Argo Group International Holdings Ltd.
Annual Report 2016

Plain-text annual report

ANNUAL REVIEW 2016 argolimited.com ANNUAL REVIEW 2016 CONTENTS 2 Letter to the Shareholders A Message From CEO Mark E. Watson III 5 6 10 13 16 23 2016 at a Glance Key Figures for the Year Business Segment Overviews How Our Businesses Performed Profiles in Collaboration How We Work With Our Partners Around the World Inside Argo Highlights of 2016; Working at Argo; Giving Back to Our Communities Condensed Consolidated Financial Statements Shareholder Information & Forward Looking Statements Disclosure CORPORATE PROFILE Argo Group International Holdings Ltd. (NASDAQ: AGII) is an international underwriter of specialty insurance and reinsurance products in areas of the property and casualty market. Through its operating subsidiaries, Argo Group offers a comprehensive line of products and services designed to meet the unique coverage and claims-handling needs of its clients in four business segments: Excess & Surplus Lines, Commercial Specialty, International Specialty and Syndicate 1200. Argo Group is headquartered in Bermuda. The businesses of Argo Group work as a unified, collaborative team around the world to deliver unsurpassed service to our clients. We do this by being smart, fast, eager and bold. 1 ANNUAL REVIEW 2016LETTER TO THE SHAREHOLDERS Argo is on course. It’s great to acknowledge that the con- tinuous improvements we are making to become a high-performing company are paying off. As always, the proof is in the details. Gross written premiums were up 7.6% to $2.16 billion from $2.01 billion in 2015. Our after-tax adjusted operating income(1) rose from $108 million last year to $121 million in 2016. Our net income was almost $147 mil- lion, compared to last year’s $163 million. Our combined ratio was 96.2%, compared to 95.0% in 2015, with major catastrophe losses near the end of the year causing much of that variance. In fact, while our overall loss ratio moved from 55.8% to 57.4%, when we exclude catastrophe losses and positive prior-year loss development, the loss ratio for 2016 improved a full percentage point to 55.4% (1), which is in the top quartile of underwriting perfor- mance for our industry. Our book value per share grew 10% for the year to $59.73 at year-end, the 10th consecutive year of improvement. Finally, our adjusted oper- ating earnings(1) of $3.92 per share grew 14% from 2015. We achieved these results notwithstanding catastrophe losses that were two and a half times higher this year due to Canadian wildfires, the largest hailstorm in Texas history, Hurricane Matthew and a series of smaller events around the world. I’m happy to note that investment income – even in a challenging environment – was $115.1 million, compared to $88.6 mil- lion last year, an increase of almost 30%, with our alternative investment portfolio contributing solidly to that result. We ended the year with cash and investments totaling $4.4 billion. I begin with our results in the United States. As you may know, we have spent considerable time and resources building and rebuilding various parts of our U.S. portfolio. A remarkable turnaround in our Commercial Specialty segment was one of the year’s highlights. Led by Kevin J. Rehn- berg, our U.S. operations posted a record underwriting income(1) of just under $112 million in 2016, more than at any oth- er time since I invested in the company. My thanks go to everyone in the United States for doing a fantastic job. EXCESS & SURPLUS LINES The continuing focus in our Excess & Surplus Lines (E&S) business this year was execution. Our success in earning $49 million of underwriting income was due in part to new technologies that help us better analyze and select risk, allowing us to increase the value of the business we process. Thanks to close collaboration between our technology and engineering teams, we were able to introduce a number of improvements to our underwriting. We reduced cycle times substantially through automation, exponentially increasing the number of submissions we respond to, while freeing our underwriters to reach out to new clients. This led to what otherwise would have been a decline in premiums, given prevailing market conditions. Our core casualty business grew over 10%, which contributed to our overall E&S growth of 4.1%. Needless to say, we let a fair amount of underperforming business go. Gross written premiums in E&S were $585.8 million. Catastrophe losses rose to $11.6 million from $5.5 million the year before, accounting for 2.4 points on a combined ratio of 89.9%. COMMERCIAL SPECIALTY In 2016, we saw improvement in most businesses within our Commercial Specialty segment. Growth came mainly from program, surety and professional lines businesses that leveraged our digital tools, focused on real-time market re- search and aggressively pursued potential markets. Trident Public Risk Solutions found innovative ways to grow our public-entity business across the United States. Argo Surety logged its ninth consecutive year of growth. ARIS gained momentum as the industry’s only insurer to underwrite true title insurance for fine art and other important collectibles. Across the segment, enhanced collabo- ration generated innovative responses to emerging market opportunities, and the figures reflect our success. In 2016, gross written premiums were $691.9 million for this segment, up $109.2 million or 18.7% over the same period last year. Underwrit- ing income was $62.5 million, compared to $30.1 million in 2015. The combined ratio of 82.8% compares to 91.3% in the previous year. INTERNATIONAL While our U.S. results drove our overall growth in 2016, our international busi- nesses are holding steady, notwithstand- ing market headwinds and above-average catastrophe losses. Organized now under Jose A. Hernandez – our new head of in- ternational business – Argo’s London, Ber- muda, Latin America and emerging-mar- ket businesses are now collaborating to drive business worldwide. Our long-term investment in Brazil is working well for us, with the digital platforms and products we prototyped there now making money and being replicated elsewhere. Having said that, competition remains fierce at Lloyd’s, where we compete in the tough- est market of the last two decades. Even so, our advantage lies both in our data and in our relationships, deepened over time by collaboration, solid underwrit- ing and outstanding service. In London, we are now recognized by key brokers as a leading underwriting firm, and the announcement of our acquisition of Ariel Re has earned widespread interest. For 2016, our International Specialty business earned gross written premiums of $261.3 million, and our Syndicate 1200 generated gross written premiums of $625.5 million for a total of $886.8 million, with an over- all combined ratio of 95.4%. A WORLD OF NEW POSSIBILITIES Our industry rides on the tide of com- merce. As geopolitical decisions influence the shape and scope of global business, the nature of risk itself changes dramati- cally. Our duty is to know where condi- tions are in flux, and to assess if we can help businesses mitigate their risks with sensibly priced coverage. In the past year, we witnessed a hand- ful of sweeping political changes. The (1) Please see reconciliations of non-GAAP measures to their most directly comparable US GAAP beginning on page 21. announcement of Britain’s vote to exit the European Union in June had deep implica- tions. No matter how hard or soft Brexit implementation proves to be, important questions of jurisdiction and authority will see shifts in power that change trade alliances, rates and routes. That said, with insurance entities licensed in both the United Kingdom and continental Europe, we do not expect significant disruptions in our own insurance activity. We believe that regulatory changes affecting our business will be introduced over years, not months. As changes become better known, we will take any steps needed to accommodate a restructured international configuration. The change of administration in the United States has also opened speculation on where business is headed, what opportuni- ties will emerge, and whether prosperity is better served by competition or protection. The broad issue in both Europe and America is the struggle between global interest, re- gional interest and national interest, which lately have been characterized as divergent, incompatible ideologies. In my view, they may be “Our late-year acquisition of Ariel Re gives us a second Lloyd’s syndicate while positioning Argo as a market leader with immediate opportunities to expand into new geographies.” — Mark E. Watson III, Chief Executive Officer 2 3 ANNUAL REVIEW 2016ANNUAL REVIEW 2016conflicting but they are not irreconcil- able. Where prosperity is concerned, access to capital and sharing of risk are of intrinsic value to the national good. Most nations do not on their own have enough capital to drive and protect all the growth required or possible. That’s why insurance was invented. That’s why Lloyd’s was founded. That’s why Bermuda became a center of reinsurance. If tariffs, taxes and selective prohibitions become the tools of national interest they once were, access to insurance could be unduly limited as it once was. Without insurance, communi- ties, businesses and projects will grind to a halt. Even if promised infrastructure improvements are backed by public funding, their engagements will carry risks that will have to be hedged with ad- equate insurance. However the debate on governance style is resolved, our industry must be allowed to carry on its role as a prudent risk-taker that allows the wheels of commerce to turn smoothly. We are the grease that makes that happen. The platforms we’ve built for Argo in the United States, Bermuda, London, Europe, Asia and Latin America allow us to take advantage of opportunities as they arise. But insurance has rightly become a global community of underwriters who share risk and protect those who need it. We must be allowed to continue. A related issue is capital. The low-rate investment climate continues to perplex. Investors are scratching their heads, uncertain of where they should put their money to work. Having watched the U.S. 10-year bond annual yield slip steadily from over 15% in 1982 to below 2% in 2016, and now sensing a fully subscribed equity market, many corporations are placing capital in areas of business in which they are not already exposed. We have seen this trend in our own industry, where new technology has driven the convergence of insurance companies and capital markets. Innovative disruption of the value chain from policyholder to ultimate risk-taker could shake things up, but I contend that 4 this convergence will ultimately prove to be to the benefit of the policyholder and those who possess superior technol- ogy and the know-how to use it. As we continue to make our own business more simple and intimate through technology, I am confident that our own deep-domain expertise will allow us to thrive as a spe- cialty insurer in an industry where new entrants cannot easily compete without such expertise. Watson addresses Argo senior leadership at the Strategic Planning Meeting 2016 in Vancouver. GETTING THERE TOGETHER At Argo, our companywide focus this year was on learning how to engage the full talents and creativity of our team, and we were not disappointed. Together, we found ways to collaborate and produce impressive results. The most visible evidence of our strategy was our late-year acquisition announcement of Ariel Re, which gives us a second Lloyd’s syndicate while positioning Argo as a market leader with immediate opportunities to expand into new geographies. We have worked hard to become data-driven. Ariel Re has inspired us to be even more so. As one entity, we will be able to exploit our com- bined ability to take on innovative risks, find new modes of insurance and reinsur- ance, and compete well in an increasingly competitive market. Our team continued to improve through an expanding program of training and professional development. Talented people continued to join us from other high-performing companies – notably, experts such as our head of international See Mark’s recap of the year at argolimited.com/message-2016 2016 AT A GLANCE Jose A. Hernandez, our chief financial of- ficer for the U.S. Oscar Guerrero, and our chief actuary Robert Katzman from AIG; and our head of digital Andy Breen from American Express. Together, our team found new ways to execute nimbly while innovating in every corner of the compa- ny. Encouraged by our program to seek out brilliant new ideas, Argo staff helped us change the way we communicate with clients, design and launch new apps, build risk-analysis tools, launch ingenious quote-and-bind solutions, accelerate claims resolution, and even reach whole new markets through com- plementary sponsorship programs. Through collaboration, innovation is changing us from within. Finally, commitment to the commu- nities in which we live and work has always been a priority at Argo. In 2016, we proved that commitment in important, practical ways. In London, we raised funds for a local hospital. In São Paulo, we donated food to the homeless and helped cancer patients. In cities across the United States, we supplied underprivileged kids with necessities, helped women build skills of self-promotion and sent school supplies to foster kids. We helped raise funds to support those with Down syndrome, and ran a United Way campaign in San Antonio sending funds to local frontline charities. In Bermuda, we reached an impressive milestone as Argo’s overall charitable giving topped $1.25 million. To sum up, our company continues to improve and grow, with overall underwrit- ing revenues ahead of plan and a strong Argo brand built through the discipline, generosity and innovative spirit of our exceptional team. We have become efficient, creative and resourceful, and we are achieving the success we planned for five years ago. Our vision to be a leading specialty underwriter is clearer now than ever before. Mark E. Watson III Chief Executive Officer GROSS WRITTEN PREMIUMS 2016 2015 2014 $2.16 BILLION $2.01 BILLION $1.91 BILLION TOTAL ASSETS COMBINED RATIO BOOK VALUE PER SHARE 2014 2015 2016 2014 2015 2016 2014 2015 2016 $6.35 $6.63 $7.21 BILLION BILLION BILLION 96.0% 95.0% 96.2% $52.93 $54.31 $59.73 OUR A.M. BEST RATING | ‘A’ (EXCELLENT) For the Years Ended December 31 (in millions, except number of shares and per share amounts) Gross written premiums Net written premiums Net earned premiums Net investment income and realized gains Total revenue Net income Net income per share Basic Diluted Combined ratio Total assets Shareholders’ equity Weighted average number of shares outstanding Basic Diluted Book value per share 2014 2015 2016 $ 1,905.4 $ 2,012.1 $ 2,164.8 1,367.9 1,338.1 180.6 1,539.4 1,402.1 1,371.9 112.7 1,506.8 1,440.2 1,410.8 141.2 1,576.5 $ 183.2 $ 163.2 $ 146.7 $ 5.80 $ 5.70 96.0% $ 6,351.6 $ 1,646.7 31.6 32.1 $ 5.31 $ 5.20 95.0% $ 6,625.6 $ 1,668.1 30.8 31.4 $ 4.86 $ 4.75 96.2% $ 7,205.0 $ 1,792.7 30.2 30.8 $ 52.93 $ 54.31 $ 59.73 GROSS WRITTEN PREMIUMS BY BUSINESS SEGMENT EXCESS & SURPLUS 29% 27% COMMERCIAL SPECIALTY INTERNATIONAL SPECIALTY 12% 32% SYNDICATE 1200 NOTICE The financial highlights herein are a summarized version of Argo Group’s audited consolidated financial statements and do not contain sufficient information to allow as full an understand- ing of the financial position, results of operations, changes in financial position or cash flows of Argo Group as would be provided by the complete financial statements of Argo Group. A registered shareholder of Argo Group receiving these summarized financial statements may notify Argo Group in writing that they elect to receive the complete financial statements for the period for which the summarized financial statements are prepared, or for subsequent periods, or both. 5 ANNUAL REVIEW 2016ANNUAL REVIEW 2016BUSINESS SEGMENTS EXCESS & SURPLUS LINES Our Excess & Surplus Lines segment insures risks typically not underwritten by the standard market. Colony Specialty underwrites property and casualty risks. Our commitment to technology has paid off. We make decisions faster now. We knew going into 2016 that it was time to prove our commitment to technology. Focusing first on casualty and contract binding, our Excess & Surplus Lines teams took great effort to make our submissions process smarter, faster and easier for producers to use. Then we went further. Our underwriting, engineering and data-science teams found ways to accelerate many repetitive functions while giving underwriters the time and the real-world data they need to accurate- ly assess the complex risks that make specialty insurance unique. We reduced cycle times substantially through automation, exponentially increasing the number of submissions we can respond to and freeing us to give key clients our full attention. The response was immediate. As we tightened our processes, our rate of securing business rose, as did the volume of new submis- sions we received from our producers. Our deepened actuarial, operational and underwriting expertise is an enduring competitive advantage in a time when even standard-market carriers are eyeing the specialty market with some envy. As always, collaboration has been key. Teams across the United States and around the world now interact every day. New tools for sharing best practices and innovations among units and segments have changed the way we do business, and the way we think about it. 6 EXCESS & SURPLUS LINES Gross written premiums Earned premiums Losses and loss adjustment expenses Underwriting, acquisition and insurance expenses Underwriting income Net investment income Interest expense For the Years Ended December 31 (dollar amounts in millions) 2014 2015 2016 $ 530.4 $ 562.5 $ 585.8 $ 444.6 $ 471.2 $ 485.3 233.8 144.6 66.2 43.2 (6.0) 267.8 148.6 54.8 32.3 (5.7) 286.4 149.9 49.0 45.2 (5.8) Income before income taxes $ 103.4 $ 81.4 $ 88.4 Loss ratio Expense ratio Combined ratio 52.6% 32.5% 85.1% 56.8% 31.6% 88.4% 59.0% 30.9% 89.9% Loss reserves at December 31 $ 1,075.2 $ 1,094.3 $ 1,112.8 GROSS WRITTEN PREMIUMS (dollar amounts in millions) $585.8 $562.5 $530.4 ’14 ’15 ’16 4.1% INCREASE IN 2016 COMMERCIAL SPECIALTY Commercial Specialty serves niche industries and businesses through seven risk-bearing divisions: Argo Insurance, Argo Surety, Argo Pro, ARIS, Commercial Programs, Rockwood and Trident Public Risk Solutions. In addition, our Alteris division operates non–risk-bearing agency and brokerage businesses. We made it easier for retail agents to do business with Argo. They liked it. Last year we retooled our Commercial Specialty segment to drive collaboration between a variety of businesses with different markets and diverse products, yet all with similar distribution models and growth potential. We improved our processes. We brought more great people onto our teams. We exited lines that were distracting us, and aggressively sought new markets. All units in this segment have direct relationships with retail agents. Their common goal last year was to make it eas- ier for those agents to work with Argo. They succeeded. In 2016, we saw gains across the segment. Our public-entity business, Trident Public Risk Solutions, logged great success this year, growing gross written premium and earning its highest operating income in 10 years. Our Surety operation continued to bolster its mining and engineering teams, differentiating Argo from the competition and attracting new business because of it. Our Argo Pro professional lines grew well, in part by attracting additional, well-re- spected staff with great reputations in the industry. Within Commercial Programs, we bolstered our Alteris Property Program with good effect on gross written premium. Our Risk Bearing Program too had great success by securing an opportunity that will bind more premium in its first year than any before. With these gains and a deepened spirit of collaboration, Commercial Specialty now generates more written premium than any other segment. All eyes now are on new markets and opportunities. COMMERCIAL SPECIALTY Gross written premiums Earned premiums Losses and loss adjustment expenses Underwriting, acquisition and insurance expenses Underwriting income Net investment income Interest expense Fee and other income Fee and other expense Impairment of intangible assets Income before income taxes Loss ratio Expense ratio Combined ratio For the Years Ended December 31 (dollar amounts in millions) 2014 2015 2016 $ 517.0 $ 582.7 $ 691.9 $ 332.5 $ 344.2 $ 364.2 203.3 120.5 8.7 25.6 (3.6) 17.6 (20.1) (3.4) 203.3 110.8 30.1 19.9 (3.5) 18.2 (21.7) — 181.1 120.6 62.5 26.7 (3.4) 19.1 (18.9) — $ 24.8 $ 43.0 $ 86.0 61.2% 36.2% 97.4% 59.1% 32.2% 91.3% 49.7% 33.1% 82.8% Loss reserves at December 31 $ 742.4 $ 794.3 $ 915.6 GROSS WRITTEN PREMIUMS (dollar amounts in millions) $691.9 $582.7 $517.0 ’14 ’15 ’16 18.7% INCREASE IN 2016 7 ANNUAL REVIEW 2016ANNUAL REVIEW 2016BUSINESS SEGMENTS INTERNATIONAL SPECIALTY International Specialty underwrites property catastrophe reinsurance and other risks worldwide from offices in Bermuda, Dubai and Malta. Argo Seguros underwrites cargo and marine, property and engineering, and financial lines in Brazil and other Latin American markets. With our solid reputation and strong brand, we can drive business around the world. To be relevant globally, we must be relevant locally wherever we do business. Our thrust within our international segment is to enter new markets with strong cultural knowledge and close relationships. Last year, our international platforms covered risks situated in a diverse array of environments, from mega-cities to rural villages, from miles below sea level to miles above it. Our underwriters in ArgoGlobal turned to our Lloyd’s syndicate to cover some of the world’s most complex risks against nature’s perils, while our operations in Malta, Dubai, Singapore and Brazil offered specialized cover to their regional exposures. In Bermuda, we proved that despite the degree of competition in both the insurance and reinsurance markets, international customers still value financial stability and depth of relation- ship. We worked hard to maintain both. Our combination of innovation and experience has been rewarded, with customers responding well to the bespoke products we created for them through such incubators as our structured risk department. Notably, our investment in innovation in Brazil began to realize its potential this year. Many of our forward-looking brokers there are now building their businesses quickly and efficiently through our online Protector platform, enabling them to grow. 8 INTERNATIONAL SPECIALTY Gross written premiums Earned premiums Losses and loss adjustment expenses Underwriting, acquisition and insurance expenses Underwriting income Net investment income Interest expense For the Years Ended December 31 (dollar amounts in millions) 2014 2015 2016 $ 279.4 $ 266.3 $ 261.3 $ 144.8 $ 146.4 $ 154.5 76.4 52.8 15.6 11.3 (3.1) 74.5 51.3 20.6 11.4 (3.0) 83.3 47.0 24.2 16.8 (2.8) Income before income taxes $ 23.8 $ 29.0 $ 38.2 Loss ratio Expense ratio Combined ratio 52.8% 50.9% 54.0% 36.4% 35.0% 30.4% 89.2% 85.9% 84.4% Loss reserves at December 31 $ 299.2 $ 313.1 $ 374.0 GROSS WRITTEN PREMIUMS (dollar amounts in millions) $279.4 $266.3 $261.3 ’14 ’15 ’16 1.9% DECREASE FROM 2015 SYNDICATE 1200 Syndicate 1200 underwrites worldwide property, specialty and non-U.S. liability insurance within the Lloyd’s of London global franchise. It operates through four divisions: property, liability, marine and energy, and specialty. Syndicate 1200 continues to navigate through fierce competition. In just its eighth year as a member of Argo Group, Syndicate 1200 last year solidified its position as a core contributor to Argo results. Operating in one of the insurance industry’s most competitive markets, Syndicate 1200’s divisions wrote more premium in 2016 than they had before. The growth of the business has been driven by the new classes and geographies in which the Syndicate has invested. Coupled with the development of leadership skills in wordings and claims, this added breadth makes a real difference to our supporting brokers and clients. In line with Argo’s overall commitment to continuous improvement, Syndicate 1200 sought to strengthen and broaden its already strong relationships with London brokers and to support the Lloyd’s platform in London and around the world. We exited the aerospace business due to the ongoing competitive environment, and we worked to expand profitable lines of business while establishing new products in areas where we believe the group’s strengths will serve us well. The Syndicate continued to develop long-term relationships with Trade Capital Partners as part of the strategy of working collaboratively with overseas partners to generate new opportunities in other geographies. Syndicate 1200 teams partnered with colleagues in other Argo business segments to meet customer needs with new products, leveraging the benefits of operating within a multi- platform group. They also continued development of a data warehouse that will allow us to meet the reporting requirements of the European Union’s Solvency II Directive. SYNDICATE 1200 Gross written premiums Earned premiums Losses and loss adjustment expenses Underwriting, acquisition and insurance expenses Underwriting income Net investment income Interest expense Fee and other income Fee and other expense Income before income taxes Loss ratio Expense ratio Combined ratio Loss reserves at December 31 GROSS WRITTEN PREMIUMS (dollar amounts in millions) $625.5 $600.1 $577.0 ’14 ’15 ’16 For the Years Ended December 31 (dollar amounts in millions) 2014 2015 2016 $ 577.0 $ 600.1 $ 625.5 $ 414.6 $ 409.7 $ 406.4 209.5 167.3 37.8 10.9 (3.2) 3.1 (3.4) 211.9 169.1 28.7 8.9 (2.6) 3.2 (2.8) 240.7 164.1 1.6 11.9 (2.5) 3.1 (0.7) $ 45.2 $ 35.4 $ 13.4 50.5% 40.4% 90.9% 51.7% 41.3% 93.0% 59.2% 40.4% 99.6% $ 607.1 $ 615.6 $ 657.5 4.2% INCREASE IN 2016 9 ANNUAL REVIEW 2016ANNUAL REVIEW 2016 PROFILES IN COLLABORATION Rebuilding on a Foundation of Shared Expertise When Hurricane Sandy slammed into New York City in 2012, it left behind $32 billion in destruction, including major flooding and extensive damage to a 1,400- unit housing complex on the Rockaway Peninsula in Queens. In 2016 a nearly $200 million renovation project was approved for this waterfront complex. And soon afterward, Cynthia O’Brien, Wholesale Division president at New York’s Program Brokerage Corp., got the call from a retail broker request- ing quotes for a policy to cover the renovation. “We were under a time crunch to deliver the quote. Most insurance companies ran away. But the culture at Argo is one of service and responsiveness. Our relation- ship goes beyond business. We know our underwriters on a personal level. We trust them. And working with them, we were able to turn around a quote within days.” “We know our Argo underwriters on a personal level. We trust them.” — Cynthia O’Brien Why were many carriers hesitant to quote the project? Its sheer scale, as well as the complexities of New York labor law. NEW YORK CITY “There’s one word for it,” says Jordan S. Marks, the Argo underwriter who worked with O’Brien. “Massive. Any construction site in New York presents a large amount of risk, in part because of the state’s unique labor laws. But our specialized unit recognizes and underwrites the complex- ities of New York construction. Everyone on my team is extremely passionate about it. We understand it.” “There is a true partnership between us and Argo,” says O’Brien. “We understand each other’s needs. We work toward the same goals.” Watch the video at argolimited.com/nyc-2016 10 A Constructive Relationship Top from left, Jordan S. Marks and Cynthia O’Brien. Bottom, New York labor laws require deep expertise. Keeping a Business in Business to Feed the World Winter blizzards sweep across miles of flat agricultural land. Tornadoes roar through in spring. Hail and lightning strike without warning. Weather dominates southwest Kansas, where Cattle Empire raises nearly 250,000 beef cattle in one of the largest cattle feeding operations in the United States. Argo, in partnership with brokerage Cline Wood, a Marsh & McLennan Agency LLC company, manages an insurance program for Cattle Empire that covers its property and cattle. “Cattle Empire is an extraordinary operation,” says Bart Schaffer, senior vice president for commercial programs. “It has a large amount of insured values, a wide expanse of operations and unique coverage needs. You’d be shocked to hear how much a commercial scale costs if you need to replace it!” “Our livelihoods depend on the health and wellbeing of these animals. It’s in our best interest to minimize risk.” — Lucas Christensen Cline Wood producer Matt Koster works closely with Schaffer and understands the risks equally well. “Last week it was 60 de- grees and sunny in Satanta, Kansas,” says Koster, “and 24 hours later there’s five inches of snow and ice on the ground.” And Lucas Christensen, Cattle Empire’s chief financial officer, appreciates working with people who share a passion for and understanding of his business and its environment. “I grew up in Montana,” he says, “and I’ve lived on a cattle ranch my entire life.” He’s equally appreciative of the insurance that lets his business trans- fer risk and operate without interruption. After all, he says, “what we’re doing is feeding the world.” Watch the video at argolimited.com/cattle-2016 SATANTA, KANSAS Heartland Values Top, Cattle Empire specializes in beef cattle. Below, Bart Schaffer, Lucas Christensen and Matt Koster. 11 ANNUAL REVIEW 2016ANNUAL REVIEW 2016PROFILES IN COLLABORATION At Lloyd’s, Business is Up Close and Personal Founded in 1688, Lloyd’s of London is the world’s foremost insurance marketplace. And at Lloyd’s, business is done in person. Each of the nearly 100 syndicates that underwrite risk has one or more boxes in the bustling Underwriting Room in which underwriters and brokers meet to transact business. “The face-to-face approach at Lloyd’s is critical,” says James McPartland, a pro- fessional indemnity underwriter at Argo Global, which operates as Syndicate 1200. “It provides the opportunity for both sides of the party to discuss risks and common objectives. Emails are great for sending mass amounts of information, but you can’t beat the split-second decision-mak- ing that happens in the box. It’s an old way of doing business, but it works, and that’s the reason it still exists.” “It’s an old way of doing business, but it works, and that’s the reason it still exists.” — James McPartland Among the brokers McPartland discuss- es business with every day is Anthony Green, director at B&W Brokers. “Lloyd’s is formed on a bedrock of rela- tionships,” says Green. “Brokers interact daily with underwriters. We get answers directly from decision-makers, and that’s the key.” As McPartland says, “we think of insur- ance as a collaboration between our syn- dicate, the broker and the insured.” This belief in collaboration, combined with deep experience and industry knowledge, has underpinned Lloyd’s for centuries. And, not surprisingly, these are some of the core values that have long grounded Argo itself. Watch the video at argolimited.com/lloyds-2016 12 LONDON The Personal Touch Top, from left, James McPartland and Anthony Green in an Argo underwriting box. Bottom, the distinctive Underwriting Room at Lloyd’s of London. INSIDE ARGO A Year of Innovation and Achievement In 2016 we won awards, launched exciting new products, announced a new racing sponsorship and grew our team around the world. Innovators We made Advisen’s list of top 10 companies for product innovation. Trustworthy Forbes in August named us one of America’s 50 most trustworthy financial companies. Insurance for drones We launched Insure4Drones in March, an online portal to buy drone insurance in the United Kingdom. Cyber smart We started a cyber division in September led by cyber expert Russell Heaton as underwriter. Most transformational CEO Mark E. Watson III won the E&Y Entrepreneur of the Year Award for Central Texas, Transformational CEO category. Racing toward the future We’re sponsoring team Faraday Future Dragon Racing in the Formula E racing circuit for electric cars. 11 Countries in which our employees work (Belgium, Bermuda, Brazil, France, Italy, Malta, Singapore, Switzerland, United Arab Emirates, United Kingdom and the United States) 3.0 Seconds from 0 to 60 mph for the Faraday Future Dragon Racing Formula E car we’re sponsoring in 2017 A (Excellent) Our A.M. Best rating. 19 Languages spoken by our employees (English, Spanish, Dutch, French, German, Portuguese, Maltese, Tamil, Malay, Standard Mandarin, Romansh, Arabic, Persian, Hindi, Urdu, Bengali, Tagalog, Chinese and Malayalam) 277 People hired in 2016 – including 109 employees in underwriting and 43 in claims 13 ANNUAL REVIEW 2016ANNUAL REVIEW 2016INSIDE ARGO A Startup Approach Empowers the Argo Digital Team Around the world, our employees work together and innovate to drive the suc- cess of the company. A perfect example of this can be found at Argo Digital, the group that’s using technology to develop new ways of assessing and transferring risk in the 21st century. Argo Digital works in squads of three to seven employees, each squad moving nimbly from one challenge to the next, testing hypotheses grounded in observa- tions of the real world. “When we studied the companies that innovate at scale, like Facebook, Google and Amazon, we saw the impact of very small teams operating inside them,” explains Andy Breen, Argo senior vice president of digital. “They’re basically a collection of small startups that are allowed a lot of autonomy. As new opportunities arise, adding new squads is a quick and cost-efficient way to try new ways of solving problems.” “The conventional wisdom is that small and agile beats big and traditional. We think big and agile wins the day.” — Andy Breen “We’re product owners, designers, engi- neers and data scientists,” says Breen. “Some of us are small business owners ourselves. We’re all curious and question- ing the conventions of how the insurance industry transacts business. We talk to customers, and we know what problems they have. With big problems come big opportunities. We’re out to solve them with new approaches.” Empowered by independence and trust, Argo Digital is developing new products and processes and demonstrating how Argo supports the ideas and ambitions of its passionate and driven team members. Watch the video at argolimited.com/digital-2016 14 Common Purpose Passion for excellence is the foundation for building a strong and profitable company. Argo seeks the industry’s best talent. INSIDE ARGO We Give Back to the Places in Which We Live and Work Commitment to the communities in which we live and work has always been a priority at Argo. In 2016, we proved this commitment in notable ways. In London, the ArgoGlobal Charity Gala Dinner raised £20,000 for the Great Ormond Street Hospital Children’s Charity, which is devoted to treatments and cures for childhood illnesses. In São Paulo, we donated 600 pounds of food to the homeless, supported a local hospital and backed an organization that helps cancer patients. In San Antonio, we participated in the annual Artpace “Chalk It Up” event to help raise awareness for art education. We distributed food to families in need during the Thanksgiving holiday. And we ran a United Way campaign that provided financial support to local charities. “Everybody wants a chance to have a better life. With our resources and our team, we can help make that happen.” — Mark E. Watson III We hosted youth sailors in Toulon, France, inviting them to tour the Artemis Racing AC45F sailboat. Argo sponsors Artemis Racing and supports the Andrew Simpson Sailing Foundation, which engages chil- dren around the world through sailing. Through the Argo Foundation, we reached an impressive milestone in 2016 as the company’s overall charitable giving topped $1.25 million. Established in 2009, the Argo Foundation invests in programs and services that enrich the lives of Bermuda’s youth, preparing them for a productive and rewarding future. Across the United States, we raised funds for a playhouse, helped supply under- privileged kids with necessities, helped women build skills of self-promotion and provided hundreds of meals through local food drives. Giving Back Top, distributing Thanksgiving food to families in need in San Antonio. Center, raising awareness for art education in San Antonio. Bottom, fund- raising to help children in poverty on Red Nose Day in Richmond, Virginia. 15 ANNUAL REVIEW 2016ANNUAL REVIEW 2016Report of Independent Registered Public Accounting Firm on Condensed Consolidated Financial Statements The Board of Directors and Shareholders of Argo Group International Holdings, Ltd. We have audited, in accordance with the standards of the Public Company Accounting Oversight Board (United States), the consolidated balance sheets of Argo Group International Holdings, Ltd. (the Company) at December 31, 2016 and 2015 and the related consolidated statements of income, comprehensive income, shareholders’ equity, and cash flows for each of the three years in the period ended December 31, 2016 (not presented separately herein) and in our report dated February 24, 2017, we expressed an unqualified opinion on those consolidated financial statements. In our opinion, the information set forth in the accompanying condensed consolidated financial statements as of December 31, 2016 and 2015 and for each of the three years in the period ended December 31, 2016 (presented on pages 17 through 20) is fairly stated, in all material respects, in relation to the consolidated financial statements from which it has been derived. We also have audited, in accordance with the standards of the Public Company Accounting Oversight Board (United States), the effectiveness of the Company’s internal control over financial reporting as of December 31, 2016, based on criteria established in Internal Control—Integrated Framework issued by the Committee of Sponsoring Organizations of the Treadway Commission (2013 framework) and our report dated February 24, 2017 (not presented separately herein) expressed an unqualified opinion thereon. ARGO GROUP International Holdings, Ltd. Condensed Consolidated Balance Sheets (in millions, except number of shares and per share amounts) ASSETS Investments: Fixed maturities, at fair value: Available-for-sale (cost: 2016 - $2,938.8; 2015 - $2,971.0) $ 2,932.4 $ 2,927.3 As of December 31 2016 2015 Equity securities, at fair value (cost: 2016 - $335.2; 2015 - $349.7) Other investments (cost: 2016 - $531.6; 2015 - $506.9) Short-term investments, at fair value (cost: 2016 - $405.5; 2015 - $211.2) Total investments Cash San Antonio, TX February 24, 2017 Premiums receivable and reinsurance recoverable Goodwill and other intangibles, net of accumulated amortization Current income taxes receivable, net Ceded unearned premiums Other assets Total Assets LIABILITIES AND SHAREHOLDERS’ EQUITY Reserves for losses and loss adjustment expenses Unearned premiums Ceded reinsurance payable, net Senior unsecured fixed rate notes Other indebtedness Junior subordinated debentures Current income taxespayable, net Deferred tax liabilities, net Accrued underwriting expenses and other liabilities Total liabilities Shareholder’s equity Common shares - $1.00 par, 40,042,330 and 37,104,294 shares issued at December 31, 2016 and 2015, respectively Additional paid-in capital Treasury shares (10,028,755 and 9,181,644 shares at December 31, 2016 and 2015, respectively) Retained earnings Accumulated other comprehensive income, net of taxes Total shareholders’ equity Total liabilities and shareholders’ equity Please see accompanying “Summary of Significant Accounting Policies” on page 20. 16 447.4 539.0 405.5 4,324.3 86.0 1,849.4 219.9 — 302.8 422.6 463.9 513.7 210.8 4,115.7 121.7 1,525.6 225.5 11.6 250.8 374.7 $ 7,205.0 $ 6,625.6 $ 3,350.8 $ 3,123.6 970.0 466.6 139.5 55.4 172.7 8.1 24.1 225.1 5,412.3 40.0 1,123.3 (378.2) 959.9 47.7 1,792.7 886.7 312.4 139.3 55.2 172.7 — 23.6 244.0 4,957.5 37.1 964.9 (331.1) 985.7 11.5 1,668.1 $ 7,205.0 $ 6,625.6 17 ANNUAL REVIEW 2016ANNUAL REVIEW 2016 ARGO GROUP International Holdings, Ltd. ARGO GROUP International Holdings, Ltd. Condensed Consolidated Statements of Income and Comprehensive Income (in millions, except number of shares and per share amounts) Premiums and other revenue: Earned premiums Net investment income Net realized investment and other gains Fee and other income Total Revenue Expenses: Losses and loss adjustment expenses Underwriting, acquisition and insurance expenses Interest expense and other Fee and other expense Foreign currency gain Impairment of intangible assets Total Expenses Income before income taxes Provision for income taxes Net income Other comprehensive income (loss), net of tax: Foreign currency translation adjustments As of December 31 2016 2015 2014 $ 1,410.8 $ 1,371.9 $ 1,338.1 115.1 26.1 24.5 88.6 24.1 22.2 106.1 74.5 20.7 1,576.5 1,506.8 1,539.4 810.1 547.0 19.6 22.4 (4.5) — 1,394.6 181.9 35.2 766.1 536.7 19.0 25.8 (18.3) — 1,329.3 177.5 14.3 747.4 537.0 19.9 23.5 (7.8) 3.4 1,323.4 216.0 32.8 $ 146.7 $ 163.2 $ 183.2 $ 4.0 $ (6.0) $ (4.1) Defined benefit pension plans net (loss) gain arising during the period (0.2) 0.1 (2.4) Unrealized gains on securities: Gains (losses) arising during the period Reclassification adjustment for gains included in net income Other comprehensive income (loss), net of tax Comprehensive income Net income per common share: Basic Diluted 42.4 (10.0) 36.2 (89.8) (0.9) (96.6) (12.5) (20.7) (39.7) $ 182.9 $ 66.6 $ 143.5 $ 4.86 $ 4.75 $ 5.31 $ 5.80 $ 5.20 $ 5.70 Cash dividend declared per common share: $ 0.86 $ 0.73 $ 0.57 Condensed Consolidated Statements of Cash Flows (in millions, except number of shares and per share amounts) Years Ended December 31 2016 2015 2014 Cash flows from operating activities: Net income Adjustments to reconcile net income to net cash provided by operating activities: $ 146.7 $ 163.2 $ 183.2 Amortization and depreciation Share-based payments expense Excess tax expense from share-based payments arrangements Deferred federal income tax (benefit) provision, net Net realized investment and other gains Undistributed earnings from alternative investment portfolio (Gain) Loss on disposal of fixed assets, net Amortization of dept issuance costs Impairment of intangible assets Change in: Receivables Reserves for losses and loss adjustment expenses Unearned premiums Ceded reinsurance payable and funds held Other assets and liabilities, net Cash provided by operating activities Cash flows from investing activities: Sales, maturities and mandatory calls of investments Purchases of investments Change in short-term investments, foreign regulatory deposits and voluntary pools Settlements of foreign currency exchange forward contracts Other, net Cash used provided by investing activities Cash flows from financing activities: Payment on note payable Redemption of trust preferred securities, net Activity under stock incentive plans Repurchase of company’s common shares Excess tax expense from share-based payment arrangements Payment of cash dividend to common shareholders Cash used by financing activities Effect of exchange rate changes on cash 35.4 19.8 (0.6) (1.1) (26.1) (23.9) (0.1) 0.2 — (318.0) 220.2 80.1 153.6 (104.8) 181.4 38.7 29.1 (0.6) 8.3 (24.1) (3.0) 0.2 0.2 — (182.6) 94.3 76.5 157.2 (74.8) 282.6 37.2 19.6 (0.1) 27.6 (74.5) (19.5) — 0.2 3.4 256.7 (182.0) 39.1 (163.9) 3.5 130.5 2,446.2 (2,380.5) (195.2) (5.4) (10.2) (145.1) 1,811.8 (2,034.1) 49.6 (10.1) (10.8) (193.6) 1,585.0 (1,736.8) 96.5 (1.1) (64.9) (121.3) — — 1.0 (47.1) 0.6 (26.6) (72.1) 0.1 (35.7) 121.7 — — 1.8 (29.7) 0.6 (22.7) (50.0) 1.7 40.7 81.0 (0.1) (18.0) 4.6 (50.8) 0.1 (18.2) (82.4) (3.2) (76.4) 157.4 $ 86.0 $ 121.7 $ 81.0 19 Weighted average common shares: Basic Diluted 18 30,166,440 30,769,089 31,559,422 30,845,710 31,385,460 32,134,218 Please see accompanying “Summary of Significant Accounting Policies” on page 20. Change in cash Cash, beginning of period Cash, end of period Please see accompanying “Summary of Significant Accounting Policies” on page 20. ANNUAL REVIEW 2016ANNUAL REVIEW 2016ARGO GROUP International Holdings, Ltd. ARGO GROUP International Holdings, Ltd. ARGO GROUP International Holdings, Ltd. Summary of Significant Accounting Policies Summary of Significant Accounting Policies Reconciliations of Non-GAAP Financial Measures Reserves for Losses and Loss Adjustment Expenses. Liabilities for unpaid losses and loss adjustment expenses include the accumulation of individual case estimates for claims reported as well as estimates of incurred but not reported claims and estimates of claim settlement expenses. Reinsurance recoverables on unpaid claims and claim expenses represent estimates of the portion of such liabilities that will be recoverable from reinsurers. Amounts recoverable from reinsurers are recognized as assets at the same time and in a manner consistent with the unpaid claims liabilities associated with the reinsurance policy. Income Taxes. Deferred tax assets and liabilities are recognized for the estimated future tax consequences attributable to differences between the financial statement carrying amounts of existing assets and liabilities and their respective tax bases. Deferred tax assets and liabilities are measured using enacted tax rates in effect for the year in which those temporary differences are expected to be recovered or settled. The effect on deferred tax assets and liabilities of a change in tax rates is recognized in net income in the period in which the change is enacted. (Further information on our accounting policies can be found in Argo Group’s 2016 Form 10-K: in the Critical Accounting Policies section of Management’s Discussion and Analysis and also in Note 1 to the Financial Statements). references to share and per share amounts in these condensed consolidated financial statements have been adjusted to reflect the stock dividends for all periods presented. Investments. Investments in fixed maturities at December 31, 2016 and 2015 include bonds and structured securities. Equity securities include common stocks. Other investments consist of private equity funds and limited partnerships. Short-term investments consist of money market funds, funds on deposit with Lloyd’s as security to support the corporate member’s capital, United Kingdom short-term government gilts, U.S. Treasury bills, sovereign debt and interest-bearing cash accounts. Short-term investments, maturing in less than one year, are classified as investments in the consolidated financial statements. Goodwill and Intangible Assets. Goodwill is the result of the purchase prices of our business combinations being in excess of the identified net tangible and intangible assets. Goodwill is recorded as an asset and is not amortized. Intangible assets with a finite life are amortized over the estimated useful life of the asset. Intangible assets with an indefinite useful life are not amortized. Goodwill and intangible assets are tested for impairment on an annual basis or more frequently if events or changes in circumstances indicate that the carrying amount may not be recoverable. If the goodwill or intangible asset is impaired, it is written down to its fair value with a corresponding expense reflected in the Consolidated Statements of Income. Goodwill and intangible assets are allocated to the segment in which the results of operations for the acquired company are reported. Amortization expense incurred in 2016, 2015 and 2014 associated with assets having a finite life was $5.5 million, $7.5 million and $5.6 million, respectively. Earned Premiums. Premium revenue is recognized ratably over the policy period. Premiums that have yet to be earned are reported as “Unearned premiums” in the Condensed Consolidated Balance Sheets. Business. Argo Group International Holdings, Ltd. and subsidiaries (collectively, “we” or “Argo Group”) is an international underwriter of specialty insurance and reinsurance products in the property and casualty market. Basis of Presentation. The condensed consolidated financial statements of Argo Group have been prepared in accordance with accounting principles generally accepted in the United States (“GAAP”). The preparation of financial statements in conformity with GAAP requires manage- ment to make estimates and assumptions that affect the reported amounts of assets and liabilities and disclosure of contingent assets and liabilities at the date of the financial statements and the reported amounts of revenues and expenses during the reporting period. Actual results could differ from those estimates. The information in the Condensed Consoli- dated Balance Sheets, the Condensed Consolidated Statements of Income and the Condensed Consolidated Statements of Cash Flows, shown on pages 17 through 20, is derived from the information in the in the Consolidated Balance Sheets, the Consoli- dated Statements of Income and the Consol- idated Statements of Cash Flow in Argo Group International Holdings, Ltd. 2016 Form 10-K. For complete financial state- ments, including notes, please refer to the Consolidated Financial Statements beginning on Page F-1 of Argo Group International Holdings, Ltd. 2016 Form 10-K. See also Management’s Discussion and Analysis of Financial Condition and Results of Operations and other information in the 2016 Form 10-K. The financial statements include the accounts and operations of Argo Group. All material intercompany accounts and transactions have been eliminated. 10% Stock Dividend. On May 3, 2016, our Board of Directors declared a 10% stock dividend, payable on June 15, 2016, to shareholders of record at the close of business on June 1, 2016. On February 17, 2015, our Board of Directors declared a 10% stock dividend payable on March 16, 2015, to shareholders of record at the close of business on March 2, 2015. For the years ended December 31, 2015 and 2014, all 20 “Adjusted operating income” is an internal performance measure used in the manage- ment of the Company’s operations and represents after-tax (at an assumed effective tax rate of 20%) operational results excluding, as applicable, net realized investment gains or losses, net foreign exchange gain or loss, and other non-recurring items. “Underwriting income” is an internal performance measure used in the management of the Company’s operations and represents net amount earned from underwriting activities (net premiums earned less underwriting expenses and claims incurred). Reconciliation of Adjusted Operating Income to Net Income (in millions, except per share amounts) (unaudited) Years Ended December 31 Reconciliation of Underwriting Income to Net Income (in millions) (unaudited) Years Ended December 31 35.2 (115.1) (26.1) (24.5) 19.6 22.4 (4.5) 14.3 (88.6) (24.1) (22.2) 19.0 25.8 (18.3) 2016 2015 $ 146.7 $ 163.2 2016 2015 14.3 Net income, as reported $ 146.7 $ 163.2 Net income, as reported Provision for income taxes Net income, before taxes Deduct: Net realized investment and other gains Foreign currency exchange gains Adjusted operating income before taxes Provision for income taxes, at assumed rate (a) 35.2 181.9 (26.1) (4.5) 151.3 30.3 177.5 Add (deduct): Income tax provision Net investment income Net realized investment and other gains Fee and other income Interest expense (24.1) (18.3) 135.1 27.0 Adjusted operating income $ 121.0 $ 108.1 Fee and other expense Adjusted operating income per common share $ 3.92 $ 3.44 Foreign currency exchange gains (diluted) Underwriting income $ 53.7 $ 69.1 Weighted average common shares, diluted 30.8 31.4 Components of underwriting income: (a) At assumed tax rate of 20%. United States International Run-off Lines Corporate and Other Underwriting income $ 111.5 $ 84.9 25.8 (25.1) (58.5) 49.3 (14.1) (51.0) $ 53.7 $ 69.1 “Accident year loss ratio excluding catastrophes” is an internal performance measure used in the management of the Company’s operations that represents loss ratios excluding prior year reserve development and current year catastrophe losses. We manage our business by operating segments. The reconciliation of segment income to net income is as follows: Reconciliation of Loss Ratios (unaudited) Years Ended December 31 2016 2015 Reconciliation of Segment Income to Net Income (in millions) (unaudited) Years Ended December 31 2016 2015 2014 Consolidated Loss ratio Prior accident year loss development Catastrophe losses Current accident year ex-catastrophes loss ratio 57.4% 2.4% -4.4% 55.4% 55.8% Segment income (loss) before income taxes 2.4% -1.8% 56.4% Excess and Surplus Lines $ 88.4 $ 81.4 $ 103.4 Commercial Specialty International Specialty Syndicate 1200 Run-off Lines Corporate and Other Realized investment and other gains Foreign currency exchange gains Net income before income taxes Provision for taxes Net income 86.0 38.2 13.4 (15.2) (59.5) 26.1 4.5 181.9 35.2 43.0 29.0 35.4 (7.4) (46.3) 24.1 18.3 177.5 14.3 24.8 23.8 45.2 (20.7) (42.8) 74.5 7.8 216.0 32.8 $ 146.7 $ 163.2 $ 183.2 21 ANNUAL REVIEW 2016ANNUAL REVIEW 2016Executive Leadership Board of Directors Gary V. Woods President, McCombs Enterprises Chairman of the Board (1) (3) (4) (5) (6) John R. Power Jr. President, the Patrician Group Director (2) (3) (5) (6) F. Sedgwick Browne Retired Counsel, Sidley Austin LLP Director (2) (3) (5) (6) Al-Noor Ramji Group Chief Digital Officer, Prudential plc Director H. Berry Cash Retired General Partner, InterWest Partners Director (3) (4) (6) Hector De Leon Chairman, De Leon & Washburn, P.C Director (1) (2) (3) (6) Mural R. Josephson Retired Chief Financial Officer, Kemper Insurance Companies Dee Lehane Retired Managing Partner Global Insurance Industry, Accenture Kathleen A. Nealon Retired Group Head of Legal and Compliance, Standard Chartered Plc Director (2) (6) Director Director (2) (6) Senior Management Argo Group International Holdings, Ltd. Mark E. Watson III Chief Executive Officer (7) Stuart Boyne Jay S. Bullock Senior Vice President and Chief Human Resources Officer Executive Vice President and Chief Financial Officer (7) John H. Tonelli Managing Director and Head of Debt Capital Markets & Syndication, Oppenheimer & Co., Inc. Mark E. Watson III Chief Executive Officer, Argo Group International Holdings, Ltd. Director (4) (5) (6) Director (1) (4) (6) (1) Member of the Executive Committee of the Board of Directors (2) Member of the Audit Committee of the Board of Directors (3) Member of the Human Resources Committee of the Board of Directors (4) Member of the Investment Committee of the Board of Directors (5) Member of the Nominating Committee of the Board of Directors (6) Member of the Risk & Capital Committee Argo Group US Kevin J. Rehnberg Joshua C. Betz Andrew Borst Arthur Davis Rooney Gleason President, U.S. Operations (7) President, Argo Surety President, U.S. Specialty Programs President, Excess and Surplus Lines President, Argo Insurance – U.S. Retail Jose A. Hernandez Head of International Business (7) Frank Mike-Mayer Chief Underwriting Officer Alex Hindson Chief Risk Officer Robert Katzman Senior Vice President and Chief Actuary Kurt Tipton Philip Vedell Ronald Vindivich Mark Wade Nigel Mortimer President, Argo Insurance Bermuda International Specialty Mark H. Rose Axel Schmidt Susan Spivak Bernstein (7) Executive Officer Senior Vice President and Chief Investment Officer Group Chief Underwriting Officer (7) Senior Vice President, Investor Relations Nigel Mortimer Pedro Purm Jr. Matthew Wilken Syndicate 1200 David Harris David Lang Bruno Ritchie President, Rockwood Head of Global Operations President, Trident Public Risk Solutions Chief Claims Officer President, Argo Insurance Bermuda President, Argo Seguros President, Argo Re Managing Director Chief Operating Officer Underwriting Director Shareholder Information Stock Listing Argo Group International Holdings, Ltd. common stock trades on NASDAQ under the symbol AGII. Stock Transfer Agent Questions regarding stock registration, change of address, change of name, or transfer should be directed to: American Stock Transfer & Trust Company, LLC 6201 15th Ave. Brooklyn, NY 11219 www.amstock.com T. 800-937-5449 info@amstock.com Corporate Office Argo Group International Holdings, Ltd. 110 Pitts Bay Road Pembroke HM 08 Bermuda T. 441-296-5858 Internet www.argolimited.com Shareholder Services / Investor Relations Mailing address: Argo Group International Holdings, Ltd. Shareholder Services/Investor Relations PO Box HM 1282 Hamilton HM FX Bermuda T. 441-296-5858 Investor Relations Contact Susan Spivak Bernstein Senior Vice President, Investor Relations T. 212-607-8835 IR@argolimited.com Forward-Looking Statements Disclosure This report contains certain statements that are “forward-looking statements” within the meaning of Section 27A of the Securities Act of 1933 and Section 21E of the Securities Exchange Act of 1934, as amended. Such statements are qualified by the inherent risks and uncertainties surrounding future expectations generally and also may differ materially from actual future experience involving any one or more of such statements. For a more detailed discussion of such risks and uncertainties, see Argo Group’s filings with the SEC. The inclusion of a forward-looking statement herein should not be regarded as a representation by Argo Group that Argo Group’s objectives will be achieved. Argo Group undertakes no obligation to publicly update forward-looking statements, whether as a result of new information, future events or otherwise. 22 23 A copy of the Company’s annual report filed with the Securities and Exchange Commission (Form 10-K) will be furnished without charge to any shareholder upon written request directed to our Senior Vice President, Investor Relations at the Shareholder Services / Investor Relations address shown above. ANNUAL REVIEW 2016ANNUAL REVIEW 2016

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