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Looking forward

 

The difficult economic and financial climate will continue to be a reality for the foreseeable future. Ongoing low interest rates, signifcant regulatory changes within a limited period and slowing growth in mature markets have resulted in a number of challenges. In this context, Ageas has made five strategic choices, based on where we believe we can make most impact. These choices do not indicate a radical shift compared with the past, but are a response to these anticipated challenges.

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Week 24: Sell in May and go away ... in June!?
17/06/2013

Thursday morning, 9:15. Looking at the opening of the equity markets – the Euro Stoxx 50 Index was down 4.07% on the trading week at that point in time - I saw the market had finally taken up according to a  stock exchange prophecy “Sell in May and go away” … but one month later. Read more...

BRU:€28,81
18-06-2013 17:44
Where customers lead, Ageas follows
Focused on customers

Our business starts and ends with the customer. The customer decides what, where, when and how they want to buy insurance, and, we are only too well aware that they have a number of options.

Acquisition of Groupama boosts position of Ageas UK

When Ageas acquired Groupama Insurance Company Limited (GICL) in the UK in 2012, Ageas consequently became the fifth largest UK Non-Life insurer (with a 5.2% market share), fourth largest Private Motor insurer (with a 11.7% market share), and fourth largest Personal lines insurer (with a 7.1% market share).

Growing importance of Asia for Ageas and insurance sector
Strategic Focus on Asia

Asia is a dynamic, and fast growing region of the world, and one that is increasingly important to Ageas.

13,300 people working for the customer
Employees

How often have you heard the phrase: “People are our single biggest asset?” 

A year in brief: 2012 highlights

Excellence in Health Care
Products and solutions

When looking at the real benefit of effective knowledge transfer, Ageas needs to look no further than the potential that exists within Health care, a sector which is poised for further growth, and where best practice already exists within the Group.

Leveraging local presence through strong partnerships
Business Model

We start with the principle that insurance is a local business. We understand that customers drive the strategy of how, what, when and where.

Shifting the balance towards Non-Life
Balanced Portfolio

Diversification is a key driver in Ageas’s strategy, and it is evident in many different aspects of the business model.

Taking gender off our agenda in Europe
Changing Environment

The Derogation that had been previously granted to insurers in the framework of the Gender Directive has drawn its last breath. Since the end of 2012, it is no longer acceptable to use gender as a factor in the calculation of insurance premiums… a minor revolution for those companies who needed to adapt and conform to the Directive, transforming constraints into opportunities.

Best Financial Information 2012

Ageas presented with Award for Best Financial Information in 2012 by the Belgian Association of Financial Analysts (ABAF/BVFA).

14/03/2013  Publication of the Annual  Report 2012
28/03/2013  Ageas Club conference
15/04/2013  Start blackout period
 before first 3 months results
24/4/2013  Ordinary and Extraordinary
 General Meetings of
 Shareholders in Brussels
26/04/2013  Ex-dividend date 
06/05/2013  Payment of 2012 dividend
15/05/2013  First 3 months 2013 results
28/6/2013  Ageas Club conference

 

Countries in
the picture
 

As Ageas expands its presence across Europe and Asia, it picks up valuable lessons. Ageas recognises that each market is unique. Success is always dependent on building a strong local customer proposition. Portugal's reputation as an innovator has served it well during the economic crisis; in Thailand, low penetration rates and growing product awareness creates a huge opportunity; and in the UK, the land of transparency and choice, the challenge is to stay close to the customer. Each has its own story.