AIA GROUP LIMITED
友邦保險控股有限公司
REAL LIFE
REAL IMPACT
A NNUA L REP ORT 2015
STOCK CODE : 1299
VISION & PURPOSE
Our Vision is to be the pre-eminent life
insurance provider in the Asia-Pacific region.
That is our service to our customers and
our shareholders.
Our Purpose is to play a leadership role in
driving economic and social development
across the region. That is our service to
societies and their people.
ABOUT AIA
AIA Group Limited and its subsidiaries (collectively “AIA”
or the “Group”) comprise the largest independent publicly
listed pan-Asian life insurance group. It has a presence in
18 markets in Asia-Pacific – wholly-owned branches and
subsidiaries in Hong Kong, Thailand, Singapore, Malaysia,
China, Korea, the Philippines, Australia, Indonesia, Taiwan,
Vietnam, New Zealand, Macau, Brunei, a 97 per cent
subsidiary in Sri Lanka, a 26 per cent joint venture in India
and a representative office in Myanmar and Cambodia.
The business that is now AIA was first established in Shanghai
almost a century ago. It is a market leader in the Asia-Pacific
region (ex-Japan) based on life insurance premiums and holds
leading positions across the majority of its markets. It had
total assets of US$168 billion as of 30 November 2015.
AIA meets the long-term savings and protection needs of
individuals by offering a range of products and services
including life insurance, accident and health insurance and
savings plans. The Group also provides employee benefits,
credit life and pension services to corporate clients. Through
an extensive network of agents, partners and employees
across Asia-Pacific, AIA serves the holders of more than
29 million individual policies and over 16 million participating
members of group insurance schemes.
AIA Group Limited is listed on the Main Board of The Stock
Exchange of Hong Kong Limited under the stock code “1299”
with American Depositary Receipts (Level 1) traded on the
over-the-counter market (ticker symbol: “AAGIY”).
Notes:
(1) Explanations of certain terms and abbreviations used in this report are set
forth in the Glossary.
(2) Unless otherwise specified, 2014 and 2015 refer to the financial year of the
Group, which ends on 30 November of the year indicated.
KEY MILESTONES
1919
AIA put down its corporate
1948
INTASCO changed its name
roots in Asia when the group
to American International
founder Mr. Cornelius Vander
Assurance Company, Limited.
Starr established an insurance
agency in Shanghai.
1921
Mr. Cornelius Vander Starr
founded Asia Life Insurance
Company, his first life insurance
enterprise in Shanghai.
We entered Malaysia.
1957
We registered in Brunei.
1972
We formed a subsidiary in
Australia.
1931
Mr. Cornelius Vander Starr
founded International
Assurance Company, Limited
(INTASCO), in Shanghai.
INTASCO established branch
offices in Hong Kong and
Singapore.
1981
Our New Zealand operations
began as a branch of American
Life Insurance Company
(ALICO).
1982
We entered Macau.
1938
INTASCO entered Siam, later
1984
We entered Indonesia.
renamed Thailand.
1947
The Philippine American Life
and General Insurance
Company (Philam Life) was
founded in the Philippines.
INTASCO moved its head office
to Hong Kong.
1987
Korean operations began.
1990
Our operations in Taiwan were
established as a branch of
ALICO.
1992
We re-established our presence
in China through a branch office
in Shanghai, the first foreign-
owned life business to receive
a licence in the country.
2015
1998
We celebrated the return to our
2012
The divestment by AIG of its
former headquarters building
remaining shareholding in AIA
on The Bund in Shanghai.
marked the end of our
2000
We formed a subsidiary in
Vietnam.
2001
A joint venture in India was
established.
2009
ALICO Taiwan became our
association with AIG.
2013
AIA completed the full
integration of the businesses
of AIA and ING Malaysia.
We commenced business
in Sri Lanka through the
acquisition of Aviva NDB
Insurance.
branch office.
We opened a representative
Philam Life became our
operating subsidiary.
We completed the
reorganisation driven by AIG’s
liquidity crisis in 2008, leading
office in Myanmar.
2014
AIA and Citibank formed a
landmark, long-term and
exclusive bancassurance
to the positioning of the
partnership that encompasses
Company for a public listing.
11 markets in the Asia-Pacific
2015
5th ANNIVERSARY SINCE IPO
29 October 2015 marked AIA’s 5th anniversary
since its record-breaking IPO. AIA employees
celebrated the anniversary by giving back to
the community.
#1 WORLDWIDE FOR MDRT MEMBERS
AIA reported the world’s largest number of
Million Dollar Round Table (MDRT) members
with a total of 3,752 agents registered as
MDRT members across the region.
ESTABLISHED IN CAMBODIA
We opened a representative office in Cambodia.
region, the widest-reaching
bancassurance distribution
partnership ever in Asia.
AIA and Tottenham Hotspur
Football Club entered into a
new long-term partnership to
promote the role of sports in
Asia-Pacific as a key element
of healthy living.
2010
AIA Group Limited successfully
listed on the Main Board of The
Stock Exchange of Hong Kong
Limited, the third-largest IPO
ever globally at the time.
2011
AIA Group Limited became
a constituent stock of the
Hang Seng Index.
We launched a sponsored
Level 1 American Depositary
Receipt programme.
AIA AT-A-GL ANCE(1)
We have a diversified business across the
Asia-Pacific region. Our long experience
in the region allows us to tailor our strategies
to the culture, demographics and insurance
needs of each market in which we operate.
Driving Social and
Economic Development
across Asia since 1919
The
SECOND LARGEST
life insurer in the world
The
LARGEST Hong Kong-headquartered
and incorporated company on the Hong Kong
Stock Exchange
#1 WORLDWIDE for MDRT members;
the standard of excellence in the life insurance
business
Serving the holders of more than
29 MILLION individual policies
and over
16 MILLION participating members
of group insurance schemes
Protecting people across the region with
TOTAL SUM ASSURED
OF OVER US$1 TRILLION
PAID 12 MILLION BENEFITS
during 2015, helping customers and their
families to cope with challenges at different
life stages
ANNUAL REPORT 2015 | 0 01
HONG KONG
MACAU
THAILAND
SINGAPORE
BRUNEI
MALAYSIA
CHINA
KOREA
AUSTRALIA
INDONESIA
NEW ZEALAND
THE PHILIPPINES
SRI LANKA
TAIWAN
VIETNAM
INDIA
MYANMAR
CAMBODIA
Note:
(1) All the figures on this page are as of 30 November 2015
The only international life insurer headquartered and listed in Hong Kong and 100% FOCUSEDON ASIA-PACIFIC 2015 RESULTS AT-A-GL ANCE*
VALUE OF
NEW BUSINESS ( VONB) (1)
ANNUALISED
NEW PREMIUMS ( ANP) (2)
OPERATING PROFIT
AFTER TAX ( OPAT) (3)
US$
millions
2,200
2,000
1,800
1,600
1,400
1,200
1,000
800
600
400
200
0
2,198
1,845
1,490
1,188
932
2011
2012
2013
2014
2015
+26% +19%
YoY (CER)
YoY (AER)
US$
millions
4,000
3,500
3,000
2,500
2,000
1,500
1,000
500
0
3,991
3,700
3,341
2,696
2,472
2011
2012
2013
2014
2015
+14%
YoY (CER)
+8%
YoY (AER)
US$
millions
3,500
3,000
2,500
2,000
1,500
1,000
500
0
3,209
2,910
2,506
2,159
1,922
2011
2012
2013
2014
2015
+16%
+10%
YoY (CER)
YoY (AER)
TOTAL WEIGHTED
PREMIUM INCOME ( TWPI) (4)
EV EQUITY (5)
TOTAL ASSETS AND
TOTAL LIABILITIES
39,042
39,818
34,871
31,657
27,464
US$
billions
180
150
120
114
167
168
136
138
147
123
134
108
93
90
60
30
0
2011
2012
2013
2014
2015
+8%
YoY (CER)
+2%
YoY (AER)
2011
2012
2013
2014
2015
0%
+2%
TOTAL ASSETS
TOTAL LIABILITIES
US$
millions
20,000
16,000
14,442
15,360
19,211
19,876
17,808
12,000
8,000
4,000
0
2011
2012
2013
2014
2015
+10%
YoY (CER)
+3%
YoY (AER)
US$
millions
40,000
35,000
30,000
25,000
20,000
15,000
10,000
5,000
0
Note:
* Percentages shown indicate changes in 2015 compared with 2014.
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| AIA GROUP LIMITED
OVERVIEWFINANCIAL HIGHLIGHTS 2015 BREAKDOWN BY MARKET SEGMENT
VALUE OF
NEW BUSINESS ( VONB) (1)(6 )
ANNUALISED
NEW PREMIUMS ( ANP) (2)
11%
2%
7%
34%
14%
15%
17%
19%
6%
7%
32%
12%
13%
11%
HONG KONG
THAILAND
CHINA
SINGAPORE
MALAYSIA
KOREA
OTHER MARKETS (7)
OPERATING PROFIT
AFTER TAX ( OPAT) (3)
TOTAL WEIGHTED
PREMIUM INCOME ( TWPI) (4)
11%
33%
6%
8%
14%
11%
17%
17%
26%
10%
9%
17%
11%
10%
Notes:
(1) Value of new business (VONB) is the present value, measured at the point of sale, of
(5) Embedded value (EV) is an actuarially determined estimate of the economic value of a
projected after-tax statutory profits emerging in the future from new business sold in
the period less the cost of holding the required capital in excess of regulatory reserves
to support this business.
life insurance business based on a particular set of assumptions as to future
experience, excluding any economic value attributable to future new business. EV
Equity is the total of embedded value, goodwill and other intangible assets.
(2) Annualised new premiums (ANP) is a measure of new business activity that is
(6) Based on local statutory basis and before unallocated Group Office expenses, VONB
calculated as the sum of 100 per cent of annualised first year premiums and 10 per
cent of single premiums, before reinsurance ceded.
by segment includes pension business.
(7) The results of our joint venture in India are accounted for using the equity method. For
(3) Operating profit after tax (OPAT) is shown after non-controlling interests.
clarity, TWPI, ANP and VONB exclude any contribution from India.
(4) Total weighted premium income (TWPI) consists of 100 per cent of renewal premiums,
100 per cent of first year premiums and 10 per cent of single premiums, before
reinsurance ceded.
ANNUAL REPORT 2015 | 0 0 3
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OVERVIEWFINANCIAL HIGHLIGHTS
CONTENTS
OV ER VI EW
FINANCIAL STATE ME NTS
Financial Highlights .....................................................................002
Independent Auditor’s Report ......................................................117
Chairman’s Statement .................................................................016
Consolidated Income Statement ..................................................119
Group Chief Executive and President’s Report ............................018
Consolidated Statement of Comprehensive Income ...................120
FI N ANC IAL AND OPERATING R EVIEW
Consolidated Statement of Financial Position .............................121
Financial Review ..........................................................................023
Consolidated Statement of Changes in Equity.............................123
Business Review ..........................................................................038
Consolidated Statement of Cash Flows .......................................125
Risk Management ........................................................................058
Notes to the Consolidated Financial Statements
and Significant Accounting Policies .............................................127
Supplementary Embedded Value Information .............................245
ADDITIONAL INFORMATION
Information for Shareholders ......................................................267
Corporate Information .................................................................269
Glossary .......................................................................................270
Regulatory Developments ............................................................071
Our People....................................................................................072
Corporate Social Responsibility ...................................................074
CO RPO RATE GOVERNANCE
Statement of Directors’ Responsibilities .....................................081
Board of Directors ........................................................................082
Executive Committee ...................................................................088
Report of the Directors ................................................................092
Corporate Governance Report .....................................................099
Remuneration Report ..................................................................107
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| AIA GROUP LIMITED
REAL LIFE,
REAL IMPACT.
TODAY, AIA IS MAKING
A POSITIVE DIFFERENCE
in the lives of families and
communities in the Asia-Pacific region.
We are promoting social well-being
through financial protection against
adversity – with more than 29 million
individual policies and over 16 million
group scheme members assuring a total
sum of over US$1 trillion. We are providing
an efficient means to save for income
in retirement. We are advocating wellness
and healthy lifestyles to help people
live healthier, longer, better lives. Given
the region’s enormous and growing
mortality protection gap and infrastructure
funding gap, our real impact will be
measured across generations.
ANNUAL REPORT 2015 | 0 0 5
“I LEARNED FROM
MY EXPERIENCE
THAT NOTHING
IN THIS WORLD
IS TOO DIFFICULT
OR TOO EASY.”
REALLY LISTENING
CLOSING THE PROTECTION GAP
In Korea, Choi Jung Min, an AIA agent with
a hearing-impairment and speech disorder,
mastered sign language and acquired
19 types of qualifications, including that of
laughter therapist, to more effectively
provide his customers with life insurance
products and services. Thanks to Choi’s
dedication, many hearing-impaired people
who previously found it difficult to learn
about and obtain life and health protections
are now protected.
Scan for further information
0 0 6
| AIA GROUP LIMITED
REAL LIFE, REAL IMPACT.
UNSCRIPTED
FINDING OUR ROLE IN LIFE
In Thailand, AIA agent Siriporn
Phuttharak (Jum), a fan of renowned
actress and model, Linda Khathanjarern,
convinced her to purchase an insurance
plan. Two years later, Linda suffered a
major stroke, leaving her paralysed on
one side of her body. This was followed
with a diagnosis of cancer of the tongue.
From the very day that Linda fell stricken
to the ground, Jum looked after her
insurance claims and the documentation
necessitated by continual care. Over the
years, Jum has continued to look in on
Linda, providing her with a caring friend
who does her best to keep her spirits up.
Scan for further information
ANNUAL REPORT 2015 | 0 0 7
REAL LIFE, REAL IMPACT.“BACK THEN SHE HELPED ME BY BUYING A POLICY…. NOW I AM DETERMINED TO HELP HER IN THE TIME TO COME.” 0 0 8
| AIA GROUP LIMITED
REAL LIFE, REAL IMPACT.“THIS OUTSTANDING RECOGNITION IS A TESTAMENT TO THE COMMITMENT OF OUR AGENCY FORCETO THE HIGHEST LEVEL OF PROFESSIONAL SERVICE TO FAMILIES AND INDIVIDUALS ACROSS ASIA.” AT THE TABLE
AIA TOPS THE MILLION DOLLAR
ROUND TABLE
In 2015, for the first time in our history,
AIA was named the world’s top-ranking multinational
company on the prestigious MDRT list. The MDRT is
recognised as the global standard of excellence in the
life insurance and financial services business, whose
members are required to demonstrate exceptional
professional knowledge, strict ethical conduct and
exceptional client service. The achievement reflects
the success of AIA’s Premier Agency strategy
which was launched in 2010, leading to significant
investments in agency training and development.
Scan for further information
ANNUAL REPORT 2015 | 0 0 9
REAL LIFE, REAL IMPACT.
REAL COMMITMENT
AIA IS COMMITTED TO BRINGING
FOOTBALL TO ASIA
AIA’s partnership with English Premier League club
Tottenham Hotspur recognises the vital role that
participation in sport plays in promoting a healthy
lifestyle. We bring Spurs coaches to Asia-Pacific and
run football clinics for children from disadvantaged
backgrounds. Members of the Spurs’ Global Coaching
Team serve as strong, motivational role models for
young people. Coaching clinics, which in 2015 were
conducted in Malaysia and Australia, teach the value
of teamwork in life beyond the playing field. AIA’s
support for Spurs’ Australia tour tied in with the launch
of the AIA Vitality MiniRoos programme, a modified
version of football that introduces boys and girls aged
4 to 11 to the game.
Scan for further information
010
| AIA GROUP LIMITED
REAL LIFE, REAL IMPACT.““
ANNUAL REPORT 2015 | 011
REAL LIFE, REAL IMPACT.“AIA’S SUPPORT OF SPURS ENCAPSULATES OUR LONG-STANDING COMMITMENT TO BEING DEEPLY ENGAGED IN PEOPLE’S LIVES.” 012
| AIA GROUP LIMITED
REAL LIFE, REAL IMPACT. THE RIGHT STUFF
A WINNING INITIATIVE
AIA launched its first AIA Accelerator
programme in 2014 to provide support
to start-ups looking to speed up their
development and commercialisation of
breakthrough health and wearable
technologies. The programme gives the
entrepreneurs the support they need to
“help improve people’s lives now and
into the future.”
Scan for further information
ANNUAL REPORT 2015 | 013
REAL LIFE, REAL IMPACT.“THE AIA ACCELERATOR PROGRAMME SUPPORTS ENTREPRENEURS WHO HAVE THE IDEAS, PASSION AND THE EXPERTISE TO HELP IMPROVE PEOPLE’S LIVES, NOW AND INTO THE FUTURE.”
FIVE YEARS ON
GIVING BACK AND TOUCHING LIVES
Employees at AIA Group Office celebrated the
Company’s 5th Anniversary since IPO with a number
of CSR-related activities. On 30 October 2015,
employees took part in the ‘1299 Challenge’ to raise
money for one of Hong Kong’s oldest and most
respected charity organisations – Tung Wah Group of
Hospitals. The challenge involved climbing to the top
of AIA Building as many times as possible, with
AIA donating HK$1 for every step climbed. The total
funds raised reached HK$1,299,000 (symbolising
AIA’s stock code: 1299).
The following day, more than 100 Group Office
employees volunteered their time to spend a
morning with the elderly, the intellectually
challenged and young children from less
advantaged families. Across town, colleagues
including AIA’s senior leaders helped run a football
clinic for children from Operation Breakthrough,
an organisation that provides sports and related
activities for disadvantaged young people in
Hong Kong.
Scan for further information
014
| AIA GROUP LIMITED
REAL LIFE, REAL IMPACT.
OVERVIEW
Chairman’s Statement .....................................................016
Group Chief Executive and President’s Report ................018
ANNUAL REPORT 2015 | 015
Mr. Edmund Sze-Wing Tse
Non-executive Chairman
016
| AIA GROUP LIMITED
OVERVIEW CHAIRMAN’S STATEMENT
It gives me great pleasure to report that 2015 was another very
Over the five years since AIA became a listed company, it has been
successful year for AIA.
The Group has delivered an excellent performance against a
global backdrop of volatile capital and currency markets. Our main
operating financial metrics exceeded the record results delivered
in 2014 by a substantial margin and we have maintained an
outstanding track record of strong year-on-year growth over the
five years since becoming an independent publicly listed company
in 2010.
Value of new business (VONB) growth was 26 per cent on constant
exchange rates to US$2,198 million and IFRS operating profit after
tax (OPAT) grew by 16 per cent to US$3,209 million compared with
2014. We believe that showing growth using constant exchange
my pleasure and privilege to work as a member of a Board that is
committed to maintaining the highest international standards of
corporate governance. The Board retains overall responsibility for
oversight of the Group’s risk management activities, which are
fundamental to AIA’s sustainable development and to maintaining
investor, customer and regulatory confidence in our organisation.
AIA’s focus continues to be on embedding a risk management
culture throughout our organisation and ensuring that our risk
framework evolves in the face of a changing business and
regulatory environment. Regular external reviews of our risk
management principles and practices are an important part of
this process.
I speak for the entire Board in conveying my deepest appreciation
rates provides the clearest picture of the underlying performance
to all of our customers and shareholders for their continued trust
of our businesses across the Asia-Pacific region during periods of
in and support for AIA. We are focused at all times on building
exchange rate volatility.
shareholder value, and importantly by doing so through the quality
of our products and services to our customers. We are confident
AIA has succeeded in delivering this consistent growth while
that our operations make a material difference to the security and
maintaining disciplined financial management and a very strong
prosperity of our customers and their communities.
capital position. The solvency ratio for our principal regulated
operating company AIA Co. remained stable at 428 per cent and
the Group’s free surplus above required regulatory capital stood at
US$7.5 billion as at 30 November 2015.
I should also like once again, on behalf of the Board, to pass on
our deepest thanks to AIA’s employees, agents and partners
for their dedication and commitment. Special thanks are due to
your Group Chief Executive and President Mark Tucker and his
The Board has recommended an upward rebasing of the final
team for the leadership they provide in delivering these
dividend by 50 per cent to 51.00 Hong Kong cents per share
subject to shareholders’ approval. This brings the total dividend
for 2015 to 69.72 Hong Kong cents per share. This substantial
increase demonstrates once again AIA’s ability to finance new
business growth at attractive rates of return, the health of the
business and the Board’s confidence in AIA’s outstanding
prospects in the region. The Board intends to maintain AIA’s
established prudent, sustainable and progressive dividend policy
from this higher base.
outstanding results.
Edmund Sze-Wing Tse
Non-executive Chairman
25 February 2016
ANNUAL REPORT 2015 | 017
OVERVIEWOVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATION GROUP CHIEF EXECUTIVE
AND PRESIDENT’S REPORT
AIA has delivered another excellent set of results in 2015. This
of products and raising the quality of service and value that
continues the strong growth that we have maintained since our
our customers receive, making it easier for them to do business
IPO in October 2010.
with us.
Value of new business (VONB) increased to US$2,198 million,
which is 26 per cent growth on a constant exchange rate basis,
and we also delivered a 16 per cent growth in IFRS operating profit
after tax (OPAT). This strong operating performance reflects the
financially disciplined execution of our strategy. Against a
backdrop of volatile global capital markets, this outstanding
performance reflects a powerful combination of superior
As the leading pan-Asian life insurer, we not only benefit directly
from these fundamental social and economic changes, but are
also looking to harness them to help bring about long-term,
sustainable economic growth to benefit our local economies and
markets. By mobilising savings and pooling premiums we are able
to invest billions of dollars on our policyholders’ behalf into local
financial markets and infrastructure projects. Our agents are
profitable growth and strong cash flow generation. This is the fifth
often the very first point of contact that people have with financial
full year in a row that we have done so, demonstrating our
products and it is the scale, reach and quality of our distribution
commitment to building a sustainable business of high quality and
both the Group’s past success and our confidence in our future
prospects are reflected in the Board’s decision to recommend an
upward rebasing of the final dividend by 50 per cent compared
with 2014.
that provides the mechanism to create these long-term
investments. The scale of the role AIA plays in our local markets is
important, clear and unmatched.
In common with all retail financial services providers, AIA’s local
businesses across the region are subject to statutory regulation.
We are still in the early stages of our exciting and long-term
We continue to play a proactive role, especially in emerging
growth journey. AIA continues to benefit from the profound social,
markets, in advising and working with governments to develop
demographic and economic changes taking place across the
effective regulatory frameworks. Since the global financial crisis
region. Rapid urbanisation and industrialisation are generating
of 2008, governments have focused attention on the refinement of
and spreading new wealth, leading to significant increases in
regulatory and capital adequacy requirements that promote
disposable incomes, particularly within an expanding middle
systematic management of risk, both within local markets and in
class. Our insurance and savings products can help to mitigate
cross-border and global operations. AIA cooperates fully and
some of the risks associated with the weakening of traditional
proactively in the development of these arrangements,
family support networks and the limited state-funded welfare
emphasising at all times that any new measures must be specific
available in many countries. The opportunities available to us in
and proportionate to the risks in question, and taking into account
Asia are ever-increasing and unparalleled.
not only the direct impact but also any indirect effects that could
lead to unintended consequences.
AIA is exceptionally well positioned to meet the evolving needs of
consumers and to benefit from the scale and resilience of these
It is important to note that there is a fundamental difference
significant growth opportunities. Our unique and strong platform
between banking and insurance. Whereas globalisation of banking
is based on our unrivalled access to customers through our
activities may on occasion give rise to systemic exposures, pure
proprietary agency and partnership distribution channels, our
retail life insurance businesses such as AIA maintain high levels of
products tailored to local market conditions and needs, our
liquidity and engage predominantly in traditional long-term life
long-established brand reputation across Asia and our financial
insurance product underwriting and asset-liability matched
strength. Our focus remains on generating shareholder value
investment activity. We have minimal engagement in non-
through continuing to increase the reach and professionalism of
traditional, non-insurance activities. The assets supporting
our distribution force, further expanding and improving our range
liabilities are effectively matched within each territory, making
geographical diversification a source of financial strength.
018
| AIA GROUP LIMITED
OVERVIEW Mr. Mark Edward Tucker
Group Chief Executive
and President
ANNUAL REPORT 2015 | 019
OVERVIEWOVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATION GROUP CHIEF EXECUTIVE AND PRESIDENT’S REPORT
AIA sees it as very important that due regard is paid to this
fundamental distinction. Any attempt to apply a ‘one size fits all’
approach to banking and life insurance will result in increased
costs to end-customers and a potential reduction in the portfolio
of products that insurers are able to offer within realistic
constraints on the use of capital. This would be to the detriment of
the consumer and society as a whole and the economic
development of the region, especially in the region’s emerging
markets where the need is most acute.
2015 PERFORMANCE HIGHLIGHTS
(ON A CONSTANT EXCHANGE RATE BASIS)
The strong 26 per cent growth in VONB and 16 per cent increase
in OPAT were achieved against a sometimes volatile global capital
market backdrop. They demonstrate the soundness of AIA’s
approach of focusing on and optimising value rather than
The strength and diversity of our businesses across the region, and
the tremendous opportunities for growth available to us, highlight
the huge potential for AIA to continue future profitable expansion.
GROUP-WIDE OVERVIEW
DISTRIBUTION
AIA pioneered the development of agency life insurance
distribution in Asia almost a century ago and our agents continue
to be at the heart of our business, accounting for 72 per cent of
VONB. The disciplined execution of our Premier Agency strategy
has continued to generate excellent and high-quality growth with
VONB up by 25 per cent on a constant exchange rate basis
compared with 2014. Other forms of distribution have a very
valuable and important role to play, and partnership distribution
represents a major competitive advantage for AIA. Our
bancassurance, broker and direct marketing channels enhance
concentrating on either market share or profit margin in isolation.
the quality, breadth and scale of our multi-channel distribution
Each of our geographical market segments, except for Korea,
platform by extending market reach and broadening our access to
delivered double-digit VONB growth compared with 2014.
prospective customers across Asia. Our partnership distribution
activity includes over 60 active and long-term bank distribution
Our operations in China achieved outstanding results increasing
relationships across our markets. The continued nurturing of our
VONB by 45 per cent, driven by a combination of growth in active
existing partnership arrangements at both local business and
agent numbers, increased agent productivity levels and a high-
Group levels resulted in a 29 per cent increase in VONB on a
quality product mix. Our focus on regular premium protection and
constant exchange rate basis compared with 2014.
long-term savings business and the consistent execution of our
Premier Agency strategy differentiate the quality of AIA’s earnings,
and enable us to access the substantial long-term growth
Advances in technology that simplify communications between
customers and our front-line staff are providing an opportunity to
opportunities available in the Chinese life insurance market.
upgrade our service and further enhance the expertise of our
agents. I have spoken in previous years about the major
Hong Kong and Singapore achieved very strong VONB growth of
investment AIA is making in iPoS, our interactive point-of-sale
32 per cent and 24 per cent respectively. VONB of our Thailand
system. The roll-out, expansion and further adaptation of iPoS and
operation continued the positive growth momentum established in
other technologies continues, including advanced immediate
the first half of the year driven by further margin expansion.
underwriting capabilities at time of proposal, simplifying our
Malaysia achieved excellent VONB growth as a result of higher
policy documentation and making our claims processes easier and
agent productivity based on strong ANP growth and our strategy of
faster for our customers.
focusing on regular premium products with protection riders. Our
Other Markets again produced a very strong performance with
As well as increasing our professionalism at point of sale, we
VONB growth of 32 per cent.
The financial position of all our businesses was robust and strong
during the year, with our main operating company, AIA Co., having
a solvency level of 428 per cent on the prudent HKICO basis at
30 November 2015. The financial strength ratings of AIA Co. were
stable at AA- (S&P) / Aa3 (Moody’s).
have continued to invest in the training of agency management
and the development of recruitment and training tools that
improve agent productivity and effectiveness. The global standard
for financial planners is the Million Dollar Round Table (MDRT)
qualification, and AIA has the world’s largest number of registered
members, with membership continuing to grow strongly across
our businesses.
0 2 0
| AIA GROUP LIMITED
OVERVIEW GROUP CHIEF EXECUTIVE AND PRESIDENT’S REPORT
MARKETING AND PRODUCT INNOVATION
AIA’s The Real Life Company brand position is now well established
across our markets. It reinforces our commitment to making a
positive impact on our customers’ lives by supporting them
through the uncertainties of life and helping them plan for the
future. Alongside this, we have been developing our social media
presence to gain better insights into customer needs. We have
OUTLOOK
Asian economies continue to be resilient even as volatility returns
to global capital markets as a consequence of the beginning of US
monetary policy normalisation, continuing concerns about the
Eurozone and China’s economic transition towards slower but
higher-quality growth.
supported this by promoting our brand values through integrated
The Asia-Pacific region is the most attractive market in the world
television and print advertising and major outdoor events.
for the life insurance industry. Short-term market volatility has
little impact on our headroom for growth, particularly in emerging
Major product developments in 2015 included the promotion of
markets such as China, with the protection gap between the need
more flexible savings and protection products that meet changing
for mortality and morbidity insurance and the levels of cover in
personal needs, and a heightened emphasis across the region on
place continuing to widen. The substantial long-term structural
the healthcare and wellness aspects of personal and family
protection. AIA Vitality was launched in Hong Kong and the
Philippines, joining our existing programmes in Australia and
Singapore. AIA Vitality further differentiates AIA’s proposition to
our customers by rewarding healthy lifestyle choices through our
growth drivers of our markets remain fully intact. The consistent
execution of our proven growth strategy and the resilience of AIA’s
operating model will see us continue to build on our long and
successful history in the region, providing high-quality products
and services to our customers and generating further sustainable
numerous AIA Vitality partnerships in these markets.
value for our shareholders. We remain positive and confident
regarding the long-term prospects for the Group.
CORPORATE SOCIAL RESPONSIBILITY ( CSR)
Our core business directly promotes the financial security of our
customers and the social well-being of the communities we serve.
Our CSR programme supports this proposition by ensuring that,
as The Real Life Company, we are able to contribute directly to
support community priorities. Healthy Living is our main theme,
and our efforts focus on raising awareness of the benefits of
Mark Edward Tucker
regular exercise and good eating habits on health and on a
Group Chief Executive and President
prolonged, active life. We are also proud of the progress of our
25 February 2016
five-year deal with Tottenham Hotspur Football Club and
appreciate the energy and engagement they bring to our CSR
programme through team appearances and youth training events.
ENGAGEMENT WITH PEOPLE
AIA’s sustained year-on-year success would not be possible
without the high levels of expertise, professionalism, commitment
and care shown by employees and agents throughout the
organisation. We have a distinctive culture that seeks to combine
empowerment of local businesses with a shared commitment to
delivering the Group’s core strategy, aligned with our purpose and
consistent with our operating principles. Effective leadership and
engagement are essential and in turn depend on a commitment by
the Group to do everything possible to create opportunities for job
satisfaction and personal development.
ANNUAL REPORT 2015 | 0 21
OVERVIEWOVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATION FINANCIAL AND
OPER ATING REVIEW
Financial Review ..............................................................023
Business Review ..............................................................038
Risk Management ............................................................058
Regulatory Developments ................................................071
Our People .......................................................................072
Corporate Social Responsibility .......................................074
0 2 2
| AIA GROUP LIMITED
FINANCIAL REVIEW
AIA is the largest publicly listed pan-Asian life insurance group,
VONB grew by 26 per cent to US$2,198 million and OPAT increased
with a presence across 18 markets in the Asia-Pacific region. We
by 16 per cent to US$3,209 million. EV operating profit increased
receive the vast majority of our premiums in local currencies
by 17 per cent driven by strong new business growth and positive
and we closely match our local assets and liabilities to minimise
operating experience from our in-force portfolio. EV Equity was
the economic effects of foreign exchange movements. When
reporting the Group’s consolidated figures, there is a currency
translation effect as we report in US dollars. We have provided
US$39,818 million with a strong operating performance partly
offset by investment return variances, mainly due to mark-to-
market movements from our equity investment portfolio, foreign
growth rates and commentaries on our operating performance
exchange translation and the payment of shareholder dividends.
on constant exchange rates unless otherwise stated, since this
Underlying free surplus generation increased by 10 per cent to
provides a clearer picture of the year-on-year performance
US$3,719 million. The solvency ratio of AIA Co. was 428 per cent
of the underlying businesses during the recent period of foreign
and has remained robust despite interest rate, equity market and
exchange volatility.
SUMMARY
AIA has delivered excellent growth across all of our operating
currency volatility since IPO, demonstrating the strength and
resilience of our capital position. Net remittances to the Group
Corporate Centre increased by 28 per cent to US$2,195 million.
financial metrics with record new business profitability, significant
Reflecting these financial results and our confidence in the future
growth in earnings and strong underlying free surplus generation.
of AIA, the Board of Directors has recommended an upward
Our focus on achieving large-scale profitable growth, investing
capital at attractive returns in quality new business and with
increased capital efficiency, has once again enabled us to deliver
a strong, broad-based financial performance and progressive
shareholder dividends. We have delivered double-digit growth
in value of new business (VONB), embedded value (EV) operating
profit as well as IFRS operating profit after tax (OPAT) on both
actual and constant exchange rates.
rebasing of the final dividend by 50 per cent to 51.00 Hong Kong
cents per share subject to shareholders’ approval, bringing
the total dividend for 2015 to 69.72 Hong Kong cents per share.
Our financial results in 2015 have once again highlighted AIA’s
ability to deliver a strong and resilient performance throughout
market cycles and demonstrate the benefits we derive from
the quality and diversity of our sources of earnings. AIA is ideally
placed to continue to deliver profitable new business growth
and increasing returns to our shareholders.
ANNUAL REPORT 2015 | 0 2 3
FINANCIAL AND OPERATING REVIEWOVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATION Mr. Garth Jones
Group Chief Financial Officer
0 2 4
| AIA GROUP LIMITED
FINANCIAL AND OPERATING REVIEWFINANCIAL REVIEW VALUE GROWTH
decreased by 18 per cent to US$2,691 million mainly due to
VONB increased by 26 per cent compared with 2014 to US$2,198
equity market losses of US$370 million in 2015 compared with
million.
equity market gains of US$508 million in 2014.
Each of our geographical market segments, except for Korea,
delivered double-digit VONB growth compared with 2014.
Shareholders’ allocated equity excludes the impact of fair value
movements of debt securities that are classified as available
China delivered 45 per cent growth, Hong Kong and our Other
Markets achieved 32 per cent growth and Malaysia and
Singapore also delivered strong VONB growth of 27 per cent
and 24 per cent respectively.
for sale as well as foreign exchange translation and provides
a better reflection of the underlying movements in shareholders’
equity over the year. Shareholders’ allocated equity increased
by US$1,867 million to US$26,380 million at 30 November 2015
with the increase from net profit of US$2,691 million less the
ANP was higher by 14 per cent to US$3,991 million, while VONB
payment of shareholder dividends of US$814 million.
margin increased by 4.6 pps to 54.0 per cent driven by a positive
shift in product and geographical mix.
CAPITAL AND DIVIDENDS
EV operating profit grew by 17 per cent to US$5,068 million,
our main regulated entity, was US$6,761 million as measured
again reflecting the strong growth in VONB and overall positive
under the HKICO basis. The solvency ratio for AIA Co. remained
operating variances of US$248 million. Operating return on EV
stable at 428 per cent of regulatory minimum capital required
At 30 November 2015, the total available capital for AIA Co.,
was 14 per cent for 2015.
compared with 427 per cent at the end of November 2014. The
stable solvency ratio was the result of strong retained earnings
EV Equity was US$39,818 million and EV was US$38,198 million
partially offset by mark-to-market movements on the investment
at 30 November 2015. The increase was mainly driven by strong
portfolio and dividends to AIA Group Limited.
EV operating profit growth of 17 per cent offset by investment
return variances, mainly due to mark-to-market movements on
Our local businesses remitted US$2,195 million to the Group
the equity investment portfolio, foreign exchange translation and
Corporate Centre in 2015, an increase of 28 per cent compared
the payment of shareholder dividends.
with 2014.
IFRS EARNINGS
OPAT growth improved further on a strong first half performance
and increased by 16 per cent to US$3,209 million compared
with 2014. This excellent result was the result of strong underlying
business growth and an improved overall operating margin.
AIA’s IFRS net profit definition includes mark-to-market
movements from our equity portfolio. Equity markets declined
significantly during the second half of 2015 compared with large
gains reported previously in 2014. Consequently, IFRS net profit
The Board of Directors has recommended an upward rebasing
of the final dividend by 50 per cent to 51.00 Hong Kong cents
per share subject to shareholders’ approval at the Company’s
forthcoming AGM. This brings the total dividend for 2015 to 69.72
Hong Kong cents per share. The Board intends to maintain AIA’s
established prudent, sustainable and progressive dividend policy
from this higher base.
ANNUAL REPORT 2015 | 0 25
FINANCIAL AND OPERATING REVIEWFINANCIAL REVIEWOVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATION NEW BUSINESS GROWTH
Value of New Business (VONB), Annualised New Premiums (ANP) and Margin by Segment
US$ millions, unless otherwise stated
Hong Kong
Thailand
Singapore
Malaysia
China
Korea
Other Markets
Subtotal
2015 (1)
VONB
Margin
62.0%
75.8%
72.4%
57.9%
83.5%
18.8%
32.9%
58.9%
VONB
820
395
341
172
366
46
250
2,390
2014 (1)
VONB
Margin
62.3%
63.2%
61.2%
50.1%
83.1%
21.7%
31.3%
53.1%
VONB Change
YoY
CER
32%
15%
24%
27%
45%
YoY
AER
32%
9%
14%
7%
42%
(39)%
(44)%
32%
26%
18%
20%
ANP
952
572
489
320
311
380
676
3,700
ANP
1,263
520
471
292
438
248
759
VONB
619
361
299
161
258
82
212
3,991
1,992
Adjustment to reflect additional Hong Kong
reserving and capital requirements
(72)
n/m
n/m
(50)
n/m
n/m
n/m
n/m
After-tax value of unallocated
Group Office expenses
Total
(120)
n/m
2,198
54.0%
n/m
3,991
(97)
n/m
1,845
49.1%
n/m
3,700
n/m
26%
n/m
19%
Note:
(1) VONB includes pension business. ANP and VONB margin exclude pension business.
VONB grew by 26 per cent compared with 2014 to US$2,198 million.
We continued to achieve strong results across both agency and
partnership distribution channels. Agency delivered VONB growth
China and Hong Kong once again delivered excellent results with
of 25 per cent to US$1,691 million and partnership distribution
VONB up by 45 per cent and 32 per cent respectively. These strong
VONB grew by 29 per cent to US$658 million compared with 2014.
performances reflect our differentiated strategy and our ability
to generate high-quality, sustainable growth through our focus
ANP grew by 14 per cent to US$3,991 million. New business
on increasing the number of active agents, achieving higher agent
regular premiums increased by 15 per cent and accounted for 88
productivity levels and delivering a mix of high-quality protection
per cent of overall ANP in 2015.
and long-term savings products.
Malaysia and Singapore also delivered very strong results with
increase was the result of a positive shift in both product and
VONB growth of 27 per cent and 24 per cent respectively. Thailand
geographical mix. Channel mix, economic assumption changes
maintained its first-half momentum with 15 per cent VONB growth
and other items had a combined neutral effect over the year.
VONB margin increased by 4.6 pps to 54.0 per cent in 2015. The
and a positive shift in product mix driving further margin
expansion. Korea reported lower VONB from reduced volumes
VONB is reported after a US$192 million reduction for additional
as we continued our strict focus on selectively writing business
Hong Kong reserving and capital requirements over and above
that meets our return requirements. Other Markets delivered
local statutory requirements and unallocated Group Office
excellent VONB growth of 32 per cent with strong performances
expenses, representing the expenses incurred by the Group Office
across each of the markets.
which are not allocated to business units.
0 2 6
| AIA GROUP LIMITED
FINANCIAL AND OPERATING REVIEWFINANCIAL REVIEW EMBEDDED VALUE ( EV) EQUITY
EV OPERATING PROFIT
This growth reflected a combination of higher VONB of US$2,198
million and expected return of US$2,698 million. Overall operating
EV operating profit increased by 17 per cent to US$5,068 million
variances were again positive at US$248 million mainly reflecting
compared with 2014.
EV Operating Profit Per Share – Basic
EV Operating Profit (US$ millions)
Weighted average number of ordinary shares (millions)
Basic EV earnings per share (US cents)
EV Operating Profit Per Share – Diluted
EV Operating Profit (US$ millions)
Weighted average number of ordinary shares(1) (millions)
Diluted EV earnings per share (US cents)
better than expected claims experience. Overall operating
variances have totalled US$735 million since IPO.
2015
5,068
11,970
42.34
2015
5,068
12,007
42.21
2014
4,535
11,968
37.89
2014
4,535
12,009
37.76
YoY
CER
17%
n/a
17%
YoY
CER
17%
n/a
17%
YoY
AER
12%
n/a
12%
YoY
AER
12%
n/a
12%
Note:
(1) Diluted EV earnings per share including the dilutive effects, if any, of the awards of share options, restricted share units, restricted stock purchase units and restricted stock
subscription units granted to eligible directors, officers, employees and agents under the share-based compensation plans as described in note 39 to the financial statements.
EV NON-OPERATING MOVEMENT
to 20 per cent from assessment year 2016 onward. This change
Non-operating EV movements included negative investment
return variances of US$1,804 million mainly from the mark-to-
market movements on the equity investment portfolio. Economic
had been previously approved by the cabinet of the Government
of Thailand in October 2015(1). The reported EV is determined using
a best estimate basis and therefore includes this revised corporate
assumption changes were small at US$145 million and other
income tax rate in line with market practice. However, given
non-operating variances of US$369 million were mainly due
to the announced change in the Thailand corporate income tax
rate (see below).
the legislative process was not fully completed as at 30 November
2015, it was not considered “substantively enacted” under IFRS;
accordingly, the financial impact of this change in tax rate has
not been reflected in the consolidated IFRS financial statements.
Total EV movement included negative foreign exchange translation
For clarity, VONB is reported at point of sale during the 2015
of US$1,907 million and the payment of shareholder dividends
financial year and it has therefore been determined assuming
totalling US$814 million.
the higher 30 per cent corporate income tax rate from assessment
year 2016 onward. The approach for VONB is consistent with
In January 2016, the National Legislative Assembly of Thailand
the treatment in 2014.
announced a change in corporate income tax rate from 30 per cent
Note:
(1) In March 2016, the relevant legislation was posted in the Royal Gazette.
ANNUAL REPORT 2015 | 0 2 7
FINANCIAL AND OPERATING REVIEWFINANCIAL REVIEWOVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATION
ANALYSIS OF EV MOVEMENT
An analysis of the movement in EV is shown as follows:
US$ millions, unless otherwise stated
Opening EV
Value of new business
Expected return on EV
Operating experience variances
Operating assumption changes
Finance costs
EV operating profit
Investment return variances
Effect of changes in economic assumptions
Other non-operating variances
Total EV profit
Dividends
Other capital movements
Effect of changes in exchange rates
Closing EV
US$ millions, unless otherwise stated
Opening EV
Citibank Upfront Payment
Adjusted Opening EV
Value of new business
Expected return on EV
Operating experience variances
Operating assumption changes
Finance costs
EV operating profit
Investment return variances
Effect of changes in economic assumptions
Other non-operating variances
Total EV profit
Dividends
Other capital movements
Effect of changes in exchange rates
Closing EV
0 2 8
| AIA GROUP LIMITED
ANW
15,351
(902)
3,364
29
(112)
(76)
2,303
(1,494)
–
436
1,245
(814)
(12)
(581)
15,189
ANW
13,462
(800)
12,662
(995)
3,531
(126)
(13)
(53)
2,344
610
6
530
3,490
(689)
(14)
(98)
15,351
2015
VIF
21,802
3,100
(666)
245
86
–
2,765
(310)
145
(67)
2,533
–
–
(1,326)
23,009
2014
VIF
20,356
–
20,356
2,840
(896)
314
(67)
–
2,191
110
116
(507)
1,910
–
–
(464)
21,802
EV
37,153
2,198
2,698
274
(26)
(76)
5,068
(1,804)
145
369
3,778
(814)
(12)
(1,907)
38,198
EV
33,818
(800)
33,018
1,845
2,635
188
(80)
(53)
4,535
720
122
23
5,400
(689)
(14)
(562)
37,153
FINANCIAL AND OPERATING REVIEWFINANCIAL REVIEW EV Equity
US$ millions, unless otherwise stated
EV
Goodwill and other intangible
assets (1)
EV Equity
As at
30 November
2015
As at
30 November
2014
38,198
37,153
1,620
39,818
1,889
39,042
Note:
(1) Consistent with the IFRS financial statements, net of tax, amounts attributable to
participating funds and non-controlling interests.
EV Equity was US$39,818 million at 30 November 2015. The
increase over the year was mainly driven by strong EV operating
profit growth of 17 per cent offset by investment return variances,
mainly due to mark-to-market movements on the investment
portfolio, foreign exchange translation and the payment of
shareholder dividends.
EV AND VONB SENSITIVITIES
Sensitivities to EV and VONB arising from changes to central
assumptions from equity price and interest rate movements
are shown below and are consistent with the prior year.
US$ millions, unless otherwise stated
Central value
Equity price changes
10 per cent increase in equity prices
10 per cent decrease in equity prices
Interest rate changes
50 basis points increase in interest rates
50 basis points decrease in interest rates
EV as at
30 November
2015
38,198
38,924
37,458
38,305
38,087
Please refer to Section 3 of the Supplementary Embedded Value Information for additional information.
IFRS PROFIT
IFRS Operating Profit After Tax (OPAT)(1) by Segment
US$ millions, unless otherwise stated
Hong Kong
Thailand
Singapore
Malaysia
China
Korea
Other Markets
Group Corporate Centre
Total
Note:
(1) Attributable to shareholders of AIA Group Limited only excluding non-controlling interests.
2015
1,049
551
430
259
356
179
359
26
3,209
VONB
2015
2,198
n/a
n/a
2,336
2,036
2014
905
544
429
280
283
165
314
(10)
2,910
EV as at
30 November
2014
37,153
37,914
36,377
37,232
37,014
YoY
CER
16%
6%
9%
8%
28%
15%
25%
n/m
16%
VONB
2014
1,845
n/a
n/a
1,923
1,748
YoY
AER
16%
1%
–
(8)%
26%
8%
14%
n/m
10%
ANNUAL REPORT 2015 | 0 2 9
FINANCIAL AND OPERATING REVIEWFINANCIAL REVIEWOVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATION
OPAT grew by 16 per cent compared with 2014 to US$3,209
was 6 per cent to US$551 million. Underlying growth in the
million. This strong performance was the result of underlying
business and higher investment income were partially offset
business growth and an improved operating margin from higher
investment income, increased initial profit from new business and
a reduction in the expense ratio. Each of our market segments
by surrender claims, as previously highlighted in our interim
results announcement. The Group’s persistency remained strong
at 94.2 per cent in 2015.
delivered positive OPAT growth compared with 2014.
Singapore and Malaysia delivered solid performances.
China continued its excellent momentum with 28 per cent
Underlying business growth in Malaysia and higher investment
OPAT growth, as we continued to benefit from greater economies
of scale, increased operating margin and expense efficiencies.
Hong Kong reported excellent growth of 16 per cent primarily due
income were partly offset by increased claims experience.
Korea’s strong growth was the result of our pricing discipline
and improved claims experience and Other Markets delivered
to growth in the underlying business. In Thailand, OPAT increased
25 per cent OPAT growth with notable performances from
by 11 per cent in the second half of 2015 and the full year increase
Australia, Indonesia, the Philippines and Vietnam.
Total Weighted Premium Income (TWPI) by Segment
US$ millions, unless otherwise stated
Hong Kong
Thailand
Singapore
Malaysia
China
Korea
Other Markets
Total
TWPI increased by 10 per cent compared with 2014 to US$19,876 million.
Investment Income (1)
US$ millions, unless otherwise stated
Interest income
Dividend income
Rental income
Total
Note:
(1) Excluding unit-linked contracts.
2015
5,115
3,324
2,283
1,825
2,028
2,031
3,270
2014
4,330
3,334
2,339
2,084
1,786
2,205
3,133
19,876
19,211
2015
5,009
509
127
5,645
2014
4,801
428
123
5,352
YoY
CER
18%
5%
6%
3%
16%
(1)%
19%
10%
YoY
CER
10%
26%
6%
11%
YoY
AER
18%
–
(2)%
(12)%
14%
(8)%
4%
3%
YoY
AER
4%
19%
3%
5%
Investment income increased by 11 per cent compared with 2014 to US$5,645 million reflecting an increased level of investments over
the year combined with higher dividends received.
0 3 0
| AIA GROUP LIMITED
FINANCIAL AND OPERATING REVIEWFINANCIAL REVIEW
Operating Expenses
US$ millions, unless otherwise stated
Operating expenses
2015
1,658
2014
1,636
YoY
CER
8%
YoY
AER
1%
Operational efficiency improved in 2015 with a lower expense ratio of 8.3 per cent compared with 8.5 per cent in 2014 and operating
expenses grew by 8 per cent to US$1,658 million.
Net Profit (1)
US$ millions, unless otherwise stated
OPAT
Net (losses)/gains from equities, net of tax
Other non-operating investment experience and other items,
net of tax
Total
Note:
(1) Attributable to shareholders of AIA Group Limited only excluding non-controlling interests.
2015
3,209
(370)
(148)
2,691
2014
2,910
508
32
3,450
YoY
CER
16%
n/m
n/m
(18)%
YoY
AER
10%
n/m
n/m
(22)%
IFRS NON-OPERATING MOVEMENT
AIA’s IFRS net profit definition includes mark-to-market
movements from our equity portfolio. Equity markets declined
decreased by 18 per cent compared with 2014 to US$2,691 million,
reflecting strong growth in OPAT partially offset by equity market
losses of US$370 million in 2015 compared with equity market
significantly during the second half of 2015 compared with large
gains of US$508 million in 2014, and other negative non-operating
gains reported previously in 2014. Consequently, IFRS net profit
items of US$148 million.
Movement in Shareholders’ Allocated Equity
US$ millions, unless otherwise stated
Opening shareholders’ allocated equity
Net profit
Purchase of shares held by employee share-based trusts
Dividends
Other capital movements
Total movement in shareholders’ allocated equity
Closing shareholders’ allocated equity
Shareholders’ allocated equity, before fair value and foreign
currency translation reserves, is a better reflection of the
underlying movement in shareholders’ equity over the year
and increased by US$1,867 million to US$26,380 million at
30 November 2015. The increase was mainly a result of net profit
of US$2,691 million offset by the payment of shareholder
dividends of US$814 million.
2015
24,513
2,691
(98)
(814)
88
1,867
26,380
2014
21,759
3,450
(91)
(689)
84
2,754
24,513
Sensitivities to IFRS profit before tax and net assets arising from
foreign exchange rate, interest rate and equity price movements
are included in note 37 to the financial statements.
ANNUAL REPORT 2015 | 0 31
FINANCIAL AND OPERATING REVIEWFINANCIAL REVIEWOVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATION
IFRS EARNINGS PER SHARE ( EPS)
Basic EPS based on IFRS OPAT attributable to shareholders
Basic EPS based on IFRS net profit attributable to shareholders,
including mark-to-market movements from our equity portfolio,
increased by 16 per cent to 26.81 US cents in 2015.
decreased by 18 per cent to 22.48 US cents in 2015.
IFRS Earnings Per Share – Basic
Profit (US$ millions)
Weighted average number of ordinary shares (millions)
Basic earnings per share (US cents)
IFRS Earnings Per Share – Diluted
Profit (US$ millions)
Weighted average number of ordinary shares (millions) (2)
Diluted earnings per share (US cents) (2)
Notes:
(1) Attributable to shareholders of AIA Group Limited only excluding non-controlling interests.
Net Profit (1)
OPAT (1)
2015
2014
2015
2,691
11,970
22.48
3,450
11,968
28.83
3,209
11,970
26.81
Net Profit (1)
OPAT (1)
2015
2014
2015
2,691
12,007
22.41
3,450
12,009
28.73
3,209
12,007
26.73
2014
2,910
11,968
24.31
2014
2,910
12,009
24.23
(2) Diluted earnings per share including the dilutive effects, if any, of the awards of share options, restricted share units, restricted stock purchase units and restricted stock
subscription units granted to eligible directors, officers, employees and agents under the share-based compensation plans as described in note 39 to the financial statements.
CAPITAL
FREE SURPLUS GENERATION
The Group’s free surplus at 30 November 2015 represented
the excess of adjusted net worth over required capital calculated
under Hong Kong reserving and capital regulations (HKICO basis).
mainly reflecting a positive shift in product and geographical mix
as well as increased capital efficiency.
Free surplus was US$7,528 million at 30 November 2015
compared with US$7,794 million at 30 November 2014 mainly
reflecting strong underlying free surplus generation during
Underlying free surplus generation excluding investment return
the year of US$3,719 million offset by investment in new business
variances and other items, increased by 10 per cent to US$3,719
growth of US$1,488 million, negative mark-to-market movements
million on constant exchange rates reflecting the increasing scale
on the investment portfolio of US$1,467 million and the payment
of surplus generation from our in-force business. VONB grew
of shareholder dividends of US$814 million.
by 26 per cent in 2015 and investment in new business reduced
by 10 per cent to US$1,488 million from US$1,655 million in 2014
The following table shows the change in free surplus:
US$ millions, unless otherwise stated
Opening free surplus
Citibank Upfront Payment
Adjusted opening free surplus
Underlying free surplus generated
Free surplus used to fund new business
Investment return variances and other items
Unallocated Group Office expenses
Dividends
Finance costs and other capital movements
Closing free surplus
0 3 2
| AIA GROUP LIMITED
2015
7,794
–
7,794
3,719
(1,488)
(1,467)
(128)
(814)
(88)
7,528
2014
6,727
(800)
5,927
3,552
(1,655)
845
(119)
(689)
(67)
7,794
FINANCIAL AND OPERATING REVIEWFINANCIAL REVIEW
NET FUNDS TO GROUP CORPORATE CENTRE
US$2,195 million plus the issuance of a medium term note
Working capital comprises debt and equity securities, deposits
in March 2015 with net proceeds of US$745 million, less
and cash and cash equivalents held at the Group Corporate
repayments of bank loans of US$490 million and the payment
Centre. Working capital increased by 19 per cent to US$7,843
of shareholder dividends totalling US$814 million.
million at 30 November 2015 compared with US$6,614 million
at 30 November 2014. The increase was mainly due to a 28 per
The movements in working capital are summarised as follows:
cent increase in net remittances from business units to
US$ millions, unless otherwise stated
Opening working capital
Group Corporate Centre results
Capital flows from business units
Hong Kong
Thailand
Singapore
Malaysia
China
Korea
Other Markets
Net funds remitted to Group Corporate Centre
Citibank Upfront Payment
Increase in borrowings
Purchase of shares held by the employee share-based trusts
Payment of dividends
Change in fair value reserve and others
Closing working capital
2015
6,614
(147)
850
708
329
188
1
31
88
2,195
–
183
(98)
(814)
(90)
2014
5,556
(63)
752
641
267
112
(100)
24
22
1,718
(800)
985
(91)
(689)
(2)
7,843
6,614
ANNUAL REPORT 2015 | 0 3 3
FINANCIAL AND OPERATING REVIEWFINANCIAL REVIEWOVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATION IFRS BALANCE SHEET
Consolidated Statement of Financial Position
US$ millions, unless otherwise stated
Assets
Financial investments
Investment property
Cash and cash equivalents
Deferred acquisition and origination costs
Other assets
Total assets
Liabilities
Insurance and investment contract liabilities
Borrowings
Other liabilities
Less total liabilities
Equity
Total equity
Less non-controlling interests
Total equity attributable to shareholders of AIA Group Limited
Shareholders’ allocated equity
Movement in Shareholders’ Equity
US$ millions, unless otherwise stated
Opening shareholders’ equity
Net profit
Fair value (losses)/gains on assets
Foreign currency translation adjustments
Purchase of shares held by employee share-based trusts
Dividends
Other capital movements
Total movement in shareholders’ equity
Closing shareholders’ equity
Total Investments
As at
30 November
2015
As at
30 November
2014
Change
AER
139,083
138,809
1,386
1,992
17,092
8,069
1,384
1,835
16,593
8,298
167,622
166,919
122,986
3,195
11,901
138,082
29,540
139
29,401
26,380
121,034
2,934
11,996
135,964
30,955
149
30,806
24,513
2015
30,806
2,691
(1,662)
(1,608)
(98)
(814)
86
(1,405)
29,401
–
–
9%
3%
(3)%
–
2%
9%
(1)%
2%
(5)%
(7)%
(5)%
8%
2014
24,682
3,450
3,807
(430)
(91)
(689)
77
6,124
30,806
US$ millions, unless otherwise stated
Total policyholder and shareholder
Total unit-linked contracts and consolidated investment funds
Total investments
As at
30 November
2015
Percentage
of total
As at
30 November
2014
Percentage
of total
126,435
19,794
146,229
86%
14%
100%
124,801
20,974
145,775
86%
14%
100%
0 3 4
| AIA GROUP LIMITED
FINANCIAL AND OPERATING REVIEWFINANCIAL REVIEW
The investment mix remained stable during the year as set out below:
Unit-Linked Contracts and Consolidated Investment Funds
US$ millions, unless otherwise stated
Unit-linked contracts and consolidated investment funds
Debt securities
Loans and deposits
Equities
Cash and cash equivalents
Derivatives
As at
30 November
2015
Percentage
of total
As at
30 November
2014
Percentage
of total
4,182
211
14,948
450
3
21%
1%
76%
2%
–
4,215
185
16,076
496
2
20%
1%
77%
2%
–
Total unit-linked contracts and consolidated investment funds
19,794
100%
20,974
100%
Policyholder and Shareholder Investments
US$ millions, unless otherwise stated
Participating funds
Government and government agency bonds
Corporate bonds and structured securities
Loans and deposits
Subtotal – Fixed income investments
Equities
Investment property and property held for own use (1)
Cash and cash equivalents
Derivatives
Subtotal participating funds
Other policyholder and shareholder
Government and government agency bonds
Corporate bonds and structured securities
Loans and deposits
Subtotal – Fixed income investments
Equities
Investment property and property held for own use (1)
Cash and cash equivalents
Derivatives
Subtotal other policyholder and shareholder
Total policyholder and shareholder
Note:
(1) Amounts included at fair value.
As at
30 November
2015
Percentage
of total
As at
30 November
2014
Percentage
of total
7,866
11,190
1,917
20,973
4,915
436
204
34
6%
9%
2%
17%
4%
–
–
–
8,271
11,321
2,095
21,687
5,044
494
292
136
26,562
21%
27,653
35,425
45,977
5,083
86,485
7,296
4,718
1,338
36
99,873
126,435
28%
36%
4%
68%
6%
4%
1%
–
79%
100%
35,983
42,273
5,374
83,630
7,707
4,637
1,047
127
97,148
124,801
6%
9%
2%
17%
4%
1%
–
–
22%
29%
34%
4%
67%
6%
4%
1%
–
78%
100%
ANNUAL REPORT 2015 | 0 3 5
FINANCIAL AND OPERATING REVIEWFINANCIAL REVIEWOVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATION
ASSETS
cash inflows from operating activities and proceeds from the
Total assets of US$167,622 million at 30 November 2015 were
issuance of a US$750 million medium term note in March 2015
stable compared with US$166,919 million at 30 November 2014,
partly offset by repayments of bank loans of US$490 million and
despite volatility in equity and foreign exchange markets over
the payment of shareholder dividends totalling US$814 million.
the year.
Total investments include financial investments, investment
of policyholders and shareholders totalled US$5,154 million
property, property held for own use, and cash and cash
at 30 November 2015 compared with US$5,131 million at
equivalents and remained at a similar level at US$146,229 million
30 November 2014.
Investment property and property held for own use in respect
at 30 November 2015 compared with US$145,775 million at
30 November 2014.
Deferred acquisition and origination costs increased to US$17,092
million at 30 November 2015 compared with US$16,593 million
Of the total US$146,229 million investments at 30 November 2015,
at 30 November 2014 largely reflecting new business growth.
126,435 million are held in respect of policyholders and
shareholders and the remaining US$19,794 million are backing
LIABILITIES
unit-linked contracts and consolidated investment funds.
Total liabilities increased to US$138,082 million at 30 November
2015 from US$135,964 million at 30 November 2014.
Fixed income investments, including debt securities, loans
and term deposits that are held in respect of policyholders and
Insurance and investment contract liabilities grew to US$122,986
shareholders, totalled US$107,458 million at 30 November 2015
million at 30 November 2015 compared with US$121,034 million
compared with US$105,317 million at 30 November 2014. The
at 30 November 2014 reflecting the underlying growth of the
average credit rating of the fixed income portfolio remained
in-force portfolio from new business partially offset by negative
unchanged compared with the position at 30 November 2014.
market movements on equity investments backing unit-linked and
Government and government agency bonds represented
40 per cent of fixed income investments at 30 November 2015
Borrowings increased to US$3,195 million at 30 November 2015
compared with 42 per cent at 30 November 2014. Corporate bonds
due to the issuance of a US$750 million medium term note
and structured securities accounted for 53 per cent of fixed
in March 2015 less the repayments of bank loans.
participating policies and foreign exchange translation.
income investments at 30 November 2015 compared with
51 per cent at 30 November 2014.
Other liabilities remained stable with US$11,901 million
at 30 November 2015 compared with US$11,996 million
Equity securities held in respect of policyholders and shareholders
at 30 November 2014.
totalled US$12,211 million at 30 November 2015 compared with
US$12,751 million at 30 November 2014. The 4 per cent decrease
Details of commitments and contingencies are included in note 42
in carrying value was mainly attributable to recent equity market
to the financial statements.
declines and negative foreign exchange translation. Within
this figure, equity securities of US$4,915 million were held
in participating funds.
Cash and cash equivalents increased by 9 per cent to US$1,992
million at 30 November 2015 compared with US$1,835 million at
30 November 2014. The increase largely reflected positive net
0 3 6
| AIA GROUP LIMITED
FINANCIAL AND OPERATING REVIEWFINANCIAL REVIEW REGULATORY CAPITAL
The Group’s lead insurance regulator is the Hong Kong Office
of the Commissioner of Insurance (HKOCI). The Group’s principal
operating company is AIA Co., a Hong Kong-domiciled insurer.
minimum capital compared with 427 per cent at the end
of November 2014. The solvency ratio remained stable and
unchanged over the year as a result of strong retained earnings
partially offset by mark-to-market movements on the investment
At 30 November 2015, the total available capital for AIA Co.
amounted to US$6,761 million as measured under the HKICO
A summary of the total available capital and solvency ratios
basis and AIA Co. had a solvency ratio of 428 per cent of regulatory
of AIA Co. is as follows:
portfolio and dividends to AIA Group Limited.
As at
30 November
2015
As at
30 November
2014
6,761
1,579
428%
6,730
1,577
427%
CREDIT RATINGS
At 30 November 2015, AIA Co. has financial strength ratings
of AA- (Very Strong) and Aa3 (Very Low Credit Risk) with stable
outlooks from Standard & Poor’s and Moody’s respectively. AIA
Group Limited has issuer credit ratings of A (Strong) and A3
(Low Credit Risk) with stable outlooks from Standard & Poor’s
and Moody’s respectively.
DIVIDENDS
The Board of Directors has recommended an upward rebasing
of the final dividend by 50 per cent to 51.00 Hong Kong cents
per share subject to shareholders’ approval at the Company’s
forthcoming AGM. This brings the total dividend for 2015
to 69.72 Hong Kong cents per share. The Board intends to
maintain AIA’s established prudent, sustainable and progressive
dividend policy from this higher base.
US$ millions, unless otherwise stated
Total available capital
Regulatory minimum capital (100%)
Solvency ratio (%)
The Group’s individual branches and subsidiaries are also subject
to supervision in the jurisdictions in which they operate. This
means that local operating units, including branches and
subsidiaries, must meet the regulatory capital requirements
of their local prudential regulators. The various regulators
overseeing the Group’s branches and subsidiaries actively monitor
their capital position. The local operating units were in compliance
with the capital requirements of their respective local regulators
in each of our geographical markets at 30 November 2015.
Additionally, AIA has given an undertaking to the HKOCI that
it will maintain a solvency ratio of not less than 150 per cent
in each of AIA Co. and AIA International.
GLOBAL MEDIUM TERM NOTE PROGRAMME
During the year, we increased the capacity of our Global Medium
Term Note (GMTN) programme from US$3 billion to US$5 billion.
AIA Group Limited issued a senior unsecured fixed rate note under
this programme in March 2015. The note is for a term of 10 years
at nominal amount of US$750 million and bears annual interest
of 3.2 per cent. At 30 November 2015, the aggregate carrying
amount of the debt issued under the GMTN programme was
US$2,872 million.
ANNUAL REPORT 2015 | 0 3 7
FINANCIAL AND OPERATING REVIEWFINANCIAL REVIEWOVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATION
FINANCIAL AND OPERATING REVIEW
BUSINESS REVIEW
Distribution ......................................................................039
Marketing ........................................................................041
Technology and Operations ..............................................042
Geographical Markets......................................................044
0 3 8
| AIA GROUP LIMITED
AIA:#1
IN THE WORLD
FOR MDRT MEMBERS
DISTRIBUTION
AGENCY
AIA’s proprietary agency network remains our core distribution
platform. Our agents are often the first point of contact for
increasing use of segmentation to target high-calibre prospective
agents with the ambition to develop a long-term professional
career with AIA. We have expanded our in-house onboarding
programmes for new agents to ensure our growing agency force
customers looking to obtain financial advice in our markets and
is equipped with the required skills and knowledge to provide
our commitment to building the quality of our agency distribution
professional advice to our customers. As a result, the number
ensures that we develop and maintain deep and long-term
of active new agents has increased alongside improvements
relationships with our customers. These provide us with many
in agent productivity levels in 2015.
opportunities to offer advice and support to help meet their
ongoing long-term savings and protection needs as individual
Our efforts in agency segmentation include a focus on
circumstances change. Our agents remain an important
competitive advantage for AIA and provide us with the scale and
reach to realise the substantial growth opportunities that exist
across the region.
The disciplined execution of our Premier Agency strategy has
generated excellent growth in 2015 with agency VONB up by 25
per cent to US$1,691 million. This represents 72 per cent of the
Group’s total VONB. ANP grew by 15 per cent to US$2,559 million
and VONB margin increased by 5.1 pps to 66.1 per cent. These
excellent results were achieved by further strengthening the
individuals who aspire to achieve Million Dollar Round Table
(MDRT) status, an important industry benchmark for our agents
to strive for. In 2015, the growth in the number of our MDRT
qualifiers has again been strong with our operation in China, in
particular, delivering an outstanding performance with an
increase of 71 per cent compared with 2014. AIA is the world’s
largest insurer for MDRT membership, thanks to our strong
positions in Hong Kong, Thailand, Singapore as well as China.
Alongside MDRT qualification, AIA’s extensive range of
development programmes for agents continue to drive growth in
selection of new agents, focusing on best-in-class training and by
activity levels and productivity across the channel. Comprehensive
equipping agents with industry-leading technology to ensure
skill-based training, targeted sales outcomes and effective selling
consistent delivery of a high-quality customer experience.
practices have been embedded throughout our agency platform. In
Quality recruitment and rapid activation of new recruits are
important pillars of our Premier Agency strategy. We have
adopted sophisticated recruitment practices through the
addition to our in-house training programmes, we worked closely
with GAMA International and LIMRA, our international training
partners, to continue to enhance our leaders’ capabilities to
deliver effective sales leadership and practical training in the field.
Note:
VONB and VONB margin by distribution channel are based on local statutory reserving
and capital requirements and exclude pension business.
ANNUAL REPORT 2015 | 0 3 9
FINANCIAL AND OPERATING REVIEWOVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATION Our agency force continues to benefit from our ongoing
investment in innovative point-of-sale and management support
technology. Our market-leading interactive Point of Sale (iPoS)
platform has improved the efficiency, productivity and
professionalism of our agents since its launch in 2012. iPoS is
By way of example, in the Philippines we worked closely with
the Bank of Philippine Islands (BPI) to continue to grow our joint
venture partnership by launching a new in-branch sales model.
We continued to engage with BPI’s relationship managers to
improve activity management and lead generation by increasing
now the primary method of new business application submission
the penetration of in-branch insurance specialists across the
for our agency channel. In 2015, we integrated iPoS into our next
generation interactive Mobile Office (iMO) platform. iMO
comprises a comprehensive suite of applications that support our
network. During 2015, the average number of active BPI branches
increased by 21 per cent and we more than doubled ANP
production per branch leading to significant growth in VONB and
agents and agency leaders in managing their businesses,
making our joint venture with BPI the largest bancassurance
including daily sales activity levels, training and recruitment.
player in the Philippines.
This pioneering technology will help our agents continue to
deliver a best-in-class experience for our customers.
PARTNERSHIPS
AIA’s partnership business is an important part of our distribution
platform, extending our market reach and broadening our access
to prospective customers across the region. By focusing on
sustainable profitable growth through our long-term strategic
Our long-term strategic partnership with Citibank, N.A. (Citibank)
across the region has also continued to make good progress. AIA,
together with Citibank, carried out a number of initiatives during the
year, including new training programmes for Citibank’s sales and
distribution staff, increasing recruitment of in-branch insurance
specialists and the introduction of iPoS for the bank’s in-branch
specialists. This has led to average ANP per seller of more than
relationships, our partnership business contributes an important
two-and-a-half times the figure in 2014 leading to a significant uplift
and growing source of new business for AIA. In 2015, VONB grew
in VONB and the number of front-line sales staff has grown by 60 per
by 29 per cent to US$658 million with ANP up by 13 per cent to
US$1,432 million and VONB margin higher by 5.6 pps to 46.0 per
cent since the end of 2014. We also expanded our telemarketing
activities with Citibank’s customers during the year.
cent. Partnership distribution accounted for 28 per cent of the
Group’s total VONB in 2015.
Direct Marketing and Other Partnership Channels
Our direct marketing channel achieved double-digit VONB growth
Bancassurance
AIA’s bancassurance business delivered excellent results from our
commitment to disciplined execution and our selective approach to
the range of products we offer through this channel. We have
in 2015, supported by strong growth in Malaysia and Taiwan in
particular and the expansion of our direct marketing operation
with Citibank during 2015. The Group’s overall performance was
moderated by the changing industry environment in Korea
continued to benefit from our collaborative partnerships with
following the stringent and wide-ranging regulatory restrictions
highly-regarded regional relationships and local domestic banks so
imposed on the industry over the last 18 months. VONB from
that bancassurance now represents 38 per cent of our overall
direct marketing increased by 34 per cent excluding Korea.
partnership distribution ANP. We have worked closely with our
bank partners to improve lead generation with our proprietary iPoS
Our other intermediated channels, including IFAs, brokers,
platform and increase in-branch productivity through the roll-out
private banks and specialist advisers, broaden our access to a
of a broad range of sales management training programmes. At
wide range of demographic and socio-economic groups across
the same time as expanding our sales through branches, we have
the region. Our emphasis during 2015 was on deepening
also developed new business streams with our bank partners,
relationships with these partners by providing dedicated sales
particularly through direct marketing opportunities to different
customer segments within the bank’s existing customer base.
VONB grew by 48 per cent compared with 2014 as a result.
and service support and offering targeted propositions to meet
the distinct needs of their customers. These channels continued
to grow strongly and contributed significantly to our partnership
distribution business in 2015.
0 4 0
| AIA GROUP LIMITED
FINANCIAL AND OPERATING REVIEWBUSINESS REVIEW Our long-term strategic partnership with Citibank across
the region has also continued to make good progress.
Our next generation interactive Mobile Office (iMO) platform comprises
a comprehensive suite of applications that support our agents and agency
leaders in managing their businesses.
GROUP INSURANCE
headquartered multinational companies and the expansion of
Group insurance remains an important part of our product
global corporations across the region. AIA remains well-positioned
strategy among the 1.8 billion employee population in Asia.
to capture the significant growth potential in group insurance as
AIA has a market-leadership position in the Asia-Pacific region
we continue to provide innovative products and enhance service
underpinned by our distribution and product capabilities serving
levels for both employers and individual members.
over 16 million individual in-force employee benefits and group
scheme members from our more than 120,000 corporate clients.
We offer flexible products and employee services, allowing us to
MARKETING
AIA’s brand positioning as “The Real Life Company” provides a
powerful platform to engage with our stakeholders and help us
support our multinational corporate and small-and-medium sized
enterprise (SME) clients as they compete for the best talent. In
2015, we introduced new products in several of our key markets
communicate our commitment to making a real and positive
impact on people’s lives. In 2015, we used the significant potential
of digital channels to communicate The Real Life Company story.
that enable scheme members to choose additional voluntary
Digital-led campaigns that featured mini-films supported by
benefits beyond those provided by their employer representing a
integrated television, print, outdoor and social media elements
source of additional new business for AIA.
have achieved considerable success in Hong Kong, Malaysia and
In addition to our existing well-established presence throughout
the region, we strengthened our relationships with employee
Korea, generating millions of views. In Hong Kong, the mini-film
“Love is in Every Moment”, inspiring people to appreciate the time
they spend with their loved ones, received an exceptional response
benefit consultants and brokers, working closely with them to
with more than 10 million views within eight days of launch.
develop tailored solutions and deepen penetration within their
large corporate client base. In 2015, we enhanced our sales tools
by adding new applications to iPoS specific to the group insurance
market, and increased training to enable selected agents to better
support the significant SME segment in Asia. Our work with our
We continued to leverage our partnership with Tottenham
Hotspur Football Club (Spurs) to engage customers and highlight
AIA’s commitment to promoting active participation in sport
through events such as football coaching clinics, customer and
bank partners to provide solutions to their SME and corporate
employee engagement events and other media opportunities. AIA
clients is also an important and growing source of new business.
partnered with Spurs to engage young people and children from
AIA also offers multi-territory risk-pooling solutions through the
AIA Asia Benefits Network which was launched in 2014 and is the
first and only Asian-domiciled pooling network operated by an
Asian-headquartered life insurance group. It enables AIA to
address the opportunity presented by the rapid rise of Asian-
various markets including China, Malaysia, Korea and Australia,
offering opportunities to take part in football tournaments with the
chance to visit Spurs’ home ground in London, the White Hart
Lane stadium.
Note:
VONB and VONB margin by distribution channel are based on local statutory reserving
and capital requirements and exclude pension business.
ANNUAL REPORT 2015 | 0 41
FINANCIAL AND OPERATING REVIEWOVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATIONBUSINESS REVIEW AIA partnered with Spurs to engage young people and children from various
markets including China, Malaysia, Korea and Australia.
CUSTOMER ENGAGEMENT
compared with 2014. In Thailand, we were the first provider to
AIA has an in-force customer base of more than 29 million
offer regular premium unit-linked products combined with
individual policies and over 16 million participating members of
protection rider policies and these products have received a very
group insurance schemes. Cross-selling and upselling initiatives
positive market response with VONB more than double the figure
using customer analytics offer AIA a significant and unrivalled
opportunity to generate new business by meeting customers’
evolving needs. VONB from these targeted marketing initiatives to
in 2014.
The provision of adequate critical illness cover has been one of our
existing customers has trebled since the inception of this
main areas of focus in 2015. In Thailand, our marketing campaign
programme and now provide a growing source of new business for
to raise awareness of the critical illness protection gap has
the Group.
As part of our ongoing efforts to better understand our customers’
needs and expectations, we launched a new online customer
continued throughout the year with the total amount of critical
illness coverage on new business up by more than 60 per cent. We
reinforced our protection market leadership position in China with
a critical illness product enabling multiple claims, following our
community platform under our ongoing Customer Understanding
success with a similar design in Hong Kong. Our new participating
Programme. The platform aims to capture customer insights,
products in Singapore with cover added for death, disability and
supporting the development of new products and improving
critical illness alongside long-term savings have also contributed
services through timely and targeted surveys. We have over 4,000
strongly to VONB growth during the year.
active customer members from across our key markets currently
providing us with valuable feedback and we remain committed to
In 2015, AIA Vitality was launched in Hong Kong and the
enhancing customer experience by focusing on the services and
Philippines, joining our existing programmes in Australia and
products that matter most to our customers.
PRODUCT DEVELOPMENT
Singapore. This comprehensive, science-backed wellness
programme is a key component of AIA’s commitment to promoting
healthy living and differentiates our protection proposition to
AIA has developed a comprehensive range of products to meet
customers by rewarding healthy lifestyle choices.
changing customer needs for financial protection and efficient
long-term regular savings as they go through their lives. AIA’s
regular premium unit-linked products provide flexibility for our
TECHNOLOGY AND OPERATIONS
We have made good progress over the year in transforming our
customers, allowing them to personalise the mix between wealth
technology systems and business processes across the Group. Our
accumulation and protection appropriate to their different life
aim is to deliver operational efficiency gains, simplify customer
stages. In Malaysia, the take-up of life and health protection grew
significantly over the year with the launch of the “Lifestage Plan
Option” increasing protection rider attachments by 24 per cent
interactions and maximise our competitive advantages through
the innovative use of established and emerging technologies. The
ongoing changes we are making to our operations will support AIA
in sustaining its strong track record of profitable growth.
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| AIA GROUP LIMITED
FINANCIAL AND OPERATING REVIEWBUSINESS REVIEW In 2015, AIA Vitality was launched in Hong Kong and the Philippines, joining
our existing programmes in Australia and Singapore.
AIA established an innovation centre with Singapore’s Nanyang
Technological University to help people get the insurance cover they need
to lead longer, healthier and better lives.
DRIVING OPERATIONAL EFFICIENCY AND PRODUCTIVITY
PROMOTING INNOVATION
The modernisation of our data centre was a key focus during 2015.
AIA is committed to driving social and economic development
The programme provides cost-efficient infrastructure services for
the Group through the reduction of data centre office space while
raising service quality and enhancing information security,
across the Asia-Pacific region and, in doing so, making a positive
impact on people’s lives. We launched the first-of-its-kind AIA
Accelerator programme in late 2014 to support businesses in the
underpinning our commitment to protect the interests of our
healthcare sector with the goal of delivering innovation through
customers, partners, employees and stakeholders by providing a
the use of new technology. Seven of the eight start-ups that
world-class information security environment. AIA continues to
participated in the programme have successfully secured funding.
increase information security awareness and provide related
After the success of this inaugural programme, AIA Accelerator is
training for all employees. This is supplemented by continuously
running again at the end of 2015.
improving the deployment and management of technologies and
tools that enhance our ability to secure critical information.
In 2015, we have also replaced the policy administration systems
In 2015, AIA also began a multi-year collaboration with The
Institute for Infocomm Research (I2R). I2R is Singapore’s largest
information and communications technology research institute
in a number of our key markets including Hong Kong, Singapore
and we are working with them to develop behavioural change
and Malaysia. With the successful migration of millions of in-force
policies, the new systems provide a more flexible platform through
which we can serve our customers, agents and distribution
partners more efficiently.
programmes to help bridge the vast protection gap across Asia.
We have also established an innovation centre with Singapore’s
Nanyang Technological University with a view to helping people
get the insurance cover they need to lead longer, healthier and
better lives. These ventures will help AIA continue to identify new
SIMPLIFYING CUSTOMER INTERACTIONS
sources of competitive advantage and support further economic
Emerging technologies offer significant business opportunities
development in the region.
and we are building on our early adoption of digital tools across all
distribution channels. In 2015, we significantly enhanced the
functionality of iPoS to incorporate market-leading productivity
tools and analytics capabilities as part of our new iMO platform.
In Singapore, we introduced a pioneering mobile underwriting
solution to our sales force. By providing personalised application
questions and automated instant decisions at the point of sale for
most cases, it greatly improves the customer experience during
the sales process and reduces new business processing time. The
initiative earned us the “Innovator of the Year” award for the
financial services industry in Singapore.
ANNUAL REPORT 2015 | 0 4 3
FINANCIAL AND OPERATING REVIEWOVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATIONBUSINESS REVIEW REAL TIME
LOVE IS IN EVERY MOMENT
Busy Hong Kong dad Marco Wong took his
three year-old daughter Yuet on an 11-day bicycle
tour around Taiwan in order to spend some quality
time with her before she started kindergarten.
Touched by this real-life story, AIA adapted
it to demonstrate its own brand promise. A personal
record of the journey, shown here, inspired
a mini-film which became an internet and social
media sensation before its extension to television,
print and outdoor advertising platforms.
Scan for further information
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| AIA GROUP LIMITED
GEOGRAPHICAL MARKETS
HONG KONG
VONB (1)
2015
820
2014
619
ANP
2015
1,263
2014
952
YoY (CER)
32%
YoY (AER)
32%
YoY (CER)
33%
YoY (AER)
33%
OPERATING PROFIT AFTER TAX
2015
1,049
2014
905
YoY (CER)
16%
YoY (AER)
16%
VONB MARGIN (2)
2015
62.0%
2014
62.3%
TWPI
2015
5,115
2014
4,330
YoY (CER)
(0.3) pps
YoY (AER)
(0.3) pps
YoY (CER)
18%
YoY (AER)
18%
US$ MILLIONS, UNLESS
OTHERWISE STATED
Notes:
(1) VONB figures shown in the table are based on local statutory reserving and capital
requirements and include pension business.
(2) VONB margin excludes pension business to be consistent with the definition of ANP used
within the calculation.
FINANCIAL HIGHLIGHTS
AIA’s Hong Kong business delivered excellent results in 2015 with
VONB growth of 32 per cent to US$820 million. ANP increased by
33 per cent to US$1,263 million, while VONB margin remained
strong at 62.0 per cent. This outstanding performance was the
towards those of our top Premier Agents. Participants delivered a
significant improvement in performance, contributing to a 21 per
cent overall increase in ANP per active agent compared with 2014.
The newly-launched Gen-Y club focuses on attracting top young
talent to AIA. New recruits under the age of 35 now account for
more than 60 per cent of the total recruits in 2015. This and other
recruitment and training initiatives through the AIA Premier
Academy help to sustain the growth of our agency in Hong Kong
and produced a 21 per cent increase in the number of active new
agents. AIA Group ranks number one in the world for registered
MDRT members and AIA Hong Kong has contributed significantly
to this achievement, as the fourth largest company worldwide
measured on a stand-alone basis. AIA’s Premier Agency strategy
will continue to provide a strong foundation for growth in activity
and productivity levels across the whole of our agency force in
Hong Kong.
Our partnership distribution channel also continued to deliver
excellent growth in 2015. Our retail IFA business reported another
solid performance and VONB growth through our strategic,
long-term bancassurance partnership with Citibank continued to
gain momentum. During the year, we achieved active insurance
specialist coverage across all of Citibank’s branches in Hong
Kong. We also launched new training programmes for Citibank’s
sales and distribution staff, began a series of segmented
customer campaigns, introduced iPoS for the bank’s in-branch
specialists and started our telemarketing activity with Citibank’s
customers. Our group insurance business performed well in the
result of higher agent productivity, a significant increase in agent
second half of 2015 following lower volumes of new schemes at
recruitment and excellent growth in our partnership business
supported by the progress of our Citibank relationship. IFRS
operating profit after tax grew by 16 per cent to US$1,049 million,
mainly driven by strong underlying business growth together with
the beginning of the year, and our Mandatory Provident Fund
(MPF) business saw positive growth in net flows and assets under
management, maintaining our top three market position.
a sustained operating margin and higher investment income.
AIA provides long-term savings and protection products to meet
BUSINESS HIGHLIGHTS
the needs of our customers in Hong Kong. Around 90 per cent of
our new business is regular premium and with payment terms of
The quality and scale of our agency force is a major competitive
at least five years. This contrasts with the local market average
advantage for AIA in Hong Kong. As part of our ongoing Premier
where lower margin, short-term products, often targeted at bank
Agency strategy to improve the standards at the core of our agency
deposit replacement, make up more than half of regular premium
distribution, we launched a new programme with over 4,000
business. In the second half of 2015, we launched our innovative
high-potential agents selected to take part. These agents received
a structured approach to training combined with new business
incentives specifically designed to uplift their productivity levels
wellness programme, AIA Vitality, to further differentiate our
protection proposition within the Hong Kong market.
ANNUAL REPORT 2015 | 0 4 5
FINANCIAL AND OPERATING REVIEWOVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATIONBUSINESS REVIEW THAIL AND
FINANCIAL HIGHLIGHTS
of unit-linked business more than double the figure in 2014, as
AIA Thailand delivered a strong performance with VONB growth
we lay the foundations for future growth in this new market
of 15 per cent. Our core strategy of providing long-term savings
in Thailand.
and protection products through our market-leading agency
distribution differentiates AIA in the Thai market and provides
the foundation of our sustainable growth. Regular premiums
We have also launched our new “Financial Adviser” agency
recruitment programme, building on our successful experience in
accounted for more than 96 per cent of new business volumes and
China. These programmes offer targeted training and mentoring
our focus on a high-quality product mix helped VONB margin
opportunities to selected, high-potential recruits, expanding our
increase by 12.6 pps compared with 2014.
future pool of full-time Premier Agents. Early results have been
IFRS OPAT grew by 11 per cent in the second half of 2015 and the
other new recruits in Thailand. We also introduced a new regional
full year increase was 6 per cent to US$551 million. Underlying
agency management structure towards the end of the year and
growth in the business and higher investment income were
continued to strictly enforce the validation of agency contracts as
partially offset by surrender claims, as previously highlighted in
we continue our focus on quality.
promising, with candidates significantly more productive than
our 2015 interim results announcement.
In determining the results shown in the table, we have assumed
Thailand has provided our agents and agency leaders with
that the corporate income tax rate in Thailand will be 20 per cent
additional support, particularly in upcountry areas. Our marketing
for assessment year 2015 and 30 per cent from assessment
campaigns to raise awareness of the critical illness protection gap
year 2016 onward. This approach is consistent with the treatment
have continued throughout the year, and the total amount of
in 2014.
critical illness coverage on new policies has increased by more
The ongoing roll-out of our next generation iPoS platform in
than 60 per cent.
BUSINESS HIGHLIGHTS
Our market-leading agency is our main distribution channel and a
clear competitive advantage for AIA in Thailand, accounting for
over 90 per cent of VONB in 2015. We continued to invest in our
in-house training capabilities with programmes designed to
improve our effectiveness in selling unit-linked savings and
protection products to build on AIA’s protection market leadership
in Thailand.
The number of licensed AIA agents qualified to distribute
unit-linked products increased by 77 per cent compared with 2014.
AIA now accounts for around 80 per cent of the total number of
industry agents licensed to distribute these products in Thailand.
This has resulted in a positive shift in product mix with VONB
Note:
In January 2016, the National Legislative Assembly of Thailand announced a change in
corporate income tax rate from 30 per cent to 20 per cent from assessment year 2016
onward. This change had been previously approved by the cabinet of the Government of
Thailand in October 2015. In March 2016, the relevant legislation was posted in the Royal
Gazette. Given the legislative process was not fully completed as at 30 November 2015, it
was not considered “substantively enacted” under IFRS; accordingly, the financial impact
of this change in tax rate has not been reflected in the consolidated IFRS financial
statements. For clarity, VONB is reported at point of sale during the 2015 financial year
and it has therefore been determined assuming the higher 30 per cent corporate income
tax rate from assessment year 2016 onward. The approach for VONB is consistent with
the treatment in 2014.
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| AIA GROUP LIMITED
VONB (1)
2015
395
2014
361
ANP
2015
520
2014
572
VONB MARGIN (2)
2015
75.8%
2014
63.2%
TWPI
2015
3,324
2014
3,334
YoY (CER)
12.6 pps
YoY (AER)
12.6 pps
YoY (CER)
5%
YoY (AER)
–
YoY (CER)
15%
YoY (AER)
9%
YoY (CER)
(4)%
YoY (AER)
(9)%
OPERATING PROFIT AFTER TAX
2015
551
2014
544
YoY (CER)
6%
YoY (AER)
1%
US$ MILLIONS, UNLESS
OTHERWISE STATED
Notes:
(1) VONB figures shown in the table are based on local statutory reserving and capital
requirements and include pension business.
(2) VONB margin excludes pension business to be consistent with the definition of ANP used
within the calculation.
FINANCIAL AND OPERATING REVIEWBUSINESS REVIEW REAL HEALTH
LIVING WELL PAYS WELL
AIA is committed to helping people across the region to live
longer, healthier, better lives. We first launched the AIA Vitality
wellness programme in Singapore in 2013. AIA Vitality
encourages individuals to make long-term and positive changes
in their lifestyles. Last year, it was introduced to our employees
and agents in Thailand through a soft launch.
Scan for further information
ANNUAL REPORT 2015 | 0 47
FINANCIAL AND OPERATING REVIEWOVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATIONBUSINESS REVIEW
REAL LOVE
A SALUTE TO MOTHERS
AIA launched a video to highlight the real life
challenges that families in Singapore face every day
as part of The Real Love Never Stops campaign.
A salute to mothers, who are often perceived as
pillars of strength, the video highlights how
mothers are often too hard on themselves, having
to juggle between family, children and work for
the benefit of their loved ones.
Scan for further information
0 4 8
| AIA GROUP LIMITED
FINANCIAL AND OPERATING REVIEWBUSINESS REVIEW
SINGAPORE
VONB (1)
2015
341
2014
299
ANP
2015
471
2014
489
VONB MARGIN (2)
2015
72.4%
2014
61.2%
TWPI
2015
2,283
2014
2,339
YoY (CER)
11.1 pps
YoY (AER)
11.2 pps
YoY (CER)
6%
YoY (AER)
(2)%
YoY (CER)
24%
YoY (AER)
14%
YoY (CER)
5%
YoY (AER)
(4)%
OPERATING PROFIT AFTER TAX
2015
430
2014
429
YoY (CER)
9%
YoY (AER)
–
US$ MILLIONS, UNLESS
OTHERWISE STATED
Notes:
(1) VONB figures shown in the table are based on local statutory reserving and capital
requirements and include pension business.
(2) VONB margin excludes pension business to be consistent with the definition of ANP used
within the calculation.
70 per cent of new business applications from our agents
submitted using iPoS. In October, we expanded the functionality of
iMO by launching the industry’s first fully mobile and secure digital
underwriting module that allows on-the-spot underwriting. AIA’s
consistent execution of our Premier Agency strategy delivered a
17 per cent increase in the number of MDRT qualifiers in
Singapore compared with 2014.
Partnership distribution delivered an excellent performance, as
we continued to broaden our product offerings with both IFAs and
our bancassurance partners. Our market-leading IFA business
experienced strong momentum and our strategic partnership with
Citibank continued to deliver excellent VONB growth. The strong
performance was a result of our joint sales activity management
programmes, including workshops tailored for Citibank’s
insurance specialists, and the launch of a dedicated protection
telemarketing channel.
VONB growth from our group insurance business benefitted from
a large multinational corporation scheme in the first half of 2015.
We also introduced a mobile application called AIA Employee Care
for our clients’ employees, enabling the submission of claims and
access to policy information via mobile devices, improving our
service to both our customers and distribution partners.
FINANCIAL HIGHLIGHTS
AIA Singapore delivered 24 per cent growth in VONB to US$341
As the largest life insurer in Singapore in terms of weighted new
million for 2015, another excellent performance. Our core strategy
business premiums and new business sum assured, we continued
of growing our market-leading Premier Agency, expanding our
to expand our product range with the launch of new participating
profitable partnership distribution and maintaining our group
products that provide cover for death, disability and critical illness
insurance leadership position has once again allowed AIA to
alongside long-term savings. These products provide customers
sustain its profitable growth. VONB margin increased to 72.4 per
with smoothed investment returns combined with protection cover
cent due to an improved mix of products, particularly in our
and complement our leading position in the unit-linked market in
partnership distribution channel. IFRS operating profit after tax
Singapore. We also saw excellent VONB growth of 43 per cent from
increased 9 per cent compared with 2014 from strong underlying
products integrated with our AIA Vitality wellness programme.
business growth and higher investment income.
BUSINESS HIGHLIGHTS
Our agency channel delivered solid VONB growth in 2015, with the
first quarter comparison affected by the completion of the
HealthShield upgrade that boosted sales in the previous year. We
continued our focus on increasing the activity levels of our agents,
using iPoS as the principal sales tool to drive agent productivity.
iPoS is part of our next generation iMO platform which supports
our agents and leaders in managing lead generation, sales
productivity, recruitment activity and training, all on mobile
devices. In 2015, the adoption rate increased with more than
ANNUAL REPORT 2015 | 0 49
FINANCIAL AND OPERATING REVIEWOVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATIONBUSINESS REVIEW MAL AYSIA
FINANCIAL HIGHLIGHTS
and all in-branch insurance specialists are now using this
AIA Malaysia delivered excellent VONB growth of 27 per cent in
technology to submit new policies. We expect this to be an
2015. This was the direct result of our strategy of promoting
important driver of ongoing productivity improvements. Our direct
regular premium unit-linked sales combined with increasing
marketing business delivered VONB growth of 85 per cent in 2015
levels of protection cover and improving productivity through the
as we continued to work closer with our partners to generate
use of technology. ANP growth in the second half of 2015 was
high-quality leads.
22 per cent and VONB margin continued to improve over the year
to 57.9 per cent. OPAT growth was 8 per cent with underlying
AIA Malaysia launched a number of initiatives to improve efficiency
growth in the business and higher investment income partially
and simplify the payment process for customers during the year,
offset by increased claims experience, as previously highlighted.
including enhanced self-service functionality at branches and
BUSINESS HIGHLIGHTS
Agency distribution accounts for two-thirds of AIA’s VONB in
Malaysia. Our agency training programmes have successfully
encouraged the take-up of life and health protection products over
the year, with rider attachments up by 24 per cent compared with
targeted campaigns to encourage greater use of automatic
electronic payments. Our marketing campaigns focused on
encouraging Malaysians to take control of their health amid the
rise of lifestyle-related diseases. The campaigns were run in
conjunction with the launch of our “Lifestage Plan Option” product
range on iPoS, which allows customers to choose protection riders
2014. We also launched a residential training programme for new
and benefit levels appropriate to their changing needs at different
agents to help increase activity levels and to complement our
life stages.
ongoing emphasis on quality recruitment. Active new agents
increased by more than 20 per cent in the second half of 2015 as a
result of these initiatives.
New technology is transforming the way our agents work in
Malaysia with more than 90 per cent of new business applications
from our agents submitted using iPoS in 2015. Productivity
increased by 18 per cent in the second half of 2015 in terms of
ANP per active agent. Our Takaful business also delivered
excellent VONB growth as we continued to build scale. The
number of active Takaful-producing agents grew by more than
40 per cent in the second half of 2015, supported by the launch of
new products during the year.
Our strategic bancassurance partnership with Public Bank, one of
the leading retail banking groups in Malaysia, has delivered
another year of robust VONB growth. VONB margin increased by
12.4 pps as we continued to expand our product range to target
the savings and protection needs of Public Bank’s more than six
million customers. We launched iPoS in the first half of the year
VONB (1)
2015
172
2014
161
ANP
2015
292
2014
320
VONB MARGIN (2)
2015
57.9%
2014
50.1%
TWPI
2015
1,825
2014
2,084
YoY (CER)
8.3 pps
YoY (AER)
7.8 pps
YoY (CER)
3%
YoY (AER)
(12)%
YoY (CER)
27%
YoY (AER)
7%
YoY (CER)
7%
YoY (AER)
(9)%
OPERATING PROFIT AFTER TAX
2015
259
2014
280
YoY (CER)
8%
YoY (AER)
(8)%
US$ MILLIONS, UNLESS
OTHERWISE STATED
Notes:
(1) VONB figures shown in the table are based on local statutory reserving and capital
requirements and include pension business.
(2) VONB margin excludes pension business to be consistent with the definition of ANP used
within the calculation.
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| AIA GROUP LIMITED
FINANCIAL AND OPERATING REVIEWBUSINESS REVIEW REPORT CARD
CHILDREN KNOW BEST
Although health concerns all of us, many
do not take heed. A campaign in Malaysia
encouraged family members to send their loved
ones a Health Report Card and get recipients
to acknowledge potential problems and take
preventive action. Children, being naturally
observant and candid, show touching care about
their parents’ state of health.
Scan for further information
ANNUAL REPORT 2015 | 0 51
OVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATION
FAMILY MATTERS
HOME IS WHERE THE HEART IS
In China, AIA’s bestselling All-in-One product offers real
protection to our customers, with a special focus on critical
illness protection. We understand the need for strong
financial support during treatment and the post-recovery
phase. At AIA, we help our customers throughout their
life journey.
Scan for further information
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| AIA GROUP LIMITED
CHINA
VONB (1)
2015
366
2014
258
ANP
2015
438
2014
311
VONB MARGIN (2)
2015
83.5%
2014
83.1%
TWPI
2015
2,028
2014
1,786
YoY (CER)
0.4 pps
YoY (AER)
0.4 pps
YoY (CER)
16%
YoY (AER)
14%
YoY (CER)
45%
YoY (AER)
42%
YoY (CER)
44%
YoY (AER)
41%
BUSINESS HIGHLIGHTS
Our Premier Agency strategy has continued to deliver excellent
results in 2015. The importance we place on quality recruitment
and ongoing professional development training for our
experienced agents is fundamental to the sustainability and
quality of our growth. We combined selective recruitment with
strict validation standards, residential induction programmes
and recruitment-focused training for agency leaders to increase
the number of new recruits by more than 50 per cent compared
with 2014.
OPERATING PROFIT AFTER TAX
2015
356
2014
283
YoY (CER)
28%
YoY (AER)
26%
Our approach to raising activity and productivity levels supported
by our iPoS technology is reflected in the 71 per cent increase in
MDRT qualifiers compared with 2014. Our focus is on quality,
ensuring that our agents provide our customers with professional
advice tailored to their individual needs.
US$ MILLIONS, UNLESS
OTHERWISE STATED
Notes:
(1) VONB figures shown in the table are based on local statutory reserving and capital
requirements and include pension business.
(2) VONB margin excludes pension business to be consistent with the definition of ANP used
within the calculation.
FINANCIAL HIGHLIGHTS
AIA’s successful execution of our differentiated strategy in China
has delivered another set of excellent results in 2015. VONB
grew strongly by 45 per cent to US$366 million compared with
While agency accounts for more than 90 per cent of our VONB in
China, our partnership distribution business also continued to
make strong progress over the year. We concentrated on
developing strategic relationships with like-minded bank partners,
maintaining our disciplined approach to product pricing. Our
strategic partnership with Citibank delivered a step-up in VONB,
as our engagement with the bank’s sales force increased following
the launch of our product workshops and training programmes,
and we expanded our range of protection and long-term savings
bancassurance products throughout the year.
2014. This was mainly driven by a 44 per cent increase in ANP to
AIA is a leader in the comprehensive protection insurance market
US$438 million as a result of the significant growth in the number
in China, a position we reinforced with new products for young
of active agents and increased agent productivity. VONB margin
families including additional cover for childhood diseases and
remained strong at 83.5 per cent reflecting our mix of products
that meet customers’ protection and long-term savings needs and
the vast majority of our earnings in China come from insurance-
multiple claims for critical illnesses following our success with
similar product designs in Hong Kong. We also launched our new
high-net-worth offering in 2015 providing dedicated client services
based profits rather than from interest rate spread business.
including tax and legal advice to meet the high-end protection
The quality of our earnings combined with operational efficiency
cover, estate planning and long-term retirement savings needs of
improvements and the benefits of increasing scale led to a
this significant and fast-growing customer segment.
28 per cent increase in IFRS operating profit after tax compared
with 2014.
ANNUAL REPORT 2015 | 0 5 3
FINANCIAL AND OPERATING REVIEWOVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATIONBUSINESS REVIEW KOREA
FINANCIAL HIGHLIGHTS
AIA Korea continued to face challenging market conditions
The elderly population (aged 65 years and older) in Korea has
trebled in size over the last 30 years and has one of the lowest
in 2015 with new business volumes affected as we continued to
concentrate on selectively writing products that meet our return
requirements. VONB was lower by 39 per cent to US$46 million,
retirement incomes among the countries in the Organisation for
Economic Co-operation and Development (OECD). Also, less than
40 per cent of Korean households have life protection cover in
in line with the reduction in the first half of the year, and accounts
place. Our product development strategy is focused on meeting
for less than 2 per cent of Group VONB in 2015. Our pricing
the growing needs for protection cover and long-term retirement
discipline and positive claims experience resulted in a 15 per cent
savings products for the ageing population in Korea. We were the
increase in IFRS operating profit after tax to US$179 million.
first life insurer to develop a simplified issue health product in
Korea and we launched a new long-term savings product in 2015
that provided enhanced benefits for those making regular savings
for retirement.
BUSINESS HIGHLIGHTS
AIA’s direct marketing business has continued to be affected
by the changing industry environment in Korea following the
stringent and wide-ranging regulatory restrictions imposed
on the industry over the last 18 months. As highlighted at our 2015
interim results announcement, new sales reduced in response to
limitations on advertising and changes to marketing regulations.
VONB margin increased by 6.1 pps compared with 2014 due to an
improved product mix and lower expenses. We maintained a
disciplined approach to the hiring of telesales representatives,
introducing new long-term retention and sales incentive schemes
focused on high performers. We remain committed to adapting
our direct marketing business model and restoring profitable
growth to this channel.
Industry new business sales for the tied agency channel continued
VONB (1)
to decline in 2015. AIA remains focused on targeted recruitment
and the use of technology to grow a selective and efficient agency
force to improve profitability in this channel. We are differentiating
our agency business from the mass agency models that are
prevalent in the Korean market through our Premier Agency
strategy. We also work with some of the major general agencies in
Korea using a targeted protection product strategy. We continue to
participate in the bancassurance channel selectively, when
profitable opportunities arise.
2015
46
2014
82
ANP
2015
248
2014
380
VONB MARGIN (2)
2015
18.8%
2014
21.7%
TWPI
2015
2,031
2014
2,205
YoY (CER)
(2.7) pps
YoY (AER)
(2.9) pps
YoY (CER)
(1)%
YoY (AER)
(8)%
YoY (CER)
(39)%
YoY (AER)
(44)%
YoY (CER)
(30)%
YoY (AER)
(35)%
OPERATING PROFIT AFTER TAX
2015
179
2014
165
YoY (CER)
15%
YoY (AER)
8%
US$ MILLIONS, UNLESS
OTHERWISE STATED
Notes:
(1) VONB figures shown in the table are based on local statutory reserving and capital
requirements and include pension business.
(2) VONB margin excludes pension business to be consistent with the definition of ANP used
within the calculation.
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| AIA GROUP LIMITED
FINANCIAL AND OPERATING REVIEWBUSINESS REVIEW REAL MEAL
THERE’S NO TASTE LIKE HOME
AIA invited a group of homesick young Koreans,
working in Australia on holiday visas, to dinner.
The food didn’t just taste like the food mom makes
– it tasted just like mom’s. Behind the scenes,
AIA flew all of their mothers to Australia to create
their children’s favourite dishes – served with
their own tableware from home.
Scan for further information
ANNUAL REPORT 2015 | 0 5 5
FINANCIAL AND OPERATING REVIEWOVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATIONBUSINESS REVIEW
OTHER MARKETS
In September 2015, AIA opened a new office building in Jakarta to provide
dynamic working space for employees of our Indonesian operation,
a state-of-the-art customer service centre and a premier training facility
for agents and bank consultants.
The development of our wellness proposition through the AIA Vitality
programme has further strengthened AIA’s brand as the leading independent
risk specialist in the Australian market.
Other Markets include AIA’s operations in Australia, Indonesia,
New Zealand, the Philippines, Sri Lanka, Taiwan and Vietnam. The
Indonesia: Indonesia has delivered a very strong performance with
agency and partnership channels both contributing double-digit
financial results from our 26 per cent shareholding in our joint
VONB growth compared with 2014. AIA continued to focus on
venture with the Tata Group in India is included in IFRS operating
growing a sustainable, profitable agency channel by promoting
profit after tax on an equity accounted basis.
high standards of professionalism and productivity and extending
FINANCIAL HIGHLIGHTS
Other Markets sustained its excellent performance from the first
half to deliver 32 per cent growth in VONB to US$250 million in
our leading bancassurance business. Our Premier Agency strategy
delivered year-on-year agency VONB growth of 37 per cent in
the second half of the year. AIA’s Premier Bank Consultant
programme launched in early 2015 has helped us deliver a
2015. ANP increased by 24 per cent to US$759 million and VONB
significant increase in productivity and profitability supported by
margin was higher by 2.0 pps to 32.9 per cent. These excellent
close to 100 per cent adoption of iPoS across our active insurance
results were driven mainly by strong performances in Australia,
specialists. AIA continued to outperform the market in 2015
Indonesia, the Philippines and Vietnam. IFRS operating profit after
increasing profitable market share and was ranked second overall
tax grew strongly by 25 per cent to US$359 million.
by weighted new business premiums.
BUSINESS HIGHLIGHTS
Australia: AIA extended its new business leadership position in
the IFA channel in 2015. We delivered double-digit VONB growth
New Zealand: Our New Zealand operation achieved strong VONB
growth in 2015. We continued to benefit from the changes made to
the service model for the IFA channel with a 27 per cent increase
due to strong new business sales from both our retail IFA and
in average case size and more than 40 per cent increase in new
group insurance businesses and a positive shift in product
policies issued compared with 2014. During the year, we also
mix. AIA continued to build its Premier IFA model, expanding
established strategic partnerships with a bank and a mortgage
our advisory services to help our IFA partners grow their
advisory firm to provide protection products and continue
businesses while continuing to refresh our product offerings.
expanding our new business distribution channels.
The development of our wellness proposition through the AIA
Vitality programme has further strengthened AIA’s brand as the
leading independent risk specialist in the Australian market.
Our group insurance business maintained a strict focus on the
retention of our major corporate clients, disciplined claims
management and best-in-class rehabilitation practices enabling
us to retain a leading position in the market. IFRS operating profit
after tax increased significantly compared with 2014 due to
underlying business growth and positive claims experience.
Philippines: AIA’s operations in the Philippines delivered very
strong VONB growth in 2015 driven by the ongoing execution of our
Premier Agency strategy and further engagement with our
exclusive bank partner, the Bank of the Philippine Islands (BPI).
Our agency operation improved agent productivity through the
implementation of a new activity management system and
increased iPoS adoption, with over 80 per cent of new business
applications submitted using iPoS. We also continued to engage
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| AIA GROUP LIMITED
FINANCIAL AND OPERATING REVIEWBUSINESS REVIEW VONB (1)
2015
250
2014
212
ANP
2015
759
2014
676
VONB MARGIN (2)
2015
32.9%
2014
31.3%
TWPI
2015
3,270
2014
3,133
YoY (CER)
2.0 pps
YoY (AER)
1.6 pps
YoY (CER)
19%
YoY (AER)
4%
YoY (CER)
32%
YoY (AER)
18%
YoY (CER)
24%
YoY (AER)
12%
OPERATING PROFIT AFTER TAX
2015
359
2014
314
YoY (CER)
25%
YoY (AER)
14%
US$ MILLIONS, UNLESS
OTHERWISE STATED
Notes:
(1) VONB figures shown in the table are based on local statutory reserving and capital
requirements and include pension business.
(2) VONB margin excludes pension business to be consistent with the definition of ANP used
within the calculation.
In Vietnam, AIA launched an innovative agency branch model aimed at
attracting younger and more productive agents.
BPI’s relationship managers and improve lead generation by
increasing the penetration of our in-branch life insurance
specialists across BPI’s extensive branch network. Our initiatives
have more than doubled ANP production per branch compared
Taiwan: We continued to strengthen our multi-channel
distribution platform in Taiwan during the year. Our Premier
Agency strategy achieved a significant improvement in agent
productivity with ANP per active agent up by more than 30 per cent
with 2014, making our joint venture with BPI the largest
compared with 2014, while VONB margin remained stable.
bancassurance player in the life insurance market by new
We also saw a significant increase in VONB through our direct
business premiums. In October 2015, we introduced Vitality to
marketing channel.
the Philippines, reinforcing our commitment to making a real
difference to the lives of our customers and further differentiating
our business in the Philippines.
Sri Lanka: VONB of our Sri Lankan business more than doubled
following the expansion of our distribution footprint in 2014.
Vietnam: AIA’s business in Vietnam maintained its excellent
growth momentum, once again delivering VONB more than
double that of 2014 and this is the third consecutive year that our
Vietnamese operation has more than doubled VONB. An innovative
agency branch model aimed at attracting younger and more
In addition to the roll-out of new training programmes, we have
productive agents that we are launching in the major metropolitan
also increased the adoption of iPoS by our agents to enhance
hubs of Vietnam, has shown strong early results with significantly
the overall customer experience and improve efficiency. The
higher sales activity ratios. The number of active new agents grew
deployment of new sales management tools with our bank
by more than 30 per cent compared with 2014. Our VONB margin
partners has improved activity management and effective lead
also increased from improved expense efficiencies as we
generation. We also strengthened the AIA brand by becoming
the Official Insurance Partner of Sri Lanka Cricket, the country’s
most popular sport.
continued to grow scale.
ANNUAL REPORT 2015 | 0 5 7
FINANCIAL AND OPERATING REVIEWOVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATIONBUSINESS REVIEW RISK MANAGEMENT
AIA RISK MANAGEMENT FRAMEWORK
AIA recognises the importance of sound
risk management in ever y aspect of our
business and for all our stakeholders. For
policyholders it is the security of knowing
that we will always be there for them,
for regulators it is vital to the stability
OVERVIEW
The AIA Risk Management Framework (RMF) provides the structure
for identifying, quantifying and mitigating risk across the Group.
AIA’s RMF is built around supporting our business and developing
a risk culture at every level of the organisation. AIA has adopted
a “Three Lines of Defence” model for risk management which
is described below. Consistent with that approach our Risk &
Compliance function provides our business units with appropriate
of the financial system, and for investors
tools, processes and capabilities for the identification,
it is key to protecting and enhancing the
quantification and management of risk.
long-term value of their investment.
We continue to adapt and improve our risk management
framework to meet the evolving needs of our business in the face
of our changing business and regulatory environment. Amongst
the continuing enhancements to our framework in 2015, we
undertook the following:
1. A Group Chief Risk Officer was added to the Group Executive
Committee as a direct report of the Group Chief Executive
and President with responsibility for the Group Risk and
Compliance function which includes direct reporting from
the business units on matters of risk and compliance.
2. We updated our RMF to include Support, Accountability, Oversight
and Assurance underpinned by four building blocks – Metrics,
Risk & Compliance, Appetite and Governance.
3. Our performance management system has been enhanced to
emphasise conduct as well as achievement consistent with our
fundamental operating principles of “Doing the Right Things, in
the Right Way, with the Right People... and the results will come”,
with all staff now measured on ‘how’ as well as ‘what’ they deliver.
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| AIA GROUP LIMITED
FINANCIAL AND OPERATING REVIEW AIA Group Limited Board
Risk Committee
Audit Committee
Executive Committee
Executive Risk Committees
Group Internal Audit
Business Units
& Group Functions
Group Risk &
Compliance Function
Executive Management
Risk & Compliance
Internal Audit
First Line of Defence
Second Line of Defence
Third Line of Defence
THREE LINES OF DEFENCE
The Three Lines of Defence model is a commonly used approach
The second line of defence (Second Line) consists of Risk &
Compliance. This function is independent of the First Line but
for managing risk in financial institutions. The objective is to
works closely with them to ensure that they are appropriately
ensure that an independent system of checks and balances is in
supported in meeting their obligations in respect of risk
place to minimise unexpected losses and reputational damage.
management. The Second Line is also responsible for providing
This is achieved by clearly defining roles and responsibilities for
oversight of First Line activities and assurance to executive
the management of risk between the Executive Management, Risk
management at the Group level, the Risk Committee and
& Compliance and Internal Audit functions, with each of these
working closely together but ultimately operating independently
the Board that risks are being managed appropriately within
AIA’s Risk Appetite.
from each other.
The first line of defence (First Line) is made up of the business
decision-makers which includes all functions other than Risk &
The Risk & Compliance function is responsible for the design
and implementation of the RMF, working with the First Line to
maintain consistent policies and processes that ensure that
Compliance and Internal Audit. Executive management at all
the Group is operating at all times within the Risk Appetite
levels are required to ensure that risk is being managed in a way
determined by the AIA Group Limited Board and is adhering
consistent with the RMF and that effective and appropriate
to the high standards of conduct expected by our customers
processes are in place at all times. In particular, the amount
and regulators.
of risk taken at each level of the organisation must be consistent
with both the Group and the business unit’s Risk Appetite.
The third line of defence (Third Line) is Group Internal Audit (GIA),
which reports to the Audit Committee of the AIA Group Limited
Unless reserved to the Board, all decisions are made by identified
Board, provides assurance about the effectiveness of key controls,
executives operating in the First Line. These executives have full
and makes recommendations about control improvements, as
accountability for their decisions. Decisions regarding activities
appropriate on the effectiveness of internal controls.
deemed to have significant risks attached or that are outside
the pre-determined decision-making limits of a given level of
management will be referred to a senior Group functional leader
(like the Group Chief Financial Officer for financial matters),
to the Group Chief Executive and President or, where appropriate,
through him to the Board.
The Three Lines of Defence converge at the AIA Group Limited
Board who retain overall responsibility for AIA’s RMF and who
determine AIA’s Risk Appetite.
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FINANCIAL AND OPERATING REVIEWOVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATION RISK MANAGEMENT FRAMEWORK
As noted above, AIA’s RMF is defined in terms of four principles –
Support, Accountability, Oversight and Assurance underpinned
for all affected activities. A Second Line specialist evaluates the
materiality of the exception and, based on that evaluation, either
passes it back to the business unit for approval, escalates it to the
by four building blocks – Governance, Appetite, Metrics and Risk
designated Group Executive Committee member or, in the case of
& Compliance.
SUPPORT
significant exceptions, the Group Chief Executive. In each case
Risk & Compliance is responsible for ensuring that the ultimate
decision-maker is in possession of all relevant information before
The focus of risk management is the identification, quantification,
making a decision.
escalation and mitigation of risk. AIA believes that risk is best
managed where risk is taken. Therefore Risk & Compliance’s
principal focus is on ensuring that the First Line have the tools,
Risk & Compliance works closely with the First Line in
facilitating risk assessments, reviewing the methodologies and
understanding, objectivity and resources to manage risk
calibrating the models that underpin the metrics used by the
systematically wherever it arises. To support the First Line,
business unit to quantify risk as well as providing challenge on
AIA has developed processes to identify Risk Metrics with which
individual proposals, directing the exception process, as well as
to quantify risk and a streamlined governance structure to
organising and preparing reports for the Group and business unit
escalate risk issues where appropriate and determine
risk committees.
mitigation strategies.
Identification
More generally, the Second Line are expected to broaden risk
awareness and understanding in the First Line through
Early identification of risks is essential to ensure that they are
training and working closely with First Line counterparts on
understood and either avoided or accepted where appropriate as
specific issues.
part of the responsible operation of the business. A network of
First Line Risk Owners (formally appointed First Line executive
individuals with decision-making capacity) and Risk Champions
(formally appointed First Line individuals to support Risk Owners
in the identification, assessment and monitoring of key risks) in
each business unit is tasked with identifying emerging risks in
ACCOUNTABILITY
A core principle of management in AIA is accountability.
Responsibility for implementation and oversight of all risk policies
and activities is assigned to First and Second Line executives
respectively. While the Second Line is required to monitor and
their areas of activity and, working with the business unit risk
support the business in its risk management responsibilities, the
teams, performing risk assessments on any new activity to
First Line remains responsible for managing risk. To emphasise
determine whether it is within both business unit and Group
Risk Appetite.
Quantification
Quantification of risk is important in establishing the materiality of
an issue and in determining whether, where risk is identified, it
falls within the limits that support the Group’s Risk Appetite.
Various metrics have been developed for this purpose by Risk &
the importance of accountability, all First Line decision-makers
(Risk Owners) are individual executives and not committees.
The Second Line Committees, the Financial Risk Committee (FRC)
and the Operational Risk Committee (ORC), set risk policies and
limits, review significant transactions and Watch List items and
oversee the operation and effectiveness of the RMF. They do not
approve transactions.
Compliance working closely with the First Line. Metrics used in
To enforce accountability, business units Risk Owners are required
the context of Risk Appetite are described in the box on page 64.
to report incidents and concerns to their risk functions and
Metrics used for individual risks are described under Risk
committees, specific executives are tasked with determining
Landscape on page 66.
Escalation & Mitigation
whether activities are within Risk Appetite or require escalation
and senior business unit and Group executives are required to
approve any transaction that breaches any applicable limit.
When a transaction or activity is likely to carry risk in excess of the
relevant limits or is likely to exceed the limits defined the
applicable policies, it is escalated for approval, if appropriate via
the Group’s exception process. This process operates consistently
Individual accountability is also maintained with all employees
signing declarations of compliance with the Group’s Code of
Conduct annually.
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| AIA GROUP LIMITED
FINANCIAL AND OPERATING REVIEWRISK MANAGEMENT OVERSIGHT
• Business Unit Compliance
The Three Lines of Defence model is designed to promote
Group Risk & Compliance conduct an ongoing programme of
objectivity in the risk management process. As set out above, the
Second Line is responsible to provide oversight and does so by the
exercise of judgment as to the appropriateness, sufficiency and
reviews of business unit functions, monitor advisory process
through ‘Mystery Shopping’, monitor Key Risk Indicators (KRIs)
such as complaints and the time taken to address them, and
effectiveness of the measures taken to manage risk and reporting
use the results of predictive modelling to proactively detect
thereon to the executive risk committees at both the business unit
misconduct; and
and Group level.
The application of oversight includes:
Internal Audit
•
Working very closely with the Second Line, Internal Audit
reviews the effectiveness of controls and highlights areas
• Systematic Coverage
where controls require improvement.
The Group Risk & Compliance function maintain a detailed risk
taxonomy or “Risk Landscape” to ensure that all risks are
identified and classified appropriately. All Operational Risk &
Compliance Incidents, Risk Control Assessments and Scenario
Analysis results are stored in a common database and
organised according to the taxonomy, allowing a picture to
ASSURANCE
The AIA Group Limited Board has overall responsibility for the
Group’s risk management activities. In this regard the Board sets
the Group’s Risk Appetite, agrees the RMF and approves major
transactions. In fulfilling these responsibilities the Board is
be presented of the effectiveness of controls by risk or by
supported and advised by the Risk Committee.
business unit;
• Risk Metrics
It is the role of the Risk Committee supported by Risk &
Compliance to provide assurance to the Board that the RMF is
A dedicated Risk Metrics team in Group Risk & Compliance is
effective and that risk is being managed across the organisation
tasked with reviewing and supporting the development of risk
to an acceptable standard. This is achieved through the
models and methodology in the First Line as well as calibrating
following channels:
all risk models used for reporting and business proposals. All
such Risk Metrics are approved by the Group FRC;
• The Group Chief Risk Officer presents a quarterly risk report to
• Standardised Reporting
the Risk Committee covering all major risk categories,
confirming that the Company is operating within Risk Appetite,
The Risk Landscape is reviewed in standardised risk reports
summarising the activities of the executive risk committees
prepared by the Second Line covering Insurance, Investment,
and highlighting any emerging risks either in the external
Financial and Operational risk. These are submitted on a
environment or through the Risk Watch Lists. The Chairman of
quarterly basis to FRC and ORC at both a business unit and a
the Risk Committee presents a similar report to the Board;
Group level;
• Risk Watch Lists
• An assurance review is presented to the Risk Committee
annually. Historically this has focused on the effectiveness of
These are maintained for each business unit and cover each
the risk functions and the development of the RMF. Going
category of risk – Investment, Financial and Operational. They
forward this review will be included as part of an Own Risk and
are designed to highlight to management issues that require
Solvency Assessment; and
attention. A Group Watch List is reviewed at each executive risk
committee meeting and items from business unit Risk Watch
• Each business unit Chief Executive Officer provides annual
Lists that are considered to have a Group dimension, the
certification that the business unit conforms with applicable
potential to damage the Group financially or reputationally,
Compliance policies.
may be placed on it;
ANNUAL REPORT 2015 | 0 61
FINANCIAL AND OPERATING REVIEWOVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATIONRISK MANAGEMENT
AIA RISK GOVERNANCE
AIA Group Limited Board
Audit
Committee
Risk
Committee
Remuneration
Committee
Nomination
Committee
Operational Risk
Committee
Financial Risk
Committee
AIA’s risk governance structure was implemented in 2012 and is
designed to provide for:
OPERATIONAL RISK ( ORC) AND FINANCIAL RISK ( FRC)
COMMITTEES
The Risk Committee is supported by two executive committees
• Consistent application of the RMF across the Group;
who, between them, oversee management of all risks. The ORC is
• Streamlined processes for the early identification and swift
associated with failure in internal processes, people, and system
chaired by the Group Chief Financial Officer and oversees risks
escalation of risk issues;
or from external events. The FRC is chaired by the Group Chief
Executive and oversees risks associated with Financial, Insurance
• Objective analysis of risk issues enabling informed decision-
and Investment risks including issues around capital, product and
making; and
asset allocation.
• Discussion and challenge in relation to risk issues at suitable
Each Committee divides its agenda between reporting, governance
and emerging risk. Reporting is conducted through standard
reporting packs for each risk category. Governance focuses on
policy, process and limit setting, approval of Risk Metrics and
implementation of Risk Appetite. Emerging risk covers the regular
review of the Group’s Risk Watch Lists, bespoke scenario
modelling, stress tests and reviews of new activities, material
transactions and emerging trends.
The ORC meets quarterly and the FRC bimonthly.
forums.
THE BOARD
The Company’s Board retains overall responsibility for oversight of
the Group’s risk management activities. In this regard the Board
sets the Group’s Risk Appetite, agrees the RMF and monitors
group-wide risks. In fulfilling these responsibilities the Board is
supported and advised by the Risk Committee.
RISK COMMITTEE
The Risk Committee advises the Board on all risk-related issues
requiring Board attention and supports it in its responsibility.
The members of the Risk Committee are all Board directors,
with the Committee Chairman required to be an Independent
Non-executive Director. The Risk Committee meets at least four
times a year.
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FINANCIAL AND OPERATING REVIEWRISK MANAGEMENT AIA RISK APPETITE
Risk Appetite Statement
Risk
Tolerances
Risk
Allocations
Risk
Limits
Risk
Principles
Risk
Preferences
Risk
Controls
Quantitative
Metrics
Qualitative
Statements
AIA’s Risk Appetite is the foundation of its RMF. It establishes
the quantum and nature of risks the Group is prepared to
The RAS is supported by four Risk Principles, each addressing one
of AIA’s risk and capital priorities.
take to achieve its strategic objectives and helps to inform
stakeholder expectations.
Priority
Risk Principle
• The Risk Appetite Statement (RAS) is an overarching comment
Regulatory Capital
on the enterprise’s attitude to risk;
• Risk Principles are qualitative statements that expand the RAS;
• Risk Tolerances are quantitative metrics that validate the Risk
Principles and thus the RAS;
Financial Strength
• Risk Preferences define the enterprise’s behavioural approach
to minimising risk;
• Risk Allocations are the planned contribution to Risk
Tolerances of individual businesses; and
• Risk Limits and Controls are used to manage specific risks.
Liquidity
AIA has adopted the following Risk Appetite Statement:
“The amount of risk taken by AIA in the ordinary course of its
business will be sufficient to meet its customers’ reasonable
requirements for protection and benefits while ensuring that the level
and volatility of shareholder returns are in line with a broadly-based
risk profile appropriate to an Asia-Pacific ex-Japan-focused life
insurance company.”
Earnings Volatility
“We have no appetite for regulatory
non-compliance and as such will
ensure that we hold sufficient
capital to meet our current statutory
minimum solvency in all but the most
extreme market conditions.”
“We will ensure the Group’s ability to
meet all future commitments to our
customers, both financial obligations
and in terms of the promises we
make to them. We will maintain
sufficient capital to support a
Financial Strength Rating that meets
our business needs.”
“We will maintain sufficient liquidity
to meet our expected financial
commitments as they fall due.”
“We will seek to deliver reported
operating earnings consistent with
expectations and will implement
policies, limits and controls to
contain operational risks, risk
concentrations and insurance risks
within reasonable tolerances.”
ANNUAL REPORT 2015 | 0 6 3
FINANCIAL AND OPERATING REVIEWOVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATIONRISK MANAGEMENT AIA RISK METRICS
Fundamental to sound risk management is the need to quantify risks effectively. Risk & Compliance works closely with the Finance,
Actuarial and Investment functions to assess the various risks reflected in the balance sheet. This assessment starts with the Group’s
Risk Tolerances which are used to provide quantitative support to AIA’s Risk Appetite.
Each of AIA’s Risk Tolerance use a distinct risk metric as described below:
Risk Tolerance
Regulatory Capital
Financial Strength
Liquidity
Earnings Volatility
Risk Metric
AIA has developed the concept of Stress Capital, the capital required to
maintain regulatory solvency following defined stresses. Stress Capital is also used
to determine business unit remittances and appropriate capitalisation levels.
AIA measures its financial strength in terms of its Economic Capital (EC); the capital
AIA determines that it needs to meet its obligations using its own internally developed
model which draws on global industry best practices and takes into account factors
relevant to the environment in the Asia-Pacific region.
Liquidity risk is measured by subjecting our expected near term cash flows to a
variety of shocks and requiring that all business units and the Group maintain a
minimum level of liquidity following each of those shocks.
Forecast earnings are subjected to an Earnings at Risk test to assess the level of
potential volatility.
Stress Capital and Economic Capital are used in product
Risk metrics are also used in relation to specific risks, particularly
evaluation, asset allocation and capital planning. Metrics have
Investment and Financial Risk. Metrics that measure specific risks
also been developed to measure the velocity of cash and capital.
are described in the relevant part of the Risk Landscape section.
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FINANCIAL AND OPERATING REVIEWRISK MANAGEMENT AIA RISK & COMPLIANCE FUNCTION
Group Chief Executive
Group Chief Risk Officer
Group Risk
Group Compliance
Business Unit
Chief Risk Officers
Centre of Excellence
Centre of Excellence
Risk & Oversight
Compliance & Oversight
In 2015 AIA established a reporting structure whereby the
Group Chief Risk Officer has responsibility for the Group’s risk
and compliance functions. Within this revised reporting structure,
the Group Chief Risk Officer reports directly to the Group Chief
The focus of the new Risk & Compliance function is on
embedding risk culture through common systems, training and
communication and through extending the “risk network” in
the First Line and defining First and Second Line roles in
Executive and President and is a member of the Group Executive
all key processes.
Committee. This now represents the target operating model for
each business unit.
ANNUAL REPORT 2015 | 0 6 5
FINANCIAL AND OPERATING REVIEWOVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATIONRISK MANAGEMENT RISK LANDSCAPE
As noted above AIA maintains a detailed risk taxonomy to ensure all risks are identified and systematically managed. The principal risks
are summarised below:
Insurance
Investment
Financial
Operational
Lapse
Expense
Credit
Interest Rate
Operational
Equity Price
FX Rate
Strategic
Morbidity
Property Price
Financial Liquidity
Mortality
Credit Spread
Investment Liquidity
INSURANCE RISKS
Lapse
Insurance risk is the potential loss resulting from mortality,
The risk arises from changes in the rates of policy termination
morbidity, persistency, longevity and adverse expense experience.
or renewal.
This includes the potential impacts from catastrophic events
such as pandemics and natural disasters.
Note 26 to the financial statements details insurance
Ensuring customers buy products that meet their needs
is central to the Group’s operating philosophy. Through
comprehensive sales training programmes and active
contract liabilities, the nature of insurance products and their
monitoring and management of sales activities and persistency,
principal risks.
Management of Insurance Risk starts with product design.
Ensuring products meet customer needs, are fairly priced and
the Group seeks to ensure that appropriate products are sold by
qualified sales representatives and that standards of service
consistently meet or exceed our customers’ reasonable
expectations. This allows the Group to meet customer needs
clearly understood is the best guarantee of persistency and
while also delivering sustainable value to shareholders.
customer satisfaction.
The Group manages product design risk through the Product
Business Quality Framework, a joint endeavour of First and
Approval Process where products are reviewed against pricing,
Second Line functions to understand and mitigate the causes of
design and operational risk benchmarks agreed by the FRC.
lapse and to protect the Group against potential misconduct.
Risk & Compliance monitor persistency closely through the
Business units work closely with a number of Group functions
including Product Management, Actuarial, Legal, Risk &
Compliance and Underwriting. The Group monitors the
performance of new products and focuses on actively managing
each part of the actuarial control cycle to manage risk in the
in-force book as well as for new products.
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FINANCIAL AND OPERATING REVIEWRISK MANAGEMENT Expense
INVESTMENT RISKS
The risk of the cost of selling new business and of administering
Credit
the in-force book exceeding the provisions made in pricing.
Credit risk is the risk that third parties fail to meet their
The active management of expenses reduces the risk of actual
experience being adverse compared with the assumptions used in
obligations to the Group when they fall due. Although the
primary source of credit risk is the Group’s investment portfolio,
such risk can also arise through reinsurance, procurement and
the pricing of products. Daily operations follow a disciplined
treasury activities.
budgeting and control process that allows for the management of
expenses within pricing estimates based on the Group’s very
substantial experience within the markets in which we operate.
Morbidity and Mortality
AIA adheres to well-defined market-oriented underwriting and
claims guidelines and practices that have been developed based
AIA DEBT ASSETS RATING
US$ millions
38,102
28,169
on extensive historical experience and with the assistance of
23,139
professional reinsurers.
The Group’s actuarial teams conduct regular experience studies of
all the insurance risk factors in its in-force book. These internal
studies together with external data are used to identify emerging
5,082
trends which can then be used to inform product design, pricing,
AAA
AA
A
BBB
underwriting, claims management and reinsurance needs.
5,911
BB and
below
54
Not rated
Through monitoring the development of both local and global
trends in medical technology, health and wellness, the impact of
legislation and general social, political and economic conditions
the Group seeks to anticipate and respond promptly to potential
adverse experience impacts on its products.
Reinsurance is used to reduce concentration and volatility risk,
especially with large policies or new risks, and as protection against
catastrophic events such as pandemics or natural disasters.
Recent initiatives to manage morbidity risk and improve claims
management include the promotion of wellness programmes
such as Vitality, the establishment of a dedicated Healthcare team
to improve customer healthcare experience and support for
initiatives such as Occupational Rehabilitation in Australia.
Note 20 to the financial statements provides further details of
the Group’s financial investments in debt instruments, the credit
quality of those instruments and the basis on which they are
carried in the Financial Statements.
Credit risk management starts with the assignment of an
internal rating to all counterparties. The Credit Research team
in the Investment Department performs a detailed analysis of
each counterparty and recommends a rating. The Group Risk &
Compliance function manages the Group’s internal ratings
framework and reviews these recommendations and, where
appropriate, makes recommendations for revisions from time
to time.
Value at Risk is calculated for each obligor based on its internal
ratings, expected loss and contribution to the credit portfolio: these
measures are used to establish single-name concentration limits.
The resulting matrix of limits is refreshed annually and approved
by the Group FRC. These limits cover individual counterparty,
segmental concentration and cross-border exposures.
The Investment Department has discretion to shape the portfolio
within these credit limits, seeking further Group approvals through
the risk governance framework where they wish to invest outside
them. If certain investments are technically within credit limits but
there is a specific concern, Group Risk brings these to the attention
of the FRC for possible inclusion in the Group Investment Risk
Watch List.
ANNUAL REPORT 2015 | 0 67
FINANCIAL AND OPERATING REVIEWOVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATIONRISK MANAGEMENT Equity Price
In addition to normal due diligence, any material property
Equity price risk arises from changes in the market value of
investment is individually reviewed by the Group to ensure it is
equity securities and equity funds. Investment in equity assets on
neither an unacceptable concentration of exposure nor a
a long-term basis is expected to provide diversification benefits
compromise of the financial flexibility of the relevant business
and enhance returns.
unit. An Operational Risk checklist is also prepared for
Note 20 to the financial statements provides further details of
the Group’s financial investments in equity securities, including
the basis on which they are carried in the Financial Statements.
each investment.
Credit Spread
Credit Spread Risk arises from changes in the market value of
Note 37 to the financial statements indicates the sensitivity of
non-government securities as a result of a change in perception
profit and net assets to changes in equity prices.
as to their likelihood of repayment. These price changes are
The extent of exposure to equities at any time is at the discretion
of the Investment Department operating within the terms of the
Group’s and business units’ strategic asset allocations.
distinct from those resulting from changes in interest rates.
AIA invests in non-government securities in a number of its
portfolios. Because these securities are mostly held to maturity,
Credit Spread Risk is only taken to the extent that the Group
Equity price risk is managed in the first instance through the
may be forced to sell those securities before they mature or
individual investment mandates which define benchmarks and
because the regulatory regime includes market values in their
any tracking error targets. Equity limits are also applied at Group,
solvency calculation.
business unit and individual fund levels to contain individual
exposures. Equity exposures are included in the aggregate credit
AIA manages its Credit Spread Risk carefully, focusing on overall
exposure reports on individual counterparties to ensure
portfolio quality and diversification and seeking to avoid excessive
concentrations are avoided.
volatility in the mark-to-market value of its investment portfolios.
Within this framework the Investment team uses a “Margin of
Safety Investment” approach to target value in individual stock
selection, and they are also permitted to vary equity allocations
within a defined range around the benchmark.
Property Price
Investment Liquidity
Investment liquidity risk occurs in relation to our ability to buy
and sell investments. This is a function of the size of the Group’s
holdings relative to the availability of counterparties willing to buy
or sell these holdings at any given time. In times of stress, market
losses will generally be compounded by forced sellers seeking
Property price risk arises from investments in real estate assets
unwilling buyers.
which are subject to market value changes due to general or
specific factors. A number of such real estate assets are self-
occupied and used for operating purposes. Real estate assets are
As disclosed in note 20 to the financial statements, most of AIA’s
investments are in the form of marketable securities, which can
expected to provide useful diversification benefits and a long-term
typically be converted to cash should the need arise.
return with some inflation protection.
However, investment liquidity risk has become more significant
The price risk in property can be driven by broader economic
since the Global Financial Crisis as new regulations have led banks
and social factors, notably tenant supply and demand, liquidity of
and dealers to reduce inventory levels and market-making activity.
individual assets, evolving infrastructure or government actions
that may directly or indirectly influence the market. It can also
While life insurance companies are characterised by a relatively
be driven by the characteristics of specific holdings: their location
low need for liquidity to cover those of their liabilities which are
within an area, the competitiveness of their facilities and their
directly linked to mortality and morbidity, this risk is nevertheless
physical condition.
carefully managed by continuously assessing the relative liquidity
of the Group’s assets and managing the size of individual holdings
through limits.
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FINANCIAL AND OPERATING REVIEWRISK MANAGEMENT FINANCIAL RISKS
Interest Rate
The Group’s exposure to interest rate risk predominantly arises
from any difference between the duration of the Group’s liabilities
and assets, the ALM Mismatch. Since most markets do not have
Foreign exchange rate risk is managed in AIA on various levels.
The balance sheet values of our operating units and subsidiaries
are not hedged to the Group’s reporting currency, US dollar.
However, assets, liabilities and all regulatory and stress capital
assets of sufficient tenor to match life insurance liabilities, an
in each business unit are generally currency matched with the
ALM Mismatch gives rise to uncertainty around the reinvestment
of maturing assets to meet the Group’s insurance liabilities.
exception of holdings of foreign equities or any expected capital
movements due within one year which may be hedged at the
discretion of Group management. Foreign bond holdings are
Management of Interest Rate Risk is complicated by the context
commonly hedged with cross-currency swaps or foreign exchange
in which the relative duration calculations are made. Where local
forward contracts.
solvency regimes use market values on only one side of the
balance sheet the interest rate mismatch will be very different
This approach applies to the matching of US dollar and HK dollar
to the economic view where market values are used for both
assets and liabilities in the Hong Kong businesses.
assets and liabilities.
Moreover, since most of AIA’s savings products allow us to
vary crediting rates, management actions need to be modelled
to determine the extent of interest rate risk at different
No attempt is made to match the currency of such capital to the
currency of AIA’s Required Economic Capital or Hong Kong
regulatory capital.
Financial Resources held at Group are normally held in US dollars.
confidence intervals.
Financial Liquidity
The impact of options and guarantees can further complicate
Financial liquidity risk is the risk that insufficient cash is available
the picture, with a need to consider the impact of both rising and
to meet payment obligations to counterparties as they fall due.
falling interest rates.
While life insurance companies are generally well placed to
manage financial liquidity risk on account of the tenor of their
AIA manages its interest rate risk by considering all these
liabilities, the experience of the Global Financial Crisis shows the
dimensions, especially during product design and asset allocation.
need to be able to withstand extreme liquidity shocks.
Present Value of a Basis Point analysis is used to highlight
mismatches at individual points in the yield curve and Value at
One area of particular focus in the management of Financial
Risk is used to assess the riskiness of those mismatches.
Liquidity is collateral. Again the Global Financial Crisis exposed
the risk to financial institutions from their commitments to post
For in-force policies, policyholder bonus payout and crediting
collateral to counterparties.
rates applicable to policyholder account balances are regularly
reviewed, considering amongst other things current bond yields
and policyholders’ reasonable expectations.
AIA manages this exposure by determining limits for its activities
in the derivatives and repo markets based on the collateral
available within the relevant fund or subsidiary to withstand
Exposure to interest rate risk is summarised in note 37 to the
extreme market events. The available collateral is subject to
financial statements, which shows the split of financial
assets and liabilities between variable, fixed and non-interest
bearing investments.
Foreign Exchange Rate
At the Group level, foreign exchange rate risk arises mainly from
the Group’s operations in multiple geographical markets in the
Asia-Pacific region and the translation of multiple currencies to
US dollars for financial reporting purposes.
Note 37 to the financial statements shows the Group’s currency
exposures and the sensitivity of shareholders’ equity and profit to
movements in those currencies.
haircuts and then compared to the Peak Exposure of the
derivatives exposures to give a “Collateral Coverage Ratio”. For
repos a further restriction is imposed based on the volume and
maturity profile of repos in relation to the expected premium
inflow over a given time period assuming a stress scenario, the
“Liquidity Coverage Ratio”.
More broadly AIA supports its liquidity through committed bank
facilities, use of the bond repurchase markets and maintaining
access to debt markets via the Group’s Global Medium Term
Note programme.
Note 37 to the financial statements provides a maturity analysis
of the Group’s financial assets and its financial liabilities and
insurance contract liabilities.
ANNUAL REPORT 2015 | 0 69
FINANCIAL AND OPERATING REVIEWOVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATIONRISK MANAGEMENT OPERATIONAL RISKS
Operational
Operational risk is the risk of direct or indirect loss resulting from
inadequate or failed internal processes, personnel and systems or
from external events.
Quantifying Operational Risk is difficult as data is scarce and loss
distributions are less predictable. While AIA is developing its own
“Asian events database” to support more quantitative study, the
principal tools currently used are Risk and Control Assessments.
This involve convening a workshop of subject matter experts to
consider possible risk scenarios, the likelihood of their
Operational Risk is broken down into a common classification
occurrence, their potential cost and non-financial consequences
which is used across the Group. At the Group level, it is overseen
through 13 defined risk areas or Key Operational Risks (KORs).
Each KOR is monitored using Key Risk Indicators (KRIs), with a
designated First Line Risk Owner for each KOR.
to the organisation. Controls are then devised to mitigate the risks
identified to reduce the potential exposures. The results of the
assessments are recorded in Beehive.
Beneath the 13 KORs are two further levels of risk categorisation.
The Group’s Operational Risk database, “Beehive”, is structured
around this taxonomy and is used by Risk & Compliance to
AIA protects itself against financial losses by purchasing
insurance coverage against a range of operational loss events
including business disruption, property damage and internal
fraud. The excess amounts and extent of coverage are determined
document incidents, record a risk assessment, describe controls
taking into consideration the results of Risk and Control
and store KRI data.
Assessment.
The key to Operational Risk management is early identification of
Strategic
issues. AIA has formalised the use of Operational Risk Checklists
in relation to a number of activities e.g. products, project
management, Business Continuity Planning etc. These ensure that
Strategic risk refers to adverse impacts from unexpected changes
to the Group’s operating and market environment. Strategic risk is
addressed as part of the business planning process and ongoing
the business identifies the risks before embarking on an activity
monitoring of and response to social, economic, political,
and then has a clear process for ensuring those risks are
managed through to its conclusion.
regulatory, competitive and technical changes that may impact
AIA’s business.
In the business unit’s First Line Risk Owners and Risk Champions
identify emerging issues and escalate them via the business unit
risk functions (including business unit risk committees) to Group.
Items deemed to have the potential to be noteworthy at the Group
level are placed on the Group Risk Watch List for further action
and heightened monitoring.
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FINANCIAL AND OPERATING REVIEWRISK MANAGEMENT REGUL ATORY
DEVELOPMENTS
Internationally, the regulatory environment facing life insurers has
continued to evolve. In particular, the International Association of
Insurance Supervisors (IAIS) continues a multi-year consultation
to review certain Insurance Core Principles with the longer-term
aim of developing and implementing an updated common
framework (ComFrame) for the international regulation of
insurance companies.
Regulators across AIA’s span of operations continued a variety
of initiatives intended to align their respective regulatory
frameworks with the broad principles recommended by the IAIS.
AIA continues to be involved in these initiatives across the region,
and is an active participant in the international industry dialogue
on a host of relevant issues including formation of an international
capital standard.
In Hong Kong, legislation was passed in July 2015 in support of
the creation of an Independent Insurance Authority. It is
anticipated that the Independent Insurance Authority will take
over the responsibilities of the HKOCI and will also directly
regulate intermediaries beginning in 2017. In addition, under the
guidance of the HKOCI, work continues towards the development
of a risk-based capital regime. As previously disclosed, AIA is
closely and constructively engaged in these developments.
ANNUAL REPORT 2015 | 0 71
FINANCIAL AND OPERATING REVIEWOVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATION OUR PEOPLE
AIA Leadership Centre will offer extensive curricula focusing on executive
development, distribution leadership and technical expertise.
Our business is fundamentally about
Our commitment to support our communities and help
people. In keeping with our Operating
Philosophy of “Doing the Right Thing,
in the Right Way, with the Right People…
and the results will come”, each day
our employees, partners and agents
are actively engaged in the “real lives”
of the people and communities
which we ser ve.
individuals realise their goals extends to our relationships with
our agents and employees. They are our greatest asset and
the key to sustaining our success. To this end, in addition to
sustainable and competitive reward programmes, AIA’s people
strategy is designed to empower our employees, develop leaders
and continually enhance the capability of our workforce.
SUSTAINING PERFORMANCE AND REWARDS
Our Total Rewards programme builds on the principle of equitable
and market-competitive compensation and benefits packages
designed to motivate individuals and foster a strong performance
culture. Our incentive programmes are based on a combination
of Group, business unit and individual performance measured
against predetermined criteria. Importantly, rewards are linked
to both “doing the right things” (the “What”) and “in the right way”
(the “How”) to ensure that the focus of individual employees is
on long-term sustainable value creation across our business.
In addition to providing an appropriate performance-based
remuneration structure, a Performance Development Dialogue
(PDD) has been established requiring managers to agree on
deliverables and development goals, discuss individual progress
and review performance regularly.
EMPOWERING OUR PEOPLE
We strive to maintain an open, welcoming working environment
characterised by ongoing dialogue between senior management
and employees. To that end, we have placed an increasing focus
on an office environment and communication tools that encourage
such communications.
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FINANCIAL AND OPERATING REVIEW In addition to the everyday dialogue between employees within
In order to safeguard our core leadership pool and to ensure
functions and business units, the interactions between employees
across functions and geographies underpin our development as
an organisation and help us make the most of our unique
robust succession planning, Group leadership continues to build
on our established annual Organisation and People Review (OPR)
which now covers more than 1,200 individuals Group-wide in
pan-Asian market presence. In support of this dynamic we
senior positions. This includes a review of organisation structure,
continue to utilise technology, including an enterprise social
network (“WAVE”), designed to encourage the exchange of ideas
and knowledge at all levels of our organisation. With the addition
leadership and technical capabilities, as well as our talent and
development pipeline. Follow-up actions are tracked on a
quarterly basis through meetings with our Regional Chief
of mobile-friendly apps, our employees are further encouraged
Executives. To provide clear steps and support career
to engage with one another from anywhere and at any time.
development for all employees, we have also formalised career
Our annual Leadership Conference and Group Office Summit are
whereby managers and employees engage in two-way dialogues
just two of the many opportunities for our top leaders from across
that cover career aspirations and development actions. The deep
the Group to gather with employees to discuss our successes
knowledge of our developing leaders through the OPR process
to date, explore emerging opportunities and plan the execution
of bold strategies to drive AIA’s performance.
and our other development programmes contributed materially
to the Group having been able to fill 10 CEO and Group Functional
conversations in the Performance Development Dialogue process
Head positions with internal candidates in 2015.
To track the engagement of our 20,000 employees across the
region, AIA conducts an annual company-wide employee
A key component of our ongoing commitment to leadership
engagement survey. In 2015, 98.8 per cent of our workforce
development is the creation of our proprietary Leadership Centre
responded to the survey. The results of this survey are then
that will open in the first quarter of 2016. Located in our newly
reviewed in detail with managers and action plans are developed
completed Grade A office complex in Bangkok, the Centre will be
and refined to ensure that genuine engagement on the part of
an exclusive bespoke facility for leaders from across the Group
our employees is always at the forefront of our thinking.
to come together and be part of focused and customised
Engagement scores have risen to levels above our targeted
leadership development and training programmes. The Centre
global benchmarks and this will remain a focus area for
will offer extensive curricula focusing on executive development,
management throughout the Group.
distribution leadership and technical expertise.
STRENGTHENING LEADERSHIP
We recognise the importance of continuing to develop
ENHANCING WORKFORCE CAPABILITY
As part of our comprehensive employee development framework,
the capability of future leaders within our organisation. This
we regularly provide opportunities for employees to develop by
continuing development underpins our ability to continue
applying their energies in new ways. During the year, more than
to deliver sustainable value to shareholders, real solutions
700 internal transfers took place across the Group. A number of
to customers and keep our promises to our employees
and agents.
these opportunities involve movements between business units
or functional areas. To support this “mobility initiative”, we have
enhanced our internal career website to include a series of
In 2015, alongside our established learning and development
job-mobility guides to highlight opportunities for development.
programmes, we delivered on our commitment to implement
Customised mobility programmes were also formalised in
several new fit-for-purpose initiatives. Included in this broader
initiative, our “Enterprise Leadership Programme” was introduced
with the aim of instilling in our senior leadership team the
qualities we view as essential to realising on our operating
selected functions such as Actuarial, Corporate Solutions, Human
Resources and Internal Audit to drive development in areas
identified as well suited to such initiatives.
philosophy while supporting our vision of being the pre-eminent
To ensure that developing leaders also have the support that they
life insurance provider in the Asia-Pacific region.
need, our formal mentoring programme was expanded, leading to
Following the roll-out of our signature, in-house managerial
programme series in 2012, “The AIA Manager III” programme
was launched this year to deepen middle and senior managers’
understanding of how to leverage their strengths to optimise
working relationships and coach team members to help them
to realise their full potential.
more than 100 new mentor-mentee relationships being
established in 2015.
In addition, a People Manager Accelerator Programme was piloted
across a number of functions to offer a structured “career
roadmap” to employees within those functional areas. Building
on the success of the pilot programme, similar roadmaps are
in development and will be introduced to other functions
progressively throughout 2016.
ANNUAL REPORT 2015 | 0 7 3
FINANCIAL AND OPERATING REVIEWOVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATION CORPOR ATE SOCIAL
RESPONSIBILIT Y
At AIA, we believe in the power of
insurance to make a positive difference in
AIA’s commitment to a wide ranging and impactful CSR
programme is a key element to achieving our Vision to be the
pre-eminent life insurance provider in the Asia-Pacific region and
people’s lives, providing peace of mind for
to our Purpose of playing a leadership role in driving economic
individuals, families and society.
This strongly held belief is the basis
for the theme of our Corporate Social
Responsibility (CSR) programme:
HEALTHY LIVING – HELPING
PEOPLE TO LIVE LONGER, HEALTHIER,
BETTER LIVES.
and social development across the region.
We are proud of the work being done by our employees and
agents to give back to our communities and in 2015 continued
to provide them the encouragement and resources needed to
support a diverse range of initiatives across the region.
ENCOURAGING PEOPLE TO ENGAGE
IN HEALTHY ACTIVITIES
A key ingredient of healthy living is regular exercise and in 2015
we continued to identify and support opportunities for our
customers, employees, agents and the wider community to
participate in range of sports and exercise related activities.
To help celebrate the Company’s ‘5th Anniversary since IPO’,
AIA Group Office employees accepted the challenge to walk up the
stairs of AIA Building in Hong Kong as many times as possible in
one afternoon and proudly raised HK$1,299,000 for one of Hong
Kong’s oldest and largest charity organisations — the Tung Wah
Group of Hospitals. In a related activity, more than 100 Group
Office employees volunteered their time to support the elderly,
the intellectually challenged and young children from less
advantaged families. On the same day other AIA employees took
part in a football clinic for children from Operation Breakthrough
– an organisation that provides sports and other related activities
to disadvantaged young people in Hong Kong.
In Australia, AIA officially launched its sponsorship of Football
Federation Australia’s MiniRoos programme. The two-year,
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FINANCIAL AND OPERATING REVIEW In Hong Kong, close to 2,000 AIA employees, financial
planners, customers and their friends participated in the
‘AIA Step-up for Health’ event on their way to entering the
Guinness World Records for “the most people doing
step-ups simultaneously”.
AIA’s two-year sponsorship of Football Federation Australia’s MiniRoos programme offers a
significant platform to raise awareness of the importance of being healthy for both children and
their parents.
nationwide partnership provides an introduction to football for
boys and girls aged 4-11, using short, game-based sessions
And in November 2014, AIA brought the World’s Premier
Night-time Run to Hong Kong. Featuring immersive zones
to introduce the sport of football to newcomers in an inclusive way.
of light and sound, the AIA Electric Run saw participants run
It focuses on learning new skills, being active, and making
life-long friends. Given the record numbers of Australians are
the 5-km course set against the spectacular backdrop of Hong
Kong’s Victoria Harbour.
taking up football – an estimated 200,000 children were expected
to take part in the AIA Vitality MiniRoos programme in 2015 – this
offers a significant platform to raise awareness of the importance
of being healthy for both children and their parents.
In 2014, AIA’s successful launch of The Music Run™ brought close
to 30,000 participants to the streets of Malaysia and Thailand to
In conjunction with English Premier League football team
Tottenham Hotspur (Spurs), of which we are Principal Partner
and Global Sponsor, we held an ‘AIA Great Warm Up’ programme
across several of AIA’s markets to celebrate the launch of the
English Premier League 2015-16 season. In Malaysia, a Zumba
session was held for over 500 employees and agents, who were
walk, run and dance for 5km to their favourite music. In 2015,
also offered free health checks. In Thailand, 500 employees joined
this engaging event returned to Malaysia and Thailand and was
introduced for the first time to China, Singapore and the
Philippines. Close to 50,000 Music Runners™ took part, with
Kuala Lumpur drawing the largest turnout The Music Run™
has seen to date in Asia, earning it a place in The Malaysia Book
of Records for the biggest fun run ever in the country.
In Hong Kong, AIA was proud to become the Principal Sponsor
of the ‘Oxfam Trailwalker’ – one of Hong Kong’s largest, most
challenging and popular sporting events to raise funds to support
Oxfam’s poverty alleviation and emergency relief projects all over
the world. In 2015 a recording-breaking 20 teams from AIA took
part from – comprising 80 AIA employees and financial planners
– making the company the largest corporate participant.
Also in Hong Kong, close to 2,000 AIA employees, financial
planners, customers, and their friends participated in the ‘AIA
Step-up for Health’ event on their way to entering the Guinness
World Records for “the most people doing step-ups
simultaneously.”
a spirited dance session, while in China employees across
the country created and participated in a special ‘AIA Football
Dance Routine’.
In Australia, AIA’s senior executives took the lead in encouraging
employees to stay healthy with a ‘Walk the Talk Challenge’ – a
weekly walk and open forum to ask questions to AIA’s leaders, get
active and socialise. In the Philippines, in addition to regular boot
camp sessions and other fitness activities, Philam Vitality
launched a ‘Vitality Walk with Philam Life CEO’ along a 3-km
scenic route to encourage employees to walk their way to
good health.
PROMOTING HEALTHY LIVING HABITS
We remain mindful of our tremendous opportunity to play
an active role in improving the lives of our employees, agents
and customers.
ANNUAL REPORT 2015 | 0 7 5
FINANCIAL AND OPERATING REVIEWOVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATION AIA and Spurs showed their support for the AIA China
Youth Football Development programme by wearing
and auctioning special edition match shirts featuring
the charity’s logo. Over GBP13,400 was raised for
disadvantaged youngsters in China.
To coincide with New Year celebrations in Thailand, we launched
the ‘Songkran Anti-Accident Campaign’, donating helmets and
offering free road-checks for motorcyclists and raising safety
programme for disadvantaged youth, with more than 80 children
receiving world-class coaching on the day. Joining the coaches for
the afternoon session was Spurs Legend Ossie Ardiles, who
awareness through social media. The campaign followed
commented on the importance of the joint initiative between
the signing of a Memorandum of Understanding to promote road
AIA and BCFP in supporting local youth to develop physically while
safety in collaboration with the Office of Insurance Commission,
teaching them skills applicable to their daily lives. In Australia,
the Thai General Insurance Association, and the Thai Life
Spurs coaches held a number of training sessions, including one
Assurance Association.
Also in Thailand, AIA presented a donation of THB2,085,456 to
the Kanchanabaramee Foundation, towards the provision of a
mobile mammography unit – helping breast cancer patients and
providing screenings for underprivileged people that are most
vulnerable to breast cancer.
In New Zealand, employees organised a fundraiser for the
New Zealand Breast Cancer Foundation with a Pink Ribbon
Morning Tea.
LEVERAGING OUR PARTNERSHIP WITH
TOTTENHAM HOTSPUR
During the year, recognising the vital role that active participation
with 30 children from the Special Olympics, bringing the total
number of children experiencing the ‘Spurs way’ of coaching to
nearly 1,500 in New South Wales alone. Spurs players took the
time to join AIA employees, families and friends for a special ‘AIA
Fan Day’ and to visit children at a local hospital.
In China, Spurs coaches visited schools, running football classes
with students to teach the value of teamwork and competition in
the context of the ‘beautiful game’. AIA China also launched its
‘Coach the Coaches’ initiative in Beijing, following successful runs
in Shanghai, Suzhou, and Guangzhou, to bring more advanced
football skills to underprivileged students by coaching as many
Physical Education teachers as possible.
In mid-March, Spurs showed their support for the AIA China Youth
in sport plays in promoting a healthy lifestyle and the special
Football Development programme during an English Premier
motivation top calibre professional athletes can provide as role
models, we worked closely with Tottenham Hotspur Football Club
to rollout community-based initiatives.
A highlight during the year took place in May, when Spurs went
on tour to Malaysia and Australia. Alongside exhibition matches
for the inaugural ‘AIA Cup’, the tour also saw a number of
CSR-related activities taking place in both countries. In Malaysia,
a training session was conducted for the Brickfields Community
Football Programme (BCFP), a volunteer-led football training
League match by wearing special edition match shirts featuring
the charity’s logo. The shirts were auctioned off and raised over
GBP13,400 to help thousands of disadvantaged youngsters across
China. The match was also special for two girls who had been
selected from schools in a less-advantaged area of China to travel
to the UK to be mascots for the day.
As part of AIA’s efforts to support the advancement of Korean
youth football, AIA Korea brought a team of 12 young footballers
from Hansol Elementary School to the Tottenham Hotspur
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FINANCIAL AND OPERATING REVIEWCORPORATE SOCIAL RESPONSIBILITY In Cambodia, AIA announced a partnership with Cambodia Charitable Trust to
support 16 schools and two teacher training colleges and raise educational
standards, strengthen economic community development and improve health.
In the Philippines, where as a result of torrential rains and high humidity
many public schools require constant maintenance, AIA made possible the
repainting of a Maths building at a local school. Over 80 classrooms have
been donated across the country since 2011.
Training Centre in London for one day of advanced football training
North and East. And in the Philippines, where as a result of
by Spurs youth academy coaches. The U-12 contingent then
represented Korea at the Danone Nation’s Cup, the world’s largest
U-12 international football competition. Earlier in the year, AIA
frequent torrential rains and high humidity many public schools
require constant maintenance to create an environment conducive
to learning, AIA made possible the repainting of a Maths building
and the Spurs U-15 team donated footballs and football shoes to
at a local school. A three-classroom building was also donated
underprivileged children in Yeongdeok-gun, Gyeongsangbuk-do.
to Taguig National High School under our Philam Paaralan
Programme, which has seen over 80 classrooms donated across
In Thailand, we held the AIA Football Clinic 2015 to provide 1,200
the country since 2011.
children with positive experiences and techniques through the
medium of football.
THE POWER OF EDUCATION...CONNECTING
BODY AND MIND
The association between education and health has been well
In our newest market, Cambodia, AIA announced a partnership
with Cambodia Charitable Trust, a New Zealand–based charity
founded in 2008 that aims to break the poverty cycle in Cambodia.
Supporting 16 schools and two teacher training colleges,
the organisation works towards raising educational standards,
documented and many of our markets have long established
strengthening economic community development and improving
partnerships and programmes through which they support the
health in order to transform the lives of those living in the Takeo
education of children and young adults.
and Kampot provinces. From 24-26 June, AIA delegates visited
In Vietnam, AIA extended its ‘Real Life Journey’ initiative into 2015.
With over 200,000 children in the country dropping out of school
each year, primarily because of the long distances they need
Ang Run, Ang Sleng and Ta Tay Primary Schools and met with
representatives from the Takeo and Kampot teacher training
colleges. They provided support by distributing six months’ worth
of hygiene and school supplies to 480 teacher trainees and
to travel to and from school each day, this initiative continued to
presented 340 primary school students with Spurs football
raise much needed funds through a series of 15 cycling events
jerseys, school uniforms, library books and stationery packs
across Vietnam that result in the purchase of bicycles for children
to last 12 months. During the visit, Ta Tay and Ang Sleng Primary
to ease the burden of getting to and from school each day. In 2015,
Schools each had one classroom tiled, painted and furnished,
AIA Vietnam employees and agents, along with colleagues from
and had toys and games delivered to the preschool children.
across the Group committed to donating more than 1,000 bicycles.
Approximately US$16,000 was raised by AIA executives, and
In Thailand, as part of our ‘AIA School Libraries’ project, AIA
bestowed funds to establish libraries in schools across the
country. In Sri Lanka, AIA donated a new building to Kokkadicholai
Ramakrishnam Maha Vidyalayam School to inspire academic
excellence among the children in previously war torn areas in the
Recognising the power of higher education to bring about positive
change in the lives of individuals as they continue their life
journey, AIA presented scholarships to students in Sri Lanka,
Vietnam and Indonesia.
over 800 children benefited from the visit.
ANNUAL REPORT 2015 | 0 7 7
FINANCIAL AND OPERATING REVIEWOVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATIONCORPORATE SOCIAL RESPONSIBILITY In New Zealand, AIA employees volunteered their time to work with local communities and Maori tribes to repair and
restore sacred meeting places.
Finally, AIA also believes in the importance of family and fun in
threat posed by inclement weather. In its 22nd consecutive
contributing to wellness of mind. In 2015 AIA Hong Kong was the
years, 24 lives were saved – the highest number ever recorded
title sponsor of the AIA Great European Carnival, one of the most
– and there were zero deaths recorded from drowning.
popular family attractions in Asia. The carnival was a massive
success, bringing joy, laughter and great memories to the people
In New Zealand, more than 80 employees continue to work with
of Hong Kong.
SUPPORTING COMMUNITIES
In Thailand, AIA continued its long-running CSR programme,
‘AIA Sharing a Life Day’. The initiative brought together 30,000
members of the AIA family in Thailand, with management,
employees and agents joining business partners and the general
public in a range of activities that took place simultaneously
at 20 different locations across the country. With the aim to
promote better health and quality of life for the Thai people, the
community service activities under AIA Sharing A Life focussed
mainly on the improvement of landscapes and facilities at each
local communities and Maori tribes to repair and restore local
marae – sacred meeting places treasured by the Maori people.
In Indonesia, AIA employees distributed free micro insurance
to the community around its AIA Central headquarters for its
“AIA Community Day”. The initiative is part of AIA’s commitment
to improving the economic and social development of Jakarta,
and offered support to food hawkers, ojek (motorcycle taxi)
drivers, couriers, security personnel and janitors.
PROTECTING OUR ENVIRONMENT
At AIA, we are committed to playing an active and responsible
locale, including the renovation of playgrounds, parks and bike
role to manage and mitigate our environmental footprint. As
lanes. The project also employed mobile medical units for health
a financial services provider this means reducing the energy we
checks and provided various types of sports equipment for young
use, the paper we consume and the extent of our business travel.
people in the community.
Also in Thailand, AIA extended its ‘AIA Operation Smile’ initiative,
donating THB1.5 million to support cleft lip and palate surgery
– broadening smiles and creating happiness for 100 Thai children.
To date, the project has supported surgery for 2,162 patients
suffering from cleft lips and palates.
In Sri Lanka, where over a million Poson pilgrims use the
reservoirs in and around the Sacred City of Anuradhapura for
bathing every summer, AIA strengthened its long-running Poson
Safety Programme by deploying more lifesavers to face the
We address each of these areas respectively, designing energy
efficient buildings to minimise our energy consumption while
raising awareness of and implementing sound practices to
minimise waste.
In recognition of our commitment in this area, AIA received several
awards in 2015. In Thailand, AIA’s successful investment strategy
and expertise saw AIA Sathorn Tower receive ‘The Best Green
Development Award’ among others at the Thailand Property
Awards 2015. This was followed later in the year by the ‘Highly
Commended Best Green Development (South East Asia)’ award
at the South East Asia Property Awards.
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| AIA GROUP LIMITED
FINANCIAL AND OPERATING REVIEWCORPORATE SOCIAL RESPONSIBILITY Colleagues from AIA’s Group Office
collected and donated electronic
equipment to make a positive difference to
the lives of many in the local community.
Following the Mount Sinabung eruption in Indonesia, employees of AIA conducted
a donation drive for affected communities. A total of Rp252 million was raised and
combined with a donation by the company of Rp50 million to help rebuild lives.
In Hong Kong, AIA’s headquarters’ was awarded the ‘Excellent
Class Certificate (Whole Building)’, by the Environmental
Protection Department of the HKSAR Government – their highest
rating. A Special Award was also presented to AIA for our
participation in the Indoor Air Quality (IAQ) Certification Scheme
for over 10 years. AIA is the only insurance company to have
Our commitment to environmental protection is seen in our
business practices across the region. For example, AIA’s
Interactive Point of Sale (iPoS) application, designed for use on
the iPad, not only reduces the processing time of new policies
but also reduces AIA’s carbon footprint as the entire process,
now used in the issuance of thousands of policies, is paperless.
achieved the Special Award.
Also in Hong Kong, our Group Office team worked with a charitable
PROVIDING AID IN TIMES OF NEED
AIA is quick to respond during times of crises and natural
organisation, Caritas, to collect and recycle used and broken
disasters, supporting people in our communities when they
e-devices. Over a three-day period, employees donated laptops,
need us most.
hard disks and games consoles, and countless cables, chargers
and adapters. In addition to environmental benefits, the collection
Immediately following the 2015 explosion at a water park in
also made a positive difference to the lives of many in the local
Taiwan, AIA quickly engaged with those customers that had been
community, as all donated items were sent to the Caritas
affected. In addition to regular, proactive discussions with them
Computer Workshop to be repaired, before being sold at a fraction
on their health and recovery, the Company promised an additional
of the original cost to families in need.
token of solidarity to all of our customers that had been directly
In Taiwan, AIA kicked off its “Save Energy, Save Earth” internal
campaign to save energy through turning off the lights at lunch;
increasing the temperature setting by one degree to 26°C,
and; unplugging electronic devices when not in use – small
affected, offering each an extra NT$10,000 per month for up
to 12 months.
After the devastating earthquake near the Nepalese capital
Kathmandu, employees at AIA in Thailand rallied together to raise
adjustments that are expected to produce significant
funds for relief efforts. Through a two-day fundraising campaign,
environmental benefits.
the team raised more than THB223,000.
In Taiwan, AIA also took the initiative to invite employees to show
During the Muslim fasting month of Ramadhan, employees of AIA
their support for the local environment with a nature walk and
in Indonesia conducted a donation drive for communities affected
clean-up, picking up litter as they walked and leaving the route
in pristine condition.
by the Mount Sinabung eruption. A total of Rp252 million was
raised in only a few weeks. This was combined with a donation
of Rp50 million and the team also flew to North Sumatra to visit
four shelters in the affected communities, helping to distribute
basic necessities and school supplies.
ANNUAL REPORT 2015 | 0 7 9
FINANCIAL AND OPERATING REVIEWOVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATIONCORPORATE SOCIAL RESPONSIBILITY CORPOR ATE GOVERNANCE
Statement of Directors’ Responsibilities .........................081
Board of Directors ...........................................................082
Executive Committee .......................................................088
Report of the Directors ....................................................092
Corporate Governance Report .........................................099
Remuneration Report ......................................................107
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| AIA GROUP LIMITED
STATEMENT OF DIRECTORS’
RESPONSIBILITIES
The Directors are responsible for preparing the Company’s
consolidated financial statements in accordance with applicable
laws and regulations.
The Directors are responsible for keeping proper accounting
records that give a true and fair view of the state of the Company’s
affairs and explain its transactions.
In preparing the consolidated financial statements of the
The Directors are responsible for taking reasonable steps to
Company, the Directors are required to:
safeguard the assets of the Group and to prevent and detect fraud
and other irregularities. The Directors are also responsible for
• Select suitable accounting policies and apply them consistently;
preparing a Report of the Directors and the Corporate Governance
• Make judgments and estimates that are reasonable and
prudent;
The Directors confirm that to the best of their knowledge:
Report on pages 92 to 106 of this Annual Report.
• State whether the financial statements have been prepared in
1. the consolidated financial statements of the Company,
accordance with Hong Kong Financial Reporting Standards and
prepared in accordance with Hong Kong Financial Reporting
International Financial Reporting Standards; and
Standards and International Financial Reporting Standards,
give a true and fair view of the assets, liabilities, financial
• Prepare the financial statements on a going concern basis,
position, cash flows and results of the Company and its
unless it is not appropriate to make the presumption that the
undertakings included in the consolidated financial statements
Group will continue in business.
taken as a whole; and
2. the section headed “Financial and Operating Review” included
in this Annual Report presents a fair review of the development
and performance of the business and the position of the
Company and the undertakings included in the consolidated
financial statements taken as a whole, together with a
description of the principal risks and uncertainties the
Company faces.
ANNUAL REPORT 2015 | 0 81
CORPORATE GOVERNANCEOVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATION BOARD OF DIRECTORS
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| AIA GROUP LIMITED
CORPORATE GOVERNANCE From left to right:
D r. N a rongc hai Akras anee
Professor La wrence J uen-Yee L au
M r. M oh amed Azma n Ya hya
M s. Swee-Lia n Teo
M r. M a rk Ed ward Tu cker
M r. E dmund Sze-W ing Tse
M r. J a ck Ch ak-Kwong S o
M r. Ch ung-Kong Chow
M r. J oh n Bar rie Ha rr ison
M r. G eorge Yon g-Boon Yeo
ANNUAL REPORT 2015 | 0 8 3
CORPORATE GOVERNANCEOVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATION BOARD OF DIRECTORS
NON-EXECUTIVE CHAIRMAN
AND NON-EXECUTIVE DIRECTOR
Mr. Edmund Sze-Wing Tse
EXECUTIVE DIRECTOR AND GROUP CHIEF
EXECUTIVE AND PRESIDENT
Mr. Mark Edward Tucker
Aged 78, is the Non-executive Chairman and a Non-executive
Aged 58, is an Executive Director and the Group Chief Executive
Director of the Company. He was appointed Non-executive
and President of the Company. Mr. Tucker joined the Group in July
Director of the Company on 27 September 2010 and was elected
Non-executive Chairman on 1 January 2011. He is also the
Chairman of AIA Foundation. Mr. Tse’s appointments during more
than 50 years with the Group and its predecessor AIG Group,
2010 and is also Chairman and Chief Executive Officer of AIA Co.
and AIA International. Mr. Tucker spearheaded AIA’s record-
breaking IPO on 29 October 2010, serving as Executive Chairman
and Group Chief Executive Officer of the Company from 12 October
include serving as Honorary Chairman of AIA Co. from July 2009 to
2010 to 31 December 2010. In addition to his responsibilities with
December 2010, Chairman and Chief Executive Officer from 2000
AIA, Mr. Tucker has been an Independent Director of The Goldman
to June 2009 and President and Chief Executive Officer from 1983
Sachs Group, Inc. since November 2012. Mr. Tucker is an Associate
to 2000. He also served as Chairman of The Philippine American
Life and General Insurance (PHILAM LIFE) Company from 2005
to 2015. Mr. Tse is a non-executive director of PCCW Limited and
Professor at the Chinese University of Hong Kong. He serves on
the Asia Business Council and the Advisory Board of the Asia
Global Institute. He is also a member of the International Advisory
a director of Bridge Holdings Company Limited. He served as a
Boards of the Lingnan College, Sun Yat-Sen University in China,
non-executive director of PineBridge Investments Limited from
the Discovery Group of South Africa and the Edinburgh Festival
2012 to 2014 and a non-executive director of PICC Property and
International. Prior to joining the Group, Mr. Tucker was a
Casualty Company Limited from 2004 to July 2014. In recognition
non-executive director of the Court of The Bank of England from
of his outstanding contributions to the development of Hong
Kong’s insurance industry, Mr. Tse was awarded the Gold Bauhinia
Star by the HKSAR Government in 2001. Mr. Tse received an
June 2009 to May 2012, also serving as a member of its Financial
Stability Committee and Audit and Risk Committee. Mr. Tucker
also served as Group Chief Executive of Prudential plc from 2005
honorary fellowship and an honorary degree of Doctor of Social
to 2009 and was the founder and Chief Executive of Prudential
Sciences from The University of Hong Kong in 1998 and 2002
Corporation Asia Limited from 1994 to 2003 and an Executive
respectively. In 2003, he was elected to the prestigious Insurance
Director of Prudential plc from 1999 to 2003. From 2004 to 2005
Hall of Fame.
Mr. Tucker served as Group Finance Director, HBOS plc.
Mr. Tucker qualified as an Associate of the Institute of Chartered
Accountants in England and Wales (ACA) in 1985.
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| AIA GROUP LIMITED
CORPORATE GOVERNANCE BOARD OF DIRECTORS
INDEPENDENT NON-EXECUTIVE DIRECTORS
Mr. Jack Chak-Kwong So
been a Steward of The Hong Kong Jockey Club since March 2011.
Mr. Chow was knighted in the United Kingdom for his contribution
Aged 70, is an Independent Non-executive Director of the
to industry in 2000 and was awarded the Gold Bauhinia Star by the
Company. He was appointed a Non-executive Director of the
HKSAR Government in 2015. Mr. Chow was Chief Executive Officer
Company on 28 September 2010 and re-designated as an
of MTR Corporation Limited from 2003 to 2011, Chief Executive
Independent Non-executive Director of the Company on 26
Officer of Brambles Industries plc, a global support services
September 2012. From August 2007 to September 2010, Mr. So
company from 2001 to 2003, and Chief Executive of GKN plc, a
served as an Independent Non-executive Director of AIA Co.
leading industrial company based in the United Kingdom from
He is currently an independent non-executive director of China
1997 to 2001. He was an independent non-executive director of
Resources Power Holdings Co. Ltd., a non-executive director of
Anglo American plc from 2008 to 2014, independent non-executive
Huanxi Media Group Limited and serves as the Chairman of
director of Standard Chartered plc from 1997 to 2008 and the
Airport Authority Hong Kong. He is also an independent senior
Chairman of the Hong Kong General Chamber of Commerce from
advisor to Credit Suisse, Greater China and an advisor to The Hong
2012 to June 2014.
Kong and China Gas Company Limited. Mr. So was Chairman of
the Consultative Committee on Economic and Trade Co-operation
Mr. John Barrie Harrison
between Hong Kong and the Mainland from October 2013 to
December 2015. He has been a member of the Chinese People’s
Political Consultative Conference since 2008. Mr. So was awarded
Aged 59, is an Independent Non-executive Director of the
Company having been appointed on 1 July 2011. Mr. Harrison is an
independent non-executive director of Hong Kong Exchanges and
the Gold Bauhinia Star by the HKSAR Government in 2011. He is
Clearing Limited, The London Metal Exchange Limited, LME Clear
also the Honorary Consultant to the Mayor of San Francisco.
Limited and Cathay Pacific Airways Limited. He is also an
Mr. So served as an executive director of the Hong Kong Trade
independent non-executive director of BW Group Limited and has
Development Council from 1985 to 1992 and served as its
been Vice Chairman of BW LPG Limited since 2013. Mr. Harrison is
Chairman from 2007 to 2015. He was an independent non-
a council member, standing committee member and honorary
executive director of Cathay Pacific Airways Limited from 2002 to
treasurer of The Hong Kong University of Science and Technology.
May 2015 and served as the Chairman of the Hong Kong Film
From 2008 to 2010, Mr. Harrison was Deputy Chairman of KPMG
Development Council from 2007 to 2013.
International. In 2003, he was elected Chairman and Chief
Mr. Chung-Kong Chow
Executive Officer of KPMG, China and Hong Kong and Chairman of
KPMG Asia Pacific. Mr. Harrison began his career with KPMG in
Aged 65, is an Independent Non-executive Director of the
London in 1977, becoming a partner of KPMG Hong Kong in 1987.
Company having been appointed on 28 September 2010.
From 2012 to May 2015, he was also a member of the Asian
Mr. Chow is the Chairman of Hong Kong Exchanges and Clearing
Advisory Committee of AustralianSuper Pty Ltd. Mr. Harrison is
Limited. He was appointed a non-official member of the Executive
a Fellow of the Institute of Chartered Accountants in England
Council of Hong Kong from 1 July 2012 and the Chairman of
and Wales and a member of the Hong Kong Institute of Certified
the Advisory Committee on Corruption of the Independent
Public Accountants.
Commission Against Corruption from 1 January 2013. He has also
ANNUAL REPORT 2015 | 0 8 5
CORPORATE GOVERNANCEOVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATION BOARD OF DIRECTORS
Mr. George Yong-Boon Yeo
KPMG in London and worked in a variety of roles in investment
Aged 61, is an Independent Non-executive Director of the
banking, ultimately being named chief executive of Amanah
Company having been appointed on 2 November 2012. Mr. Yeo is
Merchant Bank. In 1998, he was tasked by the Malaysian
currently the Vice-chairman of Kerry Group Limited and the
Government to set-up and head Danaharta, the national asset
Chairman of Kerry Logistics Network Limited. He has been a
management company. He was also the Chairman of the
member of the International Advisory Committee of Mitsubishi
Corporate Debt Restructuring Committee, set up by Bank Negara
Corporation since June 2014 and a non-executive director of
Malaysia, to mediate and assist in debt restructuring programmes
Wilmar International Limited since November 2014. He is a
of viable companies.
member of the Board of Trustees of the World Economic Forum
and the International Advisory Board of the Berggruen Institute on
Professor Lawrence Juen-Yee Lau
Governance. In 2013, he was appointed a member of the Pontifical
Aged 71, is an Independent Non-executive Director of the
Commission for Reference on the Economic-Administrative
Company having been appointed on 18 September 2014. Professor
Structure of the Holy See. He became a member of the Vatican
Lau currently serves as an independent non-executive director of
Council for the Economy in February 2014. In 2012, Mr. Yeo was
CNOOC Limited and Hysan Development Company Limited. He is
presented with the Order of Sikatuna by the Philippines
also an independent non-executive director of Far EasTone
Government and the Padma Bhushan by the Indian Government,
Telecommunications Company Limited which is listed on the
and became an Honorary Officer of the Order of Australia. From
Taiwan Stock Exchange. He has been serving as the Ralph and
1988 to 2011, Mr. Yeo was a member of the Singapore Parliament
and held various Cabinet positions, including Minister for Foreign
Affairs, Minister for Trade and Industry, Minister for Health,
Claire Landau Professor of Economics at The Chinese University
of Hong Kong (CUHK) since 2007. He currently also serves as a
member of the Exchange Fund Advisory Committee of the HKSAR,
Minister for Information and the Arts and Minister of State for
Chairman of its Governance Sub-committee and a member of its
Finance. From 1972 to 1988, Mr. Yeo served in the Singapore
Currency Board Sub-committee and Investment Sub-committee.
Armed Forces and attained the rank of Brigadier-General in 1988
In addition, he also serves as a member and Chairman of the Prize
when he was Director of Joint Operations and Planning in the
Recommendation Committee for the LUI Che Woo Prize, as well as
Ministry of Defence.
Mr. Mohamed Azman Yahya
Aged 52, is an Independent Non-executive Director of the
Company having been appointed on 24 February 2014. Mr. Yahya
is the Executive Chairman of Symphony Life Berhad, the
Vice-Chairman of the Our Hong Kong Foundation. He was awarded
the Gold Bauhinia Star by the HKSAR Government in 2011. From
2004 to 2010, Professor Lau served as Vice-Chancellor (President)
of CUHK. He was appointed Chairman of CIC International (Hong
Kong) Co., Limited, a wholly-owned subsidiary of China Investment
Corporation, in September 2010 and retired from the same in
Non-executive Chairman of Ranhill Holdings Berhad and an
September 2014. He also served as a non-executive director of
Independent Non-executive Director of Scomi Group Berhad, all of
Semiconductor Manufacturing International Corporation from
which are listed on the Main Market of Bursa Malaysia Securities
Berhad (Bursa Malaysia). Mr. Yahya is a director of various
companies including PLUS Expressways International Berhad and
Symphony House Berhad. Mr. Yahya is active in public service and
sits on the boards of Khazanah Nasional Berhad, the Malaysian
2011 to 2014. He is a member of the 12th National Committee of
the Chinese People’s Political Consultative Conference and the
Vice-Chairman of its Sub-committee of Economics. He received
his B.S. degree (with Great Distinction) in Physics from Stanford
University in 1964 and his M.A. and Ph.D. degrees in Economics
government investment arm and Ekuiti Nasional Berhad,
from the University of California at Berkeley in 1966 and 1969
a government linked private equity fund management company.
respectively. He joined the faculty of the Department of Economics
He is also a member of the Capital Market Advisory Group of the
at Stanford University in 1966, becoming its Professor of
Malaysian Securities Commission and a member of the Special
Economic Council of the Malaysian Prime Minister’s Department.
He is a member of the Institute of Chartered Accountants in
England and Wales, the Malaysian Institute of Accountants and a
fellow of the Institute of Bankers Malaysia. Mr. Yahya was a
director of Malaysian Airline System Berhad and AirAsia Berhad
until May 2013 and April 2012 respectively. He started his career at
Economics in 1976 and the first Kwoh-Ting Li Professor in
Economic Development in 1992. From 1992 to 1996, he served as a
Co-Director of the Asia-Pacific Research Center at Stanford
University, and from 1997 to 1999 as the Director of the Stanford
Institute for Economic Policy Research. He became its Kwoh-Ting
Li Professor in Economic Development, Emeritus, upon his
retirement from Stanford University in 2006.
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| AIA GROUP LIMITED
CORPORATE GOVERNANCE BOARD OF DIRECTORS
Ms. Swee-Lian Teo
Dr. Narongchai Akrasanee
Aged 56, is an Independent Non-executive Director of the
Aged 70, is an Independent Non-executive Director of the
Company having been appointed on 14 August 2015. Ms. Teo
Company having been appointed on 15 January 2016.
currently serves as a non-executive and independent director and
Dr. Narongchai was previously an Independent Non-executive
a member of the Audit Committee, Executive Resource and
Director of the Company from 21 November 2012 to 31 August
Compensation Committee and Risk Committee of Singapore
2014. He is the former Minister of Energy and Minister of
Telecommunications Limited, which is listed on the Singapore
Commerce for the Kingdom of Thailand, and served as a Senator.
Exchange. She is also a non-executive director and Chairlady of
Dr. Narongchai served as Chairman of the Export-Import Bank of
the Audit and Risk Committee of Avanda Investment Management
Thailand from December 2005 to June 2010, as a Director of the
Pte Ltd., a Singapore-based fund management company.
Office of the Insurance Commission of Thailand from October 2007
Ms. Teo has over 27 years of experience with the Monetary
Authority of Singapore (MAS). During her time at the MAS she
worked in foreign reserves management, financial sector
to August 2012, as a Director of the National Economic and Social
Development Board for the period from July 2009 to July 2013 and
as a member of the Monetary Policy Committee of the Bank of
development, strategic planning and financial supervision.
Thailand from November 2011 to September 2014. He is currently
She was the Deputy Managing Director in charge of Financial
the Chairman of the Steering Committee and Vice-Chairman of
Supervision – overseeing the regulation and supervision of the
the Council of Mekong Institute, the Chairman of the Thailand
banking, insurance and capital markets industries and
National Committee for the Pacific Economic Cooperation Council
macroeconomic surveillance, and also represented the MAS on
and the Chairman of the Khon Kaen University Council in Thailand.
various international fora including the Basel Committee on
Dr. Narongchai also acts as the Chairman and an independent
Banking Supervision and on various committees and working
director of two entities listed on the Stock Exchange of Thailand,
groups of the Financial Stability Board. She retired from the MAS
as Special Advisor in the Managing Director’s office in June 2015.
In addition to the MAS, Ms. Teo also served on the Board of the
namely MFC Asset Management Public Company Limited and
Ananda Development Public Company Limited. He is also the
Chairman and an independent director of The Brooker Group
Civil Aviation Authority of Singapore from 2002 to 2010. Ms. Teo
received her B.Sc. (First) in Mathematics from the Imperial
College of Science and Technology, University of London in 1981
Public Company Limited, which is listed on the Stock Exchange of
Thailand’s Market for Alternative Investment. Dr. Narongchai is
the Chairman of the Seranee Group of companies. He previously
and her M.Sc. in Applied Statistics from the University of Oxford in
served as an independent director of each of Malee Sampran
1982. She was also awarded the Public Administration Medal
(Gold) (Bar) at the Singapore National Day Awards in 2012.
Public Company Limited and ABICO Holdings Public Company
Limited and as the Vice-Chairman and an independent director of
Thai-German Products Public Company Limited, companies listed
on the Stock Exchange of Thailand. Dr. Narongchai received a
Bachelor’s degree in Economics with Honours from the University
of Western Australia and M.A. and Ph.D. in Economics from Johns
Hopkins University.
ANNUAL REPORT 2015 | 0 8 7
CORPORATE GOVERNANCEOVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATION EXECUTIVE COMMITTEE
Mr. Mark Edward Tucker
Mr. Tucker’s biography is set out above.
Mr. Garth Jones
Aged 53, is the Group Chief Financial Officer responsible for
leading the Group in all aspects of capital and financial
management as well as managing relationships with key external
stakeholders including independent auditors and actuaries, rating
agencies and international accounting and regulatory bodies.
He is a director of various companies within the Group including
AIA Co. and AIA International. He joined the Group in April 2011.
Prior to joining the Group, Mr. Jones was the Executive Vice
President of CPIC Life, the life insurance arm of China Pacific
Insurance (Group) Co., Ltd. (CPIC). He also held a number of
senior management positions during 12 years with Prudential
Corporation Asia Limited, including Chief Financial Officer of
the Asian life insurance operations. Prior to joining Prudential,
Mr. Jones led the development of reinsurer Swiss Re’s Asia life
business. Mr. Jones is a Fellow of the Institute of Actuaries in the
United Kingdom. On 1 October 2014 he was appointed a member
of the Insurance Advisory Committee which is a statutory
committee established under the HKICO.
From left to right:
Mitch e ll New
Mar k Kon yn
Shul amite K h oo
Simeon Presto n
Ng Ke ng Hooi
Ma rk E dwa rd Tucker
Go rdon Watson
Gar th J ones
Wil liam Lisle
Ma rk S aun ders
Tan H ak L eh
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| AIA GROUP LIMITED
CORPORATE GOVERNANCE ANNUAL REPORT 2015 | 0 8 9
CORPORATE GOVERNANCEOVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATION EXECUTIVE COMMITTEE
Mr. Ng Keng Hooi
Mr. William Lisle
Aged 61, is the Regional Chief Executive responsible for the
Group’s businesses operating in Thailand, China, Indonesia,
Singapore, Brunei and Taiwan as well as Group Agency
Distribution. He is a director of various companies within the
Aged 50, is the Regional Chief Executive responsible for the
Group’s businesses operating in Malaysia, Korea, Sri Lanka, India
and Cambodia. Mr. Lisle was Chief Executive Officer of AIA’s
operation in Malaysia from December 2012 to May 2015 including
Group including AIA Co. and AIA International. He joined the Group
leading the large-scale and successful integration of ING Malaysia
in October 2010. Prior to joining the Group, Mr. Ng was Group
after its acquisition by the Group in 2012. He is a director of
Chief Executive Officer and Director of Great Eastern Holdings
various companies within the Group including AIA Co. and AIA
Limited from December 2008. Mr. Ng worked for Prudential plc
International. Mr. Lisle joined the Group in January 2011 as Group
from 1989 to 2008, serving as a Managing Director of Insurance of
Chief Distribution Officer. Prior to joining the Group, Mr. Lisle was
Prudential Corporation Asia Limited from 2005 to 2008 responsible
the Managing Director, South Asia for Aviva from May 2009 until
for its operations in Malaysia, Singapore, Indonesia and the
Philippines. He has been a Fellow of the Society of Actuaries (U.S.)
since 1985.
Mr. Gordon Watson
2010. Prior to joining Aviva, Mr. Lisle held a number of senior
positions at Prudential Corporation Asia Limited, including Chief
Executive Officer in Malaysia from 2008 to 2009, Chief Executive
Officer in Korea from 2005 to 2008, Chief Agency Officer for ICICI
Prudential from 2002 to 2004 and Director of Agency Development,
Aged 52, is the Regional Chief Executive responsible for
the Group’s businesses operating in Hong Kong, Australia,
the Philippines, Vietnam, New Zealand and Macau as well as
South Asia in 2001.
Mr. Simeon Preston
the Group Corporate Solutions business, Group Partnership
Aged 45, is the Group Chief Operations Officer responsible at the
Distribution and the AIA Vitality initiative. He is a director of
Group level for technology and operations. He is a director of
various companies within the Group including AIA Co. and AIA
various companies within the Group. He joined the Group in
International and serves as the Chairman of The Philippine
American Life and General Insurance (PHILAM LIFE) Company.
Mr. Watson rejoined the Group in January 2011. He worked in
various parts of AIG (including within AIA) for over 30 years, during
which time he served as Global Vice Chairman of ALICO and
September 2010. Prior to joining the Group, Mr. Preston served
as a senior partner in the financial services practice of global
management consultants Bain & Company, where he specialised
in the Asia life insurance sector. He previously spent almost nine
years with consulting firm Marakon Associates, becoming
Chairman and Chief Executive Officer of ALICO Asia. He also
a partner in 2006.
served as Global Chief Operating Officer and as Chairman of
ALICO Japan. He is a Fellow of the Chartered Insurance Institute
Ms. Shulamite Khoo
and Chartered Institute of Marketing.
Aged 54, is the Group Chief Human Resources Officer responsible
for the development of overall human capital strategies and their
implementation across the Group as well as leading and providing
support to the human resources functions in country market
operations. She is also responsible for the Group Corporate
Security function. She joined the Group in January 2011. Prior
to joining the Group, Ms. Khoo was Group Executive Vice
President, Global Head of Human Resources and Group Executive
Management of the AXA Group, based in Paris. Prior to joining
AXA, she occupied various senior roles covering life insurance
operations and human resources with Prudential Singapore and
was Regional Head of Human Resources for Prudential
Corporation Asia Limited based in Hong Kong. She is a Chartered
Fellow of the Chartered Institute of Personnel and Development.
0 9 0
| AIA GROUP LIMITED
CORPORATE GOVERNANCE EXECUTIVE COMMITTEE
Mr. Mitchell New
Dr. Mark Konyn
Aged 52, is the Group General Counsel and Company Secretary
Aged 53, is the Group Chief Investment Officer responsible
responsible for the provision of legal services and company
for providing oversight to the management of the investment
secretarial services for the Group and providing leadership to legal
portfolios of the Group. He joined the Group in September 2015.
and corporate governance functions within country operations. He
Dr. Konyn joined AIA from Cathay Conning Asset Management
is a director of various companies within the Group. He joined the
Group in April 2011. Prior to joining the Group, Mr. New occupied
various senior roles with Manulife Financial where he was most
recently Senior Vice President and Chief Legal Officer for Asia,
based in Hong Kong. He was also previously Senior Vice President
and General Counsel to Manulife’s Canadian division.
Mr. Mark Saunders
where he was Chief Executive Officer responsible for the
company’s investment business and strategic expansion in the
region. He has held senior positions at Allianz Global Investors
(where he was Asia-Pacific CEO for RCM Global Investors),
Fidelity Investments and Prudential UK. He is a Fellow of the
Royal Statistical Society, holds a Diploma from the London
Business School in Investment Management having previously
completed his Ph.D. in Operational Research sponsored by
Aged 52, is the Group Chief Strategy and Marketing Officer
responsible for the Group’s strategy, customer propositions,
corporate transactions, and marketing. He provides leadership
the UK Government.
Mr. Tan Hak Leh
and support on all of these functions at the Group level. He joined
the Group in April 2014. Prior to joining the Group, Mr. Saunders
was Managing Director of Towers Watson for the Asia-Pacific
Insurance Sector, as well as Managing Director for the firm’s
Hong Kong office. Prior to joining Towers Watson, he was Asian
Aged 49, is the Group Chief Risk Officer responsible for the
Group’s risk and compliance functions. Mr. Tan was Chief
Executive Officer of AIA’s operation in Singapore from 2011
to 2015. Prior to joining the Group, Mr. Tan was Chief Executive
Officer of Great Eastern Life, Singapore. Prior to joining Great
Regional Leader, Hong Kong Chief Executive Officer, and Executive
Eastern Life, Mr. Tan was Director of the Insurance Department of
Director and Board Member of the Isle of Man-based international
the Monetary Authority of Singapore. Mr. Tan has played an active
life insurance operations of Clerical Medical and its joint venture
life insurer in Korea (Coryo-CM). Mr. Saunders has been involved
in the insurance industry in Asia since 1989. He is a Fellow of
role in the life insurance industry since 2005. His appointments
include: President of the Life Insurance Association (LIA),
Singapore from 2010 to 2013 and Vice Chair of Singapore College
the Institute and Faculty of Actuaries and Fellow of five other
of Insurance from 2011 to 2013. He was also a Board member
professional actuarial bodies.
of Financial Industry Disputes Resolution Centre Ltd from 2008
to 2015.
ANNUAL REPORT 2015 | 0 91
CORPORATE GOVERNANCEOVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATION
REPORT OF THE DIRECTORS
The Board is pleased to present this Annual Report and the
audited consolidated financial statements of the Company for
the year ended 30 November 2015.
PRINCIPAL ACTIVITIES
The Company is an investment holding company. The principal
activities of the Group are the provision of products and services
to individuals and businesses for their insurance, protection,
savings, investment and retirement needs.
DIVIDEND
An interim dividend of 18.72 Hong Kong cents per share (2014:
16.00 Hong Kong cents per share) was paid on 28 August 2015.
The Board has recommended a final dividend of 51.00 Hong Kong
cents per share (2014: 34.00 Hong Kong cents per share) in
respect of the year ended 30 November 2015. Together with the
interim dividend already paid, this will result in a total dividend of
69.72 Hong Kong cents per share (2014: 50.00 Hong Kong cents
per share) for the year ended 30 November 2015.
Details of the activities and other particulars of the Company’s
principal subsidiaries are set out in note 43 to the financial
Under the Trust Deed of the Company’s Restricted Share Unit
Scheme, shares of the Company are held by the trustee in either
statements.
RESULTS
The results of the Group for the year ended 30 November 2015 and
the state of the Group’s affairs at that date are set out in the
financial statements on pages 119 to 244 of this Annual Report.
BUSINESS REVIEW
The review of the business of the Group, including a description
of principal risks and uncertainties and an indication of likely
future development in the Group’s businesses, for the year ended
30 November 2015 as required by Schedule 5 to the Hong Kong
Companies Ordinance is contained in the Financial Review (pages
23 to 37), Business Review (pages 39 to 57), Risk Management
(pages 58 to 70) and Corporate Social Responsibility (pages 74 to
79) sections under Financial and Operating Review as well as note
42 and note 45 to the financial statements. These discussions
of two trust funds. These shares are held against the future
entitlements of scheme participants. Provided the shares of the
Company are held by the trustee and no beneficial interest in
those shares has been vested in any beneficiary, the trustee shall
waive any right to dividend payments or other distributions in
respect of those shares (unless the Company determines
otherwise).
As of 28 August 2015 (being the payment date of the interim
dividend), 73,464,556 shares were held by the trustee. The amount
of interim dividend waived was approximately US$1.77 million.
Pursuant to the Trust Deed, the trustee will waive the right to final
dividend if it is declared.
Subject to shareholders’ approval at the AGM, the final dividend
will be payable on Friday, 27 May 2016 to shareholders whose
names appear on the register of members of the Company at the
form part of this report.
close of business on Wednesday, 11 May 2016.
0 9 2
| AIA GROUP LIMITED
CORPORATE GOVERNANCE DIRECTORS
The Directors of the Company during the year and up to the date of
DIRECTORS OF SUBSIDIARIES
The names of all directors who have served on the boards of the
this report are as follows:
Non-executive Chairman and Non-executive Director
Mr. Edmund Sze-Wing Tse
Executive Director
Mr. Mark Edward Tucker
(Group Chief Executive and President)
Independent Non-executive Directors
Mr. Jack Chak-Kwong So
Mr. Chung-Kong Chow
Mr. John Barrie Harrison
Mr. George Yong-Boon Yeo
Mr. Mohamed Azman Yahya
Professor Lawrence Juen-Yee Lau
Ms. Swee-Lian Teo
Dr. Narongchai Akrasanee
subsidiaries of the Company during the year ended 30 November
2015 or during the period from 1 December 2015 to the date of this
report are available on the Company’s website at www.aia.com.
PERMITTED INDEMNITY
Pursuant to the Company’s Articles of Association, subject to the
relevant statutes, every director shall be indemnified out of the
assets of the Company against all costs, charges, expenses,
losses and liabilities which he/she may sustain or incur in or about
the execution of his/her office or which may attach thereto. The
Company has taken out insurance against the liabilities and costs
associated with proceedings which may be brought against
directors of the Group.
BIOGRAPHIES OF DIRECTORS AND MEMBERS
OF THE EXECUTIVE COMMITTEE
Biographies of Directors and members of the Executive
Committee are set out on pages 84 to 91 of this Annual Report.
Ms. Swee-Lian Teo and Dr. Narongchai Akrasanee were appointed
Independent Non-executive Directors of the Company on
SHARE CAPITAL
Details of movements in share capital of the Company are set out
14 August 2015 and 15 January 2016 respectively. Ms. Teo and
in note 34 to the financial statements.
Dr. Narongchai will retire from office at the forthcoming annual
general meeting pursuant to Article 104 of the Company’s Articles
of Association and offer themselves for re-election.
SHARES ISSUED
Details of the shares issued during the year ended 30 November
2015 are set out in note 34 to the financial statements.
In accordance with Article 100 of the Company’s Articles of
Association and Code Provision A.4.2 of the Corporate Governance
Code, Mr. George Yong-Boon Yeo and Mr. Mark Edward Tucker will
DEBENTURES ISSUED
Details of the debentures issued during the year ended 30
retire from office by rotation at the forthcoming annual general
November 2015 are set out in note 29 to the financial statements.
meeting and offer themselves for re-election.
ANNUAL REPORT 2015 | 0 9 3
CORPORATE GOVERNANCEOVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATION INTERESTS AND SHORT POSITIONS IN SHARES AND UNDERLYING SHARES
As at 30 November 2015, the following are the persons, other than the Directors or Chief Executive of the Company, who had interests
or short positions in the shares or underlying shares of the Company as recorded in the register required to be kept under Section 336
of the SFO:
Name of Shareholder
Citigroup Inc.
Citigroup Financial Products Inc.
Citigroup Global Markets Holdings Inc.
Citigroup Global Markets
(International) Finance AG
Number of shares
or underlying shares
(Note 5)
Long Position (L)
Short Position (S)
Lending Pool (P)
1,083,128,432(L)
6,083,940(S)
3,703,592(P)
1,074,197,000(L)
856,100(S)
1,074,197,000(L)
856,100(S)
1,074,077,000(L)
856,100(S)
Class
Ordinary
Ordinary
Ordinary
Ordinary
Citigroup Global Markets Asia Limited
1,054,334,400(L)
Ordinary
Citigroup Global Markets Hong Kong
Holdings Limited
1,054,334,400(L)
Ordinary
Citigroup Global Markets Overseas
Finance Limited
1,054,334,400(L)
Ordinary
JPMorgan Chase & Co.
1,024,230,622(L)
35,706,024(S)
746,082,158(P)
Ordinary
The Capital Group Companies, Inc.
860,799,987(L)
Ordinary
BlackRock, Inc.
679,597,039(L)
2,008,200(S)
Ordinary
Notes:
(1) The interests held by Citigroup Inc. were held in the following capacities:
Percentage of the total number
of ordinary shares in issue
(Note 6)
Long Position (L)
Short Position (S)
Lending Pool (P)
8.99(L)
0.05(S)
0.03(P)
8.92(L)
0.01(S)
8.92(L)
0.01(S)
8.91(L)
0.01(S)
8.75(L)
8.75(L)
8.75(L)
8.50(L)
0.30(S)
6.19(P)
7.14(L)
5.64(L)
0.02(S)
Capacity
Note 1
Note 2
Note 2
Note 3
Interest of
controlled
corporation
Interest of
controlled
corporation
Interest of
controlled
corporation
Note 4
Interest of
controlled
corporation
Interest of
controlled
corporation
Capacity
Interests held jointly with another person
Interest of controlled corporation
Custodian corporation/approved lending agent
Security interest in shares
Number of shares
(Long position)
1,054,334,400
10,009,240
3,703,592
15,081,200
Number of shares
(Short position)
–
6,083,940
–
–
0 94
| AIA GROUP LIMITED
CORPORATE GOVERNANCEREPORT OF THE DIRECTORS
(2) The interests held by each of Citigroup Financial Products Inc. and Citigroup Global Markets Holdings Inc. were held in the following capacities:
Capacity
Interest of controlled corporation
Security interest in shares
(3) The interests held by Citigroup Global Markets (International) Finance AG were held in the following capacities:
Capacity
Interest of controlled corporation
Security interest in shares
(4) The interests held by JPMorgan Chase & Co. were held in the following capacities:
Capacity
Beneficial owner
Investment manager
Trustee (other than a bare trustee)
Custodian corporation/approved lending agent
(5) The interests or short positions include underlying shares as follows:
Number of shares
(Long position)
1,059,115,800
15,081,200
Number of shares
(Long position)
1,058,995,800
15,081,200
Number of shares
(Long position)
80,622,708
197,345,088
180,668
746,082,158
Number of shares
(Short position)
856,100
–
Number of shares
(Short position)
856,100
–
Number of shares
(Short position)
35,706,024
–
–
–
Long position
Short position
Physically
settled
listed equity
derivatives
Cash
settled
listed equity
derivatives
Physically
settled
unlisted equity
derivatives
Cash
settled
unlisted equity
derivatives
Physically
settled
listed equity
derivatives
Cash
settled
listed equity
derivatives
Physically
settled
unlisted equity
derivatives
Cash
settled
unlisted equity
derivatives
–
–
–
–
–
–
–
– 1,059,562,240
– 1,054,334,400
– 1,054,334,400
– 1,054,334,400
– 1,054,334,400
– 1,054,334,400
– 1,054,334,400
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
5,227,840
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
Name of Shareholder
Citigroup Inc.
Citigroup Financial
Products Inc.
Citigroup Global Markets
Holdings Inc.
Citigroup Global Markets
(International) Finance AG
Citigroup Global Markets Asia
Limited
Citigroup Global Markets
Hong Kong Holdings Limited
Citigroup Global Markets
Overseas Finance Limited
JPMorgan Chase & Co.
6,426,120
481,800
235,299
5,375,004
7,418,000
4,879,800
2,910,718
20,413,906
The Capital Group Companies,
Inc.
BlackRock, Inc.
2,828,748
–
-
–
–
–
–
559,200
–
–
–
–
–
–
–
2,008,200
(6) Based on 12,048,349,319 ordinary shares in issue as at 30 November 2015.
Save as disclosed above, as at 30 November 2015, no person, other than the Directors and Chief Executive of the Company, whose
interests are set out in the section entitled “Directors’ and Chief Executive’s Interests and Short Positions in Shares and Underlying
Shares”, had any interests or short positions in the shares or underlying shares of the Company as recorded in the register required to
be kept under Section 336 of the SFO.
ANNUAL REPORT 2015 | 0 95
CORPORATE GOVERNANCEOVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATIONREPORT OF THE DIRECTORS
DIRECTORS’ AND CHIEF EXECUTIVE’S INTERESTS AND SHORT POSITIONS IN SHARES
AND UNDERLYING SHARES
As at 30 November 2015, the Directors’ and Chief Executive’s interests and short positions in the shares, underlying shares and
debentures of the Company and its associated corporations (within the meaning of Part XV of the SFO) as recorded in the register required
to be kept under Section 352 of the SFO, or as otherwise notified to the Company and the Hong Kong Stock Exchange pursuant to
the Model Code, are as follows:
Interests and short positions in the shares and underlying shares of the Company:
Name of Director
Number of shares or
underlying shares
Class
Mr. Mark Edward Tucker
21,392,926(L) (1)
Ordinary
Mr. Edmund Sze-Wing Tse
3,560,400(L) (2)
Ordinary
Mr. Chung-Kong Chow
Mr. Jack Chak-Kwong So
86,000(L) (2)
Ordinary
260,000(L) (2)
Ordinary
Mr. John Barrie Harrison
50,000(L) (2)
Ordinary
Mr. George Yong-Boon Yeo
100,000(L) (2)
Ordinary
Percentage of
the total number of
ordinary shares in issue
(3)
0.18
0.03
< 0.01
< 0.01
< 0.01
< 0.01
Capacity
Beneficial owner
Beneficial owner
Beneficial owner
Interest of controlled
corporation
Beneficial owner
Beneficial owner
Notes:
(1) The interests include 4,381,460 ordinary shares of the Company, 13,101,399 share options under the Share Option Scheme, 3,907,091 restricted share units under the Restricted
Share Unit Scheme and 2,976 matching restricted stock purchase units under the Employee Share Purchase Plan.
(2) The interests are ordinary shares of the Company.
(3) Based on 12,048,349,319 ordinary shares in issue as at 30 November 2015.
Save as disclosed above, as at 30 November 2015, none of the
Directors or Chief Executive of the Company had any interests or
short positions in the shares, underlying shares or debentures of
the Company or its associated corporations (within the meaning of
Part XV of the SFO) as recorded in the register required to be kept
under Section 352 of the SFO, or as otherwise notified to the
Company and the Hong Kong Stock Exchange pursuant to the
Model Code.
DIRECTORS’ BENEFITS FROM RIGHTS
TO ACQUIRE SHARES OR DEBENTURES
Under his service contract, Mr. Mark Edward Tucker (by virtue of
his role as Group Chief Executive and President) is entitled to an
annual discretionary earned incentive award, which includes
payment in the form of shares of the Company. Details of Mr.
Tucker’s incentive award are set out in the Remuneration Report.
DIRECTORS’ INTERESTS IN TRANSACTIONS,
ARRANGEMENTS OR CONTRACTS
No transactions, arrangements or contracts of significance to
which the Company or any of its subsidiaries was a party, and in
which any Director of the Company had a material interest,
whether directly or indirectly, subsisted at 30 November 2015 or
at any time during the year.
RESERVES
As at 30 November 2015, the aggregate amount of reserves available
for distribution to shareholders of the Company, as calculated under
the provisions of Part 6 of the Hong Kong Companies Ordinance was
US$2,785 million (2014: US$2,102 million).
BANK LOANS AND OTHER BORROWINGS
Bank loans and other borrowings of the Group as at 30 November
2015 amounted to US$3,195 million (2014: US$2,934 million).
Particulars of the borrowings are set out in note 29 to the
financial statements.
CHARITABLE DONATIONS
Charitable donations made by the Group during the year amounted
to US$2 million (2014: US$2 million).
SUBSIDIARIES AND ASSOCIATED COMPANIES
Details of the Company’s principal subsidiaries and associated
companies as at 30 November 2015 are set out in note 43 and
note 14 to the financial statements respectively.
0 96
| AIA GROUP LIMITED
CORPORATE GOVERNANCEREPORT OF THE DIRECTORS
CHANGES IN EQUITY
Details of changes in equity of the Group during the year ended
EMPLOYEE SHARE PURCHASE PLAN
During the year ended 30 November 2015, 979,728 restricted stock
30 November 2015 are set out in the Consolidated Statement of
subscription units were awarded by the Company under the
Changes in Equity on pages 123 to 124 of this Annual Report.
Employee Share Purchase Plan adopted by the Company on 25
MAJOR CUSTOMERS AND SUPPLIERS
During the year ended 30 November 2015, the percentage of the
aggregate purchases attributable to the Group’s five largest
suppliers was less than 30 per cent of the Group’s total value of
purchases and the percentage of the aggregate sales attributable
to the Group’s five largest customers was less than 30 per cent of
the Group’s total value of sales.
July 2011. 646,996 matching restricted stock subscription units
were vested during the year and no shares have been issued
pursuant to the Employee Share Purchase Plan. Details of the plan
are set out in the Remuneration Report and note 39 to the
financial statements.
AGENCY SHARE PURCHASE PLAN
During the year ended 30 November 2015, 1,168,085 restricted
stock subscription units were awarded by the Company under the
RETIREMENT SCHEMES
The Group operates a number of defined benefit plans and defined
Agency Share Purchase Plan adopted by the Company on 23
February 2012. 1,041,529 matching restricted stock subscription
contribution plans. Particulars of these plans are set out in note
units were vested during the year and the Company issued
38 to the financial statements.
1,041,690 new shares accordingly. The proceeds received
EVENTS AFTER THE REPORTING PERIOD
Details of significant events after the year ended 30 November
2015 are set out in note 45 to the financial statements.
EQUITY-LINKED AGREEMENTS
During the year ended 30 November 2015, the Company has not
amounted to approximately US$1 million. Details of the plan are
set out in note 39 to the financial statements.
NON-EXEMPT CONNECTED TRANSACTIONS
During the year ended 30 November 2015, the Group had not
entered into any connected transactions which are not exempt
from annual reporting requirement in Chapter 14A of the
entered into any equity-linked agreements, save for the restricted
Listing Rules.
share units awarded, share options outstanding, restricted stock
purchase units and restricted stock subscription units awarded to
employees and agents under the Restricted Share Unit Scheme,
RELATED PARTY TRANSACTIONS
Details of the related party transactions undertaken by the Group
Share Option Scheme, Employee Share Purchase Plan and Agency
during the year ended 30 November 2015 in the ordinary course of
Share Purchase Plan respectively described below and in the
business are set out in note 41 to the financial statements. Such
Remuneration Report and note 39 to the financial statements.
related party transactions are all exempt connected transactions.
RESTRICTED SHARE UNIT SCHEME
During the year ended 30 November 2015, 17,933,566 restricted
share units were awarded by the Company under the Restricted
Share Unit Scheme adopted by the Company on 28 September
2010 (as amended). Details of the awards are set out in the
Remuneration Report and note 39 to the financial statements.
SHARE OPTION SCHEME
During the year ended 30 November 2015, 5,937,871 share options
PURCHASE, SALE AND REDEMPTION OF THE
SECURITIES OF THE COMPANY
Save for the purchase of 16,867,524 shares and sale of 204,295
forfeited shares of the Company under the Restricted Share Unit
Scheme and the Employee Share Purchase Plan at a total
consideration of approximately US$99 million and US$1 million
respectively, neither the Company nor any of its subsidiaries
purchased, sold or redeemed any of the Company’s listed
securities during the year ended 30 November 2015. These
were awarded by the Company under the Share Option Scheme
adopted by the Company on 28 September 2010 (as amended).
2,190,404 share options were exercised during the year and the
purchases and sales were made by the relevant scheme trustees
on the Hong Kong Stock Exchange. These shares are held on trust
for participants of the relevant schemes and therefore were not
Company issued 2,190,404 new shares accordingly. The proceeds
cancelled. Please refer to note 39 to the financial statements
received amounted to approximately US$8 million. Details of the
for details.
Share Option Scheme are set out in the Remuneration Report and
note 39 to the financial statements.
ANNUAL REPORT 2015 | 0 9 7
CORPORATE GOVERNANCEOVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATIONREPORT OF THE DIRECTORS PUBLIC FLOAT
Based on information that is publicly available to the Company
and within the knowledge of the Directors, the Company has
maintained the amount of public float as approved by the Hong
Kong Stock Exchange and as permitted under the Listing Rules
as at the date of this report.
COMPLIANCE WITH THE CORPORATE
GOVERNANCE CODE
Details of the compliance by the Company with the Corporate
Governance Code are set out in the Corporate Governance
Report on page 99 of this Annual Report.
MODEL CODE
Details of the compliance by the Company with the Model Code
are set out in the Corporate Governance Report on page 99 of
this Annual Report.
AUDITOR
PricewaterhouseCoopers was re-appointed auditor of the
Company in 2015.
PricewaterhouseCoopers will retire and, being eligible,
offer themselves for re-appointment. A resolution for the
re-appointment of PricewaterhouseCoopers as auditor of the
Company is to be proposed at the forthcoming annual
general meeting.
By Order of the Board
Edmund Sze-Wing Tse
Non-executive Chairman
25 February 2016
0 9 8
| AIA GROUP LIMITED
CORPORATE GOVERNANCEREPORT OF THE DIRECTORS CORPOR ATE GOVERNANCE REPORT
CORE PRINCIPLES
The Board believes that strong corporate governance is essential
accountable for the company secretarial function and who in
turn reported directly to the Group Chief Executive. Following the
for delivering sustainable value, enhancing a culture of business
appointment of the Group General Counsel as the Company
integrity and maintaining investor confidence. The Board is
Secretary on 22 July 2015, the Company has complied with Code
ultimately responsible for the performance of the Group, including
Provision F.1.3.
the consistent achievement of business plans and compliance
with statutory as well as corporate obligations. The Board is also
responsible for the development and implementation of the
Group’s corporate governance practices. This Corporate
Governance Report explains the Company’s corporate governance
principles and practices, including how the Board manages the
business to deliver long-term shareholder value and to promote
the development of the Group.
The Company has also adopted its own Directors’ and Chief
Executives’ Dealing Policy on terms no less exacting than those
set out in the Model Code in respect of dealings by the Directors
in the securities of the Company. All of the Directors confirmed,
following specific enquiry by the Company, that they have
complied with the required standards set out in the Model Code
and the Directors’ and Chief Executives’ Dealing Policy throughout
the year ended 30 November 2015.
As a company listed on the Main Board of the Hong Kong Stock
Exchange, the Company is committed to high standards of
corporate governance and sees the maintenance of good
BOARD OF DIRECTORS
ROLES AND RESPONSIBILITIES
corporate governance practices as essential to its sustainable
The Board is accountable to shareholders for the affairs of the
growth. It is vital that Board members, in aggregate, have their
requisite skills and expertise supported by a structure that
enables delegation, where appropriate, between the Board, its
Company. It meets these obligations by ensuring the maintenance
of high standards of governance in all aspects of the Company’s
business, setting the strategic direction for the Group and
committees and management, whilst ensuring that the Board
maintaining appropriate levels of review, challenge and guidance
retains overall control. To promote effective governance across
in its relationship with Group management. It is also the ultimate
all of its operations, the Board has approved a governance
decision-making body for all matters considered material to the
framework, which maps out internal approval processes including
Group and is responsible for ensuring that, as a collective body, it
those matters that may be delegated.
has the appropriate skills, knowledge and experience to perform
Except as noted below, throughout the year ended 30 November
its role effectively.
2015, the Company complied with all applicable provisions of the
In these matters, the Board provides leadership to the Company in
Corporate Governance Code. For the period from 1 December
respect of operational issues through the Group Chief Executive,
2014 to 22 July 2015, the Company operated under a variant of the
who is authorised to act on behalf of the Board in the operational
model required under Code Provision F.1.3, which provides that
management of the Company. Any responsibilities not so
the company secretary should report to the chairman of the board
delegated by the Board to the Group Chief Executive remain the
and/or the chief executive such that the Group Company Secretary
responsibility of the Board.
reported to the Group General Counsel who is ultimately
ANNUAL REPORT 2015 | 0 9 9
CORPORATE GOVERNANCEOVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATION During the year, the Board updated the terms of reference of
The composition of the Board is well balanced with each Director
the Risk Committee to reflect best practice and reviewed the
Company’s compliance with the Corporate Governance Code
including the necessary disclosures in its reports to shareholders.
having sound board level experience and expertise relevant to the
business operations and development of the Group. The Board is
comprised of members with extensive business, government,
The Board also adopted various policies as recommended by the
regulatory and policy experience from a variety of backgrounds.
Audit Committee and Risk Committee.
There is diversity of nationality, ethnicity, educational background,
The Board discharges the following responsibilities either by
itself or through delegation to the Audit Committee, Nomination
Biographies of the Directors are set out on pages 84 to 87 of this
Committee, Remuneration Committee and Risk Committee:
Annual Report.
functional expertise, gender, age and experience.
(a) the development and review of the Company’s policies and
BOARD INDEPENDENCE
practices on corporate governance;
Each of the Independent Non-executive Directors of the Company
(b) the review and monitoring of the training and continuous
Listing Rules and has provided to the Company the requisite
professional development of Directors;
annual confirmation as to his or her independence. None of the
meets the independence guidelines set out in Rule 3.13 of the
(c) the review and monitoring of the Company’s policies and
business with or significant financial interests in the Company or
practices on compliance with legal and regulatory
its subsidiaries and therefore all the Independent Non-executive
requirements;
Directors continue to be considered by the Company to be
Independent Non-executive Directors of the Company has any
(d) the development, review and monitoring of the Code of Conduct
applicable to employees; and
BOARD PROCESS
independent.
(e) the review of the Company’s compliance with the Corporate
overall strategies, receive management updates, approve business
Governance Code and disclosure in this Corporate Governance
plans as well as interim and annual results and to consider other
Board meetings are held at least four times a year to determine
Report.
significant matters. At these meetings, senior management also
provides regular updates to the Board with respect to the business
BOARD COMPOSITION
activities and development of the Group.
As of the end of the financial year and up to the date of this
Corporate Governance Report, the Board consists of ten members,
During the year, there were six scheduled Board meetings, all
comprising one Executive Director and nine Non-executive
of which were convened in accordance with the Articles of
Directors, eight of whom are Independent Non-executive
Association of the Company and attended by the Directors either
Directors. All Directors are expressly identified by reference to
in person or through electronic means of communication.
such categories in all corporate communications that disclose
their names.
10 0
| AIA GROUP LIMITED
CORPORATE GOVERNANCECORPORATE GOVERNANCE REPORT Details of the attendance of individual Directors at the Board meetings, committees meetings and 2015 AGM during the year are
as follows:
Name of Director
Non-executive Chairman and
Non-executive Director
Mr. Edmund Sze-Wing Tse
Executive Director,
Group Chief Executive and President
Mr. Mark Edward Tucker
Independent Non-executive Directors
Mr. Jack Chak-Kwong So
Mr. Chung-Kong Chow
Mr. John Barrie Harrison
Mr. George Yong-Boon Yeo
Mr. Mohamed Azman Yahya
Professor Lawrence Juen-Yee Lau
Ms. Swee-Lian Teo (1)
No. of Meetings Attended / Required Meetings to Attend
Board
Audit
Committee
Nomination
Committee
Remuneration
Committee
Risk
Committee
2015 AGM
6/6
6/6
6/6
6/6
6/6
6/6
6/6
6/6
2/2
5/5
–
5/5
-
5/5
4/5
–
–
–
1/1
–
1/1
0/1
1/1
1/1
1/1
1/1
n/a
–
7/7
7/7
–
–
6/7
7/7
–
–
4/4
4/4
–
4/4
4/4
–
–
4/4
1/1
1
1
1
1
1
1
1
1
n/a
Note:
(1) Ms. Teo was appointed an Independent Non-executive Director with effect from 14 August 2015 and attended all meetings held from her date of appointment to 30 November 2015.
During the year ended 30 November 2015, the Board conducted
an evaluation survey of the Board’s performance including the
structure and operation of its committees.
Mr. Mark Edward Tucker, Group Chief Executive and President of
the Company, reports to the Board and is responsible for the
overall leadership, strategic and executive management and profit
performance of the Group, including all operations and
Minutes of the meetings of the Board and all committees are kept
administration. Mr. Tucker attends Board meetings as the sole
by the Company Secretary. Such minutes are open for inspection
Executive Director and, in his capacity as Group Chief Executive
on reasonable notice by any Director.
CHAIRMAN AND GROUP CHIEF EXECUTIVE
Mr. Edmund Sze-Wing Tse, Non-executive Chairman of the
Company, plays the critical role of leading the Board in its
and President, ensures that the Board is updated at least monthly
in respect of material aspects of the Company’s performance.
Mr. Tucker discharges his responsibilities within the framework of
the Company’s policies, reserved powers and routine reporting
requirements and is advised and assisted by the senior
responsibilities. With the support of the Group Chief Executive and
management of the Group.
President and senior management, Mr. Tse seeks to ensure that
all Directors are properly briefed on issues arising at Board
The roles and responsibilities of the Board, the Chairman of the
meetings and that they receive adequate and reliable information
in a timely manner. He is also responsible for making sure that
good corporate governance practices and procedures are followed.
Board and the Group Chief Executive are set out in the Board
Charter of the Company, which is available on the Company’s
website at www.aia.com.
ANNUAL REPORT 2015 | 101
CORPORATE GOVERNANCEOVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATIONCORPORATE GOVERNANCE REPORT
APPOINTMENT OF DIRECTORS
committees, group structure, governance structure and the duties
The Company uses a formal and transparent procedure for the
and responsibilities of director.
appointment of new Directors. Recommendations for the
appointment of new Directors are received by the Board from the
Nomination Committee. The Board then deliberates over such
Each Director receives detailed briefings on the Group’s principal
businesses, the markets in which it operates and the overall
recommendations prior to approval.
competitive environment. Other areas addressed include legal and
The Non-executive Director and Independent Non-executive
Directors have been appointed for a specific term of three years,
subject to re-nomination and re-election as required by the
Articles of Association of the Company or pursuant to the Listing
Rules at the general meetings of the Company.
compliance issues affecting directors of financial services
companies, the Group’s governance arrangements, the principal
basis of accounting for the Group’s results, the internal audit and
risk management functions, its investor relations programme and
remuneration policies. The Directors are continually updated on
the Group’s business and the latest developments to the Listing
Rules and other applicable statutory requirements to ensure
The term of Mr. Tse as Non-executive Chairman will expire on
compliance and continuous good corporate governance practice.
31 December 2016.
The Board approved the appointment of Ms. Teo and Dr.
Narongchai as Independent Non-executive Directors of the
Company for a term of three years commencing on 14 August 2015
and 15 January 2016 respectively. Ms. Teo and Dr. Narongchai will
retire from office at the forthcoming annual general meeting
pursuant to Article 104 of the Company’s Articles of Association
and offer themselves for re-election.
During the year, the Company organised a Board Strategy Day and
provided a number of briefings to the Directors to update them on
the latest developments in the Group’s principal businesses and
major products. The overseas Board visit in 2015 was to
Singapore, where Directors received an in-depth review of the
Group’s local operations. The visit also provided an opportunity for
the Directors to gain new insights into the insurance sector in
Singapore and its prospects for continued growth.
INDUCTION AND ONGOING DEVELOPMENT
All Directors are encouraged to participate in continuous
The Company provides each Director with personalised induction,
professional development to extend and refresh their knowledge
training and development. On appointment, each Director
and skills, and are required to provide their training records to the
receives a comprehensive and tailored induction covering,
Company. The training received by the Directors during the year is
amongst other things, the role of the Board and its key
summarised as follows:
Name of Director
Non-executive Chairman and Non-executive Director
Mr. Edmund Sze-Wing Tse
Executive Director, Group Chief Executive and President
Mr. Mark Edward Tucker
Independent Non-executive Directors
Mr. Jack Chak-Kwong So
Mr. Chung-Kong Chow
Mr. John Barrie Harrison
Mr. George Yong-Boon Yeo
Mr. Mohamed Azman Yahya
Professor Lawrence Juen-Yee Lau
Ms. Swee-Lian Teo
Types of Training
Reading or attending briefings /
seminars / conferences
relevant to regulatory and
governance updates
Attending corporate events /
Board visits / executive
briefings relevant to
the Group’s business
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
10 2
| AIA GROUP LIMITED
CORPORATE GOVERNANCECORPORATE GOVERNANCE REPORT COMMITTEES OF THE BOARD
The Company’s corporate governance is implemented through a
structured hierarchy, which includes the Board of Directors and
Nomination Committee during the year included reviewing and
making recommendations to the Board on the structure, size
and composition of the Board, including the skills, knowledge,
four committees of the Board established by resolutions of the
experience and diversity of background of its membership,
Board, namely the Audit Committee, the Nomination Committee,
overseeing the identification and assessment of potential board
the Remuneration Committee and the Risk Committee. The
candidates, providing oversight and direction in respect of the
Terms of Reference of the Board committees are available on the
succession planning for directors and determining the
websites of both the Hong Kong Stock Exchange and the Company.
composition of the Board committees.
In addition, the Group Chief Executive has established a number of
management committees including, among others, an Executive
Committee and Operational and Financial Risk Committees.
The Nomination Committee’s processes and criteria for selecting
and making recommendations on appointment of Board members
are designed to satisfy high standards of corporate governance.
Further details of the roles and functions and the composition of
These processes meet or exceed the Hong Kong Stock Exchange
the Board committees are set out below.
requirements to ensure that every director of the Company has the
AUDIT COMMITTEE
The Audit Committee consists of four members. All are
Independent Non-executive Directors including Mr. Harrison,
who serves as chairman of the Committee, Mr. So, Mr. Yeo and
Dr. Narongchai who became a member on 15 January 2016.
Mr. Tse ceased to be a member of the Committee on 15 January
2016. The primary duties performed by the Audit Committee
during the year were the oversight of the Group’s financial
reporting system and internal control procedures, monitoring
the integrity of preparation of the Company’s financial information
including quarterly business highlights, interim and annual
results of the Group, reviewing the Group’s financial and
accounting policies and practices as well as its whistle-blowing
requisite character, experience and integrity and is able to
demonstrate a standard of competence, commensurate with his or
her position as a director of a listed issuer (including without
limitation, race, gender, age, nationality, cultural and educational
background), with due regard for the benefits of diversity, as set
out in the Board Diversity Policy which was adopted by the Board
in 2013 and is available on the Company’s website, and that where
the nomination of Independent Non-executive Directors is under
consideration the requirements of Rule 3.13 of the Listing Rules
are satisfied.
One meeting was held by the Nomination Committee during the
year ended 30 November 2015. The attendance records of the
Nomination Committee members are set out on page 101 of this
arrangements and monitoring the effectiveness of the internal
Annual Report.
audit function. The Audit Committee also provided oversight for
and management of the relationship with the Group’s external
auditor, including reviewing and monitoring in accordance with
applicable standards the external auditor’s independence and
objectivity and the effectiveness of the audit process.
REMUNERATION COMMITTEE
The Remuneration Committee consists of four members. This
includes three Independent Non-executive Directors: Mr. So,
the Committee chairman, Mr. Yeo, Mr. Yahya as well as the
Non-executive Chairman, Mr. Tse who became a member on
Five meetings were held by the Audit Committee during the
15 January 2016. Mr. Tucker ceased to be a member of the
year ended 30 November 2015. The attendance records of the
Committee on 15 January 2016. The primary duties of the
Audit Committee members are set out on page 101 of this
Remuneration Committee are to evaluate and make
Annual Report.
NOMINATION COMMITTEE
recommendations to the Board on the remuneration policy
covering the Directors and senior management of the Group.
The Nomination Committee consists of nine members. This
Seven meetings were held by the Remuneration Committee during
includes the Non-executive Chairman, Mr. Tse, who serves
the year ended 30 November 2015. Details of the attendance
as chairman of the Committee, and the eight Independent
records are set out on page 101 of this Annual Report and key
Non-executive Directors. Ms. Teo and Dr. Narongchai have been
activities performed by the Remuneration Committee during the
members of the Committee since 14 August 2015 and 15 January
year have been set out in the Remuneration Report, which forms
2016 respectively. The primary duties performed by the
part of this Corporate Governance Report.
ANNUAL REPORT 2015 | 10 3
CORPORATE GOVERNANCEOVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATIONCORPORATE GOVERNANCE REPORT
RISK COMMITTEE
The Risk Committee consists of six members, four of whom are
Independent Non-executive Directors including the Committee
In addition to those fees disclosed above, audit fees of
US$0.7 million (2014: US$0.6 million) were payable to
PricewaterhouseCoopers by funds for which the Group is the
chairman Mr. Chow, Mr. Harrison, Professor Lau and Ms. Teo who
investment adviser, manager or administrator.
became a member on 14 August 2015. Also included on the Risk
Committee are the Non-executive Chairman Mr. Tse and the
Executive Director, Mr. Tucker. The primary duties performed by
ACCOUNTABILITY AND AUDIT
FINANCIAL REPORT
the Risk Committee during the year included provision of advice to
The annual results of the Company and other financial information
the Board on the risk profile and risk management strategy of the
were published in accordance with the requirements of the Listing
Group, considering and reviewing disclosures in interim / annual
report, risk management related policies and guidelines and
statutory solvency positions, risk appetite and metrics, overseeing
the risk management and compliance framework and considering
and endorsing the Company’s risk governance structure and
major risks.
During the year ended 30 November 2015, four meetings
were held by the Risk Committee. The attendance records of the
Rules and other applicable regulations and industry best practice.
When preparing the Company’s financial reports, the Board of
Directors has endeavoured to present such information in a
comprehensible, informative and user-friendly manner.
The Directors acknowledge their responsibility for preparing the
Company’s consolidated financial statements and ensuring that
the preparation of the Company’s consolidated financial
statements is in accordance with the relevant requirements and
Risk Committee members are set out on page 101 of this
applicable standards.
Annual Report.
EXTERNAL AUDITOR
The external auditor of the Company is PricewaterhouseCoopers.
The Audit Committee is responsible for making recommendations
to the Board on the appointment, re-appointment and removal of
The statement of the Company’s auditor concerning its reporting
responsibilities on the Company’s consolidated financial
statements is set out in the Independent Auditor’s Report on
pages 117 to 118 of this Annual Report.
the external auditor, which is subject to the approval by the Board
INTERNAL CONTROL
and at the general meetings of the Company by its shareholders.
In assessing the external auditor, the Audit Committee will take
into account relevant experience, performance, objectivity and
Throughout this Corporate Governance Report, the Board of
Directors seeks to set out the Company’s corporate governance
structure and policies, inform shareholders of the corporate
independence of the external auditor. During the year, the Board
governance undertakings of the Company and demonstrate to
has reviewed, updated and adopted policies on nomination and
shareholders the value of such practices.
appointment of and services performed by the external auditor to
enhance related governance practices.
The Board of Directors has, through the Audit Committee,
reviewed and is generally satisfied with the effectiveness of the
Group’s internal control systems, including the adequacy of
resources, staff qualifications and experience, training
programmes and budget of the Company’s accounting and
financial reporting function.
The Audit Committee also reviews the non-audit services provided
by the external auditor and its remuneration on a regular basis.
For the year ended 30 November 2015, the total estimated
remuneration payable by the Group to PricewaterhouseCoopers is
US$13.3 million (2014: US$14.6 million), an analysis of which is
set out below:
US$ millions
Audit services
Non-audit services, including:
Audit related services
Tax services
Other services
Total
2015 (1)
11.5
0.3
1.0
0.5
13.3
2014
11.1
1.2
1.8
0.5
14.6
Note:
(1) 2015 is based upon estimated fees for 2015 audit services and non-audit services
through 30 November 2015.
10 4
| AIA GROUP LIMITED
CORPORATE GOVERNANCECORPORATE GOVERNANCE REPORT
COMPANY SECRETARY
All the Directors have access to the advice and services of the
Company Secretary. Starting from 22 July 2015, the Group General
Counsel, who reports to the Group Chief Executive, assumed the
2015 ANNUAL GENERAL MEETING
The most recent general meeting of the Company was the 2015
Annual General Meeting of the Company (2015 AGM) held at the
Grand Ballroom, 2/F, New World Millennium Hong Kong Hotel,
duties of the Company Secretary. The Company Secretary advises
72 Mody Road, Tsim Sha Tsui East, Hong Kong on 8 May 2015 at
the Board on all corporate governance matters, facilitates the
induction and professional development of Directors and ensures
good information flows and communications within the Board and
its committees and between management and non-executive
directors. The Company Secretary also plays an important role in
ensuring that Board and committee policies and procedures are
11:00 a.m. The Chairman and all other members of the Board,
together with the Group’s senior management and external
auditor, attended the 2015 AGM. The poll voting results are
available on the Company’s website. The matters resolved thereat
are summarised below:
followed. During the year, the Company Secretary undertook over
• Receipt of the audited consolidated financial statements of
15 hours of relevant professional training.
the Company, the Report of the Directors and the Independent
Auditor’s Report for the year ended 30 November 2014;
ENGAGEMENT WITH SHAREHOLDERS
The Board recognises the importance of maintaining an ongoing
• Declaration of a final dividend of 34.00 Hong Kong cents per
dialogue with the shareholders of the Company through general
share for the year ended 30 November 2014;
meetings, releases, announcements and corporate
communications such as the annual report, interim report and
• Re-election of Professor Lau, Mr. Chow and Mr. Harrison as
circulars. The Board is committed to the timely disclosure of
information. The latest information regarding the Group’s
activities, announcements, results presentation, webcasts and
corporate communications is made available on the Company’s
website at www.aia.com in a timely manner. The financial calendar
highlighting the key dates for shareholders is set out on page 267
Independent Non-executive Directors of the Company;
• Re-appointment of PricewaterhouseCoopers as auditor of the
Company until the conclusion of the next annual general
meeting and authorising the Board to fix its remuneration;
of this Annual Report.
• General mandate to Directors to cause the Company to issue
The Investor Relations function oversees the Company’s
engagement with investors. The Company’s institutional
shareholder base is geographically diversified and the Company is
also extensively covered by research analysts from a wide range of
additional shares of the Company, not exceeding 10 per cent of
the aggregate number of shares in the Company on the date of
the 2015 AGM and the discount for any shares to be issued not
exceeding 10 per cent to the benchmarked price;
brokerage houses. An active and open dialogue with institutional
• General mandate to Directors to cause the Company to
investors is maintained through regular investor interactions,
repurchase shares of the Company, not exceeding 10 per cent
including meetings, investment conferences and roadshows.
Investor feedback and analysts’ reports on the Company are
circulated to the Board and the Executive Committee on a regular
and systematic basis to promote an understanding of external
views on the Company’s performance.
The Board has adopted a Shareholders’ Communication Policy
and such policy will be reviewed on a regular basis to ensure its
of the aggregate number of shares of the Company in issue on
the date of the 2015 AGM; and
• General mandate to Directors to cause the Company to issue
shares of the Company, not exceeding 2.5 per cent of the
number of shares in the Company on the date of the 2015 AGM
under the restricted share unit scheme.
effectiveness. The Board welcomes views, questions and concerns
The forthcoming annual general meeting of the Company will be
from shareholders and stakeholders. Shareholders and
held on Friday, 6 May 2016. Further details will be set out in the
stakeholders may send their enquiries and concerns to the Board.
circular to the shareholders of the Company to be sent together
The contact details are set out on pages 267 to 268 of this
with this Annual Report.
Annual Report.
ANNUAL REPORT 2015 | 10 5
CORPORATE GOVERNANCEOVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATIONCORPORATE GOVERNANCE REPORT SHAREHOLDERS’ RIGHTS
GENERAL MEETING
deposited at the registered office of the Company at 35/F, AIA
Central, No. 1 Connaught Road Central, Hong Kong or sent by
Shareholder(s) of the Company may request to call a general
meeting. If such request is made by shareholder(s) of the
Company representing at least 5 per cent of the total voting rights
email to ir@aia.com for the attention of the Company Secretary.
Shareholder(s) of the Company should make reference to
Sections 615 and 616 of the Hong Kong Companies Ordinance
of all the shareholders of the Company having a right to vote at
for the relevant procedures to move a resolution at an annual
general meetings, such general meeting must be called. Such
general meeting.
request, either in hard copy form or in electronic form and being
authenticated by the person or persons making it, must be
PROPOSING A PERSON FOR ELECTION AS A DIRECTOR
deposited at the registered office of the Company at 35/F, AIA
Central, No. 1 Connaught Road Central, Hong Kong or sent by
email to ir@aia.com for the attention of the Company Secretary.
Shareholder(s) of the Company should make reference to the
provisions under Sections 566 to 568 of the Hong Kong Companies
Ordinance for calling a general meeting.
MOVING A RESOLUTION AT AN ANNUAL
GENERAL MEETING
Shareholder(s) of the Company may request the Company to give
notice of a resolution and move such resolution at an annual
Shareholders can propose a person (other than a retiring Director
or himself / herself) for election as a director at a general meeting
of the Company. Relevant procedures are available on the
Company’s website at www.aia.com.
CONSTITUTIONAL DOCUMENTS
The Company’s Articles of Association (in both English and
Chinese) is available on both the websites of the Company and the
Hong Kong Stock Exchange. During the year, there has been no
change to the Articles of Association of the Company.
general meeting. Such notice of resolution must be given by the
By Order of the Board
Company if it has received such request from:
(a) shareholder(s) of the Company representing at least 2.5 per
cent of the total voting rights of all the shareholders of the
Company who have a right to vote on the resolution at the
annual general meeting to which the request relates; or
Mitchell New
Company Secretary
(b) at least 50 shareholders of the Company who have a right to
25 February 2016
vote on the resolution at the annual general meeting to which
the request relates.
Such a request must identify the resolution of which notice is to be
given, be either in hard copy form or in electronic form and be
authenticated by the person or persons making it, and be received
by the Company not later than six weeks before the annual
general meeting to which the request relates or, if later, the time
at which notice is given of that meeting. The request must be
10 6
| AIA GROUP LIMITED
CORPORATE GOVERNANCECORPORATE GOVERNANCE REPORT REMUNER ATION REPORT
Dear Shareholders,
I am pleased to present the Report on Remuneration for Directors
and Key Management Personnel (the Report) for the year ended
30 November 2015.
As discussed later in this report, the remuneration for senior
Group executives consists of four elements: basic salary,
short-term incentive, long-term incentive and benefits, with a
significant proportion of total remuneration awarded subject to
At the outset, I am delighted to say that our Non-executive
multi-year performance-based vesting conditions. The
Chairman of the Board, Mr. Edmund Tse, has joined the
Remuneration Committee (the Committee) effective 15 January
2016. Our Group Chief Executive and President, Mr. Mark Edward
Remuneration Committee believes that this structure continues to
reflect an appropriate balance between risks and rewards.
Payments under the short-term incentive plan continue to be
Tucker, ceased to be a member of the Remuneration Committee
capped and the maximum number of restricted share units and
on the same day and I would like to express my sincere
share options that can be earned pursuant to our long-term
appreciation for his insights, contribution and support on
incentive plan is fixed at the date of grant. In combination, these
remuneration-related matters over the years.
incentive structures provide appropriate incentives for the creation
of sustainable value for shareholders while discouraging excessive
As in prior years, the determination of executive remuneration at
risk-taking.
the Group follows a rigorous process that takes into account the
Group’s business priorities and performance, market practices,
the regulatory environment, as well as risk management
considerations. Independent professional advice was obtained
throughout the year and to this end, the Remuneration Committee
undertook an advisor assessment process in the first half of the
year screening five potential providers. After due consideration,
the Committee decided to re-appoint its current advisor.
The Remuneration Committee’s work in 2015 continued to focus,
amongst other things, on risk-related areas. The Committee
reviewed and updated the Group’s approach to total remuneration,
codifying the practices that the Group adopts to ensure
appropriate governance over executive remuneration and
institutionalising risk management considerations as part of its
total remuneration policy. The Committee also continued to
monitor short-term incentive plan performance measures in light
of the Group’s risk management framework and confirmed that
these measures are appropriate and broadly consistent with the
measures adopted by peer companies. Similar to previous years,
the Committee communicated its deliberations to and coordinated
its activities with the Risk Committee.
During the year the Remuneration Committee also reviewed the
Non-executive Directors’ remuneration structure which has
remained unchanged since the Company’s IPO. With the
Committee’s recommendation the Board has made certain
adjustments to the structure with effect from 1 December 2015
to maintain the structure’s competitiveness.
Overall, the Remuneration Committee believes that the Group’s
current remuneration policies and practices should be
maintained. I trust that this report provides clear and detailed
information regarding such policies and practices and look
forward to your continued support.
Jack Chak-Kwong So
Chairman, Remuneration Committee
25 February 2016
ANNUAL REPORT 2015 | 10 7
CORPORATE GOVERNANCEOVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATION REMUNERATION COMMITTEE
The Remuneration Committee is responsible for determining
the specific remuneration packages of the Group Chief Executive
and President (who is also the sole Executive Director) and Key
Management Personnel (senior executives who, by the nature and
accountabilities of their respective positions, participate directly in
During the year, major activities performed by the Remuneration
Committee in relation to the remuneration of the Group Chief
Executive and President, Key Management Personnel, Chairman
and Non-executive Directors were as follows:
• Reviewed the executive benchmark results and approved the
the development, monitoring and reporting of the overall business
strategies of the Group) and making recommendations to the
Board on the remuneration policy and structure to be applied for
2015 remuneration packages for the Group Chief Executive and
President and Key Management Personnel (the Group Chief
Executive and President was not involved in discussion of his
the Chairman and Non-executive Directors.
own remuneration and the long-term incentive awards for the
The Remuneration Committee is also responsible for establishing
formal and transparent procedures for developing remuneration
Group Chief Executive and President were subsequently
approved by the Independent Non-executive Directors);
policies and structures. In making its determinations and
• Provided the Risk Committee with an updated summary of
recommendations, the Remuneration Committee considers such
factors as the responsibilities of the Group Chief Executive and
President and Key Management Personnel, the remuneration paid
by comparable companies, remuneration levels within the Group
considerations undertaken by the Remuneration Committee in
ensuring that the Group’s compensation and benefits
arrangements align with stakeholders’ interests and avoid
excessive risk-taking;
and the application of performance-based remuneration
programmes. The Remuneration Committee also oversees the
operation of the Company’s share option scheme and other
incentive schemes, recommending share-based employee
• Reviewed and approved the 2014 short-term incentive plan
payout and the vesting of the 2012 long-term incentive award;
awards to the Board for approval as well as reviewing and, where
• Reviewed and approved the 2015 long-term incentive award;
appropriate, amending the terms of the schemes as may
be required.
• Reviewed and approved the performance measures to be used
in the 2016 short-term incentive plan and the 2016 long-term
The Remuneration Committee is authorised by the Board to
incentive award;
discharge its duties as outlined in its Terms of Reference. It is also
authorised to seek any remuneration information it requires from
• Reviewed and approved the peer group for benchmarking the
the Group Chief Executive and President and/or Key Management
compensation of the Group Chief Executive and President;
Personnel and may obtain external independent professional
advice if necessary.
The full Terms of Reference of the Remuneration Committee can
be accessed at www.aia.com.
MEETINGS IN 2015
• Reviewed the Company’s approach to total remuneration and
recommended the updated approach to the Board for adoption;
• Reviewed the Non-executive Directors’ remuneration structure
and recommended new structure to the Board for adoption;
As at 30 November 2015, the Committee consisted of four
• Reviewed and approved the 2014 Remuneration Report; and
members: three Independent Non-executive Directors, being
Mr. Jack Chak-Kwong So, who is the Chairman of the Committee,
• Undertook an advisor assessment process and approved the
Mr. George Yong-Boon Yeo, and Mr. Mohamed Azman Yahya; and
re-appointment of the current advisor.
one Executive Director, being Mr. Mark Edward Tucker.
During the year ended 30 November 2015, seven meetings were
held by the Remuneration Committee. The attendance records of
the Remuneration Committee members are set out on page 101
of this Annual Report.
10 8
| AIA GROUP LIMITED
CORPORATE GOVERNANCEREMUNERATION REPORT REMUNERATION POLICY
OBJECTIVES
The Company’s executive remuneration policy is based on
the principle of providing an equitable, motivating and
and the overall performance of the Group. The compensation and
benefits arrangements designed under the policy provide
incentives that are consistent with the interests of the Company’s
stakeholders and do not encourage executives to take excessive
competitive remuneration package to foster a strong
risks that may threaten the value of the Group.
performance-oriented culture within an appropriate overall
risk management framework.
The policy aims to ensure that rewards and incentives relate
MAIN COMPONENTS OF REMUNERATION
The table below summarises the Company’s remuneration
policies regarding the elements of the remuneration structure as
directly to the performance of individuals, the operations and
it applied to the Group Chief Executive and President and Key
functions in which they work or for which they are responsible,
Management Personnel during the year.
Element
Purpose
Basis of determination
Notes on practices
Basic salary
Fixed cash element of
remuneration to recruit and
retain talent
Short-term
incentive
Long-term
incentive
Benefits
Short-term incentives are
delivered in the form of a
performance-based cash award
to recognise and reward
achievement of the Group’s
objectives and individual
contribution
Long-term incentive plan focuses
key contributors on the long-term
success of the Group and is used
to align the interests of executives
with those of shareholders using
a combination of share-based
awards and share options to
deliver a balanced mix
of ownership and incentives
Benefits form part of the
long-term employment
relationship and contribute
to the value of total remuneration
provided at market competitive
levels
Basic salary is determined with
reference to the specific roles
and responsibilities of the
position, internal relativities,
market practice, individual
experience, performance and
other factors to attract and
retain employees with required
capabilities to achieve the
Group’s business objectives
Short-term incentive target
and maximum opportunities are
determined with reference to
the market appropriateness
of total compensation and the
roles and responsibilities of
the individual
Long-term incentive target
awards are determined with
reference to the competitiveness
of the total compensation
package and the roles and
responsibilities of the individual
The benefits programme
is determined such that it is
market competitive. It remains
fully compliant with local
regulations
The Remuneration Committee
reviews salaries annually for
the Group Chief Executive and
President against a peer group
of publicly listed insurance
companies and Key Management
Personnel against relevant
industry survey sources
Salary increases, where
applicable, typically take effect
from 1 March
Annual short-term incentive
based on the achievement of
financial performance measures
and relevant strategic objectives,
as well as individual contribution
Awards are discretionary and
determined on an annual basis
Awards are made in restricted
share units and/or share options,
and generally vest after a three-
year period, with the restricted
share units subject to pre-defined
performance requirements
The Group Chief Executive and
President and Key Management
Personnel receive certain benefits,
for example, participation in
pension schemes, medical and life
insurance, use of company
car and/or driver
Employee share
purchase plan
(ESPP)
Share purchase plan with
matching offer to facilitate and
encourage AIA share ownership
by employees, and provide a
long-term retention mechanism
The ESPP is open to all
employees who have completed
probation and subject to
a maximum contribution
indicated as a percentage of basic
salary or the plan maximum limit
Participants receive matching
shares for shares purchased
at a rate approved by the
Remuneration Committee
Matching shares vest after
three years
ANNUAL REPORT 2015 | 10 9
CORPORATE GOVERNANCEOVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATIONREMUNERATION REPORT SHORT-TERM INCENTIVE PLAN
For 2015, short-term incentive targets were determined and
Awards made under these schemes are discretionary and are
determined on an annual basis with reference to the magnitude of
communicated to the Group Chief Executive and President and Key
overall variable remuneration, the competitiveness of the total
Management Personnel at the beginning of the financial year. The
remuneration package, the roles, responsibilities, performance
performance measures for 2015 short-term incentives were:
and potential of the individual.
• Value of new business;
The schemes operate through the award of restricted share units
• Excess embedded value growth; and
and share options to deliver a balanced mix of incentives and
• Operating profit after tax.
ownership. The awards made are subject to eligibility criteria and
Value of new business (VONB) is an estimate of the economic
value of one year’s sales as published by the Company.
Excess embedded value growth (EEV Growth) is the sum of the
operating experience variances (current year performance against
the operating assumptions for calculating embedded value or EV)
and operating assumption changes (value of future operating
outperformance considered permanent enough for recognition in
the current year) in the EV operating profit.
Operating profit after tax (OPAT) is the IFRS operating profit after
tax based on the IFRS results published by the Company.
The weighting of the three performance measures described
above is 60 per cent, 10 per cent and 30 per cent for VONB, EEV
Growth and OPAT respectively. Based on the level of achievement
of the performance measures, short-term incentive awards in
generally vest after a three-year period.
As applicable to other remuneration payments, long-term
incentive vesting is subject to the Remuneration Committee’s
approval and is in compliance with all relevant Group policies.
The schemes are reviewed regularly to ensure that the design,
process, structure and governance work together to balance risk
and incentives.
RESTRICTED SHARE UNIT SCHEME
Under the Restricted Share Unit Scheme, the Company may award
restricted share units to employees, Directors (excluding
Independent Non-executive Directors) or officers of the Company
or any of its subsidiaries. The objectives of the Restricted Share
Unit Scheme are to retain participants, align their interests with
those of the Company’s investors and reward the creation of
sustainable value for shareholders through the award of restricted
respect of 2015 will be paid to the Group Chief Executive and
share units to participants.
President and Key Management Personnel in March 2016. The
total value of short-term incentive awards accrued for the Group
During the year ended 30 November 2015, 17,933,566 restricted
Chief Executive and President and Key Management Personnel for
share units were awarded by the Company under the Restricted
the financial year ended 30 November 2015 is US$13,384,600.
Share Unit Scheme.
Such amount is included in note 40 to the financial statements as
the “Bonuses” to the Group Chief Executive and President and as
part of the “Salaries and other short-term employee benefits” to
the Key Management Personnel.
Performance Measures and Vesting
Vesting of performance-based restricted share unit awards will be
contingent on the extent of achievement of three-year
performance targets as outlined below for the following metrics:
LONG-TERM INCENTIVE PLAN
The Restricted Share Unit Scheme and the Share Option Scheme
• Value of new business;
were adopted on 28 September 2010 and are effective for a period
• Equity attributable to shareholders of the Company on the
of 10 years from the date of adoption. Summary details are
embedded value basis; and
provided in the pages that follow and in detail in note 39 to the
• Total shareholder return.
financial statements.
These schemes are designed to motivate and reward participants
who have not only made an important contribution to AIA’s
success but are expected to play a significant role in the future.
Value of new business (VONB) is an estimate of the economic
value of one year’s sales as published by the Company.
110
| AIA GROUP LIMITED
CORPORATE GOVERNANCEREMUNERATION REPORT Equity attributable to shareholders of the Company on the
embedded value basis (EV Equity) is the total of embedded value,
goodwill and other intangible assets. Embedded value is an
The 2013 restricted share unit awards will vest on 11 March 2016.
The chart below shows AIA’s TSR compared with the DJTINN
during the period from 1 December 2012 to 30 November 2015,
estimate of the economic value of in-force life insurance business,
including the net worth on the Group’s balance sheet but
excluding any economic value attributable to future new business.
which is the same period that the performance is measured for
the purpose of the 2013 restricted share unit awards. The Hang
Seng Index (HSI) performance for the same period is also shown
for reference as it is a recognised Hong Kong equity market index,
The VONB and EV Equity performance considered in determining
of which AIA is a constituent.
incentive awards are based on the Group VONB and Group EV
Equity results published by the Company.
AIA TSR PERFORMANCE AGAINST DJTINN AND HSI
Total shareholder return (TSR) is the compound annual return
from the ownership of a share over a period of time, measured by
100%
80%
60%
40%
20%
0%
-20%
1 Dec 2012
1 Jun 2013
1 Dec 2013
1 Jun 2014
1 Dec 2014
1 Jun 2015
1 Dec 2015
AIA
DJTINN
HSI
calculating the change in the share price and the gross value of
dividends received (and reinvested) during that period. AIA‘s TSR
will be calculated in the same way and compared with the TSR of
the peer companies in the Dow Jones Insurance Titans 30 Index
(DJTINN) over the performance period.
The three performance measures are equally weighted.
Achievement of each performance measure will independently
determine the vesting of one-third of the award. Threshold
performance levels are required for restricted share units to vest;
at target performance levels (for TSR, median relative
performance measured against the TSR of the peer companies in
the DJTINN) 50 per cent of the restricted share units will vest; and
at maximum performance levels (for TSR, top quartile relative
performance measured against the TSR of the peer companies in
the DJTINN) the full allocation of restricted share units will vest.
For restricted share units awarded during the year ended 30
November 2015, the Group has adjusted the graduated vesting
scale applicable to the TSR metric such that vesting for the TSR
portion of the most recent award will range from zero if the TSR is
below the 25th percentile relative to those of the peer companies
in the DJTINN, up to full vesting at or above the 75th percentile.
This adjustment has no impact on the vesting scale for any of the
restricted share units awarded in prior periods.
In early 2015, after assessing the performance of the Company
over the period from 1 December 2011 to 30 November 2014, the
Remuneration Committee approved the vesting of the 2012
restricted share unit awards at two-thirds of the maximum level.
ANNUAL REPORT 2015 | 111
CORPORATE GOVERNANCEOVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATIONREMUNERATION REPORT The table below summarises the movements in restricted share unit awards.
Date
of grant
(day /
month /
year) (1)
Vesting
date(s)
(day /
month /
year)
Restricted
share units
outstanding
as at
1 December
2014
Restricted
share units
awarded
during the
year ended
30 November
2015
Restricted
share units
vested during
the year ended
30 November
2015
1/6/2011
See note (2)
537,432
15/3/2012
15/3/2015 (3)
1,434,842
11/3/2013
11/3/2016 (3)
1,314,873
5/3/2014
5/3/2017 (3)
1,261,874
–
–
–
–
12/3/2015
12/3/2018 (4)
–
1,061,627
(268,715)
(956,610)
–
–
–
Restricted
share units
reclassified /
cancelled /
lapsed during
the year ended
30 November
2015 (8)
Restricted
share units
outstanding
as at
30 November
2015
–
268,717
(478,232)
–
–
–
–
1,314,873
1,261,874
1,061,627
1/6/2011
See note (2)
2,486,217
–
(1,243,104)
247,919
1,491,032
Group Chief Executive
and President, Key
Management Personnel
and other eligible
employees
Group Chief Executive and
President
Mr. Mark Edward Tucker
Key Management Personnel
(excluding Group Chief
Executive and President)
15/3/2012
15/3/2015 (3)
1,949,178
11/3/2013
11/3/2016 (3)
1,779,549
5/3/2014
5/3/2017 (3)
1,546,053
14/4/2014
14/4/2017 (3)
203,016
14/4/2014
See note (5)
487,238
–
–
–
–
–
12/3/2015
12/3/2018 (4)
12/3/2015
12/3/2017 (6)
1/9/2015
See note (7)
–
–
–
1,348,419
–
678,753
Other eligible employees
1/6/2011
See note (2)
1,703,244
15/3/2012
15/3/2015 (3)
13,863,942
6/9/2012
6/9/2015 (3)
218,664
11/3/2013
11/3/2016 (3)
14,434,112
1/8/2013
1/8/2016 (3)
264,994
1/8/2013
11/3/2016 (3)
75,865
5/3/2014
5/3/2017 (3)
14,976,409
11/9/2014
11/9/2017 (3)
48,724
11/9/2014
5/3/2017 (3)
4,193
–
–
–
–
–
–
–
–
–
12/3/2015
12/3/2018 (4)
12/3/2015
12/3/2017 (6)
1/9/2015
1/9/2018 (4)
–
–
–
13,467,026
1,357,425
20,316
(1,299,521)
(649,657)
–
–
–
(243,619)
–
–
–
414,704
355,746
–
–
54,696
–
(851,615)
(247,919)
(8,996,504)
(4,867,438)
(145,786)
(72,878)
–
2,194,253
1,901,799
203,016
243,619
54,696
678,753
603,710
–
–
286,050
1,634,469
(53,669)
(1,446,385)
12,934,058
–
–
(27,954)
–
237,040
75,865
(28,602)
(1,382,796)
13,565,011
–
–
–
–
–
–
–
48,724
4,193
(882,423)
12,584,603
(88,895)
1,268,530
–
20,316
Notes:
(1) The measurement date (i.e. the date used to determine the value of the awards for accounting purposes) for awards made in 2011 was determined to be 15 June 2011. The
measurement dates for awards made in 2012 were determined to be 15 March 2012 and 6 September 2012. The measurement dates for awards made in 2013 were determined
to be 11 March 2013 and 1 August 2013. The measurement dates for awards made in 2014 were determined to be 5 March 2014, 14 April 2014 and 11 September 2014. The
measurement dates for awards made in 2015 were determined to be 12 March 2015 and 1 September 2015. The measurement dates were determined in accordance with IFRS 2.
(2) The vesting of these restricted share units is service-based only (meaning there are no further performance conditions attached). One-third of restricted share units vested
on 1 April 2014; one-third vested on 1 April 2015; and one-third vest on 1 April 2016.
(3) The vesting of these restricted share units is subject to the achievement of performance conditions shown on the preceding page.
(4) The vesting of these restricted share units is subject to the achievement of performance conditions shown on the preceding page and the adjusted vesting scale applicable to the
TSR metric, as noted on the preceding page.
(5) The vesting of these restricted share units is service-based only (meaning there are no further performance conditions attached). One-half of restricted share units vested on
14 April 2015; and one-half vest on 14 April 2016.
(6) The vesting of these restricted share units is service-based only (meaning there are no further performance conditions attached). All restricted share units vest on 12 March 2017.
(7) The vesting of these restricted share units is service-based only (meaning there are no further performance conditions attached). Three-quarters of restricted share units vest
on 1 September 2017; and one-quarter vest on 1 September 2018.
(8) These restricted share units lapsed or were reclassified during the year ended 30 November 2015. The reclassification of restricted share units was a result of two executives who
were previously categorised as “Other eligible employees” becoming “Key Management Personnel” during the year. There were no cancelled restricted share units during the year.
112
| AIA GROUP LIMITED
CORPORATE GOVERNANCEREMUNERATION REPORT
SHARE OPTION SCHEME
Performance Measures and Vesting
The objective of the Share Option Scheme is to align the interests
of Scheme participants with those of the Company’s shareholders.
Under the Share Option Scheme, the Company may award
share options to employees, Directors (excluding Independent
Non-executive Directors) or officers of the Company or any of its
subsidiaries. No amount is payable by the eligible participants
Share options awarded under the Share Option Scheme have a life
of 10 years before expiry. Generally, share options become
exercisable three years after the date of grant and remain
exercisable for another seven years, subject to participants’
continued employment in good standing. There are no
performance conditions attached to the vesting of share options.
on the acceptance of a share option.
Each share option entitles the eligible participant to subscribe for
one ordinary share. Benefits are realised only to the extent that
During the year ended 30 November 2015, 5,937,871 share
share price exceeds exercise price.
options were awarded by the Company under the Share Option
Scheme to employees and officers of the Company and employees,
All share options awarded in 2012 became exercisable on 15
officers and directors of a number of its subsidiaries. The exercise
March 2015. The share options awarded in 2015 will vest in 2018.
Details of the valuation of the share options are set out in note 39
to the financial statements.
price of such share options was determined by applying the
highest of (i) the closing price of the shares on the date of grant,
(ii) the average closing price of the shares for the five business
days immediately preceding the date of grant and (iii) the nominal
value of a share.
The total number of share options that can be awarded under the
scheme is 301,100,000, representing approximately 2.5 per cent
of the number of shares in issue as at the date of this report.
Unless shareholders’ approval is obtained in accordance with the
relevant procedural requirements under the Listing Rules, the
maximum number of shares under options that may be awarded
to any employee in any 12-month period up to and including a
proposed date of grant is 0.25 per cent of the number of shares
in issue as of the proposed date of grant. No share options have
been awarded to substantial shareholders, or in excess of the
individual limit.
ANNUAL REPORT 2015 | 113
CORPORATE GOVERNANCEOVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATIONREMUNERATION REPORT The table below summarises the movements in share options awards.
Group Chief
Executive and
President, Key
Management
Personnel and
other eligible
employees
Group Chief
Executive and
President
Mr. Mark Edward
Tucker
Date of
grant
(day /
month /
year) (1)
Period during
which share
options
exercisable
(day / month / year)
Share
options
outstanding
as at
1 December
2014
Share
options
awarded
during the
year ended
30 November
2015
Share
options
vested
during the
year ended
30 November
2015
Share
options
reclassified/
cancelled/
lapsed
during the
year ended
30 November
2015 (9)
Share
options
exercised
during the
year ended
30 November
2015
Share
options
outstanding
as at
30 November
2015
Exercise
price
(HK$)
Weighted
average
closing price
of shares
immediately
before the
dates on
which share
options were
exercised
(HK$)
1/6/2011
1/4/2014 - 31/5/2021 (2)
2,149,724
1/6/2011
1/4/2014 - 31/5/2021 (3)
2,418,439
15/3/2012
15/3/2015 - 14/3/2022 (4)
2,152,263
11/3/2013
11/3/2016 - 10/3/2023 (5)
2,183,144
5/3/2014
5/3/2017 - 4/3/2024 (6)
2,169,274
–
–
–
–
–
12/3/2015
12/3/2018 - 11/3/2025 (8)
–
2,028,555
Key Management
Personnel
(excluding Group
Chief Executive and
President)
1/6/2011
1/4/2014 - 31/5/2021 (2)
3,380,346
1/6/2011
1/4/2014 - 31/5/2021 (3)
4,919,047
15/3/2012
15/3/2015 - 14/3/2022 (4)
2,923,765
11/3/2013
11/3/2016 - 10/3/2023 (5)
2,954,666
5/3/2014
5/3/2017 - 4/3/2024 (6)
2,657,795
14/4/2014
14/4/2017 - 13/4/2024 (7)
332,282
–
–
–
–
–
–
12/3/2015
12/3/2018 - 11/3/2025 (8)
–
2,576,553
Other eligible
employees
1/6/2011
1/4/2014 - 31/5/2021 (2)
898,849
1/6/2011
1/4/2014 - 31/5/2021 (3)
3,090,660
15/3/2012
15/3/2015 - 14/3/2022 (4)
1,751,548
11/3/2013
11/3/2016 - 10/3/2023 (5)
1,605,023
5/3/2014
5/3/2017 - 4/3/2024 (6)
1,519,094
–
–
–
–
–
12/3/2015
12/3/2018 - 11/3/2025 (8)
–
1,332,763
–
806,146
2,152,263
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
27.35
2,149,724
27.35
2,418,439
28.40
2,152,263
34.35
2,183,144
37.56
2,169,274
47.73
2,028,555
75,576
(235,573)
27.35
3,220,349
1,639,679
676,526
(640,917)
27.35
4,954,656
2,923,765
536,111
(216,044)
28.40
3,243,832
–
–
–
–
–
534,679
475,634
–
426,550
–
–
–
–
34.35
3,489,345
37.56
3,133,429
39.45
332,282
47.73
3,003,103
(102,450)
(313,551)
27.35
482,848
1,160,768
(676,526)
(356,062)
27.35
2,058,072
1,715,141
(585,787)
(421,339)
28.40
744,422
–
–
–
(686,672)
(6,918)
34.35
911,433
(603,651)
(465,272)
–
–
37.56
915,443
47.73
867,491
n/a
n/a
n/a
n/a
n/a
n/a
46.20
48.03
46.72
n/a
n/a
n/a
n/a
48.62
49.56
49.08
45.60
n/a
n/a
Notes:
(1) The measurement date (i.e. the date used to determine the value of the awards for accounting purposes) for awards made in 2011 was determined to be 15 June 2011. The
measurement date for awards made in 2012 was determined to be 15 March 2012. The measurement date for awards made in 2013 was determined to be 11 March 2013. The
measurement dates for awards made in 2014 were determined to be 5 March 2014 and 14 April 2014. The measurement date for awards made in 2015 was determined to be
12 March 2015. The measurement dates were determined in accordance with IFRS 2.
(2) The vesting of share options is service-based only. All share options vested on 1 April 2014.
(3) The vesting of share options is service-based only. One-third of share options vested on 1 April 2014; one-third vested on 1 April 2015; and one-third vest on 1 April 2016.
(4) The vesting of share options is service-based only. All share options vested on 15 March 2015.
(5) The vesting of share options is service-based only. All share options vest on 11 March 2016.
(6) The vesting of share options is service-based only. All share options vest on 5 March 2017.
(7) The vesting of share options is service-based only. All share options vest on 14 April 2017.
(8) The closing price of the Company’s shares immediately before the date on which share options were awarded is HK$47.10. The vesting of share options is service-based only. All
share options vest on 12 March 2018.
(9) These share options lapsed or were reclassified during the year ended 30 November 2015. The reclassification of share options was a result of two executives who were previously
categorised as “Other eligible employees” becoming “Key Management Personnel” during the year. There were no cancelled share options during the year.
DIRECTORS AND KEY MANAGEMENT
PERSONNEL EMOLUMENTS
GROUP CHIEF EXECUTIVE AND PRESIDENT /
EXECUTIVE DIRECTOR
The Group Chief Executive and President, Mr. Mark Edward
Tucker, is the sole Executive Director on the Company’s Board. He
receives his remuneration exclusively for his role as Group Chief
Executive and President and receives no separate fees for
his role as a Board Director or for acting as a director of any
subsidiary companies.
114
| AIA GROUP LIMITED
CORPORATE GOVERNANCEREMUNERATION REPORT The table below provides details of target remuneration for the Group Chief Executive and President during the years 2014 and 2015.
Details of remuneration cost incurred by the Company during the period from 1 December 2014 to 30 November 2015 are included in
note 40 to the financial statements.
US$
Group Chief Executive and President
Mr. Mark Edward Tucker
Year 2015
Year 2014
Target Pay Opportunity
Target
short-term
incentive
Target
long-term
incentive
Total
Basic salary
1,471,500
1,414,800
2,207,300
2,122,200
6,253,900
6,012,900
9,932,700
9,549,900
NON-EXECUTIVE DIRECTORS
DIRECTORS’ SERVICE CONTRACTS
Remuneration for the Non-executive Director and Independent
No Director proposed for re-election at the forthcoming AGM has
Non-executive Directors was paid in respect of the period from
any service contract which is not determinable by the Company
1 December 2014 to 30 November 2015 and included the fees
for their services provided to the Board Committees. Ms. Swee-
Lian Teo was appointed as Independent Non-executive Director
or any of its subsidiaries within one year without payment
of compensation (other than statutory compensation).
and a member of the Risk Committee and the Nomination
KEY MANAGEMENT PERSONNEL
Committee with effect from 14 August 2015. Ms. Teo is entitled to
receive an annual Director’s fee of US$155,000 and an additional
annual fee of US$25,000 and US$10,000 for being a member of
The total remuneration cost charged to the consolidated income
statement for the Key Management Personnel during the year
ended 30 November 2015 is US$49,398,959. Details of
the Risk Committee and the Nomination Committee respectively.
remuneration during the year are included in note 40 to the
Her remuneration was paid in respect of the period from her
financial statements.
date of appointment to 30 November 2015 on a pro-rata basis.
Details of the change have been set out on pages 103-104 of
this Annual Report.
EMPLOYEE SHARE PURCHASE PLAN
Under the Employee Share Purchase Plan (ESPP), in year 2015
the employees of the Company and its subsidiaries participated in
All remuneration of the Non-executive Director and Independent
the plan to purchase shares and received a matching offer
Non-executive Directors was on a flat annual fee basis, with no
of shares from the Company. The objectives of the ESPP are to
variable component linked to either corporate or individual
performance and therefore with no financial incentive to promote
the assumption by the Group of inappropriate levels of risk.
Details of the Non-executive Directors’ remuneration cost
incurred by the Company during the year ended 30 November 2015
facilitate and motivate share ownership by employees and to align
their interests with those of the Company’s shareholders.
Currently the ESPP is designed such that participants are eligible
to contribute up to 5 per cent of their basic salary or the plan
maximum limit of US$15,000 per annum approved by the
are included in note 40 to the financial statements.
Remuneration Committee, whichever is lower, to purchase shares.
During the year the Remuneration Committee reviewed the
Non-executive Directors’ remuneration structure. The revised
structure as shown in the table below has been subsequently
For every two shares purchased by a participant, the Company will
match with one additional share.
PERFORMANCE MEASURES AND VESTING
approved by the Board and is effective from 1 December 2015.
The ESPP has no performance conditions and vesting occurs after
US$
Board
Audit Committee
Nomination Committee
Remuneration Committee
Risk Committee
Annual Fees
Chairman
485,000
55,000
25,000
45,000
45,000
Member
160,000
40,000
15,000
30,000
30,000
three years, at which time participants receive ownership over
the matching shares. For employees that leave prior to the end
of the vesting period, matching shares will be forfeited,
except for certain special circumstances, in which case vesting
may be permitted.
ANNUAL REPORT 2015 | 115
CORPORATE GOVERNANCEOVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATIONREMUNERATION REPORT FINANCIAL STATEMENTS
CONTENTS
Independent Auditor’s Report ........................ 117
21. Derivative financial instruments
Consolidated Income Statement .................... 119
Consolidated Statement of
Comprehensive Income .................................. 120
Consolidated Statement of
Financial Position ........................................... 121
22. Fair value measurement
23. Other assets
24. Impairment of financial assets
25. Cash and cash equivalents
26. Insurance contract liabilities
27. Investment contract liabilities
28. Effect of changes in assumptions
Consolidated Statement of
Changes in Equity ........................................... 123
and estimates
29. Borrowings
Consolidated Statement of Cash Flows ......... 125
Notes to the Consolidated
Financial Statements
and Significant Accounting Policies ............... 127
1. Corporate information
2. Significant accounting policies
3. Critical accounting estimates
and judgements
4. Exchange rates
5. Operating profit after tax
6. Total weighted premium income
and annualised new premiums
7. Segment information
8. Revenue
9. Expenses
10. Income tax
11. Earnings per share
12. Dividends
13. Intangible assets
30. Obligations under securities lending
and repurchase agreements
31. Offsetting of financial assets
and financial liabilities
32. Provisions
33. Other liabilities
34. Share capital and reserves
35. Non-controlling interests
36. Group capital structure
37. Risk management
38. Employee benefits
39. Share-based compensation
40. Remuneration of directors
and key management personnel
41. Related party transactions
42. Commitments and contingencies
43. Subsidiaries
44. Change in group composition
45. Events after the reporting period
46. Statement of financial position
14. Investments in associates and joint venture
of the Company
15. Property, plant and equipment
47. Statement of changes in equity
16. Investment property
of the Company
17. Fair value of investment property
48. Effect of adoption of revised
and property held for own use
accounting policies
18. Reinsurance assets
49. Operating profit based upon
19. Deferred acquisition and origination costs
long-term investment returns
20. Financial investments
Supplementary Embedded
Value Information ........................................... 245
116
| AIA GROUP LIMITED
TO THE SHAREHOLDERS OF AIA GROUP LIMITED
(incorporated in Hong Kong with limited liability)
We have audited the consolidated financial statements of AIA Group Limited (the “Company”) and
its subsidiaries set out on pages 119 to 244, which comprise the consolidated statement of financial
position as at 30 November 2015, and the consolidated income statement, the consolidated statement of
comprehensive income, the consolidated statement of changes in equity and the consolidated statement of
cash flows for the year then ended, and a summary of significant accounting policies and other explanatory
information.
Directors’ responsibility for the consolidated financial statements
The directors of the Company are responsible for the preparation of consolidated financial statements that
give a true and fair view in accordance with Hong Kong Financial Reporting Standards issued by the Hong
Kong Institute of Certified Public Accountants (HKICPA), and with the International Financial Reporting
Standards issued by the International Accounting Standards Board (IASB) and the Hong Kong Companies
Ordinance, and for such internal control as the directors determine is necessary to enable the preparation
of consolidated financial statements that are free from material misstatement, whether due to fraud or
error.
Auditor’s responsibility
Our responsibility is to express an opinion on these consolidated financial statements based on our
audit and to report our opinion solely to you, as a body, in accordance with section 405 of the Hong Kong
Companies Ordinance and for no other purpose. We do not assume responsibility towards or accept liability
to any other person for the contents of this report.
We conducted our audit in accordance with Hong Kong Standards on Auditing issued by the HKICPA.
Those standards require that we comply with ethical requirements and plan and perform the audit to
obtain reasonable assurance about whether the consolidated financial statements are free from material
misstatement.
ANNUAL REPORT 2015 | 117
FINANCIAL STATEMENTSINDEPENDENT AUDITOR’S REPORTOVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATION Auditor’s responsibility (continued)
An audit involves performing procedures to obtain audit evidence about the amounts and disclosures
in the consolidated financial statements. The procedures selected depend on the auditor’s judgement,
including the assessment of the risks of material misstatement of the consolidated financial statements,
whether due to fraud or error. In making those risk assessments, the auditor considers internal control
relevant to the entity’s preparation of consolidated financial statements that give a true and fair view in
order to design audit procedures that are appropriate in the circumstances, but not for the purpose of
expressing an opinion on the effectiveness of the entity’s internal control. An audit also includes evaluating
the appropriateness of accounting policies used and the reasonableness of accounting estimates made
by the directors, as well as evaluating the overall presentation of the consolidated financial statements.
We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our
audit opinion.
Opinion
In our opinion, the consolidated financial statements give a true and fair view of the financial position of
the Company and its subsidiaries as at 30 November 2015 and of their financial performance and cash
flows for the year then ended in accordance with both Hong Kong Financial Reporting Standards and with
International Financial Reporting Standards and have been properly prepared in compliance with the Hong
Kong Companies Ordinance.
PricewaterhouseCoopers
Certified Public Accountants
Hong Kong
25 February 2016
118
| AIA GROUP LIMITED
FINANCIAL STATEMENTSINDEPENDENT AUDITOR’S REPORT US$m
REVENUE
Premiums and fee income
Premiums ceded to reinsurers
Net premiums and fee income
Investment return
Other operating revenue
Total revenue
EXPENSES
Insurance and investment contract benefits
Insurance and investment contract benefits ceded
Net insurance and investment contract benefits
Commission and other acquisition expenses
Operating expenses
Finance costs
Other expenses
Total expenses
Profit before share of profit from associates and
joint venture
Share of profit from associates and joint venture
Profit before tax
Income tax expense attributable to policyholders’ returns
Profit before tax attributable to shareholders’ profits
Tax expense
Tax attributable to policyholders’ returns
Tax expense attributable to shareholders’ profits
Net profit
Net profit attributable to:
Shareholders of AIA Group Limited
Non-controlling interests
EARNINGS PER SHARE (US$)
Basic
Diluted
Year ended
30 November
2015
Year ended
30 November
2014
Notes
8
8
19,781
(1,165)
18,616
4,462
196
23,274
16,134
(942)
15,192
2,468
1,658
152
454
18,225
(1,173)
17,052
8,204
177
25,433
17,828
(1,024)
16,804
2,139
1,636
103
420
9
19,924
21,102
3,350
–
3,350
(33)
3,317
(636)
33
(603)
2,714
2,691
23
0.22
0.22
4,331
14
4,345
(125)
4,220
(877)
125
(752)
3,468
3,450
18
0.29
0.29
10
11
11
ANNUAL REPORT 2015 | 119
FINANCIAL STATEMENTSCONSOLIDATED INCOME STATEMENTOVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATION
US$m
Net profit
OTHER COMPREHENSIVE INCOME
Items that may be reclassified subsequently to profit or loss:
Fair value (losses)/gains on available for sale financial assets
(net of tax of: 2015: US$(48)m; 2014: US$(694)m)
Fair value gains on available for sale financial assets transferred to income on disposal
(net of tax of: 2015: US$2m; 2014: US$3m)
Foreign currency translation adjustments
Cash flow hedges
Share of other comprehensive income from associates and joint venture
Subtotal
Items that will not be reclassified subsequently to profit or loss:
Effect of remeasurement of net liability of defined benefit schemes
(net of tax of: 2015: US$5m; 2014: US$(1)m)
Subtotal
Total other comprehensive (expense)/income
Total comprehensive (expense)/income
Total comprehensive (expense)/income attributable to:
Shareholders of AIA Group Limited
Non-controlling interests
Year ended
30 November
2015
Year ended
30 November
2014
2,714
3,468
(1,639)
3,813
(42)
(1,607)
3
3
(29)
(433)
4
22
(3,282)
3,377
(5)
(5)
(3,287)
(573)
(581)
8
(10)
(10)
3,367
6,835
6,821
14
12 0
| AIA GROUP LIMITED
FINANCIAL STATEMENTSCONSOLIDATED STATEMENT OF COMPREHENSIVE INCOME
US$m
ASSETS
Intangible assets
Investments in associates and joint venture
Property, plant and equipment
Investment property
Reinsurance assets
Deferred acquisition and origination costs
Financial investments:
Loans and deposits
Available for sale
Debt securities
At fair value through profit or loss
Debt securities
Equity securities
Derivative financial instruments
Deferred tax assets
Current tax recoverable
Other assets
Cash and cash equivalents
Total assets
LIABILITIES
Insurance contract liabilities
Investment contract liabilities
Borrowings
Obligations under securities lending and repurchase agreements
Derivative financial instruments
Provisions
Deferred tax liabilities
Current tax liabilities
Other liabilities
Total liabilities
Notes
13
14
15
16, 17
18
19
20, 22
21
10
23
25
26
27
29
30
21
32
10
33
As at
30 November
2015
As at
30 November
2014
1,834
137
500
1,386
1,652
17,092
2,152
131
541
1,384
1,657
16,593
7,211
7,654
80,940
77,744
23,700
27,159
73
24,319
28,827
265
139,083
138,809
9
45
3,892
1,992
10
54
3,753
1,835
167,622
166,919
115,870
113,097
7,116
3,195
3,085
695
245
2,954
265
4,657
7,937
2,934
3,753
211
213
3,079
198
4,542
138,082
135,964
ANNUAL REPORT 2015 | 121
FINANCIAL STATEMENTSCONSOLIDATED STATEMENT OF FINANCIAL POSITIONOVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATION
US$m
EQUITY
Share capital
Employee share-based trusts
Other reserves
Retained earnings
Fair value reserve
Foreign currency translation reserve
Others
Amounts reflected in other comprehensive income
Total equity attributable to:
Shareholders of AIA Group Limited
Non-controlling interests
Total equity
Total liabilities and equity
Approved and authorised for issue by the Board of Directors on 25 February 2016.
As at
30 November
2015
As at
30 November
2014
Notes
34
34
34
34
34
35
13,971
(321)
(11,978)
24,708
4,414
(1,381)
(12)
3,021
29,401
139
29,540
167,622
13,962
(286)
(11,994)
22,831
6,076
227
(10)
6,293
30,806
149
30,955
166,919
Mark Edward Tucker
Director
Edmund Sze-Wing Tse
Director
12 2
| AIA GROUP LIMITED
FINANCIAL STATEMENTSCONSOLIDATED STATEMENT OF FINANCIAL POSITION
US$m
Note
Share
capital
Employee
share-
based
trusts
Other
reserves
Retained
earnings
Fair
value
reserve
Foreign
currency
translation
reserve
Non-
controlling
interests
Others
Total
equity
Other comprehensive income
Balance at 1 December 2014
13,962
(286)
(11,994)
22,831
6,076
227
(10)
149
30,955
Net profit
Fair value losses on available
for sale financial assets
Fair value gains on available
for sale financial assets
transferred to income on
disposal
Foreign currency translation
adjustments
Cash flow hedges
Share of other comprehensive
income/(expense) from
associates and joint venture
Effect of remeasurement of
net liability of defined
benefit schemes
Total comprehensive income/
(expense) for the year
Dividends
12
Shares issued under share
option scheme and agency
share purchase plan
Share-based compensation
Purchase of shares held by
employee share-based
trusts
Transfer of vested shares
from employee
share-based trusts
–
–
–
–
–
–
–
–
–
9
–
–
–
–
–
–
–
–
–
–
–
–
–
–
(98)
–
–
–
–
–
–
–
–
–
–
79
–
63
(63)
–
–
–
2,691
–
–
(1,632)
–
–
–
–
–
2,691
(814)
–
–
–
–
(42)
–
–
(1,599)
–
12
(9)
–
–
(1,662)
(1,608)
–
–
–
–
–
–
–
–
–
–
–
–
–
–
3
–
(5)
(2)
–
–
–
–
–
23
2,714
(7)
(1,639)
–
(8)
–
–
–
8
(18)
–
–
–
–
(42)
(1,607)
3
3
(5)
(573)
(832)
9
79
(98)
–
Balance at 30 November 2015
13,971
(321)
(11,978)
24,708
4,414
(1,381)
(12)
139
29,540
ANNUAL REPORT 2015 | 12 3
FINANCIAL STATEMENTSCONSOLIDATED STATEMENT OF CHANGES IN EQUITYOVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATION
US$m
Share
capital
and share
premium
Employee
share-
based
trusts
Note
Other
reserves
Retained
earnings
Fair
value
reserve
Foreign
currency
translation
reserve
Non-
controlling
interests
Others
Total
equity
Other comprehensive income
Balance at 1 December 2013
13,958
(274)
(11,995)
20,070
2,270
657
(4)
–
145
18
24,827
3,468
Net profit
Fair value gains/(losses) on
available for sale financial
assets
Fair value gains on available
for sale financial assets
transferred to income on
disposal
Foreign currency translation
adjustments
Cash flow hedges
Share of other comprehensive
income from associates
and joint venture
Effect of remeasurement of
net liability of defined
benefit schemes
Total comprehensive income/
(expense) for the year
Dividends
12
Shares issued under share
option scheme
Acquisition of non-controlling
interests
Share-based compensation
Purchase of shares held by
employee share-based
trusts
Transfer of vested shares
from employee
share-based trusts
Others
–
–
–
–
–
–
–
–
–
4
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
(91)
79
–
–
–
–
–
–
–
–
–
–
–
–
83
–
(79)
(3)
3,450
–
–
3,814
–
–
–
–
–
(29)
–
–
22
–
–
–
–
(430)
–
–
–
–
–
–
4
–
(10)
3,450
3,807
(430)
(6)
(689)
–
–
–
–
–
–
–
–
(1)
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
(1)
3,813
–
(3)
–
–
–
(29)
(433)
4
22
(10)
14
(11)
6,835
(700)
–
1
–
–
–
–
4
–
83
(91)
–
(3)
Balance at 30 November 2014
13,962
(286)
(11,994)
22,831
6,076
227
(10)
149
30,955
12 4
| AIA GROUP LIMITED
FINANCIAL STATEMENTSCONSOLIDATED STATEMENT OF CHANGES IN EQUITY
US$m
CASH FLOWS FROM OPERATING ACTIVITIES
Profit before tax
Adjustments for:
Financial investments
Insurance and investment contract liabilities
Obligations under securities lending and repurchase agreements
30
Other non-cash operating items, including investment income
Operating cash items:
Interest received
Dividends received
Interest paid
Tax paid
Net cash provided by operating activities
CASH FLOWS FROM INVESTING ACTIVITIES
Payments for intangible assets
Contribution to a joint venture
Loans to a joint venture
Payments for investment property and property, plant and equipment
Proceeds from sale of investment property and property, plant and equipment
Disposal of a subsidiary, net of cash disposed
Net cash used in investing activities
CASH FLOWS FROM FINANCING ACTIVITIES
Issuance of medium term notes
Interest paid on medium term notes
Proceeds from other borrowings
Repayment of other borrowings
Dividends paid during the year
Purchase of shares held by employee share-based trusts
Shares issued under share option scheme and agency share purchase plan
Net cash (used in)/provided by financing activities
Net increase/(decrease) in cash and cash equivalents
Cash and cash equivalents at beginning of the financial year
Effect of exchange rate changes on cash and cash equivalents
Cash and cash equivalents at end of the financial year
13
14
15, 16
29
29
29
Year ended
30 November
2015
Year ended
30 November
2014
Notes
3,350
4,345
(9,429)
8,343
(462)
(5,501)
4,944
614
(76)
(546)
1,237
(103)
(9)
–
(139)
–
21
(230)
745
(76)
3
(490)
(832)
(98)
9
(739)
268
1,631
(149)
1,750
(15,479)
10,430
1,892
(5,084)
4,678
535
(57)
(516)
744
(911)
–
(16)
(456)
35
–
(1,348)
990
(49)
347
(348)
(700)
(91)
4
153
(451)
2,140
(58)
1,631
ANNUAL REPORT 2015 | 12 5
FINANCIAL STATEMENTSCONSOLIDATED STATEMENT OF CASH FLOWSOVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATION
Cash and cash equivalents in the above consolidated statement of cash flows can be further analysed as follows:
Cash and cash equivalents in the consolidated statement of financial position
Bank overdrafts
CASH AND CASH EQUIVALENTS IN THE CONSOLIDATED STATEMENT OF
CASH FLOWS
Notes
25
Year ended
30 November
2015
Year ended
30 November
2014
1,992
(242)
1,750
1,835
(204)
1,631
12 6
| AIA GROUP LIMITED
FINANCIAL STATEMENTSCONSOLIDATED STATEMENT OF CASH FLOWS 1. CORPORATE INFORMATION
AIA Group Limited (the “Company”) was established as a company with limited liability incorporated in Hong Kong on 24 August 2009.
The address of its registered office is 35/F, AIA Central, No. 1 Connaught Road Central, Hong Kong.
AIA Group Limited is listed on the Main Board of The Stock Exchange of Hong Kong Limited under the stock code “1299” with American
Depositary Receipts (Level 1) being traded on the over-the-counter market (ticker symbol: “AAGIY”).
AIA Group Limited and its subsidiaries (collectively “AIA” or the “Group”) is a life insurance based financial services provider operating
in 18 markets throughout the Asia-Pacific region. The Group’s principal activity is the writing of life insurance business, providing life
insurance, accident and health insurance and savings plans throughout Asia, and distributing related investment and other financial
services products to its customers.
2. SIGNIFICANT ACCOUNTING POLICIES
2.1 Basis of preparation and statement of compliance
The consolidated financial statements have been prepared in accordance with all applicable Hong Kong Financial Reporting Standards
(HKFRS), International Financial Reporting Standards (IFRS) and the Hong Kong Companies Ordinance. IFRS is substantially consistent
with HKFRS and the accounting policy selections that the Group has made in preparing these consolidated financial statements are
such that the Group is able to comply with both HKFRS and IFRS. References to IFRS, International Accounting Standards (IAS) and
Interpretations developed by the IFRS Interpretations Committee (IFRS IC) in these consolidated financial statements should be read
as referring to the equivalent HKFRS, Hong Kong Accounting Standards (HKAS) and Hong Kong (IFRIC) Interpretations (HK(IFRIC) –
Int) as the case may be. Accordingly, there are not any differences of accounting practice between HKFRS and IFRS affecting these
consolidated financial statements.
The consolidated financial statements have been approved for issue by the Board of Directors on 25 February 2016.
The consolidated financial statements have been prepared using the historical cost convention, as modified by the revaluation of
available for sale financial assets, certain financial assets and liabilities designated at fair value through profit or loss and derivative
financial instruments, all of which are carried at fair value.
Items included in the consolidated financial statements of each of the Group’s entities are measured in the currency of the primary
economic environment in which that entity operates (the functional currency). The Company’s functional currency and the presentation
currency of the Company and the Group is the US dollar. The consolidated financial statements are presented in millions of US dollars
(US$m) unless otherwise stated.
The accounting policies adopted are consistent with those of the previous financial year, except as described below.
(a) The following relevant new interpretation, amendments to standards and implementation of new Hong Kong Companies Ordinance
(Cap. 622) are mandatory for the first time for the financial year beginning 1 December 2014 and do not have material impact to
the Group:
(cid:127)
IFRIC 21, Levies;
(cid:127) Amendment to IAS 24, Related Parties Disclosures, Key management personnel;
(cid:127) Amendments to IAS 32, Financial Instruments: Presentation on offsetting financial assets and financial liabilities;
(cid:127) Amendment to IAS 40, Investment Property, Clarifying the interrelationship between IFRS 3 and IAS 40 when classifying
property as investment property or owner-occupied property;
(cid:127) Amendment to IFRS 2, Share-based Payment, Definition of vesting condition;
(cid:127) Amendment to IFRS 3, Business Combinations, Accounting for contingent consideration in a business combination;
(cid:127) Amendments to IFRS 8, Operating Segments, Aggregation of operating segments and Reconciliation of the total of the
reportable segments’ assets to the entity’s assets; and
(cid:127) The annual report requirements of Part 9 ‘Accounts and Audit’ of the new Hong Kong Companies Ordinance (Cap. 622) come
into operation during the financial year beginning 1 December 2014, as a result, there are changes to presentation and
disclosures of certain information in the consolidated financial statements.
ANNUAL REPORT 2015 | 12 7
FINANCIAL STATEMENTSNOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS ANDSIGNIFICANT ACCOUNTING POLICIESOVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATION 2. SIGNIFICANT ACCOUNTING POLICIES (continued)
2.1 Basis of preparation and statement of compliance (continued)
(b) The following relevant new standards and amendments to standards have been issued but are not effective for the financial year
ended 30 November 2015 and have not been early adopted (the financial years for which the adoption is required for the Group
are stated in parentheses). The Group has assessed the full impact of these new standards on its financial position and results of
operations and they are not expected to have a material impact on the financial position or results of operations of the Group but
may require additional disclosures:
(cid:127) Amendments to IAS 1, Disclosure Initiative (2017);
(cid:127) Amendments to IAS 12, Recognition of Deferred Tax Assets for Unrealised Losses (2018);
(cid:127) Amendments to IAS 16 and IAS 38, Clarification of Acceptable Methods of Depreciation and Amortisation (2017);
(cid:127) Amendments to IAS 19, Employee Benefits, Discount rate: regional market issue (2017);
(cid:127) Amendments to IAS 27, Equity Method in Separate Financial Statements (2017);
(cid:127) Amendments to IAS 34, Interim Financial Reporting, Disclosure of information ‘elsewhere in the interim financial report’
(2017);
(cid:127) Amendments to IFRS 5, Non-current Assets Held for Sale and Discontinued Operations, Changes in methods of disposal
(2017);
(cid:127) Amendments to IFRS 7, Financial Instruments: Disclosure, Servicing contracts and applicability of the amendments to IFRS 7
to condensed interim financial statements (2017);
(cid:127) Amendments to IFRS 11, Acquisitions of Interests in Joint Operations (2017);
(cid:127)
IFRS 15, Revenue from Contracts with Customers (2019); and
(cid:127) Amendments to IAS 7, Disclosure Initiative (2018).
(c) The following relevant new standard and requirements have been issued but are not effective for the financial year ended 30
November 2015 and have not been early adopted:
(cid:127)
IFRS 9, Financial Instruments, addresses the classification, measurement and recognition of financial assets and financial
liabilities. IFRS 9 requires financial assets to be classified into two measurement categories: those measured as at fair value
and those measured at amortised cost. The determination is made at initial recognition. The classification depends on the
entity’s business model for managing its financial instruments and the contractual cash flow characteristics of the instrument.
In addition, a revised expected credit losses model will replace the incurred loss impairment model in IAS 39. For financial
liabilities, the standard retains most of the IAS 39 requirements. The main change is that, in cases where the fair value
option is taken for financial liabilities, part of the fair value change due to an entity’s own credit risk is recorded in other
comprehensive income rather than profit or loss, unless this creates an accounting mismatch. In addition, the new standard
revises the hedge accounting model to more closely align with the entity’s risk management strategies. The Group is yet to
fully assess the impact of the standard on its financial position and results of operations. The standard is mandatorily effective
for annual periods beginning on or after 1 January 2018.
The IASB has published an exposure draft on 9 December 2015 seeking public comment on two alternative measures to
address the different effective dates of IFRS 9 and the forthcoming insurance contracts standard. These measures include a
temporary option for companies predominantly issue insurance contracts to defer the effective date of IFRS 9 until the earlier
of the effective date of the forthcoming insurance contracts standard and the annual reporting periods beginning on or after
1 January 2021, as well as an approach that allows an entity to remove from profit or loss the effects of certain accounting
mismatches that may occur before the forthcoming insurance contracts standard is applied. The Group will monitor the
development of this matter and evaluate available alternatives in determining the adoption date of the relevant standard.
12 8
| AIA GROUP LIMITED
FINANCIAL STATEMENTSNOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS AND SIGNIFICANT ACCOUNTING POLICIES 2. SIGNIFICANT ACCOUNTING POLICIES (continued)
2.1 Basis of preparation and statement of compliance (continued)
(c) The following relevant new standard and requirements have been issued but are not effective for the financial year ended 30
November 2015 and have not been early adopted: (continued)
(cid:127)
IFRS 16, Leases, sets out the principles for the recognition, measurement, presentation and disclosure of leases. The standard
introduces a single lessee accounting model and requires a lessee to recognise assets and liabilities for all leases with a
term of more than 12 months, unless the underlying asset is of low value. A lessee is required to recognise a right-of-use
asset representing its right to use the underlying leased asset and a lease liability representing its obligation to make lease
payments. IFRS 16 substantially carries forward the lessor accounting requirements in IAS 17. Accordingly, a lessor continues
to classify its leases as operating leases or finance leases, and to account for those two types of leases differently. The Group
is yet to assess the full impact of the standard on its financial position and results of operations. The standard is mandatorily
effective for annual periods beginning on or after 1 January 2019.
In addition, for the periods beginning 1 December 2015, the Group revised certain accounting policies and basis of presentation
and assessed the impact to the consolidated financial statements (see note 48 and note 49). The Group will report its results
including these policies for the first time for the six months ending 31 May 2016.
The significant accounting policies adopted in the preparation of the Group’s consolidated financial statements are set out below.
These policies have been applied consistently in all periods presented.
2.2 Operating profit
The long-term nature of much of the Group’s operations means that, for management’s decision-making and internal performance
management purposes, the Group evaluates its results and its operating segments using a financial performance measure referred
to as “operating profit”. The Group defines operating profit before and after tax respectively as profit excluding the following non-
operating items:
(cid:127)
investment experience (which consists of realised gains and losses, foreign exchange gains and losses, impairments and
unrealised gains and losses on investments held at fair value through profit or loss);
(cid:127)
investment income related to unit-linked contracts (consisting of dividends, interest income and rental income);
(cid:127)
investment management expenses related to unit-linked contracts;
(cid:127) corresponding changes in insurance and investment contract liabilities in respect of unit-linked contracts and participating funds
(see note 2.4) and changes in third-party interests in consolidated investment funds;
(cid:127) policyholders’ share of tax relating to changes in insurance and investment contract liabilities; and
(cid:127) other significant items that management considers to be non-operating income and expenses.
Whilst these excluded non-operating items are significant components of the Group’s profit, the Group considers that the presentation
of operating profit enhances the understanding and comparability of its performance and that of its operating segments. The Group
considers that trends can be more clearly identified without the fluctuating effects of these non-operating items, many of which are
largely dependent on market factors.
Operating profit is provided as additional information to assist in the comparison of business trends in different reporting periods on
a consistent basis and enhance overall understanding of financial performance.
ANNUAL REPORT 2015 | 12 9
OVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATION 2. SIGNIFICANT ACCOUNTING POLICIES (continued)
2.3 Basis of consolidation
Subsidiaries
Subsidiaries are all entities (including structured entities) over which the Group has control. A structured entity is an entity that
has been designed so that voting or similar rights are not the dominant factor in deciding who controls the entity, such as when any
voting rights relate to administrative tasks only, and the relevant activities are directed by means of contractual arrangements. The
Group has determined that the investment funds and structured securities, such as collateralised debt obligations, mortgage-backed
securities and other asset-backed securities that the Group has interest are structured entities.
The Group controls an entity when the Group is exposed to, or has rights to, variable returns from its involvement with the entity and
has the ability to affect those returns through its power over the entity. Subsidiaries are consolidated from the date on which control is
transferred to the Group and are excluded from consolidation from the date at which the Group no longer has control. Intercompany
transactions are eliminated.
The Group utilises the acquisition method of accounting to account for the acquisition of subsidiaries, unless the acquisition forms part
of the Group reorganisation of entities under common control. Under this method, the cost of an acquisition is measured as the fair
value of consideration payable, shares issued or liabilities assumed at the date of acquisition. The excess of the cost of acquisition over
the fair value of the net assets of the subsidiary acquired is recorded as goodwill (see 2.10 below). The Group recognises, separately
from goodwill, the identifiable assets acquired, the liabilities assumed and any non-controlling interest in the subsidiary. Any surplus
of the acquirer’s interest in the subsidiary’s net assets over the cost of acquisition is credited to the consolidated income statement.
The consolidated financial statements of the Group include the assets, liabilities and results of the Company and subsidiaries in which
AIA Group Limited has a controlling interest, using accounts drawn up to the reporting date.
Investment funds
Investment funds in which the Group has interests and power to direct their relevant activities that affect the return of the funds are
consolidated in the financial statements. In conducting the assessment, the Group considers substantive contractual rights as well
as de facto control. De facto control of an entity may arise from circumstances where the Group does not have more than 50% of the
voting power but it has the practical ability to direct the relevant activities of the entity. If the Group has power to remove or control
over the party having the ability to direct the relevant activities of the fund based on the facts and circumstances and that the Group
has exposure to variable returns of the investment funds, they are consolidated. Variable returns include both rights to the profits or
distributions as well as the obligation to absorb losses of the investees.
Employee share-based trusts
Trusts are set up to acquire shares of the Company for distribution to participants in future periods through the share-based
compensation schemes. The consolidation of these trusts is evaluated in accordance with IFRS 10; where the Group is deemed to
control the trusts, they are consolidated. Shares acquired by the trusts to the extent not provided to the participants upon vesting are
carried at cost and reported as “employee share-based trusts” in the consolidated statement of financial position, and as a deduction
from the equity in the consolidated statement of changes in equity.
Non-controlling interests
Non-controlling interests are presented within equity except when they arise through the minority’s interest in puttable liabilities such
as the unit holders’ interest in consolidated investment funds, when they are recognised as a liability, reflecting the net assets of the
consolidated entity.
Acquisitions and disposals of non-controlling interests, except when they arise through the minority’s interest in puttable liabilities,
are treated as transactions between equity holders. As a result, any difference between the acquisition cost or sale price of the non-
controlling interest and the carrying value of the non-controlling interest is recognised as an increase or decrease in equity.
13 0
| AIA GROUP LIMITED
FINANCIAL STATEMENTSNOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS AND SIGNIFICANT ACCOUNTING POLICIES 2. SIGNIFICANT ACCOUNTING POLICIES (continued)
2.3 Basis of consolidation (continued)
Associates and joint ventures
Associates are entities over which the Group has significant influence, but which it does not control. Generally, it is presumed that the
Group has significant influence if it has between 20 per cent and 50 per cent of voting rights. Joint ventures are entities whereby the
Group and other parties undertake an economic activity which is subject to joint control arising from a contractual agreement.
Gains on transactions between the Group and its associates and joint ventures are eliminated to the extent of the Group’s interest in
the associates and joint ventures. Losses are also eliminated, unless the transaction provides evidence of an impairment of an asset
transferred between entities.
Investments in associates and joint ventures are accounted for using the equity method of accounting. Under this method, the cost
of the investment in an associate or joint venture, together with the Group’s share of that entity’s post-acquisition changes to equity,
is included as an asset in the consolidated statement of financial position. Cost includes goodwill arising on acquisition. The Group’s
share of post-acquisition profits or losses is recognised in the consolidated income statement and its share of post-acquisition
movement in equity is recognised in other comprehensive income. Equity accounting is discontinued when the Group no longer has
significant influence over the investment. If the Group’s share of losses in an associate or joint venture equals or exceeds its interest
in the undertaking, additional losses are provided for, and a liability recognised, only to the extent that the Group has incurred legal
or constructive obligations or made payments on behalf of the associate or joint venture. The Group also accounts for investments in
joint ventures that are subject to joint control using the equity method of accounting.
The Company’s investments
In the Company’s statement of financial position, subsidiaries, associates and joint ventures are stated at cost, unless impaired. The
Company’s interests in investment funds such as mutual funds and unit trusts are designated at fair value through profit or loss.
2.4 Insurance and investment contracts
Consistent accounting policies for the measurement and recognition of insurance and investment contracts have been adopted
throughout the Group to substantially all of its business.
In a limited number of cases, the Group measures insurance contract liabilities with reference to statutory requirements in the
applicable jurisdiction, without deferral of acquisition costs.
Product classification
The Group classified its contracts written as either insurance contracts or investment contracts, depending on the level of insurance
risk. Insurance contracts are those contracts that transfer significant insurance risk, while investment contracts are those contracts
without significant insurance risk. Some insurance and investment contracts, referred to as participating business, have discretionary
participation features, “DPF”, which may entitle the customer to receive, as a supplement to guaranteed benefits, additional non-
guaranteed benefits, such as policyholder dividends or bonuses. The Group applies the same accounting policies for the recognition
and measurement of obligations arising from investment contracts with DPF as it does for insurance contracts.
In the event that a scenario (other than those lacking commercial substance) exists in which an insured event would require the Group
to pay significant additional benefits to its customers, the contract is accounted for as an insurance contract. For investment contracts
that do not contain DPF, IAS 39, Financial Instruments: Measurement and Recognition, and, if the contract includes an investment
management element, IAS 18, Revenue Recognition, are applied. IFRS 4 permits the continued use of previously applied accounting
policies for insurance contracts and investment contracts with DPF, and this basis has been adopted by the Group in accounting for
such contracts. Once a contract has been classified as an insurance or investment contract, reclassification is not subsequently
performed unless the terms of the agreement are later amended.
ANNUAL REPORT 2015 | 131
OVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATION 2. SIGNIFICANT ACCOUNTING POLICIES (continued)
2.4 Insurance and investment contracts (continued)
Product classification (continued)
Certain contracts with DPF supplement the amount of guaranteed benefits due to policyholders. These contracts are distinct from
other insurance and investment contracts as the Group has discretion in the amount and/or timing of the benefits declared, and how
such benefits are allocated between groups of policyholders. Customers may be entitled to receive, as a supplement to guaranteed
benefits, additional benefits or bonuses:
(cid:127)
that are likely to be a significant portion of the total contractual benefits;
(cid:127) whose amount or timing is contractually at the discretion of the Group; and
(cid:127)
that are contractually based on:
–
the performance of a specified pool of contracts or a specified type of contract;
– realised and/or unrealised investment returns on a specified pool of assets held by the issuer; or
–
the profit or loss of the Company, fund or other entity that issues the contract.
The Group applies the same accounting policies for the recognition and measurement of obligations and the deferral of acquisition
costs arising from investment contracts with DPF as it does to insurance contracts. The Group refers to such contracts as participating
business. In some jurisdictions participating business is written in a participating fund which is distinct from the other assets of the
Company or branch. The allocation of benefits from the assets held in such participating funds is subject to minimum policyholder
participation mechanisms which are established by regulation. The extent of such policy participation may change over time. The
current policyholder participation in declared dividends for locations with participating funds is set out below:
Country
Singapore
Malaysia
China
Australia
Brunei
Current policyholder participation
90%
90%
70%
80%
80%
In some jurisdictions participating business is not written in a distinct fund and the Group refers to this as other participating business.
13 2
| AIA GROUP LIMITED
FINANCIAL STATEMENTSNOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS AND SIGNIFICANT ACCOUNTING POLICIES 2. SIGNIFICANT ACCOUNTING POLICIES (continued)
2.4 Insurance and investment contracts (continued)
Product classification (continued)
The Group’s products may be divided into the following main categories:
Basis of accounting for:
Policy type
Description of benefits payable
Insurance contract liabilities
Traditional participating
life assurance with DPF
Participating funds
Other participating
business
Non-participating life
assurance, annuities and
other protection products
Universal life
Unit-linked
Participating products combine
protection with a savings
element. The basic sum assured,
payable on death or maturity,
may be enhanced by dividends or
bonuses, the aggregate amount
of which is determined by the
performance of a distinct fund of
assets and liabilities
The timing of dividend and bonus
declarations is at the discretion
of the insurer. Local regulations
generally prescribe a minimum
proportion of policyholder
participation in declared
dividends
Participating products combine
protection with a savings
element. The basic sum assured,
payable on death or maturity,
may be enhanced by dividends or
bonuses, the timing or amount of
which are at the discretion of the
insurer taking into account
factors such as investment
experience
Benefits payable are not at the
discretion of the insurer
Benefits are based on an account
balance, credited with interest at
a rate set by the insurer, and a
death benefit, which may be
varied by the customer
These may be primarily savings
products or may combine
savings with an element of
protection
Investment contract
liabilities
Not applicable, as
IFRS 4 permits
contracts with DPF to
be accounted for as
insurance contracts
Insurance contract liabilities
make provision for the present
value of guaranteed benefits less
estimated future net premiums
to be collected from
policyholders. In addition, an
insurance liability is recorded for
the proportion of the net assets
of the participating funds that
would be allocated to
policyholders, assuming all
performance would be declared
as a dividend based upon local
regulations
Insurance contract liabilities
make provision for the present
value of guaranteed benefits and
non-guaranteed participation
less estimated future net
premiums to be collected from
policyholders
Not applicable, as
IFRS 4 permits
contracts with DPF to
be accounted for as
insurance contracts
Insurance contract liabilities
reflect the present value of
future policy benefits to be paid
less the present value of
estimated future net premiums
to be collected from
policyholders. In addition,
deferred profit liabilities for
limited payment contracts are
recognised
Insurance contract liabilities
reflect the accumulation value,
representing premiums received
and investment return credited,
less deductions for front-end
loads, mortality and morbidity
costs and expense charges. In
addition, liabilities for unearned
revenue and additional insurance
benefits are recorded
Insurance contract liabilities
reflect the accumulation value,
representing premiums received
and investment return credited,
less deductions for front-end
loads, mortality and morbidity
costs and expense charges. In
addition, liabilities for unearned
revenue and additional insurance
benefits are recorded
Investment contract
liabilities are
measured at
amortised cost
Not applicable as
such contracts
generally contain
significant insurance
risk
Investment contract
liabilities are
measured at fair
value (determined
with reference to the
accumulation value)
In the notes to the financial statements, unit-linked contracts are presented together with pension contracts for disclosure purposes.
ANNUAL REPORT 2015 | 13 3
OVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATION 2. SIGNIFICANT ACCOUNTING POLICIES (continued)
2.4 Insurance and investment contracts (continued)
Product classification (continued)
The basis of accounting for insurance and investment contracts is discussed in notes 2.4.1 and 2.4.2 below.
2.4.1 Insurance contracts and investment contracts with DPF
Premiums
Premiums from life insurance contracts, including participating policies and annuity policies with life contingencies, are recognised
as revenue when due from the policyholder. Benefits and expenses are provided in respect of such revenue so as to recognise profits
over the estimated life of the policies. For limited pay contracts, premiums are recognised in profit or loss when due, with any excess
profit deferred and recognised in income in a constant relationship to the insurance in-force or, for annuities, the amount of expected
benefit payments.
Amounts collected as premiums from insurance contracts with investment features but with sufficient insurance risk to be considered
insurance contracts, such as universal life, and certain unit-linked contracts, are accumulated as deposits. Revenue from these
contracts consists of policy fees for the cost of insurance, administration, and surrenders during the period.
Upfront fees are recognised over the estimated life of the contracts to which they relate. Policy benefits and claims that are charged
to expenses include benefit claims incurred in the period in excess of related policyholder contract deposits and interest credited to
policyholder deposits.
Unearned revenue liability
Unearned revenue liability arising from insurance contracts representing upfront fees and other non-level charges is deferred and
released to the consolidated income statement over the estimated life of the business.
Deferred acquisition costs
The costs of acquiring new insurance contracts, including commissions and distribution costs, underwriting and other policy issue
expenses which vary with and are primarily related to the production of new business or renewal of existing business, are deferred as
an asset. Deferred acquisition costs are assessed for recoverability in the year of policy issue to ensure that these costs are recoverable
out of the estimated future margins to be earned on the policy. Deferred acquisition costs are assessed for recoverability at least
annually thereafter. Future investment income is also taken into account in assessing recoverability. To the extent that acquisition
costs are not considered to be recoverable at inception or thereafter, these costs are expensed in the consolidated income statement.
Deferred acquisition costs for life insurance and annuity policies are amortised over the expected life of the contracts as a constant
percentage of expected premiums. Expected premiums are estimated at the date of policy issue and are consistently applied
throughout the life of the contract unless a deficiency occurs when performing liability adequacy testing (see below).
Deferred acquisition costs for universal life and unit-linked contracts are amortised over the expected life of the contracts based
on a constant percentage of the present value of estimated gross profits expected to be realised over the life of the contract or on a
straight-line basis. Estimated gross profits include expected amounts to be assessed for mortality, administration, investment and
surrenders, less benefit claims in excess of policyholder balances, administrative expenses and interest credited. Estimated gross
profits are revised regularly. The interest rate used to compute the present value of revised estimates of expected gross profits is
the latest revised rate applied to the remaining benefit period. Deviations of actual results from estimated experience are reflected
in earnings.
Deferred sales inducements
Deferred sales inducements, consisting of day one bonuses, persistency bonuses and enhanced crediting rates are deferred and
amortised using the same methodology and assumptions used to amortise acquisition costs when:
(cid:127)
the sales inducements are recognised as part of insurance contract liabilities;
(cid:127)
they are explicitly identified in the contract on inception;
(cid:127)
they are incremental to amounts credited on similar contracts without sales inducements; and
(cid:127)
they are higher than the expected ongoing crediting rates for periods after the inducement.
13 4
| AIA GROUP LIMITED
FINANCIAL STATEMENTSNOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS AND SIGNIFICANT ACCOUNTING POLICIES 2. SIGNIFICANT ACCOUNTING POLICIES (continued)
2.4 Insurance and investment contracts (continued)
2.4.1 Insurance contracts and investment contracts with DPF (continued)
Unbundling
The deposit component of an insurance contract is unbundled when both of the following conditions are met:
(cid:127)
the deposit component (including any embedded surrender option) can be measured separately (i.e. without taking into account
the insurance component); and
(cid:127)
the Group’s accounting policies do not otherwise require the recognition of all obligations and rights arising from the deposit
component.
Bifurcation
To the extent that certain of the Group’s insurance contracts include embedded derivatives that are not clearly and closely related to
the host contract, these are bifurcated from the insurance contracts and accounted for as derivatives.
Benefits and claims
Insurance contract benefits reflect the cost of all maturities, surrenders, withdrawals and claims arising during the year, as well as
policyholder dividends accrued in anticipation of dividend declarations.
Accident and health claims incurred include all losses occurring during the year, whether reported or not, related handling costs, a
reduction for recoveries, and any adjustments to claims outstanding from previous years.
Claims handling costs include internal and external costs incurred in connection with the negotiation and settlement of claims, and
are included in operating expenses.
Insurance contract liabilities (including liabilities in respect of investment contracts with DPF)
Insurance contract liabilities represent the estimated future policyholder benefit liability for life insurance policies.
Future policy benefits for life insurance policies are calculated using a net level premium valuation method which represents the
present value of estimated future policy benefits to be paid, less the present value of estimated future net premiums to be collected
from policyholders.
For contracts with an explicit account balance, such as universal life and unit-linked contracts, insurance contract liabilities are equal
to the accumulation value, which represents premiums received and investment returns credited to the policy less deductions for
mortality and morbidity costs and expense charges.
Settlement options are accounted for as an integral component of the underlying insurance or investment contract unless they provide
annuitisation benefits, in which case an additional liability is established to the extent that the present value of expected annuitisation
payments at the expected annuitisation date exceeds the expected account balance at that date. Where settlement options have
been issued with guaranteed rates less than market interest rates, the insurance or investment contract liability does not reflect any
provision for subsequent declines in market interest rates unless a deficiency is identified through liability adequacy testing.
The Group accounts for participating policies within participating funds by establishing a liability for the present value of guaranteed
benefits less estimated future net premiums to be collected from policyholders. In addition, an insurance liability is recorded for the
proportion of the net assets of the participating funds that would be allocated to policyholders assuming all performance were to be
declared as a dividend based upon local regulations. The Group accounts for other participating business by establishing a liability for
the present value of guaranteed benefits and non-guaranteed participation, less estimated future net premiums to be collected from
policyholders.
ANNUAL REPORT 2015 | 13 5
OVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATION 2. SIGNIFICANT ACCOUNTING POLICIES (continued)
2.4 Insurance and investment contracts (continued)
2.4.1 Insurance contracts and investment contracts with DPF (continued)
Liability adequacy testing
The adequacy of liabilities is assessed by portfolio of contracts, in accordance with the Group’s manner of acquiring, servicing and
measuring the profitability of its insurance contracts. Liability adequacy testing is performed for each geographical market.
For traditional life insurance contracts, insurance contract liabilities reduced by deferred acquisition costs and value of business
acquired on acquired insurance contracts, are compared to the gross premium valuation calculated on a best estimate basis, as of the
valuation date. If there is a deficiency, the unamortised balance of deferred acquisition cost and value of business acquired on acquired
insurance contracts are written down to the extent of the deficiency. If, after writing down the unamortised balance for the specific
portfolio of contracts to nil, a deficiency still exists, the net liability is increased by the amount of the remaining deficiency.
For universal life and investment contracts, deferred acquisition costs, net of unearned revenue liabilities, are compared to estimated
gross profits. If a deficiency exists, deferred acquisition costs are written down.
Financial guarantees
Financial guarantees are regarded as insurance contracts. Liabilities in respect of such contracts are recognised as loss is incurred
by a holder.
2.4.2 Investment contracts
Investment contracts do not contain sufficient insurance risk to be considered insurance contracts and are accounted for as a financial
liability, other than investment contracts with DPF which are excluded from the scope of IAS 39 and are accounted for as insurance
contracts.
Revenue from these contracts consists of various charges (policy fees, handling fees, management fees and surrender charges)
made against the contract for the cost of insurance, expenses and early surrender. First year charges are amortised over the life of
the contract as the services are provided.
Investment contract fee revenue
Customers are charged fees for policy administration, investment management, surrenders or other contract services. The fees
may be fixed amounts or vary with the amounts being managed, and will generally be charged as an adjustment to the policyholder’s
account balance. The fees are recognised as revenue in the period in which they are received unless they relate to services to be
provided in future periods, in which case they are deferred and recognised as the service is provided.
Origination and other “upfront” fees (fees that are assessed against the account balance as consideration for origination of the
contract) are charged on some non-participating investment and pension contracts. Where the investment contract is recorded at
amortised cost, these fees are amortised and recognised over the expected term of the policy as an adjustment to the effective yield.
Where the investment contract is measured at fair value, the front-end fees that relate to the provision of investment management
services are amortised and recognised as the services are provided.
Deferred origination costs
The costs of acquiring investment contracts with investment management services, including commissions and other incremental
expenses directly related to the issue of each new contract, are deferred and amortised over the period that services are provided.
Deferred origination costs are tested for recoverability at each reporting date.
The costs of acquiring new investment contracts without investment management services are included as part of the effective interest
rate used to calculate the amortised cost of the related investment contract liabilities.
13 6
| AIA GROUP LIMITED
FINANCIAL STATEMENTSNOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS AND SIGNIFICANT ACCOUNTING POLICIES 2. SIGNIFICANT ACCOUNTING POLICIES (continued)
2.4 Insurance and investment contracts (continued)
2.4.2 Investment contracts (continued)
Investment contract liabilities
Deposits received in respect of investment contracts are not accounted for through the consolidated income statement, except for
the investment income and fees attributable to those contracts, but are accounted for directly through the consolidated statement of
financial position as an adjustment to the investment contract liability, which reflects the account balance.
The majority of the Group’s contracts classified as investment contracts are unit-linked contracts, with measurement directly linked
to the underlying investment assets. These represent investment portfolios maintained to meet specific investment objectives
of policyholders who generally bear the credit and market risks on those investments. The liabilities are carried at fair value
determined with reference to the accumulation value (current unit value) with changes recognised in profit or loss. The costs of policy
administration, investment management, surrender charges and certain policyholder taxes assessed against customers’ account
balances are included in revenue, and accounted for as described under “Investment contract fee revenue” above.
Non unit-linked investment contract liabilities are carried at amortised cost, being the fair value of consideration received at the
date of initial recognition, less the net effect of principal payments such as transaction costs and front-end fees, plus or minus the
cumulative amortisation using the effective interest method of any difference between that initial amount and the maturity value, and
less any write-down for surrender payments. The effective interest rate equates the discounted cash payments to the initial amount.
At each reporting date, the unearned revenue liability is determined as the value of the future best estimate cash flows discounted
at the effective interest rate. Any adjustment is immediately recognised as income or expense in the consolidated income statement.
The amortised cost of the financial liability is never recorded at less than the amount payable on surrender, discounted for the time
value of money where applicable, if the investment contract is subject to a surrender option.
2.4.3 Insurance and investment contracts
Reinsurance
The Group cedes reinsurance in the normal course of business, with retentions varying by line of business. The cost of reinsurance
is accounted for over the life of the underlying reinsured policies, using assumptions consistent with those used to account for such
policies.
Premiums ceded and claims reimbursed are presented on a gross basis in the consolidated income statement and statement of
financial position.
Reinsurance assets consist of amounts receivable in respect of ceded insurance liabilities. Amounts recoverable from reinsurers are
estimated in a manner consistent with the reinsured insurance or investment contract liabilities or benefits paid and in accordance
with the relevant reinsurance contract.
To the extent that reinsurance contracts principally transfer financial risk (as opposed to insurance risk) they are accounted for
directly through the consolidated statement of financial position and are not included in reinsurance assets or liabilities. A deposit
asset or liability is recognised, based on the consideration paid or received less any explicitly identified premiums or fees to be
retained by the reinsured.
If a reinsurance asset is impaired, the Group reduces the carrying amount accordingly and recognises that impairment loss in the
consolidated income statement. A reinsurance asset is impaired if there is objective evidence, as a result of an event that occurred
after initial recognition of the reinsurance asset, that the Group may not receive all amounts due to it under the terms of the contract,
and the impact on the amounts that the Group will receive from the reinsurer can be reliably measured.
Value of business acquired (VOBA)
The VOBA in respect of a portfolio of long-term insurance and investment contracts, either directly or through the purchase of a
subsidiary, is recognised as an asset. If this results from the acquisition of an investment in a joint venture or an associate, the VOBA
is held within the carrying amount of that investment. In all cases, the VOBA is amortised over the estimated life of the contracts in
the acquired portfolio on a systematic basis. The rate of amortisation reflects the profile of the value of in-force business acquired.
The carrying value of VOBA is reviewed annually for impairment and any reduction is charged to the consolidated income statement.
ANNUAL REPORT 2015 | 13 7
OVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATION 2. SIGNIFICANT ACCOUNTING POLICIES (continued)
2.4 Insurance and investment contracts (continued)
2.4.3 Insurance and investment contracts (continued)
Shadow accounting
Shadow accounting is applied to insurance and certain investment contracts with discretionary participation feature where financial
assets backing insurance and investment contract liabilities are classified as available for sale. Shadow accounting is applied to
deferred acquisition costs, VOBA, deferred origination costs and the contract liabilities for investment contracts with DPF to take into
account the effect of unrealised gains or losses on insurance liabilities or assets that are recognised in other comprehensive income
in the same way as for a realised gain or loss recognised in the consolidated income statement. Such assets or liabilities are adjusted
with corresponding charges or credits recognised directly in shareholders’ equity as a component of the related unrealised gains and
losses.
Other assessments and levies
The Group is potentially subject to various periodic insurance-related assessments or guarantee fund levies. Related provisions are
established where there is a present obligation (legal or constructive) as a result of a past event. Such amounts are not included in
insurance or investment contract liabilities but are included under “Provisions” in the consolidated statement of financial position.
2.5 Financial instruments
2.5.1 Classification of and designation of financial instruments
Financial assets and liabilities at fair value through profit or loss
Financial assets and liabilities at fair value through profit or loss comprise two categories:
(cid:127)
financial assets or liabilities designated at fair value through profit or loss upon initial recognition; and
(cid:127)
financial assets or liabilities classified as held for trading.
Management designates financial assets and liabilities at fair value through profit or loss if this eliminates a measurement
inconsistency or if the related assets and liabilities are actively managed on a fair value basis, including:
(cid:127)
financial assets held to back unit-linked contracts and participating funds;
(cid:127) other financial assets managed on a fair value basis; consisting of the Group’s equity portfolio and investments held by the Group’s
fully consolidated investment funds; and
(cid:127) compound instruments containing an embedded derivative, where the embedded derivative would otherwise require bifurcation.
Financial assets and liabilities classified as held for trading include financial assets acquired principally for the purpose of selling
them in the near future and those that form part of a portfolio of financial assets in which there is evidence of short-term profit taking,
as well as derivative assets and liabilities.
Dividend income from equity instruments designated at fair value through profit or loss is recognised in investment income in the
consolidated income statement, generally when the security becomes ex-dividend. Interest income is recognised on an accrued basis.
For all financial assets designated at fair value through profit or loss, changes in fair value are recognised in investment experience.
Transaction costs in respect of financial assets and liabilities at fair value through profit or loss are expensed as they are incurred.
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FINANCIAL STATEMENTSNOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS AND SIGNIFICANT ACCOUNTING POLICIES 2. SIGNIFICANT ACCOUNTING POLICIES (continued)
2.5 Financial instruments (continued)
2.5.1 Classification of and designation of financial instruments (continued)
Available for sale financial assets
Financial assets, other than those at fair value through profit or loss, and loans and receivables, are classified as available for sale.
The available for sale category is used where the relevant investments backing insurance and investment contract liabilities and
shareholders’ equity are not managed on a fair value basis. These principally consist of the Group’s debt securities (other than those
backing participating funds and unit-linked contracts). Available for sale financial assets are initially recognised at fair value plus
attributable transaction costs. For available for sale debt securities, the difference between their cost and par value is amortised.
Available for sale financial assets are subsequently measured at fair value. Interest income from debt securities classified as available
for sale is recognised in investment income in the consolidated income statement using the effective interest method.
Unrealised gains and losses on securities classified as available for sale are analysed between differences resulting from foreign
currency translation, and other fair value changes. Foreign currency translation differences on monetary available for sale
investments, such as debt securities are calculated as if they were carried at amortised cost and so are recognised in the consolidated
income statement as investment experience. For impairments of available for sale financial assets, reference is made to the section
“Impairment of financial assets”.
Changes in the fair value of securities classified as available for sale, except for impairment losses and relevant foreign exchange
gains and losses, are recognised in other comprehensive income and accumulated in a separate fair value reserve within equity.
Impairment losses and relevant foreign exchange gains and losses are recognised in the income statement.
Realised gains and losses on financial assets
Realised gains and losses on available for sale financial assets are determined as the difference between the sale proceeds and
amortised cost. Amortised cost is determined by specific identification.
Recognition of financial instruments
Purchases and sales of financial instruments are recognised on the trade date, which is the date at which the Group commits to
purchase or sell the assets.
Derecognition and offset of financial assets
Financial assets are derecognised when the rights to receive cash flows from the financial assets have expired or where the Group
has transferred substantially all risks and rewards of ownership. If the Group neither transfers nor retains substantially all the risks
and rewards of ownership of a financial asset, it derecognises the financial asset if it no longer has control over the asset. In transfers
where control over the asset is retained, the Group continues to recognise the asset to the extent of its continuing involvement. The
extent of continuing involvement is determined by the extent to which the Group is exposed to changes in the fair value of the asset.
Financial assets and liabilities are offset and the net amount reported in the consolidated statement of financial position only when
there is a legally enforceable right to offset the recognised amounts and there is an intention to settle on a net basis, or realise the
asset and settle the liability simultaneously.
Loans and receivables
Loans and receivables are non-derivative financial assets with fixed or determinable payments that are not quoted in an active market.
They are initially recognised at fair value plus transaction costs. Subsequently, they are carried at amortised cost using the effective
interest method less any impairment losses. Interest income from loans and receivables is recognised in investment income in the
consolidated income statement using the effective interest method.
Term deposits
Deposits include time deposits with financial institutions which do not meet the definition of cash and cash equivalents as their maturity
at acquisition exceeds three months. Certain of these balances are subject to regulatory or other restriction as disclosed in note 20
Loans and deposits. Deposits are stated at amortised cost using the effective interest method.
Cash and cash equivalents
Cash and cash equivalents include cash in hand, deposits held at call with banks and other short-term highly liquid investments with
maturities at acquisition of three months or less, which are held for cash management purposes. Cash and cash equivalents also
include cash received as collateral for derivative transactions, securities lending transactions, and repo and reverse repo transactions,
as well as cash and cash equivalents held for the benefit of policyholders in connection with unit-linked products. Cash and cash
equivalents are measured at amortised cost using the effective interest method.
ANNUAL REPORT 2015 | 13 9
OVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATION 2. SIGNIFICANT ACCOUNTING POLICIES (continued)
2.5 Financial instruments (continued)
2.5.2 Fair values of non-derivative financial instruments
The fair value of a financial instrument is the amount that would be received to sell an asset or paid to transfer a liability in an orderly
transaction between market participants at the measurement date, having regard to the specific characteristics of the asset or liability
concerned, assuming that the transfer takes place in the most advantageous market to which the Group has access. The fair values
of financial instruments traded in active markets (such as financial instruments at fair value through profit or loss and available for
sale securities) are based on quoted market prices at the date of the consolidated statement of financial position. The quoted market
price used for financial assets held by the Group is the current bid price, which is considered to be the price within the bid-ask spread
that is most representative of the fair value in the circumstances. The fair values of financial instruments that are not traded in active
markets are determined using valuation techniques. The Group uses a variety of methods and makes assumptions that are based
on market conditions at the date of each consolidated statement of financial position. The objective of using a valuation technique is
to estimate the price at which an orderly transaction would take place between market participants at the date of the consolidated
statement of financial position.
Financial instruments carried at fair value are measured using a fair value hierarchy described in note 22.
2.5.3 Impairment of financial assets
General
Financial assets are assessed for impairment on a regular basis. The Group assesses at each reporting date whether there is objective
evidence that a financial asset or group of financial assets is impaired. A financial asset, or group of financial assets, is impaired and
impairment losses are incurred only if there is objective evidence of impairment as a result of one or more events that have occurred
after the initial recognition of the asset (a loss event) and that loss event (or events) has an impact on the estimated future cash flows
of the financial asset or group of financial assets that can be reliably estimated.
For loans and receivables, the Group first assesses whether objective evidence of impairment exists for financial assets that are
individually significant. If the Group determines that objective evidence of impairment does not exist for an individually assessed
financial asset, whether significant or not, it includes the asset in a group of financial assets with similar credit risk characteristics and
collectively assesses them for impairment. Assets that are individually assessed for impairment and for which an impairment loss is
or continues to be recognised are not included in a collective assessment of impairment.
Available for sale financial instruments
When a decline in the fair value of an available for sale asset has been recognised in other comprehensive income and there is objective
evidence that the asset is impaired, the cumulative loss already recognised directly in other comprehensive income is recognised in
current period profit or loss.
If the fair value of a debt instrument classified as available for sale increases in a subsequent period, and the increase can be objectively
related to an event occurring after the impairment loss was recognised in profit or loss, the impairment loss is reversed through profit
or loss. Where, following the recognition of an impairment loss in respect of an available for sale debt security, the asset suffers
further falls in value, such further falls are recognised as an impairment only in the case when objective evidence exists of a further
impairment event to which the losses can be attributed.
Loans and receivables
For loans and receivables, impairment is considered to have taken place if it is probable that the Group will not be able to collect
principal and/or interest due according to the contractual terms of the instrument. When impairment is determined to have occurred,
the carrying amount is decreased through a charge to profit or loss. The carrying amount of mortgage loans or receivables is reduced
through the use of an allowance account, and the amount of any allowance is recognised as an impairment loss in profit or loss.
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FINANCIAL STATEMENTSNOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS AND SIGNIFICANT ACCOUNTING POLICIES 2. SIGNIFICANT ACCOUNTING POLICIES (continued)
2.5 Financial instruments (continued)
2.5.4 Derivative financial instruments
Derivative financial instruments primarily include foreign exchange contracts and interest rate swaps that derive their value mainly
from underlying foreign exchange rates and interest rates. All derivatives are initially recognised in the consolidated statement of
financial position at their fair value, which represents their cost excluding transaction costs, which are expensed, giving rise to a day
one loss. They are subsequently remeasured at their fair value, with movements in this value recognised in profit or loss. Fair values
are obtained from quoted market prices or, if these are not available, by using valuation techniques such as discounted cash flow
models or option pricing models. All derivatives are carried as assets when the fair values are positive and as liabilities when the fair
values are negative.
Derivative instruments for economic hedging
Whilst the Group enters into derivative transactions to provide economic hedges under the Group’s risk management framework, it
adopts hedge accounting to these transactions only in limited circumstances. This is either because the transactions would not meet
the specific IFRS rules to be eligible for hedge accounting or the documentation requirements to meet hedge accounting criteria
would be unduly onerous. Where hedge accounting does not apply, these transactions are treated as held for trading and fair value
movements are recognised immediately in investment experience.
Embedded derivatives
Embedded derivatives are derivatives embedded within other non-derivative host financial instruments to create hybrid instruments.
Where the economic characteristics and risks of the embedded derivatives are not closely related to the economic characteristics and
risks of the host instrument, and where the hybrid instrument is not measured at fair value with changes in fair value recognised in
profit or loss, the embedded derivative is bifurcated and carried at fair value as a derivative in accordance with IAS 39.
2.6 Segment reporting
An operating segment is a component of the Group that engages in business activity from which it earns revenues and incurs expenses
and, for which, discrete financial information is available, and whose operating results are regularly reviewed by the Group’s chief
operating decision-maker, considered to be the Executive Committee of the Group (ExCo).
2.7 Foreign currency translation
Income statements and cash flows of foreign entities are translated into the Group’s presentation currency at average exchange rates
for the year as this approximates to the exchange rates prevailing at the transaction date. Their statements of financial position are
translated at year or period end exchange rates. Exchange differences arising from the translation of the net investment in foreign
operations, are taken to the currency translation reserve within equity. On disposal of a foreign operation, such exchange differences
are transferred out of this reserve and are recognised in the consolidated income statement as part of the gain or loss on sale.
Foreign currency transactions are accounted for at the exchange rates prevailing at the date of the transactions. Gains and losses
resulting from the settlement of such transactions, and from the translation of monetary assets and liabilities denominated in foreign
currencies into functional currency, are recognised in the consolidated income statement.
Translation differences on financial assets designated at fair value through profit or loss are included in investment experience. For
monetary financial assets classified as available for sale, translation differences are calculated as if they were carried at amortised
cost and so are recognised in the consolidated income statement. Foreign exchange movements on non-monetary equities that are
accounted for as available for sale are included in the fair value reserve.
ANNUAL REPORT 2015 | 141
OVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATION 2. SIGNIFICANT ACCOUNTING POLICIES (continued)
2.8 Property, plant and equipment
Property, plant and equipment is stated at historical cost less accumulated depreciation and any accumulated impairment losses.
Historical cost includes expenditure that is directly attributable to the acquisition of the items. Depreciation is calculated using the
straight-line method to allocate cost less any residual value over the estimated useful life, generally:
Furniture, fixtures and office equipment
Buildings
Other assets
Freehold land
5 years
20-40 years
3-5 years
Not depreciated
Subsequent costs are included in the carrying amount or recognised as a separate asset, as appropriate, when it is probable that
future economic benefits will flow to the Group. Repairs and maintenance are charged to the consolidated income statement during
the financial period in which they are incurred.
Residual values and useful lives are reviewed and adjusted, if applicable, at each reporting date. An asset is written down to its
recoverable amount if the carrying value is greater than the estimated recoverable amount.
Any gain and loss arising on disposal of property, plant and equipment is measured as the difference between the net sale proceeds
and the carrying amount of the relevant asset, and is recognised in the consolidated income statement.
Where the cost of the Group’s leasehold land is known, or can be reliably determined at the inception of the lease, the Group records
its interest in leasehold land and land use rights separately as operating leases or finance leases depending on whether substantially
all the risks and rewards incidental to ownership of the land are transferred to the Group. These leases are recorded at original cost
and amortised over the term of the lease (see 2.19).
2.9 Investment property
Property held for long-term rental that is not occupied by the Group is classified as investment property, and is carried at cost less
accumulated depreciation and any accumulated impairment losses.
Investment property comprises freehold or leasehold land and buildings. Buildings located on leasehold land are classified as
investment property if held for long-term rental and not occupied by the Group. Where the cost of the land is known, or can be
reliably determined at the inception of the lease, the Group records its interest in leasehold land and land use rights separately as
operating leases or finance leases depending on whether substantially all the risks and rewards incidental to ownership of the land
are transferred to the Group (see 2.19). These leases are recorded at original cost and amortised over the term of the lease. Buildings
that are held as investment properties are amortised on a straight-line basis over their estimated useful lives of 20 to 40 years.
If an investment property becomes held for own use, it is reclassified as property, plant and equipment. Where a property is partly used
as an investment property and partly for the use of the Group, these elements are recorded separately within investment property and
property, plant and equipment respectively, where the component used as investment property would be capable of separate sale or
finance lease.
The fair value of investment property and property held for own use is disclosed under note 17. It is the Group’s policy to obtain
external property valuations annually except in the case of a discrete event occurring in the interim that has a significant impact on
the fair value of the properties.
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FINANCIAL STATEMENTSNOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS AND SIGNIFICANT ACCOUNTING POLICIES 2. SIGNIFICANT ACCOUNTING POLICIES (continued)
2.10 Goodwill and other intangible assets
Goodwill
Goodwill represents the excess of the cost of an acquisition over the fair value of the Group’s share of the net identifiable assets of the
acquired subsidiary, associate or joint venture at the date of acquisition. Goodwill on acquisitions prior to 1 December 2006 (the date of
transition to IFRS) is carried at book value (original cost less cumulative amortisation) on that date, less any impairment subsequently
incurred. Goodwill arising on the Group’s investment in subsidiaries since that date is shown as a separate asset and is carried at cost
less any accumulated impairment losses, whilst that on associates and joint ventures is included within the carrying value of those
investments. All acquisition-related costs are expensed as incurred.
Other intangible assets
Other intangible assets consist primarily of acquired computer software and contractual relationships, such as access to distribution
networks, and are amortised over their estimated useful lives. The amortisation charge for rights to access distribution networks is
included in the consolidated income statement under “Commission and other acquisition expenses”.
Acquired computer software licences are capitalised on the basis of the costs incurred to acquire and bring to use the specific software.
Costs directly associated with the internal production of identifiable and unique software by the Group that will generate economic
benefits exceeding those costs over a period greater than a year, are recognised as intangible assets. All other costs associated with
developing or maintaining computer software programmes are recognised as an expense as incurred. Costs of acquiring computer
software licences and incurred in the internal production of computer software are amortised using the straight-line method over the
estimated useful life of the software, which does not generally exceed a period of 3 to 15 years. The amortisation charge for the year
is included in the consolidated income statement under “Operating expenses”.
2.11 Impairment of non-financial assets
Property, plant and equipment, goodwill and other non-financial assets are reviewed for impairment whenever events or changes
in circumstances indicate that the carrying amount may not be recoverable. An impairment loss is recognised to the extent that the
carrying amount of the asset exceeds its recoverable amount, which is the higher of the fair value of the asset less cost to sell and
value in use. For the purposes of assessing impairment, assets are grouped into cash-generating units at the level of the Group’s
operating segments, the lowest level for which separately identifiable cash flows are reported. The carrying values of goodwill and
intangible assets with indefinite useful lives are reviewed at least annually or when circumstances or events indicate that there may
be uncertainty over this value.
The Group assesses at the end of each reporting period whether there is any objective evidence that its investments in associates
and joint ventures are impaired. Such objective evidence includes whether there has been any significant adverse changes in the
technological, market, economic or legal environment in which the associates and joint ventures operate or whether there has been
a significant or prolonged decline in value below their cost. If there is an indication that an interest in an associate or a joint venture is
impaired, the Group assesses whether the entire carrying amount of the investment (including goodwill) is recoverable. An impairment
loss is recognised in profit or loss for the amount by which the carrying amount is lower than the higher of the investment’s fair value
less costs to sell or value in use. Any reversal of such impairment loss in subsequent periods is reversed through profit or loss.
In the statement of financial position of the Company, impairment testing of the investments in subsidiaries, associates and joint
ventures is required upon receiving dividends from these investments if the dividend exceeds the total comprehensive income of the
subsidiaries, associates or joint ventures in the period the dividend is declared or if the carrying amount of the relevant investment in
the Company’s statement of financial position exceeds its carrying amount in the consolidated financial statements of the investees’
net assets including goodwill.
ANNUAL REPORT 2015 | 14 3
OVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATION 2. SIGNIFICANT ACCOUNTING POLICIES (continued)
2.12 Securities lending including repurchase agreements
The Group has been a party to various securities lending agreements under which securities are loaned to third parties on a short-
term basis. The loaned securities are not derecognised and so they continue to be recognised within the appropriate investment
classification.
Assets sold under repurchase agreements (repos)
Assets sold under repurchase agreements continue to be recognised and a liability is established for the consideration received. The
Group may be required to provide additional collateral based on the fair value of the underlying assets, and such collateral assets
remain on the consolidated statement of financial position.
Assets purchased under agreements to resell (reverse repos)
The Group enters into purchases of assets under agreements to resell (reverse repos). Reverse repos are initially recorded at the cost
of the loan or collateral advanced within the caption “Loans and deposits” in the consolidated statement of financial position. In the
event of failure by the counterparty to repay the loan, the Group has the right to the underlying assets.
2.13 Collateral
The Group receives and pledges collateral in the form of cash or non-cash assets in respect of derivative transactions, securities
lending transactions, and repo and reverse repo transactions, in order to reduce the credit risk of these transactions. The amount and
type of collateral depends on an assessment of the credit risk of the counterparty. Collateral received in the form of cash, which is not
legally segregated from the Group, is recognised as an asset in the consolidated statement of financial position with a corresponding
liability for the repayment. Non-cash collateral received is not recognised on the consolidated statement of financial position unless
the Group either sells or repledges these assets in the absence of default, at which point the obligation to return this collateral is
recognised as a liability. To further minimise credit risk, the financial condition of counterparties is monitored on a regular basis.
Collateral pledged in the form of cash which is legally segregated from the Group is derecognised from the consolidated statement of
financial position and a corresponding receivable established for its return. Non-cash collateral pledged is not derecognised (except in
the event of default) and therefore continues to be recognised in the consolidated statement of financial position within the appropriate
financial instrument classification.
2.14 Borrowings
Borrowings are recognised initially at their issue proceeds less transaction costs incurred. Subsequently, borrowings are stated at
amortised cost, and any difference between net proceeds and redemption value is recognised in the consolidated income statement
over the period of the borrowings using the effective interest method. All borrowing costs are expensed as they are incurred, except
for borrowing costs directly attributable to the development of investment properties and other qualifying assets, which are capitalised
as part of the cost of the asset.
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FINANCIAL STATEMENTSNOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS AND SIGNIFICANT ACCOUNTING POLICIES 2. SIGNIFICANT ACCOUNTING POLICIES (continued)
2.15 Income taxes
The current tax expense is based on the taxable profits for the year, including any adjustments in respect of prior years. Tax is
allocated to profit or loss before taxation and amounts charged or credited to equity as appropriate.
Deferred tax is recognised in respect of temporary differences between the tax bases of assets and liabilities and their carrying
amounts in the consolidated financial statements, except as described below.
The principal temporary differences arise from the basis of recognition of insurance and investment contract liabilities, revaluation
of certain financial assets and liabilities including derivative contracts, deferred acquisition costs and the future taxes arising on the
surplus in life funds where the relevant local tax regime is distributions-based. The rates enacted or substantively enacted at the date
of the consolidated statement of financial position are used to determine deferred tax.
Deferred tax assets are recognised to the extent that it is probable that future taxable profit will be available against which the
temporary differences can be utilised. In countries where there is a history of tax losses, deferred tax assets are only recognised in
excess of deferred tax liabilities if there is evidence that future profits will be available.
Deferred taxes are not provided in respect of temporary differences arising from the initial recognition of goodwill or from goodwill for
which amortisation is not deductible for tax purposes, or from the initial recognition of an asset or liability in a transaction which is not
a business combination and which affects neither accounting nor taxable profit or loss at the time of the transaction.
Deferred tax related to fair value remeasurement of available for sale investments and other amounts taken directly to equity, is
recognised initially within the applicable component of equity. It is subsequently recognised in the consolidated income statement,
together with the gain or loss arising on the underlying item.
In addition to paying tax on shareholders’ profits, certain of the Group’s life insurance businesses pay tax on policyholders’ investment
returns (policyholder tax) at policyholder tax rates. Policyholder tax is accounted for as an income tax and is included in the total tax
expense and disclosed separately.
2.16 Revenue
Investment return
Investment income consists of dividends, interest and rents receivable for the reporting period. Investment experience comprises
realised gains and losses, impairments and unrealised gains and losses on investments held at fair value through profit or loss.
Interest income is recognised as it accrues, taking into account the effective yield on the investment. Rental income on investment
property is recognised on an accrual basis. Investment return consists of investment income and investment experience.
The realised gain or loss on disposal of an investment is the difference between the proceeds received, net of transaction costs, and its
original cost or amortised cost as appropriate. Unrealised gains and losses represent the difference between the carrying value at the
year end and the carrying value at the previous year end or purchase price if purchased during the year, less the reversal of previously
recognised unrealised gains and losses in respect of disposals made during the year.
Other fee and commission income
Other fee and commission income consists primarily of fund management fees, income from any incidental non-insurance activities,
distribution fees from mutual funds, commissions on reinsurance ceded and commission revenue from the sale of mutual fund
shares. Reinsurance commissions receivable are deferred in the same way as acquisition costs. All other fee and commission income
is recognised as the services are provided.
ANNUAL REPORT 2015 | 14 5
OVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATION 2. SIGNIFICANT ACCOUNTING POLICIES (continued)
2.17 Employee benefits
Annual leave and long service leave
Employee entitlements to annual leave and long service leave are recognised when they accrue to employees. A provision is made for
the estimated liability for annual leave and long service leave as a result of services rendered by employees up to the reporting date.
Post-retirement benefit obligations
The Group operates a number of funded and unfunded post-retirement employee benefit schemes, whose members receive benefits
on either a defined benefit basis (generally related to salary and length of service) or a defined contribution basis (generally related to
the amount invested, investment return and annuity rates), the assets of which are generally held in separate trustee-administered
funds. The defined benefit plans provide life and medical benefits for employees after retirement and a lump sum benefit on cessation
of employment, and the defined contribution plans provide post-retirement pension benefits.
For defined benefit plans, the costs are assessed using the projected unit credit method. Under this method, the cost of providing
benefits is charged to the consolidated income statement so as to spread the regular cost over the service lives of employees, in
accordance with the advice of qualified actuaries. The obligation is measured as the present value of the estimated future cash
outflows, using a discount rate based on market yields for high-quality corporate bonds that are denominated in the currency in which
the benefits will be paid and that have terms to maturity approximating to the terms of the related liability. The resulting scheme
surplus or deficit appears as an asset or liability in the consolidated statement of financial position.
Remeasurements arising from defined benefit plans comprise actuarial gains and losses, the return on plan assets (excluding interest)
and the effect of the asset ceiling (if any, excluding interest). The Group recognises them immediately in other comprehensive income
and all other expenses related to defined benefit plans in staff costs in the consolidated income statement.
When the benefits of a plan are changed, or when a plan is curtailed, the portion of the changed benefit related to past service by
employees, or the gain or loss on curtailment, is recognised immediately in consolidated income statement when the plan amendment
or curtailment occurs.
For defined contribution plans, the Group pays contributions to publicly or privately administered pension plans. Once the contributions
have been paid, the Group, as employer, does not have any further payment obligations. The Group’s contributions are charged to the
consolidated income statement in the reporting period to which they relate and are included in staff costs.
Share-based compensation and cash incentive plans
The Group launched a number of share-based compensation plans, under which the Group receives services from the employees,
directors, officers and agents as consideration for the shares and/or share options of the Company. These share-based compensation
plans comprise the Share Option Scheme (SO Scheme), the Restricted Share Unit Scheme (RSU Scheme), the Employee Share
Purchase Plan (ESPP) and the Agency Share Purchase Plan (ASPP).
The Group’s share-based compensation plans are predominantly equity-settled plans. Under equity-settled share-based compensation
plan, the fair value of the employee services received in exchange for the award of shares and/or share options is recognised as an
expense in profit or loss over the vesting period with a corresponding amount recorded in equity.
The total amount to be expensed over the vesting period is determined by reference to the fair value of the share and/or share options
awarded. Non-market vesting conditions are included in assumptions about the number of shares and/or share options that are
expected to be vested. At each period end, the Group revises its estimates of the number of shares and/or share options that are
expected to be vested. Any impact of the revision to original estimates is recognised in profit or loss with a corresponding adjustment
to equity. Where awards of share-based payment arrangements have graded vesting terms, each tranche is recognised as a separate
award, and therefore the fair value of each tranche is recognised over the applicable vesting period.
The Group estimates the fair value of share options using a binomial lattice model. This model requires inputs such as share price,
implied volatility, risk-free interest rate, expected dividend rate and the expected life of the share option.
Where modification or cancellation of an equity-settled share-based compensation plan occurs, the grant date fair value continues to
be recognised, together with any incremental value arising on the date of modification if non-market conditions are met.
For cash-settled share-based compensation plans, the fair value of the employee services in exchange for the award of cash-settled
award is recognised as an expense in profit or loss, with a corresponding amount recognised in liability. At the end of each reporting
period, any unsettled award is remeasured based on the change in fair value of the underlying asset and the liability and expense are
adjusted accordingly.
14 6
| AIA GROUP LIMITED
FINANCIAL STATEMENTSNOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS AND SIGNIFICANT ACCOUNTING POLICIES 2. SIGNIFICANT ACCOUNTING POLICIES (continued)
2.18 Provisions and contingencies
Provisions are recognised when the Group has a present legal or constructive obligation as a result of past events, it is probable that
an outflow of economic resources will be required to settle the obligation, and a reliable estimate of the amount of the obligation can
be made. Where the Group expects a provision to be reimbursed, for example under an insurance contract held, the reimbursement
is recognised as a separate asset only when the reimbursement is virtually certain.
The Group recognises a provision for onerous contracts when the expected benefits to be derived from a contract are less than the
unavoidable costs of meeting the obligations under the contract.
Contingencies are disclosed if material and if there is a possible future obligation as a result of a past event, or if there is a present
obligation as a result of a past event, but either a payment is not probable or the amount cannot be reliably estimated.
2.19 Leases
Leases, where a significant portion of the risks and rewards of ownership is retained by the Group as a lessor, are classified as operating
leases. Assets subject to such leases are included in property, plant and equipment or investment property, and are depreciated to
their residual values over their estimated useful lives. Rentals from such leases are credited to the consolidated income statement
on a straight-line basis over the period of the relevant lease. Payments made by the Group as lessee under operating leases (net of
any incentives received from the lessor) are charged to the consolidated income statement on a straight-line basis over the period
of the relevant lease. The Group classifies amounts paid to acquire leasehold land either as an operating lease prepayment or as a
component of property, plant and equipment or investment property depending on whether substantially all the risks and rewards
incidental to the ownership of the land are transferred to the Group.
There are not any freehold land interests in Hong Kong. The Group classifies the amounts paid to acquire leasehold land under
operating leases and finance leases as operating lease prepayments and property, plant and equipment or investment property
respectively. Operating lease prepayments are included within “Other assets”. Amortisation is calculated to write off the cost of the
land on a straight-line basis over the terms of the lease.
2.20 Share capital
Ordinary shares are classified in equity when there is not any obligation to transfer cash or other assets to the holders.
Share issue costs
Incremental external costs directly attributable to the issue of new shares are shown in equity as a deduction, net of tax, from the
proceeds of the issue.
Dividends
Interim dividends on ordinary shares are recognised when they have been paid. Final dividends on ordinary shares are recognised
when they have been approved by shareholders.
2.21 Presentation of the consolidated statement of financial position
The Group’s insurance and investment contract liabilities and related assets are realised and settled over periods of several years,
reflecting the long-term nature of the Group’s products. Accordingly, the Group presents the assets and liabilities in its consolidated
statement of financial position in approximate order of liquidity, rather than distinguishing current and non-current assets and
liabilities. The Group regards its intangible assets, investments in associates and joint ventures, property, plant and equipment,
investment property and deferred acquisition and origination costs as non-current assets as these are held for the longer-term use
of the Group.
ANNUAL REPORT 2015 | 147
OVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATION 2. SIGNIFICANT ACCOUNTING POLICIES (continued)
2.22 Earnings per share
Basic earnings per share is calculated by dividing net profit available to ordinary shareholders by the weighted average number of
ordinary shares in issue during the year.
Earnings per share has also been calculated on the operating profit before adjusting items, attributable to ordinary shareholders, as
the Directors believe this figure provides a better indication of operating performance.
For diluted earnings per share, the weighted average number of ordinary shares in issue is adjusted to assume conversion of all
dilutive potential ordinary shares, such as share options awarded to employees.
Potential or contingent share issuances are treated as dilutive when their conversion to shares would decrease net earnings per
share.
2.23 Fiduciary activities
Assets and income arising from fiduciary activities, together with related undertakings to return such assets to customers, are
excluded from these consolidated financial statements where the Group does not have contractual rights to the assets and acts in a
fiduciary capacity such as nominee, trustee or agent.
2.24 Consolidated statement of cash flow
The consolidated statement of cash flow presents movements in cash and cash equivalents and bank overdrafts as shown in the
consolidated statement of financial position.
Purchases and sales of financial investments are included in operating cash flows as the purchases are funded from cash flows
associated with the origination of insurance and investment contracts, net of payments of related benefits and claims. Purchases and
sales of investment property are included within cash flows from investing activities.
2.25 Related party transactions
Transactions with related parties are recorded at amounts mutually agreed and transacted between the parties to the arrangement.
3. CRITICAL ACCOUNTING ESTIMATES AND JUDGEMENTS
The Group makes estimates and assumptions that affect the reported amounts of assets, liabilities, and revenue and expenses. All
estimates are based on management’s knowledge of current facts and circumstances, assumptions based on that knowledge and
predictions of future events and actions. Actual results can always differ from those estimates, possibly significantly.
Items that are considered particularly sensitive to changes in estimates and assumptions, and the relevant accounting policies are
those which relate to product classification, insurance contract liabilities (including liabilities in respect of investment contracts with
DPF), deferred acquisition and origination costs, liability adequacy testing, fair value of financial assets, impairment of financial assets
and impairment of goodwill and other intangible assets.
3.1 Product classification
The Group issues contracts that transfer insurance risk or financial risk or both. Insurance contracts are those contracts that transfer
significant insurance risk, while investment contracts are those contracts without significant insurance risk. The Group exercises
significant judgement to determine whether there is a scenario (other than those lacking commercial substance) in which an insured
event would require the Group to pay significant additional benefits to its customers. In the event the Group has to pay significant
additional benefits to its customers, the contract is accounted for as an insurance contract. The judgements exercised in determining
the level of insurance risk in product classification affect the amounts recognised in the consolidated financial statements as insurance
and investment contract liabilities and deferred acquisition and origination costs. The accounting policy on product classification is
described in note 2.4.
14 8
| AIA GROUP LIMITED
FINANCIAL STATEMENTSNOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS AND SIGNIFICANT ACCOUNTING POLICIES 3. CRITICAL ACCOUNTING ESTIMATES AND JUDGEMENTS (continued)
3.2 Insurance contract liabilities (including liabilities in respect of investment contracts with DPF)
The Group calculates the insurance contract liabilities for traditional life insurance using a net level premium valuation method,
whereby the liability represents the present value of estimated future policy benefits to be paid, less the present value of estimated
future net premiums to be collected from policyholders. This method uses best estimate assumptions at inception adjusted for
a provision for the risk of adverse deviation for mortality, morbidity, expected investment yields, policyholder dividends (for other
participating business), surrenders and expenses set at the policy inception date. These assumptions remain locked in thereafter,
unless a deficiency arises on liability adequacy testing. Interest rate assumptions can vary by geographical market, year of issuance
and product. Mortality, surrender and expense assumptions are based on actual experience by each geographical market, modified to
allow for variations in policy form. The Group exercises significant judgement in making appropriate assumptions.
For contracts with an explicit account balance, such as universal life and unit-linked contracts, insurance contract liabilities represent
the accumulation value, which represents premiums received and investment returns credited to the policy less deductions for
mortality and morbidity costs and expense charges. Significant judgement is exercised in making appropriate estimates of gross
profits which are based on historical and anticipated future experiences, these estimates are regularly reviewed by the Group.
The Group accounts for insurance contract liabilities for participating business written in participating funds by establishing a liability
for the present value of guaranteed benefits less estimated future net premiums to be collected from policyholders. In addition, an
insurance liability is recorded for the proportion of the net assets of the participating funds that would be allocated to policyholders
assuming all relevant surplus at the date of the consolidated statement of financial position were to be declared as a policyholder
dividend based upon applicable regulations. Establishing these liabilities requires the exercise of significant judgement. In addition,
the assumption that all relevant performance is declared as a policyholder dividend may not be borne out in practice. The Group
accounts for other participating business by establishing a liability for the present value of guaranteed benefits and non-guaranteed
participation, less estimated future net premiums to be collected from policyholders.
The judgements exercised in the valuation of insurance contract liabilities (including investment contracts with DPF) affect the
amounts recognised in the consolidated financial statements as insurance contract benefits and insurance contract liabilities. Further
details of the related accounting policy, key risk and variables, and the sensitivities of assumptions to the key variables in respect of
insurance contract liabilities are provided in notes 2.4, 26 and 28.
3.3 Deferred acquisition and origination costs
The judgements exercised in the deferral and amortisation of acquisition and origination costs affect amounts recognised in the
consolidated financial statements as deferred acquisition and origination costs and insurance and investment contract benefits.
As noted in note 2.4.1, deferred acquisition costs for traditional life insurance and annuity policies are amortised over the expected
life of the contracts as a constant percentage of expected premiums. Expected premiums are estimated at the date of policy issue
and are applied consistently throughout the life of the contract unless a deficiency occurs when performing liability adequacy testing.
As noted in note 2.4.1, deferred acquisition costs for universal life and unit-linked contracts are amortised over the expected life of
the contracts based on a constant percentage of the present value of estimated gross profits expected to be realised over the life of
the contract or on a straight-line basis. As noted in note 3.2, significant judgement is exercised in making appropriate estimates of
gross profits. The expensing of acquisition costs is accelerated following adverse investment performance. Likewise, in periods of
favourable investment performance, previously expensed acquisition costs are reversed, not exceeding the amount initially deferred.
Additional details of deferred acquisition and origination costs are provided in notes 2.4 and 19.
3.4 Liability adequacy testing
The Group evaluates the adequacy of its insurance and investment contract liabilities with DPF at least annually. Significant judgement
is exercised in determining the level of aggregation at which liability adequacy testing is performed and in selecting best estimate
assumptions. Liability adequacy is assessed by portfolio of contracts in accordance with the Group’s manner of acquiring, servicing and
measuring the profitability of its insurance contracts. The Group performs liability adequacy testing separately for each geographical
market in which it operates.
The judgements exercised in liability adequacy testing affect amounts recognised in the consolidated financial statements as
commission and other acquisition expenses, deferred acquisition costs, insurance contract benefits and insurance and investment
contract liabilities.
ANNUAL REPORT 2015 | 149
OVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATION 3. CRITICAL ACCOUNTING ESTIMATES AND JUDGEMENTS (continued)
3.5 Fair values of financial assets
The Group determines the fair values of financial assets traded in active markets using quoted bid prices as of each reporting date.
The fair values of financial assets that are not traded in active markets are typically determined using a variety of other valuation
techniques, such as prices observed in recent transactions and values obtained from current bid prices of comparable investments.
More judgement is used in measuring the fair value of financial assets for which market observable prices are not available or are
available only infrequently.
The degree of judgement used in measuring the fair value of financial instruments generally correlates with the level of pricing
observability. Pricing observability is affected by a number of factors, including the type of financial instrument, whether the financial
instrument is new to the market and not yet established, the characteristics specific to the transaction and general market conditions.
Changes in the fair value of financial assets held by the Group’s participating funds affect not only the value of financial assets, but are
also reflected in corresponding movements in insurance and investment contract liabilities. This is due to an insurance liability being
recorded for the proportion of the net assets of the participating funds that would be allocated to policyholders if all relevant surplus
at the date of the consolidated statement of financial position were to be declared as a policyholder dividend based on current local
regulations. Both of the foregoing changes are reflected in the consolidated income statement.
Changes in the fair value of financial assets held to back the Group’s unit-linked contracts result in a corresponding change in
insurance and investment contract liabilities. Both of the foregoing changes are also reflected in the consolidated income statement.
Further details of the fair value of financial assets and the sensitivity analysis to interest rates and equity prices are provided in notes
22 and 37.
3.6 Impairment of financial assets
Financial assets, other than those at fair value through profit or loss, are assessed for impairment regularly. This requires the exercise
of significant judgement. The Group assesses at each reporting date whether there is objective evidence that a financial asset or a
group of financial assets is impaired. Objective evidence that a financial asset, or group of assets, is impaired includes observable data
that comes to the attention of the Group about the following events:
(cid:127) significant financial difficulty of the issuer or debtor;
(cid:127) a breach of contract, such as a default or delinquency in payments;
(cid:127)
it becomes probable that the issuer or debtor will enter bankruptcy or other financial reorganisation;
(cid:127)
the disappearance of an active market for that financial asset because of financial difficulties; or
(cid:127) observable data, including market prices, indicating that there is a potential decrease in the estimated future cash flows since the
initial recognition of those assets, including:
– adverse changes in the payment status of issuers; or
– national or local economic conditions that correlate with increased default risk.
For loans and receivables, impairment loss is determined using an analytical method based on knowledge of each loan group or
receivable. The method is usually based on historical statistics, adjusted for trends in the group of financial assets or individual
accounts.
Further details of the impairment of financial assets during the year are provided in note 24.
3.7 Impairment of goodwill and other intangible assets
For the purposes of impairment testing, goodwill and other intangible assets are grouped into cash-generating units. These assets are
tested for impairment by comparing the carrying amount of the cash-generating unit, including goodwill, to the recoverable amount
of that cash-generating unit. The determination of the recoverable amount requires significant judgement regarding the selection of
appropriate valuation techniques and assumptions. Further details of the impairment of goodwill during the year are provided in note
13.
15 0
| AIA GROUP LIMITED
FINANCIAL STATEMENTSNOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS AND SIGNIFICANT ACCOUNTING POLICIES 4. EXCHANGE RATES
The Group’s principal overseas operations during the reporting period were located within the Asia-Pacific region. The results and
cash flows of these operations have been translated into US dollars at the following average rates:
Hong Kong
Thailand
Singapore
Malaysia
China
Korea
Assets and liabilities have been translated at the following year-end rates:
Hong Kong
Thailand
Singapore
Malaysia
China
Korea
Exchange rates are expressed in units of local currency per US$1.
US dollar exchange rates
Year ended
30 November
2015
Year ended
30 November
2014
7.75
33.96
1.37
3.82
6.26
7.75
32.43
1.26
3.25
6.15
1,124.86
1,048.22
US dollar exchange rates
As at
30 November
2015
As at
30 November
2014
7.75
35.84
1.41
4.25
6.40
7.75
32.82
1.30
3.38
6.15
1,156.49
1,107.65
ANNUAL REPORT 2015 | 151
OVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATION 5. OPERATING PROFIT AFTER TAX
Operating profit after tax may be reconciled to net profit as follows:
US$m
Operating profit after tax
Non-operating items, net of related changes in
insurance and investment contract liabilities:
Net (losses)/gains from equity securities (net of
tax of 2015: US$11m; 2014: US$(111)m)
Other non-operating investment experience and
other items (net of tax of 2015: US$41m;
2014: US$(62)m)
Net profit
Operating profit after tax attributable to:
Shareholders of AIA Group Limited
Non-controlling interests
Net profit attributable to:
Shareholders of AIA Group Limited
Non-controlling interests
Year ended
30 November
2015
Year ended
30 November
2014
3,229
2,925
Note
7
(370)
508
(145)
2,714
3,209
20
2,691
23
35
3,468
2,910
15
3,450
18
6. TOTAL WEIGHTED PREMIUM INCOME AND ANNUALISED NEW PREMIUMS
For management decision-making and internal performance management purposes, the Group measures business volumes during
the year using a performance measure referred to as total weighted premium income (TWPI), while the Group measures new business
activity using a performance measure referred to as annualised new premiums (ANP).
TWPI consists of 100 per cent of renewal premiums, 100 per cent of first year premiums and 10 per cent of single premiums, before
reinsurance ceded, and includes deposits and contributions for contracts that are accounted for as deposits in accordance with the
Group’s accounting policies.
Management considers that TWPI provides an indicative volume measure of transactions undertaken in the reporting period that have
the potential to generate profits for shareholders. The amounts shown are not intended to be indicative of premiums and fee income
recorded in the consolidated income statement.
ANP is a key internal measure of new business activities, which consists of 100 per cent of annualised first year premiums and 10
per cent of single premiums, before reinsurance ceded. ANP excludes new business of pension business, personal lines and motor
insurance.
TWPI
US$m
TWPI by geography
Hong Kong
Thailand
Singapore
Malaysia
China
Korea
Other Markets
Total
15 2
| AIA GROUP LIMITED
Year ended
30 November
2015
Year ended
30 November
2014
5,115
3,324
2,283
1,825
2,028
2,031
3,270
4,330
3,334
2,339
2,084
1,786
2,205
3,133
19,876
19,211
FINANCIAL STATEMENTSNOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS AND SIGNIFICANT ACCOUNTING POLICIES
6. TOTAL WEIGHTED PREMIUM INCOME AND ANNUALISED NEW PREMIUMS (continued)
TWPI
US$m
First year premiums by geography
Hong Kong
Thailand
Singapore
Malaysia
China
Korea
Other Markets
Total
Single premiums by geography
Hong Kong
Thailand
Singapore
Malaysia
China
Korea
Other Markets
Total
Renewal premiums by geography
Hong Kong
Thailand
Singapore
Malaysia
China
Korea
Other Markets
Total
ANP
US$m
ANP by geography
Hong Kong
Thailand
Singapore
Malaysia
China
Korea
Other Markets
Total
Year ended
30 November
2015
Year ended
30 November
2014
1,070
476
261
260
410
230
686
772
498
300
259
297
286
675
3,393
3,087
1,480
194
1,959
152
107
171
703
1,585
209
1,684
202
27
309
481
4,766
4,497
3,897
2,828
1,826
1,550
1,607
1,784
2,514
3,400
2,816
1,870
1,804
1,486
1,888
2,410
16,006
15,674
Year ended
30 November
2015
Year ended
30 November
2014
1,263
520
471
292
438
248
759
952
572
489
320
311
380
676
3,991
3,700
ANNUAL REPORT 2015 | 15 3
OVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATION 7. SEGMENT INFORMATION
The Group’s operating segments, based on the reports received by the ExCo, are each of the geographical markets in which the
Group operates. Each of the reportable segments, other than the “Group Corporate Centre” segment, writes life insurance business,
providing life insurance, accident and health insurance and savings plans to customers in its local market, and distributes related
investment and other financial services products. The reportable segments are Hong Kong (including Macau), Thailand, Singapore
(including Brunei), Malaysia, China, Korea, Other Markets and Group Corporate Centre. Other Markets includes the Group’s operations
in Australia, Indonesia, New Zealand, the Philippines, Sri Lanka, Taiwan, Vietnam and India. The activities of the Group Corporate
Centre segment consist of the Group’s corporate functions, shared services and eliminations of intragroup transactions.
Because each reportable segment other than the Group Corporate Centre segment focuses on serving the life insurance needs of
its local market, there are limited transactions between reportable segments. The key performance indicators reported in respect of
each segment are:
(cid:127) ANP;
(cid:127) TWPI;
(cid:127)
investment income (excluding investment income in respect of unit-linked contracts);
(cid:127) operating expenses;
(cid:127) operating profit after tax attributable to shareholders of AIA Group Limited;
(cid:127) expense ratio, measured as operating expenses divided by TWPI;
(cid:127) operating margin, measured as operating profit before tax expressed as a percentage of TWPI; and
(cid:127) operating return on shareholders’ allocated equity, measured as operating profit after tax attributable to shareholders of AIA
Group Limited expressed as a percentage of the simple average of opening and closing shareholders’ allocated segment equity
(being the segment assets less segment liabilities in respect of each reportable segment less non-controlling interests, fair value
reserve and foreign currency translation reserve and others).
In presenting net capital in/(out) flows to reportable segments, capital outflows consist of dividends and profit distributions to the Group
Corporate Centre segment and capital inflows consist of capital injections into reportable segments by the Group Corporate Centre
segment. For the Group, net capital in/(out) flows reflect the net amount received from shareholders by way of capital contributions
less amounts distributed by way of dividends.
Business volumes in respect of the Group’s five largest customers are less than 30 per cent of premiums and fee income.
15 4
| AIA GROUP LIMITED
FINANCIAL STATEMENTSNOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS AND SIGNIFICANT ACCOUNTING POLICIES 7. SEGMENT INFORMATION (continued)
US$m
Year ended 30 November 2015
ANP
TWPI
Net premiums, fee income and
other operating revenue
(net of reinsurance ceded)
Investment income(1)
Total revenue
Net insurance and investment
contract benefits(2)
Commission and other acquisition
expenses
Operating expenses
Finance costs and other expenses(3)
Hong
Kong
1,263
5,115
5,040
1,476
6,516
Thailand Singapore Malaysia
China
Korea
Other
Markets
Group
Corporate
Centre
Total
520
471
292
438
248
759
3,324
2,283
1,825
2,028
2,031
3,270
–
–
3,991
19,876
3,320
3,355
1,679
1,910
1,503
2,004
1
18,812
915
881
507
618
429
533
4,235
4,236
2,186
2,528
1,932
2,537
286
287
5,645
24,457
4,461
2,686
3,168
1,503
1,665
1,312
1,263
(2) 16,056
558
253
108
594
178
46
381
158
23
183
162
21
145
224
56
231
144
13
376
367
39
–
172
85
2,468
1,658
391
Total expenses
5,380
3,504
3,730
1,869
2,090
1,700
2,045
255
20,573
Share of profit from associates
and joint venture
Operating profit before tax
Tax on operating profit before tax
Operating profit after tax
–
1,136
(84)
1,052
Operating profit after tax attributable to:
Shareholders of AIA Group Limited
1,049
Non-controlling interests
3
–
731
(180)
551
551
–
–
506
(76)
430
430
–
–
317
(56)
261
259
2
–
438
(82)
356
356
–
–
232
(53)
179
179
–
–
492
(118)
374
359
15
Key operating ratios:
Expense ratio
Operating margin
Operating return on shareholders’
allocated equity
Operating profit before tax includes:
Finance costs
Depreciation and amortisation
4.9%
5.4%
6.9%
8.9% 11.0%
7.1% 11.2%
22.2% 22.0% 22.2% 17.4% 21.6% 11.4% 15.0%
23.2% 13.7% 20.3%
9.6% 15.6%
9.2% 12.0%
24
17
4
12
6
15
7
20
46
11
–
11
2
27
–
32
(6)
26
26
–
–
–
–
63
17
–
3,884
(655)
3,229
3,209
20
8.3%
19.5%
12.6%
152
130
Notes:
(1) Excludes investment income related to unit-linked contracts.
(2) Excludes corresponding changes in insurance and investment contract liabilities from investment experience for unit-linked contracts and participating
funds and investment income and investment management expenses related to unit-linked contracts. It also excludes policyholders’ share of tax relating
to the change in insurance and investment contract liabilities.
(3) Excludes investment management expenses related to unit-linked contracts.
ANNUAL REPORT 2015 | 15 5
OVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATION
7. SEGMENT INFORMATION (continued)
US$m
30 November 2015
Assets before investments in
associates and joint venture
Investments in associates and
joint venture
Total assets
Total liabilities
Total equity
Shareholders’ allocated equity
Hong
Kong
Thailand Singapore Malaysia
China
Korea
Other
Markets
Group
Corporate
Centre
Total
43,925
24,634
29,971
13,351
17,091
14,217
15,996
8,300 167,485
–
–
1
6
–
–
130
–
137
43,925
24,634
29,972
13,357
17,091
14,217
16,126
8,300 167,622
38,107
20,087
27,583
11,297
14,032
11,676
12,392
2,908 138,082
5,818
4,545
4,547
3,811
2,389
2,125
2,060
2,711
3,059
2,592
2,541
2,008
3,734
3,112
5,392
29,540
5,476
26,380
Net capital (out)/in flows
(850)
(708)
(329)
(188)
(1)
(31)
(88)
1,371
(824)
Segment information may be reconciled to the consolidated income statement as shown below:
Investment return and related
changes in insurance and
investment contract liabilities and
expenses related to:
Unit-linked
contracts
and
consolidated
investment
funds
Policyholders
and
shareholders
Other non-
operating items
Consolidated
income
statement
US$m
Segment
information
Year ended 30 November 2015
Net premiums,
fee income and
other operating
revenue
Investment return
Total revenue
Net insurance and
investment
contract benefits
Other expenses
Total expenses
Share of profit from
associates and
joint venture
Operating profit before tax
18,812
5,645
24,457
16,056
4,517
20,573
–
3,884
–
(512)
(512)
(632)
120
(512)
–
–
–
(671)
(671)
(237)
–
(237)
–
(434)
–
–
–
5
95
100
–
(100)
Net premiums,
fee income and
other operating
revenue
18,812
4,462
Investment return
23,274
Total revenue
Net insurance and
investment
15,192
contract benefits
4,732
Other expenses
19,924
Total expenses
Share of profit from
associates and
joint venture
–
3,350
Profit before tax
15 6
| AIA GROUP LIMITED
FINANCIAL STATEMENTSNOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS AND SIGNIFICANT ACCOUNTING POLICIES
7. SEGMENT INFORMATION (continued)
US$m
Year ended 30 November 2014
ANP
TWPI
Net premiums, fee income and
other operating revenue
(net of reinsurance ceded)
Investment income(1)
Total revenue
Net insurance and investment
contract benefits(2)
Commission and other acquisition
expenses
Operating expenses
Finance costs and other expenses(3)
Hong
Kong
Thailand Singapore Malaysia
China
Korea
Other
Markets
Group
Corporate
Centre
Total
952
572
489
320
311
380
676
4,330
3,334
2,339
2,084
1,786
2,205
3,133
–
–
3,700
19,211
4,138
1,280
5,418
3,391
2,685
1,888
1,668
1,602
1,855
2
17,229
933
838
552
536
426
555
4,324
3,523
2,440
2,204
2,028
2,410
232
234
5,352
22,581
3,635
2,817
2,579
1,764
1,486
1,403
1,298
(2)
14,980
473
223
99
575
174
44
265
158
20
141
180
22
144
210
27
240
155
13
301
373
37
–
163
74
2,139
1,636
336
Total expenses
4,430
3,610
3,022
2,107
1,867
1,811
2,009
235
19,091
Share of profit/(loss) from associates
and joint venture
Operating profit/(loss) before tax
Tax on operating profit/(loss) before tax
Operating profit/(loss) after tax
Operating profit/(loss) after tax
attributable to:
–
988
(79)
909
–
714
(170)
544
–
501
(72)
429
1
334
(53)
281
–
337
(54)
283
–
217
(52)
165
17
418
(94)
324
(4)
(5)
(5)
14
3,504
(579)
(10)
2,925
Shareholders of AIA Group Limited
Non-controlling interests
905
4
544
–
429
–
280
1
283
–
165
–
314
10
5.2%
5.2%
6.8%
8.6%
11.8%
22.8% 21.4%
21.4%
16.0%
18.9%
7.0%
9.8%
11.9%
13.3%
21.6% 13.1%
21.9%
10.8%
17.1%
9.0%
12.1%
(10)
2,910
–
–
–
–
15
8.5%
18.2%
12.6%
Key operating ratios:
Expense ratio
Operating margin
Operating return on shareholders’
allocated equity
Operating profit before tax includes:
Finance costs
Depreciation and amortisation
17
12
7
12
2
13
5
17
18
10
–
8
2
30
52
16
103
118
Notes:
(1) Excludes investment income related to unit-linked contracts.
(2) Excludes corresponding changes in insurance and investment contract liabilities from investment experience for unit-linked contracts and participating
funds and investment income and investment management expenses related to unit-linked contracts. It also excludes policyholders’ share of tax relating
to the change in insurance and investment contract liabilities.
(3) Excludes investment management expenses related to unit-linked contracts.
ANNUAL REPORT 2015 | 15 7
OVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATION
7. SEGMENT INFORMATION (continued)
US$m
30 November 2014
Assets before investments in associates
and joint venture
Investments in associates and joint
venture
Total assets
Total liabilities
Total equity
Shareholders’ allocated equity
Hong
Kong
Thailand Singapore Malaysia
China
Korea
Other
Markets
Group
Corporate
Centre
Total
41,687
25,920
30,030
16,460
15,661
13,768
16,411
6,851 166,788
–
–
1
7
–
–
123
–
131
41,687
25,920
30,031
16,467
15,661
13,768
16,534
6,851 166,919
34,477
20,567
27,311
13,821
13,397
11,342
12,494
2,555 135,964
7,210
4,497
5,353
4,243
2,720
2,120
2,646
2,679
2,264
1,965
100
2,426
1,902
4,040
2,851
4,296
30,955
4,256
24,513
(24)
(22)
1,022
(696)
Net capital (out)/in flows
(752)
(641)
(267)
(112)
Segment information may be reconciled to the consolidated income statement as shown below:
Investment return and related
changes in insurance and
investment contract liabilities and
expenses related to:
Unit-linked
contracts
and
consolidated
investment
funds
Policyholders
and
shareholders
Other non-
operating items
Consolidated
income
statement
US$m
Segment
information
Year ended 30 November 2014
Net premiums,
fee income and
other operating
revenue
Investment return
Total revenue
Net insurance and
investment
contract benefits
Other expenses
Total expenses
Share of profit from
associates
and joint venture
Operating profit before tax
17,229
5,352
22,581
14,980
4,111
19,091
14
3,504
–
1,426
1,426
1,291
135
1,426
–
–
–
1,426
1,426
525
–
525
–
901
Net premiums,
fee income and
other operating
revenue
17,229
8,204
Investment return
25,433
Total revenue
Net insurance and
investment
16,804
contract benefits
4,298
Other expenses
21,102
Total expenses
Share of profit from
associates
and joint venture
14
4,345
Profit before tax
–
–
–
8
52
60
–
(60)
15 8
| AIA GROUP LIMITED
FINANCIAL STATEMENTSNOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS AND SIGNIFICANT ACCOUNTING POLICIES
8. REVENUE
Investment return
US$m
Interest income
Dividend income
Rental income
Investment income
Available for sale
Net realised gains from debt securities
Net gains of available for sale financial assets
reflected in the consolidated income statement
At fair value through profit or loss
Net (losses)/gains of financial assets designated at
fair value through profit or loss
Net (losses)/gains of debt securities
Net (losses)/gains of equity securities
Net losses of financial instruments
held for trading
Net losses of debt investments
Net fair value movement on derivatives
Net (losses)/gains in respect of financial
instruments at fair value through profit or loss
Net foreign exchange gains
Other net realised losses
Investment experience
Investment return
Year ended
30 November
2015
Year ended
30 November
2014
5,102
622
127
5,851
44
44
(187)
(1,124)
(1)
(633)
(1,945)
593
(81)
(1,389)
4,462
4,901
546
123
5,570
32
32
653
1,996
–
(206)
2,443
188
(29)
2,634
8,204
Foreign currency movements resulted in the following gains recognised in the consolidated income statement (other than gains and
losses arising on items measured at fair value through profit or loss):
US$m
Foreign exchange gains
Year ended
30 November
2015
Year ended
30 November
2014
195
76
Other operating revenue
The balance of other operating revenue largely consists of asset management fees.
ANNUAL REPORT 2015 | 159
OVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATION
9. EXPENSES
US$m
Insurance contract benefits
Change in insurance contract liabilities
Investment contract benefits
Insurance and investment contract benefits
Insurance and investment contract benefits ceded
Insurance and investment contract benefits, net of reinsurance ceded
Commission and other acquisition expenses incurred
Deferral and amortisation of acquisition costs
Commission and other acquisition expenses
Employee benefit expenses
Depreciation
Amortisation
Operating lease rentals
Other operating expenses
Operating expenses
Investment management expenses and others
Restructuring and other non-operating costs(1)
Change in third-party interests in consolidated investment funds
Other expenses
Finance costs
Total
Note:
Year ended
30 November
2015
Year ended
30 November
2014
9,874
6,596
(336)
16,134
(942)
15,192
3,991
(1,523)
2,468
1,101
78
33
117
329
1,658
364
73
17
454
152
9,711
7,773
344
17,828
(1,024)
16,804
3,747
(1,608)
2,139
1,088
75
29
111
333
1,636
333
55
32
420
103
19,924
21,102
(1) Restructuring costs represent costs related to restructuring programmes and are primarily comprised of redundancy and contract termination costs.
Other non-operating costs primarily consist of acquisition-related and integration expenses.
Other operating expenses include auditors’ remuneration of US$13m (2014: US$15m), an analysis of which is set out below:
US$m
Audit services
Non-audit services, including audit-related services, tax services and others
Total
Investment management expenses and others may be analysed as:
US$m
Investment management expenses and others
Depreciation on investment property
Total
Year ended
30 November
2015
Year ended
30 November
2014
11
2
13
11
4
15
Year ended
30 November
2015
Year ended
30 November
2014
340
24
364
312
21
333
16 0
| AIA GROUP LIMITED
FINANCIAL STATEMENTSNOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS AND SIGNIFICANT ACCOUNTING POLICIES 9. EXPENSES (continued)
Finance costs may be analysed as:
US$m
Securities lending and repurchase agreements (see note 30 for details)
Bank and other loans
Total
Employee benefit expenses consist of:
US$m
Wages and salaries
Share-based compensation
Pension costs – defined contribution plans
Pension costs – defined benefit plans
Other employee benefit expenses
Total
10. INCOME TAX
US$m
Tax charged in the consolidated income statement
Current income tax – Hong Kong Profits Tax
Current income tax – overseas
Deferred income tax on temporary differences
Total
Year ended
30 November
2015
Year ended
30 November
2014
66
86
152
34
69
103
Year ended
30 November
2015
Year ended
30 November
2014
900
75
60
8
58
875
80
60
14
59
1,101
1,088
Year ended
30 November
2015
Year ended
30 November
2014
79
556
1
636
73
391
413
877
The tax benefit or expense attributable to Singapore, Brunei, Malaysia, Indonesia, Australia, Sri Lanka and the Philippines life insurance
policyholder returns is included in the tax charge or credit and is analysed separately in the consolidated income statement in order
to permit comparison of the underlying effective rate of tax attributable to shareholders from year to year. The tax attributable to
policyholders’ returns included above is US$33m (2014: US$125m).
ANNUAL REPORT 2015 | 161
OVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATION 10. INCOME TAX (continued)
The provision for Hong Kong Profits Tax is calculated at 16.5 per cent. Taxation for overseas subsidiaries and branches is charged
at the appropriate current rates of taxation ruling in the relevant jurisdictions of which the most significant jurisdictions are outlined
below.
Hong Kong
Thailand
Singapore
Malaysia
China
Korea
Others
Year ended
30 November
2015
Year ended
30 November
2014
16.5%
16.5%
20%
17%
25%
25%
20%
17%
25%
25%
24.2%
24.2%
12% – 30%
12% – 30%
The table above reflects the principal rate of corporate income taxes, as at the end of each year. The rate changes reflect changes to
the enacted or substantively enacted corporate tax rates throughout the year in each jurisdiction.
In January 2016, the National Legislative Assembly of Thailand announced a change in the corporate income tax rate from 30 per
cent to 20 per cent from assessment year 2016 onward. This change had been previously approved by the cabinet of the Government
of Thailand in October 2015. Given the legislative process was not fully completed as at 30 November 2015, it was not considered
“substantively enacted” under IFRS; accordingly, the financial impact of this change in tax rate has not been reflected in the
consolidated financial statements.
For the year ended 30 November 2015, the corporate income tax rate in Thailand was 20 per cent and is assumed to be 30 per cent for
years of assessment after 2015. This is consistent with the treatment in 2014.
US$m
Income tax reconciliation
Profit before income tax
Tax calculated at domestic tax rates applicable to profits/(losses) in the respective jurisdictions
Reduction in tax payable from:
Exempt investment income
Amount over-provided in prior years
Changes in tax rate and law
Provisions for uncertain tax positions
Others
Increase in tax payable from:
Life insurance tax(1)
Withholding taxes
Disallowed expenses
Unrecognised deferred tax assets
Provisions for uncertain tax positions
Others
Total income tax expense
Note:
Year ended
30 November
2015
Year ended
30 November
2014
3,350
671
(101)
(19)
(1)
(49)
–
(170)
4
2
57
17
–
55
135
636
4,345
821
(91)
(9)
–
–
(43)
(143)
54
–
39
27
79
–
199
877
(1) Life insurance tax refers to the permanent differences which arise where the tax regime specific to the life insurance business does not adopt net income
as the basis for calculating taxable profit, for example Hong Kong, where life business taxable profit is derived from life premiums.
16 2
| AIA GROUP LIMITED
FINANCIAL STATEMENTSNOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS AND SIGNIFICANT ACCOUNTING POLICIES 10. INCOME TAX (continued)
The movement in net deferred tax liabilities in the period may be analysed as set out below:
Credited/(charged) to other
comprehensive income
Net deferred
tax asset/
(liability)
at 1 December
Credited/
(charged) to
the income
statement
Fair value
reserve(2)
Foreign
exchange
Others
Net deferred
tax asset/
(liability)
at year end
(1,552)
(2,417)
1,574
(139)
137
18
(610)
(80)
(3,069)
(593)
(2,296)
1,568
(139)
135
15
(579)
(135)
(2,024)
128
(183)
33
(2)
7
8
19
(11)
(1)
(286)
(184)
50
–
6
3
(56)
54
(413)
(46)
–
–
–
–
–
–
–
(46)
(691)
–
–
–
–
–
–
–
(691)
41
191
(130)
–
(10)
(3)
71
6
166
18
63
(44)
–
(3)
–
25
1
60
–
–
–
–
5
–
–
–
5
–
–
–
–
(1)
–
–
–
(1)
(1,429)
(2,409)
1,477
(141)
139
23
(520)
(85)
(2,945)
(1,552)
(2,417)
1,574
(139)
137
18
(610)
(80)
(3,069)
US$m
30 November 2015
Revaluation of financial
instruments
Deferred acquisition costs
Insurance and investment
contract liabilities
Withholding taxes
Provision for expenses
Losses available for offset against
future taxable income
Life surplus(1)
Others
Total
30 November 2014
Revaluation of financial
instruments
Deferred acquisition costs
Insurance and investment
contract liabilities
Withholding taxes
Provision for expenses
Losses available for offset against
future taxable income
Life surplus(1)
Others
Total
Notes:
(1) Life surplus relates to the temporary difference which arises where the taxable profits are based on actual distributions from the long-term fund. This
primarily relates to Singapore and Malaysia.
(2) Of the fair value reserve deferred tax (credit)/charge of US$46m (2014: US$691m) for 2015, US$48m (2014: US$694m) relates to fair value gains and losses
on available for sale financial assets and US$(2)m (2014: US$(3)m) relates to fair value gains and losses on available for sale financial assets transferred
to income on disposal.
Deferred tax assets are recognised to the extent that sufficient future taxable profits will be available for realisation. The Group has
not recognised deferred tax assets on tax losses and the temporary difference on insurance and investment contract liabilities arising
from different accounting and statutory/tax reserving methodology for certain branches and subsidiaries on the basis that they have
histories of tax losses and there is insufficient evidence that future profits will be available.
ANNUAL REPORT 2015 | 16 3
OVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATION
10. INCOME TAX (continued)
Temporary differences not recognised in the consolidated statement of financial position are:
US$m
Tax losses
Insurance and investment contract liabilities
Total
Year ended
30 November
2015
Year ended
30 November
2014
52
28
80
53
30
83
The Group has not provided deferred tax liabilities of US$98m (2014: US$97m) in respect of unremitted earnings of operations in three
jurisdictions from which a withholding tax charge would be incurred upon distribution as the Group does not consider it probable that
this portion of accumulated earnings will be remitted in the foreseeable future.
The Group has unused income tax losses carried forward in Hong Kong, Macau, Thailand, Malaysia, China, Korea, the Philippines,
Taiwan, New Zealand and Sri Lanka. The tax losses of Hong Kong, Malaysia, New Zealand and Sri Lanka can be carried forward
indefinitely. The tax losses of remaining branches and subsidiaries are due to expire within the periods ending 2018 (Macau, the
Philippines and China), 2020 (Thailand) and 2025 (Korea and Taiwan).
11. EARNINGS PER SHARE
Basic
Basic earnings per share is calculated by dividing the net profit attributable to shareholders of AIA Group Limited by the weighted
average number of ordinary shares in issue during the year. The shares held by employee share-based trusts are not considered to be
outstanding from the date of the purchase for purposes of computing basic and diluted earnings per share.
Net profit attributable to shareholders of AIA Group Limited (US$m)
Weighted average number of ordinary shares in issue (million)
Basic earnings per share (US cents per share)
Year ended
30 November
2015
Year ended
30 November
2014
2,691
11,970
22.48
3,450
11,968
28.83
Diluted
Diluted earnings per share is calculated by adjusting the weighted average number of ordinary shares outstanding to assume
conversion of all dilutive potential ordinary shares. As of 30 November 2015 and 2014, the Group has potentially dilutive instruments
which are the share options, restricted share units, restricted stock purchase units and restricted stock subscription units awarded to
eligible directors, officers, employees and agents under various share-based compensation plans as described in note 39.
Net profit attributable to shareholders of AIA Group Limited (US$m)
Weighted average number of ordinary shares in issue (million)
Adjustment for share options, restricted share units, restricted stock purchase units and
restricted stock subscription units awarded under share-based compensation plans
Weighted average number of ordinary shares for diluted earnings per share (million)
Diluted earnings per share (US cents per share)
Year ended
30 November
2015
Year ended
30 November
2014
2,691
11,970
37
12,007
22.41
3,450
11,968
41
12,009
28.73
At 30 November 2015, 5,899,149 share options (2014: 13,414,360) were excluded from the diluted weighted average number of ordinary
shares calculation as their effect would have been anti-dilutive.
16 4
| AIA GROUP LIMITED
FINANCIAL STATEMENTSNOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS AND SIGNIFICANT ACCOUNTING POLICIES 11. EARNINGS PER SHARE (continued)
Operating profit after tax per share
Operating profit after tax (see note 5) per share is calculated by dividing the operating profit after tax attributable to shareholders of
AIA Group Limited by the weighted average number of ordinary shares in issue during the year. As of 30 November 2015 and 2014,
the Group has potentially dilutive instruments which are the share options, restricted share units, restricted stock purchase units
and restricted stock subscription units awarded to eligible directors, officers, employees and agents under various share-based
compensation plans as described in note 39.
Basic (US cents per share)
Diluted (US cents per share)
12. DIVIDENDS
Dividends to shareholders of the Company attributable to the year:
US$m
Interim dividend declared and paid of 18.72 Hong Kong cents per share
(2014: 16.00 Hong Kong cents per share)
Final dividend proposed after the reporting date of 51.00 Hong Kong cents per share
(2014: 34.00 Hong Kong cents per share)(1)
Year ended
30 November
2015
Year ended
30 November
2014
26.81
26.73
24.31
24.23
Year ended
30 November
2015
Year ended
30 November
2014
289
788
1,077
247
525
772
Note:
(1) Based upon shares outstanding at 30 November 2015 and 2014 that are entitled to a dividend, other than those held by employee share-based trusts.
The above final dividend was proposed by the Board on 25 February 2016 subject to shareholders’ approval at the AGM to be held on 6
May 2016. The proposed final dividend has not been recognised as a liability at the reporting date.
Dividends to shareholders of the Company attributable to the previous financial year, approved and paid during the year:
US$m
Year ended
30 November
2015
Year ended
30 November
2014
Final dividend in respect of the previous financial year, approved and paid during
the year of 34.00 Hong Kong cents per share (2014: 28.62 Hong Kong cents per share)
525
442
ANNUAL REPORT 2015 | 16 5
OVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATION
13. INTANGIBLE ASSETS
US$m
Cost
At 1 December 2013
Additions
Disposals
Foreign exchange movements
At 30 November 2014
Additions
Disposals
Disposal of a subsidiary
Foreign exchange movements
At 30 November 2015
Accumulated amortisation
At 1 December 2013
Amortisation charge for the year
Disposals
Foreign exchange movements
At 30 November 2014
Amortisation charge for the year
Disposals
Foreign exchange movements
At 30 November 2015
Net book value
At 30 November 2014
At 30 November 2015
Goodwill
Computer
software
Distribution
and other
rights
1,135
–
–
–
1,135
–
–
(10)
(317)
808
(6)
–
–
–
(6)
–
–
2
(4)
1,129
804
289
48
(1)
(11)
325
124
(16)
–
(28)
405
(181)
(28)
1
7
(201)
(32)
15
19
(199)
124
206
104
831
–
(2)
933
–
(3)
–
(60)
870
(20)
(15)
–
1
(34)
(20)
3
5
(46)
899
824
Total
1,528
879
(1)
(13)
2,393
124
(19)
(10)
(405)
2,083
(207)
(43)
1
8
(241)
(52)
18
26
(249)
2,152
1,834
Of the above, US$1,782m (2014: US$2,109m) is expected to be recovered more than 12 months after the end of the reporting period.
During the year ended 30 November 2014, the Group entered into an agreement with Citibank to enter into an exclusive, long-term
bancassurance partnership for a 15-year period. The agreement provided for a payment of US$800m to Citibank upon signing, which
was capitalised as an intangible asset.
Impairment tests for goodwill
Goodwill arises primarily in respect of the Group’s insurance business in Malaysia. Goodwill is tested for impairment by comparing
the carrying amount of the cash-generating unit, including goodwill, to the recoverable amount of that cash-generating unit. If the
recoverable amount of the unit exceeds the carrying amount of the unit, the goodwill allocated to that unit shall be regarded as
not impaired. The recoverable amount is the value in use of the cash-generating unit unless otherwise stated. The value in use is
determined by calculating the present value of expected future cash flows plus a multiple of the present value of the new business
generated.
Value in use is calculated as an actuarially determined appraisal value, based on the embedded value of the business and the value
from future new business.
The key assumptions used in the embedded value calculations include investment returns, mortality, morbidity, persistency, expenses
and inflation. The value from future new business is calculated based on a combination of indicators which include, among others, a
multiple of the projected one-year value of new business (VONB), taking into account recent production mix, business strategy and
market trends. The Group may apply alternative method to estimate the value of future new business if the described method is not
appropriate under the circumstances.
16 6
| AIA GROUP LIMITED
FINANCIAL STATEMENTSNOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS AND SIGNIFICANT ACCOUNTING POLICIES 14. INVESTMENTS IN ASSOCIATES AND JOINT VENTURE
US$m
Group
Investments in associates
Investment in joint venture
Total
Year ended
30 November
2015
Year ended
30 November
2014
137
–
137
131
–
131
Investments in associates and joint venture are held for their long-term contribution to the Group’s performance and so all amounts
are expected to be realised more than 12 months after the end of the reporting period.
The Group’s interest in its principal associates is as follows:
Place of
incorporation
Principal
activity
Type of
shares held
Group’s interest %
As at
30 November
2015
As at
30 November
2014
Tata AIA Life Insurance Company Limited
India
Insurance
Ordinary
26%
26%
All associates and joint venture are unlisted.
Aggregated financial information of associates
The investment in the associate is measured using the equity method. The following table analyses, in aggregate, the carrying amount
and share of profit and other comprehensive income of these associates.
US$m
Carrying amount in the statement of financial position
Profit from continuing operations
Other comprehensive income
Total comprehensive income
Year ended
30 November
2015
Year ended
30 November
2014
137
–
3
3
131
18
22
40
ANNUAL REPORT 2015 | 167
OVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATION 15. PROPERTY, PLANT AND EQUIPMENT
US$m
Cost
At 1 December 2013
Additions
Disposals
Net transfers from investment property
Foreign exchange movements
At 30 November 2014
Additions
Disposals
Net transfers from investment property
Foreign exchange movements
At 30 November 2015
Accumulated depreciation
At 1 December 2013
Depreciation charge for the year
Disposals
Net transfers to investment property
Foreign exchange movements
At 30 November 2014
Depreciation charge for the year
Disposals
Net transfers from investment property
Foreign exchange movements
At 30 November 2015
Net book value
At 30 November 2014
At 30 November 2015
Property
held for
own use
Computer
hardware
Fixtures and
fittings and
others
493
24
(2)
61
(19)
557
14
–
10
(48)
533
(190)
(15)
1
1
7
(196)
(17)
–
(6)
22
(197)
361
336
216
26
(13)
–
(5)
224
18
(18)
–
(17)
207
(171)
(26)
11
–
5
(181)
(24)
17
–
16
349
43
(15)
–
(7)
370
46
(38)
–
(21)
357
(217)
(34)
13
–
5
(233)
(37)
26
–
16
(172)
(228)
43
35
137
129
Total
1,058
93
(30)
61
(31)
1,151
78
(56)
10
(86)
1,097
(578)
(75)
25
1
17
(610)
(78)
43
(6)
54
(597)
541
500
The Group holds property, plant and equipment for its long-term use and, accordingly, the annual depreciation charge approximates
to the amount expected to be recovered through consumption within 12 months after the end of the reporting period.
16 8
| AIA GROUP LIMITED
FINANCIAL STATEMENTSNOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS AND SIGNIFICANT ACCOUNTING POLICIES 16. INVESTMENT PROPERTY
US$m
Cost
At 1 December 2013
Additions
Disposals
Net transfers to property, plant and equipment
Foreign exchange movements
At 30 November 2014
Additions
Disposals
Net transfers to property, plant and equipment
Foreign exchange movements
At 30 November 2015
Accumulated depreciation
At 1 December 2013
Charge for the year
Disposals
Net transfers from property, plant and equipment
Foreign exchange movements
At 30 November 2014
Charge for the year
Net transfers to property, plant and equipment
Foreign exchange movements
At 30 November 2015
Net book value
At 30 November 2014
At 30 November 2015
1,201
358
(2)
(61)
(19)
1,477
80
(1)
(10)
(57)
1,489
(73)
(21)
1
(1)
1
(93)
(24)
6
8
(103)
1,384
1,386
The Group holds investment property for long-term use, and so the annual amortisation charge approximates to the amount expected
to be recovered within 12 months after the reporting period.
The Group leases out its investment property under operating leases. The leases typically run for an initial period of one to twelve
years, with an option to renew the lease based on future negotiations. Lease payments are usually negotiated every one to three years
to reflect market rentals. There were not any material contingent rentals earned as income for the year. Rental income generated
from investment property amounted to US$127m (2014: US$123m). Direct operating expenses (including repair and maintenance) on
investment property that generates rental income amounted to US$28m (2014: US$29m).
The Group owns investment property in the form of freehold land outside Hong Kong and leasehold land under finance lease. The
Group does not hold freehold land in Hong Kong.
ANNUAL REPORT 2015 | 169
OVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATION 16. INVESTMENT PROPERTY (continued)
The future minimum operating lease rental income under non-cancellable operating leases that the Group expects to receive in future
periods may be analysed as follows:
US$m
Leases of investment property
Expiring no later than one year
Expiring later than one year and no later than five years
Expiring after five years or more
Total
17. FAIR VALUE OF INVESTMENT PROPERTY AND PROPERTY HELD FOR OWN USE
US$m
Carrying value(1)
Investment property
Property held for own use (classified as property, plant and equipment)
Leasehold land under operating lease (classified as prepayments in other assets)
Total
Fair value(1)
Investment property (including land)
Property held for own use (including land)
Total
Note:
As at
30 November
2015
As at
30 November
2014
117
148
8
273
99
140
5
244
As at
30 November
2015
As at
30 November
2014
1,386
336
430
2,152
3,659
1,495
5,154
1,384
361
442
2,187
3,639
1,492
5,131
(1) Carrying and fair values are presented before non-controlling interests and, for assets held in participating funds, before allocation to policyholders.
18. REINSURANCE ASSETS
US$m
Amounts recoverable from reinsurers
Ceded insurance and investment contract liabilities
Total
As at
30 November
2015
As at
30 November
2014
257
1,395
1,652
240
1,417
1,657
17 0
| AIA GROUP LIMITED
FINANCIAL STATEMENTSNOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS AND SIGNIFICANT ACCOUNTING POLICIES 19. DEFERRED ACQUISITION AND ORIGINATION COSTS
US$m
Carrying amount
Deferred acquisition costs on insurance contracts
Deferred origination costs on investment contracts
Value of business acquired
Total
Movements in the year
At beginning of financial year
Deferral and amortisation of acquisition and origination costs
Disposal of a subsidiary
Foreign exchange movements
Impact of assumption changes
Other movements
At end of financial year
As at
30 November
2015
As at
30 November
2014
16,424
15,793
470
198
534
266
17,092
16,593
Year ended
30 November
2015
Year ended
30 November
2014
16,593
1,490
(1)
(1,151)
33
128
15,738
1,631
–
(385)
(23)
(368)
17,092
16,593
Deferred acquisition and origination costs are expected to be recoverable over the mean term of the Group’s insurance and investment
contracts, and liability adequacy testing is performed at least annually to confirm their recoverability. Accordingly, the annual
amortisation charge, which varies with investment performance for certain universal life and unit-linked products, approximates to
the amount which is expected to be realised within 12 months of the end of the reporting period.
20. FINANCIAL INVESTMENTS
The following tables analyse the Group’s financial investments by type and nature. The Group manages its financial investments in
two distinct categories: Unit-linked Investments and Policyholder and Shareholder Investments. The investment risk in respect of
Unit-linked Investments is generally wholly borne by our customers, and does not directly affect the profit for the year before tax.
Furthermore, unit-linked contract holders are responsible for allocation of their policy values amongst investment options offered by
the Group. Although profit for the year before tax is not affected by Unit-linked Investments, the investment return from such financial
investments is included in the Group’s profit for the year before tax, as the Group has elected the fair value option for all Unit-linked
Investments with corresponding changes in insurance and investment contract liabilities for unit-linked contracts. Policyholder and
Shareholder Investments include all financial investments other than Unit-linked Investments. The investment risk in respect of
Policyholder and Shareholder Investments is partially or wholly borne by the Group.
Policyholder and Shareholder Investments are further categorised as Participating Funds and Other Policyholder and Shareholder.
The Group has elected to separately analyse financial investments held by Participating Funds within Policyholder and Shareholder
Investments as they are subject to local regulations that generally prescribe a minimum proportion of policyholder participation in
declared dividends. The Group has elected the fair value option for debt and equity securities of Participating Funds. The Group’s
accounting policy is to record an insurance liability for the proportion of net assets of the Participating Funds that would be allocated to
policyholders assuming all performance would be declared as a dividend based upon local regulations as at the date of the statement
of financial position. As a result the Group’s net profit for the year before tax is impacted by the proportion of investment return that
would be allocated to shareholders as described above.
ANNUAL REPORT 2015 | 171
OVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATION 20. FINANCIAL INVESTMENTS (continued)
Other Policyholder and Shareholder Investments are distinct from Unit-linked Investments and Participating Funds as there is not any
direct contractual or regulatory requirement governing the amount, if any, for allocation to policyholders. The Group has elected to
apply the fair value option for equity securities in this category and the available for sale classification in respect of the majority of debt
securities in this category. The investment risk from investments in this category directly impacts the Group’s financial statements.
Although a proportion of investment return may be allocated to policyholders through policyholder dividends, the Group’s accounting
policy for insurance and certain investment contract liabilities utilises a net level premium methodology that includes best estimates
as at the date of issue for non-guaranteed participation. To the extent investment return from these investments either is not allocated
to participating contracts or varies from the best estimates, it will impact the Group’s profit before tax.
In the following tables, “FVTPL” indicates financial investments classified at fair value through profit or loss and “AFS” indicates
financial investments classified as available for sale.
Debt securities
In compiling the tables, external ratings have been used where available. Where external ratings are not readily available an internal
rating methodology has been adopted. The following conventions have been adopted to conform the various ratings.
External ratings
Internal ratings
Reported as
Standard and Poor’s
Moody’s
AAA
AA+ to AA-
A+ to A-
BBB+ to BBB-
BB+ and below
Aaa
Aa1 to Aa3
A1 to A3
Baa1 to Baa3
Ba1 and below
1
2+ to 2-
3+ to 3-
4+ to 4-
AAA
AA
A
BBB
5+ and below
Below investment grade(1)
Note:
(1) Unless otherwise identified individually.
17 2
| AIA GROUP LIMITED
FINANCIAL STATEMENTSNOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS AND SIGNIFICANT ACCOUNTING POLICIES 20. FINANCIAL INVESTMENTS (continued)
Debt securities (continued)
Debt securities by type comprise the following:
US$m
Rating
FVTPL
FVTPL
AFS
Subtotal
FVTPL
FVTPL
Total
Policyholder and shareholder
Participating
funds
Other policyholder and
shareholder
Consolidated
investment
Unit-linked
funds(3)
30 November 2015
Government bonds
– issued in local currency
Thailand
China
Korea
Singapore
Philippines
Malaysia
Indonesia
Other(1)
Subtotal
Government bonds
– foreign currency
Indonesia
Philippines
Qatar
Mexico
Malaysia
Korea
South Africa
Russia
Other(1)
Subtotal
Government agency bonds(2)
AAA
AA
A
BBB
Below investment grade
Subtotal
Notes:
A
AA
AA
AAA
BBB
A
BB
BB
BBB
AA
BBB
A
AA
BBB
BB
–
1,406
–
1,488
–
1,536
29
17
4,476
80
3
7
7
34
19
–
20
–
170
1,250
937
792
223
18
3,220
–
–
–
–
–
–
7
–
7
8
14
–
21
–
–
5
16
131
195
–
–
8
–
–
8
10,268
10,268
5,208
3,650
1,066
2,626
403
533
643
6,614
3,650
2,554
2,626
1,939
569
660
–
32
253
358
76
27
32
3
24,397
28,880
781
382
381
365
254
205
131
93
15
164
1,990
974
4,168
2,483
1,095
108
8,828
470
398
372
282
239
150
98
51
295
2,355
2,224
5,105
3,283
1,318
126
21
49
5
–
2
6
–
–
21
104
84
68
26
4
6
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
38
185
16
–
–
10,268
6,646
3,903
2,912
2,702
1,966
601
663
29,661
491
447
377
282
241
156
98
51
316
2,459
2,346
5,358
3,325
1,322
132
12,056
188
239
12,483
(1) Of the total government bonds listed as “Other” at 30 November 2015, 54 per cent are rated as investment grade and a further 30 per cent are rated BB-
and above. The remaining are rated below BB-.
(2) Government agency bonds comprise bonds issued by government-sponsored institutions such as national, provincial and municipal authorities;
government-related entities; multilateral development banks and supranational organisations.
(3) Consolidated investment funds reflect 100 per cent of assets and liabilities held by such funds.
ANNUAL REPORT 2015 | 17 3
OVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATION 20. FINANCIAL INVESTMENTS (continued)
Debt securities (continued)
US$m
FVTPL
FVTPL
AFS
Subtotal
FVTPL
Policyholder and shareholder
Participating
funds
Other policyholder and
shareholder
Unit-linked
Consolidated
investment
funds(3)
FVTPL
30 November 2015
Corporate bonds
AAA
AA
A
BBB
Below investment grade
Not rated
Subtotal
Structured securities(4)
AAA
AA
A
BBB
Below investment grade
Not rated
Subtotal
Total(5)
Notes:
Total
280
7,030
23,643
23,747
4,290
61
61
900
4,788
4,218
927
–
–
8
28
61
4
–
168
5,802
17,303
18,694
3,224
1
229
6,710
22,119
22,973
4,155
1
4
14
531
561
109
46
47
306
993
213
26
14
10,894
101
45,192
56,187
1,265
1,599
59,051
–
10
16
239
30
1
296
19,056
–
19
39
–
56
37
151
462
11
139
197
172
–
14
533
11
168
252
411
86
52
980
–
–
–
1
–
–
1
–
–
5
–
–
–
5
11
168
257
412
86
52
986
80,940
100,458
2,339
1,843
104,640
(3) Consolidated investment funds reflect 100 per cent of assets and liabilities held by such funds.
(4) Structured securities include collateralised debt obligations, mortgage-backed securities and other asset-backed securities.
(5) Debt securities of US$3,354m are restricted due to local regulatory requirements.
174
| AIA GROUP LIMITED
FINANCIAL STATEMENTSNOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS AND SIGNIFICANT ACCOUNTING POLICIES 20. FINANCIAL INVESTMENTS (continued)
Debt securities (continued)
US$m
Rating
FVTPL
FVTPL
AFS
Subtotal
FVTPL
FVTPL
Total
Policyholder and shareholder
Participating
funds
Other policyholder and
shareholder
Consolidated
investment
funds(3)
Unit-linked
30 November 2014
Government bonds
– issued in local currency
Thailand
China
Korea
Singapore
Philippines
Malaysia
Indonesia
Other(1)
Subtotal
Government bonds
– foreign currency
Indonesia
Philippines
Qatar
Mexico
Malaysia
Korea
South Africa
Russia
Other(1)
Subtotal
Government agency bonds(2)
AAA
AA
A
BBB
Below investment grade
Not rated
Subtotal
Notes:
A
AA
AA
AAA
BBB
A
BB
BB
BBB
AA
BBB
A
A
BBB
BBB
–
1,099
–
1,768
–
2,149
23
16
5,055
86
–
–
7
73
19
–
19
–
204
1,321
612
803
253
23
–
3,012
–
–
–
–
–
–
–
2
2
16
9
–
15
–
–
18
15
121
194
–
–
–
–
–
–
–
11,002
11,002
4,211
3,543
1,175
2,879
541
632
575
5,310
3,543
2,943
2,879
2,690
655
593
–
18
202
435
75
24
55
2
24,558
29,615
811
357
397
318
228
91
135
103
104
161
459
406
318
250
164
154
121
138
282
1,894
2,292
1,070
1,926
4,721
1,439
179
–
2,391
2,538
5,524
1,692
202
–
5
89
3
–
2
7
–
–
12
118
116
83
18
6
6
6
9,335
12,347
235
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
39
61
50
–
–
61
211
11,002
5,328
3,745
3,378
2,954
2,714
710
595
30,426
464
495
321
250
166
161
121
138
294
2,410
2,546
2,682
5,592
1,698
208
67
12,793
(1) Of the total government bonds listed as “Other” at 30 November 2014, 61 per cent are rated as investment grade and a further 21 per cent are rated BB-
and above. The remaining are rated below BB-.
(2) Government agency bonds comprise bonds issued by government-sponsored institutions such as national, provincial and municipal authorities;
government-related entities; multilateral development banks and supranational organisations.
(3) Consolidated investment funds reflect 100 per cent of assets and liabilities held by such funds.
ANNUAL REPORT 2015 | 17 5
OVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATION 20. FINANCIAL INVESTMENTS (continued)
Debt securities (continued)
US$m
FVTPL
FVTPL
AFS
Subtotal
FVTPL
Policyholder and shareholder
Participating
funds
Other policyholder and
shareholder
Unit-linked
Consolidated
investment
funds(3)
FVTPL
30 November 2014
Corporate bonds
AAA
AA
A
BBB
Below investment grade
Not rated
Subtotal
Structured securities(4)
AAA
AA
A
BBB
Below investment grade
Not rated
Subtotal
Total(5)
Notes:
Total
204
5,774
22,988
21,867
3,673
749
66
1,100
4,980
3,933
864
18
–
8
61
76
–
1
81
4,457
16,778
17,150
2,701
149
147
5,565
21,819
21,159
3,565
168
5
23
638
462
75
108
52
186
531
246
33
473
10,961
146
41,316
52,423
1,311
1,521
55,255
–
6
10
308
29
7
360
19,592
–
20
–
38
56
56
170
512
10
18
438
150
–
25
641
77,744
10
44
448
496
85
88
1,171
97,848
–
–
–
2
–
1
3
–
–
–
5
–
–
5
10
44
448
503
85
89
1,179
2,478
1,737
102,063
(3) Consolidated investment funds reflect 100 per cent of assets and liabilities held by such funds.
(4) Structured securities include collateralised debt obligations, mortgage-backed securities and other asset-backed securities.
(5) Debt securities of US$2,920m are restricted due to local regulatory requirements.
The Group’s debt securities classified at fair value through profit or loss can be analysed as follows:
US$m
Debt securities – FVTPL
Designated at fair value through profit or loss
Held for trading
Total
As at
30 November
2015
As at
30 November
2014
23,700
–
23,700
24,297
22
24,319
176
| AIA GROUP LIMITED
FINANCIAL STATEMENTSNOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS AND SIGNIFICANT ACCOUNTING POLICIES 20. FINANCIAL INVESTMENTS (continued)
Equity securities
Equity securities by type comprise the following:
Policyholder and
shareholder
Participating
funds
FVTPL
Other
policyholder
and
shareholder
FVTPL
Subtotal
Unit-linked
FVTPL
Consolidated
investment
funds(1)
FVTPL
3,285
1,630
4,915
5,484
1,812
7,296
8,769
3,442
12,211
3,234
11,710
14,944
1
3
4
Policyholder and
shareholder
Participating
funds
FVTPL
Other
policyholder
and
shareholder
FVTPL
Subtotal
Unit-linked
FVTPL
Consolidated
investment
funds(1)
FVTPL
3,476
1,568
5,044
6,005
1,702
7,707
9,481
3,270
12,751
3,948
12,124
16,072
1
3
4
Total
12,004
15,155
27,159
Total
13,430
15,397
28,827
US$m
30 November 2015
Equity shares
Interests in investment funds
Total
US$m
30 November 2014
Equity shares
Interests in investment funds
Total
Note:
(1) Consolidated investment funds reflect 100 per cent of assets and liabilities held by such funds.
Debt and equity securities
US$m
Debt securities
Listed
Unlisted
Total
Equity securities
Listed
Unlisted
Total
As at
30 November
2015
As at
30 November
2014
76,490
28,150
104,640
13,878
13,281
27,159
72,017
30,046
102,063
15,276
13,551
28,827
ANNUAL REPORT 2015 | 17 7
OVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATION 20. FINANCIAL INVESTMENTS (continued)
Interests in structured entities
The Group has determined that the investment funds and structured securities, such as collateralised debt obligations, mortgage-
backed securities and other asset-backed securities that the Group has interest are structured entities.
The Group has consolidated certain investment funds for which the Group provides guarantee on capital or rate of return to the
investors and deemed to have control based on an analysis of the guidance in IFRS 10. For these investment funds, the Group has the
ability to reduce the guaranteed rates of return, subject to obtaining approvals of applicable regulators. The Group has an obligation
to absorb losses in the event that the returns of the funds are insufficient to cover the capital or rate of return guarantee provided to
the investors.
The following table summarises the Group’s interest in unconsolidated structured entities:
US$m
Available for sale debt securities
Debt securities at fair value through profit or loss
Equity securities at fair value through profit or loss
Total
Notes:
As at 30 November 2015
As at 30 November 2014
Investment
funds
Structured
securities(1)
Investment
funds
Structured
securities(1)
761(2)
404(2)
15,155
16,320
533
453
–
986
577(2)
360(2)
15,397
16,334
641
538
–
1,179
(1) Structured securities include collateralised debt obligation, mortgage-backed securities and other asset-backed securities.
(2) Balance represents the Group’s interests in debt securities issued by real estate investment trusts.
The Group’s maximum exposure to loss arising from its interests in these unconsolidated structured entities is limited to the
carrying amount of the assets. Dividend income and interest income are received during the reporting period from these interests in
unconsolidated structured entities.
In addition, the Group receives management fees and trustee fees in respect of providing trustee, management and administrative
services to certain retirement scheme funds and investment funds. These funds are not held and the associated investment risks are
not borne by the Group, the Group does not have exposure to loss in these funds.
17 8
| AIA GROUP LIMITED
FINANCIAL STATEMENTSNOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS AND SIGNIFICANT ACCOUNTING POLICIES 20. FINANCIAL INVESTMENTS (continued)
Loans and deposits
US$m
Policy loans
Mortgage loans on residential real estate
Mortgage loans on commercial real estate
Other loans
Allowance for loan losses
Loans
Term deposits
Promissory notes(1)
Total
Note:
(1) The promissory notes are issued by a government.
As at
30 November
2015
As at
30 November
2014
2,383
2,433
538
51
781
(14)
3,739
2,035
1,437
7,211
645
14
808
(16)
3,884
2,201
1,569
7,654
Certain term deposits with financial institutions and promissory notes are restricted due to local regulatory requirements or other
pledge restrictions. The restricted balance held within term deposits and promissory notes is US$1,617m (2014: US$1,757m).
Other loans include receivables from reverse repurchase agreements under which the Group does not take physical possession of
securities purchased under the agreements. Sales or transfers of securities are not permitted by the respective clearing house on
which they are registered while the loan is outstanding. In the event of default by the counterparty to repay the loan, the Group has the
right to the underlying securities held by the clearing house. At 30 November 2015, the carrying value of such receivables is US$155m
(2014: US$101m).
ANNUAL REPORT 2015 | 17 9
OVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATION 21. DERIVATIVE FINANCIAL INSTRUMENTS
The Group’s non-hedge derivative exposure was as follows:
US$m
30 November 2015
Foreign exchange contracts
Cross-currency swaps
Forwards
Foreign exchange futures
Currency options
Total foreign exchange contracts
Interest rate contracts
Interest rate swaps
Other
Warrants and options
Netting
Total
30 November 2014
Foreign exchange contracts
Cross-currency swaps
Forwards
Foreign exchange futures
Currency options
Total foreign exchange contracts
Interest rate contracts
Interest rate swaps
Other
Warrants and options
Netting
Total
Notional amount
Assets
Liabilities
Fair value
7,153
1,547
119
29
8,848
629
176
(119)
9,534
6,142
622
177
20
6,961
157
144
(177)
7,085
60
4
–
–
64
2
7
–
73
246
4
–
–
250
7
8
–
(671)
(19)
–
–
(690)
(5)
–
–
(695)
(198)
(12)
–
–
(210)
(1)
–
–
265
(211)
The column “notional amount” in the above table represents the pay leg of derivative transactions.
Of the total derivatives, US$6m (2014: US$7m) are listed in exchange or dealer markets and the rest are over-the-counter (OTC)
derivatives. OTC derivative contracts are individually negotiated between contracting parties and not cleared through an exchange.
OTC derivatives include forwards, swaps and options. Derivatives are subject to various risks including market, liquidity and credit
risks, similar to those related to the underlying financial instruments.
Derivative assets and derivative liabilities are recognised in the consolidated statement of financial position as financial assets at
fair value through profit or loss and derivative financial liabilities respectively. The Group’s derivative contracts are established to
economic hedge financial exposures. The Group adopts hedge accounting in limited circumstances. The notional or contractual
amounts associated with derivative financial instruments are not recorded as assets or liabilities in the consolidated statement of
financial position as they do not represent the fair value of these transactions. The notional amounts in the previous table reflect the
aggregate of individual derivative positions on a gross basis and so give an indication of the overall scale of derivative transactions.
18 0
| AIA GROUP LIMITED
FINANCIAL STATEMENTSNOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS AND SIGNIFICANT ACCOUNTING POLICIES
21. DERIVATIVE FINANCIAL INSTRUMENTS (continued)
Foreign exchange contracts
Foreign exchange forward and futures contracts represent agreements to exchange the currency of one country for the currency of
another country at an agreed price and settlement date. Currency options are agreements that give the buyer the right to exchange the
currency of one country for the currency of another country at agreed prices and settlement dates. Currency swaps are contractual
agreements that involve the exchange of both periodic and final amounts in two different currencies. Exposure to gain and loss on the
foreign exchange contracts will increase or decrease over their respective lives as a function of maturity dates, interest and foreign
exchange rates, implied volatilities of the underlying indices and the timing of payments.
Interest rate swaps
Interest rate swaps are contractual agreements between two parties to exchange periodic payments in the same currency, each of
which is computed on a different interest rate basis, on a specified notional amount. Most interest rate swaps involve the net exchange
of payments calculated as the difference between the fixed and floating rate interest payments.
Other derivatives
Warrants and options are option agreements that give the owner the right to buy or sell securities at an agreed price and settlement
date.
Netting adjustment
The netting adjustment is related to futures contracts executed through clearing house where the settlement arrangement satisfied
the netting criteria under IFRS.
Collateral under derivative transactions
At 30 November 2015, the Group had posted cash collateral of US$189m (2014: US$20m) and pledged debt securities with carrying
value of US$439m (2014: US$96m) for liabilities and held cash collateral of US$8m (2014: US$122m), debt securities collateral with
carrying value of US$2m (2014: US$2m) and no deposit collateral (2014: US$25m) for assets in respect of derivative transactions. The
Group did not sell or repledge the collateral received. These transactions are conducted under terms that are usual and customary to
collateralised transactions including, where relevant, standard securities lending and repurchase agreements.
ANNUAL REPORT 2015 | 181
OVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATION 22. FAIR VALUE MEASUREMENT
Fair value of financial instruments
The Group classifies all financial assets as either at fair value through profit or loss, or as available for sale, which are carried at fair
value, or as loans and receivables, which are carried at amortised cost. Financial liabilities are classified as either at fair value through
profit or loss or at amortised cost, except for investment contracts with DPF which are accounted for under IFRS 4.
The following tables present the fair values of the Group’s financial assets and financial liabilities:
US$m
Notes
30 November 2015
Financial investments
Loans and deposits
Debt securities
Equity securities
Derivative financial instruments
Reinsurance receivables
Other receivables
Accrued investment income
Cash and cash equivalents
Financial assets
20
21
18
23
23
25
Financial liabilities
Investment contract liabilities
Borrowings
Obligations under securities lending and
repurchase agreements
Derivative financial instruments
Other liabilities
Financial liabilities
Fair value
Fair value
through
profit or
loss
Available
for sale
Cost/
amortised
cost
Total
carrying
value
Total fair
value
–
23,700
27,159
73
–
–
–
–
–
7,211
80,940
–
–
–
–
–
–
–
–
–
257
1,731
1,350
1,992
7,211
104,640
27,159
73
257
1,731
1,350
1,992
7,222
104,640
27,159
73
257
1,731
1,350
1,992
50,932
80,940
12,541
144,413
144,424
Notes
27
29
30
21
33
Fair value
through
profit or
loss
Cost/
amortised
cost
Total
carrying
value
Total fair
value
6,573
–
–
695
1,214
8,482
543
3,195
3,085
–
3,443
10,266
7,116
3,195
3,085
695
4,657
7,116
3,217
3,085
695
4,657
18,748
18,770
18 2
| AIA GROUP LIMITED
FINANCIAL STATEMENTSNOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS AND SIGNIFICANT ACCOUNTING POLICIES
22. FAIR VALUE MEASUREMENT (continued)
Fair value of financial instruments (continued)
US$m
30 November 2014
Financial investments
Loans and deposits
Debt securities
Equity securities
Derivative financial instruments
Reinsurance receivables
Other receivables
Accrued investment income
Cash and cash equivalents
Financial assets
Financial liabilities
Investment contract liabilities
Borrowings
Obligations under securities lending and
repurchase agreements
Derivative financial instruments
Other liabilities
Financial liabilities
Fair value
Fair value
through profit
or loss
Available
for sale
Cost/
amortised
cost
Total
carrying
value
Notes
Total fair
value
20
21
18
23
23
25
–
24,319
28,827
265
–
–
–
–
–
77,744
–
–
–
–
–
–
7,654
–
–
–
240
1,632
1,345
1,835
7,654
102,063
28,827
265
240
1,632
1,345
1,835
7,675
102,063
28,827
265
240
1,632
1,345
1,835
53,411
77,744
12,706
143,861
143,882
Fair value
through profit
or loss
Cost/
amortised
cost
Total
carrying
value
Notes
Total fair
value
27
29
30
21
33
7,315
–
–
211
1,221
8,747
622
2,934
3,753
–
3,321
10,630
7,937
2,934
3,753
211
4,542
7,937
3,005
3,753
211
4,542
19,377
19,448
The carrying amount of assets included in the above tables represents the maximum credit exposure.
Foreign currency exposure, including the net notional amount of foreign currency derivative positions, is shown in note 37 for the
Group’s key foreign exchange exposures.
The fair value of investment contract liabilities measured at amortised cost is not considered to be materially different from the
amortised cost carrying value.
The carrying value of financial instruments expected to be settled within 12 months (after taking into account valuation allowances,
where applicable) is not considered to be materially different from the fair value.
ANNUAL REPORT 2015 | 18 3
OVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATION
22. FAIR VALUE MEASUREMENT (continued)
Fair value measurements on a recurring basis
The Group measures at fair value financial instruments classified at fair value through profit or loss, available for sale securities
portfolios, derivative assets and liabilities, investments held by investment funds which are consolidated, investments in non-
consolidated investment funds and certain investment contract liabilities on a recurring basis. The fair value of a financial instrument
is the amount that would be received on sale of an asset or paid to transfer a liability in an orderly transaction between market
participants at the measurement date.
The degree of judgement used in measuring the fair value of financial instruments generally correlates with the level of pricing
observability. Financial instruments with quoted prices in active markets generally have more pricing observability and less judgement
is used in measuring fair value. Conversely, financial instruments traded in other than active markets or that do not have quoted
prices have less observability and are measured at fair value using valuation models or other pricing techniques that require more
judgement. An active market is one in which transactions for the asset or liability being valued occur with sufficient frequency and
volume to provide pricing information on an ongoing basis.
An other than active market is one in which there are few transactions, the prices are not current, price quotations vary substantially
either over time or among market makers, or in which little information is released publicly for the asset or liability being valued.
Pricing observability is affected by a number of factors, including the type of financial instrument, whether the financial instrument is
new to the market and not yet established, the characteristics specific to the transaction and general market conditions.
The Group does not have assets or liabilities measured at fair value on a non-recurring basis during the year ended 30 November 2015.
The following methods and assumptions were used by the Group to estimate the fair value of financial instruments.
Determination of fair value for financial instruments
Loans and receivables
For loans and advances that are repriced frequently and have not had any significant changes in credit risk, carrying amounts
represent a reasonable estimate of fair values. The fair values of other loans are estimated by discounting expected future cash flows
using interest rates offered for similar loans to borrowers with similar credit ratings.
The fair values of mortgage loans are estimated by discounting future cash flows using interest rates currently being offered in
respect of similar loans to borrowers with similar credit ratings. The fair values of fixed rate policy loans are estimated by discounting
cash flows at the interest rates charged on policy loans of similar policies currently being issued. Loans with similar characteristics
are aggregated for purposes of the calculations. The carrying values of policy loans with variable rates approximate to their fair values.
Debt securities and equity securities
The fair values of equity securities are based on quoted market prices or, if unquoted, on estimated market values generally based
on quoted prices for similar securities. Fair values for fixed interest securities are based on quoted market prices, where available.
For those securities not actively traded, fair values are estimated using values obtained from brokers, private pricing services or
by discounting expected future cash flows using a current market rate applicable to the yield, credit quality and maturity of the
investment. Priority is given to values from independent sources when available, but overall the source of pricing and/or valuation
technique is chosen with the objective of arriving at the price at which an orderly transaction would take place between market
participants on the measurement date. The inputs to determining fair value that are relevant to fixed interest securities include, but
not limited to risk-free interest rates, the obligor’s credit spreads, foreign exchange rates and credit default rates. For holdings in
hedge funds and limited partnerships, fair values are determined based on the net asset values provided by the general partner or
manager of each investment, the accounts of which are generally audited on an annual basis. The transaction price is used as the best
estimate of fair value at inception.
18 4
| AIA GROUP LIMITED
FINANCIAL STATEMENTSNOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS AND SIGNIFICANT ACCOUNTING POLICIES 22. FAIR VALUE MEASUREMENT (continued)
Determination of fair value for financial instruments (continued)
Derivative financial instruments
The Group values its derivative financial assets and liabilities using market transactions and other market evidence whenever
possible, including market-based inputs to models, model calibration to market clearing transactions, broker or dealer quotations or
alternative pricing sources with reasonable levels of price transparency. When models are used, the selection of a particular model to
value a derivative depends on the contract terms of, and specific risks inherent in, the instrument as well as the availability of pricing
information in the market. The Group generally uses similar models to value similar instruments. Valuation models require a variety
of inputs, including contractual terms, market prices and rates, yield curves, credit curves, measures of volatility, prepayment rates
and correlations of such inputs. For derivatives that trade in liquid markets, such as generic forwards, swaps and options, model
inputs can generally be verified and model selection does not involve significant management judgement. Examples of inputs that are
generally observable include foreign exchange spot and forward rates, benchmark interest rate curves and volatilities for commonly
traded option products. Examples of inputs that may be unobservable include volatilities for less commonly traded option products
and correlations between market factors.
When the Group holds a group of derivative assets and derivative liabilities entered into with a particular counterparty, the Group
takes into account the arrangements that mitigate credit risk exposure in the event of default (e.g. International Swap and Derivatives
Association (ISDA) Master Agreements and Credit Support Annex (CSA) that require the exchange of collateral on the basis of each
party’s net credit risk exposure). The Group measures the fair value of the group of financial assets and financial liabilities on the basis
of its net exposure to the credit risk of that counterparty or the counterparty’s net exposure to our credit risk that reflects market
participants’ expectations about the likelihood that such an arrangement would be legally enforceable in the event of default.
Cash and cash equivalents
The carrying amount of cash approximates its fair value.
Reinsurance receivables
The carrying amount of amounts receivable from reinsurers is not considered materially different to their fair value.
Fair value of securities sold under repurchase agreements and the associated payables
The contract values of payables under repurchase agreements approximate their fair value as these obligations are short-term in
nature.
Other assets
The carrying amount of other financial assets is not materially different to their fair value. The fair values of deposits with banks are
generally based on quoted market prices or, if unquoted, on estimates based on discounting future cash flows using available market
interest rates offered for receivables with similar characteristics.
Investment contract liabilities
For investment contract liabilities, the fair values have been estimated using a discounted cash flow approach based on interest
rates currently being offered for similar contracts with maturities consistent with those remaining for the contracts being valued. For
investment contracts where the investment risk is borne by the policyholder, the fair value generally approximates to the fair value of
the underlying assets.
Investment contracts with DPF enable the contract holder to receive additional benefits as a supplement to guaranteed benefits. These
are referred to as participating business and are measured and classified according to the Group practice for insurance contract
liabilities and hence are disclosed within note 26. These are not measured at fair value as there is currently not an agreed definition
of fair value for investment and insurance contracts with DPF under IFRS. In the absence of any agreed methodology, it is not possible
to provide a range of estimates within which fair value is likely to fall. The IASB is expecting to address this issue in Phase II of its
insurance contracts project.
ANNUAL REPORT 2015 | 18 5
OVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATION 22. FAIR VALUE MEASUREMENT (continued)
Determination of fair value for financial instruments (continued)
Borrowings
The fair values of borrowings with stated maturities have been estimated based on discounting future cash flows using the interest
rates currently applicable to deposits of similar maturities or prices obtained from brokers.
Other liabilities
The fair values of other unquoted financial liabilities is estimated by discounting expected future cash flows using current market rates
applicable to their yield, credit quality and maturity, except for those without stated maturity, where the carrying value approximates
to fair value.
Fair value hierarchy for fair value measurement on a recurring basis
Assets and liabilities recorded at fair value in the consolidated statement of financial position are measured and classified in a
hierarchy for disclosure purposes consisting of three “levels” based on the observability of inputs available in the marketplace used
to measure their fair values as discussed below:
(cid:127) Level 1: Fair value measurements that are quoted prices (unadjusted) in active markets for identical assets or liabilities that the
Group has the ability to access as of the measurement date. Market price data is generally obtained from exchange or dealer
markets. The Group does not adjust the quoted price for such instruments. Assets measured at fair value on a recurring basis
and classified as Level 1 are actively traded listed equities. The Group considers that government debt securities issued by G7
countries (the United States, Canada, France, Germany, Italy, Japan, the United Kingdom) and traded in a dealer market to be
Level 1, until they no longer trade with sufficient frequency and volume to be considered actively traded.
(cid:127) Level 2: Fair value measurements based on inputs other than quoted prices included in Level 1 that are observable for the asset
or liability, either directly (as prices) or indirectly (derived from prices). Level 2 inputs include quoted prices for similar assets and
liabilities in active markets, quoted prices for identical or similar assets or liabilities in markets that are not active and inputs other
than quoted prices that are observable for the asset and liability, such as interest rates and yield curves that are observable at
commonly quoted intervals. Assets and liabilities measured at fair value on a recurring basis and classified as Level 2 generally
include government securities issued by non-G7 countries, most investment grade corporate bonds, hedge fund investments and
derivative contracts.
(cid:127) Level 3: Fair value measurements based on valuation techniques that use significant inputs that are unobservable. Unobservable
inputs are only used to measure fair value to the extent that relevant observable inputs are not available, allowing for circumstances
in which there is little, if any, market activity for the asset or liability. Assets and liabilities measured at fair value on a recurring
basis and classified as Level 3 include certain classes of structured securities, certain derivative contracts, private equity and real
estate fund investments, and direct private equity investments.
In certain cases, the inputs used to measure fair value may fall into different levels of the fair value hierarchy. In such cases, the level
in the fair value hierarchy within which the fair value measurement in its entirety falls is determined based on the lowest level input
that is significant to the fair value measurement in its entirety. The Group’s assessment of the significance of a particular input to
the fair value measurement in its entirety requires judgement. In making the assessment, the Group considers factors specific to the
asset or liability.
18 6
| AIA GROUP LIMITED
FINANCIAL STATEMENTSNOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS AND SIGNIFICANT ACCOUNTING POLICIES 22. FAIR VALUE MEASUREMENT (continued)
Fair value hierarchy for fair value measurement on a recurring basis (continued)
A summary of assets and liabilities carried at fair value on a recurring basis according to fair value hierarchy is given below:
US$m
30 November 2015
Recurring fair value measurements
Financial assets
Available for sale
Debt securities
At fair value through profit or loss
Debt securities
Participating funds
Unit-linked and consolidated
investment funds
Other policyholder and shareholder
Equity securities
Participating funds
Unit-linked and consolidated
investment funds
Other policyholder and shareholder
Derivative financial instruments
Foreign exchange contracts
Interest rate contracts
Other contracts
Total assets on a recurring fair value
measurement basis
Total %
Financial liabilities
Investment contract liabilities
Derivative financial instruments
Foreign exchange contracts
Interest rate contracts
Other liabilities
Total liabilities on a recurring fair
value measurement basis
Total %
Fair value hierarchy
Level 1
Level 2
Level 3
Total
–
–
–
–
4,537
14,918
6,448
–
–
5
79,927
1,013
80,940
18,732
3,914
287
127
26
429
64
2
2
324
268
175
251
4
419
–
–
–
19,056
4,182
462
4,915
14,948
7,296
64
2
7
25,908
19.6
103,510
78.5
2,454
1.9
131,872
100.0
–
–
–
–
–
–
–
6,573
6,573
690
5
1,214
1,909
22.5
–
–
–
6,573
77.5
690
5
1,214
8,482
100.0
ANNUAL REPORT 2015 | 18 7
OVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATION
22. FAIR VALUE MEASUREMENT (continued)
Fair value hierarchy for fair value measurement on a recurring basis (continued)
Fair value hierarchy
Level 1
Level 2
Level 3
Total
–
–
–
–
4,704
15,177
7,019
–
–
7
76,993
751
77,744
19,323
3,888
281
111
899
343
250
7
1
269
327
231
229
–
345
–
–
–
19,592
4,215
512
5,044
16,076
7,707
250
7
8
26,907
20.5
102,096
77.9
2,152
1.6
131,155
100.0
–
–
–
–
–
–
–
7,315
7,315
210
1
1,221
1,432
16.4
–
–
–
7,315
83.6
210
1
1,221
8,747
100.0
US$m
30 November 2014
Recurring fair value measurements
Financial assets
Available for sale
Debt securities
At fair value through profit or loss
Debt securities
Participating funds
Unit-linked and consolidated
investment funds
Other policyholder and shareholder
Equity securities
Participating funds
Unit-linked and consolidated
investment funds
Other policyholder and shareholder
Derivative financial instruments
Foreign exchange contracts
Interest rate contracts
Other contracts
Total assets on a recurring fair
value measurement basis
Total %
Financial liabilities
Investment contract liabilities
Derivative financial instruments
Foreign exchange contracts
Interest rate contracts
Other liabilities
Total liabilities on a recurring fair
value measurement basis
Total %
18 8
| AIA GROUP LIMITED
FINANCIAL STATEMENTSNOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS AND SIGNIFICANT ACCOUNTING POLICIES
22. FAIR VALUE MEASUREMENT (continued)
Fair value hierarchy for fair value measurement on a recurring basis (continued)
The Group’s policy is to recognise transfers of assets and liabilities between Level 1 and Level 2 at their fair values as at the end of
each reporting period, consistent with the date of the determination of fair value. Assets are transferred out of Level 1 when they are
no longer transacted with sufficient frequency and volume in an active market. During the year ended 30 November 2015, the Group
transferred US$29m (2014: US$55m) of assets measured at fair value from Level 1 to Level 2 during the year. Conversely, assets are
transferred from Level 2 to Level 1 when transaction volume and frequency are indicative of an active market. The Group transferred
US$985m (2014: US$483m) of assets from Level 2 to Level 1 during the year ended 30 November 2015.
The Group’s Level 2 financial instruments include debt securities, equity securities and derivative instruments. The fair values of Level
2 financial instruments are estimated using values obtained from private pricing services and brokers corroborated with internal
review as necessary. When the quotes from third-party pricing services and brokers are not available, internal valuation techniques
and inputs will be used to derive the fair value for the financial instruments.
The tables below set out a summary of changes in the Group’s Level 3 assets and liabilities measured at fair value on a recurring basis
for the year ended 30 November 2015 and 2014. The tables reflect gains and losses, including gains and losses on financial assets and
liabilities categorised as Level 3 as at 30 November 2015 and 2014.
Level 3 financial assets and liabilities
US$m
At 1 December 2014
Net movement on investment contract liabilities
Total gains/(losses)
Reported under investment return in the
consolidated income statement
Reported under fair value reserve and
foreign currency translation reserve
in the consolidated statement of
comprehensive income
Purchases
Sales
Settlements
Disposal of a subsidiary
Transfer into Level 3
Transfer out of Level 3
At 30 November 2015
Change in unrealised gains or losses
included in the consolidated income
statement for assets and liabilities
held at the end of the reporting period,
under investment return
Debt
securities
Equity
securities
1,578
–
574
–
16
(7)
(71)
449
(57)
(141)
(5)
17
(6)
1,780
(34)
170
(34)
–
–
6
(1)
674
(3)
(6)
Derivative
financial
assets/
(liabilities)
–
–
–
–
–
–
–
–
–
–
–
–
Investment
contracts
(7,315)
742
–
–
–
–
–
–
–
–
(6,573)
–
ANNUAL REPORT 2015 | 18 9
OVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATION
22. FAIR VALUE MEASUREMENT (continued)
Level 3 financial assets and liabilities (continued)
US$m
At 1 December 2013
Net movement on investment contract liabilities
Total gains/(losses)
Reported under investment return in the
consolidated income statement
Reported under fair value reserve and
foreign currency translation reserve
in the consolidated statement of
comprehensive income
Purchases
Sales
Settlements
Transfer into Level 3
Transfer out of Level 3
At 30 November 2014
Debt
securities
Equity
securities
Derivative
financial
assets/
(liabilities)
1,771
–
87
(12)
504
(202)
(149)
–
(421)
1,578
463
–
80
(12)
78
(35)
–
–
–
574
Investment
contracts
(7,429)
114
–
–
–
–
–
–
–
(7,315)
–
2
–
(1)
–
–
–
(1)
–
–
–
(1)
Change in unrealised gains or losses included in the
consolidated income statement for assets and
liabilities held at the end of the reporting period,
under investment return
70
82
Movements in investment contract liabilities at fair value are offset by movements in the underlying portfolio of matching assets.
Details of the movement in investment contract liabilities are provided in note 27.
Assets transferred out of Level 3 mainly relate to corporate debt instruments of which market-observable inputs became available
during the year and were used in determining the fair value.
There are not any differences between the fair values on initial recognition and the amounts determined using valuation techniques
since the models adopted are calibrated using initial transaction prices.
Significant unobservable inputs for level 3 fair value measurements
As at 30 November 2015 and 2014, the valuation techniques and applicable unobservable inputs used to measure the Group’s Level 3
financial instruments are summarised as follows:
Description
Fair value at
30 November 2015 (US$m)
Valuation
techniques
Unobservable
inputs
Range
Debt securities
809
Discounted cash flows
Discount rate for liquidity
4.30% – 15.61%
Description
Fair value at
30 November 2014 (US$m)
Valuation
techniques
Unobservable
inputs
Range
Debt securities
548
Discounted cash flows
Discount rate for liquidity
5.28% – 11.49%
19 0
| AIA GROUP LIMITED
FINANCIAL STATEMENTSNOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS AND SIGNIFICANT ACCOUNTING POLICIES
22. FAIR VALUE MEASUREMENT (continued)
Valuation processes
The Group has the valuation policies, procedures and analyses in place to govern the valuation of financial assets required for financial
reporting purposes, including Level 3 fair values. In determining the fair values of financial assets, the Group in general uses third-
party pricing providers and, only in rare cases when third-party prices do not exist, will use prices derived from internal models.
The Chief Investment Officers of each of the business units are required to review the reasonableness of the prices used and report
price exceptions, if any. The Group Investment team analyses reported price exceptions and reviews price challenge responses from
third-party pricing providers and provides the final recommendation on the appropriate price to be used. Any changes in valuation
policies are reviewed and approved by the Group Pricing Committee (GPC) which is part of the Group’s wider financial risk governance
processes. Changes in Level 2 and 3 fair values are analysed at each reporting date.
The main Level 3 input used by the Group pertains to the discount rate for the fixed income securities and investment contracts. The
unobservable inputs for determining the fair value of these instruments include the obligor’s credit spread and/or the liquidity spread.
A significant increase/(decrease) in any of the unobservable input may result in a significantly lower/(higher) fair value measurement.
The Group has subscriptions to private pricing services for gathering such information. If the information from private pricing services
is not available, the Group uses the proxy pricing method based on internally-developed valuation inputs.
Fair value for assets and liabilities for which the fair value is disclosed at reporting date
A summary of fair value hierarchy of assets and liabilities not carried at fair value but for which the fair value is disclosed as at 30
Fair value hierarchy
Level 1
Level 2
Level 3
Total
November 2015 and 2014 is given below.
US$m
30 November 2015
Assets for which the fair value is disclosed
Financial assets
Loans and deposits
Reinsurance receivables
Other receivables
Accrued investment income
Cash and cash equivalents
Investment property and property held for own use
Investment property (including land)
Property held for own use (including land)
552
–
–
19
1,992
–
–
3,145
257
1,707
1,331
–
–
–
Total assets for which the fair value is disclosed
2,563
6,440
Liabilities for which the fair value is disclosed
Financial liabilities
Investment contract liabilities
Borrowings
Obligations under securities lending and
repurchase agreements
Other liabilities
Total liabilities for which the fair value is disclosed
–
2,894
–
412
3,306
–
323
3,085
2,970
6,378
3,525
–
24
–
–
3,659
1,495
8,703
543
–
–
61
604
7,222
257
1,731
1,350
1,992
3,659
1,495
17,706
543
3,217
3,085
3,443
10,288
ANNUAL REPORT 2015 | 191
OVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATION 22. FAIR VALUE MEASUREMENT (continued)
Fair value for assets and liabilities for which the fair value is disclosed at reporting date (continued)
Fair value hierarchy
Level 1
Level 2
Level 3
Total
US$m
30 November 2014
Assets for which the fair value is disclosed
Financial assets
Loans and deposits
Reinsurance receivables
Other receivables
Accrued investment income
Cash and cash equivalents
Investment property and property held for own use
Investment property (including land)
Property held for own use (including land)
632
–
–
15
1,835
–
–
3,293
240
1,534
1,330
–
–
–
Total assets for which the fair value is disclosed
2,482
6,397
Liabilities for which the fair value is disclosed
Financial liabilities
Investment contract liabilities
Borrowings
Obligations under securities lending and
repurchase agreements
Other liabilities
Total liabilities for which the fair value is disclosed
–
2,046
–
204
2,250
–
959
3,753
3,027
7,739
3,750
–
98
–
–
3,639
1,492
8,979
622
–
–
90
712
7,675
240
1,632
1,345
1,835
3,639
1,492
17,858
622
3,005
3,753
3,321
10,701
The Group engaged external, independent and qualified valuers to determine the fair value of the Group’s properties at the end of
every financial year. The valuation on open market value basis by independent professional valuer for certain investment properties
was calculated by reference to net rental income allowing for reversionary income potential. The fair values of other properties were
derived using the Market Data Approach. In this approach, the values are based on sales and listing of comparable property registered
in the vicinity.
In valuing the investment properties and properties in use, the current use of the properties are considered to be its highest and best
use; records of recent sales and offerings of similar property are analysed and comparison made for such factors as size, location,
quality and prospective use.
The investment properties and properties in use are valued on the basis of the highest and best use of the properties that is physically
possible, legally permissible and financially feasible. Records of recent sales and offerings of similar property are analysed and
comparison made for such factors as size, location, quality and prospective use. In limited occasions, potential redevelopment of the
properties in use would be taken into account when they would maximise the fair value of the properties; the Group is occupying these
properties for operational purposes.
19 2
| AIA GROUP LIMITED
FINANCIAL STATEMENTSNOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS AND SIGNIFICANT ACCOUNTING POLICIES 23. OTHER ASSETS
US$m
Accrued investment income
Pension scheme assets
Defined benefit pension scheme surpluses
Insurance receivables due from insurance and investment contract holders
Others
Total
As at
30 November
2015
As at
30 November
2014
1,350
1,345
26
1,023
1,493
3,892
25
998
1,385
3,753
All amounts other than certain prepayments are generally expected to be recovered within 12 months after the end of the reporting
period.
24. IMPAIRMENT OF FINANCIAL ASSETS
In accordance with the Group’s accounting policies, impairment reviews were performed for available for sale securities and loans
and receivables.
Available for sale debt securities
During the year ended 30 November 2015, there were not any impairment losses (2014: US$nil) recognised in respect of available for
sale debt securities.
The carrying amounts of available for sale debt securities that are individually determined to be impaired at 30 November 2015 was
US$31m (2014: US$48m).
Loans and receivables
The Group’s primary potential credit risk exposure in respect of loans and receivables arises in respect of policy loans and a portfolio
of mortgage loans on residential and commercial real estate (see note 20 Financial investments for further details). The Group’s credit
exposure on policy loans is mitigated because, if and when the total indebtedness on any policy, including interest due and accrued,
exceeds the cash surrender value, the policy terminates and becomes void. The Group has a first lien on all policies which are subject
to policy loans.
The carrying amounts of loans and receivables that are individually determined to be impaired at 30 November 2015 was US$20m
(2014: US$25m).
The Group has a portfolio of residential and commercial mortgage loans which it originates. To the extent that any such loans are
past their due dates specific allowance is made, together with a collective allowance, based on historical delinquency. Insurance
receivables are short-term in nature and cover is not provided if consideration is not received. An ageing of accounts receivable is not
provided as all amounts are due within one year and cover is cancelled if consideration is not received.
ANNUAL REPORT 2015 | 19 3
OVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATION 25. CASH AND CASH EQUIVALENTS
US$m
Cash
Cash equivalents
Total(1)
Note:
As at
30 November
2015
As at
30 November
2014
1,493
499
1,992
1,067
768
1,835
(1) Of cash and cash equivalents, US$428m (2014: US$467m) are held to back unit-linked contracts and US$22m (2014: US$29m) are held by consolidated
investment funds.
Cash comprises cash at bank and cash in hand. Cash equivalents comprise bank deposits and highly liquid short-term investments
with maturities at acquisition of three months or less and money market funds. Accordingly, all such amounts are expected to be
realised within 12 months after the end of the reporting period.
26. INSURANCE CONTRACT LIABILITIES
The movement of insurance contract liabilities (including liabilities in respect of investment contracts with DPF) is shown as follows:
US$m
At beginning of financial year
Valuation premiums and deposits
Liabilities released for policy termination or other policy benefits paid and related expenses
Fees from account balances
Accretion of interest
Foreign exchange movements
Change in net asset values attributable to policyholders
Disposal of a subsidiary
Other movements
At end of financial year
Year ended
30 November
2015
Year ended
30 November
2014
113,097
21,300
(13,240)
(1,261)
3,624
(7,850)
104
(22)
118
103,436
20,273
(12,170)
(954)
3,442
(2,699)
2,055
–
(286)
115,870
113,097
Insurance contract liabilities (including liabilities in respect of investment contracts with DPF) can also be analysed as follows:
US$m
Deferred profit liabilities and unearned revenue liabilities
Policyholders’ share of participating surplus
Others
Total
Year ended
30 November
2015
Year ended
30 November
2014
7,974
6,348
101,548
115,870
7,045
7,238
98,814
113,097
194
| AIA GROUP LIMITED
FINANCIAL STATEMENTSNOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS AND SIGNIFICANT ACCOUNTING POLICIES 26. INSURANCE CONTRACT LIABILITIES (continued)
Business description
The table below summarises the key variables on which insurance and investment contract cash flows depend.
Type of contract
Material terms and conditions
Traditional
participating
life assurance
with DPF
Participating
funds
Other
participating
business
Traditional non-participating life
Participating products combine
protection with a savings element. The
basic sum assured, payable on death or
maturity, may be enhanced by
dividends, the aggregate amount of
which is determined by the
performance of a distinct fund of assets
and liabilities. The timing of dividend
declarations is at the discretion of the
insurer. Local regulations generally
prescribe a minimum proportion of
policyholder participation in declared
dividends
Participating products combine
protection with a savings element. The
basic sum assured, payable on death
or maturity, may be enhanced by
dividends, the timing or amount of
which is at the discretion of the insurer
taking into account factors such as
investment experience
Benefits paid on death, maturity,
sickness or disability that are fixed and
guaranteed and not at the discretion of
the insurer
Accident and health
These products provide morbidity or
sickness benefits and include health,
disability, critical illness and accident
cover
Nature of benefits and
compensation for claims
Minimum guaranteed benefits
may be enhanced based on
investment experience and
other considerations
Factors
affecting
contract
cash flows
(cid:127) Investment
performance
(cid:127) Expenses
(cid:127) Mortality
(cid:127) Surrenders
Key
reportable
segments
Singapore,
China,
Malaysia
Minimum guaranteed benefits
may be enhanced based on
investment experience and
other considerations
(cid:127) Investment
performance
(cid:127) Expenses
(cid:127) Mortality
(cid:127) Surrenders
Hong Kong,
Thailand,
Other Markets
Benefits, defined in the insurance
contract, are determined by the
contract and are not affected by
investment performance or the
performance of the contract as a
whole
(cid:127) Mortality
(cid:127) Morbidity
(cid:127) Lapses
(cid:127) Expenses
Benefits, defined in the insurance
contract, are determined by the
contract and are not affected by
investment performance or the
performance of the contract as a
whole
(cid:127) Mortality
(cid:127) Morbidity
(cid:127) Lapses
(cid:127) Expenses
(cid:127) Claims
experience
All(1)
All(1)
Unit-linked
Universal life
Unit-linked contracts combine savings
with protection, the cash value of the
policy depending on the value of
unitised funds
Benefits are based on the
value of the unitised funds and
death benefits
The customer pays flexible premiums
subject to specified limits accumulated
in an account balance which are
credited with interest at a rate set by
the insurer, and a death benefit which
may be varied by the customer
Benefits are based on the
account balance and death
benefit
(cid:127) Investment
All(1)
performance
(cid:127) Lapses
(cid:127) Expenses
(cid:127) Mortality
(cid:127) Investment
All(1)
performance
(cid:127) Crediting rates
(cid:127) Lapses
(cid:127) Expenses
(cid:127) Mortality
Note:
(1) Other than the Group Corporate Centre segment.
ANNUAL REPORT 2015 | 19 5
OVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATION 26. INSURANCE CONTRACT LIABILITIES (continued)
Methodology and assumptions
The most significant items to which profit for the year and shareholders’ equity are sensitive are market, insurance and lapse risks
which are shown in the table below. Indirect exposure indicates that there is a second order impact. For example, whilst the profit
for the year attributable to shareholders is not directly affected by investment income earned where the investment risk is borne by
policyholders (for example, in respect of unit-linked contracts), there is a second-order effect through the investment management
fees which the Group earns by managing such investments. The distinction between direct and indirect exposure is not intended to
indicate the relative sensitivity to each of these items. Where the direct exposure is shown as being “net neutral”, this is because the
exposure to market and credit risk is offset by a corresponding movement in insurance contract liabilities.
Type of contract
Traditional
participating
life assurance
with DPF
Market and credit risk
Direct exposure
Insurance and
investment contract
liabilities
Risks associated with
related investment
portfolio
Indirect exposure
Significant insurance
and lapse risks
Participating
funds
(cid:127) Net neutral except for
the insurer’s share of
participating investment
performance
(cid:127) Net neutral except for
the insurer’s share of
participating investment
performance
(cid:127) Guarantees
(cid:127) Guarantees
(cid:127) Investment
(cid:127) Impact of persistency on
performance subject to
smoothing through
dividend declarations
future dividends
(cid:127) Mortality
Other
participating
business
(cid:127) Net neutral except for
the insurer’s share of
participating investment
performance
(cid:127) Net neutral except for
the insurer’s share of
participating investment
performance
(cid:127) Guarantees
(cid:127) Guarantees
(cid:127) Investment performance (cid:127) Impact of persistency on
future dividends
(cid:127) Mortality
Traditional non-participating
life assurance
(cid:127) Investment performance
(cid:127) Credit risk
(cid:127) Asset-liability mismatch
risk
(cid:127) Guarantees
(cid:127) Asset-liability mismatch
(cid:127) Not applicable
risk
(cid:127) Mortality
(cid:127) Persistency
(cid:127) Morbidity
Accident and health
(cid:127) Loss ratio
(cid:127) Asset-liability mismatch
risk
(cid:127) Investment performance
(cid:127) Credit risk
(cid:127) Asset-liability mismatch
(cid:127) Not applicable
(cid:127) Claims experience
(cid:127) Morbidity
(cid:127) Persistency
risk
Pension
(cid:127) Net neutral
(cid:127) Asset-liability mismatch
(cid:127) Net neutral
(cid:127) Asset-liability mismatch
risk
risk
(cid:127) Performance-related
(cid:127) Persistency
investment management
fees
Unit-linked
(cid:127) Net neutral
(cid:127) Net neutral
(cid:127) Performance-related
investment management
fees
(cid:127) Persistency
(cid:127) Mortality
Universal life
(cid:127) Guarantees
(cid:127) Asset-liability mismatch
risk
(cid:127) Investment performance
(cid:127) Credit risk
(cid:127) Asset-liability mismatch
(cid:127) Spread between earned
rate and crediting rate
to policyholders
(cid:127) Mortality
(cid:127) Persistency
(cid:127) Withdrawals
risk
The Group is also exposed to foreign exchange rate risk in respect of its operations, and to interest rate risk, credit risk and equity
price risk on assets representing net shareholders’ equity, and to expense risk to the extent that actual expenses exceed those that
can be charged to insurance and investment contract holders on non-participating business. Expense assumptions applied in the
Group’s actuarial valuation models assume a continuing level of business volumes.
196
| AIA GROUP LIMITED
FINANCIAL STATEMENTSNOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS AND SIGNIFICANT ACCOUNTING POLICIES 26. INSURANCE CONTRACT LIABILITIES (continued)
Methodology and assumptions (continued)
Valuation interest rates
As at 30 November 2015 and 2014, the ranges of applicable valuation interest rates for traditional insurance contracts, which vary by
territory, year of issuance and products, within the first 20 years are as follows:
Hong Kong
Thailand
Singapore
Malaysia
China
Korea
Philippines
Indonesia
Vietnam
Australia
New Zealand
Taiwan
Sri Lanka
27. INVESTMENT CONTRACT LIABILITIES
US$m
At beginning of financial year
Effect of foreign exchange movements
Investment contract benefits
Fees charged
Net withdrawals and other movements
At end of financial year(1)
Note:
(1) Of investment contract liabilities, US$636m (2014: US$728m) represents deferred fee income.
As at
30 November
2015
As at
30 November
2014
3.50% – 7.50%
3.50% – 7.50%
3.25% – 9.00%
3.25% – 9.00%
2.00% – 7.00%
2.00% – 7.25%
3.70% – 8.90%
3.70% – 8.90%
2.75% – 7.00%
2.75% – 7.00%
3.08% – 6.50%
3.33% – 6.50%
2.20% – 9.20%
2.20% – 9.20%
3.10% – 10.80%
3.10% – 10.80%
5.07% – 12.25%
5.07% – 12.25%
3.83% – 7.11%
3.83% – 7.11%
3.83% – 5.75%
3.83% – 5.75%
1.75% – 6.50%
1.75% – 6.50%
7.95% – 11.00%
9.30% – 11.90%
Year ended
30 November
2015
Year ended
30 November
2014
7,937
(170)
(336)
(189)
(126)
7,116
8,698
(71)
344
(174)
(860)
7,937
ANNUAL REPORT 2015 | 19 7
OVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATION 28. EFFECT OF CHANGES IN ASSUMPTIONS AND ESTIMATES
The table below sets out the sensitivities of the assumptions in respect of insurance and investment contracts with DPF to key
variables. This disclosure only allows for the impact on liabilities and related assets, such as reinsurance, and deferred acquisition
costs and does not allow for offsetting movements in the fair value of financial assets backing those liabilities.
US$m
(Increase)/decrease in insurance contract liabilities, increase/(decrease)
in equity and profit before tax
0.5 pps increase in investment return
0.5 pps decrease in investment return
10% increase in expenses
10% increase in mortality rates
10% increase in lapse/discontinuance rates
As at
30 November
2015
As at
30 November
2014
18
(17)
(5)
(27)
(18)
14
(14)
(4)
(21)
(16)
Future policy benefits for traditional life insurance policies (including investment contracts with DPF) are calculated using a net
level premium valuation method with reference to best estimate assumptions set at policy inception date unless a deficiency arises
on liability adequacy testing. There is not any impact of the above assumption sensitivities on the carrying amount of traditional
life insurance liabilities as the sensitivities presented would not have triggered a liability adequacy adjustment. During the years
presented there were not any effect of changes in assumptions and estimates on the Group’s traditional life products.
For interest sensitive insurance contracts, such as universal life products and unit-linked contracts, assumptions are made at each
reporting date including mortality, persistency, expenses, future investment earnings and future crediting rates.
The impact of changes in assumptions on the valuation of insurance and investment contracts with DPF was US$8m increase in profit
(2014: US$3m decrease).
29. BORROWINGS
US$m
Bank loans
Medium term notes
Total
As at
30 November
2015
As at
30 November
2014
323
2,872
3,195
808
2,126
2,934
At 30 November 2015, the Group did not have assets pledged as security with respect to amounts disclosed as bank loans above. At
30 November 2014, properties with a book value of US$874m and a fair value of US$2,135m and cash and cash equivalents and term
deposits with a book value of US$21m were pledged as security with respect to amounts disclosed as bank loans above. Interest
expense on borrowings is shown in note 9. Further information relating to interest rates and the maturity profile of borrowings is
presented in note 37.
19 8
| AIA GROUP LIMITED
FINANCIAL STATEMENTSNOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS AND SIGNIFICANT ACCOUNTING POLICIES
29. BORROWINGS (continued)
The following table summarises the Group’s outstanding medium term notes at 30 November 2015:
Issue date
13 March 2013(1)
13 March 2013(1)
4 November 2013
11 March 2014(1)
11 March 2014(1)
11 March 2015(1)
Note:
Nominal amount
Interest rate
Tenor
US$500m
US$500m
1.750%
3.125%
HK$1,160m based upon HIBOR
US$500m
US$500m
US$750m
2.250%
4.875%
3.200%
5 years
10 years
3 years
5 years
30 years
10 years
(1) These medium term notes are listed on The Stock Exchange of Hong Kong Limited.
The net proceeds from issuance during the year ended 30 November 2015 are used for general corporate purposes.
The Group has access to an aggregate of US$2.05 billion unsecured committed credit facilities, which includes a US$300m multicurrency
revolving credit facility expiring in 2016 and a US$1.75 billion five-year credit facility expiring in 2020. The credit facilities will be used
for general corporate purposes. There were not any outstanding borrowings under these credit facilities as of 30 November 2015.
30. OBLIGATIONS UNDER SECURITIES LENDING AND REPURCHASE AGREEMENTS
The Group has entered into securities lending agreement whereby securities are loaned to a national monetary authority. In addition,
the Group has entered into repurchase agreements whereby securities are sold to third parties with a concurrent agreement to
repurchase the securities at a specified date.
The securities related to these agreements are not derecognised from the Group’s consolidated statement of financial position, but are
retained within the appropriate financial asset classification. During the term of the securities lending and repurchase agreements,
the Group is restricted from selling or pledging the transferred debt securities. The following table specifies the amounts included
within financial investments subject to securities lending or repurchase agreements which do not qualify for derecognition at each
year end:
US$m
Debt securities – AFS
Repurchase agreements
Debt securities – FVTPL
Securities lending
Repurchase agreements
Total
As at
30 November
2015
As at
30 November
2014
2,522
3,243
–
677
3,199
299
598
4,140
ANNUAL REPORT 2015 | 19 9
OVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATION 30. OBLIGATIONS UNDER SECURITIES LENDING AND REPURCHASE AGREEMENTS (continued)
Collateral
At 30 November 2015, the Group had pledged debt securities with carrying value of US$7m (2014: US$5m) and held cash collateral
of US$8m (2014: US$10m). Debt securities collateral was not held (2014: US$2m based on the initial market value of the securities
transferred). In the absence of default, the Group does not sell or repledge the debt securities collateral received and they are not
recognised in the consolidated statement of financial position.
The Group did not have any securities lending transactions outstanding as at 30 November 2015. The securities lending transactions
outstanding as at 30 November 2014 were conducted with a national monetary authority on securities denominated in local currency
issued by the same authority.
The following table shows the obligations under repurchase agreements at each year end:
US$m
Repurchase agreements
As at
30 November
2015
As at
30 November
2014
3,085
3,753
31. OFFSETTING OF FINANCIAL ASSETS AND FINANCIAL LIABILITIES
Offsetting, enforceable master netting agreements and similar agreements
The following table shows the assets that are subject to offsetting, enforceable master netting agreements and similar arrangements
at each year end:
Gross
amount of
recognised
financial
liabilities
set off in the
consolidated
statement
of financial
position
Net amount
of financial
assets
presented
in the
consolidated
statement
of financial
position
Gross
amount of
recognised
financial
assets
Related amounts
not set off in the
consolidated statement
of financial position
Financial
instruments
Cash
collateral
received
Net
amount
73
155
228
–
–
–
73
155
228
(2)
(155)
(157)
(8)
–
(8)
63
–
63
Gross
amount of
recognised
financial
liabilities
set off in the
consolidated
statement
of financial
position
Net amount
of financial
assets
presented
in the
consolidated
statement
of financial
position
Gross
amount of
recognised
financial
assets
Related amounts
not set off in the
consolidated statement
of financial position
Financial
instruments
Cash
collateral
received
Net
amount
265
101
366
–
–
–
265
101
366
(2)
(101)
(103)
(147)
–
(147)
116
–
116
US$m
30 November 2015
Financial assets:
Derivative assets
Reverse repurchase agreements
Total
US$m
30 November 2014
Financial assets:
Derivative assets
Reverse repurchase agreements
Total
2 0 0
| AIA GROUP LIMITED
FINANCIAL STATEMENTSNOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS AND SIGNIFICANT ACCOUNTING POLICIES 31. OFFSETTING OF FINANCIAL ASSETS AND FINANCIAL LIABILITIES (continued)
Offsetting, enforceable master netting agreements and similar agreements (continued)
The following table shows the liabilities that are subject to offsetting, enforceable master netting agreements and similar arrangements
at each year end:
Gross
amount of
recognised
financial
assets
set off in the
consolidated
statement
of financial
position
Net amount
of financial
liabilities
presented
in the
consolidated
statement of
financial
position
Gross
amount of
recognised
financial
liabilities
Related amounts
not set off in the
consolidated statement
of financial position
Financial
instruments
Cash
collateral
pledged
Net
amount
695
3,085
3,780
–
–
–
695
3,085
3,780
(439)
(3,085)
(3,524)
(189)
–
(189)
67
–
67
Gross
amount of
recognised
financial
assets
set off in the
consolidated
statement
of financial
position
Net amount
of financial
liabilities
presented
in the
consolidated
statement
of financial
position
Related amounts
not set off in the
consolidated statement
of financial position
Financial
instruments
Cash
collateral
pledged
Net
amount
–
–
–
211
(96)
3,753
3,964
(3,753)
(3,849)
(20)
–
(20)
95
–
95
Gross
amount of
recognised
financial
liabilities
211
3,753
3,964
US$m
30 November 2015
Financial liabilities:
Derivative liabilities
Repurchase agreements
Total
US$m
30 November 2014
Financial liabilities:
Derivative liabilities
Repurchase agreements,
securities lending, and
similar arrangements
Total
The Group entered into enforceable master netting agreements for derivative transactions, as well as the repurchase agreements
and securities lending agreements for debt instruments with various counterparties. Except for certain futures contracts executed
through clearing house mechanism where the settlement arrangement satisfied the IFRS netting criteria, the transactions under the
enforceable master netting agreements and similar agreements involving the exchange of financial instruments or cash as collateral
do not satisfy the IFRS netting criteria. The provision in the master netting agreement and similar agreements enables a party to
terminate transactions early and settle at a net amount if a default or termination event occurs.
ANNUAL REPORT 2015 | 2 01
OVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATION
32. PROVISIONS
US$m
At 1 December 2013
Charged to the consolidated income statement
Charged to other comprehensive income
Exchange differences
Released during the year
Utilised during the year
Other movements
At 30 November 2014
Charged to the consolidated income statement
Charged to other comprehensive income
Exchange differences
Released during the year
Utilised during the year
Other movements
At 30 November 2015
Other provisions
Employee
benefits
Other
Total
106
15
9
(3)
(3)
(3)
3
124
8
12
(9)
(2)
(19)
3
117
81
61
–
(2)
(19)
(32)
–
89
89
–
(4)
(5)
(40)
(1)
128
187
76
9
(5)
(22)
(35)
3
213
97
12
(13)
(7)
(59)
2
245
Other provisions comprise provisions in respect of regulatory matters, litigation, reorganisation and restructuring. In view of the
diverse nature of the matters provided for and the contingent nature of the matters to which they relate, the Group is unable to provide
an accurate assessment of the term over which provisions are expected to be utilised.
33. OTHER LIABILITIES
US$m
Trade and other payables
Third-party interests in consolidated investment funds
Reinsurance payables
Total
As at
30 November
2015
As at
30 November
2014
3,032
1,214
411
4,657
2,926
1,221
395
4,542
Third-party interests in consolidated investment funds consist of third-party unit holders’ interests in consolidated investment funds
which are reflected as a liability since they can be put back to the Group for cash.
Trade and other payables are generally expected to be settled within 12 months after the end of the reporting period. The realisation
of third-party interests in investment funds cannot be predicted with accuracy since these represent the interests of third-party unit
holders in consolidated investment funds held to back insurance and investment contract liabilities and are subject to market risk
and the actions of third-party investors.
2 0 2
| AIA GROUP LIMITED
FINANCIAL STATEMENTSNOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS AND SIGNIFICANT ACCOUNTING POLICIES 34. SHARE CAPITAL AND RESERVES
Share capital
As at 30 November 2015
As at 30 November 2014
Million shares
US$m
Million shares
US$m
At beginning of the financial year
12,045
13,962
12,044
Transfers from share premium on 3 March 2014
Shares issued under share option scheme
and agency share purchase plan
–
3
–
9
–
1
At end of the financial year
12,048
13,971
12,045
12,044
1,914
4
13,962
The Company issued 2,190,404 shares under share option schemes (2014: 1,117,224 shares) and 1,041,690 shares under agency share
purchase plan (2014: nil) during the year ended 30 November 2015.
The Company and its subsidiaries have not purchased, sold or redeemed any of the Company’s shares during the year ended 30
November 2015 with the exception of 16,867,524 shares (2014: 19,404,804 shares) of the Company purchased by and 204,295 shares
(2014: 320,390 shares) of the Company sold by the employee share-based trusts. These purchases were made by the relevant scheme
trustees on the Hong Kong Stock Exchange. These shares are held on trust for participants of the relevant schemes and therefore
were not cancelled.
During the year ended 30 November 2015, 14,734,751 shares (2014: 20,464,365 shares) were transferred to eligible directors, officers
and employees of the Group from the employee share-based trusts under share-based compensation plans as a result of vesting. As
at 30 November 2015, 75,147,538 shares (2014: 73,219,060 shares) of the Company were held by the employee share-based trusts.
The transfer of share premium to share capital resulted from the abolition of nominal value of shares under the Hong Kong Companies
Ordinance (Cap. 622) which is effective from 3 March 2014. There is not any impact on the number of shares in issue or the relative
entitlement of any of the members as a result of this transition.
Reserves
Fair value reserve
The fair value reserve comprises the cumulative net change in the fair value of available for sale securities held at the end of the
reporting period.
Foreign currency translation reserve
The foreign currency translation reserve comprises all foreign currency exchange differences arising from the translation of the
financial statements of foreign operations.
Employee share-based trusts
Trusts have been established to acquire shares of the Company for distribution to participants in future periods through the share-
based compensation schemes. Those shares acquired by the trusts, to the extent not transferred to the participants upon vesting, are
reported as “Employee share-based trusts”.
Other reserves
Other reserves mainly include the impact of merger accounting for business combinations under common control and share-based
compensation.
ANNUAL REPORT 2015 | 2 0 3
OVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATION 35. NON-CONTROLLING INTERESTS
US$m
Equity shares in subsidiaries
Share of earnings
Share of other reserves
Total
As at
30 November
2015
As at
30 November
2014
59
57
23
139
59
52
38
149
36. GROUP CAPITAL STRUCTURE
Capital Management Approach
The Group’s capital management objectives focus on maintaining a strong capital base to support the development of its business,
maintaining the ability to move capital freely and satisfying regulatory capital requirements at all times.
The Group’s capital management function oversees all capital-related activities of the Group and assists senior management in
making capital decisions. The capital management function participates in decisions concerning asset-liability management, strategic
asset allocation and ongoing solvency management. This includes ensuring capital considerations are paramount in the strategy and
business planning processes and when determining the AIA’s capacity to pay dividends to shareholders.
Regulatory Solvency
The Group is in compliance with the solvency and capital adequacy requirements applied by its regulators. The Group’s primary
insurance regulator at the AIA Company Limited (AIA Co.) and AIA International Limited (AIA International) levels is the Hong Kong
Office of the Commissioner of Insurance (HKOCI), which requires that AIA Co. and AIA International meet the solvency margin
requirements of the Hong Kong Insurance Companies Ordinance (HKICO). The HKICO (among other matters) sets minimum solvency
margin requirements that an insurer must meet in order to be authorised to carry on insurance business in or from Hong Kong. The
HKOCI requires AIA Co. and AIA International to maintain an excess of assets over liabilities of not less than the required minimum
solvency margin. The amount required under the HKICO is 100 per cent of the required minimum solvency margin. The excess of
assets over liabilities to be maintained by AIA Co. and AIA International required by the HKOCI is not less than 150 per cent of the
required minimum solvency margin.
The capital positions of the Group’s two principal operating companies as of 30 November 2015 and 2014 are as follows:
US$m
AIA Co.
AIA International
30 November 2015
Total
available
capital
Regulatory
minimum
capital
6,761
6,388
1,579
1,794
Solvency
ratio
428%
356%
30 November 2014
Total
available
capital
Regulatory
minimum
capital
6,730
6,319
1,577
1,641
Solvency
ratio
427%
385%
For these purposes, the Group defines total available capital as the amount of assets in excess of liabilities measured in accordance
with the HKICO and “regulatory minimum capital” as the required minimum margin of solvency calculated in accordance with the
HKICO. The solvency ratio is the ratio of total available capital to regulatory minimum capital.
The Group’s individual branches and subsidiaries are also subject to the supervision of government regulators in the jurisdictions in
which those branches and subsidiaries operate and, in relation to subsidiaries, in which they are incorporated. The various regulators
overseeing the Group actively monitor our local solvency positions. AIA Co. and AIA International submit annual filings to the HKOCI
of their solvency margin position based on their annual audited financial statements, and the Group’s other operating units perform
similar annual filings with their respective local regulators.
2 0 4
| AIA GROUP LIMITED
FINANCIAL STATEMENTSNOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS AND SIGNIFICANT ACCOUNTING POLICIES 36. GROUP CAPITAL STRUCTURE (continued)
Regulatory Solvency (continued)
The ability of the Company to pay dividends to shareholders and to meet other obligations depends ultimately on dividends and
other payments being received from its operating subsidiaries and branches, which are subject to contractual, regulatory and other
limitations. The various regulators overseeing the individual branches and subsidiaries of the Group have the discretion to impose
additional restrictions on the ability of those regulated subsidiaries and branches to make payment of dividends or other distributions
and payments to AIA Co., including increasing the required margin of solvency that an operating unit must maintain. For example,
capital may not be remitted without the consent from regulators for certain individual branches or subsidiaries of the Group. The
payment of dividends, distributions and other payments to shareholders is subject to the oversight of the HKOCI.
Capital and Regulatory Orders Specific to the Group
As of 30 November 2015, the requirements and restrictions summarised below may be considered material to the Group and remain
in effect unless otherwise stated.
Hong Kong Office of the Commissioner of Insurance
AIA Group Limited has given to the Insurance Authority an undertaking that AIA Group Limited will:
(i) ensure that (a) AIA Co. and AIA International will at all times maintain a solvency ratio of not less than 150 per cent, both on an
individual insurer basis and on an AIA Co./AIA International consolidated basis; (b) it will not withdraw capital or transfer any funds
or assets out of either AIA Co. or AIA International that will cause AIA Co.’s or AIA International’s solvency ratio to fall below 150
per cent, except with, in either case, the prior written consent of the Insurance Authority; and (c) should the solvency ratio of either
AIA Co. or AIA International fall below 150 per cent, AIA Group Limited will take steps as soon as possible to restore it to at least
150 per cent in a manner acceptable to the Insurance Authority;
(ii) notify the Insurance Authority in writing as soon as the Company becomes aware of any person (a) becoming a controller (within
the meaning of Section 9(1)(c)(ii) of the HKICO) of AIA Co. and AIA International through the acquisition of our shares traded on
the HKSE; or (b) ceasing to be a controller (within the meaning of Section 9(1)(c)(ii) of the HKICO) of AIA Co. and AIA International
through the disposal of our shares traded on the HKSE;
(iii) be subject to the supervision of the Insurance Authority and AIA Group Limited will be required to continually comply with the
Insurance Authority’s guidance on the “fit and proper” standards of a controller pursuant to Section 8(2) of the HKICO. The Insurance
Authority is empowered by the HKICO to raise objection if it appears to it that any person is not fit and proper to be a controller or
director of an authorised insurer. These standards include the sufficiency of a holding company’s financial resources; the viability
of a holding company’s business plan for its insurance subsidiaries which are regulated by the Insurance Authority; the clarity
of the Group’s legal, managerial and operational structures; the identities of any other holding companies or major regulated
subsidiaries; whether the holding company, its directors or controllers is subject to receivership, administration, liquidation or
other similar proceedings or failed to satisfy any judgement debt under a court order or the subject of any criminal convictions
or in breach of any statutory or regulatory requirements; the soundness of the Group’s corporate governance; the soundness of
the Group’s risk management framework; the receipt of information from its insurance subsidiaries which are regulated by the
Insurance Authority to ensure that they are managed in compliance with applicable laws, rules and regulation; and its role in
overseeing and managing the operations of its insurance subsidiaries which are regulated by the Insurance Authority; and
(iv) fulfil all enhancements or improvements to the guidance referred to in subparagraph (iii) above, as well as administrative
measures issued from time to time by the Insurance Authority or requirements that may be prescribed by the Insurance Authority
in accordance with the HKICO, regulations under the HKICO or guidance notes issued by the Insurance Authority from time to time.
ANNUAL REPORT 2015 | 2 0 5
OVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATION 37. RISK MANAGEMENT
Risk management framework
AIA recognises the importance of sound risk management in every aspect of our business and for all our stakeholders. The Risk
Management Framework (RMF) provides the structure for identifying, quantifying and mitigating risk across the Group. An effective
RMF is the key to avoiding the financial and reputational damage that arises from inadequate or ineffective control of the risks in the
business.
Insurance risk
Insurance risk is the potential loss resulting from mortality, morbidity, persistency, longevity and adverse expense experience. This
includes the potential impacts from catastrophic events such as pandemics and natural disasters.
Management of insurance risk starts with product design. Ensuring products meet customer needs, are fairly priced and clearly
understood is the best guarantee of persistency and customer satisfaction.
The Group manages product design risk through the New Product Approval Process where products are reviewed against pricing,
design and operational risk benchmarks agreed by the Group’s Financial Risk Committee (FRC). Local business units work closely
with a number of Group functions including product management, actuarial, legal, risk & compliance and underwriting. The Group
monitors the performance of new products and focuses on actively managing each part of the actuarial control cycle to minimise risk
in the in-force book as well as for new products.
Lapse
The risk arises from changes in the rates of policy termination or renewal.
Ensuring customers buy products that meet their needs is central to the Group’s operating philosophy. Through comprehensive
sales training programmes and active monitoring and management of sales activities and persistency, the Group seeks to ensure
that appropriate products are sold by qualified sales representatives and that standards of service consistently meet or exceed
our customers’ reasonable expectations. This allows the Group to meet customer needs while also delivering sustainable value to
shareholders.
Risk & compliance monitor persistency closely through the Business Quality Framework, a joint endeavour of First and Second Line
functions to understand and mitigate the causes of lapse and to protect the Group against potential misconduct.
Expense
The active management of expenses reduces the risk of actual experience being adverse compared with the assumptions used in the
pricing of products. Daily operations follow a disciplined budgeting and control process that allows for the management of expenses
within pricing estimates based on the Group’s very substantial experience within the markets in which we operate.
Morbidity and Mortality
AIA adheres to well-defined market-oriented underwriting and claims guidelines and practices that have been developed based on
extensive historical experience and with the assistance of professional reinsurers.
The Group’s actuarial teams conduct regular experience studies of all the insurance risk factors in its in-force book. These internal
studies together with external data are used to identify emerging trends which can then be used to inform product design, pricing,
underwriting, claims management and reinsurance needs.
Through monitoring the development of both local and global trends in medical technology, health and wellness, the impact of
legislation and general social, political and economic conditions the Group seeks to anticipate and respond promptly to potential
adverse experience impacts on its products.
Reinsurance is used to reduce concentration and volatility risk, especially with large policies or new risks, and as protection against
catastrophic events such as pandemics or natural disasters.
Recent initiatives to manage morbidity risk and improve claims management include the promotion of wellness programmes such as
Vitality, the establishment of a dedicated Healthcare team to improve customer healthcare experience and support for initiatives such
as Occupational Rehabilitation in Australia.
2 0 6
| AIA GROUP LIMITED
FINANCIAL STATEMENTSNOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS AND SIGNIFICANT ACCOUNTING POLICIES 37. RISK MANAGEMENT (continued)
Investment and financial risks
Financial risk is the potential loss resulting from adverse movements in financial markets, changes in the financial condition of
counterparties and in market liquidity to buy and sell investments. The Group is exposed to a range of investment and financial risks,
including credit risk, market risk and liquidity risk. The Group manages its exposure to investment and financial risk within tolerances
agreed by the FRC.
The following section summarises the Group’s key risk exposures and the primary policies and processes used by the Group to
manage its exposures to these risks.
Credit risk
Credit risk is the risk that third parties fail to meet their obligations to the Group when they fall due. Although the primary source of
credit risk is the Group’s investment portfolio, such risk can also arise through reinsurance, procurement and treasury activities.
Credit risk management starts with the assignment of an internal rating to all counterparties. The Credit Research team in the
Investment Department performs a detailed analysis of each counterparty and recommends a rating. The Group Risk & Compliance
function manages the Group’s internal ratings framework and reviews these recommendations and, where appropriate, makes
recommendations for revisions from time to time.
Value at Risk is calculated for each obligor based on its internal ratings, expected loss and contribution to the credit portfolio: these
measures are used to establish single-name concentration limits.
The resulting matrix of limits is refreshed annually and approved by the Group FRC. These limits cover individual counterparty,
segmental concentration and cross-border exposures.
The Investment Department has discretion to shape the portfolio within these credit limits, seeking further Group approvals through
the risk governance framework where they wish to invest outside them. If certain investments are technically within credit limits but
there is a specific concern, Group Risk brings these to the attention of the FRC for possible inclusion in the Group Investment Watch
List.
Interest rate risk
The Group’s exposure to interest rate risk predominantly arises from any difference between the duration of the Group’s liabilities
and assets, the ALM Mismatch. Since most markets do not have assets of sufficient tenor to match life insurance liabilities, an ALM
Mismatch gives rise to uncertainty around the reinvestment of maturing assets to meet the Group’s insurance liabilities.
Management of Interest Rate Risk is complicated by the context in which the relative duration calculations are made. Where local
solvency regimes use market values on only one side of the balance sheet the interest rate mismatch will be very different to the
economic view where market values are used for both assets and liabilities.
Moreover, since most of AIA’s savings products allow us to vary crediting rates, management actions need to be modelled to determine
the extent of interest rate risk at different confidence intervals.
The impact of options and guarantees can further complicate the picture, with a need to consider the impact of both rising and falling
interest rates.
AIA manages its interest rate risk by considering all these dimensions, especially during product design and asset allocation. Present
Value of a Basis Point analysis is used to highlight mismatches at individual points in the yield curve and Value at Risk is used to assess
the riskiness of those mismatches.
For in-force policies, policyholder bonus payout and crediting rates applicable to policyholder account balances are regularly reviewed,
considering amongst other things current bond yields and policyholders’ reasonable expectations.
Exposure to interest rate risk is summarised below, which shows the split of financial assets and liabilities between variable, fixed and
non-interest bearing investments.
ANNUAL REPORT 2015 | 2 0 7
OVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATION 37. RISK MANAGEMENT (continued)
Investment and financial risks (continued)
Exposure to interest rate risk
The table below summarises the nature of the interest rate risk associated with financial assets and financial liabilities. In preparing
this analysis, fixed rate interest bearing instruments that mature or reprice within 12 months of the reporting date have been disclosed
Variable
interest rate
Fixed
interest rate
Non-interest
bearing
Total
1,009
183
7,680
–
–
–
1,826
–
10,698
–
472
3,085
15
–
6,170
–
96,960
–
–
–
–
–
32
1,458
–
27,159
257
1,350
166
73
7,211
1,641
104,640
27,159
257
1,350
1,992
73
103,130
30,495
144,323
–
2,723
–
–
–
7,116
–
–
4,642
695
12,453
7,116
3,195
3,085
4,657
695
18,748
3,572
2,723
as variable rate instruments.
US$m
30 November 2015
Financial assets
Loans and deposits
Other receivables
Debt securities
Equity securities
Reinsurance receivables
Accrued investment income
Cash and cash equivalents
Derivative financial instruments
Total financial assets
Financial liabilities
Investment contract liabilities
Borrowings
Obligations under securities lending and repurchase
agreements
Other liabilities
Derivative financial instruments
Total financial liabilities
2 0 8
| AIA GROUP LIMITED
FINANCIAL STATEMENTSNOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS AND SIGNIFICANT ACCOUNTING POLICIES
37. RISK MANAGEMENT (continued)
Investment and financial risks (continued)
Exposure to interest rate risk (continued)
US$m
30 November 2014
Financial assets
Loans and deposits
Other receivables
Debt securities
Equity securities
Reinsurance receivables
Accrued investment income
Cash and cash equivalents
Derivative financial instruments
Total financial assets
Financial liabilities
Investment contract liabilities
Borrowings
Obligations under securities lending and repurchase
agreements
Other liabilities
Derivative financial instruments
Total financial liabilities
Equity price risk
Variable
interest rate
Fixed
interest rate
Non-interest
bearing
Total
1,062
18
7,156
–
–
–
1,674
–
9,910
–
958
3,753
159
–
4,870
6,570
–
94,907
–
–
–
–
–
22
1,589
–
28,827
240
1,345
161
265
7,654
1,607
102,063
28,827
240
1,345
1,835
265
101,477
32,449
143,836
–
1,976
–
–
–
1,976
7,937
–
–
4,383
211
12,531
7,937
2,934
3,753
4,542
211
19,377
Equity price risk arises from changes in the market value of equity securities and equity funds. Investment in equity assets on a long-
term basis is expected to provide diversification benefits and enhance returns.
The extent of exposure to equities at any time is at the discretion of the Investment Department operating within the terms of the
Group’s and local business units’ strategic asset allocations.
Equity price risk is managed in the first instance through the individual investment mandates which define benchmarks and any
tracking error targets. Equity limits are also applied at Group, Business Unit and individual fund levels to contain individual exposures.
Equity exposures are included in the aggregate credit exposure reports on individual counterparties to ensure concentrations are
avoided.
Within this framework the Investment team uses a “Margin of Safety Investment” approach to target value in individual stock selection,
and they are also permitted to vary equity allocations within a defined range around the benchmark.
ANNUAL REPORT 2015 | 2 0 9
OVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATION
37. RISK MANAGEMENT (continued)
Investment and financial risks (continued)
Sensitivity analysis
Sensitivity analysis to the key variables affecting financial assets and liabilities is set out in the table below. Information relating to
sensitivity of insurance and investment contracts with DPF is provided in note 28. The carrying values of other financial assets are
not subject to changes in response to movements in interest rates or equity prices. In calculating the sensitivity of debt and equity
instruments to changes in interest rates and equity prices, the Group has made assumptions about the corresponding impact of asset
valuations on liabilities to policyholders. Assets held to support unit-linked contracts have been excluded on the basis that changes
in fair value are wholly borne by policyholders. Sensitivity analysis for assets held in participating funds has been calculated after
allocation of returns to policyholders using the applicable minimum policyholders’ participation ratios described in note 2. Information
is presented to illustrate the estimated impact on profits and net assets arising from a change in a single variable before taking into
account the effects of taxation.
The impact of any impairments of financial assets has been ignored for the purpose of illustrating the sensitivity of profit before tax and
net assets before the effects of taxation to changes in interest rates and equity prices on the grounds that default events reflect the
characteristics of individual issuers. Because the Group’s accounting policies lock in interest rate assumptions on policy inception and
the Group’s assumptions incorporate a provision for adverse deviations, the level of movement illustrated in this sensitivity analysis
does not result in loss recognition and so there is not any corresponding effect on liabilities.
US$m
Equity price risk
10 per cent increase in equity prices
10 per cent decrease in equity prices
Interest rate risk
+ 50 basis points shift in yield curves
- 50 basis points shift in yield curves
Foreign exchange rate risk
30 November 2015
30 November 2014
Impact
on profit
before tax
Impact on
net assets
(before the
effects of
taxation)
Impact
on profit
before tax
Impact on
net assets
(before the
effects of
taxation)
792
(792)
(127)
127
792
(792)
(4,115)
4,115
836
(836)
(121)
121
836
(836)
(3,868)
3,868
At the Group level, foreign exchange rate risk arises mainly from the Group’s operations in multiple geographical markets in the Asia-
Pacific region and the translation of multiple currencies to US dollars for financial reporting purposes.
Foreign exchange rate risk is managed in AIA on various levels. The balance sheet values of our operating units and subsidiaries are
not hedged to the Group’s reporting currency, US dollar.
However, assets, liabilities and all regulatory and stress capital in each BU are generally currency matched with the exception of
holdings of foreign equities, or any expected capital movements due within one year which may be hedged at the discretion of Group
management. Foreign bond holdings are commonly hedged with cross-currency swaps or foreign exchange forward contracts.
This approach applies to the matching of US dollar and HK dollar assets and liabilities in the Hong Kong businesses.
Financial Resources held at Group are normally held in US dollars. No attempt is made to match the currency of such capital to the
currency of AIA’s Required Economic or Hong Kong regulatory capital.
210
| AIA GROUP LIMITED
FINANCIAL STATEMENTSNOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS AND SIGNIFICANT ACCOUNTING POLICIES 37. RISK MANAGEMENT (continued)
Investment and financial risks (continued)
Foreign exchange rate net exposure
US$m
30 November 2015
Equity analysed by original
currency
Net notional amounts of currency
derivative positions
Currency exposure
5% strengthening of original
currency
Impact on profit before tax
Impact on other comprehensive
income
Impact on total equity
5% strengthening of the US dollar
Impact on profit before tax
Impact on other comprehensive
income
Impact on total equity
US$m
30 November 2014
Equity analysed by original
currency
Net notional amounts of currency
derivative positions
Currency exposure
5% strengthening of original
currency
Impact on profit before tax
Impact on other comprehensive
income
Impact on total equity
5% strengthening of the US dollar
Impact on profit before tax
Impact on other comprehensive
income
Impact on total equity
United
States
Dollar
Hong
Kong
Dollar
Thai
Baht
Singapore
Dollar
Malaysian
Ringgit
China
Renminbi
Korean
Won
18,726
809
2,195
(2,841)
1,911
3,420
1,855
(6,617)
12,109
601
1,410
1,818
4,013
2,698
(143)
(177)
1,734
(21)
3,399
986
2,841
134
(157)
(23)
134
(157)
(23)
United
States
Dollar
19,256
(6,180)
13,076
144
(144)
–
144
(144)
–
10
23
33
24
(57)
(33)
Hong
Kong
Dollar
309
601
910
17
(8)
9
8
(17)
(9)
5
195
200
25
(33)
(8)
(4)
(10)
(196)
(200)
18
8
(7)
94
87
9
(96)
(87)
21
149
170
30
112
142
(15)
(21)
(155)
(170)
(121)
(142)
Thai
Baht
Singapore
Dollar
Malaysian
Ringgit
China
Renminbi
Korean
Won
3,189
(2,472)
1,535
2,575
2,306
1,665
4,854
3,228
756
–
1,535
19
2,594
573
2,879
5
238
243
(4)
(239)
(243)
26
11
37
(9)
(28)
(37)
2
75
77
(1)
(76)
(77)
23
107
130
30
114
144
(16)
(24)
(114)
(130)
(120)
(144)
ANNUAL REPORT 2015 | 211
OVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATION
37. RISK MANAGEMENT (continued)
Investment and Financial risks (continued)
Liquidity risk
AIA identifies liquidity risk as occurring in two ways, financial liquidity risk and investment liquidity risk.
Financial liquidity risk is the risk that insufficient cash is available to meet payment obligations to counterparties as they fall due.
While life insurance companies are generally well placed to manage financial liquidity risk on account of the tenor of their liabilities
the experience of the Global Financial Crisis shows the need to be able to withstand extreme liquidity shocks.
One area of particular focus in the management of financial liquidity is collateral. Again the Global Financial Crisis exposed the risk to
financial institutions from their commitments to post collateral to counterparties.
AIA manages this exposure by determining limits for its activities in the derivatives and repo markets based on the collateral available
within the relevant fund or subsidiary to withstand extreme market events. The available collateral is subject to haircuts and then
compared to the Peak Exposure of the derivatives exposures to give a “Collateral Coverage Ratio”. For repos a further restriction
is imposed based on the volume and maturity profile of repos in relation to the expected premium inflow over a given time period
assuming a stress scenario, the “Liquidity Coverage Ratio”.
More broadly AIA supports its liquidity through committed bank facilities, use of the bond repurchase markets and maintaining access
to debt markets via the Group’s Global Medium Term Note programme.
Investment liquidity risk occurs in relation to our ability to buy and sell investments. This is a function of the size of the Group’s
holdings relative to the availability of counterparties willing to buy or sell these holdings at any given time. In times of stress, market
losses will generally be compounded by forced sellers seeking unwilling buyers.
However, investment liquidity risk has become more significant since the Global Financial Crisis as new regulations have led banks and
dealers to reduce inventory levels and market-making activity.
While life insurance companies are characterised by a relatively low need for liquidity to cover those of their liabilities which are
directly linked to mortality and morbidity, this risk is nevertheless carefully managed by continuously assessing the relative liquidity
of the Group’s assets and managing the size of individual holdings through limits.
US$m
30 November 2015
Financial assets
Loans and deposits
Other receivables
Debt securities
Equity securities
Reinsurance receivables
Accrued investment income
Cash and cash equivalents
Derivative financial instruments
Total
No fixed
maturity
Due in
one year
or less
Due after
one year
through
five years
Due after
five years
through
ten years
Due after
ten years
7,211
1,641
104,640
27,159
257
1,350
1,992
73
2,385
53
–
27,159
–
8
–
–
808
1,536
3,782
–
257
1,341
1,992
43
1,385
49
458
2
2,175
1
16,964
28,386
55,508
–
–
1
–
23
–
–
–
–
6
–
–
–
–
1
Total
144,323
29,605
9,759
18,422
28,852
57,685
Financial and insurance contract liabilities
Insurance and investment contract
liabilities (net of reinsurance)
Borrowings
Obligations under securities lending
and repurchase agreements
Other liabilities
Derivative financial instruments
Total
Note:
121,501
3,195
3,085
4,657
695
133,133
–
–
–
1,214
–
1,214
(1,020)
483
150
1,318(1)
6,910
1,240
115,128
487
3,085
3,365
28
5,608
–
45
259
2,105
–
3
398
8,551
–
30
10
115,655
(1)
Includes amounts of US$995m falling due after 2 years through 5 years.
212
| AIA GROUP LIMITED
FINANCIAL STATEMENTSNOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS AND SIGNIFICANT ACCOUNTING POLICIES
37. RISK MANAGEMENT (continued)
Investment and Financial risks (continued)
Liquidity risk (continued)
US$m
30 November 2014
Financial assets
Loans and deposits
Other receivables
Debt securities
Equity securities
Reinsurance receivables
Accrued investment income
Cash and cash equivalents
Derivative financial instruments
Total
No fixed
maturity
Due in
one year
or less
Due after
one year
through
five years
Due after
five years
through
ten years
Due after
ten years
7,654
1,607
102,063
28,827
240
1,345
1,835
265
2,437
48
–
28,827
–
4
–
–
797
1,525
3,322
–
240
1,335
1,835
102
9,156
1,477
25
18,724
602
2
2,341
7
26,689
53,328
–
–
6
–
151
20,383
–
–
–
–
7
–
–
–
–
5
27,300
55,681
Total
143,836
31,316
Financial and insurance contract liabilities
Insurance and investment contract
liabilities (net of reinsurance)
Borrowings
Obligations under securities lending
and repurchase agreements
Other liabilities
Derivative financial instruments
Total
Note:
119,592
2,934
3,753
4,542
211
131,032
–
–
–
1,221
–
1,221
(967)
410
937
1,537(1)
3,753
3,248
13
6,457
–
33
58
2,565
8,763
497
–
1
132
9,393
110,859
490
–
39
8
111,396
(1)
Includes amounts of US$1,390m falling due after 2 years through 5 years.
38. EMPLOYEE BENEFITS
Defined benefit plans
The Group operates funded and unfunded defined benefit plans that provide life and medical benefits for participating employees after
retirement and a lump sum benefit on cessation of employment. The locations covered by these plans include Hong Kong, Singapore,
Malaysia, Thailand, Taiwan, Indonesia, the Philippines, Sri Lanka, Korea and Vietnam. The latest independent actuarial valuations
of the plans were at 30 November 2015 and were prepared by credentialed actuaries. All the actuaries are qualified members of
professional actuarial organisations to render the actuarial opinions. The actuarial valuations indicate that the Group’s obligations
under these defined benefit retirement plans are 41 per cent (2014: 46 per cent) covered by the plan assets held by the trustees. The
fair value of plan assets as at year end at the date of valuation was US$63m (2014: US$83m). The total expenses relating to these plans
recognised in the consolidated income statement was US$8m (2014: US$14m).
Defined contribution plans
The Group operates a number of defined contribution pension plans. The total expense relating to these plans in the current year was
US$60m (2014: US$60m). Employees and the employer are required to make monthly contributions equal to 1 per cent to 22 per cent
of the employees’ monthly basic salaries, depending on years of service and subject to any applicable caps of monthly relevant income
in different jurisdictions. For defined contribution pension plans with vesting conditions, any forfeited contributions by employers on
behalf of employees who leave the scheme prior to vesting fully in such contributions are used by the employer to reduce any future
contributions. The amount of forfeited contributions used to reduce the existing level of contributions is not material.
ANNUAL REPORT 2015 | 213
OVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATION
39. SHARE-BASED COMPENSATION
Share-based compensation plans
During the year ended 30 November 2015, the Group made further awards of share options, restricted share units (RSUs) and
restricted stock purchase units to certain directors, officers and employees of the Group under the Share Option Scheme (SO Scheme),
the Restricted Share Unit Scheme (RSU Scheme) and the Employee Share Purchase Plan (ESPP). In addition, the Group made further
awards of restricted stock subscription units to eligible agents under the Agency Share Purchase Plan (ASPP).
RSU Scheme
Under the RSU Scheme, the vesting of the awarded RSUs is conditional upon the eligible participants remaining in employment with
the Group during the respective vesting periods. RSU awards are vested either entirely after a specific period of time or in tranches
over the vesting period. For RSU awards that are vested in tranches, each vesting tranche is accounted for as a separate award for
the purposes of recognising the expense over the vesting period. For certain RSUs, performance conditions are also attached which
include both market and non-market conditions. RSUs subject to performance conditions are released to the participants at the end
of the vesting period depending on the actual achievement of the performance conditions. During the vesting period, the participants
are not entitled to dividends of the underlying shares. Except in jurisdictions where restrictions apply, the awarded RSUs are expected
to be settled in equity; awards that the Group has the legal or constructive obligation to settle in cash are insignificant to the Group.
The maximum number of shares that can be awarded under this scheme is 301,100,000 (2014: 301,100,000), representing 2.5 per cent
(2014: 2.5 per cent) of the number of shares in issue at 30 November 2015.
Number of shares
Restricted Share Units
Outstanding at beginning of financial year
Awarded
Forfeited
Vested
Outstanding at end of financial year
SO Scheme
Year ended
30 November
2015
Year ended
30 November
2014
58,590,419
64,002,086
17,933,566
19,086,387
(8,785,462)
(4,585,447)
(14,087,745)
(19,912,607)
53,650,778
58,590,419
The objectives of the SO Scheme are to align eligible participants’ interests with those of the shareholders of the Company by allowing
eligible participants to share in the value created at the point they exercise their options. Share option (SO) awards are vested either
entirely after a specific period of time or in tranches over the vesting period approximately three to five years, during which, the
eligible participants are required to remain in employment with the Group. For SO awards vested in tranches, each vesting tranche is
accounted for as a separate award for the purposes of recognising the expense over the vesting period. The awarded share options
expire 10 years from the date of grant and each share option entitles the eligible participant to subscribe for one ordinary share.
Except in jurisdictions where restrictions apply, the awarded share options are expected to be settled in equity; awards that the Group
has the legal or constructive obligation to settle in cash are insignificant to the Group. The total number of shares under options that
can be awarded under the scheme is 301,100,000 (2014: 301,100,000), representing 2.5 per cent (2014: 2.5 per cent) of the number of
shares in issue at 30 November 2015.
214
| AIA GROUP LIMITED
FINANCIAL STATEMENTSNOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS AND SIGNIFICANT ACCOUNTING POLICIES 39. SHARE-BASED COMPENSATION (continued)
Share-based compensation plans (continued)
SO Scheme (continued)
Information about share options outstanding and share options exercisable by the Group’s employees and directors as at the end of
the reporting period is as follows:
Share options
Outstanding at beginning of financial year
Awarded
Exercised
Forfeited or expired
Outstanding at end of financial year
Share options exercisable at end of financial year
Year ended
30 November 2015
Year ended
30 November 2014
Number of
share options
Weighted
average
exercise price
(HK$)
Number of
share options
Weighted
average
exercise price
(HK$)
37,105,919
5,937,871
(2,190,404)
(395,282)
40,458,104
17,817,979
30.67
47.73
27.68
35.48
33.29
27.71
32,291,121
6,678,445
(1,117,224)
(746,423)
37,105,919
9,663,878
29.08
37.65
27.35
29.34
30.67
27.36
The weighted average share price of the Company at the date the share option was exercised was HK$48.32 for the year ended 30
November 2015 (2014: HK$39.68).
The range of exercise prices for the share options outstanding as of 30 November 2015 and 2014 is summarised in the table below.
Year ended
30 November 2015
Year ended
30 November 2014
Number of
share options
outstanding
Weighted
average
remaining
contractual life
(years)
Number of
share options
outstanding
Weighted
average
remaining
contractual life
(years)
28,008,527
6,550,428
5,899,149
40,458,104
6.09
8.27
9.28
6.91
30,427,474
6,678,445
–
37,105,919
7.07
9.27
–
7.47
Range of exercise price
HK$26 – HK$35
HK$36 – HK$45
HK$46 – HK$55
Outstanding at end of financial year
ESPP
Under the plan, eligible employees of the Group can purchase ordinary shares of the Company with qualified employee contributions
and the Company will award one matching restricted stock purchase unit to them at the end of the vesting period for each two
shares purchased through the qualified employee contributions (contribution shares). Contribution shares are purchased from the
open market. During the vesting period, the eligible employees must hold the contribution shares purchased during the plan cycle
and remain employed by the Group. The level of qualified employee contribution is limited to not more than 5 per cent of the annual
basic salary subject to a maximum of US$15,000 per annum. The awarded matching restricted stock purchase units are expected to
be settled in equity. For the year ended 30 November 2015, eligible employees paid US$12m (2014: US$10m) to purchase 1,962,088
ordinary shares (2014: 1,893,088 ordinary shares) of the Company.
ANNUAL REPORT 2015 | 215
OVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATION 39. SHARE-BASED COMPENSATION (continued)
Share-based compensation plans (continued)
ASPP
The structure of the ASPP generally follows that of the ESPP, the key difference being that the eligible agents are required to pay a
subscription price of US$1 to subscribe for each new share in the Company at the end of the vesting period. Under the plan, eligible
agents of the Group can purchase ordinary shares of the Company with qualified agent contributions and the Company will award
one matching restricted stock subscription unit to them at the end of the vesting period for each two shares purchased through the
qualified agent contributions (agent contribution shares). Each restricted stock subscription unit entitles eligible agents to subscribe
for one new share of the Company. Agent contribution shares are purchased from the open market. During the vesting period, the
eligible agents must hold the contribution shares purchased during the plan cycle and maintain their agent contracts with the Group.
The awarded matching restricted stock subscription units are expected to be settled in equity. The level of qualified agent contribution
is subject to a maximum of US$15,000 per annum. For the year ended 30 November 2015, eligible agents paid US$14m (2014: US$12m)
to purchase 2,361,838 ordinary shares (2014: 2,222,176 ordinary shares) of the Company.
Valuation methodology
The Group utilises a binomial lattice model to calculate the fair value of the share option awards, a Monte-Carlo simulation model
and/or discounted cash flow technique to calculate the fair value of the RSU, ESPP and ASPP awards, taking into account the terms
and conditions upon which the awards were made. The price volatility is estimated on the basis of implied volatility of the Company’s
shares which is based on an analysis of historical data since they are traded in the Hong Kong Stock Exchange. The expected life of the
share options is derived from the output of the valuation model and is calculated based on an analysis of expected exercise behaviour
of the Company’s employees. The estimate of market condition for performance-based RSUs is based on one-year historical data
preceding the grant date. An allowance for forfeiture prior to vesting is not included in the valuation of the awards.
The fair value calculated for share options is inherently subjective due to the assumptions made and the limitations of the model
utilised.
Year ended 30 November 2015
Share
options
Restricted
share units
ESPP
restricted
stock
purchase
units
ASPP
restricted
stock
subscription
units
1.61%
0.56% – 0.80%*
0.44% – 0.90%
20%
1.2%
47.73
10
7.94
10.15
20%
1.2%
n/a
n/a
n/a
20% – 25%
1.2%
n/a
n/a
n/a
0.85%
20%
1.2%
n/a
n/a
n/a
39.27
41.67
35.98
Assumptions
Risk-free interest rate
Volatility
Dividend yield
Exercise price (HK$)
Share option life (in years)
Expected life (in years)
Weighted average fair value per option/
unit at measurement date (HK$)
216
| AIA GROUP LIMITED
FINANCIAL STATEMENTSNOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS AND SIGNIFICANT ACCOUNTING POLICIES 39. SHARE-BASED COMPENSATION (continued)
Valuation methodology (continued)
Assumptions
Risk-free interest rate
Volatility
Dividend yield
Exercise price (HK$)
Share option life (in years)
Expected life (in years)
Weighted average fair value per option/
unit at measurement date (HK$)
* Applicable to RSU with market conditions.
Year ended 30 November 2014
Share
options
Restricted
share units
ESPP
restricted
stock
purchase
units
ASPP
restricted
stock
subscription
units
2.14% – 2.22%
0.51% – 0.59%*
0.37% – 0.94%
25%
1.2%
37.56 – 39.45
10
7.54
10.43
25%
1.2%
n/a
n/a
n/a
30.77
25% – 26%
1.2%
n/a
n/a
n/a
38.85
0.64%
25%
1.2%
n/a
n/a
n/a
30.64
The weighted average share price for share option valuation for awards made during the year ended 30 November 2015 is HK$47.15
(2014: HK$37.50). The total fair value of share options awarded during the year ended 30 November 2015 is US$8m (2014: US$9m).
Recognised compensation cost
The total recognised compensation cost (net of expected forfeitures) related to various share-based compensation awards made
under the RSU Scheme, SO Scheme, ESPP and ASPP by the Group for the year ended 30 November 2015 is US$79m (2014: US$84m).
40. REMUNERATION OF DIRECTORS AND KEY MANAGEMENT PERSONNEL
Directors’ remuneration
The Executive Director receives compensation in the form of salaries, bonuses, contributions to pension schemes, long-term
incentives, housing and other allowances, and benefits in kind subject to applicable laws, rules and regulations. Bonuses and long-
term incentives represent the variable components in the Executive Director’s compensation and are linked to the performance of the
Group and the Executive Director. Details of share-based payment schemes are described in note 39.
Salaries,
allowances
and benefits
in kind(1)
Director’s
fees
Share-
based
payments(2)
Pension
scheme
contribution
Bonuses
Other
benefits
Inducement
fees
Total
–
–
2,130,577
4,414,600
8,343,876
105,833
2,130,577
4,414,600
8,343,876
105,833
–
–
–
–
14,994,886
14,994,886
US$
Year ended 30 November 2015
Executive Director
Mr. Mark Edward Tucker
Total
Notes:
(1)
(2)
It includes non-cash benefits for housing, medical and life insurance, children education, club and professional membership, company car and perquisites.
Include SOs and RSUs awarded based upon the fair value at grant date assuming maximum performance levels are achieved.
ANNUAL REPORT 2015 | 217
OVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATION 40. REMUNERATION OF DIRECTORS AND KEY MANAGEMENT PERSONNEL (continued)
Directors’ remuneration (continued)
US$
Year ended 30 November 2014
Executive Director
Mr. Mark Edward Tucker
Total
Notes:
Salaries,
allowances
and benefits
in kind(1)
Director’s
fees
Share-
based
payments(2)
Pension
scheme
contribution
Bonuses
Other
benefits
Inducement
fees
Total
–
–
2,052,688
4,244,400
8,896,950
2,052,688
4,244,400
8,896,950
83,876
83,876
–
–
–
–
15,277,914
15,277,914
(1)
(2)
It includes non-cash benefits for housing, medical and life insurance, children education, club and professional membership and company car.
Include SOs and RSUs awarded based upon the fair value at grant date assuming maximum performance levels are achieved.
The remuneration of Non-executive Director and Independent Non-executive Directors of the Company at 30 November 2015 and 2014
are included in the tables below:
Salaries,
allowances
and benefits
in kind(1)
Director’s
fees
Share-
based
payments
Pension
scheme
contribution
Bonuses
Other
benefits
Inducement
fees
Total
US$
Year ended 30 November 2015
Non-executive Director
Mr. Edmund Sze-Wing Tse(2)
573,388
95,383
Independent Non-executive
Directors
Mr. Jack Chak-Kwong So
Mr. Chung-Kong Chow
Mr. John Barrie Harrison
Mr. George Yong-Boon Yeo
Mr. Mohamed Azman Yahya
Professor Lawrence
Juen-Yee Lau
Ms. Swee-Lian Teo(3)
Total
Notes:
220,000
205,000
235,000
210,000
185,000
190,000
56,740
–
–
–
–
–
–
–
1,875,128
95,383
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
668,771
220,000
205,000
235,000
210,000
185,000
190,000
56,740
1,970,511
(1)
It includes non-cash benefits for housing, club membership and medical insurance and company car.
(2) US$22,388 which represents remuneration to Mr. Edmund Sze-Wing Tse in respect of his services as director of a subsidiary of the Company is included
in his fees.
(3) Ms. Swee-Lian Teo was appointed as Independent Non-executive Director of the Company on 14 August 2015.
218
| AIA GROUP LIMITED
FINANCIAL STATEMENTSNOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS AND SIGNIFICANT ACCOUNTING POLICIES 40. REMUNERATION OF DIRECTORS AND KEY MANAGEMENT PERSONNEL (continued)
Directors’ remuneration (continued)
Salaries,
allowances
and benefits
in kind(1)
Director’s
fees
Share-
based
payments
Pension
scheme
contribution
Bonuses
Other
benefits
Inducement
fees
Total
US$
Year ended 30 November 2014
Non-executive Director
Mr. Edmund Sze-Wing Tse(2)
575,126
92,883
Independent Non-executive
Directors
Mr. Jack Chak-Kwong So
Mr. Chung-Kong Chow
Mr. John Barrie Harrison
Mr. George Yong-Boon Yeo
Mr. Mohamed Azman Yahya(3)
Professor Lawrence
Juen-Yee Lau(3)
Dr. Qin Xiao(4)
Dr. Narongchai Akrasanee(4)
Total
Notes:
220,000
205,000
235,000
207,425
141,918
38,521
91,233
142,630
–
–
–
–
–
–
–
–
1,856,853
92,883
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
668,009
220,000
205,000
235,000
207,425
141,918
38,521
91,233
142,630
1,949,736
(1)
It includes non-cash benefits for housing, club membership and medical insurance and company car.
(2) US$24,126 which represents remuneration to Mr. Edmund Sze-Wing Tse in respect of his services as director of a subsidiary of the Company is included
in his fees.
(3) Mr. Mohamed Azman Yahya and Professor Lawrence Juen-Yee Lau were appointed as Independent Non-executive Directors of the Company on 24
February 2014 and 18 September 2014, respectively.
(4) Dr. Qin Xiao and Dr. Narongchai Akrasanee resigned as Independent Non-executive Directors of the Company with effect from 30 May 2014 and 1 September
2014, respectively.
Remuneration of five highest-paid individuals
The aggregate remuneration of the five highest-paid individuals employed by the Group in each of the years ended 30 November 2015
and 2014 is presented in the table below.
Salaries,
allowances
and benefits
in kind(1)
Director’s
fees
Share-
based
payments(2)
Pension
scheme
contribution
Bonuses
Other
benefits
Inducement
fees
Total
–
–
7,214,483
8,937,600
16,712,069
262,242
5,840,510
8,584,077
18,816,073
197,286
–
–
–
–
33,126,394
33,437,946
US$
Year ended
30 November 2015
30 November 2014
Notes:
(1) 2015 non-cash benefits include housing, medical and life insurance, medical check-up, children education, club and professional membership, company
car and perquisites.
2014 non-cash benefits include housing, medical and life insurance, children education, club and professional membership, company car and perquisites.
(2)
Include SOs and RSUs awarded to the five highest-paid individuals based upon the fair value at grant date assuming maximum performance levels are
achieved.
ANNUAL REPORT 2015 | 219
OVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATION 40. REMUNERATION OF DIRECTORS AND KEY MANAGEMENT PERSONNEL (continued)
Remuneration of five highest-paid individuals (continued)
The emoluments of the five individuals with the highest emoluments are within the following bands:
HK$
27,500,001 to 28,000,000
28,000,001 to 28,500,000
28,500,001 to 29,000,000
33,500,001 to 34,000,000
37,000,001 to 37,500,000
38,000,001 to 38,500,000
40,000,001 to 40,500,000
46,500,001 to 47,000,000
116,000,001 to 116,500,000
118,000,001 to 118,500,000
Year ended
30 November
2015
Year ended
30 November
2014
–
1
–
1
–
1
1
–
1
–
1
–
1
–
1
–
–
1
–
1
Key management personnel remuneration
Key management personnel have been identified as the members of the Group’s Executive Committee.
US$
Key management compensation and other expenses
Salaries and other short-term employee benefits
Post-employment benefits – defined contribution
Post-employment benefits – medical & life
Other long-term benefits
Share-based payments(1)
Total
Note:
Year ended
30 November
2015
Year ended
30 November
2014
25,821,543
22,012,074
501,124
420,921
–
–
–
–
23,076,292
24,031,010
49,398,959
46,464,005
(1)
Include SOs and RSUs awarded to the key management personnel based upon the fair value at grant date assuming maximum performance levels are
achieved.
The emoluments of the Key Management Personnel are within the following bands:
US$
Below 1,000,000
1,000,001 to 2,000,000
2,000,001 to 3,000,000
3,000,001 to 4,000,000
4,000,001 to 5,000,000
5,000,001 to 6,000,000
6,000,001 to 7,000,000
Over 7,000,000
2 2 0
| AIA GROUP LIMITED
Year ended
30 November
2015
Year ended
30 November
2014
1
4
2
2
2
1
–
1
–
2
–
5
1
–
1
1
FINANCIAL STATEMENTSNOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS AND SIGNIFICANT ACCOUNTING POLICIES 41. RELATED PARTY TRANSACTIONS
Remuneration of directors and key management personnel is disclosed in note 40.
42. COMMITMENTS AND CONTINGENCIES
Commitments under operating leases
Total future aggregate minimum lease payments under non-cancellable operating leases are as follows:
US$m
Properties and others expiring
Not later than one year
Later than one and not later than five years
Later than five years
Total
As at
30 November
2015
As at
30 November
2014
97
121
42
260
89
131
56
276
The Group is the lessee in respect of a number of properties and items of office equipment held under operating leases. The leases
typically run for an initial period of one to ten years, with an option to renew the lease when all terms are renegotiated. Lease payments
are usually reviewed at the end of the lease term to reflect market rates. None of the leases include contingent rentals.
Investment and capital commitments
US$m
Not later than one year
Later than one and not later than five years
Later than five years
Total
As at
30 November
2015
As at
30 November
2014
523
3
–
526
427
6
–
433
Investment and capital commitments consist of commitments to invest in private equity partnerships and other assets.
Contingencies
The Group is subject to regulation in each of the geographical markets in which it operates from insurance, securities, capital markets,
pension, data privacy and other regulators and is exposed to the risk of regulatory actions in response to perceived or actual non-
compliance with regulations relating to suitability, sales or underwriting practices, claims payments and procedures, product design,
disclosure, administration, denial or delay of benefits and breaches of fiduciary or other duties. The Group believes that these matters
have been adequately provided for in these financial statements.
The Group is exposed to legal proceedings, complaints and other actions from its activities including those arising from commercial
activities, sales practices, suitability of products, policies and claims. The Group believes that these matters are adequately provided
for in these financial statements.
The Group is the reinsurer in a residential mortgage credit reinsurance agreement covering residential mortgages in Australia. Due
to a change in law, further cessions under this contract ended in July 2008. This reinsurance was fully retroceded to a subsidiary of
American International Group, Inc. and this retrocession was terminated in February 2012 on a run-off basis. The Group is exposed
to the risk of losses in the event of the failure of the counterparty retrocessionaire to honour its outstanding obligations which is
mitigated by a trust agreement put in place after the aforesaid termination and a novation in September 2015 of the run-off obligations
to another subsidiary within the American International Group, Inc. which in contrast to the prior retrocessionaire has an investment
grade rating issued to it by credit rating agencies. The principal balance outstanding of mortgage loans to which the reinsurance
agreement relates were approximately US$684m at 30 November 2015 (2014: US$924m). The liabilities and related reinsurance
assets, which totalled US$4m (2014: US$4m), respectively, arising from these agreements are reflected and presented on a gross
basis in these financial statements in accordance with the Group’s accounting policies. The Group expects to fully recover amounts
outstanding at the reporting date under the terms of this agreement from the retrocessionaire.
ANNUAL REPORT 2015 | 2 21
OVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATION 43. SUBSIDIARIES
The principal subsidiary companies which materially contribute to the net income of the Group or hold a material element of its assets
and liabilities are:
Name of entity
Place of
incorporation
and operation
Principal
activity
Issued share capital
As at
30 November 2015
As at
30 November 2014
Group’s
interest %
NCI’s
interest %
Group’s
interest %
NCI’s
interest %
AIA Company Limited(1)
Hong Kong
Insurance
1,151,049,861 ordinary shares
for US$5,962,084,000 issued
100%
share capital
AIA International Limited
Bermuda
Insurance
AIA Australia Limited
Australia
Insurance
3,000,000 ordinary shares
of US$1.20 each
112,068,300 ordinary shares
of A$1 each
AIA Pension and Trustee Co. Ltd.
British Virgin
Islands
Trusteeship
1,300,000 ordinary shares
of US$1 each
AIA Bhd.
Malaysia
Insurance
AIA Singapore Private Limited
Singapore
Insurance
PT. AIA Financial
Indonesia
Insurance
The Philippine American Life
and General Insurance
(PHILAM LIFE) Company
Philippines
Insurance
767,438,174 ordinary shares
of RM1 each
1,374,000,001 ordinary shares
of S$1 each
477,711,032 ordinary shares
of Rp1,000 each
199,560,671 ordinary shares
of PHP10 each and 439,329
treasury shares
AIA (Vietnam) Life Insurance
Company Limited
Vietnam
Insurance
Contributed capital of
VND1,264,300,000,000
100%
100%
100%
100%
100%
100%
100%
100%
–
–
–
–
–
–
–
–
–
100%
100%
100%
100%
100%
100%
100%
100%
100%
–
–
–
–
–
–
–
–
–
AIA Insurance Lanka PLC
Sri Lanka
Insurance
Contributed capital of
LKR511,921,836
97.16%
2.84%
97.15%
2.85%
Bayshore Development Group
Limited
British Virgin
Islands
Investment
holding
company
100 ordinary shares of
US$1 each
90%
10%
90%
10%
BPI-Philam Life Assurance
Corporation
Philippines
Insurance
749,993,979 ordinary shares
of PHP1 each and 6,000
treasury shares
51%
49%
51%
49%
AIA Reinsurance Limited
Bermuda
Reinsurance 250,000 common shares of
US$1 each
100%
–
100%
–
Notes:
(1) The Company’s subsidiary.
(2) All of the above subsidiaries are audited by PricewaterhouseCoopers.
All subsidiaries are unlisted except AIA Insurance Lanka PLC which is listed on the Main Board of the Colombo Stock Exchange.
2 2 2
| AIA GROUP LIMITED
FINANCIAL STATEMENTSNOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS AND SIGNIFICANT ACCOUNTING POLICIES
44. CHANGE IN GROUP COMPOSITION
Disposals
On 23 October 2015, the Group disposed its entire interest in AIA General Insurance Lanka Limited, a wholly owned subsidiary of AIA
Insurance Lanka PLC, for LKR3.2 billion (approximately US$22.7m). There was not any gain or loss on disposal of this subsidiary.
45. EVENTS AFTER THE REPORTING PERIOD
On 7 December 2015, the Group announced an agreement, under which the Group will increase its shareholdering in Tata AIA Life
Insurance Company Limited from the current level of 26 per cent to 49 per cent. The completion of the transaction is subject to
securing all necessary regulatory and governmental approvals.
On 25 February 2016, the Board of Directors proposed a final dividend of 51.00 Hong Kong cents per share (2014: 34.00 Hong Kong
cents per share).
46. STATEMENT OF FINANCIAL POSITION OF THE COMPANY
US$m
Assets
Investment in a subsidiary
Deposits
Available for sale – debt securities
Loans to/amounts due from subsidiaries
Other assets
Cash and cash equivalents
Total assets
Liabilities
Borrowings
Other liabilities
Total liabilities
Equity
Share capital
Employee share-based trusts
Other reserves
Retained earnings
Amounts reflected in other comprehensive income
Total equity
Total liabilities and equity
Note:
As at
30 November
2015
As at
30 November
2014
15,742
15,741
45
736
2,945
13
358
–
–
2,345
35
45
19,839
18,166
3,070
201
3,271
2,226
19
2,245
13,971
13,962
(321)
155
2,785
(22)
16,568
19,839
(286)
139
2,102
4
15,921
18,166
(1) The financial information of the Company should be read in conjunction with the consolidated financial statements of the Group.
Approved and authorised for issue by the Board of Directors on 25 February 2016.
Mark Edward Tucker
Director
Edmund Sze-Wing Tse
Director
ANNUAL REPORT 2015 | 2 2 3
OVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATION
47. STATEMENT OF CHANGES IN EQUITY OF THE COMPANY
US$m
Share
capital
Employee
share-based
trusts
Other
reserves
Retained
earnings
Amounts
reflected
in other
comprehensive
income
Balance at 1 December 2014
13,962
(286)
139
Net profit
Cash flow hedges
Fair value losses on available for
sale financial assets
Dividends
Shares issued under share option scheme
and agency share purchase plan
Share-based compensation
Purchase of shares held by employee
share-based trusts
Transfer of vested shares from employee
share-based trusts
–
–
–
–
9
–
–
–
Balance at 30 November 2015
13,971
–
–
–
–
–
–
(98)
63
(321)
–
–
–
–
–
79
–
(63)
155
2,102
1,497
–
–
(814)
–
–
–
–
4
–
5
(31)
–
–
–
–
–
Total
equity
15,921
1,497
5
(31)
(814)
9
79
(98)
–
2,785
(22)
16,568
US$m
Share capital
and share
premium
Employee
share-based
trusts
Other
reserves
Retained
earnings
Amounts
reflected
in other
comprehensive
income
Balance at 1 December 2013
13,958
(274)
135
Net profit
Cash flow hedges
Dividends
Shares issued under share option scheme
Share-based compensation
Purchase of shares held by employee
share-based trusts
Transfer of vested shares from employee
share-based trusts
–
–
–
4
–
–
–
Balance at 30 November 2014
13,962
–
–
–
–
–
(91)
79
(286)
–
–
–
–
83
–
(79)
139
1,652
1,139
–
(689)
–
–
–
–
2,102
–
–
4
–
–
–
–
–
4
Total
equity
15,471
1,139
4
(689)
4
83
(91)
–
15,921
2 2 4
| AIA GROUP LIMITED
FINANCIAL STATEMENTSNOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS AND SIGNIFICANT ACCOUNTING POLICIES 48. EFFECT OF ADOPTION OF REVISED ACCOUNTING POLICIES
With effect from 1 December 2015, the Group revised its accounting policies for real estate as follows:
(cid:127) Property held for own use is carried at fair value at last valuation date less accumulated depreciation. Previously, property held
for own use was carried at historical cost less accumulated depreciation. When an asset is adjusted for the latest fair value, any
accumulated depreciation at the date of valuation is eliminated against the gross carrying amount of the asset. The movement of
fair values is generally recognised in other comprehensive income. When such properties are sold, the amounts accumulated in
other comprehensive income are transferred to retained earnings. The revised accounting policy is applied prospectively from the
date of adoption, resulting in increases of US$450m and US$259m in total assets and total equity, respectively, as of 1 December
2015.
Property held for own use is valued by independent professional valuation firm at least annually to ensure that fair value of the
revalued asset does not differ materially from its carrying value. Changes in fair values are recognised in the other comprehensive
income and reported in the consolidated statement of financial position as property revaluation reserve.
In conjunction with the revised real estate accounting policies, depreciation expense for property held for own use is presented as
‘other expenses’ for IFRS reporting and this presentation change will be applied retrospectively. Operating leasehold land relating
to property held for own use will continue to be carried at cost less accumulated amortisation and impairment losses (if any) and
be reported as part of ‘other assets’ on the consolidated statement of financial position.
(cid:127)
Investment property, including land and buildings, is initially recognised at cost with changes in fair values in subsequent periods
recognised in the consolidated income statement. Operating leasehold land relating to investment properties is reclassified from
‘other assets’ to ‘investment properties’ accordingly on the consolidated statement of financial position. The revised accounting
policy will be applied retrospectively.
The Group believes measuring property held for own use and investment property in accordance with the revised accounting policies
(based on guidance in IAS 16 Property, Plant and Equipment and IAS 40 Investment Property, respectively) provide reliable and more
relevant information to the users of the financial statements than that measured based on cost model under the current accounting
policy.
ANNUAL REPORT 2015 | 2 2 5
OVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATION 48. EFFECT OF ADOPTION OF REVISED ACCOUNTING POLICIES (continued)
The quantitative effect of the adoption of the above revised accounting policies on the Group’s consolidated financial statements for the
years ended 30 November 2015, 2014 and 2013 as well as the six months ended 31 May 2015 and 2014 are set out as follows:
(a) Consolidated income statement
US$m
Revenue
Turnover
Premiums and fee income
Premiums ceded to reinsurers
Net premiums and fee income
Investment return
Other operating revenue
Total revenue
Expenses
Insurance and investment contract benefits
Insurance and investment contract benefits ceded
Net insurance and investment contract benefits
Commission and other acquisition expenses
Operating expenses
Finance costs
Other expenses
Total expenses
Profit before share of profit from associates and
joint venture
Share of profit from associates and joint venture
Profit before tax
Income tax expense attributable to policyholders’ returns
Profit before tax attributable to shareholders’ profits
Tax expense
Tax attributable to policyholders’ returns
Tax expense attributable to shareholders’ profits
Net profit
Net profit attributable to:
Shareholders of AIA Group Limited
Non-controlling interests
Earnings per share (US$)
Basic
Diluted
Year ended
30 November
2015
(As previously
reported)
Retrospective
adjustments for
IAS 40
Year ended
30 November
2015
(As adjusted)
Reclassifications
19,781
(1,165)
18,616
4,462
196
23,274
16,134
(942)
15,192
2,468
1,658
152
454
19,924
3,350
–
3,350
(33)
3,317
(636)
33
(603)
2,714
2,691
23
0.22
0.22
–
–
–
–
–
–
–
–
–
–
(20)
–
20
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
73
–
73
2
–
2
–
–
–
(26)
(24)
97
–
97
–
97
(19)
–
(19)
78
74
4
0.01
0.01
19,781
(1,165)
18,616
4,535
196
23,347
16,136
(942)
15,194
2,468
1,638
152
448
19,900
3,447
–
3,447
(33)
3,414
(655)
33
(622)
2,792
2,765
27
0.23
0.23
2 2 6
| AIA GROUP LIMITED
FINANCIAL STATEMENTSNOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS AND SIGNIFICANT ACCOUNTING POLICIES
48. EFFECT OF ADOPTION OF REVISED ACCOUNTING POLICIES (continued)
(a) Consolidated income statement (continued)
US$m
Revenue
Turnover
Premiums and fee income
Premiums ceded to reinsurers
Net premiums and fee income
Investment return
Other operating revenue
Total revenue
Expenses
Insurance and investment contract benefits
Insurance and investment contract benefits ceded
Net insurance and investment contract benefits
Commission and other acquisition expenses
Operating expenses
Finance costs
Other expenses
Total expenses
Profit before share of profit from associates
and joint venture
Share of profit from associates and joint venture
Profit before tax
Income tax expense attributable to policyholders’ returns
Profit before tax attributable to shareholders’ profits
Tax expense
Tax attributable to policyholders’ returns
Tax expense attributable to shareholders’ profits
Net profit
Net profit attributable to:
Shareholders of AIA Group Limited
Non-controlling interests
Earnings per share (US$)
Basic
Diluted
Six months
ended
31 May
2015
(As previously
reported)
Reclassifications
Retrospective
adjustments for
IAS 40
Six months
ended
31 May
2015
(As adjusted)
9,361
(585)
8,776
5,051
101
13,928
9,486
(477)
9,009
1,168
801
80
212
11,270
2,658
–
2,658
(60)
2,598
(465)
60
(405)
2,193
2,180
13
0.18
0.18
–
–
–
–
–
–
–
–
–
–
(10)
–
10
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
19
–
19
1
–
1
–
–
–
(13)
(12)
31
–
31
–
31
(6)
–
(6)
25
24
1
–
–
9,361
(585)
8,776
5,070
101
13,947
9,487
(477)
9,010
1,168
791
80
209
11,258
2,689
–
2,689
(60)
2,629
(471)
60
(411)
2,218
2,204
14
0.18
0.18
ANNUAL REPORT 2015 | 2 2 7
OVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATION 48. EFFECT OF ADOPTION OF REVISED ACCOUNTING POLICIES (continued)
(a) Consolidated income statement (continued)
US$m
Revenue
Turnover
Premiums and fee income
Premiums ceded to reinsurers
Net premiums and fee income
Investment return
Other operating revenue
Total revenue
Expenses
Insurance and investment contract benefits
Insurance and investment contract benefits ceded
Net insurance and investment contract benefits
Commission and other acquisition expenses
Operating expenses
Finance costs
Other expenses
Total expenses
Profit before share of profit from associates
and joint venture
Share of profit from associates and joint venture
Profit before tax
Income tax expense attributable to policyholders’ returns
Profit before tax attributable to shareholders’ profits
Tax expense
Tax attributable to policyholders’ returns
Tax expense attributable to shareholders’ profits
Net profit
Net profit attributable to:
Shareholders of AIA Group Limited
Non-controlling interests
Earnings per share (US$)
Basic
Diluted
Year ended
30 November
2014
(As previously
reported)
Retrospective
adjustments for
IAS 40
Year ended
30 November
2014
(As adjusted)
Reclassifications
18,225
(1,173)
17,052
8,204
177
25,433
17,828
(1,024)
16,804
2,139
1,636
103
420
21,102
4,331
14
4,345
(125)
4,220
(877)
125
(752)
3,468
3,450
18
0.29
0.29
–
–
–
–
–
–
–
–
–
–
(17)
–
17
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
220
–
220
6
–
6
–
–
–
(24)
(18)
238
–
238
–
238
(42)
–
(42)
196
194
2
0.01
0.01
18,225
(1,173)
17,052
8,424
177
25,653
17,834
(1,024)
16,810
2,139
1,619
103
413
21,084
4,569
14
4,583
(125)
4,458
(919)
125
(794)
3,664
3,644
20
0.30
0.30
2 2 8
| AIA GROUP LIMITED
FINANCIAL STATEMENTSNOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS AND SIGNIFICANT ACCOUNTING POLICIES 48. EFFECT OF ADOPTION OF REVISED ACCOUNTING POLICIES (continued)
(a) Consolidated income statement (continued)
US$m
Revenue
Turnover
Premiums and fee income
Premiums ceded to reinsurers
Net premiums and fee income
Investment return
Other operating revenue
Total revenue
Expenses
Insurance and investment contract benefits
Insurance and investment contract benefits ceded
Net insurance and investment contract benefits
Commission and other acquisition expenses
Operating expenses
Finance costs
Other expenses
Total expenses
Profit before share of profit from associates
and joint venture
Share of profit from associates and joint venture
Profit before tax
Income tax expense attributable to policyholders’ returns
Profit before tax attributable to shareholders’ profits
Tax expense
Tax attributable to policyholders’ returns
Tax expense attributable to shareholders’ profits
Net profit
Net profit attributable to:
Shareholders of AIA Group Limited
Non-controlling interests
Earnings per share (US$)
Basic
Diluted
Six months
ended
31 May
2014
(As previously
reported)
Reclassifications
Retrospective
adjustments for
IAS 40
Six months
ended
31 May
2014
(As adjusted)
8,407
(552)
7,855
3,625
89
11,569
8,119
(487)
7,632
993
765
40
179
9,609
1,960
5
1,965
(71)
1,894
(410)
71
(339)
1,555
1,546
9
0.13
0.13
–
–
–
–
–
–
–
–
–
–
(9)
–
9
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
46
–
46
4
–
4
–
–
–
(13)
(9)
55
–
55
–
55
(13)
–
(13)
42
41
1
–
–
8,407
(552)
7,855
3,671
89
11,615
8,123
(487)
7,636
993
756
40
175
9,600
2,015
5
2,020
(71)
1,949
(423)
71
(352)
1,597
1,587
10
0.13
0.13
ANNUAL REPORT 2015 | 2 2 9
OVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATION 48. EFFECT OF ADOPTION OF REVISED ACCOUNTING POLICIES (continued)
(a) Consolidated income statement (continued)
US$m
Revenue
Turnover
Premiums and fee income
Premiums ceded to reinsurers
Net premiums and fee income
Investment return
Other operating revenue
Total revenue
Expenses
Insurance and investment contract benefits
Insurance and investment contract benefits ceded
Net insurance and investment contract benefits
Commission and other acquisition expenses
Operating expenses
Finance costs
Other expenses
Total expenses
Profit before share of profit from associates
and joint venture
Share of profit from associates and joint venture
Profit before tax
Income tax expense attributable to policyholders’ returns
Profit before tax attributable to shareholders’ profits
Tax expense
Tax attributable to policyholders’ returns
Tax expense attributable to shareholders’ profits
Net profit
Net profit attributable to:
Shareholders of AIA Group Limited
Non-controlling interests
Earnings per share (US$)
Basic
Diluted
Year ended
30 November
2013
(As previously
reported)
Retrospective
adjustments for
IAS 40
Year ended
30 November
2013
(As adjusted)
Reclassifications
16,666
(959)
15,707
6,030
155
21,892
15,299
(816)
14,483
1,934
1,537
71
340
18,365
3,527
14
3,541
(47)
3,494
(692)
47
(645)
2,849
2,824
25
0.24
0.24
–
–
–
–
–
–
–
–
–
–
(18)
–
18
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
124
–
124
(1)
–
(1)
–
–
–
(21)
(22)
146
–
146
–
146
(24)
–
(24)
122
115
7
0.01
–
16,666
(959)
15,707
6,154
155
22,016
15,298
(816)
14,482
1,934
1,519
71
337
18,343
3,673
14
3,687
(47)
3,640
(716)
47
(669)
2,971
2,939
32
0.25
0.24
2 3 0
| AIA GROUP LIMITED
FINANCIAL STATEMENTSNOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS AND SIGNIFICANT ACCOUNTING POLICIES 48. EFFECT OF ADOPTION OF REVISED ACCOUNTING POLICIES (continued)
(b) Consolidated statement of financial position
US$m
Assets
Intangible assets
Investments in associates and joint venture
Property, plant and equipment
Investment property
Reinsurance assets
Deferred acquisition and origination costs
Financial investments:
Loans and deposits
Available for sale
Debt securities
At fair value through profit or loss
Debt securities
Equity securities
Derivative financial instruments
Deferred tax assets
Current tax recoverable
Other assets
Cash and cash equivalents
Total assets
Liabilities
Insurance contract liabilities
Investment contract liabilities
Borrowings
Obligations under securities lending and
repurchase agreements
Derivative financial instruments
Provisions
Deferred tax liabilities
Current tax liabilities
Other liabilities
Total liabilities
Equity
Share capital
Employee share-based trusts
Other reserves
Retained earnings
Fair value reserve
Foreign currency translation reserve
Property revaluation reserve
Others
Amounts reflected in other comprehensive income
Total equity attributable to:
Shareholders of AIA Group Limited
Non-controlling interests
Total equity
Total liabilities and equity
As at
30 November
2015
(As previously
reported)
Retrospective
adjustments for
IAS 40
As at
30 November
2015
(As adjusted)
Reclassifications
1,834
137
500
1,386
1,652
17,092
7,211
80,940
23,700
27,159
73
139,083
9
45
3,892
1,992
167,622
115,870
7,116
3,195
3,085
695
245
2,954
265
4,657
138,082
13,971
(321)
(11,978)
24,708
4,414
(1,381)
–
(12)
3,021
29,401
139
29,540
167,622
–
–
–
244
–
–
–
–
–
–
–
–
–
–
(244)
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
79
2,029
–
–
–
–
–
–
–
–
–
–
28
–
2,136
99
–
–
–
–
–
155
–
–
254
–
–
–
1,586
–
(8)
140
–
132
1,718
164
1,882
2,136
1,834
137
579
3,659
1,652
17,092
7,211
80,940
23,700
27,159
73
139,083
9
45
3,676
1,992
169,758
115,969
7,116
3,195
3,085
695
245
3,109
265
4,657
138,336
13,971
(321)
(11,978)
26,294
4,414
(1,389)
140
(12)
3,153
31,119
303
31,422
169,758
ANNUAL REPORT 2015 | 2 31
OVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATION
48. EFFECT OF ADOPTION OF REVISED ACCOUNTING POLICIES (continued)
(b) Consolidated statement of financial position (continued)
US$m
Assets
Intangible assets
Investments in associates and joint venture
Property, plant and equipment
Investment property
Reinsurance assets
Deferred acquisition and origination costs
Financial investments:
Loans and deposits
Available for sale
Debt securities
At fair value through profit or loss
Debt securities
Equity securities
Derivative financial instruments
Deferred tax assets
Current tax recoverable
Other assets
Cash and cash equivalents
Total assets
Liabilities
Insurance contract liabilities
Investment contract liabilities
Borrowings
Obligations under securities lending and
repurchase agreements
Derivative financial instruments
Provisions
Deferred tax liabilities
Current tax liabilities
Other liabilities
Total liabilities
Equity
Share capital
Employee share-based trusts
Other reserves
Retained earnings
Fair value reserve
Foreign currency translation reserve
Property revaluation reserve
Others
Amounts reflected in other comprehensive income
Total equity attributable to:
Shareholders of AIA Group Limited
Non-controlling interests
Total equity
Total liabilities and equity
2 3 2
| AIA GROUP LIMITED
As at
31 May
2015
(As previously
reported)
Retrospective
adjustments for
IAS 40
As at
31 May
2015
(As adjusted)
Reclassifications
2,136
141
517
1,432
1,636
16,909
7,471
80,309
24,379
31,332
168
143,659
10
38
3,927
1,655
172,060
116,663
8,050
3,193
3,856
371
216
3,154
367
4,292
140,162
13,967
(322)
(12,013)
24,486
5,830
(194)
–
(2)
5,634
31,752
146
31,898
172,060
–
–
–
220
–
–
–
–
–
–
–
–
–
–
(220)
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
57
2,011
–
–
–
–
–
–
–
–
–
–
24
–
2,092
103
–
–
–
–
–
147
–
–
250
–
–
–
1,536
–
3
141
–
144
1,680
162
1,842
2,092
2,136
141
574
3,663
1,636
16,909
7,471
80,309
24,379
31,332
168
143,659
10
38
3,731
1,655
174,152
116,766
8,050
3,193
3,856
371
216
3,301
367
4,292
140,412
13,967
(322)
(12,013)
26,022
5,830
(191)
141
(2)
5,778
33,432
308
33,740
174,152
FINANCIAL STATEMENTSNOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS AND SIGNIFICANT ACCOUNTING POLICIES
48. EFFECT OF ADOPTION OF REVISED ACCOUNTING POLICIES (continued)
(b) Consolidated statement of financial position (continued)
US$m
Assets
Intangible assets
Investments in associates and joint venture
Property, plant and equipment
Investment property
Reinsurance assets
Deferred acquisition and origination costs
Financial investments:
Loans and deposits
Available for sale
Debt securities
At fair value through profit or loss
Debt securities
Equity securities
Derivative financial instruments
Deferred tax assets
Current tax recoverable
Other assets
Cash and cash equivalents
Total assets
Liabilities
Insurance contract liabilities
Investment contract liabilities
Borrowings
Obligations under securities lending and
repurchase agreements
Derivative financial instruments
Provisions
Deferred tax liabilities
Current tax liabilities
Other liabilities
Total liabilities
Equity
Share capital
Employee share-based trusts
Other reserves
Retained earnings
Fair value reserve
Foreign currency translation reserve
Property revaluation reserve
Others
Amounts reflected in other comprehensive income
Total equity attributable to:
Shareholders of AIA Group Limited
Non-controlling interests
Total equity
Total liabilities and equity
As at
30 November
2014
(As previously
reported)
Retrospective
adjustments for
IAS 40
As at
30 November
2014
(As adjusted)
Reclassifications
2,152
131
541
1,384
1,657
16,593
7,654
77,744
24,319
28,827
265
138,809
10
54
3,753
1,835
166,919
113,097
7,937
2,934
3,753
211
213
3,079
198
4,542
135,964
13,962
(286)
(11,994)
22,831
6,076
227
–
(10)
6,293
30,806
149
30,955
166,919
–
–
–
264
–
–
–
–
–
–
–
–
–
–
(264)
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
57
1,991
–
–
–
–
–
–
–
–
–
–
22
–
2,070
105
–
–
–
–
–
143
–
–
248
–
–
–
1,512
–
7
142
–
149
1,661
161
1,822
2,070
2,152
131
598
3,639
1,657
16,593
7,654
77,744
24,319
28,827
265
138,809
10
54
3,511
1,835
168,989
113,202
7,937
2,934
3,753
211
213
3,222
198
4,542
136,212
13,962
(286)
(11,994)
24,343
6,076
234
142
(10)
6,442
32,467
310
32,777
168,989
ANNUAL REPORT 2015 | 2 3 3
OVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATION
48. EFFECT OF ADOPTION OF REVISED ACCOUNTING POLICIES (continued)
(b) Consolidated statement of financial position (continued)
US$m
Assets
Intangible assets
Investments in associates and joint venture
Property, plant and equipment
Investment property
Reinsurance assets
Deferred acquisition and origination costs
Financial investments:
Loans and deposits
Available for sale
Debt securities
At fair value through profit or loss
Debt securities
Equity securities
Derivative financial instruments
Deferred tax assets
Current tax recoverable
Other assets
Cash and cash equivalents
Total assets
Liabilities
Insurance contract liabilities
Investment contract liabilities
Borrowings
Obligations under securities lending and
repurchase agreements
Derivative financial instruments
Provisions
Deferred tax liabilities
Current tax liabilities
Other liabilities
Total liabilities
Equity
Share capital
Employee share-based trusts
Other reserves
Retained earnings
Fair value reserve
Foreign currency translation reserve
Property revaluation reserve
Others
Amounts reflected in other comprehensive income
Total equity attributable to:
Shareholders of AIA Group Limited
Non-controlling interests
Total equity
Total liabilities and equity
2 3 4
| AIA GROUP LIMITED
As at
31 May 2014
(As previously
reported)
Reclassifications
Retrospective
adjustments for
IAS 40
As at
31 May 2014
(As adjusted)
2,115
102
464
1,375
1,623
16,250
7,376
71,716
23,991
27,234
389
130,706
10
63
3,806
2,039
158,553
108,710
8,575
2,932
2,908
113
186
2,482
347
4,121
130,374
13,961
(292)
(12,025)
21,174
4,590
622
–
–
5,212
28,030
149
28,179
158,553
–
–
–
337
–
–
–
–
–
–
–
–
–
–
(337)
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
55
1,821
–
–
–
–
–
–
–
–
–
–
19
–
1,895
109
–
–
–
–
–
114
–
–
223
–
–
–
1,359
–
9
143
–
152
1,511
161
1,672
1,895
2,115
102
519
3,533
1,623
16,250
7,376
71,716
23,991
27,234
389
130,706
10
63
3,488
2,039
160,448
108,819
8,575
2,932
2,908
113
186
2,596
347
4,121
130,597
13,961
(292)
(12,025)
22,533
4,590
631
143
–
5,364
29,541
310
29,851
160,448
FINANCIAL STATEMENTSNOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS AND SIGNIFICANT ACCOUNTING POLICIES
48. EFFECT OF ADOPTION OF REVISED ACCOUNTING POLICIES (continued)
(b) Consolidated statement of financial position (continued)
US$m
Assets
Intangible assets
Investments in associates and joint venture
Property, plant and equipment
Investment property
Reinsurance assets
Deferred acquisition and origination costs
Financial investments:
Loans and deposits
Available for sale
Debt securities
At fair value through profit or loss
Debt securities
Equity securities
Derivative financial instruments
Deferred tax assets
Current tax recoverable
Other assets
Cash and cash equivalents
Total assets
Liabilities
Insurance contract liabilities
Investment contract liabilities
Borrowings
Obligations under securities lending and
repurchase agreements
Derivative financial instruments
Provisions
Deferred tax liabilities
Current tax liabilities
Other liabilities
Total liabilities
Equity
Share capital
Share premium
Employee share-based trusts
Other reserves
Retained earnings
Fair value reserve
Foreign currency translation reserve
Property revaluation reserve
Others
Amounts reflected in other comprehensive income
Total equity attributable to:
Shareholders of AIA Group Limited
Non-controlling interests
Total equity
Total liabilities and equity
As at
30 November 2013
(As previously
reported)
Reclassifications
Retrospective
adjustments for
IAS 40
As at
30 November 2013
(As adjusted)
1,321
93
480
1,128
1,379
15,738
7,484
64,763
22,560
26,102
445
121,354
6
44
3,543
2,316
147,402
103,436
8,698
1,950
1,889
89
187
2,030
242
4,054
122,575
12,044
1,914
(274)
(11,995)
20,070
2,270
657
–
(4)
2,923
24,682
145
24,827
147,402
–
–
–
317
–
–
–
–
–
–
–
–
–
–
(317)
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
48
1,735
–
–
–
–
–
–
–
–
–
–
16
–
1,799
80
–
–
–
–
–
98
–
–
178
–
–
–
–
1,318
–
12
131
–
143
1,461
160
1,621
1,799
1,321
93
528
3,180
1,379
15,738
7,484
64,763
22,560
26,102
445
121,354
6
44
3,242
2,316
149,201
103,516
8,698
1,950
1,889
89
187
2,128
242
4,054
122,753
12,044
1,914
(274)
(11,995)
21,388
2,270
669
131
(4)
3,066
26,143
305
26,448
149,201
ANNUAL REPORT 2015 | 2 3 5
OVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATION
49. OPERATING PROFIT BASED UPON LONG-TERM INVESTMENT RETURNS
Effective from 1 December 2015, the Group revised its definition of operating profit to include the expected long-term investment
returns for equities and real estate. The change does not affect net profit or shareholders’ equity.
The long-term nature of much of the Group’s operations means that, for management’s decision-making and internal performance
management purposes, the Group evaluates its results and its operating segments using a financial performance measure referred to
as “operating profit”. Under the revised definition, operating profit includes the expected long-term investment returns for investments
in equities and real estate based on the assumptions used by the Group in the Supplementary Embedded Value Information.
The Group defines operating profit after tax as net profit excluding the following non-operating items:
(cid:127) short-term fluctuations between expected and actual investment returns related to equities and real estate;
(cid:127) other investment experience (including short-term fluctuations due to market factors); and
(cid:127) other significant items that management considers to be non-operating income and expenses.
The Group considers that the revised presentation of operating profit enhances the understanding and comparability of its performance
and that of its operating segments. The Group considers that trends can be more clearly identified without the fluctuating effects of
these non-operating items, many of which are largely dependent on market factors.
Operating profit is provided as additional information to assist in the comparison of business trends in different reporting periods on
a consistent basis and enhance overall understanding of financial performance. The revised definition will be applied retrospectively
when presenting in future reporting periods.
In addition, the Group revised certain aspects of its segment reporting as follows:
(cid:127) Shareholders’ allocated equity for each reportable segment includes foreign currency translation reserve and others; and
(cid:127) Goodwill is included in the Group Corporate Centre segment as opposed to being allocated to the other reportable segments.
The tables below set out the impacts of including the expected long-term investment returns in operating profit is as follows:
Year ended
30 November
2015
(As previously
reported)
Impact of
change in
preparation
basis
Year ended
30 November
2015
(As adjusted)
3,884
(655)
3,229
3,209
20
0.27
0.27
436
(80)
356
347
9
0.03
0.03
4,320
(735)
3,585
3,556
29
0.30
0.30
US$m
Operating profit before tax
Tax on operating profit before tax
Operating profit after tax
Operating profit after tax attributable to:
Shareholders of AIA Group Limited
Non-controlling interests
Operating profit after tax per share (US$)
Basic
Diluted
2 3 6
| AIA GROUP LIMITED
FINANCIAL STATEMENTSNOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS AND SIGNIFICANT ACCOUNTING POLICIES 49. OPERATING PROFIT BASED UPON LONG-TERM INVESTMENT RETURNS (continued)
US$m
Operating profit before tax
Tax on operating profit before tax
Operating profit after tax
Operating profit after tax attributable to:
Shareholders of AIA Group Limited
Non-controlling interests
Operating profit after tax per share (US$)
Basic
Diluted
US$m
Operating profit before tax
Tax on operating profit before tax
Operating profit after tax
Operating profit after tax attributable to:
Shareholders of AIA Group Limited
Non-controlling interests
Operating profit after tax per share (US$)
Basic
Diluted
Six months
ended
31 May
2015
(As previously
reported)
Impact of
change in
preparation
basis
Six months
ended
31 May
2015
(As adjusted)
1,980
(340)
1,640
1,630
10
0.14
0.14
211
(39)
172
168
4
0.01
0.01
2,191
(379)
1,812
1,798
14
0.15
0.15
Year ended
30 November
2014
(As previously
reported)
Impact of
change in
preparation
basis
Year ended
30 November
2014
(As adjusted)
3,504
(579)
2,925
2,910
15
0.24
0.24
414
(68)
346
338
8
0.03
0.03
3,918
(647)
3,271
3,248
23
0.27
0.27
ANNUAL REPORT 2015 | 2 3 7
OVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATION 49. OPERATING PROFIT BASED UPON LONG-TERM INVESTMENT RETURNS (continued)
Six months
ended
31 May
2014
(As previously
reported)
Impact of
change in
preparation
basis
Six months
ended
31 May
2014
(As adjusted)
1,760
(295)
1,465
1,457
8
0.12
0.12
190
(28)
162
158
4
0.01
0.01
1,950
(323)
1,627
1,615
12
0.13
0.13
Year ended
30 November
2013
(As previously
reported)
Impact of
change in
preparation
basis
Year ended
30 November
2013
(As adjusted)
3,082
(566)
2,516
2,506
10
0.21
0.21
408
(67)
341
333
8
0.03
0.03
3,490
(633)
2,857
2,839
18
0.24
0.24
US$m
Operating profit before tax
Tax on operating profit before tax
Operating profit after tax
Operating profit after tax attributable to:
Shareholders of AIA Group Limited
Non-controlling interests
Operating profit after tax per share (US$)
Basic
Diluted
US$m
Operating profit before tax
Tax on operating profit before tax
Operating profit after tax
Operating profit after tax attributable to:
Shareholders of AIA Group Limited
Non-controlling interests
Operating profit after tax per share (US$)
Basic
Diluted
2 3 8
| AIA GROUP LIMITED
FINANCIAL STATEMENTSNOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS AND SIGNIFICANT ACCOUNTING POLICIES 49. OPERATING PROFIT BASED UPON LONG-TERM INVESTMENT RETURNS (continued)
A reconciliation of operating profit after tax reflecting the expected long-term investment returns to net profit (including impacts
described in note 48) is as follows:
US$m
Operating profit after tax
Non-operating items, net of related changes in insurance and
investment contract liabilities:
Short-term fluctuations in investment experience related to equities and
real estate (net of tax of: 2015: US$77m; 2014: US$(84)m; 2013: US$(47)m)
Other non-operating investment experience and other items
(net of tax of: 2015: US$36m; 2014: US$(63)m; 2013: US$12m)
Net profit
Operating profit after tax attributable to:
Shareholders of AIA Group Limited
Non-controlling interests
Net profit attributable to:
Shareholders of AIA Group Limited
Non-controlling interests
US$m
Operating profit after tax
Non-operating items, net of related changes in insurance and investment
contract liabilities:
Short-term fluctuations in investment experience related to equities and
real estate (net of tax of: six months ended 31 May 2015: US$(66)m;
six months ended 31 May 2014: US$(2)m)
Other non-operating investment experience and other items
(net of tax of: six months ended 31 May 2015: US$34m;
six months ended 31 May 2014: US$(27)m)
Net profit
Operating profit after tax attributable to:
Shareholders of AIA Group Limited
Non-controlling interests
Net profit attributable to:
Shareholders of AIA Group Limited
Non-controlling interests
Year ended
30 November
2015
(As adjusted)
Year ended
30 November
2014
(As adjusted)
Year ended
30 November
2013
(As adjusted)
3,585
3,271
2,857
168
(54)
2,971
2,839
18
2,939
32
(717)
(76)
2,792
3,556
29
2,765
27
312
81
3,664
3,248
23
3,644
20
Six months
ended
31 May
2015
(As adjusted)
Six months
ended
31 May
2014
(As adjusted)
1,812
1,627
409
(88)
(3)
2,218
1,798
14
2,204
14
58
1,597
1,615
12
1,587
10
ANNUAL REPORT 2015 | 2 3 9
OVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATION
49. OPERATING PROFIT BASED UPON LONG-TERM INVESTMENT RETURNS (continued)
The tables below set out the segment analysis of including the long-term investment returns in operating profits:
US$m
Year ended 30 November 2015
– As adjusted
ANP
TWPI
Net premiums, fee income and
other operating revenue
(net of reinsurance ceded)
Investment return
Total revenue
Net insurance and investment
contract benefits
Commission and other acquisition
expenses
Operating expenses
Finance costs and other expenses
Hong
Kong
1,263
5,115
5,040
1,564
6,604
Thailand Singapore Malaysia
China
Korea
Other
Markets
Group
Corporate
Centre
Total
520
471
292
438
248
759
3,324
2,283
1,825
2,028
2,031
3,270
–
–
3,991
19,876
3,320
1,090
4,410
3,355
1,679
1,910
1,503
2,004
1
18,812
956
556
641
453
564
4,311
2,235
2,551
1,956
2,568
319
320
6,143
24,955
4,461
2,686
3,258
1,558
1,694
1,312
1,265
(2) 16,232
558
249
94
594
177
37
381
154
16
183
156
11
145
224
11
231
143
9
376
366
37
–
169
82
2,468
1,638
297
Total expenses
5,362
3,494
3,809
1,908
2,074
1,695
2,044
249
20,635
Share of profit from associates
and joint venture
Operating profit before tax
Tax on operating profit before tax
Operating profit after tax
–
1,242
(86)
1,156
Operating profit after tax attributable to:
Shareholders of AIA Group Limited
1,147
Non-controlling interests
9
–
916
(235)
681
681
–
–
502
(76)
426
426
–
–
327
(58)
269
267
2
–
477
(93)
384
384
–
–
261
(60)
201
201
–
–
524
(119)
405
387
18
Key operating ratios:
Expense ratio
Operating margin
Operating return on shareholders’
4.9%
5.3%
6.7%
8.5% 11.0%
7.0% 11.2%
24.3% 27.6% 22.0% 17.9% 23.5% 12.9% 16.0%
allocated equity
20.2% 16.8% 18.2% 17.7% 16.1% 11.1% 14.8%
–
71
(8)
63
63
–
–
4,320
(735)
3,585
3,556
29
–
–
–
8.2%
21.7%
13.4%
US$m
Year ended 30 November 2015
– As adjusted
Assets before investments in
associates and joint venture
Investments in associates and
joint venture
Total assets
Total liabilities
Total equity
Shareholders’ allocated equity
Hong
Kong
Thailand Singapore Malaysia
China
Korea
Other
Markets
Group
Corporate
Centre
Total
45,265
24,758
30,133
12,673
17,091
14,245
16,006
9,450 169,621
–
–
1
6
–
–
130
–
137
45,265
24,758
30,134
12,679
17,091
14,245
16,136
9,450 169,758
38,135
20,124
27,693
11,307
14,032
11,683
12,402
2,960 138,336
7,130
5,713
4,634
3,679
2,441
2,247
1,372
1,362
3,059
2,644
2,562
1,832
3,734
2,626
6,490
31,422
6,602
26,705
Net capital (out)/in flows
(850)
(708)
(329)
(188)
(1)
(31)
(88)
1,371
(824)
2 4 0
| AIA GROUP LIMITED
FINANCIAL STATEMENTSNOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS AND SIGNIFICANT ACCOUNTING POLICIES
49. OPERATING PROFIT BASED UPON LONG-TERM INVESTMENT RETURNS (continued)
US$m
Six months ended 31 May 2015
– As adjusted
ANP
TWPI
Net premiums, fee income and
other operating revenue
(net of reinsurance ceded)
Investment return
Total revenue
Net insurance and investment
contract benefits
Commission and other acquisition
expenses
Operating expenses
Finance costs and other expenses
Share of profit from associates
and joint venture
Operating profit before tax
Tax on operating profit before tax
Operating profit after tax
Operating profit after tax attributable to:
Shareholders of AIA Group Limited
Non-controlling interests
Key operating ratios:
Expense ratio
Operating margin
Operating return on shareholders’
Hong
Kong
Thailand Singapore Malaysia
China
Korea
Other
Markets
Group
Corporate
Centre
Total
540
256
225
2,271
1,632
1,141
2,170
1,623
1,540
767
557
457
138
960
892
294
220
991
919
318
132
367
1,065
1,573
–
–
1,878
9,633
775
228
960
290
(2)
159
157
8,877
3,070
11,947
2,937
2,180
1,997
1,186
1,237
1,003
1,250
1,906
1,311
1,511
828
815
679
605
(3)
7,652
239
117
45
303
89
19
163
75
8
91
80
6
–
630
(40)
590
585
5
–
458
(115)
343
343
–
–
240
(39)
201
201
–
–
181
(36)
145
144
1
77
103
4
999
–
238
(47)
191
191
–
118
71
5
873
–
130
(31)
99
99
–
177
176
17
975
–
275
(67)
208
200
8
5.2%
5.5%
6.6%
8.3%
10.4%
6.7%
11.2%
27.7%
28.1%
21.0%
18.9%
24.0%
12.2%
17.5%
–
80
41
1,168
791
145
118
9,756
–
39
(4)
35
35
–
–
–
–
–
2,191
(379)
1,812
1,798
14
8.2%
22.7%
13.3%
Total expenses
2,307
1,722
1,757
1,005
allocated equity
20.1% 15.9%
16.1%
18.4%
16.1%
10.8%
14.9%
US$m
Period ended 31 May 2015
– As adjusted
Assets before investments in
associates and joint venture
Investments in associates and
joint venture
Total assets
Total liabilities
Total equity
Shareholders’ allocated equity
Hong
Kong
Thailand Singapore Malaysia
China
Korea
Other
Markets
Group
Corporate
Centre
Total
45,672
25,930
30,663
14,724
17,081
14,462
16,633
8,846 174,011
–
–
1
7
–
–
133
–
141
45,672
25,930
30,664
14,731
17,081
14,462
16,766
8,846 174,152
37,154
20,758
27,761
13,212
14,280
11,841
12,664
2,742 140,412
8,518
6,000
5,172
4,201
2,903
2,567
1,519
1,479
2,801
2,622
2,621
1,873
4,102
2,749
6,104
33,740
6,111
27,602
Net capital (out)/in flows
(420)
(400)
–
(188)
–
(31)
21
443
(575)
ANNUAL REPORT 2015 | 2 41
OVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATION
49. OPERATING PROFIT BASED UPON LONG-TERM INVESTMENT RETURNS (continued)
US$m
Year ended 30 November 2014
– As adjusted
ANP
TWPI
Net premiums, fee income and
other operating revenue
(net of reinsurance ceded)
Investment return
Total revenue
Net insurance and investment
contract benefits
Commission and other acquisition
expenses
Operating expenses
Finance costs and other expenses
Hong
Kong
Thailand Singapore Malaysia
China
Korea
Other
Markets
Group
Corporate
Centre
Total
952
572
489
320
311
380
676
4,330
3,334
2,339
2,084
1,786
2,205
3,133
–
–
3,700
19,211
4,138
1,381
5,519
3,391
1,086
4,477
2,685
1,888
1,668
1,602
1,855
2
17,229
915
624
545
459
583
3,600
2,512
2,213
2,061
2,438
271
273
5,864
23,093
3,635
2,817
2,667
1,836
1,496
1,403
1,301
(2)
15,153
473
219
87
575
172
36
265
153
17
141
175
15
144
210
9
240
155
8
301
373
34
–
162
72
2,139
1,619
278
Total expenses
4,414
3,600
3,102
2,167
1,859
1,806
2,009
232
19,189
Share of profit/(loss) from associates
and joint venture
Operating profit before tax
Tax on operating profit before tax
Operating profit after tax
Operating profit after tax attributable to:
Shareholders of AIA Group Limited
Non-controlling interests
Key operating ratios:
Expense ratio
Operating margin
Operating return on shareholders’
–
1,105
(79)
1,026
–
877
(218)
659
1,016
10
659
–
–
498
(72)
426
426
–
1
346
(56)
290
289
1
–
354
(58)
296
296
–
–
255
(61)
194
194
–
17
446
(96)
350
338
12
5.1%
5.2%
6.5%
8.4%
11.8%
7.0%
11.9%
25.5%
26.3%
21.3%
16.6%
19.8%
11.6%
14.2%
allocated equity
19.3%
15.1%
18.6%
18.0%
16.4%
11.0%
14.1%
(4)
37
(7)
30
30
–
–
–
–
14
3,918
(647)
3,271
3,248
23
8.4%
20.4%
12.9%
US$m
Year ended 30 November 2014
– As adjusted
Assets before investments in
associates and joint venture
Investments in associates and
joint venture
Total assets
Total liabilities
Total equity
Shareholders’ allocated equity
Hong
Kong
Thailand Singapore Malaysia
China
Korea
Other
Markets
Group
Corporate
Centre
Total
42,993
26,028
30,206
15,512
15,661
13,786
16,363
8,309 168,858
–
–
1
7
–
–
123
–
131
42,993
26,028
30,207
15,519
15,661
13,786
16,486
8,309 168,989
34,504
20,599
27,430
13,831
13,397
11,346
12,503
2,602 136,212
8,489
5,639
5,429
4,446
2,777
2,424
1,688
1,658
2,264
2,112
100
2,440
1,803
3,983
2,609
5,707
32,777
5,700
26,391
(24)
(22)
1,022
(696)
Net capital (out)/in flows
(752)
(641)
(267)
(112)
2 4 2
| AIA GROUP LIMITED
FINANCIAL STATEMENTSNOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS AND SIGNIFICANT ACCOUNTING POLICIES
49. OPERATING PROFIT BASED UPON LONG-TERM INVESTMENT RETURNS (continued)
US$m
Six months ended 31 May 2014
– As adjusted
ANP
TWPI
Net premiums, fee income and
other operating revenue
(net of reinsurance ceded)
Investment return
Total revenue
Net insurance and investment
contract benefits
Commission and other acquisition
expenses
Operating expenses
Finance costs and other expenses
Share of profit/(loss) from associates
and joint venture
Operating profit before tax
Tax on operating profit before tax
Operating profit after tax
Operating profit after tax attributable to:
Shareholders of AIA Group Limited
Non-controlling interests
Key operating ratios:
Expense ratio
Operating margin
Operating return on shareholders’
Hong
Kong
Thailand Singapore Malaysia
China
Korea
Other
Markets
Group
Corporate
Centre
Total
401
256
214
161
1,929
1,555
1,134
1,027
1,805
1,597
1,199
676
530
448
920
303
152
850
775
261
2,481
2,127
1,647
1,223
1,036
189
317
1,087
1,422
779
220
999
866
290
1,156
–
–
3
129
132
1,690
9,004
7,944
2,857
10,801
1,577
1,310
1,211
879
699
700
605
(1)
6,980
205
96
40
294
85
16
112
74
9
62
86
7
–
563
(35)
528
523
5
–
422
(99)
323
323
–
–
241
(38)
203
203
–
–
189
(43)
146
145
1
65
100
4
868
–
168
(29)
139
139
–
107
71
4
882
–
117
(27)
90
90
–
148
173
16
942
9
223
(49)
174
168
6
5.0%
5.5%
6.5%
8.4%
11.8%
6.5%
12.2%
29.2%
27.1%
21.3%
18.4%
19.8%
10.8%
15.7%
–
71
31
993
756
127
101
8,856
(4)
27
(3)
24
24
–
–
–
–
5
1,950
(323)
1,627
1,615
12
8.4%
21.7%
13.2%
Total expenses
1,918
1,705
1,406
1,034
allocated equity
20.4% 15.0%
17.4%
18.4%
17.3%
10.1%
14.1%
US$m
Period ended 31 May 2014
– As adjusted
Assets before investments in
associates and joint venture
Investments in associates and
joint venture
Total assets
Total liabilities
Total equity
Shareholders’ allocated equity
Hong
Kong
Thailand Singapore Malaysia
China
Korea
Other
Markets
Group
Corporate
Centre
Total
40,377
24,523
29,764
15,517
12,826
13,850
15,828
7,661 160,346
–
–
1
7
–
–
94
–
102
40,377
24,523
29,765
15,524
12,826
13,850
15,922
7,661 160,448
32,443
19,604
26,969
13,935
11,302
11,632
12,028
2,684 130,597
7,934
5,356
4,919
4,314
2,796
2,516
1,589
1,597
1,524
1,708
2,218
1,848
3,894
2,585
4,977
29,851
5,027
24,951
Net capital (out)/in flows
(377)
(292)
–
(108)
–
(24)
19
295
(487)
ANNUAL REPORT 2015 | 2 4 3
OVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATION
49. OPERATING PROFIT BASED UPON LONG-TERM INVESTMENT RETURNS (continued)
US$m
Year ended 30 November 2013
– As adjusted
ANP
TWPI
Net premiums, fee income and
other operating revenue
(net of reinsurance ceded)
Investment return
Total revenue
Net insurance and investment
contract benefits
Commission and other acquisition
expenses
Operating expenses
Finance costs and other expenses
Hong
Kong
Thailand Singapore Malaysia
China
Korea
Other
Markets
Group
Corporate
Centre
Total
781
565
400
319
249
338
689
3,770
3,364
2,150
2,036
1,599
2,049
2,840
–
–
3,341
17,808
3,344
1,238
4,582
3,498
1,110
4,608
2,369
1,899
1,498
1,504
1,740
10
15,862
877
585
464
400
586
3,246
2,484
1,962
1,904
2,326
207
217
5,467
21,329
2,959
2,959
2,438
1,827
1,357
1,345
1,289
(2)
14,172
381
189
78
559
183
34
191
146
14
144
168
14
145
194
7
206
138
6
308
360
33
–
141
42
1,934
1,519
228
Total expenses
3,607
3,735
2,789
2,153
1,703
1,695
1,990
181
17,853
Share of profit/(loss) from associates
and joint venture
Operating profit before tax
Tax on operating profit before tax
Operating profit after tax
Operating profit after tax attributable to:
Shareholders of AIA Group Limited
Non-controlling interests
Key operating ratios:
Expense ratio
Operating margin
Operating return on shareholders’
–
975
(66)
909
899
10
–
873
(217)
656
656
–
–
457
(59)
398
398
–
1
332
(74)
258
258
–
–
259
(36)
223
223
–
–
209
(51)
158
158
–
19
355
(89)
266
258
8
5.0%
5.4%
6.8%
8.3%
12.1%
6.7%
12.7%
25.9%
26.0%
21.3%
16.3%
16.2%
10.2%
12.5%
allocated equity
18.6%
14.8%
18.7%
22.8%
16.9%
9.6%
12.5%
(6)
30
(41)
(11)
14
3,490
(633)
2,857
(11)
2,839
–
–
–
–
18
8.5%
19.6%
12.4%
Hong
Kong
Thailand Singapore Malaysia
China
Korea
Other
Markets
Group
Corporate
Centre
Total
36,660
24,065
27,687
14,821
11,728
12,631
14,309
7,207 149,108
–
–
1
7
–
–
81
4
93
36,660
24,065
27,688
14,828
11,728
12,631
14,390
7,211 149,201
30,529
19,445
25,406
13,278
10,601
10,675
10,950
1,869 122,753
6,131
4,909
4,620
4,294
2,282
2,163
(839)
(700)
(222)
1,550
1,549
1,636
1,127
1,505
101
1,956
1,727
(27)
3,440
2,177
183
5,342
26,448
5,549
23,873
(748)
(616)
US$m
Year ended 30 November 2013
– As adjusted
Assets before investments in
associates and joint venture
Investments in associates and
joint venture
Total assets
Total liabilities
Total equity
Shareholders’ allocated equity
Net capital (out)/in flows
2 4 4
| AIA GROUP LIMITED
FINANCIAL STATEMENTSNOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS AND SIGNIFICANT ACCOUNTING POLICIES
WILLIS TOWERS WATSON REPORT ON THE REVIEW OF THE SUPPLEMENTARY EMBEDDED VALUE
INFORMATION
AIA Group Limited (the “Company”) and its subsidiaries (together, “AIA” or the “Group”) have prepared supplementary embedded
value results (EV Results) for the year ended 30 November 2015 (the Period). These EV Results, together with a description of the
methodology and assumptions that have been used, are shown in the Supplementary Embedded Value Information section of this
report.
Towers Watson Hong Kong Limited (trading as Willis Towers Watson), has been engaged to review the Group’s EV Results and prior
year comparisons. This opinion is made solely to the Company and, to the fullest extent permitted by applicable law, Willis Towers
Watson does not accept nor assume any responsibility, duty of care or liability to any third party for or in connection with its review
work, the opinions it has formed, or for any statement set forth in this opinion.
SCOPE OF WORK
Our scope of work covered:
(cid:127) A review of the methodology used to calculate the embedded value and the equity attributable to shareholders of the Company on
the embedded value basis as at 30 November 2015, and the value of new business for the year ended 30 November 2015;
(cid:127) A review of the economic and operating assumptions used to calculate the embedded value as at 30 November 2015 and the value
of new business for the year ended 30 November 2015; and
(cid:127) A review of the results of AIA’s calculation of the EV Results.
In carrying out our review, we have relied on data and information provided by the Group.
OPINION
We have concluded that:
(cid:127) The methodology used to calculate the embedded value and value of new business is consistent with recent industry practice
for publicly listed companies in Hong Kong as regards traditional embedded value calculations based on discounted values of
projected deterministic after-tax cash flows. This methodology makes an overall allowance for risk for the Group through the use
of risk discount rates which incorporate risk margins and vary by Business Unit, together with an explicit allowance for the cost of
holding required capital;
(cid:127) The economic assumptions are internally consistent and have been set with regard to current economic conditions; and
(cid:127) The operating assumptions have been set with appropriate regard to past, current and expected future experience, taking into
account the nature of the business conducted by each Business Unit.
We have performed a number of high-level checks on the models, processes and the results of the calculations, and has confirmed
that no issues have been discovered that have a material impact on the disclosed embedded value and the equity attributable to
shareholders of the Company on the embedded value basis as at 30 November 2015, the value of new business for the year ended
30 November 2015, the analysis of movement in embedded value for the year ended 30 November 2015, and the sensitivity analysis.
Willis Towers Watson
25 February 2016
ANNUAL REPORT 2015 | 2 4 5
FINANCIAL STATEMENTSSUPPLEMENTARY EMBEDDED VALUE INFORMATIONOVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATION CAUTIONARY STATEMENTS CONCERNING SUPPLEMENTARY EMBEDDED VALUE INFORMATION
This report includes non-IFRS financial measures and should not be viewed as a substitute for IFRS financial measures.
The results shown in this report are not intended to represent an opinion of market value and should not be interpreted in that manner.
This report does not purport to encompass all of the many factors that may bear upon a market value.
The results shown in this report are based on a series of assumptions as to the future. It should be recognised that actual future
results may differ from those shown, on account of changes in the operating and economic environments and natural variations in
experience. The results shown are presented at the valuation dates stated in this report and no warranty is given by the Group that
future experience after these valuation dates will be in line with the assumptions made.
2 4 6
| AIA GROUP LIMITED
FINANCIAL STATEMENTSSUPPLEMENTARY EMBEDDED VALUE INFORMATION 1. HIGHLIGHTS
The embedded value (EV) is a measure of the value of shareholders’ interests in the earnings distributable from assets allocated to
the in-force business after allowance for the aggregate risks in that business. The Group uses a traditional deterministic discounted
cash flow methodology for determining its EV and value of new business (VONB). This methodology makes implicit allowance for
all sources of risk including the cost of investment return guarantees and policyholder options, asset-liability mismatch risk, credit
risk, the risk that actual experience in future years differs from that assumed, and for the economic cost of capital, through the use
of a risk-adjusted discount rate. The equity attributable to shareholders of the Company on the embedded value basis (EV Equity)
is the total of EV, goodwill and other intangible assets attributable to shareholders of the Company. More details of the EV Results,
methodology and assumptions are covered in later sections of this report.
Summary of Key Metrics(1) (US$ millions)
Equity attributable to shareholders of the Company
on the embedded value basis (EV Equity)
Embedded value (EV)
Adjusted net worth (ANW)
Value of in-force business (VIF)
Value of new business (VONB) (3)
Annualised new premiums (ANP) (2) (3)
VONB margin (3)
Notes:
As at
30 November
2015
As at
30 November
2014
39,818
38,198
15,189
23,009
39,042
37,153
15,351
21,802
Year ended
30 November
2015
Year ended
30 November
2014
2,198
3,991
54.0%
1,845
3,700
49.1%
YoY
CER
8%
8%
3%
12%
YoY
CER
26%
14%
YoY
AER
2%
3%
(1)%
6%
YoY
AER
19%
8%
4.6 pps
4.9 pps
(1) The results are after adjustments to reflect additional Hong Kong reserving and capital requirements and the after-tax value of unallocated Group Office
expenses.
(2) ANP represents 100 per cent of annualised first year premiums and 10 per cent of single premiums, before reinsurance ceded.
(3) VONB includes pension business. ANP and VONB margin exclude pension business.
ANNUAL REPORT 2015 | 2 47
OVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATION
2. EV RESULTS
2.1 Embedded Value by Business Unit
The EV as at 30 November 2015 is presented consistently with the segment information in the IFRS financial statements. Section 4.1 of
this report contains a full list of the entities included in this report and the mapping of these entities to Business Units for the purpose
of this report.
Summary of EV by Business Unit (US$ millions)
Business Unit
AIA Hong Kong
AIA Thailand
AIA Singapore
AIA Malaysia
AIA China
AIA Korea
Other Markets
Group Corporate Centre
Subtotal
Adjustment to reflect additional Hong Kong
reserving and capital requirements (3)
After-tax value of unallocated
Group Office expenses
Total
Notes:
As at 30 November 2015
As at
30 November
2014
ANW (1)
VIF before
CoC(2)
CoC(2)
VIF after
CoC(2)
EV
EV
5,065
4,075
1,753
1,105
2,170
1,512
2,570
6,145
8,262
3,199
3,257
1,209
3,115
776
1,830
(174)
672
614
521
185
244
616
270
–
7,590
2,585
2,736
1,024
2,871
160
1,560
(174)
12,655
12,472
6,660
4,489
2,129
5,041
1,672
4,130
5,971
7,122
4,275
2,513
4,065
2,152
4,553
4,772
24,395
21,474
3,122
18,352
42,747
41,924
(9,206)
5,733
332
5,401
(3,805)
(4,094)
–
(744)
–
(744)
(744)
15,189
26,463
3,454
23,009
38,198
(677)
37,153
(1) ANW by Business Unit is after net capital flows between Business Units and Group Corporate Centre as reported in the IFRS financial statements.
(2) CoC refers to the cost arising from holding the required capital as described in Section 4.2 of this report.
(3) Adjustment to EV for the branches of AIA Co. and AIA International, as described in Section 4.4 of this report.
2 4 8
| AIA GROUP LIMITED
FINANCIAL STATEMENTSSUPPLEMENTARY EMBEDDED VALUE INFORMATION 2. EV RESULTS (continued)
2.2 Reconciliation of ANW to IFRS Equity
Derivation of the Group ANW from IFRS equity (US$ millions)
IFRS equity attributable to shareholders of the Company
Elimination of IFRS deferred acquisition and origination costs assets
Difference between IFRS policy liabilities and local statutory policy liabilities
(for entities included in the EV Results)
Difference between net IFRS policy liabilities and local statutory policy liabilities
(for entities included in the EV Results)
Mark-to-market adjustment for property and mortgage loan investments,
net of amounts attributable to participating funds
Elimination of intangible assets
Recognition of deferred tax impacts of the above adjustments
Recognition of non-controlling interests impacts of the above adjustments
Group ANW (local statutory basis)
Adjustment to reflect additional Hong Kong reserving requirements, net of tax
Group ANW (after additional Hong Kong reserving requirements)
As at
30 November
2015
As at
30 November
2014
29,401
(17,092)
30,806
(16,593)
10,201
9,894
(6,891)
(6,699)
2,582
(1,834)
1,249
(112)
24,395
(9,206)
15,189
2,509
(2,152)
1,175
(132)
25,507
(10,156)
15,351
2.3 Breakdown of ANW
The breakdown of the ANW for the Group between the required capital, as defined in Section 4.6 of this report, and the free surplus,
which is the ANW in excess of the required capital, is set out below:
Free surplus and required capital for the Group (US$ millions)
Free surplus
Required capital
ANW
Note:
As at 30 November 2015
As at 30 November 2014
Local
statutory
basis
17,557
6,838
24,395
Hong Kong
basis(1)
7,528
7,661
15,189
Local
statutory
basis
18,884
6,623
25,507
Hong Kong
basis(1)
7,794
7,557
15,351
(1) Hong Kong basis for branches of AIA Co. and AIA International and local statutory basis for subsidiaries of AIA Co. and AIA International.
ANNUAL REPORT 2015 | 2 49
OVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATION
2. EV RESULTS (continued)
2.3 Breakdown of ANW (continued)
The Company’s subsidiaries, AIA Co. and AIA International, are both Hong Kong-regulated entities subject to Hong Kong statutory
requirements. The business written in the branches of AIA Co. and AIA International is subject to both the local reserving and
capital requirements in the relevant territory and the Hong Kong reserving and capital requirements applicable to AIA Co. and AIA
International at the entity level.
At 30 November 2015, the more onerous reserving and capital basis for both AIA Co. and AIA International was the Hong Kong
basis. Therefore, the Group’s free surplus at 30 November 2015 reduced by US$10,029 million (2014: US$11,090 million) under the
Hong Kong basis compared with the local statutory basis, reflecting US$9,206 million (2014: US$10,156 million) higher reserving
requirements and US$823 million (2014: US$934 million) higher required capital under the Hong Kong basis for branches of AIA Co.
and AIA International.
2.4 Earnings Profile
The table below shows how the after-tax distributable earnings from the assets backing the statutory reserves and required capital
of the in-force business of the Group are projected to emerge over future years. The projected values reflect the Hong Kong reserving
and capital requirements for the branches of AIA Co. and AIA International.
Profile of projected after-tax distributable earnings for the Group’s in-force business (US$ millions)
Financial year
2016 – 2020
2021 – 2025
2026 – 2030
2031 – 2035
2036 and thereafter
Total
As at 30 November 2015
Undiscounted
Discounted
14,143
13,114
12,340
11,250
56,866
11,664
7,187
4,600
2,878
4,341
107,713
30,670
The profile of distributable earnings is shown on an undiscounted and discounted basis. The discounted value of after-tax distributable
earnings of US$30,670 million (2014: US$29,359 million) plus the free surplus of US$7,528 million (2014: US$7,794 million) shown in
Section 2.3 of this report is equal to the EV of US$38,198 million (2014: US$37,153 million) shown in Section 2.1 of this report.
2 5 0
| AIA GROUP LIMITED
FINANCIAL STATEMENTSSUPPLEMENTARY EMBEDDED VALUE INFORMATION 2. EV RESULTS (continued)
2.5 Value of New Business
The VONB for the Group for the year ended 30 November 2015 is summarised in the table below. The VONB is defined as the present
value, at the point of sale, of the projected after-tax statutory profits less the cost of required capital. Results are presented consistently
with the segment information in the IFRS financial statements. Section 4.1 of this report contains a full list of the entities included in
this report and the mapping of these entities to Business Units for the purpose of this report.
The Group VONB for the year ended 30 November 2015 was US$2,198 million, an increase of US$353 million, or 19 per cent, from
US$1,845 million for the year ended 30 November 2014.
Summary of VONB by Business Unit (US$ millions)
Business Unit
AIA Hong Kong
AIA Thailand
AIA Singapore
AIA Malaysia
AIA China
AIA Korea
Other Markets
Total before unallocated Group Office expenses
(local statutory basis)
Adjustment to reflect additional Hong Kong reserving
and capital requirements(3)
Total before unallocated Group Office expenses
(after additional Hong Kong
reserving and capital requirements)
After-tax value of unallocated Group Office expenses
Total
Notes:
Year ended 30 November 2015
Year ended
30 November
2014
VONB before
CoC(1)
VONB after
VONB after
CoC(1)
CoC(1) (2)
CoC(1) (2)
961
476
360
191
404
60
280
2,732
(119)
2,613
(120)
2,493
141
81
19
19
38
14
30
342
(47)
295
–
295
820
395
341
172
366
46
250
619
361
299
161
258
82
212
2,390
1,992
(72)
(50)
2,318
(120)
2,198
1,942
(97)
1,845
(1) CoC refers to the cost arising from holding the required capital as described in Section 4.2 of this report.
(2) VONB for the Group is calculated before deducting the amount attributable to non-controlling interests. The amounts of VONB attributable to non-controlling
interests for the year ended 30 November 2015 and 30 November 2014 were US$21 million and US$13 million respectively.
(3) Adjustment to VONB for the branches of AIA Co. and AIA International, as described in Section 4.4 of this report.
ANNUAL REPORT 2015 | 2 51
OVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATION
2. EV RESULTS (continued)
2.5 Value of New Business (continued)
The table below shows the VONB margin for the Group. The VONB margin is defined as VONB, excluding pension business, expressed
as a percentage of ANP. The VONB for pension business is excluded from the margin calculation to be consistent with the definition
of ANP.
The Group VONB margin for the year ended 30 November 2015 was 54.0 per cent compared with 49.1 per cent for the year ended 30
November 2014.
Summary of VONB Margin by Business Unit (US$ millions)
Business Unit
AIA Hong Kong
AIA Thailand
AIA Singapore
AIA Malaysia
AIA China
AIA Korea
Other Markets
Total before unallocated Group Office expenses
(local statutory basis)
Adjustment to reflect additional Hong Kong reserving
and capital requirements (2)
Total before unallocated Group Office expenses
(after additional Hong Kong
reserving and capital requirements)
After-tax value of unallocated Group Office expenses
Total
Notes:
Year ended 30 November 2015
VONB
Excluding
Pension
783
395
341
169
366
46
249
ANP(1)
1,263
520
471
292
438
248
759
62.0%
75.8%
72.4%
57.9%
83.5%
18.8%
32.9%
2,349
3,991
58.9%
(72)
–
Year ended
30 November
2014
VONB
Margin(1)
VONB
Margin(1)
62.3%
63.2%
61.2%
50.1%
83.1%
21.7%
31.3%
53.1%
2,277
(120)
2,157
3,991
–
3,991
57.0%
51.8%
54.0%
49.1%
(1) ANP and VONB margin exclude pension business.
(2) Adjustment to VONB for the branches of AIA Co. and AIA International, as described in Section 4.4 of this report.
2 5 2
| AIA GROUP LIMITED
FINANCIAL STATEMENTSSUPPLEMENTARY EMBEDDED VALUE INFORMATION
2. EV RESULTS (continued)
2.5 Value of New Business (continued)
The table below shows the breakdown of the VONB, ANP and VONB margin for the Group by quarter for business written in the year
ended 30 November 2015. For comparison purposes, the quarterly VONB, ANP and VONB margin for business written in the year
ended 30 November 2014 are also shown in the same table.
Summary of VONB, ANP and VONB Margin by quarter for the Group (US$ millions)
Quarter
Values for 2015
3 months ended 28 February 2015
3 months ended 31 May 2015
3 months ended 31 August 2015
3 months ended 30 November 2015
Values for 2014
3 months ended 28 February 2014
3 months ended 31 May 2014
3 months ended 31 August 2014
3 months ended 30 November 2014
Notes:
VONB after
CoC(1) (2)
ANP(2)
VONB
Margin(2)
425
534
552
687
354
438
468
585
895
983
936
1,177
799
891
944
1,066
46.8%
53.4%
57.6%
57.2%
43.8%
48.4%
48.7%
54.2%
(1) CoC refers to the cost arising from holding the required capital as described in Section 4.2 of this report.
(2) VONB includes pension business. ANP and VONB margin exclude pension business.
ANNUAL REPORT 2015 | 2 5 3
OVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATION 2. EV RESULTS (continued)
2.6 Analysis of EV Movement
Analysis of movement in EV (US$ millions)
Year ended 30 November 2015
Year ended
30 November
2014
ANW
VIF
EV
EV
Opening EV
Citibank Upfront Payment
Adjusted Opening EV
Value of new business
Expected return on EV
Operating experience variances
Operating assumption changes
Finance costs on medium term notes
EV operating profit
Investment return variances
Effect of changes in economic assumptions
Other non-operating variances
Total EV profit
Dividends
Other capital movements
Effect of changes in exchange rates
Closing EV
15,351
–
15,351
(902)
3,364
29
(112)
(76)
2,303
(1,494)
–
436
1,245
(814)
(12)
(581)
15,189
21,802
–
21,802
3,100
(666)
245
86
–
2,765
(310)
145
(67)
2,533
–
–
(1,326)
23,009
37,153
–
37,153
2,198
2,698
274
(26)
(76)
5,068
(1,804)
145
369
3,778
(814)
(12)
(1,907)
38,198
33,818
(800)
33,018
1,845
2,635
188
(80)
(53)
4,535
720
122
23
5,400
(689)
(14)
(562)
37,153
YoY
EV
10%
n/m
13%
19%
2%
46%
(68)%
43%
12%
n/m
19%
n/m
(30)%
18%
(14)%
239%
3%
EV operating profit grew by 12 per cent to US$5,068 million (2014: US$4,535 million) compared with 2014. The growth benefited from
a combination of a higher VONB of US$2,198 million (2014: US$1,845 million) and an increased expected return on EV of US$2,698
million (2014: US$2,635 million). Overall operating experience variances and operating assumption changes were again positive at
US$248 million (2014: US$108 million). Finance costs from the medium term notes were US$76 million (2014: US$53 million).
The VONB is calculated at the point of sale for business written during the Period before deducting the amount attributable to
non-controlling interests. The expected return on EV is the expected change in the EV over the Period plus the expected return on
the VONB from the point of sale to 30 November 2015 less the VONB attributable to non-controlling interests. Operating experience
variances reflect the impact on the ANW and VIF from differences between the actual experience over the Period and that expected
based on the operating assumptions.
The main operating experience variances, net of tax, are:
(cid:127) Expense variances of US$16 million (2014: US$16 million) including non-recurring project expenses of US$(6) million (2014:
US$(14) million);
(cid:127) Mortality and morbidity claims variances of US$164 million (2014: US$124 million); and
(cid:127) Persistency and other variances of US$94 million (2014: US$48 million) including the positive effect of reinsurance.
2 5 4
| AIA GROUP LIMITED
FINANCIAL STATEMENTSSUPPLEMENTARY EMBEDDED VALUE INFORMATION 2. EV RESULTS (continued)
2.6 Analysis of EV Movement (continued)
The effect of changes to operating assumptions during the Period was US$(26) million (2014: US$(80) million) mainly from increased
surrender claims in Thailand reflecting industry-wide trends as previously reported in our interim results announcement, although
AIA Thailand’s aggregate persistency continued to outperform that of the industry overall, partially offset by other favourable operating
assumption changes.
The EV profit of US$3,778 million (2014: US$5,400 million) is the total of EV operating profit, investment return variances, the effect of
changes in economic assumptions and other non-operating variances.
The investment return variances arise from the impact of differences between the actual investment returns in the Period and the
expected investment returns. This includes the impact on the EV of changes in the market values and market yields on existing fixed
income assets, and the impact on the EV of changes in the economic assumptions used in the statutory reserving bases for the Group.
Investment return variances of US$(1,804) million (2014: US$720 million) were largely due to equity market losses and increased
statutory reserves.
The effect of changes in economic assumptions of US$145 million (2014: US$122 million) includes the impact of changes in long-term
investment return assumptions of US$8 million (2014: US$(337) million) and the impact of changes in risk discount rates of US$137
million (2014: US$459 million).
Other non-operating variances amounted to US$369 million (2014: US$23 million) and included:
(cid:127) Tax-related adjustments of US$526 million (2014: US$24 million) mainly due to the announced change in the Thailand corporate
income tax rate, as described in Section 5.10 Note (2) of this report;
(cid:127) Restructuring and other non-operating costs of US$55 million (2014: US$52 million); and
(cid:127) Others including modelling enhancements.
The Group paid total shareholder dividends of US$814 million (2014: US$689 million). Other capital movements reduced EV by US$12
million (2014: US$14 million).
Foreign exchange movements were US$(1,907) million (2014: US$(562) million).
2.7 EV Equity
The EV Equity grew to US$39,818 million at 30 November 2015, an increase of 2 per cent from US$39,042 million as at 30 November
2014.
Derivation of EV Equity from EV (US$ millions)
EV
Goodwill and other intangible assets (1)
EV Equity
Note:
As at
30 November
2015
As at
30 November
2014
38,198
1,620
39,818
37,153
1,889
39,042
Change
3%
(14)%
2%
(1) Consistent with the IFRS financial statements, net of tax, amounts attributable to participating funds and non-controlling interests.
ANNUAL REPORT 2015 | 2 5 5
OVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATION 3. SENSITIVITY ANALYSIS
The EV as at 30 November 2015 and the VONB for the year ended 30 November 2015 have been recalculated to illustrate the sensitivity
of the results to changes in certain central assumptions discussed in Section 5 of this report.
The sensitivities analysed were:
(cid:127) Risk discount rates 200 basis points per annum higher than the central assumptions;
(cid:127) Risk discount rates 200 basis points per annum lower than the central assumptions;
(cid:127)
Interest rates 50 basis points per annum higher than the central assumptions;
(cid:127)
Interest rates 50 basis points per annum lower than the central assumptions;
(cid:127) The presentation currency (as explained below) appreciated by 5 per cent;
(cid:127) The presentation currency depreciated by 5 per cent;
(cid:127) Lapse and premium discontinuance rates increased proportionally by 10 per cent (i.e. 110 per cent of the central assumptions);
(cid:127) Lapse and premium discontinuance rates decreased proportionally by 10 per cent (i.e. 90 per cent of the central assumptions);
(cid:127) Mortality/morbidity rates increased proportionally by 10 per cent (i.e. 110 per cent of the central assumptions);
(cid:127) Mortality/morbidity rates decreased proportionally by 10 per cent (i.e. 90 per cent of the central assumptions);
(cid:127) Maintenance expenses 10 per cent lower (i.e. 90 per cent of the central assumptions); and
(cid:127) Expense inflation set to 0 per cent.
The EV as at 30 November 2015 has been further analysed for the following sensitivities:
(cid:127) Equity prices increased proportionally by 10 per cent (i.e. 110 per cent of the prices at 30 November 2015); and
(cid:127) Equity prices decreased proportionally by 10 per cent (i.e. 90 per cent of the prices at 30 November 2015).
For the interest rate sensitivities, the investment return assumptions and the risk discount rates were changed by 50 basis points per
annum; the projected bonus rates on participating business, the statutory reserving bases at 30 November 2015 and the values of debt
instruments held at 30 November 2015 were changed to be consistent with the interest rate assumptions in the sensitivity analysis,
while all the other assumptions were unchanged.
The EV Results of each entity in Section 4.1 of this report are measured in the currency of the primary economic environment in which
that entity operates (the functional currency) and presented in US dollars (the presentation currency). In order to provide sensitivity
results for EV and VONB of the impact of foreign currency movements to the translation from functional currencies, a change of 5 per
cent to the presentation currency is included. This sensitivity does not include the impact of currency movements on the translation of
transactions denominated in a foreign currency of an entity into its functional currency (including any impacts on VIF).
For the equity price sensitivities, the projected bonus rates on participating business and the values of equity securities and equity
funds held at 30 November 2015 were changed to be consistent with the equity price assumptions in the sensitivity analysis, while all
the other assumptions were unchanged.
For each of the remaining sensitivity analyses, the statutory reserving bases as at 30 November 2015 and the projected bonus rates
on participating business were changed to be consistent with the sensitivity analysis assumptions, while all the other assumptions
remain unchanged.
2 5 6
| AIA GROUP LIMITED
FINANCIAL STATEMENTSSUPPLEMENTARY EMBEDDED VALUE INFORMATION 3. SENSITIVITY ANALYSIS (continued)
The sensitivities chosen do not represent the boundaries of possible outcomes, but instead illustrate how certain alternative
assumptions would affect the results.
Sensitivity of EV as at 30 November 2015 (US$ millions)
Scenario
Central value
200 bps increase in risk discount rates
200 bps decrease in risk discount rates
10% increase in equity prices
10% decrease in equity prices
50 bps increase in interest rates
50 bps decrease in interest rates
5% appreciation in the presentation currency
5% depreciation in the presentation currency
10% increase in lapse/discontinuance rates
10% decrease in lapse/discontinuance rates
10% increase in mortality/morbidity rates
10% decrease in mortality/morbidity rates
10% decrease in maintenance expenses
Expense inflation set to 0%
Sensitivity of VONB for the year ended 30 November 2015 (US$ millions)
Scenario
Central value
200 bps increase in risk discount rates
200 bps decrease in risk discount rates
50 bps increase in interest rates
50 bps decrease in interest rates
5% appreciation in the presentation currency
5% depreciation in the presentation currency
10% increase in lapse rates
10% decrease in lapse rates
10% increase in mortality/morbidity rates
10% decrease in mortality/morbidity rates
10% decrease in maintenance expenses
Expense inflation set to 0%
EV
38,198
33,340
45,435
38,924
37,458
38,305
38,087
37,210
39,186
37,725
38,730
35,103
41,256
38,687
38,680
VONB
2,198
1,639
3,066
2,336
2,036
2,123
2,273
2,064
2,341
1,893
2,502
2,266
2,246
ANNUAL REPORT 2015 | 2 5 7
OVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATION 4. METHODOLOGY
4.1 Entities Included in This Report
The Group operates through a number of subsidiaries and branches. Its two main operating subsidiaries are AIA Company Limited
(AIA Co.), a subsidiary of the Company, and AIA International Limited (AIA International), a subsidiary of AIA Co. Furthermore, AIA Co.
has branches located in Brunei, China and Thailand and AIA International has branches located in Hong Kong, Korea, Macau, New
Zealand and Taiwan.
The following is a full list of the entities and their mapping to Business Units for the purpose of this report.
(cid:127) AIA Australia refers to AIA Australia Limited, a subsidiary of AIA Co.;
(cid:127) AIA China refers to the China branches of AIA Co.;
(cid:127) AIA Hong Kong refers to the total of the following three entities:
(cid:127)
the Hong Kong and Macau branches of AIA International;
(cid:127)
the Hong Kong and Macau business written by AIA Co.; and
(cid:127) AIA Pension and Trustee Co. Ltd., a subsidiary of AIA Co.
(cid:127) AIA Indonesia refers to PT. AIA Financial, a subsidiary of AIA International;
(cid:127) AIA Korea refers to the Korea branch of AIA International;
(cid:127) AIA Malaysia refers to AIA Bhd., a subsidiary of AIA Co., its subsidiary Green Health Certification Berhad and AIA PUBLIC Takaful
Bhd., a 70 per cent owned subsidiary of AIA Co.;
(cid:127) AIA New Zealand refers to the New Zealand branch of AIA International;
(cid:127) Philam Life refers to The Philippine American Life and General Insurance (PHILAM LIFE) Company, a subsidiary of AIA Co. and its
51 per cent owned subsidiary BPI-Philam Life Assurance Corporation;
(cid:127) AIA Singapore refers to AIA Singapore Private Limited, a subsidiary of AIA Co., and the Brunei branch of AIA Co.;
(cid:127) AIA Sri Lanka refers to AIA Insurance Lanka PLC, a 97.16 per cent owned subsidiary of AIA Co.;
(cid:127) AIA Taiwan refers to the Taiwan branch of AIA International;
(cid:127) AIA Thailand refers to the Thailand branches of AIA Co.; and
(cid:127) AIA Vietnam refers to AIA (Vietnam) Life Insurance Company Limited, a subsidiary of AIA International.
In addition, the entity Tata AIA Life Insurance Company Limited, which is 26 per cent owned by AIA International, has been included in
the Group ANW presented in this report on an equity method accounting basis.
Results are presented consistently with the segment information in the IFRS financial statements. The summary of the EV of the Group
by Business Unit in this report also includes a segment for “Group Corporate Centre” results. The results shown for this segment
consist of the ANW for the Group’s corporate functions and the present value of remittance taxes payable on distributable profits
to Hong Kong. The ANW has been derived as the IFRS equity for this segment plus mark-to-market adjustments less the value of
excluded intangible assets. For the VONB, “Other Markets” includes the present value of allowance for remittance taxes payable on
distributable profits to Hong Kong.
2 5 8
| AIA GROUP LIMITED
FINANCIAL STATEMENTSSUPPLEMENTARY EMBEDDED VALUE INFORMATION 4. METHODOLOGY (continued)
4.2 Embedded Value and Value of New Business
The Group uses a traditional deterministic discounted cash flow methodology for determining its EV and VONB. This methodology makes
implicit allowance for all sources of risk including the cost of investment return guarantees and policyholder options, asset-liability
mismatch risk, credit risk, the risk that actual experience in future years differs from that assumed, and for the economic cost of
capital, through the use of a risk-adjusted discount rate. Typically, the higher the risk discount rate, the greater the allowance for
these factors. This is a common methodology used by life insurance companies in Asia currently. Alternative valuation methodologies
and approaches continue to emerge and may be considered by AIA.
The business included in the VIF and VONB calculations includes all life business written by the Business Units of the Group, plus
other lines of business which may not be classified as life business but have similar characteristics. These include accident and health,
group and pension businesses. The projected in-force business included in the VIF also incorporates expected renewals on short-term
business with a term of one year or less.
The EV is the sum of the ANW and VIF. The ANW is the market value of assets in excess of the assets backing the policy reserves and
other liabilities of the life (and similar) business of the Group, plus the IFRS equity value of other activities, such as general insurance
business, less the value of intangible assets. It excludes any amounts not attributable to shareholders of the Company. The market
value of investment property and property held for own use that is used to determine the ANW is based on the fair value disclosed in
the Group’s IFRS financial statements as at the valuation date. It is the Group’s policy to obtain external property valuations annually
except in the case of a discrete event occurring in the interim that has a significant impact on the fair value of the properties.
The VIF is the present value of projected after-tax statutory profits emerging in the future from the current in-force business less
the cost arising from holding the required capital (CoC) to support the in-force business. CoC is calculated as the face value of the
required capital as at the valuation date less the present value of the net-of-tax investment return on the shareholder assets backing
required capital and the present value of projected releases from the assets backing the required capital. Where the required capital
may be covered by policyholder assets such as surplus assets in a participating fund, there is no associated cost of capital included
in the VIF or VONB.
EV Equity is the total of EV, goodwill and other intangible assets attributable to shareholders of the Company.
The VONB is the present value, measured at the point of sale, of projected after-tax statutory profits emerging in the future from new
business sold in the period less the cost of holding required capital in excess of regulatory reserves to support this business. The
VONB for the Group is calculated based on assumptions applicable at the point of measurement and before deducting the amount
attributable to non-controlling interests. The VONB attributable to non-controlling interests was US$21 million for the year ended 30
November 2015 (2014: US$13 million).
A deduction has been made from the EV and VONB for the present value of future after-tax unallocated Group Office expenses,
representing the expenses incurred by the Group Office which are not allocated to the Business Units. These unallocated Group Office
expenses have been allocated to acquisition and maintenance activities, and a deduction made from the VONB and VIF respectively.
ANNUAL REPORT 2015 | 2 59
OVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATION 4. METHODOLOGY (continued)
4.3 Definition of New Business
New business includes the sale of new contracts during the period, additional single premium payments on recurrent single premium
contracts and increments to existing contracts where these are not variations allowed for in the calculation of the VIF. The VONB also
includes the present value of cash flows associated with new policies written during the reporting period but subsequently terminated
before the valuation date.
For group renewable business including group yearly renewable term business, new business is composed of new schemes set up
during the period plus any premium payable on existing schemes that exceeds the prior year’s premiums. For individually significant
group cases, the VONB is calculated over each premium rate guarantee period entered upon contract inception or renewal.
For short-term accident and health business with a term of one year or less, renewals of existing contracts are not considered new
business, and the value of expected renewals on this business is included in the VIF.
For pension business, sales of new contracts during the period and any new contributions, including assets transferred in, are
considered as new business for the calculation of the VONB.
New business volumes shown in this report are measured using annualised new premiums (ANP), which is an internal measure
of new business sales. This represents 100 per cent of annualised first year premiums and 10 per cent of single premiums, before
reinsurance ceded.
4.4 Consolidation of Branches of AIA Co. and AIA International
The Group’s subsidiaries, AIA Co. and AIA International, are both Hong Kong-regulated entities. AIA operates in a number of
territories as branches of these entities. Therefore, the business written in these branches is subject to the local reserving and
capital requirements in the relevant territory and the Hong Kong reserving and capital requirements applicable to AIA Co. and AIA
International at the entity level.
For these branches, the EV Results shown in Section 2 of this report have been calculated reflecting the more onerous of the Hong
Kong and branch level local regulatory reserving and capital requirements. This was done because the ultimate distribution of profits
to shareholders of the Company from AIA Co. and AIA International will depend on both the Hong Kong and the local regulatory
reserving and capital requirements. At the end of November 2015, the more onerous reserving and capital basis for both AIA Co. and
AIA International was the Hong Kong regulatory basis. This impact is shown as a Group-level adjustment to the EV and VONB. The EV
and VONB for each Business Unit reflect only the local reserving and capital requirements, as discussed in Section 4.6 of this report.
4.5 Valuation of Future Statutory Losses
For certain lines of business, projected future statutory profits are negative due to the local statutory reserves being insufficient to
meet the value of future policyholder cash flows. Within a traditional embedded value framework, there are a number of acceptable
methods for determining the value of a combination of positive and negative statutory profits for different lines of business.
For the purposes of this valuation, future projected statutory losses have been valued by discounting them at the risk discount rate
for the relevant Business Unit, with any negative VIF eliminated for each reported segment by reducing the ANW and EV. This has
been done because the allowance for risk in the range of selected risk discount rates for each Business Unit has been set taking
into account the presence of any such business lines with projected statutory losses. Also, the currently more onerous Hong Kong
regulatory reserving and capital requirements for the branches of AIA Co. and AIA International have the effect of reducing the level
of any future projected statutory losses for these Business Units. Based on the assumptions described in Section 5 of this report, and
allowing for the Hong Kong statutory reserving and capital requirements for the branches of AIA Co. and AIA International, the overall
projected annual distributable profits from the current in-force business and the assets backing the required capital of the Group are
positive over the remaining lifetime of the business. Therefore, it is not considered necessary to change the discounting approach
described above.
2 6 0
| AIA GROUP LIMITED
FINANCIAL STATEMENTSSUPPLEMENTARY EMBEDDED VALUE INFORMATION 4. METHODOLOGY (continued)
4.6 Required Capital
Each of the Business Units has a regulatory requirement to hold shareholder capital in addition to the assets backing the insurance
liabilities. The Group’s assumed levels of required capital for each Business Unit are set out in the table below. Further, the
consolidated EV Results for the Group have been calculated reflecting the more onerous of the Hong Kong and branch level local
regulatory reserving and capital requirements for AIA Co. and AIA International.
Required Capital by Business Unit
Business Unit
AIA Australia
AIA China
AIA Hong Kong
AIA Indonesia
AIA Korea
AIA Malaysia
AIA New Zealand
Philam Life
AIA Singapore
AIA Sri Lanka
AIA Taiwan
AIA Thailand
AIA Vietnam
Notes:
Required Capital
100% of regulatory capital adequacy requirement
100% of required minimum solvency margin(1)
150% of required minimum solvency margin(2)
120% of regulatory Risk-Based Capital requirement
150% of regulatory Risk-Based Capital requirement
170% of regulatory Risk-Based Capital requirement
100% of local regulatory requirement
100% of regulatory Risk-Based Capital requirement
180% of regulatory Risk-Based Capital requirement
120% of proposed Risk-Based Capital requirement
250% of regulatory Risk-Based Capital requirement
140% of regulatory Risk-Based Capital requirement
100% of required minimum solvency margin
(1) The China Risk Oriented Solvency System which was not implemented at the valuation date has not been applied.
(2) The assumed level of required capital for AIA Hong Kong is also used for the branches of AIA Co. and AIA International in the calculation of the consolidated
EV Results.
ANNUAL REPORT 2015 | 2 61
OVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATION 5. ASSUMPTIONS
5.1 Introduction
This section summarises the assumptions used by the Group to determine the EV as at 30 November 2015 and the VONB for the year
ended 30 November 2015 and highlights certain differences in assumptions between the EV as at 30 November 2014 and the EV as at
30 November 2015.
5.2 Economic Assumptions
Investment returns
The Group has set the assumed long-term future returns for fixed income assets to reflect its view of expected returns having regard
to historical returns, estimates of long-term forward rates from yields available on government bonds and current bond yields. In
determining returns on fixed income assets the Group allows for the risk of default, and this allowance varies by the credit rating of
the underlying asset.
Where long-term views of investment return assumptions differ from current market yields on existing fixed income assets such that
there would be a significant impact on value, an adjustment was made to make some allowance for the current market yields. In these
cases, in calculating the VIF, adjustments have been made to the investment return assumptions such that the investment returns on
existing fixed income assets were set consistently with the current market yield on these assets for their full remaining term, to be
consistent with the valuation of the assets backing the policy liabilities.
The Group has set the equity return assumptions by reference to the return on 10-year government bonds, allowing for an internal
assessment of equity risk premia that vary by territory.
For each Business Unit, the non-linked portfolio is divided into a number of distinct product groups, and the returns for each of these
product groups have been derived by considering current and future targeted asset allocations and associated investment returns for
major asset classes.
For unit-linked business, fund growth assumptions have been determined based on actual fund mixes at the valuation date and
expected long-term returns for major asset classes.
Risk discount rates
The risk discount rates for each Business Unit can be considered as the sum of the appropriate risk-free interest rate, to reflect the
time value of money, and a risk margin to make allowance for the risk profile of the business.
The Group has generally set the risk discount rates to be equal to the estimated cost of equity capital for each Business Unit within the
Group. The cost of equity capital is derived using an estimated long-term risk-free interest rate, an equity risk premium and a market
risk factor. In some cases, adjustments have been made to reflect territorial or Business Unit-specific factors.
The table below summarises the risk discount rates and assumed long-term investment returns for the major asset classes for each
Business Unit as at 30 November 2015. The investment returns on existing fixed income assets were set consistently with the market
yields on these assets. Note that VONB results were calculated based on start-of-quarter economic assumptions consistent with
the measurement at the point of sale. The same risk discount rates were used for all the EV Results shown in Section 1 and Section
2 of this report. In particular, for the branches of AIA Co. and AIA International, the consolidated EV Results reflecting the Hong
Kong reserving and capital requirements were calculated using the branch-specific risk discount rates shown in the table below.
The present value of unallocated Group Office expenses was calculated using the AIA Hong Kong risk discount rate. The investment
returns shown are gross of tax and investment expenses.
2 6 2
| AIA GROUP LIMITED
FINANCIAL STATEMENTSSUPPLEMENTARY EMBEDDED VALUE INFORMATION 5. ASSUMPTIONS (continued)
5.2 Economic Assumptions (continued)
Risk discount rates (continued)
Risk discount rates and long-term investment return assumptions by Business Unit (%)
Business Unit
AIA Australia
AIA China
AIA Hong Kong (1)
AIA Indonesia
AIA Korea
AIA Malaysia
AIA New Zealand
Philam Life
AIA Singapore
AIA Sri Lanka
AIA Taiwan
AIA Thailand
AIA Vietnam
Notes:
Risk discount rates
10-year government bonds
Local equities
As at
30 Nov
2015
7.75
9.75
7.00
13.50
9.10
8.75
8.25
10.50
6.90
15.70
7.85
8.80
13.80
As at
30 Nov
2014
7.75
9.75
7.00
13.00
9.50
8.75
8.25
10.50
6.75
18.00
7.75
9.00
13.80
As at
30 Nov
2015
3.40
3.70
2.50
8.00
3.20
4.20
4.00
4.00
2.50
10.00
1.60
3.40
8.00
As at
30 Nov
2014
3.37
3.74
2.50
7.50
3.60
4.20
3.99
4.00
2.23
12.33
1.48
3.62
8.00
As at
30 Nov
2015
7.50
9.50
7.55
12.80
7.20
8.75
As at
30 Nov
2014
7.15
9.49
7.55
12.25
6.94
8.75
n/a(2)
n/a(2)
9.20
7.00
11.70
6.60
9.20
13.80
9.16
7.00
14.00
6.62
9.37
13.80
(1) The majority of AIA Hong Kong’s assets and liabilities are denominated in US dollars. The 10-year government bond assumption is for US dollar-denominated
bonds.
(2) The assumed asset allocations do not include equities.
5.3 Persistency
Persistency covers the assumptions required, where relevant, for policy lapse (including surrender), premium persistency, premium
holidays, partial withdrawals and retirement rates for pension products.
Assumptions have been developed by each of the Business Units based on their recent historical experience, and their best estimate
expectations of current and expected future experience. Persistency assumptions vary by policy year and product type with different
rates for regular and single premium products.
Where experience for a particular product was not credible enough to allow any meaningful analysis to be performed, experience for
similar products was used as a basis for future persistency experience assumptions.
In the case of surrenders, the valuation assumes that current surrender value bases will continue to apply in the future.
5.4 Expenses
The expense assumptions have been set based on the most recent expense analysis. The purpose of the expense analysis is to allocate
total expenses between acquisition and maintenance activities, and then to allocate these acquisition and maintenance expenses to
various product categories to derive unit cost assumptions.
Where the expenses associated with certain activities have been identified as being one-off, these expenses have been excluded from
the expense analysis.
Expense assumptions have been determined for acquisition and maintenance activities, split by product type, and unit costs expressed
as a percentage of premiums, sum assured and an amount per policy. Where relevant, expense assumptions have been calculated
per distribution channel.
ANNUAL REPORT 2015 | 2 6 3
OVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATION 5. ASSUMPTIONS (continued)
5.4 Expenses (continued)
Expense assumptions do not make allowance for any anticipated future expense savings as a result of any strategic initiatives aimed
at improving policy administration and claims handling efficiency.
Assumptions for commission rates and other sales-related payments have been set in line with actual experience.
Group Office expenses
Group Office expense assumptions have been set, after excluding non-recurring expenses, based on actual acquisition and
maintenance expenses in the year ended 30 November 2015. The Group Office acquisition expenses have been deducted from the
VONB. The present value of the projected future Group Office maintenance expenses has been deducted from the Group EV. The
maintenance expense assumptions in the VONB also allow for the allocation of Group Office expenses.
5.5 Expense Inflation
The assumed expense inflation rates are based on expectations of long-term consumer price and salary inflation.
Expense inflation assumptions by Business Unit (%)
Business Unit
AIA Australia
AIA China
AIA Hong Kong
AIA Indonesia
AIA Korea
AIA Malaysia
AIA New Zealand
Philam Life
AIA Singapore
AIA Sri Lanka
AIA Taiwan
AIA Thailand
AIA Vietnam
As at
30 November
2015
As at
30 November
2014
3.25
3.25
2.0
2.0
6.0
3.5
3.0
2.5
3.5
2.0
6.5
1.2
2.0
5.0
2.0
2.0
6.0
3.5
3.0
2.5
3.5
2.0
6.5
1.0
2.0
5.0
Unallocated Group Office expenses are assumed to inflate by the weighted average of the Business Unit expense inflation rates.
5.6 Mortality
Assumptions have been developed by each Business Unit based on their recent historical experience, and their expectations of
current and expected future experience. Where historical experience is not credible, reference has been made to pricing assumptions
supplemented by market data, where available.
Mortality assumptions have been expressed as a percentage of either standard industry experience tables or, where experience is
sufficiently credible, as a percentage of tables that have been developed internally by the Group.
For products that are exposed to longevity risk, an allowance has been made for expected improvements in mortality; otherwise no
allowance has been made for mortality improvements.
5.7 Morbidity
Assumptions have been developed by each Business Unit based on their recent historical experience, and their expectations of current
and expected future experience. Morbidity rate assumptions have been expressed as a percentage of standard industry experience
tables or as expected claims ratios.
2 6 4
| AIA GROUP LIMITED
FINANCIAL STATEMENTSSUPPLEMENTARY EMBEDDED VALUE INFORMATION 5. ASSUMPTIONS (continued)
5.8 Reinsurance
Reinsurance assumptions have been developed by each Business Unit based on the reinsurance arrangements in force as at the
valuation date and the recent historical and expected future experience.
5.9 Policyholder Dividends, Profit Sharing and Interest Crediting
The projected policyholder dividends, profit sharing and interest crediting assumptions set by each Business Unit that have been used
in calculating the EV Results presented in this report, reflect contractual and regulatory requirements, policyholders’ reasonable
expectations (where clearly defined) and each Business Unit’s best estimate of future policies, strategies and operations consistent
with the investment return assumptions used in the EV Results.
Participating fund surpluses have been assumed to be distributed between policyholders and shareholders via future final bonuses or
at the end of the projection period so that there are no residual assets at the end of the projection period.
5.10 Taxation
The projections of distributable earnings underlying the values presented in this report are net of corporate income tax, based on
current taxation legislation and corporate income tax rates. The projected amount of tax payable in any year allows, where relevant,
for the benefits arising from any tax loss carried forward.
The local corporate income tax rates used by each Business Unit are set out below:
Local corporate income tax rates by Business Unit (%)
Business Unit
AIA Australia
AIA China
AIA Hong Kong
AIA Indonesia
AIA Korea
AIA Malaysia(1)
AIA New Zealand
Philam Life
AIA Singapore
AIA Sri Lanka
AIA Taiwan
AIA Thailand(2)
AIA Vietnam
Notes:
As at
30 November
2015
As at
30 November
2014
30.0
25.0
16.5
25.0
24.2
30.0
25.0
16.5
25.0
24.2
25.0 for assessment
year 2015;
24.0 thereafter
25.0 for assessment
years 2014 and 2015;
24.0 thereafter
28.0
30.0
17.0
28.0
17.0
20.0
22.0 for assessment
year 2015;
20.0 thereafter
28.0
30.0
17.0
28.0
17.0
20.0 for assessment
years 2014 and 2015;
30.0 thereafter
22.0 for assessment
years 2014 and 2015;
20.0 thereafter
(1) The Malaysian Government announced a corporate income tax rate change in the Federal Government Budget 2014 which will be effective from assessment
year 2016.
(2) On 22 January 2016, the National Legislative Assembly of Thailand announced a change in corporate income tax rate from 30 per cent to 20 per cent from
assessment year 2016 onward. This change had been previously approved by the cabinet of the Government of Thailand in October 2015. The reported EV
is determined using a best estimate basis and therefore includes this revised corporate income tax rate in line with market practice. For clarity, VONB is
reported at point of sale during the 2015 financial year and it has therefore been determined assuming the higher 30 per cent corporate income tax rate from
assessment year 2016 onward. The approach for VONB is consistent with the treatment in 2014.
ANNUAL REPORT 2015 | 2 6 5
OVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATION 5. ASSUMPTIONS (continued)
5.10 Taxation (continued)
The tax assumptions used in the valuation reflect the local corporate income tax rates set out above. Where applicable, tax payable on
investment income has been reflected in projected investment returns.
The EV of the Group as at 30 November 2015 is calculated after deducting any remittance taxes payable on the anticipated distribution
of both the ANW and VIF.
Where territories have an imputation credit system in place, e.g. Australia, no allowance has been made for the value of the imputation
credits in the results shown in this report.
5.11 Statutory Valuation Bases
The projection of regulatory liabilities at future points in time assumes the continuation of the reserving methodologies used to value
policyholder liabilities as at the valuation date.
The reserving basis under the China Risk Oriented Solvency System which was not implemented at the valuation date has not been
applied.
On 10 June 2015, the Insurance Commission of the Republic of the Philippines issued a circular letter to the insurance industry
announcing changes to the reserving basis which has been reflected in the EV of Philam Life as at 30 November 2015.
5.12 Product Charges
Management fees and product charges reflected in the VIF and VONB have been assumed to follow existing scales.
5.13 Foreign Exchange
The EV as at 30 November 2015 and 30 November 2014 have been translated into US dollars using exchange rates as at each valuation
date. The VONB results shown in this report have been translated into US dollars using the corresponding average exchange rates
for each quarter. The other components of the EV profit shown in the analysis of movement in EV have been translated using average
exchange rates for the period.
6. EVENTS AFTER THE REPORTING PERIOD
On 3 December 2015, the Financial Supervisory Commission of Taiwan announced changes to the Risk-Based Capital requirement.
These changes are effective 31 December 2015. The impact is not expected to be significant.
On 7 December 2015, the Group announced an agreement, under which the Group will increase its shareholding in Tata AIA Life
Insurance Company Limited from the current level of 26 per cent to 49 per cent. The completion of the transaction is subject to
securing all necessary regulatory and governmental approvals.
On 15 December 2015, the Insurance Board of Sri Lanka announced the implementation of the Risk-Based Capital requirement,
effective 1 January 2016. The impact is not expected to be significant.
On 25 January 2016, the China Insurance Regulatory Commission announced the implementation of the China Risk Oriented Solvency
System, effective 1 January 2016.
On 25 February 2016, the Board of Directors proposed a final dividend of 51.00 Hong Kong cents per share (2014: 34.00 Hong Kong
cents per share).
2 6 6
| AIA GROUP LIMITED
FINANCIAL STATEMENTSSUPPLEMENTARY EMBEDDED VALUE INFORMATION ANALYSIS OF REGISTERED SHAREHOLDER ACCOUNTS
Size of registered shareholding
1,000 shares or below
1,001 – 5,000 shares
5,001 – 10,000 shares
10,001 – 100,000 shares
100,001 shares or above
30 November 2015
Number of
shareholder
accounts
% of total number
of shareholder
accounts
17,798
3,905
439
238
9
79.50
17.44
1.96
1.06
0.04
Number of
shares
6,758,698
8,990,233
3,397,000
5,321,486
12,023,881,902
22,389
100.00
12,048,349,319
% of total
number of
shares
0.06
0.07
0.03
0.04
99.80
100.00
FINANCIAL CALENDAR
Announcement of 2015 Full Year Results
25 February 2016
Book Close Period for 2016 Annual General Meeting
4 May 2016 to 6 May 2016 (both days inclusive)
2016 Annual General Meeting
Announcement of 2016 Interim Results
6 May 2016
28 July 2016
ANNUAL GENERAL MEETING
The 2016 Annual General Meeting will be held at 11:00 a.m. Hong Kong time on Friday, 6 May 2016 at the Grand Ballroom, Kowloon
Shangri-La, Hong Kong, 64 Mody Road, Tsim Sha Tsui East, Kowloon, Hong Kong. Details of the business to be transacted at the AGM
are set out in the circular to the shareholders of the Company to be sent together with this Annual Report.
Details of voting results at the AGM can be found on the website of the Hong Kong Stock Exchange at www.hkex.com.hk and the
Company’s website at www.aia.com on Friday, 6 May 2016.
FINAL DIVIDEND
The Board has recommended a final dividend of 51.00 Hong Kong cents per share (2014: 34.00 Hong Kong cents per share) in respect
of the year ended 30 November 2015. If approved, the proposed final dividend together with the interim dividend will represent a total
dividend of 69.72 Hong Kong cents per share (2014: 50.00 Hong Kong cents per share) in respect of the year ended 30 November 2015.
Subject to shareholders’ approval at the AGM, the final dividend will be payable on Friday, 27 May 2016 to shareholders whose names
appear on the register of members of the Company at the close of business on Wednesday, 11 May 2016.
Relevant Dates for the proposed 2015 Final Dividend Payment
Ex-dividend date
Record date
Payment date
10 May 2016
11 May 2016
27 May 2016
SHARE REGISTRAR
If you have any enquiries relating to your shareholding, please contact the Company’s share registrar at the contact given below:
Computershare Hong Kong Investor Services Limited
17M Floor, Hopewell Centre, 183 Queen’s Road East, Wanchai, Hong Kong
Telephone: 852 2862 8555
Email:
hkinfo@computershare.com.hk (for general enquiries)
aia.ecom@computershare.com.hk (for printed copies of the Company’s corporate communications)
Website: www.computershare.com
ANNUAL REPORT 2015 | 2 67
ADDITIONAL INFORMATIONINFORMATION FOR SHAREHOLDERSOVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATION
ANNUAL REPORT AND ELECTRONIC COMMUNICATIONS
This Annual Report is printed in English and Chinese and is available on the website of the Company. If you would like to have a printed
version of this Annual Report, please contact the Company’s share registrar using the contact details given above.
The Company makes every effort to ensure consistency between the Chinese and English version of this Annual Report. However, in
the event of any inconsistency, the English version shall prevail.
For environmental and cost reasons, shareholders are encouraged to elect to receive shareholder documents electronically. You may
at any time send written notice to the Company c/o the Company’s share registrar or via email at aia.ecom@computershare.com.hk
specifying your name, address and request to change your choice of language or means of receipt of all shareholder documents.
INVESTMENT COMMUNITY AND NEWS MEDIA
Enquiries may be directed to:
Investment Community
Paul Lloyd
Yan Guo
Feon Lee
Joel Lieginger
+852 2832 6160
+852 2832 1878
+852 2832 4704
+852 2832 4703
News Media
Stephen Thomas
Emerald Ng
+852 2832 6178
+852 2832 4720
FORWARD-LOOKING STATEMENTS
This document contains certain forward-looking statements relating to the Group that are based on the beliefs of the Group’s
management as well as assumptions made by and information currently available to the Group’s management. These forward-looking
statements are, by their nature, subject to significant risks and uncertainties. These forward-looking statements include, without
limitation, statements relating to the Group’s business prospects, future developments, trends and conditions in the industry and
geographical markets in which the Group operates, its strategies, plans, objectives and goals, its ability to control costs, statements
relating to prices, volumes, operations, margins, overall market trends, risk management and exchange rates.
When used in this document, the words “anticipate”, “believe”, “could”, “estimate”, “expect”, “going forward”, “intend”, “may”, “ought
to”, “plan”, “project”, “seek”, “should”, “will”, “would” and similar expressions, as they relate to the Group or the Group’s management,
are intended to identify forward-looking statements. These forward-looking statements reflect the Group’s views as of the date hereof
with respect to future events and are not a guarantee of future performance or developments. You are strongly cautioned that reliance
on any forward-looking statements involves known and unknown risks and uncertainties. Actual results and events may differ
materially from information contained in the forward-looking statements as a result of a number of factors, including any changes in
the laws, rules and regulations relating to any aspects of the Group’s business operations, general economic, market and business
conditions, including capital market developments, changes or volatility in interest rates, foreign exchange rates, equity prices or
other rates or prices, the actions and developments of the Group’s competitors and the effects of competition in the insurance industry
on the demand for, and price of, the Group’s products and services, various business opportunities that the Group may or may not
pursue, changes in population growth and other demographic trends, including mortality, morbidity and longevity rates, persistency
levels, the Group’s ability to identify, measure, monitor and control risks in the Group’s business, including its ability to manage and
adapt its overall risk profile and risk management practices, its ability to properly price its products and services and establish
reserves for future policy benefits and claims, seasonal fluctuations and factors beyond the Group’s control. Subject to the requirements
of the Listing Rules, the Group does not intend to update or otherwise revise the forward-looking statements in this document,
whether as a result of new information, future events or otherwise. As a result of these and other risks, uncertainties and assumptions,
the forward-looking events and circumstances discussed in this document might not occur in the way the Group expects, or at all.
Accordingly, you should not place undue reliance on any forward-looking information or statements. All forward-looking statements
in this document are qualified by reference to the cautionary statements set forth in this section.
2 6 8
| AIA GROUP LIMITED
ADDITIONAL INFORMATIONINFORMATION FOR SHAREHOLDERS BOARD OF DIRECTORS
Non-executive Chairman and
Non-executive Director
Mr. Edmund Sze-Wing Tse
Executive Director,
Group Chief Executive and President
Mr. Mark Edward Tucker
Risk Committee
Mr. Chung-Kong Chow (Chairman)
Mr. John Barrie Harrison
Professor Lawrence Juen-Yee Lau
Ms. Swee-Lian Teo
Mr. Edmund Sze-Wing Tse
Mr. Mark Edward Tucker
Registered Office
35/F, AIA Central
Independent Non-executive Directors
No. 1 Connaught Road Central
Mr. Jack Chak-Kwong So
Mr. Chung-Kong Chow
Mr. John Barrie Harrison
Mr. George Yong-Boon Yeo
Mr. Mohamed Azman Yahya
Professor Lawrence Juen-Yee Lau
Ms. Swee-Lian Teo
Dr. Narongchai Akrasanee
Audit Committee
Mr. John Barrie Harrison (Chairman)
Mr. Jack Chak-Kwong So
Mr. George Yong-Boon Yeo
Dr. Narongchai Akrasanee
Nomination Committee
Mr. Edmund Sze-Wing Tse (Chairman)
Mr. Jack Chak-Kwong So
Mr. Chung-Kong Chow
Mr. John Barrie Harrison
Mr. George Yong-Boon Yeo
Mr. Mohamed Azman Yahya
Professor Lawrence Juen-Yee Lau
Ms. Swee-Lian Teo
Dr. Narongchai Akrasanee
Remuneration Committee
Mr. Jack Chak-Kwong So (Chairman)
Mr. George Yong-Boon Yeo
Mr. Mohamed Azman Yahya
Mr. Edmund Sze-Wing Tse
Hong Kong
Website
www.aia.com
Company Secretary
Mr. Mitchell New
Authorised Representatives
Mr. Mark Edward Tucker
Mr. Mitchell New
Share Registrar
Computershare Hong Kong Investor Services Limited
17M Floor
Hopewell Centre
183 Queen’s Road East, Wanchai
Hong Kong
Principal Bankers
The Hongkong and Shanghai Banking Corporation Limited
Citibank, N.A.
Standard Chartered Bank
Auditor
PricewaterhouseCoopers
Certified Public Accountants
ANNUAL REPORT 2015 | 2 69
ADDITIONAL INFORMATIONCORPORATE INFORMATIONOVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATION Accident and health (A&H)
insurance products
A&H insurance products provide morbidity or sickness benefits and include health,
disability, critical illness and accident cover. A&H insurance products are sold both as
stand-alone policies and as riders that can be attached to our individual life insurance
policies.
Acquisition cost
(of a financial instrument)
The amount of cash or cash equivalents paid or the fair value of other consideration
provided, in order to acquire an asset at the date of its acquisition.
Active agent
An agent who sells at least one policy per month.
Active market
A market in which all the following conditions exist:
(cid:127)
the items traded within the market are homogeneous;
(cid:127) willing buyers and sellers can normally be found at any time; and
(cid:127) prices are available to the public.
A financial instrument is regarded as quoted in an active market if quoted prices are
readily and regularly available from an exchange, dealer, broker, industry group,
pricing service or regulatory agency, and those prices represent actual and regularly
occurring market transactions on an arm’s length basis.
ANW is the market value of assets in excess of the assets backing the policy reserves
and other liabilities of the life (and similar) business of AIA, plus the IFRS equity value
of other activities, such as general insurance business, less the value of intangible
assets. It excludes any amounts not attributable to shareholders of AIA Group Limited.
The market value of investment property and property held for own use that is used to
determine the ANW is based on the fair value disclosed in AIA’s IFRS financial
statements as at the valuation date. It is AIA’s policy to obtain external property
valuations annually except in the case of a discrete event occurring in the interim that
has a significant impact on the fair value of the properties.
Actual exchange rates.
2016 Annual General Meeting of the Company to be held at 11:00 a.m. Hong Kong time
on Friday, 6 May 2016.
Adjusted net worth (ANW)
AER
AGM
AIA or the Group
AIA Group Limited and its subsidiaries.
AIA Co.
AIA Company Limited, a subsidiary of the Company.
AIA International
AIA International Limited, a subsidiary of AIA Co.
AIA Vitality
AIG
ALICO
Amortised cost
2 7 0
| AIA GROUP LIMITED
A science-backed wellness programme that provides participants with the knowledge,
tools and motivation to help them achieve their personal health goals. The programme
is a partnership between AIA and Discovery Limited, a specialist insurer headquartered
in South Africa.
American International Group, Inc.
American Life Insurance Company.
The amount at which the financial asset or financial liability is measured at initial
recognition minus principal repayments, plus or minus the cumulative amortisation
using the effective interest method of any difference between the initial amount and the
maturity amount, and minus any reduction for impairment or uncollectibility.
ADDITIONAL INFORMATIONGLOSSARY
Annualised new premiums (ANP)
ANP represents 100 per cent of annualised first year premiums and 10 per cent of
single premiums, before reinsurance ceded. It is an internally used measure of new
business sales or activity for all entities within AIA. ANP excludes new business of
pension business, personal lines and motor insurance.
Annuity
ASPP
A savings product where the accumulated amount can be paid out to the customer in a
variety of income streams.
Agency Share Purchase Plan.
Asset-liability management
ALM is the management of the relative risk profiles of assets and liabilities.
(ALM)
Available for sale (AFS)
financial assets
Financial assets that may be sold before maturity and that are used to back insurance
and investment contract liabilities and shareholders’ equity, and which are not managed
on a fair value basis. Non-derivative financial assets that are designated as available for
sale or are not classified as loans and receivables or as at fair value through profit or
loss. Available for sale financial instruments are measured at fair value, with
movements in fair value recorded in other comprehensive income.
Bancassurance
The distribution of insurance products through banks or other financial institutions.
CER
Common control
Constant exchange rates. Change on constant exchange rates is calculated using
constant average exchange rates for current year and prior year.
A business combination involving entities under common control is a business
combination in which all of the combining entities or businesses are ultimately
controlled by the same party or parties both before and after the business combination.
Consolidated investment funds
Investment funds in which the Group has interests and power to direct their relevant
activities that affect the return of the funds.
Corporate Governance Code
Corporate Governance Code set out in Appendix 14 to the Listing Rules.
Cost of capital (CoC)
CoC is calculated as the face value of the required capital as at the valuation date less
the present value of the net-of-tax investment return on the shareholder assets backing
the required capital and the present value of projected releases from the assets backing
the required capital. Where the required capital may be covered by policyholder assets
such as surplus assets in participating funds, there is no associated cost of capital
included in the VIF or VONB.
Credit risk
The risk that third parties fail to meet their obligations to the Group when they fall due.
Deferred acquisition costs
(DAC)
Deferred origination costs
(DOC)
DAC are expenses of an insurer which are incurred in connection with the acquisition of
new insurance contracts or the renewal of existing insurance contracts. They include
commissions and other variable sales inducements and the direct costs of issuing the
policy, such as underwriting and other policy issue expenses. These costs are deferred
and expensed to the consolidated income statement on a systematic basis over the life
of the policy. DAC assets are tested for recoverability at least annually.
Origination costs are expenses which are incurred in connection with the origination of
new investment contracts or the renewal of existing investment contracts. For contracts
that involve the provision of investment management services, these include
commissions and other incremental expenses directly related to the issue of each new
contract. Origination costs on contracts with investment management services are
deferred and recognised as an asset in the consolidated statement of financial position
and expensed to the consolidated income statement on a systematic basis in line with
the revenue generated by the investment management services provided. Such assets
are tested for recoverability.
ANNUAL REPORT 2015 | 2 71
OVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATION
Defined benefit plans
Defined contribution plans
Post-employment benefit plans under which amounts to be paid or services to be
provided as post-retirement benefits are determined by reference to a formula usually
based on employees’ earnings and/or years of service.
Post-employment benefit plans under which amounts to be paid as post-retirement
benefits are determined by contributions to a fund together with earnings thereon. The
Group has no legal or constructive obligation to pay further contributions if the fund
does not hold sufficient assets to pay the post-retirement benefits.
Discretionary participation
features (DPF)
A contractual right to receive, as a supplement to guaranteed benefits, additional
benefits or bonuses:
(cid:127)
that are likely to be a significant portion of the total contractual benefits;
(cid:127) whose amount or timing is contractually at the discretion of the Group; and
(cid:127)
that are contractually based on:
–
–
the performance of a specified pool of contracts or a specified type of contract;
realised and/or unrealised investment returns on a specified pool of assets
held by the issuer; or
–
the profit or loss of the Company, fund or other entity that issues the contract.
A method of calculating the amortised cost of a financial asset or financial liability and
of allocating the interest income or expense over the relevant period. The effective
interest rate is the rate that exactly discounts future cash payments or receipts through
the expected life of the financial instrument, or when appropriate, a shorter period, to
the net carrying value of the financial asset or financial liability.
Effective interest method
Embedded value (EV)
An actuarially determined estimate of the economic value of a life insurance business
based on a particular set of assumptions as to future experience, excluding any
economic value attributable to future new business.
EPS
Earnings per share.
Equity attributable to
shareholders of the Company
on the embedded value basis
(EV Equity)
ESPP
ExCo
Fair value
EV Equity is the total of embedded value, goodwill and other intangible assets
attributable to shareholders of the Company.
Employee Share Purchase Plan.
The Executive Committee of the Group.
The amount for which an asset could be exchanged, or a liability settled, between
knowledgeable, willing parties in an arm’s length transaction.
Fair value through profit or loss
(FVTPL)
Financial assets that are held to back unit-linked contracts and participating funds or
financial assets and liabilities that are held for trading. A financial asset or financial
liability that is measured at fair value in the statement of financial position with gains
and losses arising from movements in fair value being presented in the consolidated
income statement as a component of the profit or loss for the year.
Financial liquidity risk
The risk that insufficient cash is available to meet payment obligations to counterparties
as they fall due.
First year premiums
First year premiums are premiums received in the first year of a recurring premium
policy, and include the amount of premiums that is expected to be required to provide
insurance coverage until maturity.
2 7 2
| AIA GROUP LIMITED
ADDITIONAL INFORMATIONGLOSSARY
Foreign exchange rate risk
The risk that the Company’s value may be affected by changes in exchange rates.
FRC
Financial Risk Committee.
Free surplus
ANW in excess of the required capital.
Functional currency
The currency of the primary economic environment in which the entity operates.
GAMA International
Goodwill
Group insurance
Group Office
HIBOR
HKFRS
HKOCI
Hong Kong
A worldwide association serving the professional development needs of field leaders in
the insurance, investment and financial services industry.
Goodwill represents the excess of the purchase price of an acquisition over the fair
value of the Group’s share of the net identifiable assets including VOBA of the acquired
subsidiary, associate or joint venture at the date of acquisition.
An insurance scheme whereby individual participants are covered by a master contract
held by a single group or entity on their behalf.
Group Office includes the activities of the Group Corporate Centre segment consisting
of the Group’s corporate functions, shared services and eliminations of intragroup
transactions.
Hong Kong Interbank Offered Rate.
Hong Kong Financial Reporting Standards.
Hong Kong Office of the Commissioner of Insurance.
The Hong Kong Special Administrative Region of the PRC; in the context of our
reportable segments, Hong Kong includes Macau.
Hong Kong Companies Ordinance
A substantial part of the Companies Ordinance (Laws of Hong Kong, Chapter 622) which
came into force on 3 March 2014.
Hong Kong Insurance Companies
Ordinance (HKICO)
The Insurance Companies Ordinance (Laws of Hong Kong, Chapter 41) (HKICO) provides
a legislative framework for the prudential supervision of the insurance industry in Hong
Kong. The objectives of the HKICO are to protect the interests of the insuring public and
to promote the general stability of the insurance industry.
Hong Kong Stock Exchange
The Stock Exchange of Hong Kong Limited.
(HKSE)
IAS
IASB
IFA
International Accounting Standards.
International Accounting Standards Board.
Independent financial adviser.
ANNUAL REPORT 2015 | 2 7 3
OVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATION
IFRS
Standards and interpretations adopted by the International Accounting Standards
Board (IASB) comprising:
(cid:127)
(cid:127)
(cid:127)
International Financial Reporting Standards;
International Accounting Standards; and
Interpretations developed by the IFRS Interpretations Committee (IFRS IC) or the
former Standing Interpretations Committee (SIC).
ING Malaysia
ING Management Holdings (Malaysia) Sdn. Bhd.
Insurance contract
Insurance risk
A contract under which the insurer accepts significant insurance risk from the
policyholder by agreeing to compensate the policyholder if specified uncertain future
events adversely affect the policyholder.
The potential loss resulting from mortality, morbidity, persistency, longevity and
adverse expense experiences. Under IFRS, insurance risk means risk, other than
financial risk, transferred from the holder of a contract to the issuer.
Interactive Mobile Office (iMO)
iMO is a mobile office platform with a comprehensive suite of applications that allow
agents and agency leaders to manage their daily activities from lead generation, sales
productivity and recruitment activity through to development training and customer
analytics.
Interactive Point of Sale (iPoS)
iPoS is a secure, mobile point-of-sale technology that features a paperless sales
process from the completion of the customer’s financial-needs analysis to proposal
generation with electronic biometric signature of life insurance applications on tablet
devices.
Investment contract
An investment contract is an insurance policy that, whilst structured and regulated as
a contract of insurance, does not meet the accounting definition of an insurance
contract because it does not transfer significant insurance risk.
Investment experience
Realised and unrealised investment gains and losses recognised in the consolidated
income statement.
Investment income
Investment income comprises interest income, dividend income and rental income.
Investment liquidity risk
The risk that the Group will be unable to buy and sell securities. This is a function of the
size of the Group’s holdings relative to the availability of counterparties willing to buy or
sell these holdings at any given time. In times of stress, market losses will generally be
compounded by forced sellers seeking unwilling buyers.
Investment property
Property (land and/or a building or part of a building) held to earn rentals or for capital
appreciation or both rather than for own use by AIA.
Investment return
Investment return consists of investment income plus investment experience.
Initial public offering.
The risk that, having purchased an insurance policy from AIA, customers either
surrender the policy or cease paying premiums on it and so the expected stream of
future premiums ceases. Lapse risk is taken into account in formulating projections of
future premium revenues, for example when testing for liability adequacy and the
recoverability of deferred acquisition and origination costs.
IPO
Lapse risk
2 74
| AIA GROUP LIMITED
ADDITIONAL INFORMATIONGLOSSARY Liability adequacy testing
An assessment of whether the carrying amount of an insurance liability needs to be
increased or the carrying amount of related deferred acquisition and origination costs
or related intangible assets decreased based on a review of future cash flows.
Life Insurance and Market
Research Association (LIMRA)
A worldwide research, consulting and professional development organisation,
established to help its member companies from life insurance and financial services
industries improve their marketing and distribution effectiveness.
Liquidity risk
Listing Rules
Market risk
A general term for the risks that companies may be unable to meet their obligations to
counterparties as they fall due or to buy and sell securities as required. See also
financial liquidity risk and investment liquidity risk.
Rules Governing the Listing of Securities on The Stock Exchange of Hong Kong Limited.
The risk of financial loss from adverse movements in the value of assets owing to
market factors, including changes in interest and foreign exchange rates, as well as
movements in the spread of credit instruments to corresponding government bonds, or
credit spread risk, and in equity and property prices.
Million Dollar Round Table
(MDRT)
MDRT is a global professional trade association of life insurance and financial services
professionals that recognises significant sales achievements and high service
standards.
Model Code
Monetary items
Net book value
Net funds to Group Corporate
Centre
Model Code for Securities Transactions by Directors of Listed Issuers set out in
Appendix 10 to the Listing Rules.
Units of currency held and assets and liabilities to be received or paid in a fixed or
determinable number of units of currency.
The net value of an asset. Equal to its original cost (its book value) minus depreciation
and amortisation.
In presenting net capital in/(out) flows to reportable segments, capital outflows consist
of dividends and profit distributions to the Group Corporate Centre segment and capital
inflows consist of capital injections into reportable segments by the Group Corporate
Centre segment. For the Group, net capital in/(out) flows reflect the net amount received
from shareholders by way of capital contributions less amounts distributed by way of
dividends.
Net profit
Net profit is calculated by subtracting a company’s total expenses from total revenue,
including share of profit/(loss) from associates and joint venture and after tax.
Non-controlling interests
The equity in a subsidiary not attributable, directly or indirectly, to a parent. Also
referred to as “minority interests”.
Non-participating life assurance
Contracts of insurance with no DPF.
n/a
n/m
OPAT
Not available.
Not meaningful.
Operating profit after tax attributable to shareholders of AIA Group Limited.
ANNUAL REPORT 2015 | 2 7 5
OVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATION
Operating profit before tax and
after tax
The Group defines operating profit before and after tax as profit excluding investment
experience; investment income and investment management expenses related to unit-
linked contracts; corresponding changes in insurance and investment contract
liabilities in respect of unit-linked contracts and participating funds; changes in third-
party interests in consolidated investment funds; policyholders’ share of tax relating to
changes in insurance and investment contract liabilities and other significant items of
non-operating income and expenses.
Operating return on shareholders’
allocated equity
Operating return on shareholders’ allocated equity is calculated as operating profit
after tax attributable to shareholders of the Company, expressed as a percentage of the
simple average of opening and closing shareholders’ allocated equity.
Operating segment
A component of an entity that:
(cid:127) engages in business activities from which it may earn revenues and incur expenses;
(cid:127) whose operating results are regularly reviewed by the entity’s chief operating
decision-maker to make decisions about resources to be allocated to the segment
and assess its performance; and
(cid:127)
for which discrete financial information is available.
Operational risk
The risk of direct or indirect loss resulting from inadequate or failed internal processes,
personnel and systems or from external events.
ORC
OTC
Operational Risk Committee.
Over-the-counter.
Other comprehensive income
Items of income and expense that form part of total comprehensive income but, as
required or permitted by IFRS, do not form part of profit or loss for the year, such as fair
value gains and losses on available for sale financial assets.
Participating funds
Participating policies
Persistency
Philam Life
Participating funds are distinct portfolios where the policyholders have a contractual
right to receive at the discretion of the insurer additional benefits based on factors such
as the performance of a pool of assets held within the fund, as a supplement to any
guaranteed benefits. The Group may either have discretion as to the timing of the
allocation of those benefits to participating policyholders or may have discretion as to
the timing and the amount of the additional benefits.
Participating policies are contracts with DPF. Participating policies may either be
written within participating funds or may be written within the Company’s general
account, whereby the investment performance is determined for a group of assets or
contracts, or by reference to the Company’s overall investment performance and other
factors. The latter is referred to by the Group as “other participating business”. Whether
participating policies are written within a separate participating fund or not largely
depends on matters of local practice and regulation.
The percentage of insurance policies remaining in force from month to month in the
past 12 months, as measured by premiums.
The Philippine American Life and General Insurance (PHILAM LIFE) Company, a
subsidiary of AIA Co.; in the context of the Supplementary Embedded Value Information,
Philam Life includes BPI-Philam Life Assurance Corporation.
Policyholder and shareholder
investments
Investments other than those held to back unit-linked contracts as well as assets from
consolidated investment funds.
2 76
| AIA GROUP LIMITED
ADDITIONAL INFORMATIONGLOSSARY
Policyholder dividends
Policyholder dividends are the means of participating policyholders receiving the non-
guaranteed element of the discretionary benefits, through which they participate in the
investment return of the reference portfolio or pool of assets.
pps
PRC
Percentage points.
The People’s Republic of China.
Property held for own use
Property held for own use in AIA’s business.
Protection gap
Puttable liabilities
The difference between the resources needed and resources available to maintain
dependants’ living standards after the death of the primary wage-earner.
A puttable financial instrument is one in which the holder of the instrument has the
right to put the instrument back to the issuer for cash (or another financial asset). Units
in investment funds such as mutual funds and open-ended investment companies are
typically puttable instruments. As these can be put back to the issuer for cash, the non-
controlling interests in any such funds which have to be consolidated by AIA are treated
as financial liabilities.
RAS
Risk Appetite Statement.
Regulatory minimum capital
Net assets held to meet the minimum solvency margin requirement set by the HKICO
that an insurer must meet in order to be authorised to carry on insurance business in
or from Hong Kong.
Related parties
Related parties may be related to AIA for any of the following reasons:
(cid:127)
they are directly or indirectly controlled by an AIA entity;
(cid:127) an AIA entity has significant influence on the party;
(cid:127)
(cid:127)
they are in a joint venture arrangement with an AIA entity;
they are part of AIA’s key management or a close member of the family of any key
management or any entity that is controlled by these persons; or
(cid:127)
they are a post-retirement benefit plan for the employees of AIA.
Renewal premiums
Premiums receivable in subsequent years of a recurring premium policy.
Repurchase agreements
(repos)
A repurchase transaction involves the sale of financial investments by AIA to a
counterparty, subject to a simultaneous agreement to repurchase those securities at a
later date at an agreed price. Accordingly, for accounting purposes, the securities are
retained on AIA’s consolidated statement of financial position for the life of the
transaction, valued in accordance with AIA’s policy for assets of that nature. The
proceeds of the transaction are reported in the caption “Obligations under securities
lending and repurchase agreements”. Interest expense from repo transactions is
reported within finance costs in the consolidated income statement.
Reverse repurchase agreements
(reverse repos)
A reverse repurchase transaction (reverse repo) involves the purchase of financial
investments with a simultaneous obligation to sell the assets at a future date, at an
agreed price. Such transactions are reported within “Loans and deposits” in the
consolidated statement of financial position. The interest income from reverse repo
transactions is reported within investment return in the consolidated income statement.
Rider
A supplemental plan that can be attached to a basic insurance policy, typically with
payment of additional premiums.
ANNUAL REPORT 2015 | 2 7 7
OVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATION
Risk-adjusted return
The return produced by an investment after accounting for the risks involved in
producing that return.
Risk appetite
Risk appetite is the amount of risk that companies are willing to take in order to achieve
their business objectives.
Risk-Based Capital (RBC)
RBC represents an amount of capital based on an assessment of risks that a company
should hold to protect customers against adverse developments.
RMF
Risk Management Framework.
RSU Scheme
Restricted Share Unit Scheme.
RSUs
Restricted share units.
Securities lending
SFO
Shadow accounting
Securities lending consists of the loan of certain securities within the Group’s financial
investments to third parties on a short-term basis. The loaned securities continue to be
recognised within the appropriate financial investment classifications in the Group’s
consolidated statement of financial position.
The Securities and Futures Ordinance (Laws of Hong Kong, Chapter 571), as amended
from time to time.
Investment experience (realised and unrealised investment gains and losses) has a
direct effect on the measurement of insurance contract liabilities and related deferred
acquisition costs and intangible assets, such as VOBA (see below). Shadow accounting
permits adjustments to insurance contract liabilities and the related assets to be
reflected in other comprehensive income to match the extent to which unrealised
investment gains and losses are recognised in other comprehensive income.
Shareholders’ allocated equity
Shareholders’ allocated equity is total equity attributable to shareholders of the
Company, less the fair value reserve and foreign currency translation reserve and
others.
Singapore
Single premiums
SME
SO Scheme
Solvency
Solvency ratio
The Republic of Singapore; in the context of our reportable segments, Singapore
includes Brunei.
Single premiums are the lump sum payments from a policyholder, excluding first year
premiums and renewal premiums.
Small-and-medium sized enterprise.
Share Option Scheme.
The ability of an insurance company to satisfy its policyholder benefits and claims
obligations.
The ratio of the total available capital to the regulatory minimum capital applicable to
the insurer pursuant to relevant regulations.
Statement of financial position
Formerly referred to as the balance sheet.
2 7 8
| AIA GROUP LIMITED
ADDITIONAL INFORMATIONGLOSSARY Strategic asset allocation (SAA)
SAA is the setting of strategic asset allocation targets, based on long-term capital
market assumptions, to meet long-term requirements of the insurance business and
shareholders.
Strategic risk
Stress tests
Takaful
The adverse impacts from unexpected changes to the Group’s operating and market
environment.
The application of shocks to the assumptions underlying valuations. Stress tests are
used to observe the resilience of the Company to stress events and the volatility of
those valuations.
Islamic insurance which is based on the principles of mutual assistance and risk
sharing.
The Company
AIA Group Limited.
Total weighted premium income
(TWPI)
TWPI consists of 100 per cent of renewal premiums, 100 per cent of first year premiums
and 10 per cent of single premiums, before reinsurance ceded. As such it provides an
indication of AIA’s longer-term business volumes as it smoothes the peaks and troughs
in single premiums.
Underwriting
The process of examining, accepting or rejecting insurance risks, and classifying those
accepted, in order to charge an appropriate premium for each accepted risk.
Unit-linked investments
Financial investments held to back unit-linked contracts.
Unit-linked products
Universal life
Value of business acquired
(VOBA)
Unit-linked products are insurance products where the policy value is linked to the
value of underlying investments (such as collective investment schemes, internal
investment pools or other property) or fluctuations in the value of underlying investment
or indices. Investment risk associated with the product is usually borne by the
policyholder. Insurance coverage, investment and administration services are provided
for which the charges are deducted from the investment fund assets. Benefits payable
will depend on the price of the units prevailing at the time of death of the insured or
surrender or maturity of the policy, subject to surrender charges.
A type of insurance product where the customer pays flexible premiums, subject to
specified limits, which are accumulated in an account balance which are credited with
interest at a rate either set by the insurer or reflecting returns on a pool of matching
assets. The customer may vary the death benefit and the contract may permit the
policyholder to withdraw the account balance, typically subject to a surrender charge.
VOBA in respect of a portfolio of long-term insurance and investment contracts
acquired is recognised as an asset, calculated using discounted cash flow techniques,
reflecting all future cash flows expected to be realised from the portfolio. VOBA is
amortised over the estimated life of the contracts in the acquired portfolio on a
systematic basis. The rate of amortisation reflects the profile of the additional value of
the business acquired. The carrying value of VOBA is reviewed annually for impairment
and any impairment is charged to the consolidated income statement.
Value of in-force business (VIF)
VIF is the present value of projected after-tax statutory profits emerging in the future
from the current in-force business less the cost arising from holding the required
capital (CoC) to support the in-force business.
ANNUAL REPORT 2015 | 2 7 9
OVERVIEWFINANCIAL AND OPERATING REVIEWCORPORATE GOVERNANCEFINANCIAL STATEMENTSADDITIONAL INFORMATION
Value of new business (VONB)
VONB margin
Withholding tax
Working capital
VONB is the present value, measured at the point of sale, of projected after-tax statutory
profits emerging in the future from new business sold in the period less the cost of
holding the required capital in excess of regulatory reserves to support this business.
VONB for AIA is stated after adjustments to reflect additional Hong Kong reserving and
capital requirements and the after-tax value of unallocated Group Office expenses.
VONB by market is stated before adjustments to reflect additional Hong Kong reserving
and capital requirements and unallocated Group Office expenses, and presented on a
local statutory basis.
VONB excluding pension business, expressed as a percentage of ANP. VONB margin
for AIA is stated after adjustments to reflect additional Hong Kong reserving and capital
requirements and the after-tax value of unallocated Group Office expenses. VONB
margin by market is stated before adjustments to reflect additional Hong Kong
reserving and capital requirements and unallocated Group Office expenses, and
presented on a local statutory basis.
When a payment is made to a party in another country, the laws of the payer’s country
may require withholding tax to be applied to the payment. International withholding tax
may be required for payments of dividends or interest. A double tax treaty may reduce
the amount of withholding tax required, depending upon the jurisdiction in which the
recipient is tax resident.
Working capital comprises debt and equity securities, deposits and cash and cash
equivalents held at the Group Corporate Centre. These liquid assets are available to
invest in building the Group’s business operations.
2 8 0
| AIA GROUP LIMITED
ADDITIONAL INFORMATIONGLOSSARY AIA GROUP LIMITED
友邦保險控股有限公司
REAL LIFE
REAL IMPACT
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AIA.COM
STOCK CODE : 1299
VISION & PURPOSE
Our Vision is to be the pre-eminent life
insurance provider in the Asia-Pacific region.
That is our service to our customers and
our shareholders.
Our Purpose is to play a leadership role in
driving economic and social development
across the region. That is our service to
societies and their people.
ABOUT AIA
AIA Group Limited and its subsidiaries (collectively “AIA”
or the “Group”) comprise the largest independent publicly
listed pan-Asian life insurance group. It has a presence in
18 markets in Asia-Pacific – wholly-owned branches and
subsidiaries in Hong Kong, Thailand, Singapore, Malaysia,
China, Korea, the Philippines, Australia, Indonesia, Taiwan,
Vietnam, New Zealand, Macau, Brunei, a 97 per cent
subsidiary in Sri Lanka, a 26 per cent joint venture in India
and a representative office in Myanmar and Cambodia.
The business that is now AIA was first established in Shanghai
almost a century ago. It is a market leader in the Asia-Pacific
region (ex-Japan) based on life insurance premiums and holds
leading positions across the majority of its markets. It had
total assets of US$168 billion as of 30 November 2015.
AIA meets the long-term savings and protection needs of
individuals by offering a range of products and services
including life insurance, accident and health insurance and
savings plans. The Group also provides employee benefits,
credit life and pension services to corporate clients. Through
an extensive network of agents, partners and employees
across Asia-Pacific, AIA serves the holders of more than
29 million individual policies and over 16 million participating
members of group insurance schemes.
AIA Group Limited is listed on the Main Board of The Stock
Exchange of Hong Kong Limited under the stock code “1299”
with American Depositary Receipts (Level 1) traded on the
over-the-counter market (ticker symbol: “AAGIY”).
Notes:
(1) Explanations of certain terms and abbreviations used in this report are set
forth in the Glossary.
(2) Unless otherwise specified, 2014 and 2015 refer to the financial year of the
Group, which ends on 30 November of the year indicated.