for payment practices and
performance in relation to qualifying contracts on a half-yearly basis.
Lancashire has its own responsibilities to those within its limited supply
chain. Any concerns arising over the ethical practices and human rights
records of insureds and potential clients would be considered as part of
the underwriting process.
Anti-slavery and human trafficking
The Group’s Anti-Slavery and Human Trafficking Statement is available
on our website. We consider that there is minimal risk that, within either
the Lancashire Group or the very limited supply chains which support our
business activities, the Lancashire Group is involved in, supportive of, or
complicit in slavery and human trafficking.
We are proud of the conditions of employment for all our employees
throughout the Lancashire Group.
Environmental impact and offsetting
The Group is committed to understanding and managing the
environmental impact of its business and has engaged ClimatePartner
to calculate its corporate carbon footprint (CCF), for the 2022 reporting
year. The CCF reflects the total CO₂ emissions released by the company’s
own business operations, within defined system boundaries and over a
specified period of time, with the calculations based on the guidelines
of the Greenhouse Gas Protocol Corporate Accounting and Reporting
Standard (GHG Protocol). We continue to measure our carbon footprint
for our own operations annually with a view to minimising its negative
impact through mitigation strategies and by offsetting at least 100% of
our calculated GHG emissions, in order to remain carbon neutral.
Previously, Lancashire has calculated its emissions from 1 January until
31 December for each calendar year. Due to the publication date of this
report, this necessitated some estimation for the data in the latter part
of the year, the particulars of which were detailed alongside the CCF in
each report. In order to improve the efficacy of the data collection
process, and to reduce our reliance on data estimations as well as
increase our use of primary data, we have changed the reporting period
for our CCF to an annual period measured from 1 July to 30 June.
Accordingly, for this report we have calculated our emissions from
1 July 2021 to 30 June 2022 and given their inclusion in this 2022
annual report, we refer to these as our 2022 emissions.
Historically, the Group has achieved its carbon neutral status for its own
operations through the purchase of carbon credits, predominately in
carbon avoidance programmes, which assist in the creation and/or
maintenance of systems and technologies that replace the use of carbon
intensive processes. In order to maintain our own operations’ carbon
neutral status, despite a change to the CCF reporting period, we have
calculated and offset our emissions from 1 July 2021 to 30 June 2022.
The emissions from July 2021 until December 2021 were also offset last
year, but we have offset this time period twice to ensure that our carbon
neutral status is not interrupted. In 2021, for the first time, the Group
offset 15% of its emissions via a carbon sequestration project, which
Operating responsibly
58
Lancashire Holdings Limited | Annual Report & Accounts 2022
Sustainability
aims to actively remove carbon from the atmosphere, with the
remainder of our carbon credits procured via carbon avoidance projects.
We have followed the same approach for 2022 and report the emissions
data for the Group in the table on page 60.
The Group recognises the challenges posed by climate change and
considers its environmental impact as part of its wider risk management
and strategic planning process (please refer to the section on principal
risks from pages 30 to 37 for further details). The Group CRO and the
Board oversee the Company’s annual submission to the CDP, which
includes the information detailed in this CCF. The CDP reporting process
is aligned with the recommendations of the TCFD and the business,
led by the Group CRO, has further developed its understanding and
reporting in line. Please see pages 61 to 69 for more information on
our TCFD journey.
As set out above, as a result of a change to our CCF methodology in line
with our work with ClimatePartner, emissions data was calculated using
the company’s consumption data as well as emission factors researched
by ClimatePartner. Wherever possible, primary data was used. If no
primary data was available, secondary data from highly credible sources
was used. Emission factors were taken from scientifically recognised
databases such as ‘Ecoinvent’ and DEFRA.
Lancashire used an operational control approach, to assess its boundaries
and identify all the activities and facilities for which it is responsible.
Subsequently, we have reported 100% of our Scope 1 and 2 CCF, along
with areas of our Scope 3 CCF with high levels of operational control, as
detailed below. Calculations performed follow the ISO 14064-1:2018
standard, giving absolute and intensity factors for the Group’s emissions.
Where data was not available for the 2022 report, values have been
either extrapolated by using available data or calculated using industry
benchmarks. Lancashire does not own company vehicles; thus, business
travel emissions fall entirely in Scope 3 and vehicle energy is not included
in the numbers below.
For the first time, the Group has reported emissions associated with its
employees’ commuting and home working within its Scope 3 emissions.
For the third year, Lancashire has also calculated its Scope 2 market-
based emissions, in line with the Greenhouse Gas Protocol’s guidance
on dual reporting. With operations in London, Bermuda and now
Australia, and with clients and brokers around the globe, the Lancashire
Group has typically incurred the bulk of its carbon footprint within Scope
3 as a result of airline travel. Historically, these emissions were calculated
based upon all of the flights booked within the reporting period. This
year, in order to improve the accuracy of our reporting, we have changed
the methodology to include flights that were taken within the booking
period. Following the easing of international COVID-related travel
restrictions, there has been more opportunity for employees to travel
between our offices, as well as to meet our clients and brokers during
2022. This has resulted in a significant and expected increase in our
business travel emissions from the 2021 level of 291.2 tCO
2
e to 1348.0
tCO
2
e for 2022. This change, together with the recent addition of our
employee commuting emissions, underpins the increase in our overall
emissions this year.
We have procured 100% renewable electricity for our London operations
on a tariff which is backed up by associated Renewable Energy
Guarantees of Origin (REGOs), with an appropriate residual grid factor
applied for our operations in Bermuda and Australia. Under the
market-based methodology, the Group’s Scope 2 emissions are therefore
265.1 tCO
2
e. Lancashire did not implement any further energy efficiency
measures in the business during 2022 due to limited control of its sites.
However, our London office is already well optimised with 20 Fenchurch
Street achieving a BREEAM ‘excellent’ environment performance rating,
and representatives from the Company engaged with the building
management’s “Green Building” meetings and the property’s energy
saving initiatives.
Lancashire uses tCO
2
e per full time employee (FTEs) as its intensity
metric in its CCF. FTEs have increased year-on-year, with a period of
significant recruitment continuing during 2022. The Group has also
expanded geographically with an office now in Australia and we include
their emissions for the reporting period in the total below, alongside
those from our Bermuda and London offices. Given the increase in total
emissions from 2021, emissions per FTE have also increased. The table
on page 60 sets out the Group’s CCF for the current and prior reporting
period, noting both the change in reporting period and the emissions
broken down by source.
Streamlined Energy & Carbon Reporting disclosure – 1 July 2021 to 30 June 2022
Current 2022 reporting year
(market-based)
Previous 2021 reporting year
(location-based)
(UK & offshore) UK Only (UK & offshore) UK Only
Emissions from the combustion of fuel or the operation of any facility
including fugitive emissions from refrigerants use / tCO
2
e 154.1 150.5 106.7 106.7
Emissions resulting from the purchase of electricity, heat, steam or cooling by
the company for its own use / tCO
2
e 265.1 – 279.9 138.8
Gross Emissions (Scope 1, 2) / tCO
2
e 419.2 150.5 386.4 245.0
Energy consumption used to calculate above emissions /kWh 2,004,830 1,366,540 1,899,648.9 1,233,727.6
Total gross emissions (Scope 1, 2, 3)/ tCO
2
e 2,407.7 842.1
tCO
2
e per FTE 7.8 2.8
Please note that in previous years the data in this table has been provided according to our location-based emissions. For 2022 onwards, our market-based emissions will be used.
“We have procured 100% renewable electricity
for our London operations.”
59
Lancashire Holdings Limited | Annual Report & Accounts 2022
The Group has fully offset its calculated GHG market-based emissions
for 1 July 2021 to 30 June 2022 with ClimatePartner, by purchasing
verified credits in both carbon avoidance and carbon sequestration
programmes. To ensure that all emissions generated from our own
operations are offset within the system boundaries, a safety margin
of 10% was applied to the total carbon footprint incurred. This margin
compensates for uncertainties in the underlying data that naturally arise
from the use of database values, assumptions or estimates. We have
therefore purchased a total of 2,648.49 carbon credits, to support our
continued carbon neutral status. 85% of the Group’s carbon credits
have been purchased in a Solar Energy Project in Alt Ougrour, Morocco,
a VCS carbon avoidance project. The remaining 15% of the Group’s 2022
carbon credits have been purchased in an afforestation project in Dingxi,
China, which is categorised as a VCS and CCBS approved carbon
sequestration programme. These offsetting proposals were discussed
and agreed with the Group CEO.
The Board will continue to calculate, monitor and offset the Group’s
emissions from its own operations, mindful of the Group’s strategic and
business operational requirements.
In addition, we encourage the use of public transport, walking and cycling
by employees travelling to work to assist in reducing the number of car
journeys. As a result of the employee commuting survey completed
during Q4 2022, we note that the majority of our employees commute
to their place of work via public transport. Incentives include a season
ticket loan scheme and assistance in purchasing bicycles, with designated
storage for employees’ bicycles at all our offices.
Types of emissions Activity
1 July 2021 –
30 June 2022
tCO
2
e
1 January 2021 –
31 December 2022
tCO
2
e
Scope 1
Direct emissions from company facilities
Heat (self-generated) 135.6 106.7
Refrigerant leakage 18.5 –
Scope 2
Purchased electricity for own use Electricity (stationary) 265.1 259.7
Scope 3 Business Travel (flights, hotel nights, vehicles, and rail) 1,348.0 291.2
Employee commuting and home office 515.8 –
Fuel- and energy-related activities (upstream emissions for
electricity and heat) 116.0 153.5
Purchased good and services (office paper and water) 7.0 9.7
Waste generated in operations 1.7 1.3
Gross emissions (tCO
2
e) (market-based) 2,407.7 822.1
Gross emissions per FTE (tCO
2
e/FTE) 7.8 2.8
Carbon credits 2,648.5 823.0
Total net emissions after offset (tCO
2
e) – –
Please note: all numbers quoted have been rounded to one decimal place.
Upstream fuel- and energy-related activities include Well-to-Tank and Transmission & Distribution emissions. These are emissions associated with the upstream processes of
extracting, refining and transporting raw fuel and the emissions associated with the electrical energy lost during transmission to our business.
Progress against our targets
The following diagram shows the change in the Group’s emissions per FTE from the baseline year of 2015 against our current target of a further
reduction in emissions per FTE of 15% by 2030.
Operating responsibly continued
0
2
4
6
8
10
12
14
16
Gross emissions per FTE (tCO
2
e/FTE) Target
20222021202020192018201720162015
60
Lancashire Holdings Limited | Annual Report & Accounts 2022
Sustainability
2022 TCFD Report
Lancashire supports the aims of the TCFD, and recognises we need to play our part
in supporting the transition to a more sustainable future. This includes supporting our
customers and partners with their own transition journeys. The summary below and in
detail on the following pages details our disclosures consistent with the four
recommendations and the 11 recommended disclosures.
Recommendation TCFD Disclosure status Reference
Describe the Board’s oversight of climate-related risks
and opportunities
Disclosed See page 62
Describe management’s role in assessing and managing
climate-related risks and opportunities
Disclosed See page 63
Describe the climate-related risks and opportunities the
organisation has identified over the short, medium, and
long term
Disclosed See page 64
Describe the impact of climate-related risks and
opportunities on the organisation’s business, strategy
and financial planning
Disclosed See page 65
Describe the resilience of the organisation’s strategy,
taking into consideration different climate-related
scenarios, including a 2°C or lower scenario
Partially disclosed – work continues on the
development of a range of scenarios at the
short, medium and long-term milestones.
We expect to fully disclose in the next year.
See page 66
Describe the organisation’s processes for identifying
and assessing climate-related risks
Disclosed See page 67
Describe the organisation’s processes for managing
climate-related risks
Disclosed See page 67
Describe how processes for identifying, assessing, and
managing climate-related risks are integrated into the
organisation’s overall risk management
Disclosed See page 67
Disclose the metrics used by the organisation to assess
climate-related risks and opportunities in line with its
strategy and risk management processes
Disclosed See page 68
Disclose Scope 1, Scope 2, and if appropriate Scope 3
greenhouse gas (GHG) emissions, and the related risks
Disclosed See pages 60 and 69
Describe the targets used by the organisation to manage
climate-related risks and opportunities and performance
against targets
Disclosed See page 69
TCFD
GovernanceStrategyRisk ManagementMetrics and targets
61
Lancashire Holdings Limited | Annual Report & Accounts 2022
TCFD continued
Examples of Board ESG and climate change oversight in 2022 include:
Governance
• Its annual review and approval of the Group’s ESG framework
Disclose the organisation’s governance around
• Annual review and approval of the Group’s ESG strategy
climate-related risks and opportunities.
• Annual review and approval of the Group’s risk appetite statements,
Describe the Board’s oversight of climate-related
including the tolerances for elemental PMLs and non-elemental
risks and opportunities.
RDSs. More information on this can be found on page 138. These
The LHL Board retains ultimate responsibility for climate-related risks
risk appetite statements include climate-related statements for
and opportunities. It oversees the Group’s ERM activities and receives
both the asset and liability side of our business
regular updates on material risks including ESG-related risks and
• Review and approval of the Group’s ESG insurance underwriting
opportunities. This is done through the Nomination, Corporate
guidelines
Governance and Sustainability Committee, the Underwriting and
• Review and approval of the annual ORSA report
Underwriting Risk Committee, as well as the Investment Committee.
• Review of the quarterly ORSA reporting which contains information
The Nomination, Corporate Governance and Sustainability Committee
on all risk categories highlighting material risk considerations
monitors issues of sustainability, including developments in climate
including climate-related risk where appropriate
change risk management and reporting.
• Review of the output from stress tests performed as part of both
The Underwriting and Underwriting Risk Committee and the Investment
the annual business planning exercise and the annual ORSA reporting
Committee each have responsibility for monitoring the impacts of
process, including climate-related scenarios.
climate change and transition risk, as well as the broader ESG risks,
The actual business underwritten within the Group is monitored
and to articulate appropriate appetites and tolerances for the Group.
against both the strategic plan and the Board-approved risk tolerances
Overall responsibility for the ESG programme sits with the Group
(including those linked to climate-related catastrophe loss events) and
CEO. The Board as a whole reviews and approves the Group’s risk
is reported to the Board quarterly within the Group CRO’s quarterly
framework and appetites, which are ordinarily addressed within the
ORSA report. Please see page 27 for more information. In addition,
quarterly ORSA report.
the Group CUO and Group CRO regularly review current and emerging
(re)insurance risks.
The Board receives a quarterly ORSA report from the Group CRO.
This covers the full range of risks and controls identified through the
The Investment Committee oversees the management and performance
Group’s risk register and operated by the Group, including climate
of the Group’s investment portfolio including investment risk
change and ESG risks and controls. Facilitated by the Group CRO,
parameters, which include specific Board approved climate-related
the Board discusses, agrees and monitors performance against a range
investment guidelines applied across the Group’s fixed maturity
of risk appetites. The Board discussions also cover consideration of
portfolio. In addition, the Investment Committee monitors performance
emerging risks.
against a Climate VaR risk appetite statement as part of the regular
quarterly reporting process. This includes an agreed preference for the
financial impact of the Climate VaR on the Group’s actual fixed maturity
portfolio, covered by MSCI, to have a less detrimental impact than the
MSCI benchmark model. The Committee also considers investment
portfolio performance by reference to an MSCI carbon sensitivity tool
and ESG profile tool. Please see the Investment Committee report
starting on page 90 for more information.
Lancashire Holdings Limited | Annual Report & Accounts 2022
62
Sustainability
Describe management’s role in assessing and managing
climate-related risks and opportunities.
The Group CEO is accountable for the development and execution of the
Group strategy, including the management of climate-related risks and
opportunities. The Group CUO is ultimately responsible for the business
written by the Group, assisted by the subsidiary CUOs and active
underwriters. Climate-related risks and opportunities as they relate to
the business written are assessed as part of the underwriting process.
Each underwriter has their own underwriting authority in which
climate-related underwriting guidelines have been embedded.
Management information is available to monitor the business written
against these guidelines.
The Group CRO is responsible for the overall management of the risk
management framework, which includes facilitating the identification,
assessment, evaluation and management of existing and emerging risks
by management and the Board; ensuring these risks are given due
consideration and are embedded within both management’s and the
Board’s oversight and decision-making process.
The ESG Committee, established by management in 2021, is tasked with
the oversight, co-ordination and internal management of the Group’s
ESG strategy. The ESG Committee reports to the Board on a quarterly
basis, as well as regular reporting to the Group Executive Committee,
and is supported by both the Climate Change and Diversity, Equity
& Inclusion Working Groups. Key developments are reported to the
Nomination, Corporate Governance and Sustainability Committee
as well as the Investment and the Underwriting and Underwriting Risk,
Audit and Remuneration Committees as appropriate, and ultimately to
the Board via the Group CRO’s quarterly reporting and periodic reporting
from the ESG Committee Chair.
The RRC evaluates and monitors the Group’s modelled underwriting
PML and RDS risk exposures against the Group’s tolerance levels on a
monthly basis. Lancashire underwrites predominantly short-tail business,
with loss exposures usually crystallising within a policy period of
12 months. As a result, with PML levels updated monthly and shared
internally, we ensure we closely track both market pricing and coverage
conditions and the Group’s modelled climate-related loss exposures.
Please see page 146 for more information.
The IRRC actively monitors the potential impacts of climate change-
related transitional risk on assets within the Group’s investment
portfolio. The requirement to monitor, develop and implement ESG
and TCFD principles is included within its terms of reference. Both the
RRC and the IRRC are supported by the Climate Change Working Group.
The diagram below illustrates the Group Board, Board sub-committee
and management committee governance structure as it pertains to ESG.
The role and responsibilities of each of the Board’s sub-Committees is
explained within the Governance section starting on page 76 and in each
Committee’s Terms of Reference which can be found on the Group’s
website. The Group CRO is a member or attendee of all the fora shown
above and provides a link between each individual forum and the
management RRC and Group Executive Committee.
Underwriting and
Underwriting Risk
Committee
Remuneration
Committee
Audit
Committee
Investment
Committee
DE&I
Working Group
Group
Executive
Committee
LHL
Board
Group ESG governance structure
Climate Change
Working Group
Nomination, Corp
Governance &
Sustainability
Committee
ESG
Committee
63
Lancashire Holdings Limited | Annual Report & Accounts 2022
TCFD continued
Since 2021, significant work has been undertaken to identify and
Strategy
articulate the financial impacts of climate-related risks, including
Disclose the actual and potential impacts of climate-related
physical, transitional, regulatory (current and emerging), technological,
risks and opportunities on the organisation’s businesses,
legal, market and reputational risks. As an example, for each physical risk
identified, the loss amplification factors, time-frame and magnitude were
strategy, and financial planning where such information
considered, as were metrics by which these risks could be monitored and
is material.
reported upon. Examples of short- to medium-term risks identified
Describe the climate-related risks and opportunities the
included increased severity of tropical cyclones and heightened storm
organisation has identified over the short, medium, and
surge resulting from the enhanced strength and duration of storms
long term.
combined with sea level rise; increased intensity of extratropical
We consider the actual and potential impacts of climate-related risks
cyclones; increased intense rainfall due to the warming atmosphere thus
and opportunities on Lancashire’s strategy and financial planning across
increased risk of flooding; and increased risk of wildfire due to warming
the following timeframes: short-term being up to five years, medium-
temperatures combined with shifting precipitation patterns. A longer-
term being five to 15 years and long-term being 15 to 30 years from now.
term risk being considered is the emergence of new natural catastrophe
Lancashire underwrites predominantly short-tail business, and so the
zones due to the shifting weather patterns. The potential financial
principal impact of climate-related risks and opportunities is on
impact from these risks is included within the metrics and targets section
short-term strategy. Such impact is mitigated by our ability to re-
on page 68. In addition, the Group’s current catastrophe exposure by
evaluate the portfolio on an annual basis and therefore re-price physical
geographical zone for our peak perils are listed on page 146 along with
risks and reset exposure levels to take into account new data regarding
details of annual gross premiums written by geographic area of risks
the frequency and severity of elemental catastrophe events. During
insured and by business segment.
2022, we have engaged more actively with our insured clients and seen
The physical risk to our own operations is less material. As a group
an increase in the level of climate-related information provided as part
operating out of three physical locations (Bermuda, London and
of the underwriting process. We recognise that climate change does
Australia) we do not have significant physical assets to be impacted
also impact the longer-term strategy in terms of emerging risk and
by physical risk; with the main impact of physical risk arising from
accordingly management works with some of the leading external
our underwriting portfolio in the form of losses arising from elemental
catastrophe model providers to understand the science which underlies
catastrophic events. We do however have robust BCP processes in place
and informs developments in the short- and long-term climate-related
across the Group.
assumptions in their stochastic models. These developments are
included in the Group’s management- and Board-approved annual
Examples of transitional risks that may be faced by the Group include
five-year business strategy and the three-year forward-looking business
the probability of a declining premium environment in the traditional
plan. More information can be found in the going concern and viability
oil and gas sector or transportation classes over time, or the risk of
statement on page 120 of this report.
exposure to climate change-related litigation. The potential impact
in terms of premium is thought to range from low to medium for the
The Board also regularly discusses cycles and trends within the
relevant subsidiary writing the business, however the financial impact
insurance sector as well as within the natural, commercial and political
to the Group of these risks ranges from very low to low at this time
environment to which the Group’s business is subject. We also recognise
due to the inherent responsiveness in the Group’s nimble underwriting
the potential impacts of transitional climate change risk on the Group’s
strategy. The impact would expect to be felt in both segments of the
underwriting and investment portfolios and associated strategies. Whilst
business i.e. insurance and reinsurance.
detailed strategic planning is based on short-term horizons (over a period
of three to five years) the Board’s strategic discussions are informed by
As a (re)insurer, the Group is in the business of accepting and mitigating
consideration of potential future trends in the medium to longer term
risk; for every risk identified there is the potential for an opportunity.
such as the make-up of global energy demand (which may be influenced
Opportunities come in the form of new products and services, as we
by climate-related factors), the impact on travel and transportation
work closely with existing clients to provide the insurance they need
(aviation, shipping, cruise ships) or the potential for political instability
as they undertake their own transition; and access to new markets in
(for example over a period of five to 30 years).
the form of new assets and locations requiring insurance coverage.
Lancashire Holdings Limited | Annual Report & Accounts 2022
64
Sustainability
P
h
y
s
i
c
a
l
r
i
s
k
s
T
r
a
n
s
i
t
i
o
n
a
l
r
i
s
k
s
Wildfire
– United States
Inland Flood
– Europe
Capital
Declining
Energy
Premium
Declining
Transport
Premium
External
Factors
Tropical Cyclone
– United States.
Tropical
Cyclone – Japan
Emergent Perils
Litigation
Extratropical
Cyclone – Europe
Describe the impact of climate-related risks and
opportunities on the organisation’s businesses, strategy,
and financial planning.
Lancashire is exposed to the risk of heightened severity and frequency of
weather-related losses which may be influenced by climate change. We
manage this risk by using the stochastic models from third-party vendors
which have a long history of quality data governance. In addition, we
adapt these models based upon our views of climate risk, as well as
our clients’ exposure data, to create aggregate loss scenarios. Further,
individual risks that are likely to materially utilise the Group’s capital
are reviewed at the daily UMCC prior to binding. The modelling data and
the capital deployment are closely monitored by executive management.
Likewise, the Board monitors this on a quarterly basis as part of strategic
risk and capital management, with the testing of the models leading to
changes in risk levels, reinsurance purchasing and structuring strategy
as required. As part of the financial planning process, the assumptions
within the underwriting portfolio are reviewed including the expected
rate adequacy and losses for each class of business. Our assumptions
are driven by a number of factors, which include climate change-related
factors such as frequency and severity of elemental events and the
potential for associated claims inflation. The level and availability of
capital, as well as capital utilisation by class of business, are also key
considerations in the financial planning process. The business mix is
also reviewed, with new products and lines considered where rates
prove attractive and accretive.
For 2022, we developed insurance underwriting guidelines which were
embedded within our Underwriting Authority framework, in order to
effectively monitor and guide underwriting in the more carbon-intensive
industries and we continue to further develop and enhance how we track
premium and policies according to their climate profile.
Lancashire’s exposure to physical risk in our own operations is modest.
As a business with an office in Bermuda we recognise that this is an
area of the world that is vulnerable to catastrophic windstorm events
and may be affected by any future climate change trends. All Lancashire
offices have BCP and disaster recovery plans in place. Specifically,
the Bermuda management team and Board consider hurricane and
tsunami risk within the Bermuda office’s BCP. Please see page 36 for
more information.
Outside of physical risk, Lancashire has been a risk partner of businesses
operating in the aviation, marine and energy sectors across the world for
many years. The risk solutions which we provide help deliver the wider
social benefits of safer operations in a properly regulated environment
with access to capital resources to quickly repair and remediate damage
in the event of accidents or catastrophic failure. We will continue to
support our clients in the journey required to transition away from
carbon-based forms of energy to a net zero state. Substantial
investments will be required to both meet global energy demand and
to reduce carbon emissions and we remain committed to supporting
our clients across the energy sector as they navigate this transition.
We also recognise the potential impacts of climate-related risks and
opportunities upon the Group’s investment portfolio, in particular
the potential impacts of the transition away from a carbon intensive
economy. We have tools in place to identify, measure and manage these
risks and opportunities; our findings are reviewed and reported through
the IRRC, the RRC and the Investment Committee to the Board.
With respect to opportunities arising from climate change, immense
investment in infrastructure will be required as the world transitions to
a lower-carbon economy, and such infrastructure will require insurance
which lies within the Group’s existing classes of business and appetite.
The demand for environmental insurance products is also expected to
increase. A summary of the opportunities, their likelihood, timeframe
and magnitude of impact on comprehensive income, is included on
the following page.
Time horizon
Magnitude
Long: 2030+
High
Medium: 2025-2030
Medium
Short: now – 2025
Low
Risk radar
Lancashire’s current internal view of the
physical and transition risks the Group
may face from climate change include the
potential time horizon over which they may
be faced, potential magnitude of financial
impact, and the geographical region (for
physical risks).
65
Lancashire Holdings Limited | Annual Report & Accounts 2022
Describe the resilience of the organisation’s strategy,
taking into consideration different climate-related scenarios,
including a 2°C or lower scenario.
Stress and scenario tests and reverse stress tests are performed as part
of the business planning process and the annual ORSA reporting process.
More information on these processes can be found on pages 27 to 29
of this report. The capital impacts from a range of scenarios, including
climate-related risks and opportunities, are presented to the RRC and
Board for review and discussion.
During 2022, stress testing has been performed on the Group’s business
plans to understand the impact should the recent high catastrophe event
experience (2017-2022) be more indicative of the average experience
than that currently predicted by the third party catastrophe models. In
addition, we have transitioned to a different catastrophe model provider
to increase the range of secondary perils we are able to model. As part
of this transition and our annual model review, we have explicitly
considered the impact of climate change to ensure our hazard selections
within the model are appropriate for our understanding of the current
environment and impact with respect to climate change. On a quarterly
basis we also model historic climate-related loss events for our current
portfolio to understand the current day impact of their re-occurrence.
Such events include the Katrina, Rita and Wilma hurricanes of 2005, the
Florida hurricanes of 2004 (Charley, Frances and Ivan), the San Francisco
earthquake of 1906, the New Madrid earthquake of 1811 and hurricanes
Harvey, Maria and Irma of 2017.
One of Lancashire’s key operating principles, which supports the Group’s
strategy to produce an attractive risk-adjusted total return to
shareholders over the long term, is to ‘balance risk and return through
the cycle’. Climate change may influence the severity and frequency
of losses that impact our policyholders and Lancashire’s quick response
to such post-loss situations can therefore be seen as a competitive
advantage. A similarly ‘responsive’ approach to the management
of climate change transition risk helps inform asset allocation and
investment portfolio management. As of 31 December 2022, 93.9%
of our externally managed investment portfolio, excluding internally
managed cash, is managed by signatories to the United Nation’s
Principles for Responsible Investment. Analysis of our investment
portfolio, specifically the fixed maturity portfolio, has shown it is more
resilient to the impacts of climate change than the relevant benchmark
which we have linked to a 1.5C future pathway scenario. As part of our
biennial strategic asset allocation study, we recommended a target
percentage to be invested in a sustainable fund which we are looking
to implement in 2023.
Given the Group’s predominately short-tail nature of, and the ability
to model the geographical and economic impacts of climate risk on,
the insurance products it sells and its ability to price insurance premiums
on the basis of a flexible and dynamic risk analysis, the Board and
management consider that there is some resilience in both the Group’s
underwriting and investment strategy and its business model to the
challenges of increased frequency and severity of physical damage
and the effects of transition risk, as a result of climate change risk.
Risk Description Market Opportunity Time-frame Likelihood Magnitude
Political Risk insurance There is currently a strong uptick in ESG related funding from
our existing client base and this trend is expected to continue.
Short to Medium
Term
High Low
Natural Catastrophe
(re)insurance
Additional limit purchased by insureds and reinsurers at improved
pricing levels as catastrophe risk increases; both earnings protection
and capital protection being sought to significantly increase demand.
Medium Term High High
Renewables The share of renewables in global electricity generation jumped to
an all time high of 29% in 2020 and this trend is fully expected to
continue. As our clients transition from fossil fuels to renewable
energy there will be sizeable opportunities in the market to grow
this part of our portfolio.
Medium Term High Medium
Carbon Capture: injection of
CO
2
into depleted gas fields
We believe that offshore carbon capture and storage (CCS ) may
play a major role in global efforts to reduce emissions.
Medium to Long
Term
Medium Medium
Decommissioning Insurance:
Oil & Gas assets
The pace of the energy transition will accelerate the decommissioning
of a large number of offshore platforms and complexes. As these assets
reach the end of their commercial life there will be increased pressure
to ensure that their decommissioning is done in an environmentally
friendly way with appropriate risk management solutions.
Medium Term Medium Low
Environmental Insurance
Products
Environmental insurance provides coverage for loss or damages
resulting from unexpected releases of pollutants typically excluded
in general property and liability policies.
Medium to Long
Term
Low Low
Parametric (weather)
Insurance Products for
food & agriculture industry
Industries will look at new ways of managing weather risk where
parametric triggers are more likely to offer a form of indemnity.
Long Term Low /
Medium
Low
TCFD continued
66
Lancashire Holdings Limited | Annual Report & Accounts 2022
Sustainability
Risk management
Disclose how the organisation identifies, assesses,
and manages climate-related risks.
Describe the organisation’s processes for identifying
and assessing climate-related risks.
The impact of climate-related risks is managed within existing principal
risks see page 30.
As a result, climate-related risks are identified and assessed as part of the
usual risk identification and management process which includes but is
not limited to: discussions with risk owners and with subject matter
experts across the Group, along with discussions at the Group’s Emerging
Risk Working Group, CCWG, and ESG Committee. Climate-related risks
specific to the (re)insurance portfolios are identified and assessed as part
of the day-to-day underwriting process by individual underwriters in their
analysis of specific risk information, and more broadly in the context of the
wider portfolio during the daily UMCC and the fortnightly RRC meetings.
This includes, for example, the assets to be insured, their physical location,
weather-related perils that have impacted that location, historical
frequency and severity, as well as expected short- and long-term changes.
The individual entity annual underwriting strategy days and the Group
annual catastrophe underwriting strategy day also provide a good basis
for discussion of the climate-related risks of both current and anticipated
future risks. Examples of such risks include transition risks arising from a
decline in value of assets to be insured, changing energy costs and liability
risks that could arise from climate-related litigation. Physical, transition
and liability risks are considered by business segment and geographical
location, and the expected impact from the risks identified is considered
with respect to both magnitude and timescale.
Describe the organisation’s processes for managing
climate-related risks.
We recognise the potential environmental effects of carbon emissions
and in a global commercial and political environment which currently
remains reliant on carbon-based forms of energy production, we will
work with our clients through a period of global energy transition to
help manage their operational and catastrophe-exposure risks in a
controlled and responsible way.
Nonetheless, climate-related risks (and opportunities) are a constituent
part of the Group’s underwriting and investment risks. As we have
detailed in this TCFD report, such risks are managed in the same way
as other risks: they are identified, monitored, mitigated and reported
upon against tolerance as appropriate. For elemental perils this includes
monitoring and reporting the PMLs related to the top perils on a monthly
basis to the RRC and quarterly to the Board. In addition, we monitor our
PMLs as a percentage of GPW; the chart on the following page shows
this for our 100 year Gulf of Mexico wind net PML at 31 December.
Opportunities are monitored and taken advantage of where it makes sense
to do so. More information can be found on pages 26 and 27.
Describe how processes for identifying, assessing,
and managing climate-related risks are integrated
into the organisation’s overall risk management.
As noted in the ERM section, the Group subscribes to a ‘three lines of
defence’ model with respect to the identification, ownership, monitoring
and mitigation of risk. The management of climate-related risk falls within
this same framework, which is fully embedded throughout the Group and
includes fora with climate change at the heart of their agenda such as
the CCWG and the ESG Committee. The ESG Committee reports to the
Group Executive Committee via the CRO and the Nomination, Corporate
Governance and Sustainability Committee through the Chair of the ESG
Committee. The CRO also provides an ESG update to the LHL Board in her
Quarterly ORSA report. The RRC considers all aspects of risk for the Group
at a management level and reports through the Group CRO to the Board.
The Board of Directors is responsible for setting and monitoring the
Group’s risk appetite and tolerances, whereas the individual entity boards
of directors are responsible for setting and monitoring entity level risk
tolerances. All risk tolerances are subject to at least an annual review
and consideration by the respective boards of directors.
The Board considers the capital requirements of the business on at least
a quarterly basis. The Group’s exposures to natural catastrophe risks are
one of the key drivers of the capital held by the Group to support its
underwriting activities.
The IRRC is alive to the potential impacts of climate change-related
transitional risk on the Group’s assets within the Group’s investment
portfolio and its work is reported to the Board-level Investment
Committee. We continue to monitor the carbon intensity and
transition risk of our fixed income portfolio and are working to develop
our modelling capabilities to also monitor against MSCI Physical Risk.
During 2022, carbon intensity limits were added to our fixed income
managers’ guidelines. Updates on these metrics, including the exposure
of the investment portfolio to climate-related risk, as compared to the
MSCI Climate VaR, are provided to the Investment Committee on a
quarterly basis.
67
Lancashire Holdings Limited | Annual Report & Accounts 2022
Metrics and targets
Disclose the metrics and targets used to assess and manage
relevant climate-related risks and opportunities where such
information is material.
Disclose the metrics used by the organisation to assess
climate-related risks and opportunities in line with its
strategy and risk management process.
Our underwriting strategy is based on a number of factors, including but
not limited to: market conditions and opportunities, pricing adequacy
and available capital. We define our risk appetite for underwriting risks
as a percentage of capital we are willing to lose in a specific event, and
we set a capital loss tolerance for, and track the Company’s modelled
PMLs to, weather-related hurricane perils.
On pages 64 to 66 we described the work undertaken in 2022 to identify
and articulate the financial impacts of climate-related risks. The table
below sets out the financial impact of physical risk.
Our PMLs are derived using stochastic models licensed from third-party
vendors. These models include perils such as windstorm, convective
storm, wildfire and flood. Our actuarial team assesses the assumptions
within the licensed model and, where appropriate, applies loadings to it.
Model outputs are regularly challenged at both the macro and specific
account level. Our PMLs, and the actual in-force exposure versus
tolerance, are reviewed by the RRC on a monthly basis. The loadings
applied to the model are reviewed by the RRC periodically to assess their
ongoing appropriateness. Additionally, risk learning can be performed
following a large catastrophe event to compare the actual loss versus the
modelled loss to further assess the appropriateness of the assumptions
and loadings within the model and establish whether further
adjustments are required.
Impact of climate-related risk
The table below shows the impact based on our current portfolio, if exposure or experience was to change materially the financial impact could be
more significant. However, the longer term impact to the Group should be managed by our ability to reprice contracts if needed and develop new
products. Further detail is also included within insurance risk disclosures on pages 145 to 146, where we have noted the geographical area of risks
insured and the Group’s exposure to certain peak zone elemental losses by geography as a percentage of tangible capital over a 100 and 250 year
return period.
Physical: acute and chronic Timeframe
Magnitude of
impact
Potential financial impact Group
net PML/ % of capital Mitigation
Tropical Cyclone
U.S. Windstorm
– Gulf of Mexico
Medium High $301.2 million / 19.5% • Positive feedback loop in pricing models that reflect
heightened risks from climate change
• Lancashire adjusts gross risk appetite wherever the risk is
viewed as inappropriately priced for the exposure
• Outwards reinsurance is adapted to reflect the changing
exposures
• Robust internal controls ensuring PMLs are monitored
monthly by the RCC
• Additional secondary perils now modelled
• We continue to develop views on other perils
U.S. Windstorm
– Non-Gulf of Mexico
Medium High $248.0 million / 16.1%
Japan Windstorm Medium Medium $144.5 million / 9.4%
Extratropical Cyclone
European Windstorm Medium
– Long
Medium $181.2 million / 11.8%
0
10
20
30
40
50
2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
PML as a % of GWP
TCFD continued
Our PMLs are derived using stochastic models licensed from third-party
vendors. Our actuarial team assesses the assumptions within the
licensed model and, where appropriate, applies loadings to it. Model
outputs are regularly challenged at both the macro and specific account
level. Our PMLs, and the actual in-force exposure versus tolerance are
reviewed by the RRC on a monthly basis. The loadings applied to the
model are reviewed by the RRC periodically to assess their ongoing
appropriateness. Additionally, risk learning is performed following a
large catastrophe event to compare the actual loss versus the modelled
loss to further assess the appropriateness of the assumptions and
loadings within the model and establish whether further adjustments
are required.
Similarly, with respect to our investments, we continue to monitor steps
taken in 2021 to advance the previous approach for assessing our
portfolio’s exposure to climate-related risks looking at the carbon
intensity and transition risk within our fixed maturity portfolio. The
Climate Value at Risk (VaR) of our fixed maturity portfolio (as covered
by MSCI) at the 1.5°C global warming goal is monitored and reported
to the Board and Investment Committee on a quarterly basis.
Management’s target preference is for the impact of climate change
to be less detrimental on our portfolio than the relevant benchmark
at the same level.
68
Lancashire Holdings Limited | Annual Report & Accounts 2022
Sustainability
Our portfolio at 31 December 2022 consisted of the following:
Fixed maturity securities 79.8%
Managed cash 10.5%
Private investment funds 4.4%
Hedge funds 4.2%
Index linked securities 1.1%
Total 100.0%
As shown in the table above, we have 90.3% allocated to managed cash
and fixed maturities. The majority of the fixed maturities consist of
government-related securities: U.S. government treasuries, non-U.S.
government sovereign debt, U.S. agency debt and U.S. agency mortgage-
backed securities. In addition, we have 30.5% allocated to corporate
bonds, of which we have a small amount of exposure to climate-related
risks. The Group itself does not hold any equities (although we have
exposure to a small number of equities in the hedge fund portfolio).
Disclose Scope 1, Scope 2, and if appropriate Scope 3
greenhouse gas (GHG) emissions, and the related risks.
The Group is committed to managing the environmental impact of its
business. We measure our carbon footprint to minimise its negative
impact through mitigation strategies and by offsetting 100% of our
greenhouse gas (GHG) emissions, in order to remain carbon neutral. In
2022, we instructed ClimatePartner as our new consultant to calculate
and facilitate the offsetting of our carbon emissions. Please see page 60
of this Annual Report and Accounts where we report our Scope 1, 2 and 3
GHG emissions and the changes to the methodology of this reporting
following ClimatePartner’s appointment. The Group also recognises the
challenges posed by climate change and considers its impact as part of
the risk management and strategic planning processes, as discussed
above. The Group CRO and the Board oversee the Company’s annual
submission to the CDP and note that the information which is requested
as part of that reporting process is aligned with the recommendations of
the TCFD.
With operations in London, Bermuda and Australia, as well as clients and
brokers around the globe; the Lancashire Group has (with the exception
of the period of the COVID-19 pandemic) incurred the bulk of its carbon
footprint as a result of its business travel. We utilise a number of
technologies to reduce inter-office travel, including full video and
telephone conferencing facilities in all of our offices and our meeting
spaces and boardrooms. During 2022, business travel has started its
trajectory towards a more normal level as restrictions have lifted,
in-person conferences and events have recommenced and it has been
considered safe for our employees to travel.
Describe the targets used by the organisation to manage
climate-related risks and opportunities and performance
against targets.
Last year, the Group articulated its path to meeting the UK
Government’s net-zero target by 2050 with 2015 selected as our
baseline year on the basis it was the first full year in our London office
at 20 Fenchurch Street, an energy efficient building with a BREEAM
Excellent rating.
The following diagram shows our path to carbon net-zero in 2050,
illustrating the intended downwards trajectory of our emissions per FTE
and the intended increase in offsetting projects which remove carbon
from the atmosphere.
Carbon emissions neutralised
CO
2
emissions
2015 2020 2030
-16% CO
2
per FTE
-15%
CO
2
per FTE
2050
Carbon emissions removed from atmosphere
Lancashire’s path to carbon net-zero in 2050
In terms of the Group’s own emissions targets and with reference to
the Group’s business travel emissions, we have travel policies in place
to reduce our impact on the environment whilst balancing the needs
of our staff and Directors. For instance, our policy is to not to ordinarily
book a business class airline ticket, if the duration of the flight is less than
five hours long.
The Group also commits to continue to offset 100% of Scope 1 and 2
emissions and 100% of the Scope 3 emissions pertaining to our
operations which we are able to accurately calculate and exercise
sufficient control over at this time. These include business travel, waste
generated in operations, our employees’ commuting, and fuel and energy
related activities not included within Scope 1 or Scope 2. As a small
financial services company, we consider a number of the emissions
categories to be either not applicable to our operations, or that we have
minimal operational control over them. We are working with a specialist
third party, and alongside others in the industry, to understand how to
accurately calculate and track emissions within the unreported
categories where applicable.
The Group will continue to source and utilise 100% renewable electrical
energy for its 20 Fenchurch Street London offices. Other targets for
the Group’s own emissions remain under discussion but areas under
consideration (outside of those related to business travel) include further
reducing paper usage, reducing water waste, improving the level of
recycling, and eliminating the use of single-use plastics. Please see page
59 for more information.
In relation to the Group’s investments, we have a target of managing the
impacts of our fixed maturity portfolio by reference to a Climate VaR
appetite statement.
For the Group’s underwriting exposure, Lancashire limits its tangible
capital at risk by reference to a series of PML loss exposure scenarios
(which include climate-related loss scenarios). PMLs are regularly
monitored and reported to the Board on a quarterly basis and reflect real
time changes in the Group’s underwriting portfolio. The Group’s stated
tolerance is to expose not more than 25% of its tangible capital by
reference to any one of its principal PMLs. For the reported outcomes
of this process see page 146 which shows details of the Group’s principal
PMLs including those related to catastrophic weather loss events linked
to climate change risk.
69
Lancashire Holdings Limited | Annual Report & Accounts 2022
Our
Governance
practice
70
Lancashire Holdings Limited | Annual Report & Accounts 2022
At Lancashire, we conduct our
business in an accountable, open,
honest and sustainable way.
Strong corporate governance is at the heart
of our culture - the Board and management
team are focused on creating a diverse and
vibrant culture which is sustainable over
the long term.
Peter Clarke
Non-Executive Chair of the Board
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Lancashire Holdings Limited | Annual Report & Accounts 2022
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Lancashire Holdings Limited | Annual Report & Accounts 2022
Board of directors
A focused Board
B I
N
R
Skills, experience and qualifications:
Peter Clarke was Group Chief Executive of Man Group plc between April 2007 and February 2013. In 1993,
Mr Clarke joined Man Group plc, a leading global provider of alternative investment products and solutions
as well as one of the world’s largest futures brokers. He was appointed to the board in 1997 and served in a
variety of roles, including Head of Corporate Finance and Corporate Affairs and Group Company Secretary,
before becoming the Group Finance Director in 2000. During this period, he was responsible for investing
in and developing one of the leading providers of third-party capital insurance and reinsurance products. In
November 2005, he was given the additional title of Group Deputy CEO. Mr Clarke has previously served
as the Chair of the National Teaching Awards Trust. Mr Clarke took a first in Law at Queens’ College,
Cambridge and is a qualified solicitor, having practised at Slaughter and May, and has experience in the
investment banking industry, working at Morgan Grenfell and Citibank.
External appointments/Other roles:
Mr Clarke is currently a Non-Executive Director of RWC Partners Limited, RWC Holdco Limited, RWC
Midco Limited and Lombard Odier Asset Management.
Skills, experience and qualifications:
Alex Maloney joined Lancashire in December 2005 and was appointed Group Chief Executive Officer in
April 2014. On joining, Mr Maloney was responsible for establishing and building the energy underwriting
team and account and, in May 2009, was appointed Group Chief Underwriting Officer. Since November
2010, Mr Maloney has served as a member of the Board. Mr Maloney has also been closely involved in the
development of the Group’s Lloyd’s strategy. Mr Maloney has over 30 years’ underwriting experience and
has also worked in the New York and Bermuda markets.
Skills, experience and qualifications:
Natalie Kershaw joined Lancashire in December 2009 as the Group Financial Controller and has also
held the positions of Chief Financial Officer of Lancashire Insurance Company Limited and Group Chief
Accounting Officer. She has over 20 years’ experience of the insurance/reinsurance sector with previous
roles at Swiss Re, ALAS (Bermuda) Ltd and PwC. Ms Kershaw graduated from Jesus College, Oxford in 1996
with a first class degree in Geography and is a Fellow of the Institute of Chartered Accountants in England
and Wales.
B U
Date of appointment to the Board: 9 June 2014
Board meeting attendance: 4/4
Date of appointment to the Board: 5 November 2010
Board meeting attendance: 4/4
Date of appointment to the Board: 1 March 2020
Board meeting attendance: 4/4
B I
Natalie Kershaw
Group Chief Financial Officer
Alex Maloney
Group Chief Executive Officer
Peter Clarke
Non-Executive Chair
73
Lancashire Holdings Limited | Annual Report & Accounts 2022
Governance
Skills, experience and qualifications:
Michael Dawson has more than 40 years’ experience in the insurance industry, having started his career
at Lloyd’s in 1979. He joined Cox Insurance in 1986 where he was the Chief Executive from 1995 to 2002.
In 1991, Mr Dawson formed and became the underwriter of Cox’s and subsequently Chaucer’s specialist
nuclear syndicate 1176, where he remains the active underwriter. Between 2005 and 2008, Mr Dawson was
appointed Chief Executive of Goshawk Insurance Holdings PLC and its subsidiary Rosemont Re, a Bermuda
reinsurer. Mr Dawson served on the Council of Lloyd’s from 1998 to 2001 and on the Lloyd’s Market Board
from 1998 to 2002.
External appointments/Other roles:
Mr Dawson is Deputy Chair of the Management Committee of Nuclear Risk Insurers Limited. He is also a
director of Knoll Investments Limited, Dawmouse Limited and Glengau Limited, all private family companies.
Skills, experience and qualifications:
Simon Fraser was Head of Corporate Broking at Merrill Lynch and subsequently Bank of America Merrill
Lynch until his retirement in 2011. He began his career in the City in 1986 with BZW and joined Merrill
Lynch in 1997. He led initial public offerings, rights issues, placings, demergers and mergers and acquisitions
transactions during his career and advised many UK companies on stock market and LSE issues. Mr Fraser
has an MA degree in Modern History from the University of St Andrews.
External appointments/Other roles:
Mr Fraser is a Non-Executive Director of Legal and General Investment Management (Holdings) Limited
and Non-Executive Director SEGRO plc, where he sits on the Audit and Nominations Committees as well
as Chair of the Remuneration Committee. Mr Fraser also serves as a Non-Executive Director of LSL.
Skills, experience and qualifications:
Jack Gressier has over thirty years’ experience in the insurance industry, including as Chief Operating Officer
of Axis Capital Holdings Ltd. and the Chief Executive Officer of its Insurance segment. He served as an
underwriter at Charman Underwriting Agencies from 1989 until 1998, when acquired by ACE Limited.
At ACE, he served in a number of senior roles including as a member of the Global Markets Executive
Underwriting Committee and was appointed Joint Active Underwriter of Syndicate 2488 and director
of the ACE Agency Board, where he served until joining AXIS in 2002.
External appointments/Other roles:
Currently serving as Non-Executive Chair to strategic intelligence firm, Herminius Holdings Ltd. Previous
Non-Executive appointments include Chair of Syndicate Holdings Corp, the holding company for the
Lloyd’s managing agency, Vibe Syndicate Management. In addition, Mr Gressier served as Non-Executive
Chair of Limehouse Agencies Limited.
B N R U
B A R
B R U
Date of appointment to the Board: 3 November 2016
Board meeting attendance: 4/4
Date of appointment to the Board: 5 November 2013
Board meeting attendance: 4/4
Date of appointment to the Board: 26 July 2022
Board meeting attendance: 1/1
Key
Board of
Directors
B
Investment
Committee
IA
Audit
Committee
N
Nomination,
Corporate Governance
and Sustainability
Committee
R
Remuneration
Committee
U
Underwriting and
Underwriting Risk
Committee
Chair
Michael Dawson
Non-Executive Director
Simon Fraser
Non-Executive Director
Jack Gressier
Non-Executive Director
74
Lancashire Holdings Limited | Annual Report & Accounts 2022
B A I R
Board of directors continued
N
Skills, experience and qualifications:
From 1980 until 1998, Robert Lusardi was an investment banker in New York, ultimately as Managing
Director of the insurance and asset management industries. From 1998 until 2005, he was a member
of the Executive Management Board of XL Group plc, first as Group CFO then as CEO of one of their three
operating/reporting segments; from 2005 until 2010 he was an EVP of White Mountains (an insurance
merchant bank) and CEO of certain subsidiaries; and from 2010 to 2015 he was CEO of PremieRe Holdings,
a private insurance entity. He has been a director of a number of insurance-related entities including
Symetra Financial Corporation, Primus Guaranty Ltd., OneBeacon Insurance Group Ltd., Esurance Inc.,
Delos Inc., Pentelia Ltd. and FSA International Ltd. He received BA and MA degrees in Engineering and
Economics from Oxford University, an MBA from Harvard University and PhD from Barry University.
External appointments/Other roles:
He is also on the boards of Symetra Financial Holdings, Inc., a life insurer, and a Board member of Oxford
University’s 501(c)3 charitable organisation.
Date of appointment to the Board: 8 July 2016
Board meeting attendance: 4/4
Skills, experience and qualifications:
Irene McDermott Brown most recently held the position of Chief Human Resources Officer at M&G plc,
a FTSE 100 international savings and investments firm, retiring from that role on 31 December 2021. Her
executive career has included international human resources roles at Barclays, BP, and Cable and Wireless.
Ms McDermott Brown’s UK experience includes over 12 years at Mercury Communications, Digital
Equipment Company and the Electricity Supply Industry. She has an MSc from the London School of
Economics in Industrial Relations and is a Fellow of the Chartered Institute of Personnel and Development.
Skills, experience and qualifications:
Sally Williams has more than 30 years’ experience in the financial services sector, with extensive risk,
compliance and governance experience, having held senior positions with Marsh, National Australia Bank
and Aviva. Ms Williams is a chartered accountant and spent the first 15 years of her career with PwC, where
she was a director specialising in financial services risk management and regulatory relationships. She also
undertook a two-year secondment from PwC to the Supervision and Surveillance Department at the Bank
of England. Ms Williams is also a Director of Lancashire Insurance Company (UK) Limited.
External appointments/Other roles:
Ms Williams is a Non-Executive Director of Family Assurance Friendly Society Limited (OneFamily),
where she is chair of their Audit Committee and their With Profits Committee, and a member of the Risk,
Nominations and Member & Customer Committees. Ms Williams is also a Non-Executive Director of Close
Brothers Group plc and Close Brothers Limited, where she is a member of their Audit and Risk Committees.
Ms Williams was recently appointed as a Trustee to Ovarian Cancer Action Charity.
Date of appointment to the Board: 28 April 2021
Board meeting attendance: 4/4
Date of appointment to the Board: 14 January 2019
Board meeting attendance: 4/4
B N
Robert Lusardi
Senior Independent
Non-Executive Director
Irene McDermott Brown
Non-Executive Director
Sally Williams
Non-Executive Director
A
RB
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Governance
Skills, experience and qualifications:
Christopher Head joined Lancashire in September 2010. He was appointed Company Secretary of LHL in
2012 and advises on issues of corporate governance and generally on legal affairs for the Group. He also
advises on the structuring of Lancashire’s third-party capital underwriting initiatives, which have included
the Accordion and Kinesis facilities. Prior to joining Lancashire, he was in-house Counsel with the Imagine
Insurance Group, advising specifically on the structuring of reinsurance transactions. He transferred to Max
at Lloyd’s in 2008 as Lloyd’s and London Counsel. Between 1998 and 2006, Mr Head was Legal Counsel at
KWELM Management Services Limited, where he managed an intensive programme of reinsurance
arbitration and litigation for insolvent members of the HS Weavers underwriting pool. Mr Head is a
qualified solicitor having worked until 1998 at Barlow Lyde & Gilbert in the Reinsurance and International
Risk Team. Mr Head has a History MA and legal qualification from Cambridge University.
Christopher Head
Company Secretary
Board skills matrix
Peter
Clarke
Alex
Maloney
Natalie
Kershaw
Robert
Lusardi
Michael
Dawson
Simon
Fraser
Jack
Gressier
Irene
McDermott
Brown
Sally
Williams
Corporate Governance
1
Strategy
2
Accounting / Audit
Insurance / Reinsurance
Corporate Finance / Investment
3
Actuarial / Reserving
Risk Management
4
ESG
5
People and Management
6
Digital and Technology
7
1. Including legal, regulatory and compliance
2. Including business development and M&A
3. Investment Treasury, portfolio and asset-liability management
4. Including internal control and internal audit processes
5. Including sustainability and climate change
6. Including Senior Management experience, HR, culture, and communications
7. Including data management, information security and cyber
Key
Board of
Directors
B
Investment
Committee
IA
Audit
Committee
N
Nomination,
Corporate Governance
and Sustainability
Committee
R
Remuneration
Committee
U
Underwriting and
Underwriting Risk
Committee
Chair
Corporate governance report
Board Committees
Board and Committee administration
The Directors
The Board of Directors is responsible for the leadership, strategy and
Appointments to the Board are made on merit, against objective criteria,
control and the long-term success and sustainability of Lancashire’s
and with due regard to the right balance of skills, experience, knowledge,
business. The Board has reserved a number of matters for its decision,
independence and diversity required for the Board to operate effectively
including responsibility for setting the Group’s values and standards,
as a whole. The Board considers all the Non-Executive Directors to be
and approval of the Group’s strategic aims and objectives. The Board
independent within the meaning of the Code. Michael Dawson, Simon
has delegated certain matters to Committees of the Board, as described
Fraser, Robert Lusardi, Irene McDermott Brown and Sally Williams
below. Copies of the Schedule of Board-Reserved Matters and Terms
are independent, as each is independent in character and judgement
of Reference of the Board Committees are available on the Company’s
and has no relationship or circumstance likely to affect his or her
website at www.lancashiregroup.com.
independence. Peter Clarke was independent upon his appointment
as Chair on 4 May 2016.
The Board has approved and adopted a formal division of responsibilities
between the Chair and the Group CEO. The Chair is responsible for the
Jack Gressier joined the Board as a Non-Executive Director with effect
leadership and management of the Board and for providing appropriate
from 26 July 2022. The appointment of Jack Gressier was facilitated
support and advice to the Group CEO. The Group CEO is responsible
by the specialist recruitment agency Per Ardua which conducted a
for the management of the Group’s business and for the development
Non-Executive Director search exercise under the direction of the
of the Group’s strategy and commercial objectives. The Group CEO
Nomination, Corporate Governance and Sustainability Committee and
is responsible, along with the executive team, for implementing the
Peter Clarke as the Company Chair. Per Ardua prepared an independent
Board’s decisions.
candidate report which was considered at the Nomination, Corporate
Governance and Sustainability Committee meeting held on 25 July 2022.
The Board and its Committees meet on at least a quarterly basis. At the
The Board also considered the question of Jack’s independence of
regular quarterly Board meetings, the Directors review all areas of the
character and judgement, and considered that he should be considered
Group’s business, strategy and risk management and receive reports
independent on his appointment. Jack has over thirty years’ experience
from management on underwriting, reserving, reinsurance, finance,
in the insurance industry, including as Chief Operating Officer of Axis
investments, capital management, internal audit, risk, legal and
Capital Holdings Ltd, and the Chief Executive Officer of its insurance
regulatory developments, compliance, climate change risk, ESG and
segment. Jack Gressier was also appointed as a member of the
sustainability and other matters affecting the Group. Management
Remuneration Committee, and Underwriting and Underwriting
provides the Board with the information necessary for it to fulfil its
Risk Committee.
responsibilities. In addition, presentations are made by external advisers
such as the independent actuary, the investment managers, the external
At the Board meeting held on 9 February 2023, further to a
auditors, the remuneration consultants and the corporate brokers. The
recommendation by the Nomination Corporate Governance and
Board Committees are authorised to seek independent professional
Sustainability Committee, the Board affirmed its judgement that
advice at the Company’s expense.
six of the nine members of the Board are independent Non-Executive
Directors. However, it was noted that Simon Fraser had been first
The Board also meets to discuss strategic planning matters in addition
appointed to the Board on 5 November 2013 and had therefore recently
to the customary schedule of quarterly meetings. The Board dedicated
completed nine years’ service as a Director. The Committee considered
time to strategic opportunities and capital planning at a dedicated Board
it appropriate for Simon Fraser to participate in the 2022 year end Board
strategy day which was held in April 2022 in which all Directors and
meetings in February 2023 and to continue to be treated as independent
members of the management team participated.
in character and judgement. Simon Fraser will not submit himself for
The Chair holds regular meetings with the Non-Executive Directors,
re-election as a Non-Executive Director at the 2023 AGM. Therefore,
without the Executive Directors present, to discuss a broad range of
in the Board’s judgement, the Board’s composition complies with the
matters affecting the Group. The Chair also holds regular meetings
Code requirement that at least half the Board, excluding the Chair,
with the Chairs of the Group’s principal operating subsidiaries: LICL,
should comprise Non-Executive Directors determined by the Board
LUK, LSL and LCM.
to be independent.
All Directors attended the scheduled quarterly proceedings of the 2022
In accordance with the provisions of the Company’s Bye-laws and the
Board and Committees meetings.
Code, and for 2023, with the exception of Simon Fraser, all the Directors
are subject to re-election annually at each AGM.
Lancashire Holdings Limited | Annual Report & Accounts 2022
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Governance
Information and training
On appointment, the Directors receive written information regarding
their responsibilities as Directors and information about the Group.
An induction process is tailored for each new Director in the light of
his or her existing skill set and knowledge of the Group and includes
meetings with senior management and visiting the Group’s operations.
Information and advice regarding the Company’s official listing, legal
and regulatory obligations and on the Group’s compliance with the
requirements of the Code is also provided on a regular basis. An analysis
of the Group’s compliance with the Code is collated and summarised in
quarterly reports together with a more general summary of corporate
governance developments, which are prepared by the Group’s legal and
compliance department for consideration by the Nomination, Corporate
Governance and Sustainability Committee. That Committee also
receives periodic reports from the ESG Committee Chair on its work.
The Directors have access to the Company Secretary and the Group
General Counsel who are responsible for advising the Board on all legal
and governance matters.
The Directors also have access to independent professional advice as
required. Regular sessions are held between the Board and management
as part of the Company’s quarterly Board meetings, during which
in-depth presentations covering areas of the Group’s business are
made. During these presentations the Directors have the opportunity
to consider, challenge and help shape the Group’s commercial strategy.
The Directors are also encouraged to seek supplementary know-how
training suitable to their roles offered by the many external providers of
training pertinent to governance, in particular the roles of Non-Executive
Directors, and to consider their training needs and priorities as part of the
year-end performance evaluation for the Board and its Committees.
Board performance – 2022 evaluation
A formal performance evaluation of the Board, its Committees and
individual Directors is undertaken on an annual basis and the process is
initiated by the Nomination, Corporate Governance and Sustainability
Committee. The aim of this work is to assess the effectiveness of the
Board and its Committees in terms of performance and risk oversight,
strategic development, stakeholder and employee engagement,
composition, skillset, supporting processes and management of the
Group. The evaluation is forward-looking in terms of identifying strategic
priorities and actions as well as considering performance, training and
development needs for the Directors within the context of the work of
each Committee and that of the Board. In accordance with the Code
requirements, the 2021 evaluation was facilitated externally by
Independent Audit, a London-based corporate advisory firm with no
other connection to the Group. Following the 2021 Board and
Committee evaluation process, the Board made progress during 2022
in the areas of board succession planning, the use of “deeper dive”
sessions in the Underwriting and Underwriting Risk Committee and
in the delivery of training, in particular around preparation for the
introduction of IFRS 17.
The 2022 evaluation was conducted internally, facilitated by the
Company Secretary and the Chair. The evaluation for the Board and
each of its Committees was based on a set of questionnaires which
were prepared by the Company Secretariat and agreed with the Board
Chair and the Chairs of each of the Committees and made available to
participants using a web based survey platform. The Group’s principal
operating subsidiaries, LICL, LUK, LSL and LCM also carried out a
web-based questionnaire performance appraisal facilitated by the
respective company secretaries. The draft reports covering the subsidiary
boards and relevant committees including recommendations were
discussed with the respective subsidiary chairs and have been discussed
within the relevant subsidiary boards. Key themes from those subsidiary
evaluations were also reported to the Lancashire Holdings Board.
The 2022 Lancashire Holdings Board and Committee evaluation process
involved each Director as well as the Company Secretary, the Group
CRO, Group General Counsel and other Committee members and
members of senior management who were invited to review and
complete the online questionnaires. Further to this process the Company
Secretary prepared a draft evaluation report for the Board which collated
feedback from the responses on an anonymised basis and identified a
series of themes covering both areas of effectiveness and potential
actions and areas for further discussion or development. The summary
reports were discussed in draft between the Company Secretary and
the Board Chair before being distributed to each of the Directors. The
Chair invited feedback on key findings in the evaluation reports prior
to their finalisation.
The performance evaluation reports were formally tabled and
discussed at meetings of the Nomination, Corporate Governance and
Sustainability Committee and the Board held in February 2023, and
each of the other Committees discussed the report pertinent to its
own operation and performance. The reports identified a number of
key strengths of the Board and its Committees, including; dynamics
and chairing; skills and expertise of both Non-Executive and Executive
Directors; effective oversight of strategy and performance; strong
Committee reporting; effective risk management and controls; subsidiary
governance; and company secretariat support. The Board discussions on
the reports were led by the Chair.
In summary, in its consideration of the 2022 performance evaluation
reports, the Board concluded that it operates effectively and has a good
blend of insurance, financial, regulatory and other relevant expertise. All
Non-Executive Directors are committed to the continued success of the
Group and to making the Board and its Committees work effectively.
Attendance at Board meetings was found to be good. The Group CEO
and the Group CFO, the Company’s Executive Directors, were also
found to be operating effectively.
The Board also concluded that appropriate infrastructure, processes
and governance mechanisms are in place to support the effective
performance of the Board and its Committees. The Board is also
considered to manage risk effectively. Furthermore, the number
of Directors on the Board and the balance of skills is considered
to be appropriate.
Corporate governance report continued
Further to the Board engagement with the evaluation process and
Following the year end, the Chair met with the Group CEO, and the
consideration of the reports, the Board concluded that Board and
Group CEO met with the Group CFO, to conduct a performance
Committee oversight of strategy, risk tolerances and controls had
appraisal in respect of 2022 and to set targets for 2023. The results
operated effectively. The Board discussions around the wider business
of these performance evaluations were discussed by the Chair and the
and market impacts of the conflict in Ukraine were considered to have
Non-Executive Directors and are reported in the Directors’ Remuneration
been effective and to have been appropriately focused. Management’s
Report commencing on page 96.
presentation to the Board of a strategic vision to 2030 had generated
Relations with shareholders
a useful discussion of the longer term strategic trajectory of the Group.
Discussion of the Group’s exposures to hurricane Ian had been
During 2022, the Group’s Head of Investor Relations, usually
conducted on the basis of a thorough ground up large loss analysis,
accompanied by one or more of the Group CEO, the Group CUO, the
which had been well presented by management.
Group CFO, the Chair or a senior member of the underwriting team,
made presentations to major shareholders, analysts and the investor
Engagement between the Board and the workforce was considered to be
community. Formal reports of these meetings were provided to the
generally strong and beneficial to the operation of the business and had
Board on at least a quarterly basis.
improved during 2022 as COVID-19 restrictions were relaxed. Effective
workforce engagement will continue to be a priority for the Board. For
In September and October 2022, Irene McDermott Brown, the Chair
further information on workforce engagement, please see Peter Clarke’s
of the Remuneration Committee, conducted a consultation with the
introduction to the Sustainability and Governance sections starting on
Company’s significant shareholders concerning the review of the
page 40 and the report from the Nomination Corporate Governance
Remuneration Policy and its implementation in advance of the
and Sustainability Committee starting on page 86.
shareholder Remuneration Policy vote which is to be tabled as a
resolution at the 2023 AGM. The feedback from shareholders was
Other strategic priorities identified by the Board for the year ahead
reported to the Remuneration Committee at its meeting in November
included ensuring the maintenance of a robust capital base for the Group
2022 and a summary of the consultation process and outcomes can
capable of supporting the strategic growth plans for the business and
be found in Irene McDermott Brown’s introduction to the Directors’
to position the business as a leading provider of (re)insurance products.
Remuneration Report on page 96.
The Board plans to keep under review the Group’s capital structures.
The Board and management are also committed to establish Lancashire
Conference calls with shareholders and analysts hosted by senior
as the insurance and reinsurance market “employer of choice” and to
management are held quarterly following the announcement of the
maintaining a close focus on recruitment, skills, employee retention and
Company’s quarterly financial results or trading statements. The Group
training to further strengthen and build a workforce equipped to deliver
CEO, Group CUO and Group CFO are generally available to answer
the Group’s strategic growth plans.
questions at these presentations.
The Board identified a number of areas for training and specific themes
Shareholders are invited to request meetings with the Chair, the Senior
for monitoring over the coming year, including the following:
Independent Director and/or the other Non-Executive Directors by
contacting the Group Head of Investor Relations. All of the Directors
• To monitor the implementation of the IFRS 9 and IFRS 17 accounting
are expected to be available to meet in person or virtually with
standards during the course of 2023, supported by appropriate and
shareholders at the Company’s 2023 AGM.
targeted training; and
The Company commissions regular independent shareholder analysis
• Continue to monitor expected legislative and regulatory changes in
reports, and also receives periodic reports from the Group’s Head of
the area of UK financial reporting, audit and associated regulation.
Investor Relations on feedback from shareholders and analysts.
The Board will continue to review its procedures, training requirements,
The Company’s bye-laws are governed by Bermuda Company Law and
effectiveness and development during 2023.
subject to approval of shareholders in a general meeting. The bye-laws
The Chair’s performance appraisal was conducted by the Senior
are available on the Company website. A copy of the Company’s
Independent Director, who consulted with the Non-Executive Directors
bye-laws is also available for inspection at the Company’s registered
with input from the Executive Directors during July 2022. The discussion
office. The bye-laws have been subject to review by the Group’s Legal
and feedback were positive regarding the Chair’s performance. The Chair
and Compliance department and the Board during 2022 and the Board
was considered to be effective in facilitating strategic decision making,
is proposing revisions which will be put as a resolution to shareholders
whilst ensuring an appropriate level of challenge and a culture of open,
at the 2023 AGM. Details of the proposed changes will be summarised
honest and constructive discussion.
in the AGM Notice and on the Group website.
Lancashire Holdings Limited | Annual Report & Accounts 2022
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Governance
Enterprise risk management
The Board is responsible for setting the Group’s risk appetites, defining
its risk tolerances, and setting and monitoring the Company’s risk
management and internal control systems, including compliance with
risk tolerances. During 2022, the Board carried out a robust assessment
of the emerging and principal risks affecting the Group’s business model,
future performance, solvency and liquidity and the operation of internal
control systems.
Further discussion of the emerging and principal risks affecting the
Group, as well as the procedures in place to identify and manage them,
can be found in the ERM section of this report on pages 26 to 29 and in
the risk disclosures section on page 144. The Group’s reporting of climate
change risk and its management within the business can be found in the
TCFD Report starting on page 61.
Each of the Committees is responsible for various elements of risk (see
the various Committee reports from pages 80 to 95 for further detail).
The Group CRO reports directly to the Group and subsidiary boards and
facilitates the identification, evaluation, quantification and control of
risks at a Group and subsidiary level. The Group CRO provides regular
reports to the Group and subsidiary boards covering, amongst other
things, actual risk levels against tolerances, emerging risks, loss events
and near misses, key risk indicators, and an overview of the control
environment (driven by key control testing and control affirmations,
and supported by internal audit findings). Areas of particular focus during
2022 have been the risks associated with global instability arising from
the conflict in Ukraine, rising inflation during 2022 and heightened
volatility in international energy, bond and investment markets, the
associated “cost-of-living” implications in particular for employees and
also for wider society, risk exposure and capital considerations associated
with the improving (re)insurance market opportunity and recent growth,
climate change risk management and the implementation of the TCFD
recommendations and developments in the area of ESG risk
management and reporting. The Board considers that a supportive
ERM culture, established at the Board and embedded throughout
the business, is of key importance. The facilitating and embedding
of ERM and helping the Group to improve its ERM practices are a
major responsibility assigned to the Group CRO. The Group CRO’s
remuneration is subject to annual review by the Remuneration
Committee. The Board is satisfied that the Company’s risk management
and internal control systems have operated effectively for the year under
review. In this regard, please see the Audit Committee report on page 80.
Committees
The Board has established Audit, Investment, Nomination, Corporate
Governance and Sustainability, Remuneration, and Underwriting and
Underwriting Risk Committees. Each of the Committees has written
Terms of Reference, which are reviewed regularly and are available on
the Company’s website. The Committees’ Terms of Reference were
reviewed by the Board during 2022 and considered again as part of the
2022 year-end performance evaluation process. The Committees’ Terms
of Reference are considered to be in line with current best practice. The
Committees are generally scheduled to meet quarterly, although
additional meetings and information updates are arranged as business
requirements dictate. Director attendance at the 2022 Board meetings
is set out on pages 72 to 74. A report from each of the Committees,
which covers Committee attendance, is set out from pages 80 to 95.
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Lancashire Holdings Limited | Annual Report & Accounts 2022
Committee membership
The Audit Committee comprises three independent Non-Executive
Directors and is chaired by Sally Williams. The qualifications for each of
the Committee members are detailed on pages 72 to 74. The Board
considers that the three independent Non-Executive Directors all have
recent and relevant financial experience, with competence in accounting
and/or auditing. The Audit Committee as a whole has competence in the
specialty insurance and reinsurance sectors. The internal and external
auditors have the right of direct access to the Audit Committee. The
Audit Committee’s detailed Terms of Reference are available on the
Group’s website.
Committee members Meetings attended
Sally Williams (Chair) 4/4
Simon Fraser 4/4
Robert Lusardi 4/4
Samantha Hoe-Richardson 2/2
Sally Williams assumed the role of Committee Chair on 9 February 2022.
Samantha Hoe-Richardson stepped down as Committee Chair and as a member of the
Board with effect from 9 February 2022 and 27 April 2022, respectively.
Audit Committee
Committee reports
“2022 was my first year as Committee Chair and I would
like to thank my predecessor, Samantha Hoe-Richardson, the
current Audit Committee members and the management team
in facilitating an orderly and smooth transition into that role.
In the year ahead, the Audit Committee will continue to work
closely with the business and the Company’s external auditors
in ensuring the Group’s readiness for reporting under the
IFRS 17 accounting standard, with continued financial
reporting integrity.”
Sally Williams
Chair of the Audit Committee
Principal responsibilities of the Committee
• Financial and narrative reporting;
• External audit oversight;
• Internal audit oversight;
• Internal controls and risk management systems; and
• Compliance, speaking up and fraud.
Specific details of the Committee’s responsibilities and activities in these
five principal areas during the year are set out in the table on the
following pages.
During 2022, the Committee focused on the adequacy of the
Group’s loss reserves, with particular regard to the business’s
thorough assessment of its exposures arising from the conflict in
Ukraine, as well as hurricane Ian that occurred during the year; the
effectiveness of the business’s control environment; the continued
integrity of external financial reporting; the oversight of corporate
and risk culture through the reporting of the internal audit and risk
management functions; and the progress of the Group’s implementation
plans for the IFRS 9 (Financial Instruments) and IFRS 17 (Insurance
Contracts) accounting standards.
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Governance
How the Committee discharged its responsibilities
Financial and narrative reporting
Committee responsibility Committee activities
Monitors the integrity of
the Group’s consolidated
financial statements,
including its annual and
half-yearly reports, annual
reporting arising under
applicable supervisory rules,
interim management
statements, preliminary
announcements and any
other formal statements
relating to the Group’s
financial performance.
Reviews and reports to
the Board on significant
financial reporting issues
and judgements contained
in the consolidated
financial statements.
At each meeting the Committee reviews the Group’s quarterly consolidated financial statements, including the
annual consolidated financial statements, the Annual Report and Accounts and other public financial disclosures
for the purpose of recommending their approval by the Board. The Group’s annual regulatory reports, prepared
in accordance with the BMA’s reporting requirements, were reviewed in April 2022 at the Audit Committee
meeting prior to the recommendation of their approval by the Board. The Committee also monitors the activities
of the Group’s Disclosure Committee and reviews the Group’s quarterly financial releases and accompanying
earnings call investor presentations.
During 2022, the Committee received regular and ad hoc reports from management on:
• loss reserving and developments to the Group’s reserving process, including those to take account of the
implications of adopting IFRS 17 going forward, considered in conjunction with the comparison of the Group’s
reserves to the best estimates of its external actuarial consultants and the reports provided by the external
auditors. The Committee also received a report during the year from the Group Chief Actuary on the impact
of claims inflation (i.e. above initial inflation projections) on reserve estimates;
• developments in accounting and financial reporting requirements, including a summary of any updates to
disclosures in the consolidated financial statements;
• the quarterly activities of the Group finance team, which, for 2022, included delivering ‘lunch and learn’
sessions for new joiners to facilitate greater organisational awareness and overall alignment across the
business;
• any new and/or significant accounting treatments/transactions (including related party transactions) in the
quarter, with a particular focus this year on the adjustments to estimated premium income in respect of
insurance contracts impacted by the imposition of sanctions on Russia, arising from the conflict in Ukraine;
• the assessment of the Group’s ability to continue as a going concern and longer term viability (see page 120
for further details) which, for 2022, included detailed consideration of the impacts of the conflict in Ukraine
and the volatility in global investment markets;
• the programme of change across the Group, as well as enhancements in information security and the wider
technology infrastructure. Information security matters are also reported to the Committee as part of the
quarterly confirmatory compliance statements from the Group’s legal and compliance function;
• the progress of the Group’s IFRS 9 and IFRS 17 implementation project and the related ongoing
enhancements to the Group’s finance IT framework;
• the quarterly activities of LHL’s subsidiary companies, including consideration of any risk issues; and
• the Committee also received quarterly reports from the external auditors covering audit planning and
the results of their assessment of key financial statement judgements and estimates, control testing,
misstatements identified and other audit and accounting matters.
The Committee attended a refresher training session delivered by the management team to the Board on
the Group’s IFRS 17 implementation project. In addition, the Audit Committee continued its constructive
engagement with the Group CFO to ensure maintenance of high standards of financial controls and reporting.
Judgements and estimation in the consolidated financial statements
The Committee gives detailed consideration to the significant judgements and estimations applied in preparing
the consolidated financial statements. See the summary on the areas of judgement and estimation and the
related processes applied by management on page 84.
Reviews the content of
the Annual Report and
Accounts and advises the
Board on whether, taken as
a whole, it is fair, balanced
and understandable and
provides the information
necessary for shareholders
to assess the Group’s
performance, business
model and strategy.
The Committee reviewed the early drafts of the 2022 Annual Report and Accounts in order to keep apprised
of its key themes and messages. During this review, the Committee carefully considered the clarity of disclosures
made in respect of the material growth in Group premium income and the related developments in the
business’s underwriting portfolio; the impact of major market losses and ongoing development events; loss
reserving; the evolution of the Group’s ESG strategy; the account of the Group’s carbon footprint measurement
and offsetting; the Group’s TCFD report; and the in-depth assessment conducted around going concern and
viability. The Committee reviewed the final draft of the 2022 Annual Report and Accounts at the February
2023 Audit Committee meeting, together with the external auditor’s report. The Committee advised the Board
that, in its view, the 2022 Annual Report and Accounts, taken as a whole, is fair, balanced and understandable
and provides the information necessary for shareholders to assess the Group’s performance, business model
and strategy.
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Lancashire Holdings Limited | Annual Report & Accounts 2022
How the Committee discharged its responsibilities continued
External audit oversight
Committee responsibility Committee activities
Oversees the relationship
with the Group’s external
auditors, approves their
remuneration and terms of
engagement, and assesses
annually their independence
and objectivity, taking into
account relevant legal,
regulatory and professional
requirements and the
Group’s relationship with
the external auditors as a
whole. This includes an
annual assessment of the
qualifications, expertise
and resources, and
independence of the
external auditors and the
effectiveness of the external
audit process.
The Committee approves the annual external audit plan, ensuring its consistency with the scope of the audit
engagement, and receives reports from the external auditors, including an ongoing assessment of the effective
performance of the audit compared to the plan.
KPMG LLP’s terms, scope of engagement and fees are approved by the Committee at the start of each audit.
Following the year-end audit, the Committee performs an assessment of the effectiveness of the external audit
process. This assessment was last conducted, and designed to align with good practice guidance, at the April
2022 Audit Committee meeting and it was concluded that the external audit process was operating effectively,
both with respect to the service provided by KPMG LLP and management’s support of the audit process.
Similarly, the Committee receives from the external auditors a management letter setting out certain findings
and recommendations in respect of the audit of the control environment and receives regular updates from
management on the steps taken in addressing the observations raised.
The Committee also formally reviews the independence of the external auditors, in particular at the half-year
and year-end meetings, taking into account any non-audit services provided. The Committee considers that
KPMG LLP remain independent.
The Committee Chair conducts informal meetings with the external auditors and the Group CFO prior to the
review of the quarterly results. The Committee meets quarterly in executive session with the external auditors
to discuss any issues arising from the audit, and with management to obtain feedback on the audit process.
The development and
implementation of a formal
policy on the provision of
non-audit services by the
external auditors, taking
into consideration any
threats to the independence
and objectivity of the
external auditors.
The Committee has approved and adopted a formal non-audit services policy that is reviewed on an annual basis.
The policy was last reviewed by the Group CFO in April 2022 and subsequently approved by the Committee at
its first quarter meeting. The policy, which stipulates the approvals required for various types of non-audit
services that may be provided by the external auditors, as well as those from which the external auditors are
excluded, is on the Group’s website. During 2022, KPMG LLP provided $0.4 million of non-audit services to
the Group relating to the half-year reporting review, as well as Solvency II and Lloyd’s regulatory returns. The
Committee gave careful consideration to the nature of the non-audit services provided, the suitability of KPMG
LLP as the most suitable supplier of the non-audit services and the level of fees charged and has determined that
they do not affect the independence and objectivity of KPMG LLP as auditors.
Makes a recommendation
to the Board, to be put to
shareholders for approval
at the AGM, in relation
to the appointment,
re-appointment or
removal of the Group’s
external auditors.
Following a competitive external audit tender process undertaken during 2016, the appointment of KPMG LLP
as external auditors was first approved by shareholders at the 2017 AGM and has been approved at subsequent
AGMs. The 2022 financial year was the sixth financial year in which KPMG LLP acted as the Group’s external
auditors. The incumbent lead audit partner is Salim Tharani, who assumed this role from his predecessor, Rees
Aronson, at the beginning of the 2022 financial year, in accordance with an orderly plan of partner rotation under
the guidance of the UK Ethical Standard.
The external audit fee arrangements across the Group were originally agreed in 2016 as part of the audit tender
process, with amounts fixed for the 2017-2019 year-end audits. Since 2020, the Audit Committee has discussed
and agreed with KPMG LLP, in consultation with management, the annual fee structure for the forthcoming
year-end audit, most recently in respect of the 2022 financial year.
The Committee and the Board are recommending the re-appointment of KPMG LLP as external auditors at the
2023 AGM.
The Committee has and will continue to evaluate the impact on the Group of the Department for Business,
Energy and Industrial Strategy (BEIS) consultation and resulting proposals for restoring trust in audit and
corporate governance.
Committee reports continued
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Governance
How the Committee discharged its responsibilities continued
Internal audit oversight
Committee responsibility Committee activities
Monitors and assesses the
role and effectiveness of
the Group’s internal audit
function in the overall
context of the Group’s
risk management system,
ensuring it has unrestricted
scope, and the necessary
resources and access to
information to enable
it to fulfil its mandate
in accordance with
appropriate professional
standards.
The Group’s internal audit function reports directly to the Committee. The Committee meets in executive
session with the Group Head of Internal Audit on a quarterly basis. Each year, the Group Head of Internal Audit
presents an annual internal audit strategy and plan to the Committee for consideration and approval. In general,
the most significant business risks and controls are considered for audit annually, whilst less critical risks are
audited periodically as part of a flexible multi-year programme. The internal audit plan also considers emerging
risks which may impact on the business, with input in this area from the Group risk management function.
The Committee receives a quarterly report from the internal audit function summarising the status of the
internal audit plan; findings from internal audits conducted in the period; and the status of actions taken by
management to implement recommendations arising. Consideration is also given to the assessment of the
Group’s culture, including risk culture, for each audit undertaken and an overall summary of observations
identified in respect of the Group’s culture is presented to the Committee on a quarterly basis.
During 2022, the Committee reviewed and approved the Internal Audit Charter. This can be viewed on the
Group’s website. The Committee assessed the level of internal audit resource and the appropriateness of the
skills and resources of the internal audit function. The Chair of the Committee undertook an annual review of the
effectiveness of the internal audit function and its activities during 2022. The Committee discussed the report
and its findings with the Group CRO and the Group Head of Internal Audit and concluded that the internal audit
function is operating effectively in the overall context of the Group’s risk management system, has appropriate
standing within the Group and that the Group Head of Internal Audit has the appropriate reporting lines to
maintain independence.
Internal controls and risk management systems
Reviews the adequacy and
effectiveness of the Group’s
internal financial controls
systems that identify,
assess, manage and monitor
financial risks, and other
internal control and risk
management systems.
Reviews and approves the
statements to be included
in the Annual Report and
Accounts concerning
internal control, risk
management, including
the assessment of principal
and emerging risks, and the
viability statement.
The Board has ultimate responsibility for ensuring the maintenance by the Group of a robust framework of
internal control and risk management systems and has delegated the monitoring and review of these systems
to the Committee. The system of internal controls is designed to manage rather than eliminate the risk of failure
to achieve business objectives and can only provide reasonable and not absolute assurance against material
misstatement or loss. The Committee received from the Group CRO periodic reports detailing results of the
quarterly risk and control affirmation review and testing work, together with an overview of the Group’s control
environment and its effective operation. The Committee also received additional reports from the Group CRO
and Group Head of Internal Audit on the ongoing effective operation of key controls during the programme of
change arising through growth in the business and the resultant increase in headcount across the Group. For
further detail of the emerging and principal risks affecting the Group, including those matters that have informed
the Board’s assessment of the Group’s ability to continue as a going concern and ongoing viability, as well as the
risk mitigation procedures in place to identify and manage them, see pages 30 to 37.
The Committee received from the Group Head of Internal Audit an annual assessment of the effectiveness of
the Group’s governance, risk and control framework, together with an analysis of themes and trends from the
internal audit work performed and their impact on the Group’s risk profile. As part of the most recent annual
appraisal, the Group Head of Internal Audit gave explicit consideration to management’s fraud risk assessment
and reported to the Committee that no instances of actual or potential fraud had been identified as part of the
review work and other assurance activities undertaken, nor had the Group Head of Internal Audit been informed
of, or made aware of, potential fraud by the management team. Fraud risk and the associated controls are,
otherwise, ordinarily considered by the Group internal audit function as part of the planning phase for each
audit conducted. In 2022, the Committee and Board were satisfied that the governance, risk and control
framework continue to remain both effective and appropriate for the Group.
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How the Committee discharged its responsibilities continued
Compliance, speaking up and fraud
Committee responsibility Committee activities
Reviews for adequacy and
security the Group’s
compliance, speaking-up
and fraud controls.
During 2022, the Committee conducted an annual review of the Group’s policies and procedures relevant to
financial controls to ensure their adequacy and effectiveness, and recommended the adoption by the Board of
updated policies and procedures in respect of: anti-money laundering; the prevention of bribery and financial
crime (including the detection of fraud); conflicts of interest; whistleblowing arrangements; and sanctions
monitoring. The operation of the controls that are documented in these policies and procedures are reported to
the Committee on a quarterly basis in the form of confirmatory compliance statements from the Group’s legal
and compliance function, members of which include the Group’s Money Laundering Reporting Officers and
Group Data Protection Officer. The Committee also keeps under review the adequacy and effectiveness of the
Group’s legal and compliance function and receives regular updates on compliance training delivered to staff
across the Group (see page 53 for further details).
The Group’s whistleblowing policy and procedure provide an internal mechanism for the reporting, investigation
and remediation of any workplace wrongdoing, with arrangements in place that allow for the independent
investigation of such matters and appropriate follow-up action. A whistleblowing champion has been appointed
to each of the Group’s principal operating subsidiaries, as well as at a parent company level, with the Chair of the
Audit Committee serving in such capacity. The appointed whistleblowing champions have responsibility for
ensuring and overseeing the integrity, independence and effectiveness of the Company’s policies and procedures
on whistleblowing. The Group places a high priority on staff understanding of this process to enable them to
speak out with confidence when appropriate and this message, as well as the arrangements that are in place, is
regularly communicated to all staff.
Committee reports continued
Significant areas of judgement and estimation
An annual paper is presented by management to the Committee that
details the areas of judgement and estimation in the preparation of the
consolidated financial statements and a semi-annual going concern
assessment is also presented to the Committee which covers areas
relevant to the longer term viability of the business.
The valuation of loss reserves and expenses
The most significant area of judgement and estimation considered by
the Committee during 2022 was the valuation of loss reserves.
As detailed on page 140 of the consolidated financial statements, the
valuation of loss reserves is a complex actuarial process that incorporates
a significant amount of judgement. The Committee considers the
adequacy of the Group’s loss reserves at each Audit Committee meeting,
for which purpose it receives quarterly reports from the Group’s Chief
Actuary. The Committee also receives independent estimates of the
Group’s loss reserves from an external actuary and compares these
third-party estimates to those of the Group at its second and fourth
quarter Audit Committee meetings. KPMG LLP conducts a detailed
re-projection of the Group’s loss reserves as part of the full-year audit.
The Committee meets in executive session with the Group’s Chief
Actuary twice a year (at half year and year-end) to discuss the operation
and effectiveness of the actuarial function and the reserving process.
During 2022, the Committee focused its discussions pertaining to the
Group’s loss reserves on:
• the reserving for natural catastrophe loss events and larger risk
loss events (including ongoing development events) which occurred
during the year;
• the difference between the Group’s estimates and the independent
review from external actuaries (these differences being viewed by
management, the external third parties and the Committee to be
within a reasonable range);
• prior year loss development, including ‘back-testing’ of the Group’s
prior year reserves;
• reserving for each insurance operating subsidiary;
• the assessment and quantification of the impact of excess
claims inflation (i.e. above initial inflation projections) on reserve
estimates; and
• refinements to the Group’s reserving methodology as we transition
to IFRS 17.
Having reviewed and challenged these areas, the Committee concurred
with management’s valuation of the Group’s loss reserves and the
relevant disclosures around loss reserving in the Group’s consolidated
financial statements.
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Governance
The fair value of financial instruments
Less significant estimates are made in determining the fair value of
certain financial instruments and management judgement is applied in
determining impairment charges. The investment portfolio is of a high
credit quality and highly liquid and the Audit Committee obtains comfort
from the impairment policy being applied consistently over time. The
estimation of the fair value, specifically ‘Level (iii)’ investments, is
discussed on pages 139 and 141 and in note 11.
Valuation of premiums received which are estimated
A portion of the gross premiums written by the Group is based on
estimates of the ultimate premiums expected. Judgement is therefore
involved in determining the ultimate estimates to establish the
appropriate premium value. The Audit Committee obtains comfort
from quarterly reviews performed by management to validate the
judgements and compare against actual premium received.
Going concern basis of accounting and longer term
viability
The Audit Committee reviewed and challenged the going concern
assessment prepared by management at both its July 2022 and February
2023 meetings, with particular consideration of capital management, the
current underwriting and loss environment, the composition and liquidity
of the investment portfolio, long-term debt financing arrangements,
strategic and financial forecasts over the business planning horizon,
and stress and scenario testing (including climate-change risk scenarios).
These factors are also relevant to giving assurance to the Board on the
longer term viability of the Group’s business strategy.
Having reviewed and challenged these areas, the Committee concurred
with management’s going concern assessment and the relevant
disclosures around going concern and longer term viability in the
Group’s consolidated financial statements.
Implementation plans for IFRS 9 and IFRS 17
During 2022, the Committee monitored on a quarterly basis the
preparation by the Group for the implementation of IFRS 9 and
IFRS 17 (see future accounting changes on page 137).
In particular, the Audit Committee received a quarterly IFRS 17
reporting pack outlining the financial reporting outputs from the
IFRS 17 implementation project, which included an overall project plan
and status update to enable the Audit Committee to monitor the IFRS 17
deliverables. All Board and Audit Committee members attended an
IFRS 17 training session in November 2022, where the topics covered
included: accounting policy choices, measurement models, valuation
and presentation differences, approach to discounting, disclosure
requirements, key performance indicators and significant estimates
and judgements.
The Audit Committee also monitored the work of KPMG LLP in
their ongoing assessment of the Group's preparedness to transition to
IFRS 17 and IFRS 9 and discussed with them the external audit-related
implications of these changes.
Priorities for 2023
• To maintain the focus on the effectiveness of the Group’s control
environment, the operation of the business’s financial reporting
systems and the integrity of external financial reporting;
• To monitor the implementation of IFRS 9 and IFRS 17 in 2023
financial reporting;
• To continue to monitor and embed aspects of positive business
culture in quarterly reporting, in particular regarding the Group’s
financial and risk control environment; and
• To continue to monitor developments and implement
recommendations relating to anticipated changes in the corporate
governance, corporate reporting and audit practice landscape arising
from the BEIS consultation.
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Committee reports continued
“Strong corporate governance is at the heart of our culture
and our rigorous system of risk management. During the year,
we have further refreshed our Board membership, rotated the
leadership of our Audit and Remuneration Committees and
appointed a new Senior Independent Director in line with
Code expectations for director independence.
The Committee’s role continues to focus on sustainability issues
for the Group, and includes monitoring evolving developments
in climate risk and ESG management, and within regulation,
guidance and reporting requirements. During the year, the
Committee has formalised the reporting line from the
management ESG Committee.
The focus of the Board and management team is on the
creation of a diverse and vibrant culture and business
which is sustainable over the long-term.”
Peter Clarke
Chair of the Nomination, Corporate Governance
and Sustainability Committee
Committee membership
The majority of the Nomination, Corporate Governance and
Sustainability Committee members are independent Non-Executive
Directors. The Committee Chair is Peter Clarke, who is the Chair of the
Board. Samantha Hoe-Richardson stepped down from the Board and the
Committee with effect from 27 April 2022, having completed nine years
of service as a Director.
Committee members Meetings attended
Peter Clarke (Chair) 4/4
Michael Dawson 4/4
Sally Williams 4/4
Irene McDermott Brown 4/4
Samantha Hoe-Richardson 2/2
Nomination, Corporate Governance
and Sustainability Committee
Principal responsibilities of the Committee
• Reviews the structure, size and composition (including the skills,
knowledge, independence, experience and diversity) of the Board
and its engagement with the workforce;
• Considers succession planning for the Directors and other
senior executives;
• Nominates candidates to fill Board vacancies;
• Makes recommendations to the Board concerning Non-Executive
Director independence, membership of Committees, suitable
candidates for the role of Senior Independent Director, and the
re-election of Directors by shareholders;
• Reviews the Company’s corporate governance arrangements and
compliance with the Code;
• Monitors and makes recommendations to the Board regarding
the environmental, social and governance responsibilities of the
Company; and
• Makes recommendations to the Board concerning the charitable
and corporate social responsibility activities of the Company and
donations to the Lancashire Foundation.
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Governance
How the Committee discharged its responsibilities
Corporate governance
Committee responsibility Committee activities
Board composition and
effectiveness
The Committee discussed in its meetings the skills and experience needed to complement those already on the
Board and its Committees. The Committee regularly discussed matters of Board succession and skills planning
over the medium to longer term including the process for Chair succession planning, which is to be a process
facilitated by the Board’s Senior Independent Director (SID). The Committee considered questions of fitness
and independence in recommending to the Board the appointment of Jack Gressier, who was appointed as a
Non-Executive Director with effect from 26 July 2022. The Committee also approved the appointment of Mr
Gressier to the Underwriting and Underwriting Risk Committee and the Remuneration Committee. During the
year the Committee oversaw the appointments of Sally Williams and Irene McDermott Brown respectively to
the Chairs of the Audit and Remuneration Committees.
The Committee reviewed the composition of the Board at its November 2022 meeting, and it considered that
the balance of skills, knowledge, independence, experience and diversity continues to be appropriate for the
Group’s business to meet its strategic objectives.
The Committee oversaw the process for the year-end review of the effectiveness of the Board, the Committees
and each of the Directors, which was facilitated internally by the Company Secretariat team. The Committee and
the Board were satisfied that the Board and each of its Committees were operating effectively. Further details of
the performance evaluation process and its outcomes can be found on page 77.
In accordance with the provisions of the Code, all of the Directors are subject to annual (re)election by
shareholders. With the exception of Jack Gressier who was appointed in July 2022, all of the Group’s current
Directors were elected or re-elected by shareholders at the 2022 AGM. With the exception of Simon Fraser,
who will not submit himself for re-election having completed nine years’ service as a Director, all other serving
Directors will be submitted for re-election at the 2023 AGM.
In light of Simon Fraser’s planned rotation off the Board, the Committee facilitated a process for the selection
of a new SID, which resulted in the appointment of Robert Lusardi as SID with effect from 3 November 2022.
The Committee has also received regular updates with respect to the succession planning for the Board’s Chair.
UK Code compliance The Committee keeps under review the Company’s corporate governance arrangements, particularly the
Company’s compliance with the FRC’s UK Corporate Governance Code (the ‘Code’). The Committee reviewed
the Company Secretariat’s checklist record of the Company’s compliance with the Code on a quarterly basis.
Governance documentation The Committee considered the Terms of Reference for all the Committees which were considered fit for purpose.
A review was implemented during 2022 to ensure the Terms of Reference reflect the Group’s approach regarding
the use of non-gendered language and inclusivity. In July 2022, the Committee reviewed and recommended to
the Board an updated version of both the Board’s Schedule of Reserved Matters and of the document describing
the division of responsibilities between the Group CEO and the Chair. In November 2022, the Committee
reviewed and recommended to the Board for recommendation to shareholders the revised Company
Bye-laws. The revised Bye-laws will be put to shareholders for approval at the Company’s 2023 AGM.
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How the Committee discharged its responsibilities continued
Corporate governance
Committee responsibility Committee activities
Appointments and
succession planning
The Committee reviewed and recommended the approval and adoption by the Board of the Group’s succession
plan and talent management and development programme for the 2022/2023 year in July 2022. The business
has the objective of fostering a skilled and diverse workforce to meet the needs of the business. The Committee
reviewed training and development proposals for a number of key employees across the Group as part of the
succession planning process.
Workforce engagement During 2022, the Group continued the practice of the Group CEO holding ‘town hall’ meetings with employees
following the announcement of the Group’s quarterly results. In order to further enhance arrangements for
engagement between the Non-Executive Directors and members of the workforce, the Committee arranged
for these town hall meetings to be periodically attended by the Chair of the Board or another Non-Executive
Director. Peter Clarke attended the town hall meetings held virtually for both our Bermuda and London offices
in February 2022; Sally Williams attended in-person town hall meetings in our London offices in May 2022; Irene
McDermott Brown attended an in-person meeting in London in both August and November 2022. The Board and
Committee also received the results of two staff engagement surveys undertaken during 2022. In March 2022,
the Group conducted a wellbeing survey as a follow up to the engagement survey conducted in 2021 and in
September 2022, the Group conducted a rewards and benefits survey to better understand the views of staff on
the compensation and benefits offered at Lancashire (see page 51 for further details of these surveys). With the
relaxation of COVID-19 related restrictions on social interaction, the Directors once again had the opportunity
to meet with staff less formally at staff lunches and other social gatherings organised around the time of the
Board’s regular meetings in Bermuda. The Committee considered these and other tools for workforce
engagement at its November 2022 meeting and discussed arrangements for workforce engagement during 2023.
The Committee considers that the mechanisms for workforce engagement and feedback have an appropriately
high profile and this, in turn, informs debate within the relevant Committees, the Board and the wider Group.
Audit reform The Committee has monitored developments in the area of audit market reform, regulation and practice during
2022, including proposals for UK legislative change as a result of the FRC’s final consultations, the Department
for Business, Energy and Industrial Strategy’s consultation and the planned establishment of Auditing Reporting
Governance Authority (ARGA).
Subsidiary boards The Committee and Board monitored the composition and appointments and changes to the Group’s subsidiary
boards during 2022.
Committee reports continued
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Governance
How the Committee discharged its responsibilities continued
Sustainability
Committee responsibility Committee activities
Sustainability and ESG
reporting
The Committee has continued to monitor developments in the area of the Group’s ESG responsibilities, including
the impact of climate change, throughout its work in 2022. The Committee has received reports from the
management ESG Committee (which was established during 2021) regarding the current and developing
ESG regulatory landscape as well as the Group’s progress in these areas. Upon the recommendation of the
Committee, the Board agreed the Group’s 2022 ESG strategic statement and the Group’s ESG risk framework,
both of which have been embedded into the business.
Environment
Climate change risk and
opportunity
The Committee also periodically reviews developments in the areas of environmental sustainability and climate
change, and the management of related risks and opportunities. The Committee reviewed and ratified the
Group’s 2022 CDP response. For more information on these matters, please see the Group CRO’s report
on page 26 and the 2022 TCFD report starting on page 61.
Social responsibility
Diversity The Committee recommended approval of an updated Board diversity policy, which is posted on the Company’s
website. The main change in this policy was to include a commitment to meet the Parker review target for
minority ethnic representation by December 2024. The Committee is actively progressing recruitment in
order to meet this target.
The Committee also noted and approved proposals for the introduction by management of a staff level Diversity,
Equity and Inclusion Policy, which was approved by the Group Executive Committee during the year.
The Lancashire Foundation The Committee is responsible for monitoring and making recommendations to the Board in relation to the
Company’s charitable giving policy and the operation of, and reporting requirements for, the Lancashire
Foundation. During 2022, the Committee received a report from the Foundation, including its objectives,
governance, approach to funding for 2023 and beyond, alongside its investment strategy, donations policy and
charitable activities, as well as the ways in which the Foundation engages with employees throughout the Group.
The Committee made a recommendation to the Board that the Company make a donation to the Foundation
of 0.75% of full-year Group profits (subject to a cap of $750,000 and a $250,000 collar), conditional on the
determination of financial performance for the full year. 2022 marks 16 years of the Lancashire Foundation –
for more information regarding its work, please see pages 47 to 50.
UK Modern Slavery Act 2015 During 2022, the Committee recommended the approval by the Board of an updated anti-slavery and human
trafficking statement, a copy of which is posted on the Company’s website.
Priorities for 2023
• To continue to ensure that the Company is able to effectively
discharge its governance responsibilities under the Code;
• To continue to develop the succession plans for Directors and senior
executives, and the role of Board Chair, in line with the Group’s
strategic objectives;
• To support management in the development of the talent pipeline;
• To review developments with regards to the Company’s sustainability
and ESG activities including management of climate change risk and
opportunity; and
• To monitor the Company’s progress on diversity and to take steps to
enhance minority ethnic representation on the Board.
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Investment Committee
Committee reports continued
“The Group’s investment portfolio has been negatively impacted
in 2022 by volatility in global markets, inflationary trends and
a rapidly rising interest rate environment. In the face of these
challenges the Group’s defensive short duration profile of the
investment portfolio has helped mitigate the impacts of rising
interest rates.
The negative impacts on the portfolio are principally comprised
of unrealised losses on relatively short duration assets which we
expect to unwind for the most part over the medium term. The
Committee conducted a strategic asset allocation review during
the year, which has served largely to validate our investment
approach over recent years. The investment portfolio is managed
with a view to preserving capital to support underwriting
opportunities and to provide adequate liquidity to match the
Group’s risk exposures. Given that the vast majority of the
Company’s premium writings, reserves and investments
are U.S. dollar denominated, economic and capital market
conditions in the U.S. are the primary determinant of
investment results. Currently, inflation is subsiding somewhat
in the U.S., unemployment is at a long-term low, and interest
rates, which rose by more than 300 basis points in 2022, have
recently stabilised. As such we expect the portfolio to make a
more significant contribution to returns in 2023, particularly
as lower yielding assets roll off.”
Robert Lusardi
Chair of the Investment Committee
Principal responsibilities of the Committee
• Recommends investment strategies, guidelines and policies to the
Board and other Group entities to approve;
• Recommends and sets risk asset definitions and investment risk
tolerance levels;
• Recommends to the relevant Boards the appointment of investment
managers to manage the Group’s investments;
• Monitors the performance of investment strategies within the risk
framework; and
• Establishes and monitors compliance with investment operating
guidelines.
Committee members Meetings attended
Robert Lusardi (Chair) 4/4
Peter Clarke 4/4
Natalie Kershaw 4/4
Denise O’Donoghue 4/4
Committee membership
The Terms of Reference of the Investment Committee provide that the
Committee shall comprise at least two Non-Executive Directors (one
of whom may be the Chair of the Board) and the Group CFO and/or the
Group CIO. Any Executive Director may also serve on the Committee.
The Investment Committee comprises one independent Non-Executive
Director, the Chair of the Board, one Executive Director (the Group CFO)
and the Group CIO (who is not a Director).
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Governance
How the Committee discharged its responsibilities
For the full 2022 year there was a negative return on the Group’s
investment portfolio of $76.7 million, being a portfolio percentage return
of negative 3.5%. The largest factor in the negative return was mark to
market unrealised losses, which for the full year were $93.2 million.
During 2022, the Committee focused on the challenge of volatility
arising from the effects of the continuing impact of the COVID-19
pandemic, the conflict in Ukraine, inflationary pressures and changes
in the U.S. Federal Reserve’s interest rate policy and the wider U.S. and
global economic and political environment. The Committee monitored
the impacts on the fixed income assets within the investment portfolio
of the rising interest rate environment within the U.S. and the impact
on mark to market valuations and unrealised losses within the portfolio.
The Committee continued to work with management to articulate,
support and implement the Board’s investment philosophy. The Group’s
investment strategy continues to be conservative in nature, to support
the Group’s underwriting strategy, to provide appropriate liquidity to
match the Group’s risk exposures and to contribute to the Group’s
growth in FCBVS. The Committee received a proposal from management
with regard to asset allocation guidelines further to the biennial asset
allocation review, which was externally facilitated by an independent
advisory firm. The strategic asset allocation review was discussed and
agreed at the November 2022 meeting. The analysis factored in
consideration of growth in the Group’s casualty reinsurance portfolio
reserves on the desired overall target investment portfolio duration
and liquidity requirements. A number of investment strategy
recommendations were debated and agreed.
The Committee held regular discussions with the professional
investment portfolio managers concerning the macroeconomic
environment and implications for investment asset classes and strategy.
The Committee considered regular reports on the performance of the
Group’s investment portfolios, including asset allocation and compliance
with pre-defined guidelines and tolerances; and recommended
amendments to portfolio investment guidelines to the Board.
The Committee monitored a suite of investment portfolio risk analytics
throughout the year including a 1 in 100 Value at Risk measure, realistic
disaster scenarios and realistic loss scenarios, credit risk, liquidity risk
and other market risks. The Committee also tracked FX exposure and
its management.
The Committee continues to monitor ESG and climate change
developments and expectations within the market. The Committee
monitors and will continue to develop a number of tools to measure
the ESG profile, climate change risk exposure and carbon intensity of
the Group’s investment portfolio. It is recognised by the Committee that
most of the available measurement metrics and methodologies for these
factors are imperfect, and the Committee expects to further develop and
refine its ability to analyse these factors in future years, in consultation
with the Group’s external advisors and portfolio managers, particularly
as external tools and standards for measuring potential climate effects
on investments become more developed.
The Committee noted that 93.9% of the Group’s externally managed
investment portfolio are signatories to the UNPRI. The Committee
monitored the ESG profile of the Group’s fixed maturity portfolio by
reference to the MSCI ESG rating tool, noting that the Lancashire
portfolio sits near the high end of the average ESG category rating. The
proportion of the fixed maturity portfolio covered by the available rating
methodology was approximately 47.2% of the public fixed maturity
portfolio, due to the high number of U.S. treasuries and structured
products that are not covered by the available methodology.
The Committee has for the second year operated a framework for the
measurement of climate sensitivity for corporate bonds within the fixed
maturity portfolio through the use of a Climate Value at Risk metric
(Climate VaR), which is aligned with the Paris Accord goal of limiting
global temperature increases to a maximum of 1.5°C, for the Group’s
investment risk tolerance statements. The Committee and Board have a
preference for the financial impact of this scenario on the Group’s fixed
maturity portfolio, covered by MSCI, to have a less detrimental impact
than the MSCI benchmark model. Due to limited coverage of the
available measurement tool mentioned above, the portfolio performance
is grossed up by reference to covered assets. The Committee noted that
the fixed maturity portfolio continues to outperform the benchmark
portfolio on the Climate VaR measure.
The Committee monitored the implementation of carbon intensity
guidelines for investment managers in the fixed maturity portfolio. The
carbon intensity score for the fixed maturity portfolio reduced against
the prior year. The Committee expects to see a further reduction in the
carbon intensity of the fixed income portfolio as securities with a greater
carbon intensity score roll off the portfolio over the next few years,
although the reductions will be lower because of management actions
previously taken.
The Committee and the Board continued to operate ESG and carbon
management investment guidelines implemented by the Group’s
investment managers across the Group’s fixed maturity investment
portfolios.
Priorities for 2023
• To maintain a continued focus on a diversified portfolio, continuation
of its contribution to the Group’s operating income and FCBVS, the
preservation of capital, the maintenance of liquidity in order to pay
claims and the prudent management of investment risks aligned with
the developing profile of the Group’s underwriting portfolio, including
the addition of longer tail lines;
• To focus on the implications of macroeconomic trends, in particular
the threat of more sustained inflationary pressures, trends in interest
rates, the U.S. domestic economy and instability within the
international political environment; and
• To monitor climate change risk sensitivity, the ESG profile and carbon
intensity profile of the Group’s investment portfolio as the external
market for measurement of such items continues to develop.
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Committee members Meetings attended
Alex Maloney (Chair) 4/4
Jon Barnes 4/4
Michael Dawson 4/4
James Flude 4/4
Paul Gregory 4/4
Jack Gressier 1/1
James Irvine 4/4
Hayley Johnston 4/4
Ben Readdy 4/4
John Spence 4/4
Underwriting Committee
Committee reports continued
“The Committee’s principal focus in 2022 was in monitoring
the strong premium growth trend during the year as pricing
in the insurance and reinsurance markets continued to harden.
With organic and complementary growth in the Group’s core
specialty lines, improved pricing on the catastrophe book and the
strong build out of the Group’s newer casualty and financial
lines exposures, the Committee has monitored the relative
rebalancing of catastrophe risk within the overall portfolio.
Overall, the Group has developed a more diversified portfolio
which, over time, is expected to generate more consistent and
less volatile returns.
In another year of global volatility marked by the conflict in
Ukraine, the Committee has continued to monitor both the risks
and the underwriting opportunities arising from dislocation in
a number of insurance and reinsurance classes.”
Alex Maloney
Group CEO and Chair of the Underwriting
and Underwriting Risk Committee
Principal responsibilities of the Committee
• Reviews Group underwriting strategy, including consideration of
new lines of business;
• Oversees the development of, and adherence to, underwriting criteria,
limits, guidelines and authorities by operating company CUOs;
• Reviews underwriting performance;
• Reviews significant changes in underwriting rules and policies; and
• Monitors underwriting risk and its consistency with the Group’s
risk profile and risk appetite.
How the Committee discharged its responsibilities
During 2022, the Committee continued to focus upon the improved
pricing and market conditions in most of the Group’s existing lines of
business, the development of the Group’s casualty and financial lines
portfolios and other more recently established business lines, and the
opportunities to grow and diversify the underwriting portfolio through
the addition of new lines of business.
Throughout the year the Committee discussed areas of risk and
opportunity, in particular arising from market dislocation caused by
the conflict in Ukraine and the impacts of hurricane Ian. The Committee
monitored what was, for the most part, an improving pricing trend which
facilitated strong premium growth as the year developed. The Group’s
RPI, which shows the trend in renewal pricing on like-for-like contracts,
was 108% for the full year across the portfolio. Gross premiums written
for the full year increased to $1.7 billion, which was a 34.9% increase on
2021. The Committee benefitted from the enhancements to the
Committee membership
During 2022, the Underwriting and Underwriting Risk Committee
comprised one Executive Director (the Group CEO) and two Non-
Executive Directors (Jack Gressier joined the Committee during the
third quarter), together with the Group CUO, the CUO of LICL, the
CUO of LUK, the CEO and CUO of LSL, the LICL CEO and the Group
Chief Actuary (who are not Directors).
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Governance
reporting of management performance data introduced during 2021
and the more readily digestible and granular detail of pricing trends
and premium income, claims developments and overall performance
by underwriting segment.
The Committee monitors underwriting performance on a quarterly basis
to ensure that good risk selection and disciplined underwriting remain at
the core of the Group’s underwriting strategy. This is facilitated through
regular update reports from the CUOs for LUK and LICL, the Active
Underwriters of Syndicates 2010 and 3010, and the CEO of LCM.
The Committee also discussed and monitored growth and new business
opportunities during the year including the following areas:
• Casualty reinsurance;
• Development of the Syndicate 3010 Lloyd’s Australian D&F
property class;
• Syndicate 3010 and LUK marine and energy liability growth;
• The newly established construction and engineering classes;
• Lloyd’s casualty consortium participation; and
• Aviation classes – in particular opportunity arising from market
dislocation.
The Committee also received reports on a number of initiatives which
were explored but were not pursued.
The Committee received a claims update on a quarterly basis and
monitored the claims and reserving processes for any material losses
as they developed during the year. During 2022, the Committee had
a particular focus on the Group’s potential exposures arising from the
conflict in Ukraine and also monitored the claims and reserving process
for the Group’s Florida and other U.S. exposures to hurricane Ian. The
Committee also monitored developments in international law relating
to insurance coverage for COVID-19 related claims.
The Committee has been actively engaged during 2022 in the
development and implementation of the Group’s underwriting strategy.
It considers the articulation of, and adherence to, formal underwriting risk
tolerances, which are approved and monitored by the Committee and the
Board. This included the discussion and approval of tolerances in relation
to mortgage risk and cyber exposures. In particular, the Committee
received quarterly risk data tracking movements in the Group’s exposures
to modelled PMLs and RDSs. The Committee also reviewed developments
in the formal underwriting authorities implemented across the Group. The
Committee also reviewed and approved underwriting risk appetite
statements, including in relation to adherence to formal Group ESG
and climate risk underwriting guidelines which have been articulated
and operated by reference to Lloyd’s guidance.
The Committee, through the review and monitoring of underwriting
PMLs, continued to monitor exposures to a range of natural catastrophe
risks, including regional windstorm and hurricane exposures, and the
articulation of an appropriate underwriting and risk management
strategy and management preference for these and other risk exposures
linked to climate change factors. The Committee discussed the impacts
of hurricane Ian during the third quarter. The Committee is satisfied that
the Group’s underwriting strategy and reinsurance and risk management
programmes are appropriate for the management of underwriting risk
and natural catastrophe and climate linked exposures relating to these
factors. For more detail, please see the ERM report starting on page 26
and the Group’s TCFD report starting on page 61.
The Group’s programme of outwards reinsurance protections is a
core risk and exposure management tool. The Committee reviewed
the structure, pricing and operation of the outwards reinsurance
programme and regularly discussed management reports covering
outwards reinsurance developments. In particular, the Committee
held a dedicated strategic discussion at its November 2022 meeting
to consider reinsurance market dynamics, in particular in the light of
market dislocation as a result of the impacts of hurricane Ian. The
Committee discussed options for the development and focus of the
Group’s outwards reinsurance programmes, the opportunities for
alignment and efficiencies across the Group and the related strategic
opportunities within the Group’s inwards reinsurance portfolio.
The Committee also convened a number of other themed ‘deeper dive’
strategic sessions at its quarterly meetings involving the participation
of underwriters from across the Group. These included sessions on the
Group’s aviation underwriting strategy, discussion of developments in
the specialty reinsurance markets and related risks and opportunities for
the Group, and the Group’s inward retrocessional reinsurance portfolio.
The Committee received management reports on the progress and
approval by Lloyd’s of the business plans for Syndicates 2010 and 3010,
including the Lloyd’s approval of growth plans for 2023.
The Committee also reviewed developments in the third-party
reinsurance capital markets and the performance of the LCM platform,
The Committee discussed changes in the ownership of LCM to achieve
full alignment with the Group and the related opportunities to use third
party capital structures to support Group underwriting initiatives.
During 2022, the Committee meetings were attended by all Board
members. The Committee and Board seek to match the Company’s
capital to the underwriting requirements of the business in all parts
of the underwriting cycle.
A more detailed analysis of the Group’s underwriting performance
appears in the business review starting on page 20.
Priorities for 2023
• To continue to monitor the development and implementation of a
forward-looking and disciplined underwriting strategy with a focus on
disciplined growth appropriate to the current market opportunities
and nimble use of the Group’s underwriting platforms, within a
framework of appropriate risk tolerances;
• To work actively with management in the identification, analysis
and consideration of new underwriting opportunities, including
potential new lines of business, opportunities in new markets and
opportunities for the managed ‘organic’ growth in the Group’s
existing business lines;
• To consider opportunities for development of the Group’s
reinsurance structures including in the area of third party
reinsurance capital; and
• To continue to foster a nimble, sustainable and responsive
underwriting culture, capable of responding to the needs
of clients, investors, employees and other stakeholders.
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Committee members Meetings attended
Irene McDermott Brown (Chair) 4/4
Peter Clarke 4/4
Michael Dawson 4/4
Jack Gressier 1/1
Robert Lusardi 4/4
Simon Fraser 4/4
Remuneration Committee
Committee reports continued
“I was pleased to take on the role of the Remuneration
Committee Chair during 2022. The Committee has carried out
a review of our Remuneration Policy for Executive Directors
and its implementation and I would like to thank shareholders
who engaged in this process.
The Committee has recommended some minor changes to the
Remuneration Policy, and for 2023 we have introduced a new
RoE measure for use in the annual bonus for our Executive
Directors. The Committee is satisfied that Lancashire’s
remuneration structures are appropriately aligned with the
Group’s strategic priorities. Our focus remains to ensure
appropriate reward for our people, who are the Group’s
key asset, to deliver on our strategy.”
Irene McDermott Brown
Chair of the Remuneration Committee
Principal responsibilities of the Committee
• Sets the Remuneration Policy for all Directors and determines the
total individual remuneration packages of the Company’s Chair, the
Executive Directors, Company Secretary and other designated senior
executives, to deliver long-term benefits to the Group;
• Agrees financial and personal objectives for each Executive Director
and the performance against these objectives for the annual bonus;
• Determines each year whether awards will be made under the
Group’s RSS and, if so, the overall amount of such awards, the
individual awards to Executive Directors and other designated
senior executives, and the performance targets to be used;
• Ensures that contractual terms on termination or retirement, and
any payments subsequently made, are fair to the individual and the
Company; and
• Oversees any major changes in employee benefit structures
throughout the Group.
Committee membership
The Remuneration Committee comprises five independent Non-
Executive Directors and the Chair of the Board. Immediately following
the April 2022 AGM, Irene McDermott Brown assumed the role of
Committee Chair succeeding Simon Fraser in that role. Simon Fraser
will remain a member of the Committee until the 2023 AGM when he
will step down as a Director, having completed nine years’ service. Jack
Gressier was appointed as a member following his appointment to the
Board in July 2022. Jack has extensive insurance industry management
experience including knowledge of remuneration practice.
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How the Committee discharged its responsibilities
Throughout the year the Committee kept under review the Group’s
performance and remuneration structures, in the light of investor and
stakeholder input.
The Directors’ Remuneration Policy has a three-year term following its
approval by shareholders at the 2020 AGM, with a majority of 88% of
votes cast. The Committee conducted a review of the Remuneration
Policy during the course of the year in a process which was informed by
advice from Alvarez & Marsal on current good practice. Irene McDermott
Brown led a shareholder consultation with major shareholders and
several of the key shareholder governance advisory services. The
Committee is proposing certain minor changes to the Remuneration
Policy, which we are recommending to shareholders for approval at the
2023 AGM. A summary of the key Remuneration Policy changes is set
out in the Directors’ Remuneration Report on page 106. Subject to
shareholder approval of these changes the Remuneration Committee
considers that the Policy remains fit for purpose
The Remuneration Committee also sought shareholder feedback on a
proposal to change the financial performance metric to be used in the
annual bonus for Executive Directors. For 2023, the annual bonus will
utilise a profit related RoE measure. Further details of this change are
set out in the Directors’ Remuneration Report on pages 96 and 107.
More generally during 2022, the Committee reviewed the Group’s
incentive packages to ensure that remuneration is structured
appropriately in order to promote the long-term success of the
Company. The Committee also reviewed the RSS structures for Executive
Directors to ensure that the performance metrics continue to align the
interests of the Company with its investors and executive management.
The Committee considered the salary and bonus awards for the
Executive Directors, as well as other designated senior executives, and
in this context had regard to remuneration levels and practices across
the workforce. The Committee and the Board discussed the outcomes
of the staff surveys conducted during the year and the results of a gender
pay gap data review (see the Nomination, Corporate Governance and
Sustainability Committee report pages 86 to 89). The Committee also
noted management actions to help mitigate inflationary pressures for
lower paid staff and to promote a family friendly working environment
(see page 51).
During 2022, the Committee addressed the need to review the
remuneration package for the Group CFO on an exceptional, mid-year
basis, and agreed to an increase in the salary for the Group CFO. Details
of the change and the surrounding process are set out in the Directors’
Remuneration Report on page 96. The salary increase was also explained
to and discussed with the Group’s major shareholders as part of the
shareholder consultation conducted during the third quarter of 2022.
The Committee also approved the grant of long-term incentivisation
awards under the Company’s RSS, considering a range of factors
including the Company’s share price movement. For further discussion
of the linkage between performance and remuneration outcomes, please
see Irene McDermott Brown’s introduction to the Directors’
Remuneration Report on pages 96 and 97.
The Committee held discussions throughout the year on areas of
developing best practice, regulation and investor expectation. The
Committee also considered developments in guidance from several
of the leading shareholder advisory groups.
During 2022, the Committee reviewed Executive Directors’
shareholdings in the context of the Company’s share ownership
guidelines for senior/key executives. Share ownership targets have either
been met, or progress made in accordance with guideline requirements.
The Committee continued to monitor progress made during the year on
the implementation and alignment of remuneration practices across the
Group and reviewed the operation of the Group’s remuneration policy.
The Directors’ Remuneration Policy and the Annual Report on
Remuneration, for which the Committee is responsible, can be found
on pages 97 to 117.
Priorities for 2023
• To review the ongoing appropriateness and relevance of the Group’s
remuneration structures, ensuring that they are in line with the
Group’s business strategy, ESG strategy, changes in accounting and
financial reporting in particular as a result of the introduction of IFRS
17, risk profile, objectives, risk management practices and long-term
interests of stakeholders;
• To ensure that remuneration across the wider Group remains
competitive and appropriate to meet the skills and staffing needs
and staff retention requirements of the business in a period of
significant growth and developing complexity; and
• To work with the Group’s independent remuneration advisers to
keep abreast of compensation levels amongst the Group’s London,
Bermudian and other international peers, and the latest
remuneration-related regulations, guidance and market practices.
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Annual statement
Directors’ Remuneration Report
Dear Shareholder,
I am pleased to present the 2022 Directors’ Remuneration Report to
shareholders.
As we set out at the front of this annual report, 2022 has been a year
marked by an improving underwriting environment and strong premium
growth in the face of another year of insurance losses and volatility in
investment markets. Our results have been affected by the impact of
hurricane Ian which is likely to be the second largest insured wind loss
on record. Additionally, the conflict in Ukraine has impacted the business
both as an insured loss and as a source of geo-political volatility, and a
rapidly rising U.S. interest rate environment has further affected results.
As Peter Clarke notes in his introduction on page 8, the combined ratio
of 97.7% in the face of another year of exceptional insurance losses
illustrates the benefits of growth and portfolio diversification which
the Group has achieved, in particular over the last two years. With regard
to the investment portfolio performance, as Rob Lusardi notes in the
Investment Committee report, the rapidly increasing interest rate
environment has resulted in material unrealised losses on the Group’s
investment portfolio and this has had a material impact on the Group’s
negative change in FCBVS of 6.7% for the year. However, these
unrealised losses are expected to unwind in the relatively short term
and the higher interest rate environment is expected to boost future
investment returns in the investment portfolio.
In light of these factors, whilst the negative change in FCBVS of 6.7% is
disappointing, it is principally driven by volatility in global investment
markets and it tends to mask the strong growth and diversification which
the Group has achieved this year in its underwriting portfolio. Moreover,
current indications are that the strong pricing environment and growth
opportunity will continue into 2023. Overall, as we enter 2023, the
Group is in a strong position to maximise attractive underwriting
opportunities in what we believe to be an improving pricing environment.
Against this background our Group CEO’s total remuneration has
decreased in comparison to 2021 by 21% and the Group CFO total
remuneration has increased in comparison to 2021 by 38%, the increase
observed is partly due to the 2020 Long Term Incentive award vesting
which was reported in 2022. She did not receive an executive LTI Award
in 2019 therefore she had no LTI vesting in 2021. The increase excluding
the effect of this Long Term Incentive vesting is 16% (see the comparison
table for single figure remuneration on page 109).
Remuneration report voting outcome 2022 and
shareholder engagement
The Committee was pleased with the level of shareholder support for
the remuneration report at the 2022 AGM with a vote of almost 90%
in favour of the report.
Since the 2022 AGM, the Committee has maintained its ongoing
engagement with shareholders and in the autumn of 2022, I led a
shareholder consultation exercise in which shareholder feedback was
sought, with a particular focus on the updated Remuneration Policy
which is included in this report. Changes to the Remuneration Policy are
modest, reflecting feedback from the engagement, and are set out at the
end of the Policy section. The 2023 Remuneration Policy will be put to
binding shareholder vote at the 2023 AGM, and will be applicable to
remuneration for the three years from 2023 to 2025, inclusive.
During the consultation we also sought shareholder feedback on Policy
implementation, in particular a proposal to simplify the financial metric
for bonus purposes from Change in FCBVS, which has formed part of
bonus metrics for several years, to a new measure of Return on Equity,
which was well received. Updating the financial performance measure
will add clarity to the bonus measures and remove the use of essentially
the same metric in both short-term and long-term incentive awards.
We believe that the focus on a profit measure in the annual bonus and
a focus on capital growth in the longer term model will ensure an
appropriate balance.
The final substantive point from the recent shareholder consultation
was the decision taken to adjust Group CFO salary at the mid-year point
from £406,250 to £500,000 per annum, a 23% uplift. Natalie Kershaw
was appointed Group CFO in March 2020, as an internal appointment.
The Committee elected to use the flexibility offered by the Policy to set
a salary at the lower end of the market range at appointment with a view
to adjusting the level as she developed in the role. Shareholders were
supportive of the change to salary, but were clear that material
adjustments should not become a regular occurrence. The Committee
did not take the decision to make an out of cycle adjustment lightly, but
the argument to align CFO salary with the appropriate external market
level and thereby to mitigate retention risk in a competitive jobs market
was compelling, and it was felt essential that this correction should be
implemented immediately in a single move so that executive pay can
revert to the normal annual cycle. The Committee will continue to
consider individual performance, stakeholder experience, including
the broader employee base, and external influences when reviewing
Executive Director salary levels in future.
The Board and management continue to believe that there is a strong
link between the Remuneration Policy and business strategy, which will
be further enhanced with the introduction of an RoE profit measure for
the 2023 annual bonus structure.
The Committee and Board intend to keep remuneration performance
metrics under review in future to ensure appropriate focus and alignment
of our management team with the interests of our stakeholders.
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Governance
Performance outcomes for 2022
The Executive Directors’ annual bonus performance targets for both
financial and personal performance were stretching. The financial
element, which made up 75% of the annual bonus opportunity, resulted
in no bonus pay out for this element given the Company’s Change in
FCBVS in 2022 was below the threshold. This was due to the
combination of a challenging loss environment and volatility in our
investment portfolio, resulting in a negative impact on our returns
from unrealised investment losses.
In the face of these dual challenges, the Board considered that the
Executive Directors had nonetheless performed well in achieving strong
organic growth in underwriting premium income, in establishing and
embedding new lines of underwriting, in managing risk within the
business and in structuring a more diversified and resilient underwriting
portfolio (see pages 10 and 16). The business has achieved controlled
growth during the year and demonstrated strong operational
effectiveness. As we note on page 15, with regard to the work performed
during 2022 in relation to the capital requirements of the business, the
Board also noted the dynamic action of management in continuing to
use the full range of capital and risk management tools at its disposal to
match the capital resources of the business to the exciting underwriting
opportunities that developed during the year and will continue to
develop in the current hardening pricing environment. In view of these
factors the Board considered that our Executive Directors have continued
to provide effective leadership, strong and targeted growth in premium
income, an effective programme to broaden the talent base of the
business in both underwriting and other business functions to maximise
market opportunities and strong project management to enhance
control and reporting systems (see page 111 for further details).
In relation to long-term incentives for Executive Directors and other
senior management, the 2020 Performance RSS awards were 85% based
on annual Change in FCBVS targets and 15% on compound annual
growth TSR targets over the three-year period to 31 December 2022.
The Company’s TSR (calculated in U.S. dollars) for the performance
period resulted in a compound annual rate of negative 8.8%, resulting
in 0% vesting for the TSR component.
The Change in FCBVS performance over the three-year performance
period was assessed based on the change for each of the separate
financial years as disclosed on page 112, resulting in 23.3% of this
component of the 2020 Performance RSS awards vesting. Therefore
overall, the 2020 Performance RSS awards vested at 19.8%.
The Committee believes in setting challenging performance criteria and
having a significant proportion of the overall package linked to Company
performance. Furthermore, the Committee also continues to recognise
the need to ensure that Executive Directors are appropriately
remunerated and incentivised throughout every phase of the insurance
cycle. The Board seeks to ensure that Executive Director compensation is
structured in such a way as to discourage excessive risk to the business.
Overall, in light of the annual and three-year performance delivered,
the Committee notes the 19.8% vesting of the 2020 RSS and is satisfied
that there has been sufficient linkage between performance and reward
for Executive Directors and that the Executive Directors will not benefit
from any windfall gains; as a result no discretion was applied to the
formulaic outcome. The Committee will continue to ensure that there
is appropriate alignment between executive remuneration and Company
performance in line with the Group’s cross-cycle return expectations.
During the year, the Committee also engaged with management on
matters of broader employee engagement and remuneration. The
Committee was particularly supportive of the additional family friendly
policies and the introduction of a sabbatical policy in response to
employee survey feedback. The proposal to make one-off cost-of-living
payments to employees and to take a tiered approach to salary increases
to benefit those employees most impacted by rising inflation, and to
enhance the provision of free lunches was also strongly supported.
As a Committee, we value the opportunity to hear the views of employees
and to support management in considering feedback and implementing
changes. It was a pleasure to join the Group CEO in thanking employees
directly for their feedback during a recent town hall meeting.
Application of Remuneration Policy for 2023
The Committee has reviewed and discussed the remuneration structures
to be used in 2023 in some detail. As outlined above in response to
shareholder feedback, this included a detailed review of the performance
metrics and the shareholder consultation, which I conducted during the
autumn of 2022. The Committee had agreed to implement some minor
changes to the existing structure, principally with the introduction of
the new RoE profit measure for the 2023 annual bonus element. For
the second year running, we have also agreed to the use of certain ESG
linked metrics as part of the personal performance metrics to be used
in the 2023 annual bonus. The performance metrics for the 2023
Performance RSS awards will remain unchanged.
The Annual Report on Remuneration provides detailed disclosure on
how the Policy will be implemented for 2023 and how Directors have
been paid in relation to 2022.
The disclosures provide our shareholders with the information necessary
to form a judgement as to the link between Company performance and
how the Executive Directors are paid. This Annual Statement, together
with the Annual Report on Remuneration, will be subject to an advisory
vote, and I hope that you will be able to support this resolution at the
forthcoming AGM. As I noted above, there will also be a binding
shareholder vote on the proposed three-year Remuneration Policy set
out in this report at the 2023 AGM. The Committee is committed to
maintaining an open and constructive dialogue with our shareholders
on remuneration matters and I welcome any feedback you may have.
Irene McDermott Brown
Chair of the Remuneration Committee
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Directors’ Remuneration Report continued
Directors’ Remuneration Policy section
As a Company incorporated in Bermuda, LHL is not bound by UK
law or regulation in the area of Directors’ remuneration to the same
extent that it applies to UK incorporated companies. However, by virtue
of the Company’s premium listing on the LSE, and for the purposes of
explaining its compliance against the requirements of the Code, the
Board is committed to providing full information on Directors’
remuneration to shareholders.
The Company’s current Remuneration Policy was approved by
shareholders at the 2020 AGM, which is effective for a period of
three years.
The Committee carried out a detailed review of the current Policy during
2022, taking into account the Code, pay and employment conditions of
other employees in the Company and the shareholder feedback received
during the year. Following the review, the Committee concluded that the
current Policy continues to be in line with best practice and shareholder
expectations. Therefore, the Committee is not proposing any material
amendments to the Policy this year. However, some minor wording
changes have been made to the current Policy in various sections for
greater clarity.
The Remuneration Policy addresses the following principles as set out in
the Code:
• Clarity – the Committee regularly engages with shareholders to take
into account shareholder feedback, as it did in developing the current
policy, to ensure there is transparency on the Remuneration Policy
and its implementation. The Remuneration Policy has a clear
objective: to enable the Group to attract, retain and motivate
Executive Directors of the highest calibre to further the Company’s
interests and to optimise long-term shareholder value creation,
within appropriate risk parameters.
• Simplicity – the Remuneration Policy is designed such that the
arrangements are considered easy to communicate to all
stakeholders. This includes variable pay which operates as an annual
bonus plan and a single LTIP. The objective and rationale for each
element of the Remuneration Policy is clearly explained in the
Policy table.
• Risk – the Committee considers that the structure of remuneration
does not encourage inappropriate risk-taking. The performance
metrics used ensure remuneration aligns to the Board’s strategic
objective which is to achieve attractive returns appropriate to overall
risk levels across the (re)insurance market cycle. There is a mixture of
short-term and long-term performance metrics with an appropriate
mix of performance conditions. Clawback provisions are in place
across all incentive plans and the Committee has the ability to use its
discretion to override formulaic outcomes. The Committee receives
a report from the Group CRO with regard to risk management
developments which may be relevant to remuneration outcomes,
and also makes inquiry with the Group’s external auditors.
• Predictability – the range of possible reward outcomes is shown
in the ‘Illustrations of annual application of Remuneration Policy’
(see page 106 for full details), which demonstrates the potential
threshold, on-target and maximum scenarios of performance and
the resulting pay outcomes which could be expected.
• Proportionality – a significant proportion of pay is delivered through
variable remuneration. No variable remuneration will be delivered
for below threshold performance with incentives only paying out if
strong performance has been delivered by the Executive Directors.
The Committee has the discretion to override outcomes if they are
deemed inappropriate to ensure a robust link between reward and
performance.
• Alignment to culture – the Policy has been designed to support the
delivery of the Group’s long-term strategy, and the interests of its
shareholders and employees. Annual bonus performance metrics
include an assessment of whether each Executive Director’s
contribution aligns to the Group values. The Policy seeks to
appropriately motivate Executive Directors to deliver long-term,
sustainable performance which benefits all stakeholders.
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Governance
Governance and approach
The Company’s Remuneration Policy is geared towards providing a
level of remuneration which attracts, retains and motivates Executive
Directors of the highest calibre to further the Company’s interests and
to optimise long-term shareholder value creation, within appropriate
risk parameters. The Remuneration Policy also seeks to ensure that
Executive Directors are provided with appropriate incentives to drive
Company and individual performance and to reward them fairly for
their contribution to the successful performance of the Company.
The Remuneration Committee and the Board have again considered
whether any element of the Remuneration Policy could conceivably
encourage Executive Directors to take inappropriate risks and have
concluded that this is not the case, given the following:
• there is an appropriate balance between fixed and variable pay, and
therefore Executive Directors are not required to earn performance-
related pay to meet their day-to-day living expenses;
• there is a blend of short-term and long-term performance metrics
with an appropriate mix of performance conditions, meaning that
there is no undue focus on any one particular metric;
• in the case of Alex Maloney, the Group CEO, there is a high level of
share ownership, and in the case of Natalie Kershaw, who assumed
the role of Group CFO and Executive Director during 2020, there is
an appropriate opportunity to acquire a longer-term equity holding
on a measured basis, meaning that there is a strong focus on
sustainable long-term shareholder value; and
• the Company has the power to claw back bonuses (including the
deferred element of the annual bonus) and long-term incentive
payments made to Executive Directors in the event of material
misstatements in the Group’s consolidated financial statements,
errors in the calculation of any performance condition, corporate
failure and material damage to the Group’s business or reputation
or the Executive Director ceasing to be a Director and/or employee
due to gross misconduct (see pages 101 to 102 for the full
Policy details).
How the views of shareholders are taken
into account
The Committee Chair and, where appropriate, the Company Chair
consult with major investors and representative bodies on any significant
remuneration proposal relating to Executive Directors. Views of
shareholders at the AGM, and feedback received at other times, will be
considered by the Committee.
How the views of employees are taken into account
The Remuneration Committee takes into account levels of pay elsewhere
in the Group when determining the pay levels for Executive Directors.
The Remuneration Policy for all staff is, in principle, broadly the same as
that for Executive Directors in that any of the Group’s employees may be
offered similarly structured packages, with participation in annual bonus
and long-term incentive plans, although award types (restricted cash,
restricted stock or performance shares) and size may vary between
different categories of staff. For Executive Directors, with higher
remuneration levels, a higher proportion of the compensation package
is subject to performance pay, share-based remuneration and deferral.
This ensures that there is a strong link between remuneration, Company
performance and the interests of shareholders.
Reflecting good practice in this area, Executive Directors’ pension
provision is the same as the standard pension contributions made
to employees in the Group (in percentage of salary terms).
Whilst the Company does not expressly consult with employees on
Executive Directors’ remuneration, the Board and Committee, through
the structured arrangements for regular workforce engagement, do
receive employee feedback, including where relevant to matters of
remuneration. As noted above, the Committee is made aware of pay
structures across the wider Group when setting the Remuneration Policy
for Executive Directors. The Committee also reviews and approves the
size of any annual bonus pot to be distributed amongst the staff
population and the allocation of RSS awards or other LTI structures, and
its practice in this regard is well aligned with the expectations introduced
within the Code.
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Directors’ Remuneration Report continued
Remuneration Policy table
Fixed pay
Base salary
Purpose and link to strategy
Helps recruit, motivate and retain high-calibre Executive Directors by offering salaries at market competitive levels.
Reflects individual experience and role.
Operation
Normally reviewed annually and fixed for 12 months, typically effective from 1 January. Positioning would be assessed with due regard to market
conditions at the time, taking into account role, experience and performance. Percentage increases would normally be aligned with the rates for
the wider workforce, other than by exception, such as:
• changes to the size and complexity of the business; and
• changes in responsibility, workload or position.
Where new appointees (whether external or internal) have been given a starting salary below mid-market level, increases above those granted to
the wider workforce (in percentage terms) may be awarded, subject to individual performance and development in the role.
Salaries are benchmarked periodically against comparable insurance company peers in the UK, U.S. and Bermuda as these are where we would
normally expect to recruit from or lose talent to.
Opportunity
No maximum.
Benefits
Purpose and link to strategy
Market competitive structure to support recruitment and retention.
Medical cover aims to ensure minimal business interruption as a result of illness.
Operation
Executive Directors’ benefits may include healthcare, dental, vision, gym membership and life insurance. Other additional benefits may be offered
from time to time that the Committee considers appropriate based on the Executive Director’s circumstances.
Executive Directors who are expatriates or are required to relocate may be eligible for a housing allowance or other relocation-related expenses.
Any reasonable business-related expense can be reimbursed, including any personal tax thereon if such expense is determined to be a taxable benefit.
Opportunity
No maximum.
Pension
Purpose and link to strategy
Contribution towards funding post-retirement lifestyle.
Operation
The Company operates a defined contribution pension scheme (via outsourced pension providers) or cash-in-lieu of pension.
There is a salary sacrifice structure in the UK.
There is the opportunity for additional voluntary contributions to be made by individuals, if elected.
Opportunity
Company contribution is currently 10% of base salary. The maximum pension payable to both existing and new Executive Directors will be at a rate
not greater than that which is available to the majority of the Group workforce.
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Governance
Remuneration Policy table continued
Annual bonus
1,2
Purpose and link to strategy
Rewards the achievement of financial and strategic/personal targets.
Operation
The annual bonus is based on financial and strategic/personal performance.
The precise weightings may differ each year, although there will be a greater focus on financial as opposed to strategic/personal performance.
The Committee will have the ability to override the formulaic bonus outcome by either increasing or decreasing the amount payable (subject to
the cap) to ensure a robust link between reward and performance.
At least one third of each Executive Director’s bonus is automatically deferred into shares as nil-cost options or conditional awards over three years,
with one-third vesting each subsequent year.
A dividend equivalent provision operates enabling dividends to be accrued (in cash or shares) on unvested deferred bonus shares in the form of
nil-cost options up to the point of exercise.
The bonus is subject to clawback if:
(i) the financial statements of the Company were materially misstated or an error occurred in assessing the performance conditions of the bonus;
(ii) the Company has suffered an instance of corporate failure which has resulted in the appointment of a liquidator or administrator or resulted in
the Company reaching a compromise arrangement with its creditors;
(iii) the Company or the relevant business unit for which the participant works suffers damage to its business or reputation which, in the
determination of the Committee, is at least partly due to a breach of corporate risk policies/tolerances and to a failure in the management of the
Company or relevant business unit and to which the participant made a material contribution; and/or
(iv) the Executive ceased to be a Director or employee due to gross misconduct.
Opportunity
The maximum bonus for Executive Directors for achieving the target level of performance as a percentage of salary is 200%. Maximum opportunity
is two times target (i.e. 400%).
Note: The Committee may set bonus opportunities less than the amounts set out above – see Implementation of Remuneration Policy section of the
Annual Report on Remuneration.
Performance metrics
The weightings that apply to the bonus measures and the degree of stretch in objectives may vary each year depending on the business aims and the
broader economic or industry environment at the start of the relevant year. For Executive Directors, the financial component will be at least 75% of
the overall opportunity, and no more than 25% will be based on personal or strategic objectives.
Financial performance
The financial component is based on the Company’s key financial measures of performance. For any year, these may include (but are not limited to)
the growth in DBVS, profit, comprehensive income, combined ratio, investment return, simple return on equity or any other financial KPI
3
.
Typically, a sliding scale of targets applies for financial performance targets. Bonus is earned on an incremental basis once a predetermined
threshold level is achieved. Up to 25% of the target bonus opportunity is payable for achieving threshold performance, rising to maximum bonus
for stretch performance.
The degree of stretch in targets may vary each year depending on the business aims and the broader economic or industry environment at the start
of the relevant year.
Strategic/personal performance
Strategic/personal performance is based upon achievement of clearly articulated objectives, which may include ESG measures that are aligned with
the Company’s overall purpose and strategy. A performance rating is attributed to participating Executive Directors, which determines the pay-out
for this part of the bonus.
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Directors’ Remuneration Report continued
Remuneration Policy table continued
Long Term Incentives (LTI)
Purpose and link to strategy
Rewards Executive Directors for achieving superior returns for shareholders over a longer time frame.
Enables Executive Directors to build a meaningful shareholding over time and align goals with shareholders.
Operation
2,3
RSS awards are normally made annually in the form of nil-cost options (or conditional awards) with vesting dependent on the achievement of
performance conditions over at least three financial years, commencing with the year of grant. This three-year period is longer than the typical
pattern of loss reserve development on the Group’s insurance business, which is approximately two years.
The number of shares to be awarded will normally be determined by reference to the share price around the time of grant unless the Committee, at
its discretion, determines otherwise.
The Committee considers carefully the quantum of awards each year to ensure that they are competitive in light of peer practice and the targets set.
Awards are subject to clawback if there is a material misstatement in the Company’s financial statements, an error in the calculation of any
performance conditions, the Company has suffered an incident of corporate failure, material damage to the Group’s business or reputation or
if the Executive Director ceases to be a Director or employee due to gross misconduct.
A dividend equivalent provision operates, enabling dividends to be accrued (in cash or shares) on RSS awards up to the point of exercise.
The Committee has the discretion, in exceptional circumstances, to settle an award made to Executive Directors in cash.
The Committee has the discretion, in exceptional circumstances, to scale back RSS vesting outcomes or to impose additional vesting conditions.
The use of such discretion should be limited to exceptional circumstances, such as a downturn in the performance of the individual or the Company
or Group.
A two-year post-vesting holding period applies to awards made to Executive Directors (see page 109).
Opportunity
Award levels are determined primarily by seniority. A maximum individual grant limit of 350% of salary applies.
Note: The Committee may set the normal level of award at less than the percentage set out above – see Implementation of Remuneration Policy
section of the Annual Report on Remuneration.
Performance metrics
Awards vest at the end of a three-year performance period based on performance measures reflecting the long-term strategy of the business at the
time of grant.
These may include (but are not limited to) measures such as TSR, the growth in DBVS, Company profitability, or any other relevant financial or
strategic measures.
If more than one measure is used, the Committee will review the weightings between the measures chosen and the target ranges prior to each
LTI grant to ensure that the overall balance and level of stretch remain appropriate.
A sliding scale of targets applies for financial metrics with no more than 25% vesting for threshold performance.
For TSR, none of this part of the award will vest below median ranking or achievement of an index or a threshold target if absolute rather than relative
TSR is used. No more than 25% of this part of the award will vest for achieving median or index or a threshold target of absolute TSR.
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Governance
Remuneration Policy table continued
Share ownership guidelines and requirements
4
Under the guidelines, Executive Directors are expected to maintain an interest equivalent in value to no less than two times salary, to be achieved
normally within five years of appointment. Until such time as the guideline threshold is achieved Executive Directors are required to retain no less
than 50% of the net of tax value of awards that vest under the RSS.
In respect of performance RSS and deferred bonus RSS awards made after 1 January 2020, there is to be a requirement on each Executive Director to
retain 50% of the vested shares (net of tax) resulting on exercise in order to hold an interest equivalent in value of up to two times salary for a period
of two years (or such other period or amount as the Committee may in future determine) following the date of termination of employment of the
relevant Executive Director.
A nominee account may be established into which shares acquired under RSS awards (i.e. on exercise of (nil cost) options) will ordinarily be directed
for the purposes of enforcing the guidelines and requirements. The Remuneration Committee shall retain a discretion to waive the requirements, in
whole or in part, in exceptional circumstances such as death, critical illness or personal financial hardship.
In the event of a change of control (takeover) of LHL the guidelines and requirements shall cease to apply on the date of such change of control.
Chair and Non-Executive Directors’ fees
Purpose and link to strategy
Helps recruit, motivate and retain a Chair and Non-Executive Directors of a high calibre by offering a market competitive fee level.
Operation
The Chair is paid a single fee for his responsibilities as Chair. The level of these fees is reviewed periodically by the Committee and the Group CEO
by reference to broadly comparable businesses in terms of size and operations.
In general, the Non-Executive Directors are paid a single fee for all responsibilities, although supplemental fees may be payable where additional
responsibilities are undertaken, including a Non-Executive Director role on a subsidiary board.
Any reasonable business-related expenses (including any personal tax payable) can be reimbursed.
Opportunity
No maximum.
1. The Committee operates the annual bonus plan and RSS according to their respective rules and in accordance with the Listing Rules. The Committee, consistent with normal
market practice, retains discretion over a number of areas relating to the operation and administration of these plans and this discretion forms part of this Policy.
2. All historic awards that were granted under any current or previous share scheme operated by the Company that remain outstanding remain eligible to vest based on their original
award terms and this provision forms part of the Policy.
3. Performance measures: these may include the KPIs shown on page 3 or others described within the Annual Report and Accounts Glossary commencing on page 191 or any other
measure that supports the achievement of the Company’s short to long-term objectives.
4. Share ownership interest equivalent is defined as wholly-owned shares or the net of tax value of RSS awards which have vested but are unexercised and the net of tax value of
deferred bonus RSS awards. Shares include those owned by persons closely associated with the relevant Executive Director.
Directors’ Remuneration Report continued
Committee discretion
Approach to recruitment remuneration
The Committee will operate the annual bonus plan and the LTI plan
The remuneration package for a new Executive Director would be set
according to the rules of each respective plan and consistent with normal
in accordance with the terms of the Company’s prevailing approved
market practice and the Listing Rules, where relevant. The Committee
Remuneration Policy at the time of appointment and would take into
will retain flexibility in a number of areas regarding the operation and
account the skills and experience of the individual, the market rate for
administration of these plans, including, but not limited to, the following:
a candidate of that experience and the importance of securing the
relevant individual.
• Who participates in the plans;
Salary would be provided at such a level as is required to attract the
• When to make awards and payments;
most appropriate candidate. The Committee retains the flexibility to
• How to determine the size of an award, a payment, or when and how
set base salary for a newly appointed Executive Director below the
much of an award should vest;
mid-market level and allow them to progress quickly to or around
• How to deal with a change of control or restructuring of the Group;
mid-market level once expertise and performance have been proven.
• In the case of stated good leaver reasons or otherwise, whether a
This decision would take into account all relevant factors noted above.
Director is a good/bad leaver for incentive plan purposes and whether
Similarly, the Committee retains the flexibility to set base salary for a
and what proportion of awards vest at the time of leaving or at the
newly appointed Executive Director at above the mid-market level to
original vesting date(s) as relevant;
secure an individual who is considered by the Committee to possess
significant and relevant experience which is critical to the delivery of
• How and whether an award may be adjusted in certain circumstances
the Company’s strategy.
(e.g. for a rights issue, a corporate restructuring or for special
dividends); and
The annual bonus and LTI potential would be in line with the Policy.
• In the event of a capital raise, whether a greater percentage of any
Participation in the annual bonus will normally be pro-rated for the year
annual bonus payable should be deferred, where performance metrics
of joining. Depending on the timing of the appointment, the Committee
have been beneficially influenced by the capital actions taken; and
may deem it appropriate to set different bonus performance measures
whether the remuneration outcomes should be adjusted to limit the
for the performance year during which he or she became an Executive
impact of such capital actions, where appropriate.
Director. The Committee may grant an LTI award to an Executive
Director shortly after joining, up to the plan limits set out in the
The Committee also has the discretion within the Policy to adjust targets
Remuneration Policy table (assuming the Company is not in a
and/or set different measures and alter weightings for annual bonus and
closed period).
the LTI if events happen that cause it to determine that the original
targets or conditions are no longer appropriate and the amendment is
In addition, the Committee may offer additional cash and/or share-based
required so that the targets or conditions achieve their original purpose
elements to replace deferred or incentive pay forfeited by an Executive
and are not materially less difficult to satisfy. The Committee has the
Director leaving a previous employer. It would seek to ensure, where
discretion to adjust the application of the minimum shareholding
possible, that these awards would be consistent with awards forfeited in
requirements, in role or post-cessation, to take account of exceptional
terms of vesting periods (which may be less than three years), expected
circumstances.
value and performance conditions.
Any use of exceptional discretion to override formulaic outcomes would,
For an internal Executive Director appointment, any variable pay element
where relevant, be explained in the Annual Report on Remuneration,
awarded in respect of the prior role may be allowed to pay out according
as appropriate.
to its terms, adjusted as relevant to take into account the appointment.
In addition, any other ongoing remuneration obligations existing prior
to appointment may continue.
The Committee may agree that the Company will meet certain
relocation expenses as appropriate and is able to provide expatriate
benefits including housing, a relocation allowance, assignment-related
costs or tax equalisation.
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Governance
Service contracts and loss of office payment policy
for Executive Directors
Notice periods for Executive Directors will normally be limited to six
months from either the Company or from the Executive Director. In
the event of termination, the Executive Directors would ordinarily
receive payment up to a maximum of base salary plus the value of
benefits to which the Executive Directors are contractually entitled
for the unexpired portion of the notice period. The Company may pay
statutory claims. No Executive Director has a contractual right in their
employment terms to a bonus for any period of notice not worked.
The service contract for a new appointment will be on similar terms as
existing Executive Directors, with the ability to include a notice period
of no more than 12 months from either party.
The Company seeks to apply the principle of mitigation in the payment
of compensation on the termination of the service contract of any
Executive Director. There are no special provisions in the service
contracts for payments to Executive Directors on a change of control
of the Company.
In the event of an exit of an Executive Director, the overriding principle
will be to honour contractual remuneration entitlements and determine,
on an equitable basis, in accordance with the relevant plan rules, the
appropriate treatment of deferred and performance-linked elements
of the package, taking account of the circumstances. Failure will not
be rewarded.
Depending on the leaver classification, an Executive Director may be
eligible for certain payments or benefits continuation after cessation
of employment.
If an Executive Director resigns or is summarily dismissed, salary, pension
and benefits will cease on the last day of employment and there will be
no further payments.
Leaver on arranged terms or good leaver
If an Executive Director leaves on agreed terms, including compassionate
circumstances, there may be payments after cessation of employment.
Salary, pension and benefits will be paid up to the length of the agreed
notice period or agreed period of garden leave.
Subject to performance, a bonus may be payable at the discretion of the
Committee pro-rata for the portion of the financial year worked. The
Committee has discretion to permit any bonus payable to be settled
in cash with no deferral.
Vested but unexercised deferred bonus RSS awards will remain
exercisable. Unvested deferred bonus RSS awards will ordinarily vest in
full, relative to the normal vesting period. All such vested awards must
be exercised within 12 months of the vesting date.
Vested but unexercised RSS awards may remain exercisable for
12 months. Unvested awards may vest on the normal vesting date unless
the Committee determines that such awards shall instead vest at the
time of cessation. Unvested awards will only vest to the extent that the
performance conditions have been satisfied (over the full or curtailed
period as relevant). A pro-rata reduction in the size of awards may apply,
based upon the period of time after the grant date and ending on the
date of cessation of employment relative to the three-year or other
relevant vesting period.
The Committee has discretion to permit unvested RSS awards to vest
early rather than continue on the normal vesting timetable, subject to
performance, and also retains discretion as to whether or not to apply
(or to apply to a lesser extent) the pro-rata reduction to the RSS awards
where it feels the reduction would be inappropriate. The Committee
may, in its discretion, waive any post vesting holding requirement for
any good leaver.
In respect of RSS awards made to Executive Directors after 1 January
2020, there is a requirement on each Executive Director to retain 50%
of the net of tax shares resulting on exercise in order to hold an interest
equivalent in value of up to two times salary for a period of two years (or
such other period or amount as the Committee may in future determine)
following the date of termination of employment of the relevant
Executive Director (see page 109).
Depending upon circumstances, the Committee may consider other
payments in respect of any claims in connection with a termination of
employment where deemed appropriate, including an unfair dismissal
award, outplacement support and assistance with legal fees.
Cessation of employment in other circumstances
If an Executive Director ceases to be a Director or employee of the
Company for any reason other than:
a. Death;
b. Retirement with the agreement of the Committee;
c. Injury or disability evidenced to the satisfaction of the Committee;
d. Change of control; or
e. For any other reason, if the Committee at its discretion so decides
then any outstanding RSS awards shall lapse in full immediately
on such cessation.
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Terms of appointment for Non-Executive Directors
The Non-Executive Directors serve subject to the Company’s Bye-laws and
under letters of appointment. They are appointed subject to re-election at
the AGM and are also terminable by either party on six months’ notice
except in the event of earlier termination in accordance with the Bye-laws.
The Non-Executive Directors are typically expected to serve for up to six
years, although the Board may invite a Non-Executive Director to serve for
an additional period. Their letters of appointment are available for
inspection at the Company’s registered office and at each AGM.
In accordance with best practice under the Code, the Board ordinarily
submits the Directors individually for re-election by the shareholders at
each AGM.
Legacy arrangements
In approving the Policy, authority is given to the Company for the
duration of the Policy to honour commitments paid, promised to be paid
or awarded to: (i) current or former Directors prior to the date of this
Policy being approved (provided that such payments or promises were
consistent with any Remuneration Policy of the Company, which was
approved by shareholders and was in effect at the time they were made);
or (ii) to an individual (who subsequently is appointed as a Director of
the Company) at a time when the relevant individual was not a Director
of the Company and, in the opinion of the Committee, was not paid,
promised to be paid or awarded as financial consideration of that
individual becoming a Director of the Company, even where such
commitments are inconsistent with the provisions of the revised Policy.
For the avoidance of doubt, this includes all awards granted under the
2008 RSS rules in accordance with the Policy first approved at the 2014
AGM and as varied at subsequent AGMs, and to employees of the
Company who are not Directors at the date of grant. Outstanding RSS
awards that remain unvested or unexercised at the date of this Annual
Report and Accounts (including for current Executive Directors as
detailed on page 113) remain eligible for vesting or exercise based on
their original award terms.
Proposed 2023 Policy changes vs 2020
• Clarification on normal salary positioning considerations, and when
exceptions to this may be considered by the Committee
• Minimum bonus deferral increased from 25% to one-third of annual
award
• Minor clarification points relating to potential annual bonus and
Long Term Incentive metrics
• Stating clearly the timeframe in which Executive Directors should
achieve a shareholding at least equal to two times salary
• A description of the operational and administrative areas in which
the Committee retains discretion to take a flexible approach
• Minor clarification points relating to the approach to recruitment
and cessation and, particularly, the treatment of ‘bad leavers’
Directors’ Remuneration Report continued
Illustrations of annual application of Remuneration Policy
The charts below show the potential total remuneration opportunities for the Executive Directors in 2023 at different levels of performance under
the Directors’ Remuneration Policy.
Maximum
On-target
Group CFO
Group CEO
Fixed payMaximum Maximum +50%
growth in shares
Maximum +50%
growth in shares
On-targetFixed pay
Total compensation (£m)
Fixed pay Annual bonus LTI awards (RSS) LTI awards (RSS) + 50% share price growth
100%
0.85
27%
36.5%
42% 35%
38%
44%
36%
33%
17%
4.32
40%
3.60
34%
2.09
35%
17%
6.58
42%
5.43
36.5%
3.14
16%
13%
100%
0.58
28% 16% 14%
Fixed pay = 2023 Salary + Actual Value of 2022 Benefits + 2023 Pension Contribution.
On-target = Fixed Pay + Target Bonus (being half the Maximum Bonus Opportunity) + Target Value of 2023 RSS grant (assuming 50% vesting with
the face values of grant).
Maximum = Fixed Pay + Maximum Bonus Opportunity + Maximum Value of 2023 RSS grant (assuming 100% vesting with the face values of grant).
Maximum + 50% growth over performance period = Fixed Pay + Maximum Bonus Opportunity + Maximum Value of 2023 RSS grant + 50% share
price appreciation (assuming 100% vesting with the face values of grant).
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Governance
This Annual Report on Remuneration together with the Chair’s
statement, as detailed on pages 96 to 97 and 107 to 121, will be subject
to an advisory vote at the 2023 AGM. The following sections in respect
of Directors’ emoluments have been audited by KPMG LLP:
• Single figure of remuneration
• Non-Executive Director fees
• 2023 annual bonus payments in respect of 2022 performance
• Long-term share awards with performance periods ending in the
year – 2020 RSS awards
• Scheme interests awarded during the year
• Performance and deferred bonus awards under the RSS
• Directors’ shareholdings and share interests.
Implementation of Remuneration Policy for 2023
Base salary and fees
Executive Directors
Salaries effective from 1 January 2023 are set out below:
• Group CEO – £764,000, a 5% increase
• Group CFO – £525,000, a 5% increase
• Salary uplifts for Group employees were graduated with larger uplifts
targeted at lower paid employees with an average salary uplift of 11%
for the lowest paid cohort and 5% for the highest paid. The overall
average uplift for Group employees for 2023 is 8%.
Non-Executive Directors
The Chairman’s and Non-Executive Directors’ fees are as follows
for 2023:
• The fee for the Board Chair (Peter Clarke) will remain at $350,000
per annum
• The Non-Executive Director fee will remain at $175,000 per annum.
Other fees
• Simon Fraser is a Non-Executive Director of LSL in which capacity
he will receive a fee of $100,000 per annum.
• Sally Williams was appointed as a Non-Executive Director of LUK
on 10 May 2022 in which capacity she will receive a fee of
£50,000 per annum.
Annual Report on Remuneration
Annual bonus
For 2023, the Group CEO and the Group CFO will have a target bonus
of 150% of salary and, therefore, a maximum opportunity of 300% of
salary. This is within the approved policy limit and is in line with last
year’s opportunity and represents a maximum bonus opportunity which
is 100% of salary less than the set policy limit.
The financial and personal portions of the annual bonus will remain
unchanged with 75% on financial performance and 25% on personal
performance.
Financial performance (75%)
During 2022, a review of financial metrics for annual bonus purposes was
undertaken. Shareholders were consulted on a proposal to move from
Change in FCBVS to a simplified measure of RoE. For 2023 annual bonus,
financial performance will be measured on the basis of simple RoE
adjusted for unrealised gains and losses and discounting with targets
set by reference to the RFR based on the average 13 week UST rates
for the year as follows:
Performance Payout level
% of target bonus
payable
RoE equal to RFR + <5% Below threshold 0%
RoE equal to RFR + 5% Threshold 25%
RoE equal to RFR + 8% Target 100%
RoE equal to RFR + 14% Maximum 200%
% of target bonus payable
There shall be linear interpolation between these points. When
considering appropriate target ranges, the Board was mindful that the
inclusion of equity compensation charges results in RoE outcomes
typically 1% lower than those delivered by the Change in FCBVS, where
the equity compensation charge in the income statement is offset in
shareholders’ equity. The agreed threshold vesting level of RFR + 5% is
therefore 1% lower than previously applied. The performance required
to meet target and maximum outturns has been set at the same levels
of RoE over the RFR as previously applied to FCBVS, making achievement
of target more challenging. In current insurance market conditions, the
Board believes these ranges are suitably challenging and will help to
ensure a strong link between remuneration for the Executive Directors
and the Company’s financial performance, the strategy and risk profile
of the business and the investment return environment, without
encouraging excessive risk-taking.
RoE equal to RFR
0
200%
+14%
100%
+8%
0%
payable
25%
+5%
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Personal performance (25%)
This element of the bonus plan is based upon the individual achievement of clearly articulated objectives created at the beginning of each year.
The table below sets out a broad summary of the 2023 personal objectives for each Executive Director.
Executive Director Personal performance
Alex Maloney Business Management and Leadership, including transformation and values.
Implementation of agreed long-term Business Strategy, designed, approved and rolled out in 2022 and continuing
to develop the ESG strategy for the business as a whole.
ESG, focusing on People and Culture and further embedding environmental considerations in underwriting and
investment portfolio management.
Natalie Kershaw Business Management and Leadership, including transformation and values.
Strategic Financial Management supporting growth and transformation.
ESG, focusing on maintaining environmental considerations in investment portfolio management, ensuring fairness
and equity in remuneration for all employees and continued strong financial governance.
Due to their close link to Business Strategy detail, personal objectives for both CEO and CFO are considered commercially sensitive at the present
time. Detailed objectives have been presented to and approved by the Committee and will be described in the 2023 annual report.
Restricted Share Scheme
Performance conditions
For Executive Directors, 2023 RSS awards are subject to a range of
performance conditions based on (i) annual Change in FCBVS; and (ii)
absolute compound annual growth in TSR, both measured by reference
to a period ending on 31 December 2025. These metrics aim to provide
an appropriate focus on the Company’s underlying financial performance
and cycle management, and in the case of absolute TSR to provide an
objective reward for delivering value to shareholders.
Weighting
For 2023, the weighting is 85% on annual Change in FCBVS and 15%
on absolute compound annual growth in TSR.
Target ranges
The annual Change in FCBVS target range for 2023 awards is:
• threshold – 6%; and
• maximum – 13%.
Within the three-year performance period each of the separate financial
years will be treated as a separate element, each one contributing
one-third to the overall outcome of the vesting of this element of the
RSS award. In each year, performance will be measured against the
target range to determine the ultimate level of vesting in respect of
one-third of the RSS award. Vesting will only occur after completion
of the full three-year performance period, and continued employment
of the Executive Director at the time of vesting.
The relevant elements of the RSS award will not vest if annual Change
in FCBVS is below threshold, 25% of the relevant element of the RSS
award will vest at threshold, and 100% of the relevant element of the
RSS award will vest at maximum. Performance between threshold and
maximum is determined on a straight-line basis.
Directors’ Remuneration Report continued
The TSR target range for 2023 awards is:
• threshold – 8% compound annual growth; and
• maximum – 12% compound annual growth.
Absolute TSR will be measured for compound annual growth over
the full three-year performance period rather than looking at each
year separately.
None of the relevant elements of the award will vest if compound
annual growth in TSR is below threshold, 25% of the award will vest at
threshold, and 100% of the award will vest at maximum. Performance
between threshold and maximum is determined on a straight-line basis.
Overriding downwards discretion
If any year produces a return that the Committee believes is significantly
worse than competitors and reflects poor management decisions, the
Remuneration Committee will use its discretion to determine the extent
to which any relevant element of the RSS award shall vest fully (or to a
lesser extent) based on the performance over the full three-year period.
Award levels
2023 RSS award levels are as follows:
• Group CEO – RSS awards in respect of shares to the value of
£2,292,000 (being 300% of salary)
• Group CFO – RSS awards in respect of shares to the value of
£1,443,750 (being 275% of salary)
The number of shares subject to the awards shall be determined
based on the closing average share price for a period of five trading
days immediately prior to the date of the award.
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Governance
Post-vesting holding period
It is a term of RSS awards granted to Executive Directors that they are
expected to hold vested RSS awards (or the resultant net of tax shares),
which had a performance period of at least three years, for a further
period of not less than two years following vesting.
Post-employment holding requirements
In respect of RSS awards made after 1 January 2020, there is a
requirement on each Executive Director to retain 50% of the net of
tax shares resulting on exercise in order to hold an interest equivalent
in value of up to two times salary for a period of two years (or such
other period or amount as the Committee may in future determine)
following the date of termination of employment of the relevant
Executive Director.
Single figure of remuneration
The following table presents the Executive Directors’ emoluments in GBP in respect of the years ended 31 December 2022 and 31 December 2021
for time served as an Executive Director.
Executive Directors
Salary
£’000
Pension
£’000
Taxable
benefits
4
£’000
Total
Fixed pay
£’000
Annual bonus
1
£’000
Long-term
incentives
(RSS)
2,3
£’000
Total
Variable
pay £’000
Total
‘000
Alex Maloney, Group CEO 2022 728 73 8 809 484 307 791 1,600
2021 700 70 8 777 394 862 1,255 2,033
Natalie Kershaw, Group CFO 2022 453 45 7 505 306 157 463 968
2021 391 39 7 437 264 – 264 700
The following charts set out the above disclosed 2022 total remuneration received by serving Executive Directors as a percentage of their total
2022 remuneration.
1. Bonus targets were set at the beginning of 2022 and are based on a clear split between Company financial performance and personal performance on a 75:25 basis. Company
financial performance is based on absolute financial performance against the RFRoR. The Company financial performance component did not pay out as it did not meet the
required threshold. The final bonus payout to Executive Directors will be 22% of the maximum for the Group CEO, 23% of the maximum for the Group CFO. For full details
of Executive Directors’ bonuses and the associated performance delivered see pages 111 and 112. 25% of the serving Executive Directors’ annual bonus is deferred into RSS awards
without performance conditions, vesting at 33.3% per year over a three-year period.
2. For 2022, the long-term incentive values are based on the 2020 Performance RSS awards which vested at 19.8% and are based on a three-year performance period that ended
on 31 December 2022. The values above are based on the average share price for the final quarter of 2022, being £5.6005, and includes the value of dividends accrued on vested
shares.
3. For 2021, the long-term incentive values are based on the 2019 RSS awards which vested at 48.2%, and have been restated using the share price as at the date of vesting:
(11 February 2022) which was £5.480.
4. Benefits shown include taxable benefits only (Private Medical, Critical Illness, Dental and Gym reimbursement). 2021 figures have been adjusted from the published amounts
of CEO £16,102 and CFO £11,737 (which included non-taxable benefits of Life Assurance and Income Protection) to show a true comparison.
Alex Maloney Natalie Kershaw
Fixed Pay: 51%
Annual Bonus: 30%
LTI awards (RSS): 19%
Fixed Pay: 52%
Annual Bonus: 32%
LTI awards (RSS): 16%
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Lancashire Holdings Limited | Annual Report & Accounts 2022
Non-Executive Directors’ fees
Current Non-Executive Directors
Fee
$’000
Other
$’000
Total
$’000
Peter Clarke 2022 350 – 350
2021 350 – 350
Michael Dawson 2022 175 – 175
2021 175 – 175
Simon Fraser 2022 175 95 270
2021 175 80 255
Jack Gressier
1
2022 75 – 75
2021 – – –
Samantha Hoe-Richardson
2
2022 58 24 82
2021 175 69 244
Robert Lusardi 2022 175 – 175
2021 175 – 175
Irene McDermott Brown 2022 175 – 175
2021 118 – 118
Sally Williams
3
2022 175 39 214
2021 175 – 175
1. Jack Gressier was appointed to the Board on 26 July 2022 and his fees represent his time as a Director.
2. Samantha Hoe-Richardson stepped down from the Board on 27 April 2022 and her fees represent her 2022 tenure. Her LUK fees were paid in GBP and converted at the average
exchange rate for the month of payment.
3. Sally Williams was appointed to the LUK Board on 10 May 2022 and fees for LUK represent her time as a Director in 2022 and were paid in GBP and converted at the average
exchange rate for the month of payment.
Annual bonus payments in respect of 2022 performance
As detailed in the Remuneration Policy, each Executive Director participates in the annual bonus plan, under which performance is measured over
a single financial year.
Bonus targets were set at the beginning of 2022 and based on a clear split between Company financial performance and personal performance on
a 75:25 basis. The target value of bonus was 150% of salary for the Group CEO and Group CFO respectively, and the maximum payable was two
times the target value.
Financial performance
75% of the 2021 bonus was based on Company performance conditions and the extent to which these were achieved is as follows:
Performance measure
Financial performance
weighting (of total bonus)
%
Threshold
%
Target
%
Max
%
Actual performance
% % payout
Change in FCBVS 75 RFRoR +6% RFRoR +8% RFRoR +14% (6.7)
0% of target payable in respect
of Company performance
In 2022, the Company financial performance component paid out at 0% of target (being 0% of the maximum) as the Change in FCBVS was negative
6.7% against a target level of RFRoR +8% and a threshold of RFRoR +6%.
Directors’ Remuneration Report continued
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Governance
Personal performance
25% of the 2022 bonus was based on performance against clearly defined personal objectives set at the start of the year.
The table below sets out a summary of the 2022 personal objectives for each Executive Director and some of the factors the Board has considered
to determine whether the objectives have been met.
Executive Director Personal objectives Factors relevant to the Board’s determination for the 2022 performance year
Alex Maloney • Effective leadership and
management of the senior
executive team and the
Group.
• Development of the general
business strategy.
• To further develop and deliver
the Group’s climate and ESG
strategy and to lead the
Company’s values.
• Creation and roll-out of the long-term Group Strategic Vision; Realisation of initial
benefits from ongoing transformation projects; Key senior executive succession
commenced.
• Achieving growth in GWP of 34.9% year on year; Delivery of a combined ratio of 97.7%
in a year of substantial claims losses, demonstrating the portfolio resilience achieved
through growth and diversification in underwriting of exposures; Focused capital
management matched to risk appetite and strategic opportunity; Leadership of
investor engagement.
• Promoted the reporting line of the ESG Committee to the Group Executive Committee
to reflect importance and focus; Joined ClimateWise and continued reporting within the
CDP framework; Climate VaR target met.
• Significant improvement in staff turnover and 85% participation in employee survey with
tangible responses implemented including new family friendly policies and the creation
of a sabbatical policy.
• Company values are demonstrated consistently with the positive culture central to the
roll-out of the long-term strategic vision; Production of a revised ESG framework and
policy, forming a strong foundation for continued evolution.
Natalie Kershaw • Effective management of the
finance function and
participation in Group
management and the Board,
including leading the
transition and preparations
for the implementation of
IFRS 17 in 2023.
• Overall responsibility for the
IT, Change and Data functions.
• Innovative contribution to
strategic planning with
particular focus on capital
and business planning
processes.
• Climate, sustainability and
ESG strategy and values.
• Demonstrated diligent leadership and oversight in all aspects of financial and capital
reporting.; Ownership and management of relationships with ratings agencies and
brokers; Efficiencies identified and realised and strong leadership, planning and oversight
demonstrated on IFRS 17 and 9 implementation project.
• Direct management of ongoing business transformation projects with 2022 delivery
targets achieved on schedule and under budget due to a number of stretch achievements;
Shift to a Group-wide product lines based approach to reporting and significant
improvement in the quality of data presentation achieved.
• Instigated and developed a clear strategic view for the Group, and led the delivery of
the long-term strategic plan; Improvements to production and presentation of financial
reporting and capital metrics are ongoing, reflecting the requirements of IFRS 17 and 9.
• Leadership by example with a strong foundation in the Lancashire values has been
demonstrated consistently resulting in improved inter-department relationships and
more productive working practices.
The personal targets were tailored to each of the Executive Directors, according to their respective roles and areas of personal development.
During the 2022 annual performance reviews of each Executive Director, a performance rating was assigned to determine the level of bonus payout
for which each Executive Director was eligible for the personal performance element of the bonus.
For the 2022 performance against personal objectives, the ratings were determined following a process for the evaluation of performance of the
Executive Directors against the agreed personal targets and discussion and agreement of the outcomes with the Chair and members of the Board with
particular focus on those factors identified as pertinent to 2022 performance. As a result of the 2022 personal performance evaluation process for the
Executive Directors, a bonus at 44% of target (being 89% of the maximum personal element) for the Group CEO and 45% of target (being 90% of
the maximum personal element) for the Group CFO were awarded for the personal component. The overall 2022 bonus outcomes are expressed as
a percentage of the maximum award as illustrated in the table below. The Board considers the business to be well positioned for the opportunities
and challenges which lie ahead.
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Directors’ Remuneration Report continued
A table of performance measures and total 2022 bonus achievement is set out below:
Executive Director
Financial
performance
(max % of
total bonus)
%
Personal
performance
(max % of
total bonus)
%
Bonus %
of maximum
awarded
%
Total bonus
value
£’000
Value of bonus
paid in cash
(75% of total
bonus)
£’000
Value of bonus
deferred into RSS
awards (25% of
total bonus)
1
£’000
Alex Maloney
1
75 25 22 484 363 121
Natalie Kershaw
1
75 25 23 306 229 77
1. In line with the 2020 Remuneration Policy, 25% of total bonus award will be deferred into RSS awards with one-third vesting annually, each year, over a three-year period with the
first third becoming exercisable in February 2024, subject to the Company not being in a closed period. These awards vest on the relevant dates subject to continued employment.
Long-term share awards with performance periods ending in the year – 2020 RSS awards
The 2020 RSS awards were based on a three-year performance period ending on 31 December 2022 and vest following the determination of financial
results by the Board. The tables below set out the achievement against the performance conditions attached to the award, resulting in aggregate
vesting of 19.8%. This is calculated as 23.3% vesting of the Change in FCBVS element (for 85%) and 0% vesting of the TSR element (for 15%).
Absolute compound annual growth in TSR
(relevant to 15% of the 2020 RSS awards)
Annual Change in FCBVS
(within the three year performance period)
(relevant to 85% of the 2020 RSS awards)1
Performance level
Performance required
(%) % vesting
Performance required
(%) % vesting
Below threshold Below 8 – Below 6 0
Threshold 8 25 6 25
Stretch or above 12 or above 100 13 or above 100
Actual achieved (8.8) – see note
1
23.3
2022 2021 2020
1. Change in FCBVS (6.7%) (5.8%) 10.2%
Vesting % of one third by performance year 0.0% 0.0% 70%
2020 RSS Awards 0.0% 0.0% 23.3%
The table above shows the growth in FCBVS for the performance period and the table below shows the details of the vesting for each Executive Director.
Executive Director
3
Number of shares at
grant
Number of shares to
lapse
Number of shares to
vest
Dividend accrual on
vested shares value
1
£
Value of shares
including dividend
accrual
2
£
Alex Maloney 260,292 208,754 51,538 18,056 306,695
Natalie Kershaw 133,216 106,839 26,377 9,241 156,966
1. Dividend equivalent accrues on awards at the record date of a dividend payment and upon exercise the cash value of the accrued dividend equivalent is paid to the employee on the
number of vested awards net of tax required.
2. The value of vested shares is based on the 2020 RSS awards which vest at 19.8% and are based on a three-year performance period that ended on 31 December 2022. The average
share price rate for the final quarter of 2022 (£5.6005) is used for this calculation.
3. There is a two-year post-vesting holding requirement for the 2020 RSS awards for Executive Directors.
Scheme interests awarded during the year
The table below sets out the performance RSS awards that were granted to the serving Executive Directors as nil-cost options on 22 February 2022.
Executive Director Grant date
2
Number of awards
granted during
the year
Face value of
awards granted
during the year
1,3
£
% vesting
at threshold
performance
Alex Maloney 22-Feb-22 415,078 2,182,895 25
Natalie Kershaw 22-Feb-22 212,434 1,117,190 25
1. The awards were based on the five-day average closing share price following announcement of the 2021 results, being £5.259 and the awards were granted as nil-cost options.
2. These awards are due to vest subject to performance conditions being met at the end of the performance period ending 31 December 2024 and becoming exercisable in the first
open period following the release of the Company’s 2024 year-end results after the meeting of the Board in February 2025.
3. The exercise share price is determined once an award has vested on the basis of the share price on the date an award is exercised.
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Governance
Details of all outstanding share awards
In addition to awards made during the 2022 financial year, the table below sets out details of all outstanding awards made under the RSS held by
Executive Directors.
Awards made under the RSS
6
Grant date
1
Exercise
price
Awards held
at 01-Jan-22
Awards granted
during the year
Awards vested
during the year
Awards lapsed
during the year
Awards
exercised during
the year
Awards held at
31-Dec-22
End of
performance
period
Alex Maloney, Group CEO
Performance RSS
2,4
22-Feb-19 – 306,915 – 147,934 158,981 147,934 – 31-Dec-21
Deferred Bonus RSS
3
22-Feb-19 – 4,656 – 4,656 – 4,656 –
Performance RSS
2,4
21-Feb-20 – 260,292 – – – – 260,292 31-Dec-22
Deferred Bonus RSS
3
21-Feb-20 – 33,551 – 16,775 – 16,775 16,776
Performance RSS
2,4
19-Feb-21 – 313,321 – – – – 313,321 31-Dec-23
Deferred Bonus RSS
3
19-Feb-21 – 43,622 – 14,540 – 14,540 29,082
Performance RSS
2,4
22-Feb-22 – – 415,078 – – – 415,078 31-Dec-24
Deferred Bonus RSS
3
22-Feb-22 – – 18,709 – – – 18,709
Total 962,357 433,787 183,905 158,981 183,905 1,053,258
Natalie Kershaw, Group CFO
Non-Performance RSS
5
15-Feb-19 – 12,075 – 12,075 – 12,075 – 31-Dec-21
Performance RSS
2,4
21-Feb-20 – 133,216 – – – – 133,216 31-Dec-22
Performance RSS
2,4
19-Feb-21 – 160,356 – – – – 160,356 31-Dec-23
Deferred Bonus RSS
3
19-Feb-21 – 26,873 – 8,957 – 8,957 17,916
Performance RSS
2,4
22-Feb-22 – – 212,434 – – – 212,434 31-Dec-24
Deferred Bonus RSS
3
22-Feb-22 – – 12,535 – – – 12,535
Total 332,520 224,969 21,032 – 21,032 536,457
1. The market values of the common shares on the dates of grant were:
• 15 February 2019 £6.37 • 22 February 2019 £6.54 • 21 February 2020 £7.61
• 19 February 2021: £6.37 • 22 February 2022 £4.93
2. The vesting dates of the RSS performance awards are subject to being out of a closed
period and are as follows:
• 2020 – first open period following the release of the Company’s 2022 year-end
results and
• 2021 – first open period following the release of the Company’s 2023 year-end
results and
• 2022 – first open period following the release of the Company’s 2024 year-end
results
3. The vesting dates of the RSS deferred bonus awards are subject to being out of a
closed period and, for the 2020 to 2022 deferred bonus awards, are as follows:
• 2020 – vest 33.33% per year over a three-year period at the first open period
following the release of the Company’s year-end results for 2020, 2021, and
2022 and
• 2021 – vest 33.33% per year over a three-year period at the first open period
following the release of the Company’s year-end results for 2021, 2022, and
2023 and
• 2022 – vest 33.33% per year over a three-year period at the first open period
following the release of the Company’s year-end results for 2022, 2023, and 2024.
4. The vesting of the RSS performance awards above is subject to two performance
conditions as follows:
• 15% of each award is subject to a performance condition measuring the absolute
compound annual growth in TSR performance of the Company over a three-year
performance period. 25% of this part of the award vests for threshold performance
(8% compound annual growth) by the Company, rising to 100% vesting of this part
of the award for maximum performance (12% compound annual growth) by the
Company or better. Performance between threshold and maximum is determined
on a straight-line basis.
• The other 85% of each award is subject to a performance condition based on the
Change in FCBVS over a three-year performance period. 25% of this part of the
award will vest if Change in FCBVS over the performance period exceeds the criteria
set out in the table on page 114, whilst all of this part of the award will vest if the
Company’s Change in FCBVS is equal to the more stringent criteria set out in the
table. Between these two points vesting will take place on a straight-line basis. Within
the three-year performance period each of the separate financial years will be treated
as a separate element, each one contributing one-third to the overall outcome of the
vesting of this element of the RSS award. Details of this calculation method were
disclosed on page 79 of the 2018 Annual Report and Accounts.
5. These RSS awards were granted to staff with no performance conditions attached.
The awards were granted to Natalie Kershaw prior to becoming an Executive Director.
6. All awards made under the RSS have an expiry date of 10 years from the date on
which they were granted.
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Lancashire Holdings Limited | Annual Report & Accounts 2022
Absolute compound annual growth in TSR targets for RSS (15% weighting)*
2020 2021 2022 2023
100% 12% 12% 12% 12%
25% 8% 8% 8% 8%
Nil < 8% <8% <8% <8%
Annual internal rate of return of the Change in FCBVS targets for RSS (85% weighting)*
2020 2021 2022 2023
100% 13% 13% 13% 13%
25% 6% 6% 6% 6%
Nil < 6% <6% <6% <6%
* See page 108 for the vesting methodology to be applied for the RSS awards.
Directors’ shareholdings and share interests
Formal shareholding guidelines were first introduced in 2012 and have subsequently been modified. The guidelines require the Group CEO and Group
CFO to build and maintain a shareholding in the Company worth two times annual salary as set out in the Policy Report.
Details of the Directors’ interests in shares are shown in the table below.
Number of common shares
Total as at
1 January 2022 As at 31 December 2022
Directors Legally owned
Subject to deferral
under the RSS
Subject to
performance
conditions under
the RSS
Unvested and not
subject to
performance
conditions under
the RSS
Vested but
unexercised awards
under other
share-based plans Total
Shareholding
guideline
achieved
Alex Maloney 1,749,927 910,899 64,567 988,691 N/A N/A 1,964,157 726%
Natalie Kershaw 373,735 77,922 30,451 506,006 N/A N/A 614,379 104%
Peter Clarke 82,500 82,500 N/A N/A N/A N/A 82,500 N/A
Michael Dawson 20,000 20,000 N/A N/A N/A N/A 20,000 N/A
Simon Fraser 3,000 3,000 N/A N/A N/A N/A 3,000 N/A
Jack Gressier N/A – N/A N/A N/A N/A – N/A
Samantha Hoe-Richardson 5,356 – N/A N/A N/A N/A – N/A
Robert Lusardi 28,000 48,000 N/A N/A N/A N/A 48,000 N/A
Irene McDermott Brown – – N/A N/A N/A N/A – N/A
Sally Williams 11,082 11,082 N/A N/A N/A N/A 11,082 N/A
Note: Share ownership interest equivalent is defined as wholly owned shares or the net of taxes value of RSS awards which have vested but are unexercised and the net of tax value
of deferred bonus and/or non-performance RSS awards. Shares include those owned by persons closely associated with the relevant Executive Director.
The Committee has noted the shareholdings maintained by Natalie Kershaw during her initial period as an Executive Director and considers that
progress in establishing a shareholding has been made in accordance with guideline requirements.
Directors’ Remuneration Report continued
115
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Governance
Performance graph and total remuneration history for Group CEO
The following graph shows the Company’s performance, measured by TSR, compared with the performance of the FTSE 250 Index. The Company’s
common shares commenced trading on the main market of the LSE on 16 March 2009 and the Company joined the FTSE 250 Index on 22 June 2009
and is currently a constituent of this.
0
50
100
150
200
250
300
LRE LN Equity FTSE 250 Index
Source: Datastream (Thomson Reuters)
£
202220212020201920182017201620152013 20142012
This graph shows the value, by 31 December 2022, of £100 invested in LHL on 31 December 2012 compared with the value of £100 invested in the
FTSE 250 Index. The other points plotted are the values at intervening financial year ends.
The table below sets out the total single figure of remuneration for the Group CEOs over the last 10 years with the annual bonus paid as a percentage
of the maximum and the percentage of long-term share awards vesting in each year.
2013 2014
1
2014
2
2015 2016 2017 2018 2019 2020 2021 2022
Total remuneration (£000s
3
) 6,511 6,088 1,453 2,511 2,758 1,517 1,067 2,398 3,193 2,033 1,600
Annual bonus (% of maximum) 80 80 73 72 76 17 19 80 60 19 22
LTI vesting (%) 100 611 50 75 67 22.5 – – 48.2 48.2 19.8
1. Richard Brindle was the Group CEO from 2005 until he retired from the Group and as a Director on 30 April 2014. Mr Brindle was afforded good leaver status and all RSS award
interests were vested upon his departure, using estimated TSR and RoE values (as then defined) at the time of his retirement. The amounts in the table above reflect all awards
which vested in 2014. Further particulars of the vesting were reported in the Group’s 2014 Annual Report and Accounts.
2. Alex Maloney was appointed Group CEO effective 1 May 2014, after the retirement of Mr Brindle. For the purposes of this table his numbers have been pro-rated to account for
only his time in office as CEO for 2014.
3. For the years 2013 – 2020 these figures were converted to GBP using the average exchange rate for the relevant year.
The table above shows the total remuneration figure for the Group CEO during each of the relevant financial years; figures for the current Group CEO
are shown since his appointment to the position on 1 May 2014. The total remuneration figure includes the annual bonus and LTI awards which vested
based on performance in those years. The annual bonus and LTI percentages show the payout for each year as a percentage of the maximum.
116
Lancashire Holdings Limited | Annual Report & Accounts 2022
Directors’ Remuneration Report continued
Group Chief Executive Pay Ratio
Method
25
th
percentile
Total Pay Ratio
Median
Total Pay Ratio
75
th
percentile
Total Pay Ratio
2022 C 24:1 15:1 8:1
During 2022 the number of UK based employees of the Group exceeded 250 for the first time. The table above sets out how the single total figure
of remuneration (STFR) for the Group Chief Executive compares to the STFR of the UK employees at the 25
th
percentile, median and 75
th
percentile.
The table below sets out the split between total remuneration (fixed and variable pay and benefits) and the salary component of that total for UK
employees used in the above total pay ratio calculations. Lancashire has chosen to use methodology C (as defined in the applicable regulations)
to calculate the figures in the tables above and below.
25
th
percentile pay ratio Median pay ratio 75
th
percentile pay ratio
Total Remuneration
(£)
Base Salary
(£)
Total Remuneration
(£)
Base Salary
(£)
Total Remuneration
(£)
Base Salary
(£)
2022 65,627 50,000 107,128 75,000 196,277 130,000
24:1 15:1 15:1 10:1 8:1 6:1
Lancashire uses methodology C and has used the population identified to calculate the average percentage change in remuneration based in the
UK to identify the relevant comparator employee falling at each percentile and to calculate the annual total remuneration relating to 2022 for the
three identified employees on the same basis as the Group Chief Executive’s annual total remuneration for the same period in the single figure table.
Methodology C was chosen over Methodology B as, at the point of producing this report, the Group had not yet reached the threshold number of
employees based in the UK for gender pay gap reporting.
Percentage change in Directors’ remuneration
1
The following table sets out the percentage change in the aggregate value of salary, benefits and bonus for the Directors from the preceding year and
the average percentage change in respect of the employees of the Group taken as a whole.
2022 2021 2020
Base salary/
Fees Benefits
2
Bonus
Base salary/
Fees Benefits
1
Bonus
Base salary/
Fees Benefits
1
Bonus
Executive Directors
Alex Maloney 4.0 4.3 23.1 (0.2) (0.5) (223.1) 3.1 – (27.9)
Natalie Kershaw
3
16.0 13.4 16.0 16.2 11.1 (197.0) N/A N/A N/A
Non-Executive Directors
Peter Clarke – N/A – – N/A – – N/A
Michael Dawson – N/A – – N/A – – N/A
Simon Fraser 5.9 N/A – – N/A – – N/A
Samantha Hoe-Richardson – N/A – – N/A – – N/A
Robert Lusardi – N/A – – N/A – – N/A
Irene McDermott Brown – N/A N/A N/A N/A – – N/A
Sally Williams 34.1 N/A – – N/A – – N/A
Employees of the parent company
4
N/A N/A N/A N/A N/A N/A – – N/A
Employees of the Group 7.5 7.9 105.0 15.2 27.5 (57.9) 8.7 17.5 4.3
1. The change in remuneration for employees of the Group reported in the 2020 and 2021 annual reports and shown in the table above include the effect of headcount changes.
The figures presented for 2022 represent employees in post on 31 December 2021 and 31 December 2022 to provide a like-for-like comparison to Directors. This will form the
basis of calculation going forward.
2. Benefits include pension and all taxable benefits as reported on page 109 in the Single Figure on Remuneration table.
3. The change to Natalie Kershaw’s salary in 2022 reflects salary paid including the mid-year adjustment described in the Chair’s statement on page 96. There was no change
in her CFO salary from 2020 to 2021. The apparent increase has arisen due to her 2020 salary being pro-rated following her appointment as Group CFO on 1 March 2020.
4. As the parent company does not have any employees, it is not possible to provide a percentage change in their pay and therefore the comparison is to the Group as a whole.
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Lancashire Holdings Limited | Annual Report & Accounts 2022
Governance
Relative importance of the spend on pay
The following table sets out the percentage change in dividends and overall spend on pay in the year ended 31 December 2022 compared with the
year ended 31 December 2021.
2022
$m
2021
$m
Percentage change
%
Employee remuneration costs 82.6 79.6 3.8
Dividends 36.2 36.4 (0.5)
Committee members, attendees and advice
For Remuneration Committee membership and attendance at meetings through 2022, please refer to page 94 of this Annual Report and Accounts.
The Remuneration Committee’s responsibilities are contained in its Terms of Reference, a copy of which is available on the Company’s website.
These responsibilities include determining the framework for the remuneration, including pension arrangements, for all Executive Directors, the
Chair and senior executives. The Committee is also responsible for approving employment contracts for senior executives.
Remuneration Committee adviser
The Remuneration Committee is advised by the Executive Compensation practice at Alvarez & Marsal Taxand UK LLP (‘A&M’). A&M was appointed
by the Remuneration Committee during 2020. A&M has discussions with the Remuneration Committee Chair regularly on Committee processes and
topics which are of particular relevance to the Company.
The primary role of A&M is to provide independent and objective advice and support to the Committee’s Chair and members. The Committee is
satisfied that the advice that it receives is objective and independent. A&M is also a signatory to the Remuneration Consultants Group (‘RCG’) Code
of Conduct which sets out guidelines for managing conflicts of interest, and has confirmed to the Committee its compliance with the RCG Code.
The total fees paid to A&M in respect of its services to the Committee for the year ended 31 December 2022 were $115,192. Fees are predominantly
charged on a ‘time spent’ basis.
Engagement with shareholders
Details of votes cast for and against the resolution to approve last year’s Remuneration Report are shown below along with the votes to approve
the 2020 Remuneration Policy; any matters discussed with shareholders during the year, including the autumn 2022 consultation led by the
Remuneration Committee Chair, are provided in the Annual Statement for 2022 starting on page 96. Details on the 2022 AGM vote are also
outlined in the statement.
Vote to approve 2021 Annual Report on
Remuneration (at the 2022 AGM)
Vote to approve 2020-2022
Remuneration Policy (at the 2020 AGM)
Total number
of votes
% of
votes cast
Total number
of votes
% of
votes cast
For 162,129,911 89.7 139,296,316 88.0
Against 18,531,453 10.3 18,944,612 12.0
Total 180,660,364 100.0 158,240,928 100.0
Abstentions 1,018 395,937
Please see page 96 for the Chair’s discussion of the 2022 AGM Remuneration vote outcomes and for the proposal to submit a revised Remuneration
Policy for the period from 2023 to 2025 inclusive for shareholder approval at the April 2023 AGM.
Approved by the Board of Directors and signed on behalf of the Board.
Irene McDermott Brown
Chair of the Remuneration Committee
9 February 2023
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Lancashire Holdings Limited | Annual Report & Accounts 2022
Directors’ Report
Directors’ Report
Overview of the Group
LHL is a Bermuda incorporated company (Registered Company No.
37415) with operating subsidiaries in Bermuda, London and Australia
and two syndicates at Lloyd’s.
The Company’s common shares were admitted to trading on AIM in
December 2005 and were subsequently moved up to the Official List
and to trading on the main market of the LSE on 16 March 2009. The
shares have been included in the FTSE 250 Index since 22 June 2009
and have a premium listing on the LSE.
Principal activities
The Company’s principal activity, through its wholly-owned subsidiaries,
is the provision of global specialty, catastrophe and casualty insurance
and reinsurance products. An analysis of the Group’s business
performance can be found in the business review starting on page 20.
Dividends
During the year ended 31 December 2022, the following dividends
were declared:
• a final dividend of $0.10 per common share was declared
on 10 February 2022 subject to shareholder approval, which
was received at the 2022 AGM. The final dividend was paid
on 10 June 2022 in pounds sterling at the pound/U.S. dollar
exchange rate of 1.2196 or £0.082 per common share; and
• an interim dividend of $0.05 per common share was declared
on 26 July 2022 and paid on 2 September 2022 in pounds sterling
at the pound/U.S. dollar exchange rate of 1.2141 or £0.0412 per
common share.
Dividend policy
The Group intends to maintain a strong balance sheet at all times,
while generating an attractive risk-adjusted total return for shareholders.
We actively manage capital to achieve those aims. Capital management
is expected to include the payment of a sustainable annual (interim
and final) ordinary dividend, supplemented by special dividends
from time-to-time. Dividends will be linked to past performance
and future prospects.
Under most scenarios, the annual ordinary dividend is not expected
to reduce from one year to the next. Special dividends are expected
to vary substantially in size and in timing. The Board may cancel the
payment of any dividend between declaration and payment for
purposes of compliance with regulatory requirements or for
exceptional business reasons.
Current Directors
• Peter Clarke (Non-Executive Chair)
• Alex Maloney (Group Chief Executive Officer)
• Natalie Kershaw (Group Chief Financial Officer)
• Michael Dawson (Non-Executive Director)
• Simon Fraser (Non-Executive Director)
• Jack Gressier (Non-Executive Director)
• Robert Lusardi (Senior Independent Non-Executive Director)
• Irene McDermott Brown (Non-Executive Director)
• Sally Williams (Non-Executive Director)
Directors’ interests
The Directors’ beneficial interests in the Company’s common shares
as at 31 December 2022 and 2021, including interests held by family
members, were as follows:
Directors
Common shares
held as at
31 December 2022
Common shares
held as at
31 December 2021
Peter Clarke 82,500 82,500
Michael Dawson 20,000 20,000
Simon Fraser 3,000 3,000
Jack Gressier
1
– N/A
Samantha Hoe-Richardson
2
N/A 5,356
Natalie Kershaw
3
77,922 41,215
Robert Lusardi
4
48,000 28,000
Alex Maloney
5
910,899 787,570
Irene McDermott Brown – –
Sally Williams 11,082 11,082
1. Jack Gressier was appointed to the Board with effect from 26 July 2022
2. Samantha Hoe-Richardson ceased being a Director on 27 April 2022.
Ms Hoe-Richardson held 5,356 shares in the Company as at 27 April 2022
3. Includes 25,082 shares held by her spouse, Adam Burton. Natalie Kershaw
conducted the following transactions in the Company’s shares during 2022:
• 15 February 2022 – exercise of 21,032 RSS awards and related sale of 9,407 shares
to cover tax liabilities, at a price of £5.32 realising £50,045.24.
• 14 March 2022 – purchase of 12,438 shares at a price of £4.02 costing £49,985.09
by Adam Burton
• 9 May 2022 – purchase of 12,644 shares at a price of £3.95 costing £49,986.21
by Adam Burton
4. Robert Lusardi conducted the following transactions in the Company’s shares
during 2022:
• 11 May 2022 – purchase of 20,000 shares at a price of $5.87 costing $97,490.94
5. Includes 181,819 shares owned by his spouse, Amanda Maloney. Alex Maloney
conducted the following transactions in the Company’s shares during 2022:
• 23 February 2022 – exercise of 183,905 RSS awards and related sale of 86,673
shares to cover tax liabilities, at a price of £4.99 realising £432,680.28
• 10 March 2022 – purchase of 22,135 shares at a price of £3.84 and 3,962 shares
at a price of £3.79 for a total costing of £99,998.25 by Amanda Maloney.
Transactions in own shares
Pursuant to the authority granted at the AGM held on 27 April 2022, the
Company has carried out three separate share repurchase programmes
commencing on 16 May 2022, 8 August 2022 and 14 November 2022
respectively and repurchasing a total of 4,589,592 common shares
for an aggregate amount of $23.3 million. The repurchased shares
were acquired to satisfy future exercises of awards made under the
Group’s RSS.
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Governance
Under the current authority, the Company has 19,811,408
common shares remaining to be purchased as at 31 December 2022
(approximately $155.8 million at the 31 December 2022 share price).
Further details of the share repurchase authority and programme are set
out in note 19 to the consolidated financial statements on page 183. The
authority to repurchase shares is subject to renewal at the 2023 AGM
for an amount of up to 10% of the then issued common share capital.
Directors’ remuneration
The Directors have decided to prepare voluntarily a Directors’
Remuneration Report in accordance with Schedule 8 to The Large
and Medium-sized Companies and Groups (Accounts and Reports)
Regulations 2008 made under the Companies Act 2006, as if those
requirements applied to the Company. Details of the Directors’
remuneration are set out in the Directors’ Remuneration Report
starting on page 96.
Substantial shareholders
As at 9 February 2023, the Company was aware of the following
interests of 3% or more in the Company’s issued share capital:
Shareholder No. of Shares % of issued ISC
Baillie Gifford 28,663,197 11.75
Setanta Asset Management 24,154,461 9.90
GLG Partners 13,998,754 5.74
Polar Capital 11,847,231 4.86
Vanguard Group 11,361,922 4.66
BlackRock 11,287,888 4.63
Invesco 9,607,325 3.94
Fidelity International 8,088,204 3.31
Corporate governance – compliance statement
The Company’s compliance with the Code is detailed in the
Sustainability and Governance reporting sections of this Annual Report
and Accounts on pages 44 to 46 and more particularly in Peter Clarke’s
introduction to those sections on page 40.
The Board considers, and the Company confirms, in accordance with
the principle of ‘comply or explain’, that the Company has applied the
principles and complied with the provisions and guidance set out in the
Code throughout the year ended 31 December 2022.
Health and safety
The Group considers the health and safety of its employees to be
a management responsibility equal to that of any other function.
The Group operates in compliance with health and safety legislative
requirements in Bermuda and the UK.
Greenhouse gas emissions and TCFD reporting
The Group’s greenhouse gas emissions are detailed in this Annual Report
and Accounts on page 60. The Group’s TCFD Report is included in this
Annual Report and Accounts starting on page 61.
Employees
The Group is an equal opportunities employer and does not tolerate
discrimination of any kind in any area of employment or corporate
life. The Group believes that education and training for employees
is a continuous process and employees are encouraged to discuss
training needs with their managers. The Group’s health and safety,
equal opportunities, training and other employment policies are
available to all employees in the staff handbook which is located
on the Group’s intranet.
Creditor payment policy
The Group aims to pay all creditors promptly and in accordance with
contractual and legal obligations.
Financial instruments and risk exposures
Information regarding the Group’s risk exposures is included in the ERM
report starting on page 26 and in the risk disclosures section starting on
page 144 of the consolidated financial statements. The Group’s use of
derivative financial instruments can be found on page 141.
Accounting standards
The Group’s consolidated financial statements are prepared on a going
concern basis in accordance with IFRS as adopted by the EU. Where
IFRS 4, Insurance Contracts is silent, as it is in respect of certain aspects
relating to the measurement of insurance products, the IFRS framework
allows reference to another comprehensive body of accounting
principles. In such instances, the Group’s management determines
appropriate measurement bases, to provide the most useful information
to users of the consolidated financial statements, using their judgement
and considering U.S. GAAP.
Annual General Meeting
The Notice of the 2023 AGM, to be held on 26 April 2023 at the
Company’s head office, Power House, 7 Par-la-Ville Road, Hamilton
HM 11, Bermuda, is contained in a separate circular to shareholders
which is made available to shareholders at the same time as this
Annual Report and Accounts. The Notice of the AGM is also available
on the Company’s website.
Electronic and website communications
Provisions of the Bermuda Companies Act 1981 enable companies
to communicate with shareholders by electronic and/or website
communications. The Company will notify shareholders (either in
writing or by other permitted means) when a relevant document or
other information is placed on the website and a shareholder may
request a hard copy version of the document or information.
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Going concern and viability statement
The performance review section starting on page 20 sets out details
of the Group’s financial performance, capital management, business
environment and outlook. In addition, further discussion of the principal
risks and material uncertainties affecting the Group can be found on
pages 30 to 37. Starting on page 144 the risk disclosures section of the
consolidated financial statements sets out the principal risks to which
the Group is exposed, including insurance, climate change, pandemic,
market, liquidity, credit, operational and strategic, together with the
Group’s policies for monitoring, managing and mitigating its exposures
to these risks. Further details of the Group’s scenario testing and
resilience to climate change risk can be found in the TCFD Report
starting on page 61.
The Board considers annually and on a rolling basis, a strategic plan for
the business which the Company progressively implements. The strategic
plan approved by the Board at its meeting on 26 July 2022 covered the
five-year period, including the current year, from 2022 to 2026 as well
as a longer term strategic plan towards the year 2030. The Board also
approved at its meeting on 2 November 2022 a management proposal
for a more detailed three-year business forecast covering 2023 to 2025,
which (as in 2022 and prior years) will be revised and reviewed by the
Board at each of its quarterly meetings throughout 2023. The three year
business plan period aligns to the predominantly short-tail nature of
the Group’s liabilities and the agility in the business model, allowing
the Group to adapt capital and solvency quickly in response to market
cycles, events and opportunities. This is consistent with the outlook
period in the Group’s ORSA report. The Board receives quarterly
reports from the Group CRO and sets, approves and monitors
risk tolerances for the business.
During 2022, the Board carried out a robust assessment of the principal
risks facing the Group, including those that would threaten its business
model, future performance, solvency or liquidity. As part of this
assessment the business plan was stressed for a number of severe but
plausible scenarios and the impact on capital evaluated. As we note in
the Audit Committee report on page 80 and throughout this Annual
Report and Accounts, the Board had a particular focus on the impacts
of the conflict in Ukraine and a number of major natural catastrophe
loss events, including the U.S. hurricane Ian. The Board also continued
to monitor the ongoing volatility in the global investment markets.
The Audit Committee also considered a formal and thorough `going
concern’ analysis from management at both its July 2022 and February
2023 meetings (for further details see page 85 in the Audit Committee
report). The Directors believe that the Group is well placed to manage
its business risks successfully, having considered the current economic
outlook. Accordingly, the Board has a reasonable expectation that,
taking into account the Group’s current position, and subject to the
principal risks faced by the business, the Group will be able to continue
in operation and to meet its liabilities as they fall due for the period up
to 31 December 2025, being the period considered under the Group’s
current three-year business plan.
Going Concern
Based on the going concern assessment performed as at 31 December
2022, the Directors consider there to be no material uncertainties that
may cast significant doubt over the Group’s ability to continue to
operate as a going concern and to adopt the going concern basis of
accounting. The Directors have formed a judgement that there is a
reasonable expectation that the Group has adequate resources to
continue in operational existence as a going concern in the foreseeable
future, a period of at least 12 months from the date of signing the
Group’s consolidated financial statements.
Auditors
Resolutions will be proposed at the Company’s 2023 AGM to re-appoint
KPMG LLP as the Company’s auditors and to authorise the Directors to
set the auditors’ remuneration.
Disclosure of information to the auditors
Each of the persons who is a Director at the date of approval of this
Annual Report and Accounts confirms that:
• so far as the Director is aware, there is no relevant audit information
of which the Company’s auditors are unaware; and
• the Director has taken all the steps that he or she ought to have
taken as a Director in order to make himself or herself aware of
any relevant audit information and to establish that the Company’s
auditors are aware of that information.
Approved by the Board of Directors and signed on behalf of the Board.
Christopher Head
Company Secretary
9 February 2023
Directors’ Report continued
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Governance
Statement of Directors’ Responsibilities
The Directors are responsible for preparing the Annual Report and
Accounts and the Group’s consolidated financial statements in
accordance with applicable law and regulations.
Company law requires the Directors to prepare financial statements for
each financial year that give a true and fair view of the state of affairs
of the Group and of the profit or loss of the Group for that year. The
consolidated financial statements have been prepared in accordance
with IFRS as adopted by the EU. Where IFRS, as adopted by the EU, is
silent, as it is in respect of certain aspects relating to the measurement
of insurance products, the IFRS framework allows reference to another
comprehensive body of accounting principles. In such instances, the
Group’s management determines appropriate measurement bases
to provide the most useful information to users of the consolidated
financial statements, using their judgement and considering U.S. GAAP.
Further detail on the basis of preparation is described in the consolidated
financial statements.
In preparing the consolidated financial statements, the Directors are
required to:
• select suitable accounting policies and apply them consistently;
• make judgements and accounting estimates that are reasonable,
relevant and reliable;
• state whether they have been prepared in accordance with IFRS
as adopted by the EU;
• state whether applicable accounting standards have been followed,
subject to any material departures disclosed and explained in the
Group’s consolidated financial statements;
• provide additional disclosures where compliance with the specific
requirements of IFRS as adopted by the EU are considered to be
insufficient to enable users to understand the impact of particular
transactions, events and conditions on the financial position and
performance;
• assess the Group’s ability to continue as a going concern, disclosing,
as applicable, matters related to going concern; and
• use the going concern basis of accounting unless they either intend
to liquidate the Group or to cease operations or have no realistic
alternative but to do so.
The Directors are responsible for keeping adequate accounting records
that are sufficient to show and explain the Group’s transactions and
disclose with reasonable accuracy at any time the financial position of
the Group, and enable them to ensure that the consolidated financial
statements comply with applicable laws and regulations. They are also
responsible for such internal control as they determine is necessary to
enable the preparation of the consolidated financial statements that are
free from material misstatement, whether due to fraud or error, and also
have general responsibility for safeguarding the assets of the Group, and
hence for taking reasonable steps for prevention and detection of fraud
and other irregularities.
Directors’ responsibility statement
The Directors confirm that to the best of their knowledge:
• the consolidated financial statements, prepared in accordance with
IFRS as adopted by the EU, give a true and fair view of the assets,
liabilities, financial position and profit of the Group;
• the Board considers the Annual Report and Accounts, taken as
a whole, is fair, balanced and understandable and provides the
information necessary for shareholders to assess the Group’s
position and performance, business model and strategy; and
• the strategy and the business review sections of this Annual Report
and Accounts include a fair review of the development and
performance of the business and the position of the Group,
together with a description of the principal risks and uncertainties
that the Group faces.
Legislation in Bermuda governing the preparation and dissemination of
the consolidated financial statements may differ from legislation in other
jurisdictions. In addition, the rights of shareholders under Bermuda law
may differ from those for shareholders of companies incorporated in
other jurisdictions.
By order of the Board
9 February 2023
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Lancashire Holdings Limited | Annual Report & Accounts 2022
Independent Auditor’s Report to the Members of Lancashire Holdings Limited
1. Our opinion is unmodified
We have audited the consolidated financial statements of Lancashire Holdings Limited (“the Group”) for the year ended 31 December 2022
which comprise the consolidated statement of comprehensive income, the consolidated balance sheet, the consolidated statement of changes
in shareholders’ equity, the statement of consolidated cash flows, and the related notes, including the accounting policies on pages 136 to 143
of this Annual Report and Accounts.
In our opinion:
• the consolidated financial statements give a true and fair view of the state of the Group’s affairs as at 31 December 2022 and of the Group’s loss
for the year then ended; and
• the consolidated financial statements have been properly prepared in accordance with International Financial Reporting Standards as adopted
by the European Union.
Basis for opinion
We conducted our audit in accordance with International Standards on Auditing (UK) (“ISAs (UK)”) and applicable law. Our responsibilities are
described below. We believe that the audit evidence we have obtained is a sufficient and appropriate basis for our opinion. We have fulfilled our ethical
responsibilities under, and we remain independent of, the Group in accordance with UK ethical requirements including the FRC Ethical Standard as
applied to other listed entities.
2. Key audit matters: our assessment of risks of material misstatement
Key audit matters are those matters that, in our professional judgement, were of most significance in the audit of the consolidated financial
statements and include the most significant assessed risks of material misstatement (whether or not due to fraud) identified by us, including those
which had the greatest effect on: the overall audit strategy; the allocation of resources in the audit; and directing the efforts of the engagement team.
These matters were addressed, in the context of our audit of the consolidated financial statements as a whole, and in forming our opinion thereon
and we do not provide a separate opinion on these matters. In arriving at our audit opinion above, the key audit matters, in decreasing order of audit
significance, were as follows:
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Lancashire Holdings Limited | Annual Report & Accounts 2022
Financial Statements
Valuation of insurance contract liabilities for losses and loss adjustment expenses of IBNR on a gross and net of outwards
reinsurance basis
(2022: $1,780.8 million gross, $1,188.7 million net of outwards reinsurance, of which incurred but not reported represented $1,069.8 million gross,
$609.9 million net of outwards reinsurance; 2021: $1,291.1 million gross, $872.3 million net of outwards reinsurance, of which incurred but not
reported (IBNR) represented $664.2 million gross, $364.1 million net of outwards reinsurance).
Refer to pages 80 to 85 (Audit Committee report), page 140 (accounting policy) and pages 177 to 179 (financial disclosures)
Risk vs 2021: <>
The risk Our response
The Group maintains insurance contract liabilities
to cover the estimated ultimate cost of settling all
losses and loss adjustment expenses arising from
events including any arising from the Ukraine
conflict which have occurred up to the balance
sheet date, regardless of whether those losses
have been reported to the Group.
Subjective valuation:
Insurance contract liabilities represent the single
largest liability for the Group. Valuation of the
incurred, but not reported, liabilities is highly
judgmental because it requires a number of
assumptions to be made with high estimation
uncertainty such as initial expected loss ratios,
estimates of ultimate premium, claim development
patterns, inflation and rate changes. The
determination and application of the methodology
and performance of the calculations are also
complex. These judgmental and complex
calculations for insurance contract liabilities are
also used to derive the valuation of the related
reinsurance assets.
In setting the provision for insurance contract
liabilities, an allowance is made for specific risks.
The determination of the allowance is a subjective
judgement based on the perceived uncertainty
and potential for volatility in the underlying
claims. We consider the uncertainty to be elevated
in the current year as a result of the judgement
required in respect of potential claim scenarios
that could arise in respect of the Ukraine conflict.
The effect of these matters is that, as part of our
risk assessment, we determined that valuation of
gross and net insurance contract liabilities for losses
and loss adjustment expenses has a high degree of
estimation uncertainty, with a potential range of
reasonable outcomes greater than our materiality
for the consolidated financial statements as a
whole, and possibly many times that amount.
The consolidated financial statements (note 13)
disclose the sensitivity estimated by the Group.
We have used our own actuarial specialists to assist us in performing our procedures in
this area.
Our procedures included:
Controls design and implementation
Evaluating and testing the design and implementation of key controls over the
appropriateness of the methodology, actuarial assumptions and data used in the valuation
process of insurance contract liabilities.
Assessment of assumptions and methodology
Assessing and challenging the reserving assumptions and methodology (on a gross and net
of outwards reinsurance basis) based on our understanding of the reserving policy within the
Group. This has also involved comparing the Group’s reserving methodology with industry
practice and understanding the rationale for any key differences.
We have also specifically assessed the methodology employed to determine potential losses
that could arise in respect of the Ukraine conflict.
Historical experience
Challenging the quality of the Group’s historical reserving estimates by monitoring the
development of losses against initial estimates.
Independent re-projections
Applying our own assumptions, across all attritional classes of business, to perform re-
projections on the insurance contract liabilities on both a gross and net of outwards reinsurance
basis and comparing these to the Group’s projected results including any allowance for specific
risks. Where there were significant variances in the results, we have challenged the Group’s
assumptions with respect to selected initial expected loss ratios and inflation.
Data reconciliations
Assessing the completeness and accuracy of the data used within the reserving process
by reconciling the actuarial source data to the financial systems.
Sector experience and benchmarking of large losses
Assessing and challenging the reserving assumptions by comparing the Group’s loss
experience to peers in the market, on a gross and net of outwards reinsurance basis,
including on a contract by contract basis for large loss and catastrophe events. A large
loss is defined as a single loss or event greater than $5m on a gross ultimate basis.
We performed the tests above over the valuation rather than seeking to rely on the
Group’s controls because the nature of the balance is such that we would expect to
obtain audit evidence primarily through the detailed procedures described.
Assessing transparency
Considering the adequacy of the Group’s disclosures in respect of the valuation of
insurance liabilities.
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Lancashire Holdings Limited | Annual Report & Accounts 2022
Valuation of premiums receivable from insureds and cedants which are estimated (related to one component of the Group,
Lancashire Insurance Company Limited “LICL”)
(2022: $688.3 million, 2021: $490.6 million) A portion of inwards premiums receivable from insureds and cedants are estimated and relate to LICL.
Refer to pages 80 to 85 (Audit Committee report), page 140 (accounting policy) and page 180 (financial disclosures)
Risk vs 2021: <>
The risk Our response
Subjective valuation:
A material proportion of premiums written through the syndicates
(LSL), UK and Bermudan insurers (LUK and LICL), is based on a best
estimate of ultimate premiums. Judgement is involved in determining
the ultimate estimates in order to establish the appropriate premium
value and, ultimately, the cash to be received. As updated information
is received over the life of the contract, adjustments are made to
the premium recognised with inwards premiums receivable from
insureds and cedants recorded on the consolidated balance sheet
at the year end.
Adjustments are made to gross premiums written to reflect the
underlying adjustment to ultimate premium estimates such as
declarations received on binding authority contracts, reinstatement
premiums on reinsurance contracts and other routine adjustments
to premium income due to policy amendments.
We consider the judgement and the estimation uncertainty to be
significant within LICL as there is limited historical data to assess
management’s past accuracy of estimating premium income (“EPI”)
within LICL and the EPI monitoring process within LICL is newly
established. We note that LICL increased its revenue from existing
and new lines of business in the year. For LUK and LSL, although we
continue to perform procedures over the estimated premium receivable,
we did not identify significant subjectivity and estimation uncertainty
within these balances as part of our risk assessment, and therefore
have not assessed these as a significant risk in our current year audit.
The effect of these matters is that, as part of our risk assessment, we
determined that the valuation of inwards premiums receivable from
insureds and cedants at the year-end related to the LICL balances in
the consolidated Group balance sheet has a high degree of estimation
uncertainty, with a potential range of reasonable outcomes greater
than our materiality for the consolidated financial statements as a
whole, and possibly many times that amount
It should however be noted that it is only a portion of the inwards
premiums receivable from insureds and cedants balance (and of
total gross premiums written in the consolidated statement of
comprehensive income) that is subject to this valuation risk.
Our procedures over the LICL EPI balances in the consolidated financial
statements included:
Controls design and implementation
Evaluating and testing the design and implementation of key
controls over the initial recording and periodic review of premium
estimates booked.
Tests of detail
Assessing estimated premium balances for a sample of policies, by
corroborating to third party supporting evidence or signed contracts.
Independent re-projections
Using our own actuarial specialist, performing reprojections of the
ultimate premium on a sample of mortgage contracts and comparing
these to the Group’s projected ultimate premium estimates.
Retrospective analysis
Assessing the Group’s past expertise in making premium estimates by
comparing the estimates and actuals for prior year estimated debtor
balance for a sample of policies.
We performed the tests above over the valuation rather than seeking
to rely on the Group’s controls because the nature of the balance is
such that we would expect to obtain audit evidence primarily through
the detailed procedures described.
Assessing transparency
Considering the adequacy of the Group’s disclosures in respect of
the valuation of premiums which are estimated.
Independent Auditor’s Report to the Members of Lancashire Holdings Limited continued
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Financial Statements
Valuation of level 3 investments
(2022: $215.1 million, 2021: $212.5 million)
Refer to pages 80 to 85 (Audit Committee report), page 141 (accounting policy) and pages 172 to 175 (financial disclosures)
Risk vs 2021: <>
The risk Our response
A proportion of the Group’s invested assets comprise holdings in hedge
funds and private investment funds which are classified as level 3
investments.
The valuations of these investments are based on the relevant fund
managers’ valuation reports. These assets are inherently harder to
value due to the inability to obtain a market price of these assets
as at the balance sheet date.
The effect of these matters is that, as part of our risk assessment, we
determined that valuation of level 3 investments has a high degree of
estimation uncertainty, with a potential range of reasonable outcomes
greater than our materiality for the consolidated financial statements as
a whole, and possibly many times that amount.
Our procedures included:
Control design and implementation
Evaluating and testing the design and implementation of the controls
associated with the valuation of level 3 investments.
Comparing valuations
Obtaining the latest fund managers’ valuation reports and comparing
them to the valuations recorded by the Group as at year end to assess
for any material valuation differences.
Benchmarking hedge funds & private debt funds
Understanding the strategy for each investment fund held by the Group
to identify relevant comparable indices and comparing their valuations
with the hedge funds and private investment funds held by the Group.
Where this benchmarking identifies a material difference we investigate
the possible reasons for differences and assess if any adjustment is
required at the year-end.
Historical accuracy
Retrospectively assessing the historical accuracy of the valuations used
by the Group by comparing interim fund manager valuation reports
to the final year-end reports for prior periods. Where this identifies
a material difference we investigate the reasons for differences and
evaluate the reliability of management’s valuation process and their
historic ability to estimate the year end valuation.
We performed the tests above over the valuation rather than seeking
to rely on the Group’s controls because the nature of the balance is
such that we would expect to obtain audit evidence primarily through
the detailed procedures described.
Assessing transparency
Considering the adequacy of the Group’s disclosures in respect of the
valuation of level 3 investments.
Independent Auditor’s Report to the Members of Lancashire Holdings Limited continued
3. Our application of materiality and an overview of the scope of our audit
Materiality for the consolidated financial statements as a whole was set at $12.0 million (2021: $9.7 million), determined with reference to a
benchmark of gross premiums written (2021: gross premiums written), of which it represents 0.7% (2021: 0.8%). We consider gross premiums written
to be the most appropriate benchmark given the size and complexity of the business as it provides a stable measure year on year. We also compared
our materiality against other relevant benchmarks (total assets, net assets and loss before tax) to ensure the materiality selected was appropriate for
our audit.
In line with our audit methodology, our procedures on individual account balances and disclosures were performed to a lower threshold: performance
materiality, so as to reduce to an acceptable level the risk that individually immaterial misstatements in individual account balances add up to a
material amount across the consolidated financial statements as a whole.
Performance materiality was set at 75% (2021: 75%) of materiality for the consolidated financial statements as a whole, which equates to $9.0 million
(2021: $7.2 million). We applied this percentage in our determination of performance materiality because we did not identify any factors indicating an
elevated level of risk.
We agreed to report to the Audit Committee any corrected or uncorrected identified misstatements exceeding $0.56 million (2021: $0.4 million),
in addition to other identified misstatements that warranted reporting on qualitative grounds.
We were able to rely upon the Group’s internal control over financial reporting in several areas of our audit, where our controls testing supported
this approach, which enabled us to reduce the scope of our substantive audit work; in the other areas the scope of the audit work performed was
fully substantive.
Of the Group’s ten (2021: nine) reporting components, we subjected five (2021: five) to full scope audits for Group purposes which were the parent
company (LHL), UK insurance company (LUK), Bermudan insurance company (LICL), UK service entity (LISL) and the Group’s participation in Lloyd’s
Syndicate 2010 and 3010. Including the audit of the consolidation adjustments, our scope covered 100% (2021: 100%) of gross premiums written,
total assets and total liabilities.
For the residual components, we performed analysis at an aggregated group level to re-examine our assessment that there were no significant risks
of material misstatement within these.
The Group team instructed component auditors as to the significant areas to be included within audit scope, including the relevant risks detailed
above and the information to be reported back.
The Group team determined the component materialities, which ranged from $3.0 million to $8.9 million (2021: $2.4 million to $8.0 million),
having regard to the mix of size and risk profile of the Group across the components.
The work on four of the five full scope components (2021: four of the five components) was performed by component auditors with the audit
of the parent company performed by the Group team.
In working with component auditors, we:
• Held planning calls with component audit teams to discuss the significant areas of the audit relevant to the components;
• Issued group audit instructions to component auditors on the scope of their work;
• Held risk assessment update discussions with the component audit teams before the commencement of the final phases of the audit led by
the Group engagement partner and engagement quality control partner;
• Visited Bermuda and UK (2021: UK) components in-person as the audit progressed to understand and challenge the audit approach and organised
video conferences with the partners and directors of the Group and component audit teams. At these visits and video conferences, the findings
reported to the Group team were discussed in more detail, and any further work required by the Group team was then performed by the
component audit teams;
• Inspected component audit teams’ key work papers in person and/or using remote technology capabilities to evaluate the quality of execution
of the audits of the components.
4. The impact of climate change on our audit
In planning our audit, we performed a risk assessment, including enquiries of management, to determine how the impact of commitments made by
the Group in respect of the transition to net zero carbon emissions, as well as the physical risks of climate change, and transition risks faced by the
Group’s customer base, could impact on the financial statements and our audit. We held discussions with our own climate change professionals to
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challenge our risk assessment. Through the procedures we performed, we did not identify any material impact of climate change on the Group’s
material accounting estimates and there was no significant impact of this assessment on our key audit matters.
The Group predominantly underwrites short-tail catastrophe risks. Climate change may result in an increase in the frequency and severity of
climate-related catastrophe events, leading to higher insurance pay-outs. However, the short-term nature of the Group’s insurance contracts means
that the impact of losses from catastrophes for the year ended 31 December 2022 is already recorded within the group’s insurance contract liabilities
at the balance sheet date. The Group considers this loss experience in evaluating individual risk exposures, and the setting of insurance premium rates
for both new policies and the periodic renewal of its existing insurance underwriting portfolio. The Group expects any increase in the frequency and
severity of climate-related catastrophe events to be reflected in future market premium rates. These considerations are factored into the Group’s
going concern assessments, in the assessment of which the Group performed a specific climate change stress scenario.
The Group also holds investments and assesses climate risk exposure within the portfolio. Given the predominantly short-term nature of these
investments, we have assessed that there is no significant risk related to climate with regards to the valuation of these investments at the balance
sheet date.
Taking into account the extent of the headroom of the recoverable amount over the carrying amount of the cash generating units, including the
Group’s intangible assets with indefinite useful lives, we assessed the risk of climate change to the carrying amount of these assets at the balance
sheet date to be not significant.
We have read the disclosures of climate related information in the Annual Report and Accounts and considered their consistency with the
consolidated financial statements and our audit knowledge. We have not been engaged to provide assurance over the accuracy of the climate risk
disclosures in the Annual Report and Accounts.
5. Going concern
The directors have prepared the consolidated financial statements on the going concern basis as they do not intend to liquidate the Group or to
cease their operations, and as they have concluded that the Group’s financial position means that this is realistic. They have also concluded that
there are no material uncertainties that could have cast significant doubt over their ability to continue as a going concern for at least a year from
the date of approval of the consolidated financial statements (“the going concern period”).
We used our knowledge of the Group, its industry, and the general economic environment to identify the inherent risks to its business model and
analysed how those risks might affect the Group’s financial resources or ability to continue operations over the going concern period. The risk that
we considered most likely to adversely affect the Group’s available financial resources over this period was the valuation of insurance contract
liabilities, given the estimation and judgement involved in setting these reserves.
We also considered less predictable but realistic second order impacts that could affect demand in the Group’s markets, such as the impact of climate
change on the Group’s results and operations, the performance of the investment portfolio, credit ratings for key insurance subsidiaries, solvency and
capital adequacy.
We considered whether these risks could plausibly affect the liquidity and solvency in the going concern period by comparing severe, but plausible
downside scenarios and the degree of downside changes in assumptions that, individually and collectively, could result in a liquidity and solvency
issue taking into account the Group’s current and projected financial resources (a reverse stress test).
We considered whether the going concern disclosure on page 136 of the consolidated financial statements gives a full and accurate description
of the Directors’ assessment of going concern, including the identified risks and dependencies.
Our conclusions based on this work:
• we consider that the directors’ use of the going concern basis of accounting in the preparation of the consolidated financial statements is
appropriate;
• we have not identified, and concur with the directors’ assessment that there is not, a material uncertainty related to events or conditions that,
individually or collectively, may cast significant doubt on the Group’s ability to continue as a going concern for the going concern period; and
• we have nothing material to add or draw attention to in relation to the directors’ statement on page 121 of the consolidated financial statements
on the use of the going concern basis of accounting with no material uncertainties that may cast significant doubt over the Group’s use of that
basis for the going concern period, and we found the going concern disclosure on page 136 to be acceptable
However, as we cannot predict all future events or conditions and as subsequent events may result in outcomes that are inconsistent with judgements
that were reasonable at the time they were made, the above conclusions are not a guarantee that the Group will continue in operation.
Independent Auditor’s Report to the Members of Lancashire Holdings Limited continued
6. Fraud and breaches of laws and regulations – ability to detect
Identifying and responding to risks of material misstatement due to fraud
To identify risks of material misstatement due to fraud (“fraud risks”) we assessed events or conditions that could indicate an incentive or pressure
to commit fraud or provide an opportunity to commit fraud. Our risk assessment procedures included:
• Enquiring of Directors, the Audit Committee, Internal Audit, the Risk function, Head of Group legal and the Company Secretary, together with
inspection of policy documentation, as to the Group’s high-level policies and procedures to prevent and detect fraud, including the internal
audit function, and the Group’s channel for “whistleblowing”, as well as whether they have knowledge of any actual, suspected or alleged fraud;
• Reading Board and Audit Committee minutes;
• Considering remuneration incentive schemes and performance conditions for management remuneration which includes the annual change
in fully converted book value per share and absolute total shareholder return;
• Using analytical procedures to identify any unusual or unexpected relationships.
We communicated identified fraud risks throughout the audit team and remained alert to any indications of fraud throughout the audit. This included
communications from the Group to full scope component audit teams of relevant fraud risks identified at the Group level and requests to full scope
component audit teams to report to the Group audit team any instances of fraud that could give rise to a material misstatement at the Group level.
As required by auditing standards, and taking into account possible pressures to meet profit targets, recent revisions to guidance and our overall
knowledge of the control environment, we perform procedures to address the risk of management override of controls and the risk of fraudulent
revenue recognition, in particular the risk that management may be in a position to make inappropriate accounting entries and the risk of bias in
accounting estimates and judgements such as the portion of premium which is estimated.
We also identified a fraud risk in relation to the following area:
• The valuation of insurance contract liabilities due to the estimation required in setting these liabilities and the ability for changes in the valuation
to be used to impact profit.
Further detail in respect of our procedures around the valuation of insurance contract liabilities and the valuation of premiums which are estimated
is set out in the key audit matter disclosures in section 2 of this independent auditor’s report. The Audit Committee report on pages 80 to 85 also
references the entity level controls in operation across the Group.
In determining the audit procedures we took into account the results of our evaluation and testing of the operating effectiveness of some of the
Group-wide fraud risk management controls. In order to address the risk of fraud specifically as it relates to the valuation of insurance contract
liabilities, we involved actuarial specialists to assist in our challenge of management. We challenged management in relation to the selection of
assumptions and the consistency of those assumptions both year on year and across different aspects of the financial reporting process.
With respect to the valuation of premiums receivable which are estimated, we evaluated and tested the design and implementation of key controls
over the periodic review of premium estimates booked and assessed estimated premium balances for a sample of policies, including consideration
of the basis of estimation, and consistency in estimation methodology over time.
We also performed procedures including:
• Identifying journal entries and other adjustments to test for all full scope components based on risk criteria and comparing the identified entries
to supporting documentation. These included those posted by individuals who do not frequently post journals, those posted with descriptions
containing key words or phrases, those posted to unusual accounts including those related to cash, consolidation journals and post-closing
journals meeting certain criteria.
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Identifying and responding to risks of material misstatement due to non-compliance with laws and regulations
We identified areas of laws and regulations that could reasonably be expected to have a material effect on the consolidated financial statements from
our general commercial and sector experience, through discussion with the Directors and other management (as required by auditing standards), from
inspection of the Group’s regulatory and legal correspondence and discussed with the Directors and other management the policies and procedures
regarding compliance with laws and regulations.
As certain entities within the Group are regulated, our assessment of risks involved gaining an understanding of the control environment including
an entity’s procedures for complying with regulatory requirements. This was achieved through the procedures noted above.
We communicated identified laws and regulations throughout our team and remained alert to any indications of non-compliance throughout the
audit. This included communication from the Group audit team to full-scope component audit teams of relevant laws and regulations identified at
the Group level, and a request for full scope component auditors to report to the Group audit team any instances of non-compliance with laws and
regulations that could give rise to a material misstatement at the Group level.
The potential effect of these laws and regulations on the consolidated financial statements varies considerably.
Firstly, the Group is subject to laws and regulations that directly affect the consolidated financial statements including financial reporting legislation
(including related companies legislation), distributable profits legislation, taxation legislation and regulatory capital, solvency and liquidity regulations
and we assessed the extent of compliance with these laws and regulations as part of our procedures on the related financial statement items.
Secondly, the Group is subject to many other laws and regulations where the consequences of non-compliance could have a material effect on
amounts or disclosures in the consolidated financial statements, for instance through the imposition of fines, litigation or loss of regulatory approval
to write insurance contracts. We identified the following areas as those most likely to have such an effect: anti-bribery and certain aspects of company
legislation, recognising the financial and regulated nature of certain of the Group’s activities and its legal form. Auditing standards limit the required
audit procedures to identify non-compliance with these laws and regulations to enquiry of the Directors and other management and inspection of
regulatory and legal correspondence, if any. Therefore, if a breach of operational regulations is not disclosed to us or evident from relevant
correspondence, an audit will not detect that breach.
We discussed with the Audit Committee and those charged with governance matters related to actual or suspected breaches of laws or regulations,
for which disclosure is not necessary, and considered any implications for our audit.
Context of the ability of the audit to detect fraud or breaches of law or regulation
Owing to the inherent limitations of an audit, there is an unavoidable risk that we may not have detected some material misstatements in the
consolidated financial statements, even though we have properly planned and performed our audit in accordance with auditing standards. For
example, the further removed non-compliance with laws and regulations is from the events and transactions reflected in the consolidated financial
statements, the less likely the inherently limited procedures required by auditing standards would identify it.
In addition, as with any audit, there remained a higher risk of non-detection of fraud, as these may involve collusion, forgery, intentional omissions,
misrepresentations, or the override of internal controls. Our audit procedures are designed to detect material misstatement. We are not responsible
for preventing non-compliance or fraud and cannot be expected to detect non-compliance with all laws and regulations.
Independent Auditor’s Report to the Members of Lancashire Holdings Limited continued
7. We have nothing to report on the other information in the Annual Report and Accounts
The directors are responsible for the other information presented in the Annual Report and Accounts together with the consolidated financial
statements. Our opinion on the consolidated financial statements does not cover the other information and, accordingly, we do not express an
audit opinion or, except as explicitly stated below, any form of assurance conclusion thereon.
Our responsibility is to read the other information and, in doing so, consider whether, based on our consolidated financial statements audit work,
the information therein is materially misstated or inconsistent with the consolidated financial statements or our audit knowledge. Based solely on
that work we have not identified material misstatements in the other information.
Directors’ remuneration report
In addition to our audit of the consolidated financial statements, the Directors have engaged us to audit the information in the Directors’
Remuneration Report that is described as having been audited, which the Directors have decided to prepare as if the Company was required
to comply with the requirements of Schedule 8 to The Large and Medium-sized Companies and Groups (Accounts and Reports) Regulations 2008
(SI 2008 No. 410) made under the UK Companies Act 2006.
In our opinion the part of the Directors’ Remuneration Report to be audited has been properly prepared in accordance with the UK Companies Act
2006, as if those requirements applied to the Company.
Disclosures of emerging and principal risks and longer-term viability
We are required to perform procedures to identify whether there is a material inconsistency between the directors’ disclosures in respect of emerging
and principal risks and the viability statement, and the consolidated financial statements and our audit knowledge.
Based on those procedures, we have nothing material to add or draw attention to in relation to:
• the Directors’ confirmation within the viability statement on page 120 that they have carried out a robust assessment of the emerging
and principal risks facing the Group, including those that would threaten its business model, future performance, solvency and liquidity;
• the Emerging and Principal Risks disclosures describing these risks and how emerging risks are identified, and explaining how they are being
managed and mitigated; and
• the Directors’ explanation in the viability statement of how they have assessed the prospects of the Group, over what period they have done
so and why they considered that period to be appropriate, and their statement as to whether they have a reasonable expectation that the Group
will be able to continue in operation and meet its liabilities as they fall due over the period of their assessment, including any related disclosures
drawing attention to any necessary qualifications or assumptions.
Our work is limited to assessing these matters in the context of only the knowledge acquired during our consolidated financial statements audit.
As we cannot predict all future events or conditions and as subsequent events may result in outcomes that are inconsistent with judgements
that were reasonable at the time they were made, the absence of anything to report on these statements is not a guarantee as to the Group’s
longer-term viability.
Corporate governance disclosures
We are required to perform procedures to identify whether there is a material inconsistency between the Directors’ corporate governance disclosures
and the consolidated financial statements and our audit knowledge.
Based on those procedures, we have concluded that each of the following is materially consistent with the consolidated financial statements and
our audit knowledge:
• the Directors’ statement that they consider that the Annual Report and Accounts taken as a whole is fair, balanced and understandable,
and provides the information necessary for shareholders to assess the Group’s position and performance, business model and strategy;
• the section of the Annual Report and Accounts describing the work of the Audit Committee, including the significant issues that the Audit
Committee considered in relation to the consolidated financial statements, and how these issues were addressed; and
• the section of the Annual Report and Accounts that describes the review of the effectiveness of the Group’s risk management and internal
control systems.
We are required to review the part of the Corporate Governance Statement relating to the Group’s compliance with the provisions of the UK
Corporate Governance Code specified by the Listing Rules for our review. We have nothing to report in this respect.
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Financial Statements
8. Respective responsibilities
Directors’ responsibilities
As explained more fully in their statement set out on page 121, the Directors are responsible for: the preparation of the consolidated financial
statements including being satisfied that they give a true and fair view; such internal control as they determine is necessary to enable the preparation
of consolidated financial statements that are free from material misstatement, whether due to fraud or error; assessing the Group’s ability to continue
as a going concern, disclosing, as applicable, matters related to going concern; and using the going concern basis of accounting unless they either
intend to liquidate the Group or to cease operations, or have no realistic alternative but to do so.
Auditor’s responsibilities
Our objectives are to obtain reasonable assurance about whether the consolidated financial statements as a whole are free from material
misstatement, whether due to fraud or error, and to issue our opinion in an auditor’s report. Reasonable assurance is a high level of assurance, but
does not guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements
can arise from fraud or error and are considered material if, individually or in aggregate, they could reasonably be expected to influence the economic
decisions of users taken on the basis of the consolidated financial statements.
A fuller description of our responsibilities is provided on the FRC’s website at www.frc.org.uk/auditorsresponsibilities.
The Company is required to include these financial statements in an annual financial report prepared using the single electronic reporting format
specified in the TD ESEF Regulation. This auditor’s report provides no assurance over whether the annual financial report has been prepared in
accordance with that format.
9. The purpose of our audit work and to whom we owe our responsibilities
This report is made solely to the Company’s members, as a body, in accordance with section 90 of the Bermuda Companies Act 1981 and the terms
of our engagement. Our audit work has been undertaken so that we might state to the Company’s members those matters we are required to state
to them in an auditor’s report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone
other than the Company and the Company’s members, as a body, for our audit work, for this report, or for the opinions we have formed.
Salim Tharani
for and on behalf of KPMG LLP, Statutory Auditor
Chartered Accountants
15 Canada Square, London, E14 5GL
9 February 2023
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Financial Statements
Consolidated statement of comprehensive income
For the year ended 31 December 2022
132
Notes
2022
$m
2021
$m
Gross premiums written 2 1,652.3 1,225.2
Outwards reinsurance premiums 2 (464.3 ) (409.1 )
Net premiums written
Change in unearned premiums 2 (223.2 ) (140.0 )
Change in unearned premiums on premiums ceded 2 23.6 20.4
Net premiums earned 988.4 696.5
Net investment income 3 43.7 23.0
Net other investment (loss) income 3 (4.5 ) 3.8
Net realised (losses) gains and impairments 3 (22.7 ) 6.1
Share of loss of associate 16 (6.5 ) (3.9 )
Other income 5 6.5 18.2
Net foreign exchange (losses) gains (3.6 ) 3.5
Total net revenue
Insurance losses and loss adjustment expenses 2, 13 922.7 667.6
Insurance losses and loss adjustment expenses recoverable 2, 13 (346.3 ) (197.1 )
Net insurance losses 576.4 470.5
Insurance acquisition expenses 2, 4 298.8 188.6
Insurance acquisition expenses ceded 2, 4 (37.6 ) (31.6 )
Equity based compensation 7
Other operating expenses 6, 7, 20
Total expenses 974.9 758.2
Results of operating activities 26.4 (11.0 )
Financing costs 8 29.2 45.8
Loss before tax (2.8 ) (56.8 )
Tax charge 9 (0.5 ) (4.8 )
Loss for the year (3.3 ) (61.6 )
Loss for the year attributable to:
Equity shareholders of LHL (3.3 ) (62.2 )
Non-controlling interests – 0.6
Loss for the year (3.3 ) (61.6 )
Other comprehensive loss to be reclassified to profit or loss in subsequent periods
Net change in unrealised losses on investments 3, 11 (93.2 ) (31.6 )
Tax credit on net change in unrealised losses on investments 11, 15 3.9 0.9
Other comprehensive loss (89.3 ) (30.7 )
Total comprehensive loss for the year (92.6 ) (92.3 )
Total comprehensive loss attributable to:
Equity shareholders of LHL (92.6 ) (92.9 )
Non-controlling interests 23 – 0.6
Total comprehensive loss for the year (92.6 ) (92.3 )
Loss per share
Basic 22 ($0.01 ) ($0.26 )
Diluted 22
($0.01 ) ($0.26 )
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Financial Statements
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Financial Statements
Consolidated statement of comprehensive income
For the year ended 31 December 2022
132
Notes
2022
$m
2021
$m
Gross premiums written 2 1,652.3 1,225.2
Outwards reinsurance premiums 2 (464.3) (409.1)
Net premiums written 1,188.0 816.1
Change in unearned premiums 2 (223.2) (140.0)
Change in unearned premiums on premiums ceded 2 23.6 20.4
Net premiums earned 988.4 696.5
Net investment income 3 43.7 23.0
Net other investment (loss) income 3 (4.5) 3.8
Net realised (losses) gains and impairments 3 (22.7) 6.1
Share of loss of associate 16 (6.5) (3.9)
Other income 5 6.5 18.2
Net foreign exchange (losses) gains (3.6) 3.5
Total net revenue 1,001.3 747.2
Insurance losses and loss adjustment expenses 2, 13 922.7 667.6
Insurance losses and loss adjustment expenses recoverable 2, 13 (346.3) (197.1)
Net insurance losses 576.4 470.5
Insurance acquisition expenses 2, 4 298.8 188.6
Insurance acquisition expenses ceded 2, 4 (37.6) (31.6)
Equity based compensation 7 8.6 11.1
Other operating expenses 6, 7, 20 128.7 119.6
Total expenses 974.9 758.2
Results of operating activities 26.4 (11.0)
Financing costs 8 29.2 45.8
Loss before tax (2.8) (56.8)
Tax charge 9 (0.5) (4.8)
Loss for the year (3.3) (61.6)
Loss for the year attributable to:
Equity shareholders of LHL (3.3) (62.2)
Non-controlling interests – 0.6
Loss for the year (3.3) (61.6)
Other comprehensive loss to be reclassified to profit or loss in subsequent periods
Net change in unrealised losses on investments 3, 11 (93.2) (31.6)
Tax credit on net change in unrealised losses on investments 11, 15 3.9 0.9
Other comprehensive loss (89.3) (30.7)
Total comprehensive loss for the year (92.6) (92.3)
Total comprehensive loss attributable to:
Equity shareholders of LHL (92.6) (92.9)
Non-controlling interests 23 – 0.6
Total comprehensive loss for the year (92.6) (92.3)
Loss per share
Basic 22 ($0.01) ($0.26)
Diluted 22 ($0.01) ($0.26)
Lancashire Holdings Limited | Annual Report & Accounts 2022
Consolidated balance sheet
As at 31 December 2022
133
Notes
2022
$m
2021
$m
Assets
Cash and cash equivalents 10, 18 548.8 517.7
Accrued interest receivable
Investments 11, 12, 18
Inwards premiums receivable from insureds and cedants 14
Reinsurance assets
• Unearned premiums on premiums ceded
• Reinsurance recoveries 13
• Other receivables 14
Other receivables 14
Corporation tax receivable 1.1 –
Investment in associate 12, 16
Property, plant and equipment
Right-of-use assets 20
Deferred acquisition costs
Intangible assets 17
Total assets
Liabilities
Insurance contracts
• Losses and loss adjustment expenses 13
• Unearned premiums
• Other payables
Amounts payable to reinsurers
Deferred acquisition costs ceded
Other payables
Corporation tax payable
Deferred tax liability 15
Lease liabilities 20
Long-term debt 18
Total liabilities 3,478.7 2,656.7
Shareholders’ equity
Share capital 19 122.0 122.0
Own shares 19
(34.0 ) (18.1 )
Other reserves 19
Accumulated other comprehensive (loss) income 11 (86.4 ) 2.9
Retained earnings
Total shareholders’ equity attributable to equity shareholders of LHL 1,267.9 1,412.3
Non-controlling interests 23 – 0.5
Total shareholders’ equity 1,267.9 1,412.8
Total liabilities and shareholders’ equity 4,746.6 4,069.5
The consolidated financial statements were approved by the Board of Directors on 9 February 2023 and signed on its behalf by:
Peter Clarke Natalie Kershaw
Director/Chair Director/CFO
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Financial Statements
Consolidated statement of changes in shareholders’ equity
For the year ended 31 December 2022
134
Notes
Share
capital
$m
Own
shares
$m
Other
reserves
$m
Accumulated
other
comprehensive
(loss) income
$m
Retained
earnings
$m
Shareholders’
equity
attributable
to equity
shareholders
of LHL
$m
Non-
controlling
interests
$m
Total
shareholders’
equity
$m
Balance as at 31 December 2020 122.0 (21.2 ) 1,221.6 33.6 182.5 1,538.5 0.4 1,538.9
Total comprehensive loss for the year – – – (30.7 ) (62.2 ) (92.9 ) 0.6 (92.3 )
Share repurchases 19 – (6.9 ) – – – (6.9 ) – (6.9 )
Distributed by the trust
19 – 9.9 (10.9 ) – – (1.0 ) – (1.0 )
Shares donated to the trust
19 0.1 (0.1 ) – – – – –
Dividends paid on common shares
19 – – – – (36.4 ) (36.4 ) – (36.4 )
Dividends paid to minority interest holders
23 – – – – – – (0.5 ) (0.5 )
Net deferred tax
15 – – (0.5 ) – – (0.5 ) – (0.5 )
Equity based compensation
Balance as at 31 December 2021
Total comprehensive loss for the year – – – (89.3 ) (3.3 ) (92.6 ) – (92.6 )
Share repurchases 19 – (23.3 ) – – – (23.3 ) – (23.3 )
Distributed by the trust
19 – 8.1 (8.9 ) – – (0.8 ) – (0.8 )
Shares donated to the trust
19 – (0.7 ) 0.7 – – – – –
Dividends on common shares
19 – – – – (36.2 ) (36.2 ) – (36.2 )
Repurchase of shares from non-controlling
interest
23 – – (0.6 ) – – (0.6 ) (0.5 ) (1.1 )
Net deferred tax
15 – – 0.1 – – 0.1 – 0.1
Equity based compensation
Balance as at 31 December 2022 122.0 (34.0 ) 1,221.9 (86.4 ) 44.4 1,267.9 – 1,267.9
135
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Financial Statements
Consolidated statement of changes in shareholders’ equity
For the year ended 31 December 2022
134
Notes
Share
capital
$m
Own
shares
$m
Other
reserves
$m
Accumulated
other
comprehensive
(loss) income
$m
Retained
earnings
$m
Shareholders’
equity
attributable
to equity
shareholders
of LHL
$m
Non-
controlling
interests
$m
Total
shareholders’
equity
$m
Balance as at 31 December 2020 122.0 (21.2) 1,221.6 33.6 182.5 1,538.5 0.4 1,538.9
Total comprehensive loss for the year – – – (30.7) (62.2) (92.9) 0.6 (92.3)
Share repurchases 19 – (6.9) – – – (6.9) – (6.9)
Distributed by the trust 19 – 9.9 (10.9) – – (1.0) – (1.0)
Shares donated to the trust 19 0.1 (0.1) – – – – –
Dividends paid on common shares 19 – – – – (36.4) (36.4) – (36.4)
Dividends paid to minority interest holders 23 – – – – – – (0.5) (0.5)
Net deferred tax 15 – – (0.5) – – (0.5) – (0.5)
Equity based compensation – – 11.5 – – 11.5 – 11.5
Balance as at 31 December 2021 122.0 (18.1) 1,221.6 2.9 83.9 1,412.3 0.5 1,412.8
Total comprehensive loss for the year – – – (89.3) (3.3) (92.6) – (92.6)
Share repurchases 19 – (23.3) – – – (23.3) – (23.3)
Distributed by the trust 19 – 8.1 (8.9) – – (0.8) – (0.8)
Shares donated to the trust 19 – (0.7) 0.7 – – – – –
Dividends on common shares 19 – – – – (36.2) (36.2) – (36.2)
Repurchase of shares from non-controlling
interest
23 – – (0.6) – – (0.6) (0.5) (1.1)
Net deferred tax 15 – – 0.1 – – 0.1 – 0.1
Equity based compensation – – 9.0 – – 9.0 – 9.0
Balance as at 31 December 2022 122.0 (34.0) 1,221.9 (86.4) 44.4 1,267.9 – 1,267.9
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Statement of consolidated cash flows
For the year ended 31 December 2022
135
Notes
2022
$m
2021
$m
Cash flows from operating activities
Loss before tax (2.8 ) (56.8 )
Adjustments for:
Tax paid (2.1 ) (3.2 )
Depreciation 6, 20 3.1 3.3
Interest expense on long-term debt 8 25.8 25.8
Interest expense on lease liabilities 20 0.8 1.1
Interest income 3 (46.1 ) (34.1 )
Net amortisation of fixed maturity securities (0.2 ) 7.0
Redemption cost on senior and subordinated loan notes 8 – 12.8
Net realised / unrealised losses on interest rate swaps 8 – 3.4
Equity based compensation 7 8.6 11.1
Foreign exchange gains (4.9 ) (0.4 )
Share of loss of associate 16 6.5 3.9
Net other investment loss (income) 3.8 (4.7 )
Net realised losses (gains) and impairments 3 22.7 (6.1 )
Changes in operational assets and liabilities
• Insurance and reinsurance contracts 313.1 285.6
• Other assets and liabilities
(4.5 ) (4.9 )
Net cash flows from operating activities 323.8 243.8
Cash flows used in investing activities
Interest received 50.0 42.7
Purchase of property, plant and equipment (0.7 ) (0.7 )
Purchase of underwriting capacity 17 (4.2 ) (0.2 )
Internally generated intangible asset 17 (10.3 ) (3.2 )
Investment in associate 23 55.0 4.6
Purchase of investments (1,130.2 ) (1,348.5 )
Proceeds on sale of investments 845.5 1,118.5
Net cash flows used in investing activities (194.9 ) (186.8 )
Cash flows (used in) from financing activities
Interest paid (25.8 ) (20.8 )
Interest rate swap 8 – (3.4 )
Lease liabilities paid 20 (3.6 ) (4.0 )
Proceeds from issue of long-term debt 18 – 445.4
Redemption of long-term debt 18 – (339.6 )
Dividends paid 19 (36.2 ) (36. 4 )
Dividends paid to minority interest holders 23 – (0.5 )
Repurchase of shares from non-controlling interest 23 (1.1 ) –
Share repurchases 19 (23.3 ) (6.9 )
Distributions by trust (0.8 ) (1.0 )
Net cash flows (used in) from financing activities (90.8 ) 32.8
Net increase in cash and cash equivalents 38.1 89.8
Cash and cash equivalents at beginning of year 517.7 432.4
Effect of exchange rate fluctuations and other items on cash and cash equivalents
(7.0 ) (4.5 )
Cash and cash equivalents at end of year 10 548.8 517.7
Financial Statements
Accounting policies
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Summary of significant accounting policies
The basis of preparation, use of judgements and estimates, consolidation principles and significant accounting policies adopted in the preparation of
these consolidated financial statements are set out below.
Basis of preparation
Going concern basis of accounting
The consolidated financial statements are prepared on a going concern basis using accounting policies consistent with IFRS Standards as adopted by
the EU.
In assessing the Group's going concern position as at 31 December 2022, the Directors have considered a number of factors. These include the
current balance sheet and liquidity position, the level and composition of the Group's capital and solvency ratios, the Group's ability to service its
long-term debt financing arrangements, the current performance against the Group's strategic and financial business plan, the Group's dividend
distribution policy, and the current market environment, including consideration for climate change and the ongoing conflict in Ukraine. In addition,
the ORSA report is a key document informing the going concern assessment that is submitted to the Board on a quarterly and annual basis.
The Group's financial forecasts reflect the outcomes that the Directors consider most likely, based on the information available at the date of signing
these consolidated financial statements. To assesses the Group's going concern, the financial stability of the Group was modelled for a period of at
least 12 months and a number of sensitivity, stress and scenario tests were applied. This included, among other analysis, a best estimate forecast as
well as various scenarios. This incorporated different magnitudes of reserve releases and attritional, large and catastrophe loss events plus optimistic
and pessimistic investment return scenarios. To further stress the financial stability of the Group, additional testing was performed. This included
modelling the breakeven capital requirements of our regulators and rating agencies, the impact of potential management actions to reduce the
Group's exposure to climate change-related risks, the occurrence of a number of high severity loss events impacting the Group in 2023, alongside an
investment shock and finally a reverse stress test scenario designed to render the business model unviable. The testing identified that even under the
more severe but plausible stress scenarios, the Group had more than adequate liquidity and solvency headroom.
Based on the going concern assessment performed as at 31 December 2022, the Directors consider there to be no material uncertainties that may
cast significant doubt over the Group's ability to continue to operate as a going concern. The Directors have formed a judgement that there is a
reasonable expectation that the Group has adequate resources to continue in operational existence in the foreseeable future: a period of at least 12
months from the date of signing these consolidated financial statements.
Use of judgements and estimates
The preparation of the Group's consolidated financial statements requires management to make judgements and estimates that affect the reported
amounts of revenue, expenses, assets, liabilities and the accompanying financial statement disclosures. In the course of preparing the consolidated
financial statements no key judgements have been made in the process of applying the Group's accounting policies that do not include a related
element of estimation uncertainty.
The key assumptions and other sources of estimation uncertainty as at 31 December 2022, that have a significant risk of resulting in a material
adjustment to the carrying amount of assets and liabilities in the next financial year, are described below. Assumptions and estimates are based on
parameters available when the consolidated financial statements were prepared. Existing circumstances and assumptions about future
developments, however, may change or circumstances may arise, that are beyond the control of the Group. Such changes are reflected in the
assumptions when they occur.
The most significant judgements and estimates made by management are in relation to losses and loss adjustment expenses, both gross and net of
outwards reinsurance recoverable. These are discussed on page 140, within the risk disclosures section from page 145 and within note 13.
Less significant estimates are made in determining the fair value of certain financial instruments and judgement is applied in determining
impairment charges. The estimation of the fair value, specifically for 'Level (iii)' investments, is discussed on page 141 and in note 11. In addition, a
portion of gross premiums written is based on estimates of the ultimate premiums expected to be received (see the premium and acquisition costs
accounting policy on page 140). Judgement is involved in determining the ultimate estimates in order to establish the appropriate premium value
and, ultimately, the cash to be received.
The consolidated balance sheet includes indefinite life intangible assets and internally generated intangible assets. Whilst not significant, estimates
and assumptions made by management in performing annual impairment tests on these intangible assets are also subject to estimation uncertainty
(see note 17).
Other basis of preparation
Where IFRS 4, Insurance Contracts is silent, as it is in respect of certain aspects relating to the measurement of insurance products, the IFRS
framework allows reference to another comprehensive body of accounting principles. In such instances, the Group’s management determines
appropriate measurement bases, to provide the most useful information to users of the consolidated financial statements, using their judgement
and considering U.S. GAAP.
The consolidated balance sheet is presented in order of decreasing liquidity. All amounts, excluding share data or where otherwise stated, are in
millions of U.S. dollars.
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Other, smaller, individually immaterial, valuation adjustments on adoption of IFRS 17 will arise from:
• the requirement to revalue all component parts of insurance contract assets and liabilities at current foreign exchange rates. Under IFRS 4 unearned
premium and deferred acquisition costs are considered non-monetary assets and are not currently retranslated at the balance sheet date;
• including expected premiums in the estimates of future cash flows. Under IFRS 4, for the majority of the Group’s excess of loss contracts, premiums
written are recorded based on the minimum and deposit or flat premium, as defined in the contract. Subsequent adjustments to the minimum and
deposit premium are recognised in the period in which they are determined;
• the requirement to recognise immediately an onerous loss component and, if applicable reinsurance coverage is in place, a loss recovery component,
on the initial recognition of an onerous group of contracts; and
• the requirement to include an element of non-performance risk in the cash flow assumptions when measuring reinsurance contracts held balances
under IFRS 17. Under IFRS 4, the Group has not previously recognised a bad debt provision on losses recoverable from reinsurers.
Under IFRS 17, insurance contracts that are subject to similar risks and that are managed together are classified into a portfolio of insurance
contracts. Each portfolio of insurance contracts is then divided into a minimum of three groups:
• A group of contracts that are onerous at initial recognition;
• A group of contracts that at initial recognition have no significant possibility of becoming onerous; and
• A group of the remaining contracts in the portfolio.
A group of contracts that are considered onerous at initial recognition will result in a loss being recognised immediately in the consolidated
statement of comprehensive income. In the consolidated balance sheet, we would be required to recognise a loss component in the liability for
remaining coverage. A loss recovery component will be recognised if there is appropriate reinsurance coverage in place.
A risk adjustment for non-financial risk will be determined to reflect the compensation that the Group would require for bearing non-financial risk
and its degree of risk aversion. The risk adjustment for non-financial risk under IFRS 17 is not expected to differ materially from the reserve margin
under IFRS 4 as the fundamentals of our reserving will remain consistent. The risk adjustment for non-financial risk will be subject to discounting
and the confidence level will be inferred.
IFRS 17 will result in a number of presentation differences compared to the existing IFRS 4 consolidated financial statements:
• The insurance service result will comprise insurance revenue, insurance service expense, net expenses from reinsurance contracts held and insurance
finance income or expense;
• Reinsurance contracts held are required to be presented separately from insurance contracts issued;
• The reporting of gross premiums written is no longer applicable under IFRS 17 and insurance revenue will equate more closely to gross earned
premium. Reinstatement premiums will be recognised against insurance service expense while commissions paid to cedants will be recognised as a
deduction from insurance revenue. Non-distinct investment components, which are defined as amounts that are repayable in all circumstances, are
required to be excluded from insurance revenue and expenses;
• A portion of operating expenses will be included in insurance service expense; and
• On the face of the balance sheet all re(insurance) related balances will be presented in either insurance liabilities/assets or reinsurance assets/liabilities.
IFRS 17 has been endorsed by the EU and UK. The Group anticipates applying the fully retrospective transition approach when adopting IFRS 17,
which will result in a restatement of the Group's comparative information for insurance contracts in scope of IFRS 17.
IFRS 9, financial instruments: classification and measurement
IFRS 9 is effective for annual periods beginning on or after 1 January 2018. The amendments to IFRS 4, Insurance Contracts, issued in 2016, provide a
temporary exemption from applying IFRS 9. The Group continues to qualify for, and has elected to apply, the temporary exemption available to
companies whose predominant activity is to issue insurance contracts. The exemption lasts until the implementation date of IFRS 17 and addresses
the accounting consequences of applying IFRS 9 to insurers prior to the adoption of IFRS 17. In addition, the Group elected, under the amendments
of the initial application of IFRS 17 and IFRS 9 - Comparative Information - issued in December 2021, to apply the classification overlay to all
financial assets. The Group aims to apply this narrow scope amendment using the classification and measurement categories on the initial
application date of IFRS 9, being 1 January 2023 and has also elected to apply the impairment requirements of IFRS 9 for comparative periods.
The Group will therefore apply IFRS 9 retrospectively and restate comparative information for financial instruments in scope of IFRS 9, except for
the determination of the business model within which a financial asset is held. This assessment will be made on the basis of the facts and
circumstances that existed as at 1 January 2023.
IFRS 9 introduces new classification and measurement requirements for financial instruments: an expected credit loss impairment model that
replaces the IAS 39 incurred loss model and new hedge accounting requirements. Applying the new requirements of IFRS 9, all investments held by
the Group will be classified as at FVTPL mandatory, because they are managed on a fair value basis. As a result, all investments currently disclosed in
note 11 as AFS will be reclassified as at FVTPL mandatory with changes in unrealised gains (losses) currently recorded within accumulated other
comprehensive (loss) income to be reclassified and recorded within net investment income in profit or loss. The reclassification from AFS to FVTPL
mandatory will not result in a change in the carrying value of the investments disclosed in note 11. The change in classification from AFS to FVTPL
mandatory will result in balances within accumulated other comprehensive (loss) income being reclassified to retained earnings on the date of
transition. The Group expects the impact of the expected credit loss model to be immaterial.
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140
Insurance contracts
Classification
Insurance contracts are those contracts that transfer significant insurance risk at the inception of the contract. Contracts that do not transfer
significant insurance risk are accounted for as investment contracts. Insurance risk is transferred when an insurer agrees to compensate a
policyholder if a specified uncertain future event adversely affects the policyholder.
Premiums and acquisition costs
Premiums are first recognised as written at the later of a contract’s binding or inception date. The Group writes both excess of loss and pro-rata
(proportional) contracts. For the majority of excess of loss contracts, premiums written are recorded based on the minimum and deposit or flat
premium, as defined in the contract. Subsequent adjustments to the minimum and deposit premium are recognised in the period in which they are
determined. For pro-rata contracts and excess of loss contracts where no deposit is specified in the contract, premiums written are recognised based
on estimates of ultimate premiums provided by the insureds or ceding companies. Initial estimates of premiums written are recognised in the period
in which the contract incepts, or the period in which the contract is bound if later. Subsequent adjustments, based on reports of actual premium by
the insureds or ceding companies, or revisions in estimates, are recorded in the period in which they are determined.
Premiums written are earned evenly over the term of the underlying risk period of the insurance contract, except where the period of risk differs
significantly from the contract period. In these circumstances, premiums are recognised over the period of risk in proportion to the amount of
insurance protection provided. The portion of the premium related to the unexpired portion of the risk period is reflected in unearned premiums.
Where contract terms require the reinstatement of coverage after an insured’s or ceding company’s loss, the estimated mandatory reinstatement
premiums are recorded as premiums written when a specific loss event occurs. Reinstatement premiums are not recorded for losses included within
the provision for IBNR that do not relate to a specific loss event.
Inwards premiums receivable from insureds and cedants are recorded net of commissions, brokerage, premium taxes and other levies on premiums,
unless the contract specifies otherwise. These balances are regularly reviewed for impairment, with any impairment loss recognised as an expense in
the period in which it is determined.
Acquisition costs represent commissions, brokerage, profit commissions and other variable costs that relate directly to the successful securing of
new contracts and the renewing of existing contracts. They are generally deferred over the period in which the related premiums are earned to the
extent they are recoverable out of expected future revenue margins. All other acquisition costs are recognised as an expense when incurred.
Outwards reinsurance
Outwards reinsurance premiums comprise the cost of reinsurance contracts held entered into. Outwards reinsurance premiums are accounted for in
the period in which the contract incepts, or the period in which the contract is bound if later. The provision for the reinsurers’ share of unearned
premiums represents that part of reinsurance premiums ceded which are estimated to be earned in future financial periods. Unearned reinsurance
commissions are recognised as a liability using the same principles.
Any amounts recoverable from reinsurers are estimated using the same methodology as for the underlying losses. The Group monitors the
creditworthiness of its reinsurers on an ongoing basis and assesses any reinsurance assets for impairment, with any impairment loss recognised as an
expense in the period in which it is determined.
Losses
Losses comprise losses and loss adjustment expenses paid in the period and changes in the provision for outstanding losses and ACR, including the
provision for IBNR and related expenses. Losses and loss adjustment expenses are charged to profit or loss as they are incurred.
Losses and loss adjustment expenses represent the estimated ultimate cost of settling all insurance claims arising from events which have occurred
up to the balance sheet date, including a provision for IBNR. The Group does not discount its liabilities for unpaid losses. Outstanding losses are
initially set on the basis of reported losses received from third parties. ACR are determined where management’s best estimate of the reported loss
is greater than that reported and are allocated with IBNR in the Group’s financial reporting. Estimated IBNR reserves may also consist of a provision
for additional development in excess of losses reported by insureds or ceding companies, as well as a provision for losses which have occurred but
which have not yet been reported by insureds or ceding companies. IBNR reserves are estimated by management using various actuarial methods as
well as a combination of the Group’s own loss experience, historical insurance industry loss experience, underwriters’ experience, estimates of
pricing adequacy trends and management’s professional judgement.
A portion of the Group’s business is in classes with high attachment points of coverage, including property catastrophe excess of loss. Reserving for
losses in such programmes is inherently complicated in that losses in excess of the attachment level of the Group’s policies are characterised by high
severity and low frequency and other factors which could vary significantly as losses are settled. This limits the volume of industry loss experience
available from which to reliably predict ultimate losses following a loss event.
The estimation of the ultimate loss and loss adjustment expense liability is a complex process which incorporates a significant amount of judgement. It is
reasonably possible that uncertainties inherent in the reserving process, delays in insureds or ceding companies reporting losses to the Group, together with
the potential for unforeseen adverse developments, could lead to a material change in estimated losses and loss adjustment expenses.
Liability adequacy tests
At each balance sheet date, the Group performs a liability adequacy test to determine if there is an overall excess of expected claims over unearned
premiums for the period of unexpired risk by using current best estimates of future cash outflows generated by its insurance contracts, plus any
investment income thereon. If, as a result of these tests, the carrying amount of the Group’s insurance liabilities is found to be inadequate, the
deficiency is charged to income for the period, initially by writing off deferred acquisition costs and subsequently by establishing a provision.
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142
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Other income
Other income is measured based on the consideration specified in a contract and excludes amounts collected on behalf of third parties.
Nature of services
The table below shows the nature, specific performance obligation and significant payment terms for the services within the scope of IFRS 15,
Revenue from Contracts with Customers.
Services Nature, timin
g
of satisfaction of
p
erformance obli
g
ation and si
g
nificant
p
a
y
ment terms
LCM underwriting fees The Group recognises underwriting fees over the underwriting cycle based on the underlying
exposure of the covered contracts. Underwriting fees are received on or before the collateral
funding date, which is prior to commencement of the underwriting cycle.
LCM profit commission The Group recognises profit commission following the end of the underwriting cycle based on
the underlying performance of the covered contracts and as collateral is released. Profit
commissions may only be received once the profit commission hurdle has been met.
LSL consortium management fees The Group recognises consortium fees over the risk period based on the underlying exposure o
f
the covered contracts. Consortium fees are received quarterly.
LSL consortium profit commission The Group recognises profit commission in line with the underlying performance of covered
contracts once the year of account closes, which is also when the profit commissions are
received.
LSL managing agency fees The Group recognises managing agency fees in line with services provided for each year of
account. Managing agency fees are received quarterly.
LSL managing agency profit commission The Group recognises profit commission on open years of account when measurement is highly
probable. Profit commissions are received once the year of account closes.
LSL coverholder fee income The Group recognises coverholder fee income in line with services provided. Coverholder fee
income is received quarterly.
Long-term debt
Long-term debt is recognised initially at fair value, net of transaction costs incurred. Thereafter it is held at amortised cost, with the amortisation
calculated using the effective interest rate method. Derecognition occurs when the obligation has been extinguished.
Property, plant and equipment
Property, plant and equipment is carried at historical cost, less accumulated depreciation and any impairment in value. Depreciation
is calculated to write off the cost over the estimated useful economic life on a straight-line basis as follows:
IT equipment 33% per annum
Office furniture and equipment 20% to 33% per annum
Leasehold improvements 20% per annum
The assets’ residual values, useful lives and depreciation methods are reviewed, and adjusted if appropriate, at each balance sheet date.
An item of property, plant or equipment is derecognised on disposal or when no future economic benefits are expected to arise from the continued
use of the asset.
Gains and losses on the disposal of property, plant and equipment are determined by comparing proceeds with the carrying amount of the asset,
and are included in the consolidated statement of comprehensive income. Costs for repairs and maintenance are charged to profit or loss as
incurred.
Leases
The Group assesses whether a contract is, or contains, a lease at the inception of a contract for all contracts that have been entered into or modified
on or after 1 January 2019. A contract is, or contains, a lease if the contract conveys the right to control the use of an identified asset for a period of
time in exchange for consideration. The Group recognises a right-of-use asset and a lease liability at the lease commencement date. The Group is
not a lessor to any lease contracts.
The lease liability is initially measured at the present value of the future lease payments at the lease commencement date. Lease payments are
discounted using the rate implicit in the lease, if readily determinable, or the Group’s incremental borrowing rate. Lease payments included in the
measurement of the lease liability comprise:
• Fixed lease payments;
• Variable lease payments that depend on an index or rate, initially measured using the index or rate at the commencement date; or
• Payments in respect of purchase options, lease termination options or lease extension options that the Group is reasonably certain to exercise.
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145
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For the year ended 31 December 2022
144
Risk disclosures: introduction
The Group is exposed to risks from several sources, classified into six primary risk categories. These are insurance risk, market risk, liquidity risk,
credit risk, operational risk and strategic risk. The primary risk to the Group is insurance risk.
The primary objective of the Group’s ERM framework is to ensure that the capital resources held are matched to the risk profile of the Group and
that the balance between risk and return is considered as part of all key business decisions. The Group has formulated, and keeps under review, a risk
appetite which is set by the Board of Directors. The Group’s appetite for risk will vary from time to time to reflect the potential risks and returns that
present themselves. However, protecting the Group’s capital and maximising risk-adjusted returns for investors over the long term are constants.
The risk appetite of the Group is central to how the business is run and permeates into the risk appetites that the individual operating entity boards
of directors have adopted. These risk appetites are expressed through detailed risk tolerances at both a Group and an operating entity level. Risk
tolerances represent the maximum amount of capital, generally on a modelled basis, that the Group and its entities are prepared to expose to
certain risks.
The Board of Directors is responsible for setting and monitoring the Group’s risk appetite and tolerances, whereas the individual entity boards of
directors are responsible for setting and monitoring entity level risk tolerances. All risk tolerances are subject to at least an annual review and
consideration by the respective boards of directors. The LHL Board and individual entity boards of directors review actual risk levels versus
tolerances, emerging risks and any risk learning events at least quarterly. In addition, on a monthly basis, management assesses the modelled
potential catastrophe losses against the risk tolerances and ensures that risk levels are managed in accordance with them.
Emerging risks
Climate change
The Group is exposed to both climate-related risks and opportunities. The two major categories of risk being transition risk and physical risk.
Transition risks are those relating to the transition to a lower carbon economy and include risks such as policy and legal risk, technology risk, market
risk and reputation risk. Physical risks are those relating to the physical impacts of climate change which can be acute (those from increased
frequency and severity of climate related events) or chronic (due to longer-term shifts in climate patterns). As a (re)insurance company, the Group is
more significantly affected by physical risk through its exposure to acute and chronic climate change. The potential financial impact from these
climate-related risks is assessed through scenario testing and mitigated by the Group's strategic and risk management decisions around managing
these risks. A risk radar has been prepared to illustrate the risks identified and the likelihood and magnitude of these risks; this diagram can be found
on page 65. The risk assessment also considers the products currently offered by the Group and how these might change over time during the
transition to a lower carbon economy. A table summarising potential opportunities, their timeframe, likelihood and magnitude is included on page
66. The Group's current assessment of risk in relation to climate change is discussed in more detail within the TCFD report of this Annual Report and
Accounts on pages 67 to 69.
The Group's process in identifying, assessing and managing climate risk with respect to insurance risk, investment risk and business plan risk is
discussed further below in our risk disclosures.
Ongoing conflict in Ukraine
We continue to closely monitor our exposure with regards to the ongoing conflict in Ukraine, which remains a complex and fluid situation. We
believe that any potential losses would be within our risk tolerances.
Economic capital models
The Group maintains economic capital models at the LICL, LUK and syndicate levels. These models are primarily focused on insurance risks, however
they are also used to model other risks including market, credit and operational risks. The syndicate models are vetted by Lloyd’s as part of its own
capital and solvency regulations.
The economic capital models produce data in the form of stochastic distributions for all classes, including non-elemental classes. The distributions
include the mean outcome and the result at various return periods, including very remote events. Projected financial outcomes for each insurance
class are calculated, as well as the overall portfolio including diversification credit. Diversification credit arises as individual risks are generally not
strongly correlated and are unlikely to all produce profits or losses at the same time.
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Catastrophe management
The Group actively monitors risk levels and manages catastrophe risk accumulations using reinsurance and PML based risk tolerances, which are
monitored as part of our climate-related risks as outlined on page 68. The Group’s exposures to certain peak zone elemental losses, as a percentage
of tangible capital, including long-term debt, are shown below. Net loss estimates are before income tax and net of reinstatement premiums and
outwards reinsurance on a first occurrence return period basis. The exposure to catastrophe losses that would result in an impairment to the
investment in associate is included in the figures below.
100 year return period
2
estimated net loss
250 year return period
2
estimated net loss
As at 31 December 2022 $m
% of
tangible capital $m
% o
f
tangible capital
Zones Perils
Gulf of Mexico
1
Hurricane 301.2 19.5 348.0 22.6
California Earthquake 248.0 16.1 291.9 18.9
Non-Gulf of Mexico – U.S. Hurricane 217.2 14.1 362.5 23.5
Pan-European Windstorm 181.2 11.8 218.4 14.2
Japan Typhoon 144.5 9.4 180.3 11.7
Japan Earthquake 121.6 7.9 172.1 11.2
Pacific North West Earthquake 29.5 1.9 137.5 8.9
1. Landing hurricane from Florida to Texas.
2. Estimated net loss balances presented in the table are unaudited.
100 year return period
2
estimated net loss
250 year return period
2
estimated net loss
As at 31 December 2021 $m
% of
tan
g
ible ca
p
ita
l
$m
% of
tan
g
ible ca
p
ita
l
Zones Perils
Gulf of Mexico
1
Hurricane 309.0 18.2 558.2 32.8
California Earthquake 160.5 9.4 325.4 19.1
Non-Gulf of Mexico – U.S. Hurricane 206.8 12.2 600.5 35.3
Pan-European Windstorm 154.1 9.1 228.5 13.4
Japan Typhoon 118.3 7.0 131.7 7.7
Japan Earthquake 89.9 5.3 143.3 8.4
Pacific North West Earthquake 26.8 1.6 139.0 8.2
1. Landing hurricane from Florida to Texas.
2. Estimated net loss balances presented in the table are unaudited.
There can be no guarantee that the modelled assumptions and techniques deployed in calculating these figures are accurate. There could also be an
unmodelled loss which exceeds these figures. In addition, the models contain loss scenarios which could cause a larger loss to capital than the
modelled expectation from the above return periods.
Details of annual gross premiums written by geographic area of risks insured are provided below:
2022 2021
$m % $m %
U.S. and Canada 639.6 38.7 465.2 38.0
Worldwide – multi territory 616.1 37.3 424.8 34.7
Europe 140.5 8.5 138.8 11.3
Rest of world 256.1 15.5 196.4 16.0
Total gross premiums written 1,652.3 100.0 1,225.2 100.0
Details of annual gross premiums written by business segment are provided below:
2022 2021
$m % $m %
Reinsurance 842.1 51.0 561.0 45.8
Insurance 810.2 49.0 664.2 54.2
Total gross premiums written 1,652.3 100.0 1,225.2 100.0
Comparative figures for the year ended 31 December 2021 have been re-presented in conformity with the current year view.
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The casualty insurance book is currently made up of a small number of consortia opportunities, where established Lloyd’s leads write on our behalf.
The exposure is currently worldwide and includes both primary and excess exposures for a broad range of middle market risks.
Energy and marine insurance
Energy risks are written mostly on a direct basis and may be ground-up or for primary or excess layers on either a first loss or full value basis.
Energy upstream comprises upstream energy and energy construction policies which are typically package policies which may include physical
damage, business interruption and third-party liability sections. Coverage can include fire and explosion and elemental risks. Individual assets
covered can be high value and are therefore mostly written on a subscription basis, meaning that coverage is placed with multiple risk carriers.
Construction energy upstream contracts generally cover all risks of platform and drilling units under construction at yards and offshore, during
towing and installation. Onshore construction contracts are generally not written.
Downstream energy risks are generally those with an operational hydrocarbon risk – either processing and/or storage and/or transmission – and
may also include the production of chemicals and intermediates. Policies typically cover property for physical damage (including natural
catastrophe) and machinery breakdown perils plus consequential business interruption exposure and may be written on a proportional or excess of
loss basis, often with loss limits set at a level commensurate with a modelled estimated maximum loss scenario. The portfolio encompasses a global
spread of accounts. Critical natural catastrophe coverage is usually sub-limited, with underwriting assessment employing industry-accepted
modelling tools to assess this exposure where possible. The sector provides cover for operational assets, albeit some construction risk is covered
where it is not deemed the policy’s primary exposure. Third-party liabilities are not covered except where required under legislation for small sub-
limited property damage.
Power generation comprises power, energy downstream renewables and energy nuclear. Power business can be written either ground-up or on a
primary or excess basis. The core composition of the portfolio is operational conventional thermal power generation, renewable energy and
associated transmission and distribution assets. Within the various energy sub-classes are also elements of energy renewables business written,
which can cover the construction and subsequent operational phases of various renewable energy types. These cover a broad spectrum of power
generation across the offshore and onshore renewable industry, including wind (offshore and onshore), solar, hydropower, geothermal and biomass.
Nuclear in this context is written via a binding authority of a large multi-national nuclear pool. A limited amount of reinsurance contracts are also
written covering nuclear insurance pools.
The Group writes energy liability business on a stand-alone basis, across the energy sector. Asset types span the full spectrum of energy risks from
upstream, midstream, to downstream and power, including renewable energy both on and offshore. Unlike the liability contained within the energy
packages policies, stand-alone energy liability is written on a layered, excess of loss basis and can be written on a primary or excess basis. Coverage
is worldwide and provides for variety of damages and loss to third parties, arising from elemental and non-elemental events. Our portfolio is focused
on the upstream operating sector but will include all phases of upstream risk from exploration, construction, operating through to decommissioning
along with the many contractors and subcontractors that service the upstream sector. Midstream, Downstream and Power coverage will remain
focused on the operation of physical assets rather than construction, servicing, or demolition. Renewables are most commonly wind or solar and our
underwriting focus remains on the operators of these assets rather than construction, installation or servicing.
Cargo and specie is an international account and is written either on a direct basis or by way of reinsurance. It covers the (re)insurance of
commodities or goods in transit. Typically, transit cover is provided on an all-risks basis for marine perils for the full value of the goods concerned,
although higher value or capacity business may be written on a layered basis. Static cover is also provided for losses to cargo, from both elemental
and non-elemental causes, whilst static at points along its route. In addition, the cargo account can include specie and fine art, vault risks, artwork
on exhibition and marine war business relating to cargo in transit.
Marine liability is split into two main sections. The first is the general marine liability portfolio which encompasses a broad a spectrum of third-party
risks emanating from global maritime industry and trade. The second area concerns Protection and Indemnity and is dominated by the reinsurance
of the International Group of Protection and Indemnity Clubs and covers marine liabilities arising from their members' activities.
Marine hull and war comprises marine hull, marine builders risk and marine war. Marine hull is generally written on a direct basis and covers marine
risks on a worldwide basis, primarily for physical damage. Most policies are written on a ground-up basis. Marine builders’ risk covers the building of
ocean-going vessels in specialised yards worldwide and their testing and commissioning. Marine war is mostly direct insurance of the loss of vessels
from war, piracy or terrorist attack, with a very limited amount of facultative reinsurance. Marine excess of loss is written on a treaty basis and
covers ocean and inland marine risks.
The largest expected exposure in the marine class is from physical loss rather than from elemental loss events, although there is exposure to
elemental perils and to the costs for removal of wrecks.
Reinsurance may be purchased to protect a portion of loss from elemental and non-elemental energy and marine claims, and from the
accumulation of smaller, attritional losses. Reinsurance is typically purchased on an excess of loss basis but, from time to time, proportional treaty
arrangements may be entered into. Reinsurance may be purchased on a facultative or treaty basis.
Property insurance
Property direct and facultative is a worldwide book of largely commercial property business, written both in the open market and under delegated
authorities. The account spans small individual locations to Fortune 500 accounts but with a bias towards small to medium-sized risks. Policies are
generally provided both for non-elemental and elemental perils, although not all risks include both elemental and non-elemental coverage.
Coverage is generally written on a full value, primary or excess of loss basis, although the very largest accounts are currently seldom written at the
primary level.
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Insurance versus reinsurance
Loss reserve calculations, whether reserving for direct insurance business or for reinsurance classes are not precise in that they deal with the inherent
uncertainty of assumptions regarding future reporting and development patterns, frequency and severity trends, claims settlement practices,
potential changes in the legal environment and other factors, such as inflation. The estimates and judgements relied on in making loss reserve
calculations are based on a number of factors and may be revised as additional experience or other data becomes available.
Loss reserve calculations are also reviewed as new or improved methodologies are developed and as laws or regulations change. Furthermore, as a
business operating within a broker market, management must rely on loss information reported to brokers by other insurers and their loss adjusters,
who must estimate their own losses at the policy level, often based on incomplete and changing information. The information management
receives varies by cedant and may include paid losses, estimated case reserves and an estimated provision for IBNR reserves. Additionally, reserving
practices and the quality of data reporting may vary among ceding companies, which adds further uncertainty to management’s estimates of the
ultimate losses.
Short-tail versus long-tail
In general, claims relating to short-tail risks, such as the majority of risks underwritten by the Group, are reported more promptly than those relating to
long-tail risks, including the majority of casualty risks. The timeliness of reporting can be affected by such factors as the nature of the event causing the
loss, the location of the loss and whether the losses are from policies in force with insureds, primary insurers, reinsurers or vendor binding authorities.
Excess of loss versus proportional
For excess of loss contracts, which make up the majority of the Group’s business, management is aided by the fact that each policy has a defined
limit of liability arising from one event. Once that limit has been reached, there is no further exposure to additional losses from that policy for the
same event. For proportional business, an initial estimated loss and loss expense ratio is generally used. This is based upon information provided by
the insured or ceding company and/or their broker and management’s historical experience of that treaty, if any, and the estimate is adjusted as
actual experience becomes known.
Time lags
There is a time lag inherent in reporting from the original claimant to the primary insurer or binding authority holder to the broker and then to the
reinsurer. Also, the combination of low claims frequency and high severity across many of our classes makes the available data more volatile and less
useful for predicting ultimate losses. In the case of proportional contracts, reliance is placed on an analysis of a contract’s historical experience,
industry information, and the professional judgement of underwriters in estimating reserves for these contracts. In addition, if available, reliance is
placed partially on ultimate loss ratio forecasts as reported by insureds or cedants, which are normally subject to a quarterly or six-month time lag.
Uncertainty
As a result of the time lag described above, an estimate must be made of IBNR reserves, which consists of a provision for additional development in
excess of the case reserves reported by insureds or ceding companies, as well as a provision for claims which have occurred but which have not yet
been reported by insureds or ceding companies. Due to the degree of reliance that is necessarily placed on insureds or ceding companies for claims
reporting, the associated time lag, the low frequency/high severity nature of much of the business that the Group underwrites, and the varying
reserving practices among ceding companies, reserve estimates are highly dependent on management judgement and are therefore uncertain.
During the loss settlement period, which may be years in duration, additional facts regarding individual claims and trends, including inflation often
will become known, and current laws and case law may change as well as regulatory directives, with a consequent impact on reserving.
For certain catastrophic events there are greater uncertainties underlying the assumptions and associated estimated reserves for losses and loss
adjustment expenses. Complexity resulting from problems such as policy coverage issues, multiple events affecting one geographic area and the
resulting impact on claims adjusting (including the allocation of claims to the specific event and the effect of demand surge on the cost of building
materials and labour) by, and communications from, insureds or ceding companies, can cause delays to the timing with which the Group is notified
of changes to loss estimates.
The breakdown of losses and loss adjustment expenses between notified outstanding losses, ACR and IBNR is shown in note 13. The majority of the
IBNR estimate relates to catastrophe events from 2017-2022, in addition to potential claims on non-elemental risks where timing delays in insured
or cedant reporting may mean losses could have occurred of which the Group was not made aware by the balance sheet date.
B. Market risk
The Group is at risk of loss due to movements in market factors. The main risks include:
i. Insurance market risk;
ii. Investment risk;
iii. Debt risk; and
iv. Currency risk.
These risks, and the management thereof, are described below.
I. Insurance Market Risk
The Group is exposed to insurance market risk from several sources, including the following:
• the advent or continuation of a soft market, which may result in a stabilisation or decline in premium rates and/or terms and conditions for certain
lines, or across all lines;
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meets quarterly to monitor the management of the investments of the Group against the asset allocations, risk tolerance and risk preference levels,
and the approved investment guidelines. As part of this the Investment Committee receives information on ESG and carbon intensity scores for the
fixed income portfolio and the Climate VaR versus the MSCI benchmark at the 1.5°C, 2°C and 3°C Paris Accord level. The IRRC meets quarterly to
ensure that the Group’s strategic and tactical investment actions are consistent with investment risk preferences, appetite, risk and return objectives
and tolerances. The IRRC also helps further develop the risk tolerances to be incorporated into the ERM framework.
The investment mix is as follows:
As at 31 December 2022
Core
$m
Core plus
$m
Surplus
$m
Total
$m
• Short-term investments 14.3 6.5 0.7 21.5
• Fixed maturity funds
29.4 – – 29.4
• U.S. treasuries 251.3 350.0 48.9 650.2
• Other government bonds 13.2 – 25.7 38.9
• U.S. municipal bonds
3.8 15.3 3.5 22.6
• U.S. government agency debt 2.8 22.9 33.3 59.0
• Asset backed securities 29.6 68.3 63.0 160.9
• U.S. government agency mortgage backed securities
11.2 13.9 15.9 41.0
• Non-agency mortgage backed securities – 1.0 13.0 14.0
• Non-agency commercial mortgage backed securities – – 24.2 24.2
• Bank loans
– – 128.9 128.9
• Corporate bonds 264.7 390.9 96.7 752.3
Total fixed maturity securities – AFS 620.3 868.8 453.8 1,942.9
Fixed maturity securities – at FVTPL – – 22.0 22.0
Private investment funds – at FVTPL – – 108.1 108.1
Hedge funds – at FVTPL – – 103.9 103.9
Index linked securities – at FVTPL – – 28.2 28.2
Other investments – – (0.2) (0.2)
Total investments 620.3 868.8 715.8 2,204.9
As at 31 December 2021
Core
$m
Core plus
$m
Surplus
$m
Tota
l
$m
• Short-term investments
23.3 21.2 – 44.5
• Fixed maturity funds 17.6 – – 17.6
• U.S. treasuries 223.5 289.0 51.7 564.2
• Other government bonds
11.7 – 47.1 58.8
• U.S. municipal bonds 4.1 14.8 5.4 24.3
• U.S. government agency debt 4.2 29.9 21.1 55.2
• Asset backed securities
9.3 19.5 75.3 104.1
• U.S. government agency mortgage backed securities 10.3 8.6 66.6 85.5
• Non-agency mortgage backed securities – 4.6 28.6 33.2
• Agency commercial mortgage backed securities
– – 0.1 0.1
• Non-agency commercial mortgage backed securities – – 20.1 20.1
• Bank loans – – 110.2 110.2
• Corporate bonds
244.2 327.0 91.2 662.4
Total fixed maturity securities – AFS 548.2 714.6 517.4 1,780.2
Fixed maturity securities – at FVTPL – – 28.9 28.9
Private investment funds – at FVTPL – – 105.7 105.7
Hedge funds – at FVTPL – – 102.9 102.9
Index linked securities – at FVTPL – – 30.5 30.5
Other investments – – (0.1) (0.1)
Total investments 548.2 714.6 785.3 2,048.1
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Interest rate risk
The Group’s investment portfolio is mainly comprised of fixed maturity securities and cash and cash equivalents. Fixed maturity funds are overseas
deposits held by the syndicates in trust for the benefit of the policyholders in those overseas jurisdictions. They consist of high quality, short
duration fixed maturity securities. The Group also has a hedge fund portfolio as well as principal protected notes and has invested in private
investment funds. The estimated fair value of the Group’s fixed maturity portfolio is generally inversely correlated to movements in market interest
rates. If market interest rates fall, the fair value of the Group’s fixed maturity securities would tend to rise and vice versa.
The sensitivity of the price of fixed maturity securities, and certain derivatives, to movements in interest rates is indicated by their duration. The
greater a security’s duration, the greater its price volatility to movements in interest rates. The sensitivity of the Group’s fixed maturity and
derivative investment portfolio to interest rate movements is detailed below, assuming linear movements in interest rates:
2022 2021
As at 31 Decembe
r
$m % $m %
Immediate shift in yield (basis points)
100 (34.1) (1.7) (36.6) (2.0)
75 (25.6) (1.3) (27.4) (1.5)
50 (17.1) (0.9) (18.3) (1.0)
25 (8.5) (0.4) (9.1) (0.5)
(25) 9.4 0.5 9.2 0.5
(50) 18.8 1.0 18.4 1.0
(75) 28.2 1.4 27.7 1.5
(100) 37.6 1.9 36.9 2.0
The Group mitigates interest rate risk on the investment portfolio by establishing and monitoring duration ranges in its investment guidelines. The
Group may manage duration through the use of interest rate futures and swaptions from time to time. The duration of the core portfolio is
matched to the modelled duration of the insurance reserves, within a permitted range. The permitted duration range for the core plus portfolio is
between zero and four years and for the surplus portfolio is between one and five years.
The overall duration for fixed maturities, managed cash and cash equivalents and certain derivatives is 1.6 years (31 December 2021 – 1.8 years).
In addition to duration management, the Group monitors VaR to measure potential losses in the estimated fair values of its cash and invested assets
and to understand and monitor risk. The VaR calculation is performed using variance/covariance risk modelling to capture the cash flows and
embedded optionality of the portfolio. Securities are valued individually using standard market pricing models. These security valuations serve as
the input to many risk analytics, including full valuation risk analyses, as well as parametric methods that rely on option-adjusted risk sensitivities to
approximate the risk and return profiles of the portfolio.
The principal VaR measure that is produced is an annual VaR at the 99th percentile confidence level. Under normal conditions, the portfolio is not
expected to lose more than the VaR metric listed in the table below, 99% of the time over a one-year time horizon. The appropriateness of this
measure is considered by the Investment Committee on behalf of the Board of Directors on an annual basis.
The Group’s annual VaR calculations are as follows:
2022 2021
As at 31 December $m
% of
shareholders’
equity $m
% of
shareholders’
equity
99th percentile confidence level
1
111.6 8.8 50.4 3.6
1. Including the impact of internal foreign exchange hedges.
The calculation methodology places emphasis on recent securities price volatility to determine VaR figures. Given interest rate volatility contributes
to the majority of VaR factors, the significant moves in interest rates during the year ended 31 December 2022 and more importantly the most
recent volatility, the calculated VaR has increased meaningfully during the year. In addition, the investment portfolio has increased in size relative to
Shareholders' equity which has also contributed to the increase in VaR. Despite the increase, the total VaR is still considered within acceptable limits.
Price risk
Price risk is the risk that the fair value of our investment portfolio will fluctuate because of changes in market prices (other than those arising from
interest rate or foreign exchange rate risk), whether those changes are caused by factors specific to the individual investment or other market
factors.
The Group's price risk exposure relates to our hedge funds, private investment funds and index linked securities. Listed investments that are quoted
in an active market are recognised at quoted bid price, which is deemed to be the approximate exit price. If the market for the investment is not
considered to be active, then the Group establishes fair value using valuation techniques (refer to note 11). This includes comparison to orderly
transactions between market participants, reference to benchmarks or other indices to assess reasonableness and other valuation techniques that
are commonly used by market participants.
A 10% downward correction at 31 December 2022 would reduce our hedge funds, private investment funds and index linked securities by
approximately $24.0 million (31 December 2021 - $23.9 million).
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C. Forward foreign currency contracts
A forward foreign currency contract is a commitment to purchase or sell a foreign currency at a future date, at a defined rate. The Group may utilise
forward foreign currency contracts to gain exposure to a certain currency or market rate or manage the impact of fluctuations in foreign currencies
on the value of its foreign currency denominated investments, debt, insurance related currency exposures and/or expenses.
Forward contracts expose the Group to credit, market and liquidity risks. Credit risk arises from the potential inability of counterparties to perform
under the terms of the contract. The Group is exposed to market risk to the extent that adverse changes occur in the exchange rate of the underlying
foreign currency. Liquidity risk represents the possibility that the Group may not be able to rapidly adjust the size of its forward positions at a
reasonable price in times of high volatility and financial stress. These risks are mitigated by requiring a minimum counterparty credit quality,
restricting the maximum notional exposure as a percentage of the investment portfolio’s estimated fair value and restricting exposures to foreign
currencies, individually and in aggregate, as a percentage of the investment portfolio’s estimated fair value.
The notional amount of a derivative contract is the underlying quantity upon which payment obligations are calculated. A long position is
equivalent to buying the underlying currency whereas a short position is equivalent to having sold the underlying currency.
The Group has the following open forward foreign currency contracts:
2022 2021
As at 31 Decembe
r
Notional
long
$m
Notional
short
$m
Net notional
long (short)
$m
Notiona
l
long
$m
Notional
short
$m
Net notiona
l
long (short)
$m
Canadian Dollar – 22.8 (22.8) – 36.2 (36.2)
Euro 42.7 3.8 38.9 19.2 21.0 (1.8)
Australian Dollar – 13.8 (13.8) – 9.3 (9.3)
Japanese Yen 5.2 – 5.2 – – –
Danish Krone – 0.2 (0.2) – 3.9 (3.9)
Sterling 93.5 0.8 92.7 45.2 7.6 37.6
Total 141.4 41.4 100.0 64.4 78.0 (13.6)
D. Swaps
Interest rate swaps, traded primarily OTC, are used to manage interest rate exposure, portfolio duration or to capitalise on anticipated changes in
interest rate volatility without investing directly in the underlying securities. Interest rate swap agreements entail the exchange of commitments to
pay or receive interest, such as an exchange of floating rate payments for fixed rate payments, with respect to a notional amount of principal. These
agreements involve elements of credit and market risk. Such risks include the possibility that there may not be a liquid market, that the
counterparty may default on its obligation to perform, or that there may be unfavourable movements in interest rates. These risks are mitigated
through defining a minimum counterparty credit quality and a maximum notional exposure to interest rate swaps as a percentage of the investment
portfolio’s estimated fair value. The notional amount of interest rate swaps held in the investment portfolio was $nil as at 31 December 2022 (31
December 2021 – $1.3 million). The notional amount of interest rate swaps held for hedging purposes was $nil as at 31 December 2022 and 2021.
The Group may utilise credit default swaps to add or reduce credit risk to an individual issuer, or a basket of issuers, without investing directly in
their securities. The Group held credit default swaps of $nil as at 31 December 2022 (31 December 2021 – $13.4 million).
During the year ended 31 December 2021, the Group entered into an interest rate swap, in the form of a 'Treasury lock'. This was in order to hedge
the 10-year treasury rate on the issuance of the $450.0 million fixed-rate reset junior subordinated Notes (see note 18), between the date that the
Group announced the issuance of the Notes, and the finalisation of the transaction on 11 March 2021. The 10-year treasury reference rate reduced
over the relevant period and a net payment was made of $3.4 million.
III. Debt risk
During the year ended 31 December 2021, the Group issued $450.0 million in aggregate principal amount of 5.625% fixed-rate reset junior
subordinated notes, repayable on 18 September 2041 (see note 18). The fixed interest rate will reset on 18 September 2031 at a rate per annum
equal to the prevailing five year treasury rate plus a credit spread of 4.08% and a relevant 100 basis point step up.
The Group is exposed to interest rate risk in the future if prevailing rates at the time of reset are materially different from the existing rates on the
debt issue.
IV. Currency risk
The Group underwrites from multiple locations and risks are assumed on a worldwide basis. Risks assumed are predominantly denominated in U.S.
dollars.
The Group is exposed to currency risk to the extent its assets are denominated in different currencies to its liabilities. Exchange gains and losses can
impact profit or loss.
The Group hedges monetary non-U.S. dollar liabilities primarily with non-U.S. dollar assets, but may also use derivatives to mitigate foreign
currency exposures. The Group’s main foreign currency exposure relates to its insurance obligations, cash holdings, investments, premiums
receivable and dividends payable. The Group uses forward foreign currency contracts for the purposes of managing currency exposures.
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Liabilities
U.S.$
$m
Sterlin
g
$m
Euro
$m
J
apanese Yen
$m
Other
$m
Tota
l
$m
Losses and loss adjustment expenses 1,025.3 77.2 93.1 26.2 69.3 1,291.1
Unearned premiums 448.7 35.1 72.6 15.1 26.4 597.9
Insurance contracts – other payables 15.3 3.5 1.0 – 0.5 20.3
Amounts payable to reinsurers 154.8 27.2 17.3 2.8 3.5 205.6
Deferred acquisition costs ceded 19.7 0.4 6.3 0.4 0.2 27.0
Other payables 16.2 20.8 – – 0.4 37.4
Corporation tax payable – 1.6 – – – 1.6
Deferred tax liability 12.5 (0.3) – – – 12.2
Lease liabilities 2.0 15.9 – – – 17.9
Long-term debt 445.7 – – – – 445.7
Total liabilities as at 31 December 2021 2,140.2 181.4 190.3 44.5 100.3 2,656.7
The impact on net income of a proportional foreign exchange movement of 10.0% up and 10.0% down against the U.S. dollar at the year end spot
rates would be an increase or decrease of $4.5 million (2021 – $3.9 million).
C. Liquidity risk
Liquidity risk is the risk that cash may not be available to pay obligations when they are due without incurring an unreasonable cost. The Group’s
main exposures to liquidity risk are with respect to its insurance and investment activities. The Group is exposed if proceeds from financial assets are
not sufficient to fund obligations arising from its insurance contracts. The Group can be exposed to daily calls on its available investment assets,
principally to settle insurance claims and to fund trust accounts following a large catastrophe loss.
Exposures in relation to insurance activities are as follows:
• large catastrophic events, or multiple medium-sized events in quick succession, resulting in a requirement to pay a large value of claims within a
relatively short time frame or fund trust accounts;
• failure of insureds or cedants to meet their contractual obligations with respect to the payment of premiums in a timely manner; and
• failure of reinsurers to meet their contractual obligations with respect to the payment of claims in a timely manner.
Exposures in relation to investment activities are as follows:
• adverse market movements and/or a duration mismatch to obligations, resulting in investments being disposed of at a significant realised loss; and
• an inability to liquidate investments due to market conditions.
The maturity dates of the Group’s fixed maturity portfolio are as follows:
As at 31 December 2022
Core
$m
Core plus
$m
Surplus
$m
Total
$m
Less than one year 159.5 212.1 20.9 392.5
Between one and two years 175.2 245.2 25.2 445.6
Between two and three years 113.9 155.3 69.4 338.6
Between three and four years 73.2 80.6 50.8 204.6
Between four and five years 21.1 28.2 48.2 97.5
Over five years 36.6 64.2 145.2 246.0
Asset backed and mortgage backed securities 40.8 83.2 116.1 240.1
Total fixed maturity securities 620.3 868.8 475.8 1,964.9
As at 31 December 2021
Core
$m
Core plus
$m
Surplus
$m
Tota
l
$m
Less than one year 119.0 144.7 18.5 282.2
Between one and two years 198.1 255.4 25.4 478.9
Between two and three years 102.3 133.3 38.6 274.2
Between three and four years 61.9 89.6 40.8 192.3
Between four and five years 30.2 33.6 55.1 118.9
Over five years 17.1 25.3 177.2 219.6
Asset backed and mortgage backed securities 19.6 32.7 190.7 243.0
Total fixed maturity securities 548.2 714.6 546.3 1,809.1
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160
D. Credit risk
Credit risk is the risk that a counterparty may fail to pay, or repay, a debt or obligation. The Group is exposed to credit risk on its fixed maturity investment
portfolio and derivative instruments, its inwards premiums receivable from insureds and cedants, and on any amounts recoverable from reinsurers.
Credit risk on the fixed maturity portfolio is mitigated through the Group’s policy to invest in instruments of high-credit-quality issuers and to limit
the amounts of credit exposure with respect to particular ratings categories and any one issuer. Securities rated below an S&P or equivalent rating
of BBB-/Baa3 may comprise no more than 15.0% of shareholders’ equity. In addition, no one issuer, with the exception of U.S. government and
agency securities, other G10 government guaranteed securities (excluding Italy) and Australian sovereign debt, should exceed 5.0% of shareholders’
equity. The Group is therefore not exposed to any significant credit concentration risk on its investment portfolio, except for fixed maturity
securities issued by the U.S. government and government agencies and other highly-rated governments.
Credit risk on exchange-traded derivative instruments is mitigated by the use of clearing houses to reduce counterparty credit risk, requiring the
posting of margins and settling of unrealised gains and losses daily. Credit risk on OTC derivatives is mitigated by monitoring the creditworthiness of
the counterparties and by requiring collateral amounts exceeding predetermined thresholds to be posted for positions which have accrued gains.
Credit risk on inwards premiums receivable from insureds and cedants is managed by conducting business with reputable broking organisations,
with whom the Group has established relationships, and by rigorous cash collection procedures. The Group also has a broker approval process in
place. Binding authorities are subject to standard market controls including credit control. Credit risk from reinsurance recoverables is primarily
managed by the review and approval of reinsurer security.
The table below presents an analysis of the Group’s major exposures to counterparty credit risk, based on their rating. The table includes amounts
due from policyholders and unsettled investment trades. The quality of these receivables is not graded but, based on management’s historical
experience, there is limited default risk associated with these amounts.
As at 31 December 2022
Cash and fixed
maturity
securities
$m
Inwards
premiums
receivable and
other
receivables
$m
Reinsurance
recoveries
$m
AAA 572.0 – –
AA+, AA, AA- 905.9 0.5 4.6
A+, A, A- 622.4 93.3 533.4
BBB+, BBB, BBB- 284.4 1.0 2.1
Other
1
129.0 720.4 52.0
Total 2,513.7 815.2 592.1
1. Reinsurance recoveries classified as 'other' include $42.0 million of reserves that are fully collateralised.
As at 31 December 2021
Cash and fixed
maturity
securities
$m
Inwards
premiums
receivable and
other receivables
$m
Reinsurance
recoveries
$m
AAA 355.6 – –
AA+, AA, AA- 816.0 – 2.8
A+, A, A- 754.4 28.2 369.2
BBB+, BBB, BBB- 280.4 2.1 2.2
Other
1
120.4 517.3 44.6
Total 2,326.8 547.6 418.8
1. Reinsurance recoveries classified as 'other' include $38.2 million of reserves that are fully collateralised.
As at 31 December 2022, the average credit quality of the fixed maturity portfolio was A+ (31 December 2021 – A+).
The following table shows inwards premiums receivable that are past due but not impaired:
2022
$m
2021
$m
Less than 90 days past due 71.2 59.1
Between 91 and 180 days past due 10.3 13.7
Over 180 days past due 14.5 8.2
Total 96.0 81.0
As at 31 December 2022 there has been no change in our counterparty credit risk exposure, however, it is an area we continue to monitor given the
ongoing conflict in Ukraine. Provisions of $8.7 million (31 December 2021 – $7.0 million) have been made for impaired or irrecoverable balances
and $4.1 million (2021 – $1.4 million) was charged to the consolidated statement of comprehensive income in respect of the provision for bad
debts of which $2.4 million (2021 – $nil) has been written off.
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162
II. Capital management risk
The total capital of the Group is as follows:
As at 31 Decembe
r
2022
$m
2021
$m
Shareholders’ equity 1,267.9 1,412.3
Long-term debt 446.1 445.7
Total capital 1,714.0 1,858.0
Intangible assets (172.4) (157.9)
Total tangible capital 1,541.6 1,700.1
Risks associated with the effectiveness of the Group’s capital management are mitigated as follows:
• regular monitoring of current and prospective regulatory and rating agency capital requirements;
• regular discussion with the LSL management team regarding Lloyd’s capital requirements;
• oversight of capital requirements by the Board of Directors;
• ability to purchase sufficient, cost-effective reinsurance;
• maintaining contact with vendors, regulators and rating agencies in order to stay abreast of upcoming developments; and
• participation in industry groups such as the International Underwriters Association, the Association of Bermuda Insurers and Reinsurers and the Lloyd’s
Market Association.
The Group reviews the level and composition of capital on an ongoing basis with a view to:
• maintaining sufficient capital for underwriting opportunities and to meet obligations to policyholders;
• maximising the risk-adjusted return to shareholders within predetermined risk tolerances;
• maintaining adequate financial strength ratings; and
• meeting internal, rating agency and regulatory capital requirements.
Capital is increased or returned as appropriate. The retention of earnings generated leads to an increase in capital. Capital raising can include debt or
equity and returns of capital may be made through dividends, share repurchases, a redemption of debt or any combination thereof. Other capital
management tools and products available to the Group may also be utilised. All capital actions require approval by the Board of Directors.
Internal methods have been developed to review the profitability of classes of business and their estimated capital requirements plus the capital
requirements of the combination of a wide range of other risk categories. These approaches are used by management in decision making.
The Group's long-term debt held as at 31 December 2022 and 31 December 2021 is approved as 'Tier 2 Ancillary Capital' by the Bermuda Monetary
Authority.
The Group’s aim is to maximise risk-adjusted returns for its shareholders across the cycle through a purposeful and sustainable business culture. The
return is measured by management in terms of the Change in FCBVS in the period (see APM on page 198). This aim is a long-term goal,
acknowledging that management expects both higher and lower results in the shorter term. The cyclicality and volatility of the insurance market is
expected to be the largest driver of this pattern. Management monitors these peaks and troughs by adjusting the Group’s portfolio to make the
most effective use of available capital and seeking to maximise the risk-adjusted return.
The primary source of capital used by the Group is equity shareholders’ funds and borrowings (note 18). As a holding company, LHL relies on
dividends from its operating entities to provide the cash flow required for debt service and dividends to shareholders. The operating entities’ ability
to pay dividends and make capital distributions is subject to the legal and regulatory restrictions of the jurisdictions in which they operate.
Both the Group and LICL are regulated by the BMA and are required to monitor their enhanced capital requirement under the BMA’s regulatory
framework, which has been assessed as equivalent to the Solvency II regime. The Group and LICL’s capital requirement are calculated using the
BSCR standard formula model. For the years ended 31 December 2022 and 2021, both the Group and LICL were more than adequately capitalised
under the BMA’s regulatory regime.
The Group’s UK regulated insurance companies are required to comply with the Solvency II regime and are regulated by the PRA and FCA. LSL is also
regulated by Lloyd’s. Under Solvency II, the basis for assessing capital and solvency comprises a market-consistent economic balance sheet and an
SCR, determined using either an internal model or the standard formula.
LUK calculates its SCR using the standard formula. LUK’s Solvency II own funds are primarily comprised of Tier 1 items for the years ended 31
December 2022 and 2021. Tier 1 capital is the highest-quality capital under Solvency II with the greatest loss-absorbing capacity, comprising share
capital and retained earnings. For the years ended 31 December 2022 and 2021, LUK was more than adequately capitalised under the Solvency II
regime. The Group is closely monitoring consultations and proposals related to changes to the UK Solvency regime post the UK’s departure from the
EU on 31 December 2020. A number of material changes were contained within the consultation published by the PRA in November 2022. The
consultation is open until May 2023 with a view to implementing new requirements from December 2024. Whilst the areas under review are not
currently expected to have a material impact on the solvency position of any of the Group’s UK regulated entities there will be a change in the
reporting requirements.
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1. General information
The Group is a provider of global specialty insurance and reinsurance products with operations in London, Bermuda and Australia. LHL was
incorporated under the laws of Bermuda on 12 October 2005. On 16 March 2009, LHL (registered number 37415) was added to the Official List and
its common shares were admitted to trading on the main market of the LSE; previously LHL’s shares were listed on AIM, a subsidiary market of the
LSE. Since 21 May 2007, LHL’s shares have had a secondary listing on the BSX. LHL’s head office and registered office is Power House, 7 Par-la-Ville
Road, Hamilton HM 11, Bermuda.
The consolidated financial statements for the year ended 31 December 2022 include the Company’s subsidiary companies, the Company’s
investment in associate, and the Group’s share of the syndicates’ assets and liabilities and income and expenses. A full listing of the Group’s related
parties can be found in note 23.
2. Segmental reporting
Management and the Board of Directors review the Group’s business primarily by its two principal segments: reinsurance and insurance. These
segments are therefore deemed to be the Group’s operating segments for the purposes of segmental reporting. Operating segment performance is
measured by the net underwriting profit or loss and the combined ratio.
All amounts reported are transactions with external parties and associates. There are no significant inter-segmental transactions and there are no
significant insurance or reinsurance contracts that insure or reinsure risks in Bermuda, the Group’s country of domicile.
The Group's operating segments for the purpose of segmental reporting have been revised in the current year. The revenue and expenses previously
reported in the property and casualty reinsurance, property and casualty insurance, aviation, energy and marine segments are now reported within
reinsurance and insurance segments. This reflects an internal management restructuring that occurred in the second half of 2022 and is in place as
at 31 December 2022. Lines of business, written primarily, but not exclusively, on a reinsurance or insurance basis, are now reported under a Head of
Reinsurance and Head of Insurance based on the products that they manage. Comparative figures for the year ended 31 December 2021 have been
re-presented in conformity with the current year view.
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166
2. Segmental reporting continued
Revenue and expense by operating segment
For the year ended 31 December 2021
Reinsurance
segment
$m
Insurance
segment
$m
Total
$m
Gross premiums written by geographic area
U.S. and Canada 274.9 190.3 465.2
Worldwide – multi territory 174.2 250.6 424.8
Europe 48.7 90.1 138.8
Rest of world 63.2 133.2 196.4
Total 561.0 664.2 1,225.2
Outwards reinsurance premiums (175.6) (233.5) (409.1)
Change in unearned premiums (81.1) (58.9) (140.0)
Change in unearned premiums on premiums ceded (2.2) 22.6 20.4
Net premiums earned 302.1 394.4 696.5
Insurance losses and loss adjustment expenses (434.0) (233.6) (667.6)
Insurance losses and loss adjustment expenses recoverable 160.2 36.9 197.1
Insurance acquisition expenses (64.5) (124.1) (188.6)
Insurance acquisition expenses ceded 8.2 23.4 31.6
Net underwriting (loss) profit (28.0) 97.0 69.0
Net unallocated income and expenses (125.8)
Loss before tax (56.8)
Net loss ratio 90.6% 49.9% 67.6%
Net acquisition cost ratio 18.6% 25.5% 22.5%
Expense ratio – – 17.2%
Combined ratio 109.2% 75.4% 107.3%
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168
5. Other income
For the
y
ear ended 31 Decembe
r
2022
$m
2021
$m
Lancashire Capital Management
• underwriting fees 3.1 10.6
• profit commission 0.9 5.2
Lancashire Syndicates
• managing agency fees 1.1 1.1
• consortium fees 1.1 0.6
• consortium profit commission
0.1 0.7
• coverholder commission income 0.2 –
Total other income 6.5 18.2
As at 31 December 2022, contract assets in relation to other income amounted to $1.3 million (31 December 2021 – $0.7 million).
6. Results of operating activities
Results of operating activities are stated after charging the following amounts:
For the year ended 31 December
2022
$m
2021
$m
Depreciation on owned assets 0.4 0.6
Auditor’s remuneration
• Group audit fees
4.1 2.1
• Other services 0.4 0.4
Total 4.9 3.1
During 2022 and 2021, KPMG LLP provided non-audit services in relation to the Group's half-year reporting review, Solvency II reporting and Lloyd's
reporting. In addition non-audit services in relation to the long-term debt refinancing was provided in the prior year. Fees for non-audit services
provided in 2022 totalled $0.4 million (2021 – $0.4 million).
7. Employee benefits
For the
y
ear ended 31 Decembe
r
2022
$m
2021
$m
Wages and salaries 54.6 49.2
Pension costs 4.2 4.3
Bonus and other benefits 15.2 15.0
Total cash compensation 74.0 68.5
RSS – performance 0.5 3.7
RSS – ordinary 7.4 6.0
RSS – bonus deferral 0.7 1.4
Total equity based compensation 8.6 11.1
Total employee benefits 82.6 79.6
Equity based compensation
The Group’s equity based compensation scheme is its RSS. All outstanding and future RSS grants have an exercise period of ten years from the grant
date.
The fair value of any TSR component of the nil-cost options is estimated using a stochastic model. For all other components the Black-Scholes
model is used to estimate the fair value.
The following table lists the assumptions used in the stochastic model for the RSS awards granted during the years ended 31 December 2022 and 2021:
Assumptions 2022 2021
Dividend yield – –
Expected volatility
1
28.1% 28.0%
Risk-free interest rate
2
1.3% 0.1%
Expected average life of options 3.0 years 3.0 years
Share price $6.72 $8.92
1. The expected volatility of the LHL share price is calculated based on the movement in the share price over a period prior to the grant date, equal in length to the expected life of the
award.
2. The risk-free interest rate is consistent with three–year UK government bond yields on the date of grant.
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171
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170
7. Employee benefits continued
2022 2021
Total
restricted
shares
Tota
l
restricted
shares
Weighted average remaining contractual life 8.0 years 8.4 years
Weighted average fair value at date of grant during the year $6.69 $8.92
Weighted average share price at date of exercise during the year $6.02 $9.35
RSS – Bonus deferral
The vesting periods of the bonus deferral RSS options range from one to three years from the date of grant and do not have associated performance
criteria. An amount equivalent to the dividends paid between the grant date and the exercise date accrues and is paid at the time of exercise.
Total number of
restricted shares
Outstanding as at 31 December 2020 250,605
Granted 183,185
Exercised (83,638)
Outstanding as at 31 December 2021 350,152
Granted 46,648
Exercised (114,196)
Forfeited (14,056)
Outstanding as at 31 December 2022 268,548
Exercisable as at 31 December 2021 59,329
Exercisable as at 31 December 2022 63,247
2022 2021
Total
restricted
shares
Tota
l
restricted
shares
Weighted average remaining contractual life 7.2 years 8.9 years
Weighted average fair value at date of grant during the year $6.04 $8.92
Weighted average share price at date of exercise during the year $6.45 $8.84
RSS – Lancashire syndicates limited acquisition
The vesting periods of the LSL acquisition RSS options ranged from three to five years and were dependent on certain performance criteria. These
options vested in full on 31 December 2018. An amount equivalent to the dividends paid between the grant date and the exercise date accrues and
is paid at the time of exercise, pro-rata according to the number of RSS options that vested.
Total number o
f
restricted shares
Outstanding as at 31 December 2021 and 2020 64,742
Exercised (33,387)
Outstanding as at 31 December 2022 31,355
Exercisable as at 31 December 2021 64,742
Exercisable as at 31 December 2022 31,355
2022 2021
Total
restricted
shares
Tota
l
restricted
shares
Weighted average remaining contractual life 0.9 years 1.9 years
Weighted average fair value at date of grant $13.01 $13.01
Weighted average share price at date of exercise during the year $5.59 –
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172
10. Cash and cash equivalents
As at 31 Decembe
r
2022
$m
2021
$m
Cash at bank and in hand 191.6 275.8
Cash equivalents 357.2 241.9
Total cash and cash equivalents 548.8 517.7
The carrying amount of cash and cash equivalents approximates fair value. Refer to note 18 for the cash and cash equivalent balances on deposit as
collateral. Cash and cash equivalents include managed cash of $260.8 million (31 December 2021 – $260.7 million), which are managed by our
external investment managers and non-operating cash managed internally.
11. Investments
As at 31 December 2022
Cost o
r
amortised cost
$m
Unrealised
gains
$m
Unrealised
losses
$m
Fair value
1
$m
Fixed maturity securities – AFS
• Short-term investments
21.5 – – 21.5
• Fixed maturity funds
29.4 – – 29.4
• U.S. treasuries
683.0 0.1 (32.9) 650.2
• Other government bonds
42.3 – (3.4) 38.9
• U.S. municipal bonds
23.8 – (1.2) 22.6
• U.S. government agency debt
61.0 – (2.0) 59.0
• Asset backed securities
167.0 0.2 (6.3) 160.9
• U.S. government agency mortgage backed securities
45.5 – (4.5) 41.0
• Non-agency mortgage backed securities
16.4 – (2.4) 14.0
• Non-agency commercial mortgage backed securities
25.5 – (1.3) 24.2
• Bank loans
131.8 0.5 (3.4) 128.9
• Corporate bonds
786.2 1.0 (34.9) 752.3
Total fixed maturity securities – AFS 2,033.4 1.8 (92.3) 1,942.9
Fixed maturity securities – at FVTPL 19.7 4.6 (2.3) 22.0
Private investment funds – at FVTPL 116.0 1.5 (9.4) 108.1
Hedge funds – at FVTPL 95.0 13.4 (4.5) 103.9
Index linked securities – at FVTPL 30.0 – (1.8) 28.2
Other investments – 0.2 (0.4) (0.2)
Total investments 2,294.1 21.5 (110.7) 2,204.9
1. When IFRS 9, Financial Instruments: Classification and Measurement, is implemented, all investments held above will be classified as at FVTPL (mandatory), with no resulting changes in
the estimated fair value.
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175
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Notes to the accounts continued
174
11. Investments continued
Level (III)
Level (iii) investments are securities for which valuation techniques are not based on observable market data and require significant management
judgement. The Group determines securities classified as Level (iii) to include hedge funds, private investment funds and loans to the Lloyd's central
fund.
The fair values of the Group’s hedge funds are determined using a combination of the most recent NAVs provided by each fund’s independent
administrator and the estimated performance provided by each hedge fund manager. Independent administrators provide monthly reported NAVs
with up to a one-month delay in valuation. The most recent NAV available for each hedge fund is adjusted for the estimated performance, as
provided by the fund manager, between the NAV date and the reporting date. Historically estimated fair values incorporating these performance
estimates have not been significantly different from subsequent NAVs. Given the Group’s knowledge of the underlying investments and the size of
the Group’s investment therein, we would not anticipate any material variance between estimated valuations and the final NAVs reported by the
administrators.
The fair value of the Group’s private investment funds are determined using statements received from each fund’s investment managers on either a
monthly or quarterly in arrears basis. In addition these valuations will be compared with benchmarks or other indices to assess the reasonableness of
the estimated fair value of each fund. Given the Group’s knowledge of the underlying investments and the size of the Group’s investment therein,
we would not anticipate any material variance between statements and the final NAVs reported by the investment managers.
The Group determines whether transfers have occurred between levels of the fair value hierarchy by re-assessing the categorisation at the end of
each reporting period. Transfers between Level (i) to (ii) securities amounted to $124.7 million and transfers from Level (ii) to (i) securities amounted
to $89.2 million during the year ended 31 December 2022.
The fair value hierarchy of the Group’s investment holdings is as follows:
As at 31 December 2022
Level (i)
$m
Level (ii)
$m
Level (iii)
$m
Total
$m
Fixed maturity securities – AFS
• Short-term investments
18.5 3.0 – 21.5
• Fixed maturity funds – 29.4 – 29.4
• U.S. treasuries 650.2 – – 650.2
• Other government bonds
5.5 33.4 – 38.9
• U.S. municipal bonds – 22.6 – 22.6
• U.S. government agency debt 38.0 21.0 – 59.0
• Asset backed securities
– 160.9 – 160.9
• U.S. government agency mortgage backed securities – 41.0 – 41.0
• Non-agency mortgage backed securities – 14.0 – 14.0
• Non-agency commercial mortgage backed securities
– 24.2 – 24.2
• Bank loans 22.7 106.2 – 128.9
• Corporate bonds 235.0 517.3 – 752.3
Total fixed maturity securities – AFS 969.9 973.0 – 1,942.9
Fixed maturity securities – at FVTPL – 18.9 3.1 22.0
Private investment funds – at FVTPL – – 108.1 108.1
Hedge funds – at FVTPL – – 103.9 103.9
Index linked securities – at FVTPL – 28.2 – 28.2
Other investments – (0.2) – (0.2)
Total investments 969.9 1,019.9 215.1 2,204.9
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12. Interests in structured entities continued
A summary of the Group’s interest in unconsolidated structured entities is as follows:
As at 31 December 2022
Investments
$m
Interest in
associate
$m
Total
$m
Fixed maturity securities
• Asset backed securities
160.9 – 160.9
• U.S. government agency mortgage backed securities 41.0 – 41.0
• Non-agency mortgage backed securities 14.0 – 14.0
• Agency commercial mortgage backed securities
24.2 – 24.2
Total fixed maturity securities 240.1 – 240.1
Investment funds
• Private investment funds 105.6 – 105.6
• Hedge funds 103.9 – 103.9
Total investment funds 209.5 – 209.5
Specialised investment vehicles
• KHL (note 16)
– 57.2 57.2
Total 449.6 57.2 506.8
As at 31 December 2021
Investments
$m
Interest in
associate
$m
Total
$m
Fixed maturity securities
• Asset backed securities 104.1 – 104.1
• U.S. government agency mortgage backed securities
85.5 – 85.5
• Non-agency mortgage backed securities 33.2 – 33.2
• Agency commercial mortgage backed securities 0.1 – 0.1
• Non-agency commercial mortgage backed securities
20.1 – 20.1
Total fixed maturity securities 243.0 – 243.0
Investment funds
• Private investment funds 105.7 – 105.7
• Hedge funds 102.9 – 102.9
Total investment funds 208.6 – 208.6
Specialised investment vehicles
• KHL (note 16)
– 118.7 118.7
Total 451.6 118.7 570.3
The fixed maturity structured entities are created to meet specific investment needs of borrowers and investors which cannot be met from
standardised financial instruments available in the capital markets. As such, they provide liquidity to the borrowers in these markets and provide
investors with an opportunity to diversify risk away from standard fixed maturity securities. Whilst individual securities may differ in structure, the
principles of the instruments are broadly the same and it is appropriate to aggregate the investments into the categories detailed above.
The risk that the Group faces in respect of the investments in structured entities is similar to the risk it faces in respect of other financial investments
held on the consolidated balance sheet in that fair value is determined by market supply and demand. This is in turn driven by investor evaluation of
the credit risk of the structure and changes in the term structure of interest rates which change investors’ expectation of the cash flows associated
with the instrument and, therefore, its value in the market. Risk management disclosures for these financial instruments and other investments are
provided on pages 151 to 160. The total assets of these structured entities are not considered meaningful for the purpose of understanding the
related risks and therefore have not been presented.
The maximum exposure to loss in respect of these structured entities would be the carrying value of the instruments that the Group holds as at 31
December 2022 and 31 December 2021. Generally, default rates would have to increase substantially from their current level before the Group
would suffer a loss on maturity and this assessment is made prior to investing and regularly through the holding period for the security. The Group
has not provided any other financial or other support in addition to that described above as at the reporting date, and there is no intention to
provide support in relation to any other unconsolidated structured entities in the foreseeable future.
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13. Losses and loss adjustment expenses continued
Claims development
The development of insurance liabilities is indicative of the Group’s ability to estimate the ultimate value of its insurance liabilities. The Group began
writing insurance and reinsurance business in December 2005. With the acquisition of LSL in 2013, the Group assumed additional loss reserves
relating to 2001 and subsequent years.
Accident year
2012 &
prior 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
Total
$m
Gross Group losses
Estimate of ultimate liability
1
At end of accident year 1,338.2 280.0 274.8 276.0 298.5 580.1 429.7 332.4 432.1 777.6 1,080.6
One year later 1,626.1 259.8 226.7 214.6 310.7 547.1 462.0 328.7 392.6 717.0
Two years later 1,597.6 224.0 206.0 196.2 274.4 511.3 431.1 294.8 351.5
Three years later 1,587.9 224.4 196.5 189.6 235.0 493.1 413.1 283.5
Four years later 1,579.5 222.1 193.4 184.1 232.3 473.1 385.7
Five years later 1,574.2 218.4 192.4 182.6 223.5 444.7
Six years later 1,527.4 213.7 190.1 181.5 223.4
Seven years later 1,518.9 215.7 187.8 180.9
Eight years later 1,519.6 218.3 186.4
Nine years later 1,513.5 217.4
Ten years later 1,507.1
Current estimate of
cumulative liability
1,507.1 217.4 186.4 180.9 223.4 444.7 385.7 283.5 351.5 717.0 1,080.6 5,578.2
Paid (1,452.6) (207.9) (179.2) (168.4) (217.7) (405.0) (331.7) (206.1) (206.6) (313.9) (108.3) (3,797.4)
Total Group gross liability 54.5 9.5 7.2 12.5 5.7 39.7 54.0 77.4 144.9 403.1 972.3 1,780.8
1. Adjusted for revaluation of foreign currencies at the exchange rate as at 31 December 2022.
Accident year
2012 &
prior 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
Total
$m
Reinsurance
Estimate of ultimate recovery
1
At end of accident year 167.5 9.9 17.8 15.3 73.1 177.6 139.3 114.6 93.0 228.4 411.4
One year later 327.5 8.9 14.1 12.2 98.5 185.0 189.9 115.0 90.4 198.8
Two years later 321.3 8.8 13.1 12.6 96.7 179.7 181.9 97.1 79.0
Three years later 330.8 8.0 11.5 13.0 76.5 181.2 172.3 99.6
Four years later 330.9 8.0 11.9 13.0 73.9 178.6 160.1
Five years later 332.4 8.0 9.6 13.0 73.7 165.6
Six years later 328.1 7.4 9.6 13.4 73.1
Seven years later 327.8 7.2 9.0 13.1
Eight years later 324.8 7.3 8.8
Nine years later 325.1 7.2
Ten years later 323.1
Current estimate of
cumulative recovery
323.1 7.2 8.8 13.1 73.1 165.6 160.1 99.6 79.0 198.8 411.4 1,539.8
Paid (311.2) (7.2) (8.7) (12.9) (72.7) (158.0) (135.6) (54.2) (48.1) (49.6) (89.5) (947.7)
Total Group gross recovery 11.9 – 0.1 0.2 0.4 7.6 24.5 45.4 30.9 149.2 321.9 592.1
1. Adjusted for revaluation of foreign currencies at the exchange rate as at 31 December 2022.
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14. Insurance, reinsurance and other receivables
All receivables are considered current other than $88.9 million (31 December 2021 – $29.2 million) of inwards premiums receivable related to
multi-year contracts. The carrying value approximates fair value due to the short-term nature of the receivables. There are no significant
concentrations of credit risk within the Group’s receivables.
15. Provision for deferred tax
As at 31 December
2022
$m
2021
$m
Equity based compensation (5.0) (4.2)
Syndicate underwriting profits (1.3) (0.7)
Syndicate participation rights 18.8 18.8
Other temporary differences (2.9) (1.7)
Tax losses carried forward (0.3) –
Net deferred tax liability 9.3 12.2
Deferred tax assets are recognised to the extent that realising the related tax benefit through future taxable profits is likely. It is anticipated that
sufficient taxable profits will be available within the Group in 2023 and subsequent years to utilise the deferred tax assets recognised when the
underlying temporary differences reverse.
For the years ended 31 December 2022 and 2021, the Group had no uncertain tax positions.
During 2021, changes to the UK main rate of corporation tax were enacted under the Finance Act 2021, increasing the tax rate to 25% from 19%,
effective 1 April 2023. As at 31 December 2022, this has resulted in the recognition of deferred tax assets and liabilities at 25% on items where the
tax reversal is expected to take effect on or after 1 April 2023, with a related tax charge of $nil (31 December 2021 - charge of $3.4 million).
The table below reconciles the movements within the net deferred tax liability.
As at 31 Decembe
r
2022
$m
2021
$m
Opening liability 12.2 10.9
Deferred tax credit for the period (1.7) (2.5)
Adjustment in respect of prior period deferred tax 1.1 0.8
Tax rate change adjustment – 3.4
Deferred tax in equity (0.1) 0.5
Deferred tax in other comprehensive income (2.2) (0.9)
Closing liability 9.3 12.2
All deferred tax assets and liabilities are classified as non-current.
16. Investment in associate
The Group holds an interest in the preference shares of each segregated account of KHL. KHL is a company incorporated in Bermuda and its
operating subsidiary, KRL, is authorised by the BMA as a Special Purpose Insurer. KRL commenced writing insurance business on 1 January 2014. As
at 31 December 2022, the carrying value of the Group’s investment in KHL was $57.2 million (31 December 2021 – $118.7 million). The Group’s
share of comprehensive loss for KHL for the period was a loss of $6.5 million (2021 – $3.9 million loss). Key financial information for KHL is as
follows:
2022
$m
2021
$m
Assets 532.7 887.6
Liabilities 302.0 273.6
Shareholders’ equity 230.7 613.9
Gross premium earned 40.5 137.3
Comprehensive loss (28.4) (57.9)
The Group has the power to participate in the operational and financial policy decisions of KHL and KRL through the provision of essential technical
information by LCM and has therefore classified its investment in KHL as an investment in associate.
When IFRS 17, Insurance contracts is implemented, adjustments will be made to associate accounting policies, where necessary, in order to be
consistent with the Group's insurance accounting policies. When IFRS 9, Financial Instruments: Classification and Measurement, is implemented,
KHL will continue to classify all its financial assets at FVTPL. There will therefore be no impact on the estimated fair value of the financial assets
disclosed in the table above.
Refer to note 23 for details of transactions between the Group and its associate.
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18. Long-term debt and financing arrangements continued
The interest accrued on the long-term debt was $7.2 million (31 December 2021 – $7.2 million) at the balance sheet date and is included in other
payables. Refer to note 8 for details of the interest expense for the year included in financing costs.
The Company has the option to redeem some or all of the junior subordinated notes, in whole or in part, prior to the maturity date. There are no
negative or financial covenants attached to the issued junior subordinated notes.
The table below outlines the cash and non-cash changes from our long-term debt restructuring arising from financing activities during the year
ended 31 December 2021. During the year ended 31 December 2022, there were no long-term debt re-financing activities.
2021
$m
As at 31 December 2020 327.5
Fair value, net of transaction costs on issuance of $450.0 million reset junior subordinated notes 445.4
Early redemption costs on senior and subordinated loan notes 12.8
Amortisation of $450.0 million reset junior subordinated notes (0.4)
Redemption of senior and subordinated loan notes (339.6)
As at 31 December 2021 445.7
Letters of credit
As both LICL and LUK are non-admitted insurers or reinsurers throughout the U.S., the terms of certain contracts require them to provide LOCs to
policyholders as collateral.
LHL and LICL have a $250.0 million syndicated collateralised credit facility with a $50.0 million loan sub-limit that has been in place since 20 March
2020 and will expire on 20 March 2025. There was no outstanding debt under this facility as at 31 December 2022 and 2021.
The facility is available for the issue of LOCs to ceding companies. The facility is also available for LICL to issue LOCs to LUK to collateralise certain
insurance balances.
The following LOCs have been issued:
As at 31 December
2022
$m
2021
$m
Issued to third parties 27.3 27.1
These LOCs are required to be fully collateralised.
The terms of the $250.0 million syndicated collateralised credit facility include standard default and cross-default provisions, which require certain
covenants to be adhered to. These include the following:
• an A.M. Best financial strength rating of at least B++;
• a maximum debt to capital ratio of 30.0%, where the junior subordinated notes are excluded as debt from this calculation;
• a maximum subordinated unsecured indebtedness of $350.0 million; and
• a maximum aggregated indebtedness (i) under any syndicate arrangement entered into by Lancashire Syndicates in connection with the underwriting
business carried on by all such members of the syndicates and (ii) incurred by CCL 1998, LHL or LICL in the ordinary course of business in connection
with coming into line requirements, of $200.0 million.
On 3 March 2021 and 20 October 2022, LHL and LICL obtained waivers from their lenders in relation to the limits on debt incurrence under the
$250.0 million syndicated collateralised credit facility, which allowed (i) LHL to issue its $450.0 million 5.625% fixed-rate reset junior subordinated
notes due in 2041, and (ii) LICL to increase its uncollateralised facility to $181.5 million and Syndicate 2010 to renew its $60.0 million LOC
catastrophe facility, respectively.
An uncollateralised facility has been in place since 30 July 2019, for an original amount of $31.0 million. The facility was most recently increased to
$181.5 million on 25 October 2022 (from $115.5 million effective 29 October 2021). It is available for utilisation by LICL and guaranteed by LHL for
FAL purposes. As at 31 December 2022, $181.5 million of LOC were issued under this facility and are due to expire on 28 October 2026.
The terms of the $181.5 million uncollateralised facility includes standard default and cross-default provisions, which require certain covenants to be
adhered to. These include the following:
• an A.M. Best financial strength rating of at least B++;
• a maximum debt to capital ratio of 30.0%, where the junior subordinated notes are excluded as debt from this calculation; and
• maintenance of a minimum net worth requirement.
As at all reporting dates, the Group was in compliance with all covenants and waivers under these facilities.
Syndicate bank facilities
As at 31 December 2022 and 2021, Syndicate 2010 had in place a $60.0 million LOC catastrophe facility. The facility is available to assist in paying
claims and the gross funding of catastrophes for Syndicate 2010. A separate uncommitted overdraft facility of $20.0 million is also available to
Syndicate 2010.
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Notes to the accounts continued
184
19. Share capital and other reserves continued
Share repurchases
At the AGM held on 27 April 2022, LHL’s shareholders approved a renewal of the Company’s Repurchase Programme authorising the repurchase of a
maximum of 24,401,000 common shares, with such authority to expire on the conclusion of the 2023 AGM or, if earlier, 15 months from the date
the resolution approving the Repurchase Programme was passed. Under the Repurchase Programme, the Board authorised management to
repurchase up to:
• 3,000,000 common shares during the period commencing 16 May 2022 and ending no later than 27 July 2022.
• 3,000,000 common shares during the period commencing 8 August 2022 and ending no later than 30 September 2022.
• 3,000,000 common shares during the period commencing 14 November 2022 and ending no later than 30 December 2022.
During the year ended 31 December 2022, 4,589,592 common shares were repurchased by the Company under its Repurchase Programme, at a
weighted average share price of £4.23. As at 31 December 2022, the Company's current Repurchase Programme has 19,811,408 common shares
remaining. During the year ended 31 December 2021, 1,000,000 common shares were repurchased by the Company under its Repurchase
Programme, at a weighted average share price of £5.11.
Dividends
The Board of Directors has authorised the following dividends:
Type
Per share
amount Record date Payment date $m
Final $0.10 7 May 2021 4 June 2021 24.3
Interim $0.05 6 Aug 2021 3 Sep 2021 12.1
Final $0.10 13 May 2022 10 June 2022 24.3
Interim $0.05 5 Aug 2022 2 Sep 2022 11.9
Other reserves
The Group's other reserves of $1,221.9 million (31 December 2021 – $1,221.6 million) comprises contributed surplus and an equity based
compensation reserve. The equity based compensation reserve comprises $33.3 million (31 December 2021 – $34.3 million) of this balance and
relates to the Group's equity compensation plans (see note 7).
20. Leases
The Group leases four properties and several items of office equipment.
Right-of-use assets
The Group had the following right-of-use assets in relation to leases entered into.
Propert
y
Equipmen
t
Total
$m $m $m
As at 31 December 2020 15.8 0.3 16.1
Depreciation charge (2.6) (0.1) (2.7)
As at 31 December 2021 13.2 0.2 13.4
Additions 6.3 0.1 6.4
Modification 3.2 – 3.2
Depreciation charge (2.6) (0.1) (2.7)
As at 31 December 2022 20.1 0.2 20.3
During the year ended 31 December 2022, the Group entered into two new lease agreements for additional office space in London and Australia
and also modified the lease term on its existing London office lease agreement.
Lease liabilities
As at 31 December
2022
$m
2021
$m
Due in less than one year 3.6 3.7
Due between one and five years 13.4 11.5
Due in more than five years 12.3 6.1
Total undiscounted lease liabilities 29.3 21.3
Total discounted lease liabilities 23.3 17.9
Current 2.2 2.8
Non-current 21.1 15.1
The Group does not face a significant liquidity risk with regards to its lease liabilities.
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186
23. Related party disclosures
The consolidated financial statements include LHL and the entities listed below:
Name Principal Business Domicile
Subsidiaries
1
CCHL Investment company United Kingdom
CCL Holding company United Kingdom
CCL 1998
2
Lloyd’s corporate member United Kingdom
CCL 1999 Non trading United Kingdom
CUL Non trading United Kingdom
LAPL Non trading Australia
LBCL Holding company Cayman Islands
LCM Insurance agent services Bermuda
LCMMSL Support services United Kingdom
LICL General insurance business Bermuda
LIHL Holding company United Kingdom
LIMSL Insurance mediation activities United Kingdom
LISL Support services United Kingdom
LHAPL Holding company Australia
LMSCL Support services Canada
LSL Lloyd’s managing agent United Kingdom
LUAPL Lloyd's service company Australia
LUK General insurance business United Kingdom
Associate
KHL
3
Holding company Bermuda
Other controlled entities
EBT Trust Jersey
1. Unless otherwise stated, the Group owns 100% of the ordinary share capital and voting rights in its subsidiaries listed.
2. 62.3% participation on the 2022 year of account and 69.3% participation on the 2023 year of account for Syndicate 2010.
3. The Group has an 16.7% holding through its interest in the preference shares of each segregated account of KHL.
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Additional Information
Shareholder Information
Annual General Meeting
The Company’s AGM is scheduled for 26 April 2023 and is to be held at
the Company’s registered and head office at Power House, 7 Par-la-Ville
Road, Hamilton HM 11, Bermuda. Notice of this year’s AGM and forms
of proxy and direction shall be delivered to shareholders by electronic
means. If you have any queries regarding the notice or AGM voting
requirements please contact Chris Head, Company Secretary, using
Tel: +44 (0) 20 7264 4000 and email: [email protected].
Further information
Lancashire Holdings Limited is registered in Bermuda under company
number EC 37415 and has its registered office at Power House, 7
Par-la-Ville Road, Hamilton HM 11, Bermuda. Further information
about the Group including this Annual Report and Accounts, press
releases and the Company’s share price is available on our website
at www.lancashiregroup.com. Please address any enquiries to
Note regarding forward-looking statements
Some of the statements in this document include forward-looking
statements which reflect the Directors’ current views with respect
to financial performance, business strategy, plans and objectives of
management for future operations (including development plans relating
to the Group’s products and services). These statements include forward-
looking statements both with respect to the Group and the sectors and
industries in which the Group operates. Statements containing the words
‘believes’, ‘anticipates’, ‘aims’, ‘plans’, ‘projects’, ‘forecasts’, ‘guidance’,
‘intends’, ‘expects’, ‘estimates’, ‘predicts’, ‘may’, ‘can’, ‘likely’, ‘will’,
‘seeks’, ‘should’ or, in each case, their negative or comparable
terminology and similar statements are of a future or forward-looking
nature. All forward-looking statements address matters that involve
known and unknown risks and uncertainties. Accordingly, there are
or will be important factors that could cause the actual results,
performance or achievements of the Group to be materially different
from future results, performance or achievements expressed or implied
by such forward-looking statements.
These factors include, but are not limited to: the impact of the ongoing
conflict in Ukraine, including any escalation or expansion thereof, on the
Group’s clients, reserves, the continued uncertainty of the situation in
Russia, including issues relating to coverage and the impact of sanctions,
the securities in our investment portfolio and on global financial markets
generally, as well as any governmental or regulatory change arising
therefrom; and a continuation in financial market volatility and other
adverse market conditions generally; the actual development of losses
and expenses impacting estimates for claims which arise as a result of
the hurricane Ian, which occurred in the third quarter of 2022, COVID-19
pandemic, the Kentucky tornadoes, hurricane Ida and the European
storms which occurred in the second half of 2021, winter storm Uri
which occurred during the first quarter of 2021, hurricanes Laura and
Sally, the Midwest Derecho storm and the wildfires in California which
occurred in 2020, the 2020 and 2021 large loss events across the
Group’s specialty business lines, typhoon Hagibis in the fourth quarter
of 2019, hurricane Dorian and typhoon Faxai in the third quarter of 2019,
the Californian wildfires and hurricane Michael which occurred in the
fourth quarter of 2018, hurricane Florence, the typhoons and marine
losses that occurred in the third quarter of 2018, hurricanes Harvey,
Irma and Maria and the earthquakes in Mexico, that occurred in the
third quarter of 2017 and the wildfires which impacted parts of California
during 2017; the impact of complex and unique causation and coverage
issues associated with attribution of losses to wind or flood damage or
other perils such as fire or business interruption relating to such events;
potential uncertainties relating to reinsurance recoveries, reinstatement
premiums and other factors inherent in loss estimations; the Group’s
ability to integrate its business and personnel; the successful retention
and motivation of the Group’s key management; the increased
regulatory burden facing the Group; the number and type of insurance
and reinsurance contracts that the Group writes or may write; the
Group’s ability to successfully implement its business strategy during
‘soft’ as well as ‘hard’ markets; the premium rates which may be
available at the time of such renewals within its targeted business lines;
potentially unusual loss frequency; the impact that the Group’s future
operating results, capital position and rating agency and other
considerations may have on the execution of any capital management
initiatives or dividends; the possibility of greater frequency or severity
of claims and loss activity than the Group’s underwriting, reserving or
investment practices have anticipated; the reliability of, and changes in
assumptions to, catastrophe pricing, accumulation and estimated loss
models; increased competition from existing alternative capital providers
and insurance-linked funds and collateralised special purpose insurers,
and the related demand and supply dynamics as contracts come up for
renewal; the effectiveness of its loss limitation methods; the potential
loss of key personnel; a decline in the Group’s operating subsidiaries’
ratings with A.M. Best, S&P Global Ratings, Moody’s or other rating
agencies; increased competition on the basis of pricing, capacity,
coverage terms or other factors; cyclical downturns of the industry;
the impact of a deteriorating credit environment for issuers of fixed
maturity investments; the impact of swings in market interest rates,
currency exchange rates and securities prices; changes by central banks
regarding the level of interest rates; the impact of inflation or deflation
in relevant economies in which the Group operates; the effect, timing
and other uncertainties surrounding future business combinations within
the insurance and reinsurance industries; the impact of terrorist activity
in the countries in which the Group writes risks; a rating downgrade of,
or a market decline in, securities in its investment portfolio; changes in
governmental regulations or tax laws in jurisdictions where the Group
conducts business; Lancashire or its Bermudian subsidiaries becoming
subject to income taxes in the United States or in the United Kingdom;
the impact of the change in tax residence on stakeholders of the Group;
and the impact of the expiration of the transition period on 31 December
2020 following the United Kingdom’s withdrawal from the European
Union on the Group’s business, regulatory relationships, underwriting
platforms or the industry generally, the focus and scrutiny on ESG-
related matters regarding the insurance industry from key stakeholders
of the Group, and any adverse asset, credit, financing or debt or capital
market conditions generally which may affect the ability of the Group
to manage its liquidity.
Shareholder Information continued
Any estimates relating to loss events involve the exercise of considerable
judgement and reflect a combination of ground-up evaluations,
information available to date from brokers and insureds, market
intelligence, initial and/or tentative loss reports and other sources.
Judgements in relation to loss arising from natural catastrophe and
man-made events are influenced by complex factors. The Group cautions
as to the preliminary nature of the information used to prepare such
estimates as subsequently available information may contribute to an
increase in these types of losses.
These forward-looking statements speak only as at the date of this
document. The Company expressly disclaims any obligation or
undertaking (save as required to comply with any legal or regulatory
obligations including the rules of the LSE) to disseminate any updates
or revisions to any forward-looking statement to reflect any changes in
the Group’s expectations or circumstances on which any such statement
is based. All subsequent written and oral forward-looking statements
attributable to the Group or individuals acting on behalf of the Group
are expressly qualified in their entirety by this paragraph. Prospective
investors should specifically consider the factors identified in this
document which could cause actual results to differ before making
an investment decision.
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Additional Information
Glossary
Accident year loss ratio
The accident year loss ratio is calculated using the accident year ultimate
liability revalued at the current balance sheet date, divided by net
premiums earned
Active Underwriter
The individual at a Lloyd’s syndicate with principal authority to accept
insurance and reinsurance risk on behalf of the syndicate
Additional case reserves (ACR)
Additional reserves deemed necessary by management
AFS
Available for sale
Aggregate
Accumulations of insurance loss exposures which result from
underwriting multiple risks that are exposed to common causes of loss
AGM
Annual General Meeting
AIM
A sub-market of the LSE
A.M. Best Company (A.M. Best)
A.M. Best is a full-service credit rating organisation dedicated to serving
the financial services industry, focusing on the insurance sector
APMs
Alternative performance measures
BCP
Business Continuity Plan
BMA
Bermuda Monetary Authority
Board of Directors; Board
Unless otherwise stated refers to the LHL Board of Directors
BREEAM
Building Research Establishment Environmental Assessment Method
BSCR
Bermuda Solvency Capital Requirement
BSX
Bermuda Stock Exchange
CCHL
Cathedral Capital Holdings Limited
CCL
Cathedral Capital Limited
CCL 1998
Cathedral Capital (1998) Limited
CCL 1999
Cathedral Capital (1999) Limited
CCWG
Climate Change Working Group
CDP
Carbon Disclosure Project
Ceded
To transfer insurance risk from a direct insurer to a reinsurer and/or from
a reinsurer to a retrocessionaire
CEND
Confiscation, Expropriation, Nationalisation and Deprivation
CEO
Chief Executive Officer
CFO
Chief Financial Officer
CGU
Cash generating unit
Change in FCBVS
The IRR of the change in FCBVS in the period plus accrued dividends
CIO
Chief Investment Officer
The Code
UK Corporate Governance Code published by the UK FRC (www.frc.org.uk)
Combined ratio
Ratio, in per cent, of the sum of net insurance losses, net acquisition
expenses and other operating expenses to net premiums earned
Compound Annual Change in FCBVS adjusted for dividends
The calculation is the internal rate of return on the movement in Fully
Converted Book Value since inception on an annualised basis plus
dividends accrued
Glossary continued
Consolidated financial statements
Dividend yield
Includes the independent auditor’s report, consolidated primary
Calculated by dividing the annual dividends per share by the share price
statements, accounting policies, risk disclosures and related notes
on the last day of the given year
Consolidated primary statements
Duration
Includes the consolidated statement of comprehensive income,
Duration is the weighted average maturity of a security’s cash flows,
consolidated balance sheet, consolidated statement of changes in
where the present values of the cash flows serve as the weights.
shareholders’ equity and the statement of consolidated cash flows
The effect of the convexity, or sensitivity, of the portfolio’s response
COO
to changes in interest rates is also factored into the calculation
Chief Operating Officer
Earnings per share (EPS)
CRO
Calculated by dividing net profit for the year attributable to shareholders
by the weighted average number of common shares outstanding during
Chief Risk Officer
the year, excluding treasury shares and shares held by the EBT
CUL
EBT
Cathedral Underwriting Limited
Lancashire Holdings Employee Benefit Trust
CUO
ECA
Chief Underwriting Officer
Economic Capital Assessment
D&F
ERM
Direct and facultative (re)insurance
Enterprise Risk Management
DE&I
ESG
Diversity, equity and inclusion
Environmental, Social and Governance
Deferred acquisition costs
EU
Costs incurred for the acquisition or the renewal of insurance policies
European Union
(e.g. brokerage and premium taxes) which are deferred and amortised
over the term of the insurance contracts to which they relate
Excess of loss
Delegated authorities
Reinsurance or insurance that indemnifies the reinsured or insured
against all or a specified portion of losses on an underlying insurance
Arrangements under which a managing agent or (re)insurer delegates
policy in excess of a specified amount
its authority to another to enter into contracts of insurance on its behalf
Facultative reinsurance
Diluted earnings per share
A reinsurance risk that is placed by means of a separately negotiated
Calculated by dividing the net profit for the year attributable to
contract as opposed to one that is ceded under a reinsurance treaty
shareholders by the weighted average number of common shares
outstanding during the year plus the weighted average number of
FAL
common shares that would be issued on the conversion of all
Funds at Lloyd’s
potentially dilutive equity-based compensation awards into
common shares under the treasury stock method
FCA
Financial Conduct Authority
Directors’ fees and expenses
Unless otherwise stated includes fees and expenses of all Directors
FRC
across the Group
Financial Reporting Council
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Additional Information
FSMA
The Financial Services and Markets Act 2000 (as amended from time to
time)
FTE
Full-Time Employee
Fully converted book value per share (FCBVS)
Calculated based on the value of the total shareholders’ equity
attributable to the Group and dilutive restricted stock units as calculated
under the treasury method, divided by the sum of all shares and dilutive
restricted stock units, assuming all are exercised
FVTPL
Fair value through profit or loss
G10
Belgium, Canada, Germany, France, Italy, Japan, the Netherlands,
Sweden, the United Kingdom, and the United States
GDPR
General Data Protection Regulation
GHG
Greenhouse gas emissions covers carbon dioxide (CO
2
), methane (CH
4
),
nitrous oxide (N
2
O), hydrofluorocarbons (HFC), perfluorocarbons (PFC),
nitrogen trifluoride (NF
3
) and sulphur hexafluoride (SF
6
)
The Group or the Lancashire Group
LHL and its subsidiaries
GMM
General Measurement Model
GSE
Government-Sponsored Enterprise
GWP
Gross premiums written. Amounts payable by the insured, excluding any
taxes or duties levied on the premium, including any brokerage and
commission deducted by intermediaries
ICM
International Care Ministries
IFRS
International Financial Reporting Standard(s)
IFRS 9
International Financial Reporting Standard on Financial Instruments
IFRS 17
International Financial Reporting Standard on Insurance Contracts
ILS
Insurance Linked Securities
Incurred but not reported (IBNR)
These are anticipated or likely losses that may result from insured events
which have taken place, but for which no losses have yet been reported.
IBNR also includes a reserve for possible adverse development of
previously reported losses
Industry loss warranty (ILW)
A type of reinsurance or derivative contract through which one party will
purchase protection based on the total loss arising from an event to the
entire insurance industry rather than their own losses
Internal Audit Charter
A formal written document that sets out the mission, scope,
responsibilities, authority, professional standards and the relationship
with the external auditors and regulatory bodies of the internal audit
function with the Company and its subsidiaries
International Accounting Standard(s) (IAS)
Standards, created by the IASB, for the preparation and presentation of
financial statements
International Accounting Standards Board (IASB)
An international panel of accounting experts responsible for developing
IAS and IFRS
IRR
Internal rate of return
IRRC
Investment Risk and Return Committee
ISA
International Standards on Auditing (UK)
KHL
Kinesis Holdings I Limited
Kinesis
The Group’s third-party capital management division encompassing
LCM, LCMMSL and the management of KHL and KRL
KPMG LLP
KPMG LLP, a UK limited liability partnership
Glossary continued
KPI
Lloyd’s
Key performance indicator
The Society of Lloyd’s
KRI
LMSCL
Key risk indicator
Lancashire Management Services (Canada) Limited
KRL (Kinesis Re)
LOC
Kinesis Reinsurance I Limited
Letter of credit
Lancashire Foundation or Foundation
Losses
The Lancashire Foundation is a charity registered in England and Wales
Demand by an insured for indemnity under an insurance contract
Lancashire Insurance Companies
LSE
LICL and LUK
London Stock Exchange
LAPL
LSL or Lancashire Syndicates
Lancashire Australia Pty Ltd
Lancashire Syndicates Limited. The managing agent of the syndicates
LBCL
LUAPL
Lancashire Blocker (Cayman) Limited
Lancashire Underwriting Australia Pty Ltd
LCM
LUK or Lancashire UK
Lancashire Capital Management Limited.
Lancashire Insurance Company (UK) Limited
LCMMSL
Managed cash
LCM Marketing Services Limited. Formerly KCM Marketing Services
Managed cash includes both cash managed by external investment
Limited
managers and non-operating cash managed internally
LHAPL
MBRT
Lancashire Holdings Australia Pty Limited
Multi-beneficiary reinsurance trust
LHL (The Company)
Moody’s Investors Service (Moody’s)
Lancashire Holdings Limited
Moody’s Corporation is the parent company of Moody’s Investors
Service, which provides credit ratings and research covering debt
LICL
instruments and securities, and Moody’s Analytics, which offers
Lancashire Insurance Company Limited
software, advisory services and research for credit and economic
analysis and financial risk management
LIHL
Lancashire Insurance Holdings (UK) Limited
MSCI
A provider of tools and services for the global investment community
LIMSL
Lancashire Insurance Marketing Services Limited
Nameco
Nameco (No. 801) Ltd
LISL
Lancashire Insurance Services Limited
NAV
Net asset value
Listing Rules
The listing rules made by the FCA under part VI of FSMA (as amended
Net acquisition cost ratio
from time to time)
Ratio, in per cent, of net insurance acquisition expenses to net premiums
earned
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Additional Information
Net expense ratio
Ratio, in per cent, of other operating expenses, excluding restricted
stock expenses, to net premiums earned
Net loss ratio
Ratio, in per cent, of net insurance losses to net premiums earned
Net premiums earned
Net premiums earned is equal to net premiums written less the
change in unearned premiums and change in unearned premiums
on premiums ceded
Net premiums written
Net premiums written is equal to gross premiums written less
outwards reinsurance premiums written
Official List
The official list of the UK Listing Authority
ORSA
Own Risk and Solvency Assessment
OTC
Over the counter
PAA
Premium Allocation Approach
PIPA
Personal Information Protection Act
PMI
Private Mortgage Insurance
PML
Probable maximum loss. The Group’s exposure to certain peak zone
elemental losses
PRA
Prudential Regulation Authority
Pro-rata/proportional
Reinsurance or insurance where the reinsurer or insurer shares
a proportional part of the original premiums and losses of the
reinsured or insured
RCCC
Risk Capital and Compliance Committee
RDS
Realistic Disaster Scenarios
Renewal Price Index (RPI)
The RPI is an internal methodology that management uses to track trends
in premium rates of a portfolio of insurance and reinsurance contracts. The
RPI written in the respective segments is calculated on a per-contract basis
and reflects management’s assessment of relative changes in price, terms,
conditions and limits and is weighted by premium volume. The RPI does
not include new business, to offer a consistent basis for analysis. The
calculation involves a degree of judgement in relation to comparability of
contracts and assessment noted above. To enhance the RPI methodology,
management may revise the methodology assumptions underlying the
RPI, so that the trends in premium rates reflected in the RPI may not be
comparable over time. Consideration is only given to renewals of a
comparable nature so it does not reflect every contract in the portfolio of
contracts. The future profitability of the portfolio of contracts within the
RPI is dependent upon many factors besides the trends in premium rates.
RPIs are expressed as an approximate percentage of pricing achieved on
similar contracts written in the corresponding year.
Retrocession
The insurance of a reinsurance account
Return on Equity (RoE)
The IRR of the change in FCBVS in the period plus accrued dividends
Risk Free Rate of Return (RFRoR)
Being the 13-week U.S. Treasury bill rate, unless otherwise stated
RMF
Risk Management Framework
RMS
Risk Management Solutions
RRC
Risk and Return Committee
RSC
Reinsurance Security Committee
RSS
Restricted share scheme
S&P Global Ratings (S&P)
S&P Global Ratings is a worldwide insurance rating and information
agency whose ratings are recognised as a benchmark for assessing
the financial strength of insurance-related organisations
SCR
Solvency Capital Requirement
SECR
Streamlined Energy and Carbon Reporting
SGT
St Giles Trust
Syndicate 2010
Lloyd’s Syndicate 2010, managed by LSL. The Group provides capital
to support 69.2% of the stamp for the 2023 underwriting year
Glossary continued
Syndicate 3010
U.S. GAAP
Lloyd’s Syndicate 3010, managed by LSL. The Group provides capital
Accounting principles generally accepted in the United States
to support 100.0% of the stamp for the 2023 underwriting year
U.S.T
TCFD
U.S. Treasury Bills
Task Force on Climate-related Financial Disclosures
UURC
The syndicates
The Underwriting and Underwriting Risk Committee, a committee
Syndicates 2010 and 3010
of the Board
TOBA
Value at Risk (VaR)
Terms of business agreement
A measure of the risk of loss of a specific portfolio of financial assets
Total Investment Return
Total investment return measures investment income and net realised
and unrealised gains and losses produced by the Group’s managed
investment portfolio
Total Shareholder Return (TSR)
The increase/(decrease) in share price in the period, measured on
a total return basis, which assumes the reinvestment of dividends
Treaty reinsurance
A reinsurance contract under which the reinsurer agrees to offer and
to accept all risks of a certain size within a defined class
UK
United Kingdom
ULAE
Unallocated loss adjustment expense
UMCC
Underwriting Marketing Conference Call
Unearned premiums
The portion of premium income that is attributable to periods after
the balance sheet date that is deferred and amortised to future
accounting periods
UNEP FI
The United Nations Environment Programme Finance Initiative
UNL
Ultimate net loss
UNPRI
UN-supported Principles for Responsible Investment
uSCR
Ultimate solvency capital requirement
U.S.
United States of America
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Additional Information
Alternative Performance Measures
Alternative Performance Measures (‘APMs’)
As is customary in the insurance industry, the Group utilises certain
non-GAAP measures in order to evaluate, monitor and manage the
business and to aid users’ understanding of the Group. Management
believes that the APMs included in the Annual Report and Accounts are
important for understanding the Group’s overall results of operations
and may be helpful to investors and other interested parties who may
benefit from having a consistent basis for comparison with other
companies within the industry. However, these measures may not be
comparable to similarly labelled measures used by companies inside or
outside the insurance industry. In addition, the information contained
herein should not be viewed as superior to, or a substitute for, the
measures determined in accordance with the accounting principles
used by the Group for its audited consolidated financial statements
or in accordance with GAAP.
In compliance with the Guidelines on APMs of the European Securities
and Markets Authority and as suggested by the FRC, as applied by the
FCA, information on APMs which the Group uses is described below.
This information has not been audited.
All amounts, excluding share data, percentages or where otherwise
stated, are in millions of U.S. dollars.
Net loss ratio: Ratio, in per cent, of net insurance losses to net
premiums earned. This ratio gives an indication of the amount of claims
expected to be paid out per $1.00 of net premium earned in the financial
year. The net loss ratio may also be presented with net insurance losses
absent catastrophe and other large losses.
31 December 2022 31 December 2021
Net insurance losses 576.4 470.5
Divided by net premiums earned 988.4 696.5
Net loss ratio 58.3% 67.6%
Net acquisition cost ratio: Ratio, in per cent, of net insurance
acquisition expenses to net premiums earned. This ratio gives an
indication of the amount expected to be paid out to insurance brokers
and other insurance intermediaries per $1.00 of net premium earned in
the financial year.
31 December 2022 31 December 2021
Net acquisition expenses 261.2 157.0
Divided by net premiums earned 988.4 696.5
Net acquisition cost ratio 26.4% 22.5%
Net expense ratio: Ratio, in per cent, of other operating expenses,
excluding restricted stock expenses, to net premiums earned. This ratio
gives an indication of the amount of operating expenses expected to be
paid out per $1.00 of net premium earned in the financial year.
31 December 2022 31 December 2021
Other operating expenses 128.7 119.6
Divided by net premiums earned 988.4 696.5
Net expense ratio 13.0% 17.2%
Combined ratio (KPI): Ratio, in per cent, of the sum of net insurance
losses, net acquisition expenses and other operating expenses to net
premiums earned. The Group aims to price its business to ensure that
the combined ratio across the cycle is less than 100%.
31 December 2022 31 December 2021
Net loss ratio 58.3% 67.6%
Net acquisition cost ratio 26.4% 22.5%
Net expense ratio 13.0% 17.2%
Combined ratio 97.7% 107.3%
Accident year loss ratio: The accident year loss ratio is calculated using
the accident year ultimate liability revalued at the current balance sheet
date, divided by net premiums earned. This ratio shows the amount of
claims expected to be paid out per $1.00 of net premium earned in an
accident year.
31 December 2022 31 December 2021
Current accident year ultimate
liability 676.9 557.0
Divided by net premiums earned* 968.6 687.9
Accident year loss ratio 69.9% 81.0%
* For the accident year loss ratio, net premiums earned excludes inwards and outwards
reinstatement premium from prior accident years.
Fully converted book value per share (‘FCBVS’) attributable to the
Group: Calculated based on the value of the total shareholders’ equity
attributable to the Group and dilutive restricted stock units as calculated
under the treasury method, divided by the sum of all shares and dilutive
restricted stock units, assuming all are exercised. Shows the Group net
asset value on a diluted per share basis for comparison to the market
value per share.
31 December 2022 31 December 2021
Shareholders’ equity attributable
to the Group 1,267,882,107 1,412,308,553
Common voting shares
outstanding* 238,333,570 241,839,109
Shares relating to dilutive
restricted stock 3,700,547 2,805,365
Fully converted book value
denominator 242,034,117 244,644,474
Fully converted book value per
share $5.24 $5.77
* Common voting shares outstanding comprise issued share capital less amounts held
in trust (see note 19).
198
Lancashire Holdings Limited | Annual Report & Accounts 2022
Change in FCBVS (KPI): The internal rate of return of the Change in
FCBVS in the period plus accrued dividends. Sometimes referred to
as ROE. The Group’s aim is to maximise risk-adjusted returns for
shareholders across the cycle through a purposeful and sustainable
business culture.
31 December 2022 31 December 2021
Opening FCBVS ($5.77) ($6.28)
Q1 dividend per share – –
Q2 dividend per share $0.10 $0.10
Q3 dividend per share $0.05 $0.05
Q4 dividend per share + closing
FCBVS $5.24 $5.77
Change in FCBVS* (6.7%) (5.8%)
* Calculated using the internal rate of return.
Total investment return (KPI): Total investment return, in percentage
terms, is calculated by dividing the total investment return excluding
foreign exchange by the investment portfolio net asset value, including
managed cash on a daily basis. These daily returns are then annualised
through geometric linking of daily returns. The return can be
approximated by dividing the total investment return, excluding foreign
exchange, by the average portfolio net asset value, including managed
cash. The Group’s primary investment objectives are to preserve capital
and provide adequate liquidity to support the Group’s payment of claims
and other obligations. Within this framework we aim for a degree of
investment portfolio return.
31 December 2022 31 December 2021
Total investment return (76.7) 1.3
Average invested assets* 2,387.0 2,167.5
Approximate total investment
return (3.2%) 0.1%
Reported total investment return (3.5%) 0.1%
* Calculated as the average between the opening and closing investments as per note
11 and externally managed cash as per note 10.
Total shareholder return (KPI): The increase/(decrease) in share price
in the period, measured on a total return basis, which assumes the
reinvestment of dividends. The Group’s aim is to maximise the Change
in FCBVS over the longer term and we would expect that to be reflected
in our share price and multiple. This is a long-term goal, recognising that
the cyclicality and volatility of both the insurance market and the
financial markets in general will impact management’s ability to
maximise the Change in FCBVS in the immediate term.
The total return measurement basis used will generally approximate the
simple method of calculating the increase/(decrease) in share
price adjusted for dividends as recalculated below.
31 December 2022 31 December 2021
Opening share price ($7.17) ($9.88)
Q1 dividend per share – –
Q2 dividend per share $0.10 $0.10
Q3 dividend per share $0.05 $0.05
Q4 dividend per share + closing
share price $7.86 $7.17
Total shareholder return 11.7% (25.8%)
Comprehensive income returned to shareholders (KPI): The
percentage of comprehensive income returned to shareholders
equals the total capital returned to shareholders through dividends
and share repurchases in a given year, divided by the Group’s
comprehensive income. The Group aims to carry the right level
of capital to match attractive underwriting opportunities, utilising an
optimal mix of capital tools. Over time, through proactive and flexible
capital management across the cycle, we aim to maximise risk-adjusted
returns for shareholders.
31 December 2022 31 December 2021
Capital returned 59.5 43.3
Comprehensive income
attributable to the Group (92.6) (92.9)
Comprehensive income returned
to shareholders n/a* n/a*
* The % comprehensive income returned to shareholders is n/a when reporting a
comprehensive loss for the period.
Gross premiums written under management (KPI): The gross
premiums written under management equals the total of the Group’s
consolidated gross premiums written plus the external Names’ portion
of the gross premiums written in Syndicate 2010 plus the gross
premiums written in LCM on behalf of KRL. The Group aims to operate
nimbly through the cycle. We will grow in existing and new classes where
favourable and improving market conditions exist, whilst monitoring and
managing our risk exposures and not seek top-line growth for the sake of
it in markets where we do not believe the right opportunities exist.
31 December 2022 31 December 2021
Gross premiums written by the
Group 1,652.3 1,225.2
LSL Syndicate 2010 – external
Names’ portion of gross premiums
written (unconsolidated) 160.0 142.3
LCM gross premiums written
(unconsolidated) 38.4 135.9
Total gross premiums written
under management 1,850.7 1,503.4
Alternative Performance Measures continued
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Contact information
Registered and Head office
Lancashire Holdings Limited
Power House
7 Par-la-Ville Road
Hamilton HM 11
Bermuda
Phone: + 1 441 278 8950
Fax: + 1 441 278 8951
Bermuda office
Lancashire Insurance Company Limited
Power House
7 Par-la-Ville Road
Hamilton HM 11
Bermuda
Phone: + 1 441 278 8950
Fax: + 1 441 278 8951
UK office
Lancashire Insurance Company (UK) Limited
29
th
Floor
20 Fenchurch Street
London EC3M 3BY
United Kingdom
Phone: + 44 (0) 20 7264 4000
Fax: + 44 (0) 20 7264 4077
Lancashire Syndicates Limited
Lancashire Syndicates Limited
29
th
Floor
20 Fenchurch Street
London EC3M 3BY
United Kingdom
Phone: + 44 (0) 20 7170 9000
Fax: + 44 (0) 20 7170 9001
Lancashire Capital Management
Lancashire Capital Management Limited
Power House
7 Par-la-Ville Road
Hamilton HM 11
Bermuda
Phone: + 1 441 278 8950
Fax: + 1 441 278 8951
Lancashire Underwriting Australia Pty Ltd
Registered Office – Level 20, 56 Pitt Street,
Sydney, NSW 2000, Australia
Trading Address – Suite 5.03, Level 5
56, Pitt Street, Sydney,
NSW 2000, Australia
Legal counsel to the Company
As to English and U.S. law:
Willkie Farr & Gallagher (UK) LLP
City Point
1 Ropemaker Street
London EC2Y 9AW
United Kingdom
Auditors
KPMG LLP
15 Canada Square
London E14 5GL
United Kingdom
Registrar
Link Market Services (Jersey) Limited
P.O. Box 532
St Helier
Jersey JE4 5UW
Channel Islands
Depositary
Link Market Services Trustees Limited
10
th
floor
Central Square
29 Wellington Street
Leeds LS1 4DL
United Kingdom
www.lancashiregroup.com
Holdings Limited