OPPORTUNITIES
FOR GROWTH
Phoenix Group Holdings
Annual Report and Accounts 2016
PHOENIX GROUP HOLDINGS
Annual Report and Accounts 2016
ABOUT US
Phoenix Group is the largest UK
consolidator of closed life assurance
funds, with assets under management
of £76 billion, and more than
six million policyholders.
STRATEGIC REPORT
FINANCIALS
Statement of Directors’
responsibilities
Independent Auditor’s report
IFRS consolidated
financial statements
Notes to the IFRS consolidated
financial statements
Parent company
financial statements
Notes to the parent company
financial statements
Asset disclosures
Capital disclosures
ADDITIONAL INFORMATION
Shareholder information
Glossary
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Phoenix Group at a glance
Chairman’s statement
Group Chief Executive
Officer’s report
The market place
Our key products
Our strategy and business model
Operating structure
Our strategy and KPIs
Business review
Cash generation
Capital management
IFRS results
Risk management
Environmental reporting
CORPORATE GOVERNANCE
Chairman’s introduction
Board structure
Board of Directors
Executive management team
Corporate governance report
Directors’ remuneration report
Directors’ report
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OUR MARKET
There are over £300 billion
of assets held in closed life funds
in the UK (excluding Phoenix).
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Read more about the
market place
PHOENIX HAS
MADE AN IMPORTANT
INVESTMENT IN ITS
SPECIALIST PLATFORM
TO MANAGE CLOSED
LIFE FUNDS, WHICH
ENABLES IT TO ACQUIRE
CLOSED LIFE FUNDS
MORE EFFECTIVELY.”
CLIVE BANNISTER
GROUP CHIEF EXECUTIVE OFFICER
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Read more in the
CEO’s report
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PHOENIX GROUP
AT A GLANCE
Phoenix is the UK’s largest
specialist closed life assurance
fund consolidator.
c.6.1m
Policyholders
£76bn
Assets under
management
OUR VISION
To be the saver-friendly ‘industry solution’ for the safe,
innovative and profitable management of closed life funds.
OUR MISSION
To improve returns for policyholders while delivering value for shareholders.
OUR STRATEGIC
PRIORITIES
IMPROVE
CUSTOMER
OUTCOMES
Improving customer outcomes
is central to our vision of being
the saver-friendly ‘industry
solution’ for closed life funds.
DRIVE
VALUE
MANAGE
CAPITAL
ENGAGE
PEOPLE
In order to drive value, the
Group looks to undertake
management actions which
increase and accelerate cash
flows or enhance value.
The effective management
of our risks and the efficient
allocation of capital against
them is critical in allowing us
to achieve our strategic and
operational objectives.
Our people underpin everything
that we do. The Group specifically
targets, recruits and develops
top quality people to support
the achievement of its strategic
and operational objectives.
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Read more about
our strategy and KPIs
OUR SPECIALIST OPERATING MODEL
Underpinned by ‘The Phoenix Way’, which characterises an approach
and infrastructure for the efficient and effective structuring, integration
and management of closed life funds and the investments they hold.
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Read more about our
operating structure
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Key performance indicators
£486m
£1.9bn
Operating
companies’ cash
generation
PLHL Solvency II
surplus (pro forma)
£351m
170%
Operating
profit
PLHL Shareholder
Capital Coverage
ratio (pro forma)
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Read more about PLHL’s pro forma
Solvency II capital position
Other performance indicators
23.9p
Final dividend
per share
£(100)m
IFRS loss
after tax
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Read more about our IFRS results
2016 ACQUISITIONS
In line with our strategy, we have
acquired new businesses which have
become part of the Phoenix Group.
The acquisitions of AXA Wealth’s
pension and protection businesses
and Abbey Life reinforce Phoenix’s
position as the UK’s leading closed life
fund consolidator.
06
Read more about the acquisitions
Phoenix has been a well-known name
in the insurance world since 1782. From
its beginnings more than 200 years ago,
it has grown to become the largest UK
consolidator of closed life assurance funds.
2017
2016
The Group obtains PRA’s approval to incorporate
AXA Wealth’s pension and protection businesses into
the Group’s Solvency II Internal Model
Issued £300 million Tier 3 bond
Phoenix Group Holdings successfully completes two
acquisitions – AXA Wealth’s pension and protection
businesses, and Abbey Life Assurance Company Limited
Agreed a revised unsecured revolving credit facility
offering greater flexibility to make acquisitions
2015
Investment grade credit rating achieved from Fitch Ratings
Solvency II full Internal Model approved
Exchange of Tier 1 bonds into new subordinated notes
2014 Divestment of Ignis Asset Management
Refinanced the Group’s remaining senior bank debt
and PIK notes into a single £900 million facility
Issued £300 million unsecured seven-year bond
2013
2012
Successful debt re-terming and equity raising of £250 million
Transferred approximately £5 billion of annuity liabilities to
Guardian Assurance
Transferred business of NPI Limited to Phoenix Life Limited
and London Life Limited to Phoenix Life Assurance Limited
2010
Pearl Group renamed Phoenix Group Holdings and achieves
Premium Listing on London Stock Exchange
2009
Liberty Acquisition Holdings (International) acquires Pearl Group
2008 Pearl Group acquires Resolution plc
2006 Resolution plc acquires Abbey National’s life business
2005 Pearl Group created
Resolution Life Group acquires Swiss Life (UK) plc
Britannic acquires Century Group and merges with
Resolution Life Group to form Resolution plc
2004 Resolution Life Group acquires UK life operations
of Royal & Sun Alliance
Britannic acquires life operations of Allianz Cornhill
2001 Abbey National acquires Scottish Provident
1999 Britannic acquires Alba Life
1996 Royal & Sun Alliance established
1905 Britannic Assurance Company established
1857
1837
1836
Pearl Loan Company established
Scottish Provident established
Edinburgh & Glasgow Assurance established
1835 NPI established
1806
London Life established
1782
Phoenix Assurance established
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CHAIRMAN’S
STATEMENT
THE ACQUISITIONS
COMPLETED BY THE
GROUP IN 2016 HAVE
REINFORCED PHOENIX’S
POSITION AS THE UK’S
LARGEST CLOSED LIFE
FUND CONSOLIDATOR.”
HENRY STAUNTON
CHAIRMAN
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2016 was a pivotal year for
Phoenix Group. The acquisitions
of AXA Wealth’s pension and
protection businesses for
£373 million and Abbey Life
for £933 million have together
transformed the size of the
Group. Life company assets
have increased to £76 billion,
managed on behalf of over
6 million policyholders.
The transactions met Phoenix’s strict acquisition criteria,
allowing an increase in the dividend per share whilst
strengthening the Group’s balance sheet. The Group also
received significant support from both its shareholders
and its lending banks in relation to the acquisitions, with
the £735 million rights issue to finance the Abbey Life
acquisition achieving a 98% take-up by shareholders.
Phoenix is currently focused on the efficient integration
of the acquired businesses to deliver the planned
synergies whilst ensuring policyholders remain protected.
The Group has already realised significant benefits,
delivering £282 million of cash from the AXA Wealth
acquisition to date.
This corporate activity has been undertaken against a
backdrop of challenging market conditions, including a
sharp decline in long-term interest rates during the year.
Phoenix has shown considerable agility in navigating the
volatile interest rate environment and has continued its
track record of meeting publicly stated targets, successfully
executing management actions and further improving
customer outcomes. The interest rate hedging strategies
implemented during the course of 2016 helped mitigate the
adverse impacts of market movements and underpinned
Phoenix’s resilient capital position.
Phoenix has also remained focused on the evolving
regulatory landscape. The Solvency II regime came into
force on 1 January 2016 and the Group has demonstrated
the benefits of our Internal Model, a key tool in assessing
acquisitions that provides more accurate pricing and
understanding of synergy and diversification benefits.
In addition, Phoenix has navigated a number of regulatory
reviews with regards to long-standing customers and
annuity sales. Being able to demonstrate how the Group
adds value for our customers is a critical advantage for a
closed life fund consolidator and Phoenix will continue
to invest in its customer proposition.
As we announced at the time of the AXA Wealth
acquisition, the Board is proposing a final dividend for 2016
of 23.9p per share, an equivalent 5% increase to the 2015
level (rebased to take into account the bonus element of
the rights issue completed in November 2016). The Abbey
Life acquisition supports a further expected increase of 5%
with respect to the 2017 interim dividend to 25.1p per share,
or 50.2p per share on an annualised basis. The Directors
believe this is a sustainable level at which to rebase the
dividend going forward. Given the long-term run-off nature
of the Group’s business, the Board believes it is prudent
to maintain a stable, sustainable dividend while the Group
builds its financial flexibility to execute its growth strategy
and meet external challenges.
During the year René-Pierre Azria left the Board of Directors
and I would like to thank him on behalf of the Board and
management for seven years of outstanding service.
In particular, his expertise in acquisitions has been critical
in helping the Group grow over the past year. We also
welcomed three new Directors to the Board: Wendy Mayall,
John Pollock and Nicholas Shott who all bring extensive
experience and highly relevant competencies.
Looking ahead, Isabel Hudson and David Woods will both
step down from the Board at the time of the 2017 AGM
on 11 May. Their specialist life assurance knowledge and
expertise have been invaluable to the Group over the past
seven years and I would like to wish them both well for
the future. The Group is undertaking a process to recruit
a new non-executive Director and I am confident that the
robust governance at Phoenix will continue across our
enlarged Group following the acquisitions of AXA Wealth
and Abbey Life.
It is likely that the uncertain market environment will
prevail for a while longer. However, I believe the changing
regulatory landscape and macroeconomic pressures will
lead to further consolidation in the UK life industry sector.
Phoenix is primed to take advantage of further opportunities
as they arise.
Phoenix has delivered its growth strategy during 2016
under turbulent market conditions. I would like to thank
all my colleagues for their hard work, determination and
commitment in what has been a highly successful year
for the Group.
HENRY STAUNTON
CHAIRMAN
17 MARCH 2017
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GROUP CHIEF EXECUTIVE
OFFICER’S REPORT
Phoenix has delivered on its
strategy of closed life fund
consolidation in 2016, despite
the macroeconomic uncertainty
seen during the year. The ability
of the Group to complete two
acquisitions, whilst ensuring that
it continued to meet its financial
targets, is a strong demonstration
of the Group’s capabilities.
The benefits of the acquisitions are already being realised.
Phoenix will continue their integration into the Group’s
existing platform during the course of 2017.
Phoenix Group is well positioned to benefit from the
evolving UK life insurance industry. As the largest UK
specialist consolidator of closed life funds, with a scalable
operating model and strong outsource partner relationships,
we have demonstrated our ability to enhance value for our
customers and shareholders through management actions.
There remains a significant opportunity for Phoenix Group
to generate further value from future acquisitions.
PHOENIX MET ITS
CASH GENERATION
TARGET AND ACHIEVED
TWO ACQUISITIONS
IN A YEAR THAT HAS
SEEN SIGNIFICANT
MARKET CHALLENGES.”
CLIVE BANNISTER
GROUP CHIEF EXECUTIVE OFFICER
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FINANCIAL HIGHLIGHTS
DELIVERY OF FINANCIAL TARGETS
Phoenix Group has continued its track record of meeting
or exceeding its financial targets.
The Group delivered a total of £486 million of cash
generation from its operating companies, against a full
year cash generation target of £350 million to £450 million.
Of the cash generation in 2016, £117 million was from the
acquisition of the AXA businesses.
At the time of the announcement of the AXA Wealth
acquisition, we stated a target to generate £250 million of
cash within six months of completion of the transaction.
Including an additional £165 million of cash flow that has
been generated so far in 2017 following the Internal Model
approval of the AXA Wealth businesses, we have already
achieved £282 million from the acquisition and therefore
have outperformed this target.
PHOENIX LIFE CAPITAL POSITION
The Phoenix Life companies hold capital management
buffers, in addition to the required Solvency Capital
Requirement (‘SCR’), which provide the life companies
with additional resilience in the event of market volatility.
Any excess over these buffers (‘Free Surplus’) is available
for distribution to the holding companies as cash. As at
the start of 2016 the Free Surplus was £0.1 billion and this
has increased to £0.7 billion as at 31 December 2016, on a
pro forma basis. The increase over the course of the year
incorporates the benefits from the acquisitions of the
AXA Wealth businesses and Abbey Life, offset in part
by the cash released by the Group’s life companies during
the year and the impact of lower long-term interest rates.
The Group implemented further management actions
during 2016 in order to increase the Free Surplus and
facilitate the release of cash from the Group’s life
companies. These included a Part VII transfer of an annuity
portfolio, a longevity swap agreement and extending
Matching Adjustment portfolios.
Acquisition of AXA Wealth’s
pensions and protection
businesses
DETAILS OF THE ACQUISITION
The acquisition comprises a pensions and investments
business (‘Embassy’), offering a range of propositions
catering to both individual and corporate requirements
and SunLife, a leader in the over 50s protection sector.
The acquisition increased assets under management by
£12 billion and added over 910,000 policies to the Group.
The consideration of £373 million was funded through
the combination of the net proceeds of £190 million from
an equity placing on 27 May and a new short-term debt
facility of £182 million.
AXA WEALTH
BENEFITS OF THE ACQUISITION
PROGRESS MADE SO FAR
Phoenix now expects cost synergies of between
£13 million to £15 million per annum from the acquisition,
to be generated by leveraging our existing operating
platform and outsourcing model. This is higher than our
original expectation of £10 million of cost savings.
The Group is also investing to ensure a smooth transition
of the two businesses from AXA to Phoenix and we are
committed to delivering the highest level of service to
both direct and IFA customers, as we do for our existing
customers. The SunLife business offers additional
value through its new business franchise, where it
has a recognised brand and a proven track record of
direct marketing.
The Group has already delivered £282 million of
cash flow from the acquisition, exceeding the target
of £250 million within six months of completion.
These benefits have been delivered from the mortality
exposure of the SunLife business offsetting the Group’s
existing longevity exposure from its annuity liabilities
and the incorporation of the acquired businesses within
the Group’s Solvency II Internal Model.
The cash generated from the acquired businesses
facilitated the full repayment of the £182 million
acquisition facility in December 2016.
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GROUP CHIEF EXECUTIVE
OFFICER’S REPORT
Continued
GROUP CAPITAL POSITION
The Group’s surplus under Solvency II, as calculated at the
level of Phoenix Life Holdings Limited (‘PLHL’), is estimated
to be £1.9 billion as at 31 December 2016, pro forma for the
impact of the new Tier 3 bond issued in January 2017 and
moving the AXA businesses onto the Group’s Solvency II
Internal Model. The increase in the PLHL Solvency II
surplus from £1.3 billion as at 31 December 2015 also
reflects the acquisitions made in 2016 together with
management actions completed during the year, offset
partly by the negative impact of lower long-term interest
rates. The Shareholder Capital coverage ratio has
increased from 154% as at 31 December 2015 to 170%
as at 31 December 2016, on a pro forma basis.
The Group capital position assumes a recalculation of
Transitional Measures as at 31 December 2016, to take
into account the changes in interest rates over the course
of the year.
The volatility of the interest rate environment may well
endure for a significant period of time. However, the Group
continues to take actions to mitigate the impact of interest
rates on the Group’s cash generation and capital position.
These include the continued hedging of market risks as
well as examining options to generate additional yield on
our assets by investing in alternative asset classes such
as equity release mortgages.
Acquisition of Abbey Life
DETAILS OF THE ACQUISITION
Abbey Life predominantly comprises unit-linked life and
pensions policies and annuities in payment, together
with two small with-profit funds. Abbey Life adds
735,000 policyholders and £10 billion of assets under
management to the Group. Abbey Life closed to new
retail business in 2000.
Phoenix acquired Abbey Life from Deutsche Bank.
The consideration of £933 million and related expenses
were financed through a fully underwritten rights issue
which raised a total of £735 million and a £250 million
new short-term bank facility. The bank facility has since
been refinanced with the Group’s lending banks into
an enlarged Revolving Credit Facility of £900 million,
of which £550 million remains outstanding following
the Group’s recent Tier 3 bond issue.
ABBEY LIFE
BENEFITS OF THE ACQUISITION
Phoenix expects to generate capital and cost benefits
through a series of management actions. These will
include the migration of Abbey Life to the Phoenix
Solvency II Internal Model and capital management
policies, an application for Transitional Measures,
implementation of changes to Abbey Life’s existing
asset strategy and improvements in operating efficiency
(delivering approximately £7 million savings per annum).
Abbey Life already operated as a largely standalone
business within Deutsche Bank. This should allow for
a straightforward approach to separation with limited
transitional services being required from Deutsche Bank
to Abbey Life for a period following completion.
PROGRESS MADE SO FAR
Phoenix has supplemented the existing Abbey Life
management and put in place new governance and
oversight structures.
An integration plan has been established and the
provision of customer administration and IT is expected
to remain with Capita, one of the Group’s existing
outsource providers.
Phoenix will apply to include Abbey Life within the
Group’s Solvency II Internal Model in the second half
of 2017.
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SIMPLIFICATION OF GROUP STRUCTURE
CUSTOMERS
Phoenix has taken significant steps in recent years to both
reduce the level of debt within the Group and simplify its
corporate structure. This progress continued in January
2017 with the issue of a £300 million subordinated Tier 3
bond, which matures in July 2022. The net proceeds from
the bond issuance reduced further the amount of senior
bank debt outstanding to £550 million and will allow the
Group to better match its debt profile to its long-term cash
flows. Furthermore, the bond provides the Group with
additional Solvency II capital, assisting the rationalisation
of the Group’s holding company structure.
The current holding company structure was formed
at the time of the Group’s restructuring in 2009, with
Phoenix Group Holdings being a Cayman Island-registered
company domiciled in Jersey. This structure is complex
for our stakeholders and imposes additional burdens on
our internal governance processes. As part of the ongoing
Group simplification process, Phoenix intends to put in place
a new UK-registered holding company for the Group in
2018. This will provide Phoenix with a streamlined and cost
efficient internal governance structure as well as greater
clarity for the Group’s stakeholders, including shareholders,
debt investors and regulators.
OPERATING PROFIT
The Group achieved operating profits of £351 million in
2016 (2015: £324 million), reflecting an increased impact
from management actions.
OPERATIONAL HIGHLIGHTS
Phoenix Group continued to undertake management
actions to release cash and create value. Key actions taken
during 2016 included:
– Completion of a Part VII transfer of an annuity portfolio
to ReAssure Life Limited, which was previously covered
by a reinsurance agreement. The transfer reduced the
Group’s capital requirements for counterparty credit
default and released expense reserves.
– Implementation of a £2 billion longevity swap on a
portfolio of immediate annuities with an external reinsurer.
The attractive terms of this transaction significantly
improved the capital efficiency within the Group.
– A £1 billion bulk annuity transaction under which Phoenix
Life Limited insured pensions-in-payment from the PGL
Pension Scheme. This transaction enhanced the Group’s
capital position, and gives potential for further shareholder
value creation through investing the assets in line with the
Group’s strategic asset allocation.
– Further optimisation of Matching Adjustment portfolios,
matching long-term liabilities with eligible assets in
order to optimise the capital position of the Group’s
life companies.
These management actions have been critical in meeting
the Group’s cash targets in a year that has seen significant
market volatility. Given the enhanced scale of the Group we
believe there will be further opportunities for management
actions during 2017.
Delivering improved customer outcomes and ensuring that
we provide an effective service for policyholders is critical to
support our strategy of acquiring and managing closed life
funds. It is essential for the Group to demonstrate that it can
deliver enhanced benefits for customers by bringing them
within the Phoenix Group.
The customer strategy at Phoenix Group is focused on
improving customer outcomes. Security of our customer
assets is foremost, followed by our aim to maximise
returns wherever possible but primarily through enhanced
distribution of the estate within the life funds. We delivered
an additional £103 million of distributable estate through
management actions, more than twice our 2016 target,
and have therefore directly benefited our with-profit
policyholders through increased payouts. We have
improved the strength of our with-profit funds over several
years which has led to an increased ability to pay bonuses.
Our emphasis has been on improving final bonuses, but
many funds are now strong enough to allow us to also
re-introduce annual bonuses. Almost 80% of our with-
profits policyholders are now receiving an annual bonus,
compared to less than 40% in 2012.
Given our history of acquisitions, Phoenix has a wide range
of legacy products and it is vital to us that we carry out an
active programme of product governance, checking that our
products continue to deliver appropriate outcomes for both
customers and Phoenix.
To support our work we have created a forum for a group of
our customers to provide us direct feedback on a range of
topics. This has improved the clarity of our communications,
including developing a more engaging web platform and
digitising parts of the customer journey. Along with our
significant investment in enhancing our web offering we
have also joined the ABI’s pension dashboard initiative.
We believe this will help both existing and new customers
keep track of their policies and be better prepared for their
retirement as a result.
While we aim to minimise customer complaints,
it is important to ensure that the complaint process
is straightforward, transparent and fair to consumers
while allowing us to learn for the future. Our customer-
focused culture is further supported by decisions made
by the independent complaints adjudicator, the Financial
Ombudsman Service (‘FOS’). For FOS decisions in the
year, the overturn rate of 18% is significantly better than
the industry average rate of 30%.
Finally, there remains the risk of fraudsters targeting our
customers and we therefore continue to take action to
identify possible incidences of pension fraud. Phoenix Group
prevented policyholders from losing over £4 million to
potentially fraudulent schemes during 2016 and we remain
active in publicising the risk of pension fraud through specific
campaigns in the media.
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GROUP CHIEF EXECUTIVE
OFFICER’S REPORT
Continued
REGULATORY AND LEGISLATIVE CHANGES
The Financial Conduct Authority (‘FCA’) published two
separate thematic reviews during the course of 2016.
The review of the fair treatment of long-standing customers
in life insurance was published in March and the review
into annuity sales practices was published in October.
We welcome the focus that these reviews bring to the
fair treatment of policyholders and the manner in which
customer communication can be enhanced. Our customers
and the outcomes of their policies are fundamental to our
business model and we continue to seek ways to improve.
We will work closely with the FCA on the ongoing
investigation into the conduct of Abbey Life in the period
before the business was acquired by Phoenix. This work will
continue during 2017 but Phoenix Life has already applied
its own governance and customer model to the Abbey Life
business and will take further action as required.
The regulator has been clear that life companies need to do
more to ensure that policyholders have clear communication
at the time of retirement, in particular around their options
with regards to taking up an annuity. Phoenix Group
currently only provides annuities for its own vesting
policyholders and wrote a total of £542 million of annuities
in 2016 compared with £485 million in 2015. £370 million of
the annuities written in 2016 had guaranteed annuity rates
(‘GARs’) that are often well above currently available market
rates, with the remaining £172 million being non-GAR
annuities. Phoenix Group aims to offer our customers an
average non-GAR annuity rate that is at least 97.5% of the
average of the top five open market providers.
There has been additional regulatory action on ensuring
charges to policyholders are reasonable. The cap of 1%
on early exit charges for pension customers aged over
55 will come into force in 2017. Over 80% of our unitised
policies have no exit charge at all and we have seen no
evidence that any of our customers are deterred from
taking advantage of pension freedoms before their selected
retirement date because of exit charges. The overall financial
impact of a 1% cap on exit charges has been estimated at
£26 million, including Abbey Life’s business, and this has
already been reflected in the Free Surplus position of the
life companies.
With regards to contract-based workplace pensions, Phoenix
Life’s Independent Governance Committee has considered
proposals to ensure that customers in our workplace
pension schemes are being treated fairly. Our joint work has
identified that there were some members of schemes who,
if their fund was below a certain level, could be at risk of a
poor outcome should they not choose some of the options
available to them. For these customers we have reduced
monthly charges in an effort to ensure the growth on their
policy is not adversely affected by charges.
The Group will continue to work closely with the regulators
as the long-term impacts of recent changes to the
retirement market become clearer. This is underpinned
by the actions we have taken with regards to our
own customers.
PEOPLE
Phoenix Group’s ability to attract, retain and motivate
outstanding talent was, for the fifth year in succession,
formally recognised in 2016 through our accreditation as
one of the UK’s Top Employers. An engaged workforce,
one that feels committed to the goals of the organisation,
is fundamental to the success of the Group. Our employee
engagement index has increased to 81%, a 3% increase
on the scores achieved in 2015.
The Group’s corporate responsibility agenda plays a central
part in the engagement of our people. Their commitment
extends to a number of community initiatives supported
by the organisation and is a critical part of our overarching
objective to put the financial, physical and mental wellbeing
of our employees at the heart of our people strategy.
I am pleased to report that staff-led fund raising activities
in 2016 raised a total of over £212,000. This was raised
primarily for our corporate partnerships with Midlands Air
Ambulance Charity and London’s Air Ambulance, which we
will extend for a further three years. As we reach the half
way mark in this six-year partnership, our employees have
so far raised over £550,000.
Year on year retention and recruitment have improved our
resourcing position and we are well placed to navigate the
integration of the newly acquired businesses, including
the combined existing management and flexible contract
employees. We remain committed to developing our
employees and have delivered over 16,000 hours
of training in 2016.
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2017 OUTLOOK AND PROSPECTS
CONCLUSION
Cash generation remains the key metric for the Group and
we have set new targets which incorporate the impact of
the two acquisitions made during the year.
We have updated our long-term cash generation target
to £2.8 billion of cash between 2016 and 2020, up from
£2.0 billion. Of this, we expect to generate £1.0 billion to
£1.2 billion of cash between 2017 and 2018, in line with the
expected timeframe to integrate the recent acquisitions
and incorporate Abbey Life within the Group’s Solvency II
Internal Model. These cash generation targets include
expectations of future management actions as we seek
to generate value for policyholders and shareholders.
I continue to believe that the impact of regulatory changes
will provide Phoenix with further opportunities, as open
life companies reappraise their business models and
strategies for their legacy policies. During the year, the
Group demonstrated how it drives value from a strategy
of acquiring and integrating closed life policies and the
Group is well placed to generate additional benefits from
future acquisitions.
Finally, I would like to thank my colleagues for their
continued hard work during a year that has seen Phoenix
deliver its strategy for the benefit of both shareholders
and policyholders.
Furthermore, we expect a further £4.4 billion of cash
generation from 2021 onwards. This illustrative cash
generation includes the impact of the run-off of transitionals
over 16 years to 2032 but does not assume any additional
management actions during the period from 2021.
Therefore, in total, we expect future cash generation for the
existing business of £6.7 billion from the start of 2017. This is
a clear demonstration of the long-term cash flow potential
of the Group.
The risk remains that our business will be impacted by
macroeconomic uncertainty or the evolving regulatory
environment. However, in achieving its cash generation
target for 2016 the Group has demonstrated its resilience
and maintains a robust capital position.
CLIVE BANNISTER
GROUP CHIEF EXECUTIVE OFFICER
17 MARCH 2017
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THE MARKET PLACE
The UK life and pensions market is undergoing fundamental
change, driven by changes in regulation and customer
behaviour. Phoenix expects further consolidation within the
market and is well positioned to undertake acquisitions in future.
Phoenix estimates that the market opportunity is over
£300 billion in terms of assets held within UK closed life
funds (excluding Phoenix).
C
A
MARKET
OPPORTUNITIES
BY OWNER
B
C
A
MARKET
OPPORTUNITIES
BY PRODUCT
TYPE
B
A UK life companies
B Foreign owned
C Bank owned
39%
48%
13%
A With-profit
B Unit-linked
C Non-profit
27%
55%
18%
DRIVERS FOR CONSOLIDATION
PHOENIX’S MOTIVATION
We believe there are a number of key drivers that
will lead to future consolidation of closed life funds:
Significant capital held within closed funds that owners
may wish to redeploy
More intrusive regulation is leading to pressure on owners
to invest in systems and customer service
Fixed operating costs may become an issue as closed
funds decline in size over time
Specialist skill sets are required to manage complex
legacy products in closed funds
Life companies writing new business are now focusing
on a more limited range of products in future
Phoenix has key competitive advantages in generating
value from acquiring and managing closed life funds:
The Group’s scale provides the ability to generate capital
efficiencies through the diversification of risks
The wide range of product types that Phoenix currently
manages provides a scalable platform for integrating
further closed funds
The Group’s outsourcing partners provide policy
administration services and allow Phoenix to run a
variable cost model
Phoenix’s experienced employees are focused on
closed life funds and have significant expertise in
managing with-profits products
The Group’s approved Solvency II Internal Model provides
greater clarity over capital requirements and the benefits
of undertaking management actions
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OUR KEY PRODUCTS
Phoenix has a wide range of legacy products
which are written across different funds.
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The features of each policy influences
whether it is the policyholders or the
shareholders who are exposed to the risks
and rewards of a policy.
A With-profit
B Unit-linked
C Non-profit – annuities
D Non-profit – protection
and other
41%
42%
16%
1%
D
A
GROSS
POLICYHOLDER
LIABILITIES BY
PRODUCT TYPE
C
B
Fund type
Gross policyholder
liabilities at
31 Dec 2016
Typical characteristics
Policyholder benefits
Shareholder benefits
With-profit
£30.2 billion
– These are typically savings and
investment products.
– They comprise endowments, whole of
life and pensions products and (some)
guaranteed annuity options which
guarantee the annuity that a pension pot
will be able to buy.
– The policyholders and shareholders
share in the risks and rewards of the
policy, depending on the structure
of the fund.
– Excess assets created over time
(‘estate’) provide a buffer to absorb cost
of guarantees and capital requirements.
– In the ‘supported’ with-profit funds, the
shareholders provide capital support
to the fund.
– These are insurance or investment
contracts (savings and pensions)
without guarantees.
– The policyholders bear all of the
investment risk.
– Policyholders buy units with their
premiums which are invested in funds.
– Units are sold when a claim is made.
Unit-linked
£30.9 billion
– Policyholders benefit from
discretionary annual and/or final
bonuses.
– The bonuses are designed
to distribute to policyholders
a fair share of the return
on the assets in the fund,
together with other elements
of experience in the fund.
– In the ‘supported’ with-profit funds, the
shareholders’ capital is exposed to all
economic movements until the estate
is rebuilt to cover the required capital,
at which point the fund becomes
‘unsupported’.
– In the ‘unsupported’ with-profit funds,
typically shareholders receive 10% of
declared bonuses (90:10 structure) or nil
(100:0 structure).
– Policyholders’ benefits are in
the form of unit price growth
(based on the investment
income and gains, but subject
to management charges and
investment transaction costs).
– Shareholders benefit from fees earned
through management charges, bid/offer
spreads or policy fees.
Non-profit
(Annuities)
Non-profit
(Protection
and other)
£12.4 billion
– Policyholders make fixed or variable
– Policyholders receive regular
– Shareholders earn a spread on
payments in lieu of a future lump sum
or a future income stream until death.
£0.5 billion
– Term assurance policies which pay
a lump sum on death if death occurs
within a specified period.
– Whole of life policies which cover the
entire life and pay a lump sum on death,
whenever it occurs.
payments which start
immediately (immediate annuity)
or at some time in the future
(deferred annuity).
the assets supporting the annuity
payments.
– The shareholders are directly exposed to
all investment and demographic risks.
– Policyholders have certainty
– Profits are generated from investment
of the benefits they will receive.
returns and underwriting margins.
– Shareholders are exposed to the
majority of the risks and benefit from
100% of the profits or losses arising.
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OUR STRATEGY AND
BUSINESS MODEL
We seek to generate value for all our stakeholders. The Group
actively manages its assets and liabilities to help protect and
enhance policyholder and shareholder returns.
OUR STRATEGIC
PRIORITIES
OUR COMPETITIVE
ADVANTAGE
CLOSED FUND FOCUS:
IMPROVE
CUSTOMER
OUTCOMES
Improving customer outcomes
is central to our vision of being
the saver-friendly ‘industry
solution’ for closed life funds.
DRIVE
VALUE
In order to drive value, the
Group looks to undertake
management actions which
increase and accelerate overall
cash flows or enhance value.
MANAGE
CAPITAL
The effective management
of our risks and the efficient
allocation of capital against
them is critical in allowing us
to achieve our strategic and
operational objectives.
ENGAGE
PEOPLE
Our people underpin everything
that we do. The Group specifically
targets, recruits and develops
top quality people to support
the achievement of its strategic
and operational objectives.
We specialise in the efficient management of in-
force policies with limited writing of new business.
This allows high visibility of cash flows over the long
term due to the predictable nature and run-off profile
of the Group’s funds.
SCALABLE OUTSOURCER MODEL:
We operate a low cost, scalable operating model
which allows us to benefit from economies
of scale, diversification benefits and the ability
to save costs both internally and through
outsourcing arrangements.
APPLICATION OF “THE PHOENIX WAY”:
“The Phoenix Way” characterises an approach
and infrastructure for the efficient and effective
structuring, integration and management of closed
life funds and the investments they hold.
Part of “The Phoenix Way” is the application of the
Group’s Internal Model for effective and efficient
capital management.
17
Read more on “The Phoenix Way”
PROVEN ACCESS TO DEBT AND
EQUITY MARKETS:
The Group seeks a level of leverage that helps
it maintain its investment grade rating and
optimise its funding costs and financial flexibility
for further acquisitions.
EXPERIENCED AND SKILLED
MANAGEMENT TEAM:
Our management team have a proven track record
of target delivery. They have the required specialist
skills in regulation, operational efficiency, capital
management, governance and liability customised
asset management.
To maintain its competitive advantage, the Group
develops specialist expertise to identify, pursue and
execute suitable acquisition opportunities in the
closed life space.
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Our value generation strategy seeks to improve policyholders’
returns and enhance shareholders’ profits from participation
in investment returns, charges and management fees earned
on assets.
VALUE
GENERATION
OUTCOMES FOR
ALL STAKEHOLDERS
DISCIPLINED APPROACH TO M&A
Value accretive acquisitions generate increased cash flows and
provide synergy opportunities through scale advantages. We target
the following criteria when assessing acquisition opportunities:
– closed fund focus
– value accretive
– supports the dividend per share
– reinforces the Group’s investment grade rating
POLICYHOLDERS
Optimised customer outcomes, treating customers
fairly with empathy as well as respect and ensuring
customer investments are secure.
91.2%
customer satisfaction
MANAGEMENT ACTIONS AND SYNERGIES
SHAREHOLDERS
Implementation of management actions, such as fund mergers and
de-risking, optimises the Group’s capital position and cash flows.
Effective management of with-profit funds facilitates estate
distribution to policyholders and shareholders.
Growth through acquisitions provides opportunities for further
management actions to drive operational efficiencies through
the application of “The Phoenix Way”.
CAPITAL MANAGEMENT
The effective management of the Group’s risks and the efficient
allocation of capital against them maximises value generation.
The Group’s Solvency II Internal Model, which has been approved
by the PRA, enables us to quantify the capital and cash flow impact
of specific management actions and acquisitions.
PREDICTABLE LONG TERM CASH FLOWS
FROM IN-FORCE BOOK
Cash flows are generated from the build-up of Free Surplus within
the life companies reflecting the emergence of shareholder profits
on the in-force book and the release of capital as the risk profile
reduces and the policies mature. This Free Surplus can be distributed
to the Group’s holding companies as cash.
A track record of creating shareholder value and
delivering stable and sustainable dividends.
5%
increase in the 2016 final dividend
per share
The 5% increase takes into account the bonus element
of the rights issue completed in November 2016.
EMPLOYEES
Creating a challenging work environment, career
development opportunities and commensurate
reward and benefits.
81%
employee engagement index
SOCIETY
Reduced environmental footprint, support for
local communities and our charity partners.
£212,000+
raised for a range of charities
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OPERATING
STRUCTURE
The Phoenix Group’s operating structure is integral
to its success in the closed life fund market.
PHOENIX GROUP
PHOENIX LIFE
GROUP
FUNCTIONS
Manage corporate
and strategic activity
LIFE COMPANIES
Hold the financial assets for our policyholders
PHOENIX LIFE
LIMITED
PHOENIX LIFE
ASSURANCE
LIMITED
MANAGEMENT
SERVICES
COMPANIES
Provide our
life companies
with all required
management
services
OUTSOURCE
PARTNERS
Used by the
management
services
companies to
provide policy
administration
services
ABBEY LIFE
ASSURANCE
COMPANY
LIMITED
AXA WEALTH
LIMITED
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GROUP FUNCTIONS
MANAGEMENT SERVICES COMPANIES
The Group operates centralised functions that provide Group-wide and
corporate-level services and manage corporate and strategic activity.
The Group functions include Group Finance, Treasury, Group Tax,
Group Actuarial, Group Risk, Legal Services, Human Resources,
Corporate Communications, Strategy and Corporate Development,
Investor Relations, Company Secretariat and Internal Audit. Based
both in Wythall, Birmingham and Juxon House, London, the Group
is led by the Group Chief Executive Officer, Clive Bannister.
PHOENIX LIFE
Phoenix Life is responsible for the management of the Group’s life
funds. Its experienced and focused management team is led by its Chief
Executive Officer, Andy Moss. Based in Wythall, Birmingham, it has a
track record of successfully integrating life assurance businesses and has
developed a leading-edge model and infrastructure into which acquired
funds can be integrated.
LIFE COMPANIES
The life companies are regulated entities that hold the Group’s
policyholder assets. Over time, the Group has reduced the number
of its individual life companies through insurance business transfers.
By bringing together separate life companies and funds, the Group’s
business model is simplified. Fund transfers enable the Group to make
more efficient use of the capital and liquidity in its life companies and
result in administrative expense savings and increased consistency
of management practices and principles across the Group.
The Group now has four operating life companies, being Phoenix Life
Limited, Phoenix Life Assurance Limited and the recently acquired
AXA Wealth Limited and Abbey Life Assurance Company Limited.
Together, they comprise 16 with-profit funds and 4 non-profit funds.
The Group will examine the possibility of mergers to reduce the
number of life companies in due course.
Investment management services are provided to the life companies
by a number of external asset management companies.
The Group’s management services companies are charged with the
efficient provision of financial and risk management services, sourcing
strategies and delivering all administrative services required by the
Group’s life companies. By using management services companies,
the life companies benefit from price certainty and a transfer of some
operational risks.
In addition to the services above, one of the management service
companies, AXA Wealth Services Limited, also provides distribution
services for SunLife, the over 50s protection business.
OUTSOURCE PARTNERS
A key role of the management service companies is the management
of relationships with the outsource partners on behalf of the life
companies. In the absence of further acquisitions, the number of
policies held by the Group gradually decline over time and the fixed
cost base of our operations as a proportion of policies will increase.
Our management services team manages this risk by putting in place
long-term arrangements for third party policy administration. By paying
a fixed price per policy to our outsource partners, we reduce this fixed
cost element of our operations and convert to a variable cost structure.
This allows our management services companies to generate profits
by managing costs efficiently.
These outsource partners have scale and common processes,
often across multiple clients, which provide several benefits for the
Group, including reducing investment requirements, improving the
technology used within our administrative capability and reducing our
operational risk.
Specialist roles such as finance, actuarial, information technology, risk
and compliance and oversight of the outsource partners are retained
in-house, ensuring that Phoenix Life retains full control over the core
capabilities necessary to manage and integrate closed life funds.
“The Phoenix Way” is a consistent
framework applied across the Group for
the efficient and effective structuring,
integration and management of
closed life funds. This framework
reduces risk, complexity and cost,
improves investment performance,
enhances customer service through
efficient cooperation with the Group’s
outsourced partners and underpins
achievement of our strategic priorities.
“The Phoenix Way” comprises of four key areas:
OPERATIONAL MANAGEMENT
Standardising, streamlining and innovating the key processes and
platforms across the Group improves efficiency and generates value.
RISK MANAGEMENT
Managing and mitigating risk within appetite and exercising
robust governance supports policyholder security and delivers
the Group’s strategy.
RESTRUCTURING
Simplifying the Group’s operating structure through life company
consolidation and fund mergers reduces complexity and
releases capital.
EFFECTIVE PARTNERSHIPS
Utilising external outsource partners and fund managers with proven
track records provides access to expert knowledge and delivers
a scalable cost base, maximising returns.
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OUR STRATEGY AND KPIS
We have four areas of strategic focus which support the
fulfilment of our mission and the realisation of our vision.
Our initiatives and key performance indicators demonstrate
how we have delivered against these strategic areas.
IMPROVE
CUSTOMER
OUTCOMES
Improving customer outcomes is central
to our vision of being the saver-friendly
‘industry solution’ for closed life funds.
– Our strong customer-focused culture is further
supported by decisions made by the independent
complaints adjudicator, the Financial Ombudsman
Service (‘FOS’). For FOS decisions in the year, the
overturn rate of 18% is significantly below the industry
average rate of 30%.
– We have again achieved a positive customer satisfaction
score based on the results of the satisfaction survey
managed by Ipsos MORI (an external research firm).
Customers surveyed were asked to give a satisfaction
rating of between 1 and 5 to a number of questions
asked (with a rating of 4 or 5 regarded as satisfied) and
91.2% of all questions scored a rating of 4 or above.
PRIORITIES FOR 2017
– Making ongoing improvements to ensure that we are
continuing to provide an effective service for all our
policyholders, including the delivery of digital journeys
in key areas.
– Despite many of our products being long term in nature,
we will continue to look for options for customers
who may no longer have a need for their product.
– Continue to ensure that our products deliver appropriate
outcomes for our customers.
– Further improvements of customer communications with
focus on ensuring that customers are provided with more
information to help them in making fully informed choices.
– For the minority of customers who complain, we will
continue to ensure that the process of complaining
remains a straightforward, transparent and fair process,
with particular focus on the speed of resolution
and the quality of our responses.
We have six key areas of focus related to our
customer offering:
– Security: ensuring all policy promises and guarantees
are delivered.
– Improving value and effective with-profit fund run-off:
through accelerating estate distribution where possible
and providing appropriate investment exposure.
– Effective service delivery: using our outsourced model
to leverage expertise and ensure costs run-off in line
with policy volumes.
– Clear and effective communication: recognising the
importance of clarity and simplicity for what can be
complex products.
– Product governance: including a rolling review of our
products to ensure they continue to deliver appropriate
outcomes for our customers.
– Customer journey: improving customer experience
wherever possible.
KEY INITIATIVES AND PROGRESS IN 2016
– We have implemented a full upgrade of the Phoenix Life
website in order to deliver a fully responsive and engaging
platform. Our changes ensure that our website adapts,
resizing and rearranging itself to a customer-friendly
format based on the size of the device being used.
– We have also digitised parts of the customer journey
which enables those customers with funds under
£10,000 to encash their small pots online.
– We have created a forum for a group of our customers to
provide us direct feedback on a range of topics. This has
led to improving the clarity of our communications,
including input into the changes we have made
to our digital offering.
– We have joined the ABI’s pension dashboard initiative.
We believe this important industry initiative will help both
existing and new customers keep track of their policies
and be better prepared for their retirement as a result.
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How we measure delivery (KPIs exclude the acquired AXA and Abbey Life businesses)
CUSTOMER SATISFACTION SCORE
FOS OVERTURN RATE
*
%
3
.
1
9
*
%
1
.
1
9
%
2
.
1
9
91.2%
2015: 91.1%*
%
1
2
%
1
2
%
8
1
%
8
1
18%
2015: 18%
2014 2015 2016
WHY IS IT
IMPORTANT?
This is an externally
calculated measure of
how satisfied customers
are with Phoenix’s
servicing proposition.
ANALYSIS
TARGET
To maintain a customer
satisfaction score
of 90%.
The Group achieved a
satisfaction score of
91.2% reflecting our
commitment to ensuring
customers are satisfied
with our products
and services.
* 2014 and 2015 scores have been updated to reflect only
customers scoring 4 or above.
2013 2014 2015 2016
WHY IS IT
IMPORTANT?
This is an independent
view of how firms are
handling complaints.
It provides us with an
opportunity to review
and adjust our complaint
handling proposition
in line with best
industry practice.
ANALYSIS
TARGET
The FOS overturn rate
of 18% is significantly
below the industry
average of 30%.
To maintain a FOS
overturn target of less
than the industry average
of 30%.
SPEED OF PENSION TRANSFER PAYOUTS – ORIGO
1
3
.
1
1
7
9
.
0
1
8
8
.
0
1
3
8
.
9
11.31 days
2015: 10.97 days
ANALYSIS
TARGET
The Group’s pension
transfer times are better
than the industry target.
12 days in line with the
industry stated target for
Origo Pension Transfers.
2013 2014 2015 2016
WHY IS IT
IMPORTANT?
This is a recognised
industry measure for
the speed of processing
Pension Transfers,
Open Market Options
and Immediate Vesting
Personal Pensions.
It allows us to
benchmark performance
and our overall servicing
and claims proposition
against our peers.
WE CONTINUE TO FOCUS ON
IMPROVING OUTCOMES FOR
OUR CUSTOMERS WITHIN A
CHALLENGING AND FAST PACED
EXTERNAL ENVIRONMENT. WE
RECOGNISE THE IMPORTANCE
OF GOOD, RELIABLE SERVICE
DELIVERED IN A WAY THAT SUITS
OUR CUSTOMERS. DURING 2017,
WE WILL CONTINUE TO BUILD
ON OUR DIGITAL PROPOSITION,
ENHANCING THE SERVICES
AVAILABLE TO CUSTOMERS.”
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OUR STRATEGY AND KPIS
Continued
DRIVE
VALUE
In order to drive value, the Group looks to identify
and undertake management actions, which increase
and accelerate cash flows or enhance value.
These actions are undertaken across four areas: operational
management, risk management, restructuring and
effective partnerships. There are significant opportunities
to increase and accelerate cash flows through the continued
implementation of “The Phoenix Way” which reduces
complexity and cost and optimises risk, which in turn
maximises the potential for value creation.
With the exception of the SunLife business acquired
during 2016, the life companies are closed and generally
do not write new business, although they accept additional
policyholder contributions on in-force policies and allow
pension savings plans to be reinvested at maturity into
annuities. The closed life funds provide predictable fund
maturity and liability profiles, creating stable long-term cash
flows for distribution to shareholders and repayment of
outstanding debt.
– The Group continued to explore investment opportunities
which look to maximise value whilst remaining capital
efficient. During 2016, this has included investment in
equity release mortgages as well as more innovative
ways to attract high yield assets such as total return
swaps and local authority loans.
– In December 2016, the Group completed the pension
buy-in under which Phoenix Life insured pensions in
payment from the PGL pension scheme. This transaction
provides the Group with potential for further value
creation through investing assets in line with the Group’s
strategic asset allocation.
– We continued to streamline and simplify the Group’s
actuarial modelling, including the alignment of our IFRS
and Solvency II reserving methodologies, in order
to improve efficiency and generate value.
Additional value can be generated from further acquisitions
of closed life books of business.
PRIORITIES FOR 2017
– Focus on the smooth transition and efficient integration
of the acquired AXA and Abbey Life businesses to deliver
planned synergies whilst providing high quality of service
to policyholders.
– Deliver between £13 million and £15 million per year
of cost savings from the acquired AXA businesses.
– Explore further investment opportunities in higher yielding
assets for example commercial real estate and additional
equity release mortgages.
– Seek further closed life fund acquisitions.
KEY INITIATIVES AND PROGRESS IN 2016
– In line with our growth and acquisition strategy, we
completed the acquisition of AXA Wealth’s pension
and protection businesses on 1 November 2016.
– As at the end of 2016, £117 million of cash flow was
delivered from the acquired AXA businesses, reflecting
the benefits of offsetting effects of AXA’s mortality
exposure against Phoenix’s existing longevity exposure
on its annuity business. To date, further cash flows
of £165 million have been delivered in 2017.
– On 30 December 2016, we completed the acquisition
of Abbey Life from Deustche Bank.
– Despite a challenging economic climate, the
Group delivered £486 million in cash generation
in the period against a target of £350 million
to £450 million. This includes £117 million from
the acquired AXA business.
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How we measure delivery
OPERATING COMPANIES’ CASH GENERATION
OPERATING PROFIT
7
1
8
0
9
6
7
6
5
6
8
4
5
2
2
£486m
2015: £225m
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cash generation
3
8
4
9
2
4
9
3
4
1
5
3
4
2
3
£351m
2015: £324m
31
Read more about
operating profit
2012 2013 2014 2015 2016
2012 2013 2014 2015 2016
WHY IS IT
IMPORTANT?
Operating companies
cash generation
represents cash remitted
by the Group’s operating
companies to the
holding companies.
Maintaining strong cash
flow delivery underpins
debt servicing and
repayment as well as
shareholder dividends.
ANALYSIS
TARGET
Cash remitted reflects
the generation of Free
Surplus within the life
companies and the
benefit of management
actions implemented
in the period.
Cash generation in 2016
was £486 million, of
which £117 million arose
from the AXA acquisition.
The Group met its full
year cash generation
target for 2016 of £350
million to £450 million.
To generate cash flows
of £2.8 billion between
2016 and 2020, of which
£486 million has been
generated in 2016.
A further £4.4 billion
of cash generation,
excluding the impact
of management actions,
is expected from 2021
onwards. More details
are included in the
Business Review section.
WHY IS IT
IMPORTANT?
Operating profit is a
non-GAAP measure used
by management and is
considered a more
representative measure
of performance than IFRS
profit or loss after tax
as it provides long-term
performance information
unaffected by short-term
economic volatility.
A reconciliation of
operating profit to the
IFRS loss after tax of
£(100) million
(2015: £249 million, profit)
is included in the
Business Review section.
ANALYSIS
Operating profit has
increased by £27 million
principally due to the
impact of higher
management actions
compared to the previous
period, partly offset by
the adverse impacts
of actuarial assumption
strengthening in light
of the continued low
interest rate environment.
THE 2016 ACQUISITIONS
INCREASE THE SCALE AND
STRENGTH OF THE GROUP.
TOTAL CASH GENERATION
FROM THE ACQUIRED AXA
BUSINESS IS £282 MILLION
WHICH EXCEEDS THE
TARGET OF £250 MILLION
OF CASH FROM THE
ACQUISITION WITHIN SIX
MONTHS OF COMPLETION.”
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OUR STRATEGY AND KPIS
Continued
MANAGE
CAPITAL
We continue to focus on the effective management
of our risks and the efficient allocation of capital
against those risks.
We focus on optimising our capital structure while
addressing the diverse needs of various stakeholders,
including policyholders, shareholders, lending banks,
bondholders and regulators.
We aim to ensure that unrewarded exposure to market
volatility is minimised or the risks from market movements
are managed through hedging.
In addition, regular re-balancing of asset and liability
positions is required to ensure that only those assets which
deliver appropriate risk-adjusted returns are held within life
funds, taking into account any policyholder guarantees.
– The AXA and Abbey Life acquisitions were financed
in a capital efficient manner, balancing the debt/equity
structure in line with the expected cash generation from
the acquired businesses. The AXA acquisition was
funded by a combination of the net proceeds from an
equity placing and a new short-term debt facility that
was fully repaid within two months of completion.
The Abbey Life acquisition was funded through a
fully underwritten rights issue and a new short-term
bank facility which has since been refinanced into the
£650 million unsecured revolving credit facility to create
an enlarged revolving credit facility of £900 million.
KEY INITIATIVES AND PROGRESS IN 2016
PRIORITIES FOR 2017
– We completed a Part VII transfer of a block of with-profit
annuities to ReAssure Life Limited delivering Solvency
II surplus benefits from the release of expense reserves
and a decrease in capital requirements for counterparty
credit default and expense risks.
– We entered into a £2.0 billion longevity swap on
a portfolio of immediate annuities with an external
reinsurer, realising Solvency II surplus benefits as a result
of a reduction in longevity risk capital required, thereby
increasing the financial resilience of the Group.
– We have continued to enhance the Group’s capital
position under Solvency II by further optimising our
Matching Adjustment portfolios delivering Solvency II
surplus benefits.
– We have actively continued hedging our market risks
in response to ongoing market turbulence, with the
Group’s capital position remaining resilient despite
the continued uncertainties.
– We agreed a revised £650 million unsecured revolving
credit facility in March 2016, with no mandatory or target
amortisation payments, offering the Group greater
flexibility to make acquisitions.
– Incorporation of the acquired businesses within the
Group’s Solvency II Internal Model, including the
application of Transitional Measures. We obtained
the PRA’s approval to incorporate the acquired AXA
businesses into the Group’s Internal Model in March
2017. An application to include the acquired Abbey Life
business in the Group’s Internal Model will be made
during the second half of 2017.
– Undertaking a Funds Merger of the acquired AXA
businesses into Phoenix Life Limited.
– Continued simplification of the Group’s corporate
structure, including the Group’s intention to put in
place a new UK-registered holding company for
the Group during 2018. This is expected to provide
the Group with a streamlined and cost efficient
governance structure as well as greater clarity for
the Group’s stakeholders.
– Implementation of new management actions to enhance
the Group’s capital position.
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How we measure delivery
SOLVENCY II SURPLUS (PRO FORMA)
SHAREHOLDER CAPITAL COVERAGE RATIO (PRO FORMA)
9
.
1
3
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1
0
7
1
4
5
1
£1.9bn
2015: £1.3bn (actual)
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Solvency II
170%
2015: 154% (actual)
29
Read more about
Shareholder Capital Coverage
2015 2016
2015 2016
WHY IS IT IMPORTANT?
ANALYSIS
WHY IS IT IMPORTANT?
ANALYSIS
The Solvency II surplus is the regulatory
assessment of capital adequacy
at the PLHL level.
Cash generation is underpinned by
the Phoenix Life Free Surplus, which
represents the life companies’
Solvency II surplus in excess of the Board
approved capital management policies.
Our pro forma PLHL Solvency II surplus
of £1.9 billion has increased due to
surplus emergence, management
actions undertaken during the period
and the impact of the acquisitions,
partly offset by the adverse impacts of
assumptions and methodology changes
and economic movements.
The Shareholder Capital Coverage
Ratio demonstrates the extent to which
shareholders’ eligible Own Funds cover
the Solvency Capital Requirements.
It is defined as the ratio of the Group
Own Funds to Group SCR, after
adjusting to exclude amounts relating
to unsupported with-profit funds and
Group pension schemes.
A pro forma coverage ratio of
170% represents a robust and resilient
capital position and reflects the
increase in the PLHL Solvency II
surplus in the period.
PRO FORMA SOLVENCY II CAPITAL POSITION
The Group’s Solvency II capital adequacy assessment is undertaken
at the level of the highest EEA insurance group holding company
which is Phoenix Life Holdings Limited (‘PLHL’).
The PLHL sub group excludes holding companies above PLHL in the
Group structure whose principal activity is the issue of debt securities
for the purposes of financing fellow Group undertakings.
Since the end of 2016, certain actions have been undertaken which
are considered to have had a significant impact on the Group’s
Solvency II position. These actions comprise:
– the issuance in January 2017, of a £300 million subordinated Tier
3 bond that qualifies as Solvency II capital, the proceeds of which
have been used to reduce the Group’s outstanding senior bank
debt; and
– receipt of the PRA’s approval in March 2017 to include the acquired
AXA businesses within the scope of the Group’s Solvency II
Internal Model.
In order to illustrate the impacts of the above, pro forma adjustments
have been made to the estimated Solvency II metrics on a basis that
assumes these actions took place on 31 December 2016. This pro
forma position is considered to provide a more meaningful analysis of
the Group’s capital position and its key sensitivities.
Both the estimated and the pro forma Solvency II metrics included in
the Annual Report and Accounts reflect the impact of a recalculation
of the Transitional Measures on Technical Provisions (‘TMTP’)
and the run-off of TMTP since 1 January 2016.
WE HAVE PROGRESSED
THE INTEGRATION OF THE
ACQUIRED BUSINESSES
AND REMAIN ON TARGET
TO DELIVER THE EXPECTED
SYNERGIES THAT WILL
FURTHER STRENGTHEN THE
GROUP’S CAPITAL POSITION,
PROVIDING ADDITIONAL
RESILIENCE TO FUTURE
MARKET VOLATILITY.”
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OUR STRATEGY AND KPIS
Continued
An engaged workforce, one that feels committed to
the goals of the organisation, is fundamental to the
success of the Group. In 2016, we increased our focus
on ensuring our people were challenged, motivated
and rewarded through opportunities for growth,
both professionally and personally.
ENGAGE
PEOPLE
For the fifth consecutive year, we were listed as one of the
UK’s Top Employers, an accreditation awarded to the best
companies to work for in the UK.
Our employee engagement index has increased to 81%,
a 3% increase on the scores we achieved in 2014 and 2015.
This index is an aggregation of scores against a number
of questions considered the most important for staff
engagement and was completed by 92% of employees.
KEY INITIATIVES AND PROGRESS IN 2016
We continued to grow our learning & development
offering for all employees with an increased emphasis
on management and leadership development.
Following the success of our Open University Executive
Education programme in 2015, we supported a second
cohort of 16 people who successfully completed the
programme in 2016. The delegates worked on current
business challenges and presented their findings and
recommendations to the Executive Committee in October.
– We received and supported just over 1,000 learning
requests that included professional qualifications,
continuing professional development, conferences,
team building and coaching/mentoring.
– Our Corporate Responsibility agenda continued to play
a central part in the engagement of our people and during
2016 the programme was re-launched with a specific
focus on wellbeing. The financial, physical and mental
wellbeing of our employees is at the heart of our strategy
to develop initiatives that benefit our staff, policyholders
and our community partners.
– Employees engaged in a large number of charitable
and community initiatives this year, contributing a total
of 2,840 volunteering hours, a 46% increase on 2015.
– Staff-led fund raising activities in 2016 raised over
£212,000 for both our corporate partners and for other
charities. The Group chose to extend our corporate
charity partnership with Midlands Air Ambulance Charity
and London’s Air Ambulance for a further three years and,
as we reach the half way mark in the six year partnership,
we have so far raised over £550,000.
– Participation figures for Flexit, the Phoenix Group Flexible
Benefits scheme, have increased 3% to 89% from the
previous year. Our new initiative ‘Pennies from Heaven’,
through which staff can donate their outstanding pence
from monthly net salary to our corporate charity has,
already seen 35% participation.
– We continued to utilise our Corporate Responsibility
agenda to provide opportunities for skills development
and team building.
– The Group signed the HM Treasury Women in
Finance Charter and has publicly committed to the
following targets:
– We launched a self-nominating Talent Programme within
Phoenix Life. This unique self-nomination approach
to talent aims to identify and develop our own talent
across middle management creating a transparent and
robust process.
– Our new intranet, launched in 2016, provides employees
with a modern communication and collaboration platform.
Our work on the intranet was rewarded with the Gold
Award in the category ‘Best Intranet’ at the 2016 Digital
Impact Awards.
– Minimum of 30% of our top 100 roles (as defined by
base salary) to be occupied by women by end 2018.
– Minimum of 40% of successors to be women by
end 2018.
– Group-wide gender pay gap to be less than, or equal to,
22% of the median and mean across all employees.
Go online for the Group’s full Corporate Responsibility Report
www.thephoenixgroup.com/CRreport2016
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– Continue to attract and retain the very best talent by focusing
on developing our people and strengthening our internal
succession pipeline through targeted management and
leadership development interventions, with particular emphasis
on increasing the number of high potential female managers
undertaking formal management and development activity.
There is a formal review of succession plans semi-annually which
ensures a continual appraisal of readiness both for emergency
successors as well as longer-term strategic planning, this uses
the disciplines of up to 6 months and 6-24 months readiness
for internal candidates. All identified successors receive targeted
development to enable them to progress.
– Prioritise our learning and development by increasing managerial
strength and breadth.
How we measure delivery
EMPLOYEE ENGAGEMENT INDEX
%
8
7
%
8
7
%
1
8
%
6
7
%
3
7
81%
2015: 78%
– Utilise the Apprenticeship Levy to recruit Actuarial and
2012 2013 2014 2015 2016
Accountancy apprentices. We intend to work in partnership
with local colleges to attract A-level individuals and graduates
to Phoenix.
– Extend the Diversity and Inclusion programme, embedding
changes to existing practices to deliver a diverse and
inclusive workforce.
– Maintain support to our communities through employee
volunteering and fund raising and engagement with our
community projects.
– Support community activities through continued focus and
development of our long-term partnerships with Ark Kings
Academy, Midlands Air Ambulance Charity and London’s
Air Ambulance.
WE WILL CONTINUE TO
BUILD ON OUR STRONG
MANAGERIAL CAPABILITY
ALONGSIDE HIGH EXPERT
SKILL.”
ANALYSIS
TARGET
The Group has increased
its employee
engagement index
by 3% to 81%.
To maintain an employee
engagement index
above 72%.
WHY IS IT
IMPORTANT?
We aim to ensure
employees understand
the purpose of their role
and feel that their
contribution is valued.
The index provides an
indicator of how well we
are performing against
these aims.
Total workforce
Male
Female
Directors (includes
Non-Executive Directors)
Male
Female
Executive Commitee2
Male
Female
2016
1,3011
2015
741
708 (54%)1 433 (58%)
593 (46%)1 308 (42%)
11
8
3
6
5
1
10
8
2
6
5
1
Workforce that is of Black, Asian or
Minority Ethnic background
1183
115
1 Includes 524 staff (262 male, and 262 female) in connection with the acquired AXA
and Abbey Life businesses.
2 The number of Executive Committee members excludes Executive Committee
members who are also members of the Board of Directors. The 2015 figures
have been restated accordingly.
3 Does not include workforce from the acquired AXA and Abbey Life businesses.
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BUSINESS
REVIEW
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THE ACHIEVEMENT
OF MANAGEMENT
ACTIONS HAS
DRIVEN A ROBUST
SET OF FINANCIAL
RESULTS IN 2016.”
JAMES MCCONVILLE
GROUP FINANCE DIRECTOR
The Group has met its key financial
targets during 2016.
Completion of the acquisitions of the
AXA and Abbey Life businesses has
strengthened the Group’s capital position
and offers a significant increase in the
Group’s cash generation capability.
Our strategy has historically focused on holding companies’ cash flows
and this remains the case under the new Solvency II framework, with
the Group’s cash generation being driven by the Free Surplus generation
of Phoenix Life.
The Group has continued to meet financial targets against a backdrop of
volatile market movements during 2016, reflecting political uncertainties.
Swap yields fell significantly across all durations with the 15-year swap
rate decreasing by c.73 bps during the period. Credit spreads narrowed
across ratings and implied future inflation rates increased during the year.
The FTSE All Share Index closed 16.8% ahead of the 31 December
2015 position. We continue to take management actions to mitigate the
effects of market volatility to ensure that the Group maintains a stable
capital position. The falling long-term interest rates in particular has meant
that management actions have been important in driving cash generation
during the year.
The continued low interest rate environment has also triggered
changes to the Group’s expectations of persistency for products with
valuable guarantees and this has adversely impacted the Group’s
results in the period. This has been more than offset by the delivery
of management actions and the positive impact of amendments to IFRS
actuarial reserving estimates and assumptions to more closely align
to the Solvency II requirements, leading to an increase in the Group’s
operating profit.
The economic volatility experienced has adversely impacted the IFRS
result for the year in response to certain market factors where the
Group’s hedging programme is optimised to the Solvency II capital
position. When combined with the one-off costs associated with
acquisition and integration activities, these factors have generated an
IFRS loss after tax for the year.
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CASH RECEIPTS
Cash remitted by the operating companies was £486 million
(2015: £225 million) including £117 million generated from the acquired
AXA businesses.
Of the £486 million, management actions accounted for £265 million.
RECURRING CASH OUTFLOWS
The operating expenses of £33 million (2015: £26 million) principally
comprise corporate office costs, net of income earned on holding
company cash and investment balances. The increase compared to prior
year is due to lower interest earned on bank balances and excess cash
balances being used to repay debt.
Pension scheme contributions of £55 million (2015: £55 million) are in line
with the latest triennial funding agreements agreed during 2016.
Debt interest decreased to £58 million (2015: £91 million) reflecting lower
principal balances following repayments made in 2015. The 2015 debt
interest included payment of the £20 million coupon on the Tier 1 bonds
prior to their exchange for the PGH Capital subordinated notes.
NON-RECURRING CASH OUTFLOWS
Non-recurring cash outflows of £141 million are significantly higher
compared to the prior period reflecting costs associated with hedging
and acquisition activity undertaken during 2016. Outflows also include
£68 million of capital support provided to a subsidiary of the Group,
PA (GI) Limited, with regard to the cost of providing for potential claims
and associated capital requirements relating to creditor insurance
underwritten prior to 2006.
DEBT REPAYMENTS AND SHAREHOLDER DIVIDEND
Total debt repayments of £239 million in 2016 were in respect of the
repayment of the £182 million bank debt used to finance the acquisition
of the AXA business, together with £50 million of the Group’s revolving
credit facility. The remaining £6 million of outstanding Tier 1 bonds were
also redeemed in March 2016.
The shareholder dividend of £126 million comprises the payment of the
2015 final dividend of £60 million and the payment of the 2016 interim
dividend of £66 million, reflecting the impact of shares issued in May
2016 as part of the AXA acquisition.
EQUITY ISSUANCE (NET OF FEES)
The £908 million is in relation to proceeds, net of fees of £22 million,
from the equity placement and the rights issue associated with
the financing of the respective acquisitions of the AXA and Abbey
Life businesses.
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Cash generation
Maintaining strong cash generation
delivery underpins debt servicing
and repayments as well as
shareholder dividends.
With cash generation of £486 million,
of which £117 million is from the
acquired AXA business, the Group has
achieved its full year cash generation
target of £350 million to £450 million.
HOLDING COMPANIES’ CASH FLOWS
£486m
Operating
companies’ cash
generation
The statement of cash flows prepared in accordance with IFRS
combines cash flows relating to shareholders and cash flows relating
to policyholders, but the practical management of cash within the Group
maintains a distinction between the two. For this reason, the following
analysis of cash flows focuses on the holding companies’ cash flows
which reflect cash flows relating only to shareholders and which are,
therefore, more representative of the cash that could potentially be
distributed as dividends or used for the prepayment of debt, the payment
of debt interest, Group expenses and pension contributions (subject
to the Group’s liquidity policy, regulatory and other restrictions on the
availability and transferability of capital). This cash flow analysis reflects
the cash paid by the operating companies to the holding companies
as well as the uses of those cash receipts.
Year ended
31 December 2016
£m
Year ended
31 December 2015
£m
Cash and cash equivalents
at 1 January
Operating companies’
cash generation:
Cash receipts from Phoenix Life
Total cash receipts1
Uses of cash:
Operating expenses
Pension scheme contributions
Debt interest
Total recurring outflows
Non-recurring outflows
Uses of cash before
debt repayments and
shareholder dividend
Debt repayments
Shareholder dividend
Total uses of cash
Equity issuance (net of fees)
Debt issuance (net of fees)
706
486
486
(33)
(55)
(58)
(146)
(141)
(287)
(239)
(126)
(652)
908
428
Cost of acquisitions
(1,306)
988
225
225
(26)
(55)
(91)
(172)
(25)
(197)
(190)
(120)
(507)
–
–
–
Cash and cash equivalents
at 31 December2
570
706
1 Includes amounts received by the holding companies in respect of tax losses surrendered
to the operating companies of £84 million (2015: £71 million).
2 The required prudential cash buffer of £150 million at 31 December 2015 is no
longer required.
28
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Continued
DEBT ISSUANCE (NET OF FEES)
£428 million of debt , net of fees of £4 million, was issued in 2016
comprising the £182 million short-term debt facility in connection with
the acquisition of the AXA business, which was fully repaid during the
year, and the £250 million short-term bank facility issued in connection
with the Abbey Life acquisition. This facility has subsequently been
refinanced with the Group’s lending banks into an enlarged revolving
credit facility of £900 million.
COST OF ACQUISITIONS
The £1,306 million comprise:
– £933 million in connection with the acquisition of Abbey Life; and
– £373 million for the acquisition of AXA Wealth’s pensions
and protection businesses.
TARGET CASH FLOWS
The five-year cumulative target cash flow for 2016 to 2020 is £2.8 billion,
of which £486 million has been generated in 2016.
The resilience of the cash generation target is demonstrated by the
following illustrative stress testing1:
Base case five-year target
Following a 20% fall in equity markets
Following a 15% fall in property values
Following a 55bps interest rates rise2
Following a 80bps interest rates fall2
Following credit spread widening3
Following 6% decrease in annuitant mortality rates4
Following a 10% increase in assurance
mortality rates
Following a 10% change in lapse rates5
1 January 2016 to
31 December 2020
£bn
2.8
2.8
2.7
3.0
2.6
2.7
2.5
2.7
2.7
1 Assumes stress occurs on 1 January 2017 and there is no market recovery during
the cash generation target period.
2 Assumes recalculation of Transitionals (subject to PRA approval).
3 Credit stress equivalent to an average 150bps spread widening across ratings, 10% of
which is due to defaults/downgrades.
4 Equivalent of 6 months increase in longevity applied to the annuity portfolio.
5 Assumes most onerous impact of a 10% increase/decrease in lapse rates across different
product groups.
EXPECTED CASH FLOWS AFTER 2020
The expected cash generation post 2020 is expected to be £4.4 billion.
This assumes no management actions after 2020 and reflects the net
impact arising from the run-off of the Risk Margin and Transitionals up to
2032 (see page 31).
Capital management
£1.9bn
PLHL Solvency II
surplus
(pro forma)
170%
PLHL Shareholder
Capital Coverage
Ratio (pro forma)
CAPITAL MANAGEMENT FRAMEWORK
The Group’s capital management framework is designed to achieve
the following objectives:
– to provide appropriate security for policyholders and meet all regulatory
capital requirements under the Solvency II regime while not retaining
unnecessary excess capital.
– to ensure sufficient liquidity to meet obligations to policyholders
and other creditors.
– to optimise the Fitch Rating’s financial leverage ratio to maintain
an investment grade credit rating.
– to support the Group’s progress in putting in place a new
UK-registered holding company for the Group.
– to maintain a stable and sustainable dividend policy.
The framework comprises a suite of capital management policies that
govern the allocation of capital throughout the Group to achieve these
objectives under a range of stress conditions. The policy suite is defined
with reference to policyholder security, creditor obligations, dividend
policy and regulatory capital requirements.
PLHL SOLVENCY II CAPITAL POSITION (PRO FORMA)
In accordance with European Insurance and Occupational Pension
Authority (‘EIOPA’) and PRA requirements, from 1 January 2016 the
Group undertakes a Solvency II capital adequacy assessment at the level
of the highest EEA insurance group holding company, which is PLHL.
This involves a valuation in line with Solvency II principles of PLHL’s
Own Funds and a risk-based assessment of PLHL’s Solvency Capital
Requirements (‘SCR’).
PLHL’s Own Funds differ materially from the Group’s IFRS equity for
a number of reasons, including the exclusion of the Group’s bank debt
and the senior bond held outside of the PLHL sub group, the recognition
of future shareholder transfers from the with-profit funds (but not the
shareholder share of the estate), the treatment of certain subordinated
debt instruments as capital items, and a number of valuation
differences, most notably with regard to insurance contract liabilities
and intangible assets.
The SCR is calibrated so that the likelihood of a loss exceeding the SCR
is less than 0.5% over one year. This ensures that capital is sufficient
to withstand a broadly ‘1 in 200 year event’.
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In December 2015, the Group was granted the PRA’s approval for
use of its Internal Model to assess capital requirements. The capital
assessment of the acquired AXA and Abbey Life businesses remained
on a Standard Formula basis as at 31 December 2016. Therefore, the
estimated Solvency II position of PLHL at that date is based partially on
the Group’s Internal Model and partially on Standard Formula.
The PLHL Solvency II surplus position at 31 December 2016 is set out
in the table below. As explained in detail on page 23, a pro forma PLHL
Solvency II surplus position has also been presented to illustrate the
impacts of the issuance of a Solvency II qualifying Tier 3 bond in January
2017 and the receipt of the PRA’s approval in March 2017 to include the
acquired AXA businesses within the scope of the Group’s Internal Model.
Estimated position4
Adjustments:
Own
Funds1
£bn
6.7
SCR2
£bn
(5.0)
Impact of the Tier 3 bond
0.1
–
Impact of incorporating the AXA
businesses in the Group’s Internal
Model
Pro forma position at
31 December 20164
–
0.1
6.8
(4.9)
Surplus3
£bn
1.7
0.1
0.1
1.9
The Solvency II surplus excludes the surpluses arising in the Group’s
unsupported with-profit funds and the PGL Pension Scheme of
£0.4 billion. In the calculation of the PLHL Solvency II surplus, the
SCR of the with-profit funds and the PGL Pension Scheme is included,
but the related Own Funds are recognised only to a maximum of the
SCR amount. Surpluses that arise in with-profit funds and the PGL
Pension Scheme, whilst not included in the PLHL Solvency II surplus,
are available to absorb economic shocks. This means that the headline
surplus is resilient to economic stresses.
Unsupported with-profit funds and the PGL Pension Scheme consist
of £2.4 billion of Own Funds and £2.0 billion of SCR. Of the £2.4 billion
of Own Funds, £1.8 billion consists of estate within the unsupported
with-profit funds and £0.6 billion of Own Funds within the PGL
Pension Scheme.
SHAREHOLDER CAPITAL COVERAGE RATIO (PRO FORMA)
Excluding the SCR and Own Funds relating to the unsupported with-
profit funds and the PGL Pension Scheme, the pro forma Solvency II
Shareholder Capital Coverage ratio is 170% as at 31 December 2016
(2015: 154%, actual). The Pearl Group Staff Pension Scheme and
the Abbey Life Staff Pension Schemes did not cover their SCR as at
31 December 2016 and the related Own Funds and SCR are therefore
included in the Shareholder Capital Coverage ratio calculation.
SHAREHOLDER CAPITAL COVERAGE RATIO
1 Own Funds includes the net assets of the life and holding companies calculated under
Solvency II rules, pension scheme surpluses calculated on an IAS19 basis not exceeding
the holding companies’ contribution to the Group SCR and qualifying subordinated
liabilities. It is stated net of restrictions for assets which are non-transferable and fungible
between Group companies within a period of nine months.
2 The SCR reflects the risks and obligations to which the PLHL Group is exposed.
3 The pro forma surplus equates to a coverage ratio of 140% as at 31 December 2016.
4 The estimated and pro forma Solvency II positions include the adverse impact of
an assumed recalculation of Transitional Measures on Technical Provisions (‘TMTP’)
and reflect the run-off of TMTP since 1 January 2016. See page 23 for more details.
5 The actual Solvency II position at 31 December 2015 comprised Own Funds of £5.7 billion
and SCR of £4.4 billion equating to a coverage ratio of 130%.
170%
8
.
4
9
.
1
154%
8
.
3
3
.
1
9
.
2
5
.
2
PLHL SOLVENCY II SURPLUS (PRO FORMA)
The pro forma Solvency II surplus at 31 December 2016 of £1.9 billion
(2015: £1.3 billion, actual) has increased by £0.6 billion as a result of:
FY16
(pro forma)
FY15
(actual)
Surplus (£bn)
SCR (£bn)
Own funds (£bn)
– £0.2 billion of surplus emerging from the life companies (excluding the
acquired AXA and Abbey Life businesses) and the expected run-off
of capital requirements;
– achieved management actions of £0.5 billion including completion of a
Part VII transfer of a portfolio of annuities, the execution of a longevity
swap with an external reinsurer, and the extension of Matching
Adjustment benefits to new asset classes;
– £0.3 billion impact of the acquisitions completed during the period;
– £0.1 billion pro forma benefits of including the acquired AXA
businesses within the scope of the Group’s Internal Model; and
– issuance of the new Tier 3 bond which contributed £0.1 billion
to the Solvency II surplus on a pro forma basis; partly offset by,
– £(0.2) billion adverse impact of actuarial assumption strengthening,
experience and modelling changes;
– dividend payments and financing costs of £(0.2) billion; and
– the adverse impact of market and other movements of £(0.2) billion,
primarily falling yields which have had an adverse impact on risk capital
in the period.
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BUSINESS REVIEW
Continued
The pro forma shareholder capital position is further analysed between
the contributions of the holding companies and the life companies
as follows:
BREAKDOWN OF SHAREHOLDER CAPITAL POSITION
4.8
8
.
0
0
.
4
1.9
4
.
1
0.5
2.9
6
.
2
0.3
Phoenix Life (£bn)
Holding companies (£bn)
Own funds
SCR
Surplus
Own funds within the holding companies of £0.8 billion
(2015: £1.0 billion) principally comprises cash and other financial
assets held in the holding companies.
Own Funds within Phoenix Life of £4.0 billion (2015: £2.8 billion)
comprise £1.1 billion (2015: £1.0 billion) in the shareholders’ funds,
£1.8 billion (2015: £0.7 billion) in the non-profit funds, £0.6 billion
(2015: £0.7 billion) in the supported with-profit funds and future
shareholder transfers of £0.5 billion (2015: £0.4 billion).
PHOENIX LIFE FREE SURPLUS (PRO FORMA)
Phoenix Life Free Surplus represents the Solvency II surplus
of the life companies that is in excess of their Board-approved
capital management policies.
As at 31 December 2016, the pro forma Phoenix Life Free Surplus is
£0.7 billion (2015: £0.1 billion). The table below analyses the movement
during the period:
Opening Free Surplus (actual)
Surplus generation and expected run-off of capital
requirements
Management actions
Impact of acquisitions
Assumptions, experience and modelling changes
Impact of economic and other variances
Free Surplus before cash remittances
Cash remittances to holding companies1
Closing Free Surplus (before pro forma
adjustments)
Impact of incorporating the AXA businesses in the
Group’s Internal Model
Closing Free Surplus (pro forma)
Year ended
31 December 2016
£bn
0.1
0.2
0.6
0.3
(0.1)
(0.2)
0.9
(0.4)
0.5
0.2
0.7
1 The cash remittances to holding companies excludes cash receipts from Opal Re in the
period of £85 million.
The pro forma Phoenix Life Free Surplus excludes £49 million of financial
assets held in Opal Re as at 31 December 2016 (2015: £125 million).
SENSITIVITY AND SCENARIO ANALYSIS
As part of the Group’s internal risk management processes, the
regulatory capital requirements are tested against a number of financial
scenarios. The results of that stress testing1 are provided below and
demonstrate the resilience of the pro forma PLHL Solvency II surplus.
Base: 1 January 2017
Following a 20% fall in equity markets
Following a 15% fall in property values
Following a 55bps interest rates rise2
Following a 80bps interest rates fall2
Following credit spread widening3
Following 6% decrease in annuitant mortality rates4
Following 10% increase in assurance mortality rates
Following a 10% change in lapse rates5
1 Assumes stress occurs on 1 January 2017.
2 Assumes recalculation of transitionals (subject to PRA approval).
Pro forma PLHL
Solvency II surplus
£bn
1.9
1.9
1.8
2.0
1.8
1.8
1.6
1.8
1.8
3 Credit stress equivalent to an average 150bps spread widening across ratings, 10% of
which is due to defaults/downgrades.
4 Equivalent of 6 months increase in longevity applied to the annuity portfolio.
5 Assumes most onerous impact of a 10% increase/decrease in lapse rates across different
product groups.
PGH SOLVENCY II SURPLUS (PRO FORMA)
As previously noted, the Solvency II capital assessment and Group’s
regulatory supervision is performed at the PLHL level as this is the
highest EEA insurance holding company. A waiver is currently in place
which permits Group supervision to take place at the level of the ultimate
parent, PGH, via other methods, as opposed to full Group supervision.
This waiver is due to expire on 30 June 2017.
As part of the on going simplification of the Group structure, Phoenix
intends to put in place a new UK-registered holding company for the
Group. The new company will be the ultimate parent company and
the highest EEA insurance Group holding company. When complete,
the Solvency II capital assessment and Group supervision
will only be performed at this level.
From 1 July 2017 and pending the completion of the simplification of
the Group structure, regulatory supervision and the Solvency II capital
adequacy assessment is expected to be performed at the PLHL and
PGH level.
The key difference between the pro forma capital position of PLHL
and the pro forma position at the PGH level is the inclusion of the Group’s
current senior debt and the revolving credit facility within the Own
Funds calculation.
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The table below illustrates the pro forma Solvency II position at the
PGH level at 31 December 2016.
IFRS results
PLHL pro forma position1
Revolving credit facility
Senior unsecured bond
Net other items2
2016 final dividend
PGH pro forma position3
Own funds
£bn
6.8
(0.5)
(0.3)
0.1
(0.1)
6.0
SCR
£bn
(4.9)
–
–
–
–
(4.9)
Surplus
£bn
1.9
(0.5)
(0.3)
0.1
(0.1)
1.1
1 Details of the PLHL pro forma are set out on page 23.
2 Net other items reflect the impact of intragroup eliminations together with the recognition
of cash and other assets held in companies above the PLHL sub group
3 The PGH pro forma position assumes the substitution of the issuer of the Group’s
shareholder borrowings from PGH Capital plc to PGH effective from 20 March 2017, as
if it occurred on 31 December 2016. See note I9 to the IFRS financial statements for
further details.
TRANSITIONAL MEASURES ON TECHNICAL PROVISIONS AND
RISK MARGIN
The Group has obtained the PRA’s approval to apply Transitional
Measures on Technical Provisions (‘TMTP’). This allows for a transitional
deduction on technical provisions which is the difference between the
net technical provisions calculated in accordance with the Solvency II
rules and the net technical provisions calculated in accordance with
the previous regime. The transitional deduction is expected to decrease
over 16 years from 1 January 2016 to 1 January 2032 in line with
business run-off.
The Solvency II technical provisions include a Risk Margin which is highly
sensitive to interest rates. As a consequence, a sustained change in
interest rates has a direct impact on the Risk Margin. The Solvency II
rules allows for recalculation of the transitional deduction under certain
circumstances, one of these being a change in the operating conditions
due to external market-wide events such as changes in the risk free rate.
Such a recalculation requires PRA approval.
At 31 December 2016, PLHL’s Solvency II surplus includes the effects
of an assumed recalculation of the transitional deduction as at that date
and reflects amortisation since 1 January 2016. Accordingly the year
end position includes a transitional deduction of £1.9 billion (excluding
the unsupported with-profit funds), which offset £1.3 billion of Risk
Margin and £0.6 billion of other technical provisions recognised in the life
companies. As the acquired Abbey Life business has not recognised a
transitional deduction, it is excluded from the analysis above. The run-off
of the transitional deduction over time will be substantially offset by the
reduction of the Risk Margin therefore mitigating any resulting impact
on the Solvency II surplus.
£351m
Operating
profit
£(100)m
IFRS loss
after tax
The operating profit has increased to £351 million (2015: £324 million),
primarily driven by the impact of £157 million of management actions
during 2016 (2015: £68 million) and the impact of updates made to the
IFRS reserving methodology to more closely align to the Solvency II
requirements, partly offset by strengthening of actuarial assumptions
to reflect anticipated policyholder behaviour in the continued low
interest environment.
The loss after tax attributable to owners is £100 million
(2015: £249 million, profit) reflecting adverse economic variances,
principally yields and losses on equity hedging positions, together with
the one-off impact associated with acquisition and integration activities.
Year ended
31 December
2016
£m
Year ended
31 December
2015
£m
Phoenix Life
Group costs
Operating profit
Investment return variances and economic
assumption changes on long-term business
Variance on owners’ funds
Amortisation of acquired in-force business
and other intangibles
Other non-operating items
Profit before finance costs attributable
to owners
Finance costs attributable to owners
(Loss)/profit before the tax attributable
to owners:
Tax credit attributable to owners
(Loss)/profit for the period attributable
to owners
357
(6)
351
(207)
(5)
(82)
(95)
(38)
(90)
(128)
28
(100)
336
(12)
324
13
(12)
(90)
49
284
(99)
185
64
249
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Continued
PHOENIX LIFE OPERATING PROFIT
Operating profit for Phoenix Life is based on expected investment
returns on financial investments backing shareholder and policyholder
funds over the reporting period, with consistent allowance for the
corresponding expected movements in liabilities (being the release
of prudential margins and the interest cost of unwinding the discount
on the liabilities). The principal assumptions underlying the calculation
of the long-term investment return are set out in note B2 to the IFRS
consolidated financial statements.
Operating profit includes the effect of variances in experience for
non-economic items, such as mortality and persistency, and the effect
of changes in non-economic assumptions. Changes due to economic
items, for example market value movements and interest rate changes,
which give rise to variances between actual and expected investment
returns, and the impact of changes in economic assumptions on liabilities,
are accounted for outside of operating profit. Phoenix Life operating profit
is net of policyholder finance charges and policyholder tax.
Phoenix Life operating profit
With-profit
With-profit where internal capital support
provided
Non-profit and unit-linked
One-off impact of IFRS methodology change
Long-term return on owners’ funds
Management services
Phoenix Life operating profit before tax
Year ended
31 December
2016
£m
Year ended
31 December
2015
£m
81
(72)
283
31
7
27
357
92
84
124
–
6
30
336
The with-profit operating profit of £81 million (2015: £92 million).
represents the shareholders’ one-ninth share of the policyholder
bonuses, and has reduced due to lower bonus rates.
The with-profit funds where internal capital support has been provided
generated an operating loss of £72 million (2015: £84 million profit).
The loss is principally driven by impact of strengthening actuarial
assumptions to reflect the impact of the continued low interest rate
environment on the Group’s expectations of persistency for products
with valuable guarantees. The 2015 comparative included the positive
impact of actuarial modelling enhancements implemented in the year
of £49 million.
The operating profit on non-profit and unit-linked funds increased to
£283 million (2015: £124 million) primarily reflecting the outcomes of
management actions of £117 million undertaken during the period, and
positive experience which has more than offset some adverse one-off
impacts of actuarial modelling enhancements undertaken in the period.
Following the implementation of Solvency II, certain changes have
been made to the assumptions and estimates used in the valuation
of insurance contract liabilities to more closely align the IFRS reserving
methodology with Solvency II requirements. As the Group manages
its capital on a Solvency II basis, the changes mean that the IFRS
results now more closely reflect the way the business is managed.
The implementation of the changes at 1 January 2016 resulted in
an overall favourable impact of £31 million to Phoenix Life operating
profit. The overall profile for the emergence of future operating profit
is expected to be materially unchanged as a result of these updates.
More details on the changes are provided in note F4 to the IFRS
consolidated financial statements.
The long-term return on owners’ funds of £7 million (2015: £6 million)
reflects the asset mix of owners’ funds, primarily cash-based assets
and fixed interest securities. The investment policy for managing
these assets remains prudent.
The operating profit for management services of £27 million
(2015: £30 million) comprises income from the life companies in
accordance with the respective management service agreements less
fees related to the outsourcing of services and other operating costs.
The decrease compared to the prior period reflects the impact of life
company run-off and increased project costs incurred during the year.
GROUP COSTS
Group costs in the period were £6 million (2015: £12 million). The reduction
compared to the prior period principally reflects an increased return on
the higher opening pension scheme surpluses of both the PGL Pension
Scheme and the Pearl Group Staff Pension Scheme.
INVESTMENT RETURN VARIANCES AND ECONOMIC
ASSUMPTION CHANGES ON LONG-TERM BUSINESS
The negative investment return variances and economic assumption
changes on long-term business of £207 million (2015: £13 million positive)
are primarily driven by adverse market movements during the year.
The majority of the negative variance is driven by the adverse impact
of falling yields on the life funds which has increased the margin held
within insurance liabilities in respect of longevity risk.
The investment return variances have also been adversely impacted by
losses arising on equity hedging positions held by the life funds following
equity market gains in the period. Equity market gains in the period
have resulted in an unfavourable variance as the value of the hedging
instruments fall without the corresponding benefit from future profits
within the life funds being recognised.
VARIANCE ON OWNERS’ FUNDS
The negative variance on owners’ funds of £5 million (2015: £12 million
negative) is driven by losses from equity hedging positions held in the
Group Holding Companies, offset by gains from interest rate hedging
positions held in the life companies’ shareholders’ funds arising from
falling yields.
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AMORTISATION OF ACQUIRED IN-FORCE BUSINESS
AND OTHER INTANGIBLES
Acquired in-force business and other intangibles of £2.7 billion were
recognised on the acquisition of the operating companies in 2009.
Following the acquisition of the AXA and Abbey Life businesses in 2016,
a further £0.2 billion of acquired-in-force business and other intangibles
have been recognised in the Group’s balance sheet.
The acquired in-force business is being amortised in line with the run-off
of the life companies. Amortisation of acquired in-force business during
the period totalled £68 million (2015: £75 million). Amortisation of other
intangible assets totalled £14 million in the period (2015: £15 million).
OTHER NON-OPERATING ITEMS
Other non-operating items of £(95) million (2015: £49 million positive)
include a £26 million gain on the implementation of a longevity swap
reassurance contract on a portfolio of the Group’s annuities and a
£14 million gain as a result of a premium adjustment of the 2015
reassurance arrangement with RGA International following completion
of a data review.
These items have been more than offset by:
– acquisition costs of £31 million, comprising £12 million of transaction
costs related to the acquisition of AXA Wealth’s pensions and
protection business and £19 million of transaction costs related
to acquisition of Abbey Life;
– a provision for costs of £30m associated with the integration
and restructuring of the acquired AXA businesses;
– the costs of providing for claims and associated costs relating to
creditor insurance underwritten prior to 2016 by a subsidiary of the
Group, PA (GI) Limited, of £33 million;
– recognition of costs of £10 million associated with the introduction
of regulations that cap early exit charges for pension customers aged
over 55 at 1%, which will come into force from 2017;
– costs of £6 million associated with the transfer of non-profit annuities
from with-profit funds to non-profit matching adjustment funds;
– the costs of £4 million associated with the PGL pension scheme
buy-in;
– other corporate project costs of £19 million; and
– net other one-off items totalling a cost of £2 million.
The prior period positive other non-operating result of £49 million
included a gain of £49 million arising on the reassurance of a portfolio
of PLAL annuities with an external reinsurer and a £17 million release
of cost provisions associated with external regulatory changes, partly
offset by £11 million of corporate project costs and negative £3 million
of net other items.
FINANCE COSTS ATTRIBUTABLE TO OWNERS
Bank finance costs
Other finance costs
Finance costs attributable to owners
Year ended
31 December
2016
£m
Year ended
31 December
2015
£m
16
74
90
28
71
99
Finance costs have decreased by £9 million, comprising a £12 million
reduction in bank finance costs primarily driven by restructuring and
repayments of bank debt, and a £3 million increase in other finance costs
attributable to interest on the £428 million subordinated notes issued
during the first half of 2015.
TAX CREDIT ATTRIBUTABLE TO OWNERS
The Group’s approach to the management of its tax affairs is set out
in its Tax Strategy document which will shortly be available in the
governance section of the Group’s website. The Group’s tax affairs and
tax controls are managed by an in-house tax team who report on them
to the Board and the Audit Committee on a regular basis throughout the
year. The Board believes that its Tax Strategy accords with the Group’s
approach to its wider Corporate Social Responsibility.
Implicit in the Group’s Tax Strategy and the management of its tax
affairs is a desire for greater transparency and openness that will help
the Group’s stakeholders better understand the published tax numbers.
In this way the Group aims to participate in a substantive manner with
HMRC and other insurance industry stakeholders on consultative
documents and tax law changes that potentially impact on the
insurance sector.
Following the 2015 disposal of the Group’s overseas insurance interests,
all of the Group’s insurance operations are based in the UK and are liable
to tax in accordance with applicable UK legislation. The Group derives
a de-minimis level of income from non-UK sources. Although Phoenix
Group Holdings is a Jersey resident holding company and subject to a
0% tax rate, its primary source of income is its UK subsidiaries. The tax
residency of Phoenix Group Holdings has a negligible impact on the UK
tax payable by the Group.
The Group tax credit for the period attributable to owners is £28 million
(2015: £64 million) based on a loss (before tax attributable to owners)
of £128 million (2015: £185 million profit). The tax credit is different from
the expected tax credit (based on the UK corporation tax rate of 20%)
of £26 million primarily due to the impact of disallowable expenses
including £7 million relating to the provision for costs recognised in
respect of the creditor insurance underwritten by PA (GI) Limited and
the impact of the consolidation treatment of the PGL pension scheme
buy-in agreement of £12 million. These items have been partly offset
by the benefit of a 1% reduction in future corporation tax rates and the
treatment of certain recurring income and expenses as either non-
taxable or taxable at rates of less than 20%. See note C5 to the IFRS
consolidated financial statements for further analysis.
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RISK
MANAGEMENT
OUR RISK
INFRASTRUCTURE
HAS ENABLED THE
GROUP TO DELIVER
KEY STRATEGIC
INITIATIVES AMIDST A
VOLATILE ECONOMIC
AND POLITICAL
ENVIRONMENT.”
WAYNE SNOW
GROUP CHIEF RISK OFFICER
THE GROUP’S RISK MANAGEMENT FRAMEWORK
The Group’s Risk Management Framework (‘RMF’) embeds proactive
and effective risk management across the Group. It seeks to ensure
that all risks are identified and managed effectively and that the Group
is appropriately rewarded for the risks it takes.
During the year, the Group strengthened its RMF to meet evolving
regulatory requirements including Solvency II and the UK Corporate
Governance Code. I was pleased to see our approach to risk
management recognised in the investment grade rating reaffirmed
by Fitch Ratings following our two acquisitions.
Further detail on the ten components of our RMF and the principal risks
facing the Group are provided below.
The Group is now implementing its risk management approach
in the AXA Wealth and Abbey Life businesses and using its framework
to manage the associated integration risks.
RISK CULTURE
The Group seeks to embed a culture that is forward-looking and
competent in its assessment and management of risk, a culture where
everyone in the Group is aligned in their goals to deliver better risk-
based decisions.
To support this goal, the Group defined a Risk Culture Statement which
sets out the Group’s aspirations for Risk Management:
“The Group has a balanced risk culture, supportive of commercial
risk-taking coupled with strong execution in line with its risk appetite.”
At its core are the Group’s values and behaviours, clarity of accountability
and a healthy tension between the first and second lines of defence.
Collectively this means people understand the Group’s approach to risk,
take personal responsibility to manage risk in everything they do and
encourage others to follow their example.”
During 2016, Group Risk conducted its latest annual Risk Culture
survey. The results of this survey enable us to assess and measure
the Group’s Risk Culture over time as well as being able to tailor training
programmes to ensure the continued engagement and development
of our employees.
RISK MANAGEMENT FRAMEWORK
Risk
strategy
Risk
appetite
Risk
universe
External communication and
stakeholder management
Governance, organisation
and policies
Business performance
and capital management
Risk and
capital
assessment
People and
reward
Management
information
Technology and
infrastructure
OWN RISK AND SOLVENCY ASSESSMENT (ORSA)
The Group carries out an ORSA process to assess its risk profile
on an ongoing basis. The ORSA considers risk, capital and return within
the context of the business strategy on a forward-looking basis.
The ORSA is a fundamental part of the strategic risk and capital
management processes of the business to prompt consideration
of management actions and help shape strategic decision-making.
RISK STRATEGY
The Group’s risk strategy provides an overarching view of how risk
management is incorporated consistently across all levels of the
business, from decision-making to strategy implementation.
It assists the business achieve its strategic objectives by supporting
a more stable, well managed business with improved customer and
shareholder outcomes.
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This is achieved not by risk avoidance, but through the identification
and management of an acceptable level of risk (its ‘risk appetite’) and
by ensuring that the Group is appropriately rewarded for the risks it takes.
To ensure that all risks are managed effectively the Group
is committed to:
– embedding a risk aware culture;
– maintaining a strong system of internal controls;
– enhancing and protecting customer and shareholder value
by continuous and proactive risk management;
– maintaining an efficient capital structure; and
– ensuring that risk management is embedded into day-to-day
management and decision-making processes.
RISK APPETITE
The Group’s risk appetite is the level of risk the Group is willing to accept
in pursuit of its strategic objectives. The statements below encapsulate
our risk appetite for policyholder security and conduct, earnings volatility,
liquidity and our control environment:
– Capital – The Group and each Life Company will hold sufficient capital
to meet regulatory requirements in a number of asset and liability
stress scenarios.
– Cash flow – The Group will seek to ensure that it has sufficient
cash flow to meet its financial obligations and will continue
to do this in a volatile business environment.
– Shareholder Value – The Group will take action to protect its
shareholder value.
– Regulation – The Group and each Life Company will, at all times,
operate a strong control environment to ensure compliance with all
internal policies and applicable laws and regulations, in a commercially
effective manner.
– Conduct – Phoenix has zero appetite for deliberate acts of
misconduct, including omissions, that result in customer detriment,
reputational damage and/or pose a risk to the Financial Conduct
Authority (‘FCA’) statutory objectives.
The risk appetite and control framework supports the Group in operating
within the boundaries of these statements by limiting the volatility of key
parameters under adverse scenarios. Risk appetite limits are chosen
which specify the maximum acceptable likelihood for breaching the
agreed limits. Assessment against these limits is undertaken through
extensive scenario and reverse stress testing.
RISK UNIVERSE
A key element of effective risk management is ensuring that
the business has a complete understanding of the risks it faces.
These risks are defined in the Group’s risk universe.
The risk universe allows the Group to deploy a common risk language,
allowing for meaningful comparisons to be made across the business.
There are three levels of risk universe categories. The highest risk
universe category is Level 1 and includes:
– strategic risk;
– customer risk;
– financial soundness risk;
– market risk;
– credit risk;
– insurance risk; and
– operational risk.
Embedded within these categories, and Customer risk in particular, are
the conduct risks faced by the Group and its customers. These risks are
separately monitored and reported on across the organisation to ensure
that conduct risk receives appropriate emphasis and oversight.
The Group has developed a PGH Board-approved risk appetite
statement to manage conduct risk. The appetite statement is supported
by the assessment of all conduct related risks faced by the Group
on a quarterly basis. This regular assessment and reporting enables us
to be forward-looking and proactive in the management of conduct risk.
EXTERNAL COMMUNICATION AND STAKEHOLDER
MANAGEMENT
The Group has a number of internal and external stakeholders, each
of whom has an active interest in the Group’s performance, including
how risks are managed. Significant effort is made to ensure that
our stakeholders have appropriate, timely and accurate information
to support them in forming views of the Group.
GOVERNANCE, ORGANISATION AND POLICIES
GOVERNANCE
Overall responsibility for approving, establishing and embedding
the RMF rests with the Board. The Board recognises the critical
importance of having an efficient and effective RMF and appropriate
oversight of its operation. There is a clear organisational structure
in place with documented, delegated authorities and responsibilities
from the Group Board to the PLHL Board, Life Company Boards
and the Executive Committee.
The RMF is underpinned by the operation of a three lines of defence
model with clearly defined roles and responsibilities for statutory boards
and their committees, management oversight committees, Group Risk
and Group Internal Audit.
First line: Management
Management of risk is delegated from the Board to the Group Chief
Executive Officer, Executive Committee members and through to business
managers. A series of business unit management oversight committees
operate within the Group. They are responsible for implementation
of the RMF, ensuring the risks associated with the business activities
are identified, assessed, controlled, monitored and reported.
Second line: Risk Oversight
Risk oversight is provided by the Group Risk function and the Board Risk
Committee. The Board Risk Committee comprises four independent
Non-Executive Directors. It is supported by the Group Chief Risk Officer
and met six times during 2016. During 2016, the Risk Committee of
the Phoenix Life Board met five times and provided additional Board
Committee focus on risk matters at Phoenix Life.
Third line: Independent Assurance
Independent verification of the adequacy and effectiveness of the
internal controls and risk management is provided by the Group Internal
Audit function, which is supported by the Board Audit Committee.
ORGANISATION
The Group Chief Risk Officer manages the Group Risk function and has
responsibility for the implementation and oversight of the Group’s RMF.
The Group Risk function has responsibility for oversight over financial,
operational and regulatory risk. The PRA/FCA relationship team manages
the relationship and interactions with our primary regulators and reports
to the Group Chief Risk Officer.
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RISK MANAGEMENT
Continued
POLICIES
The Group policy framework comprises a set of policies that supports
the delivery of the Group’s strategy by establishing operating principles
and expectations for managing the key risks to our business. The policy
set contains the minimum control standards to which each business unit
must adhere to and against which they report compliance.
The policies define:
– the individual risks the policy is intended to manage;
– the degree of risk the Group is willing to accept, which
is set out in the policy risk appetite statements;
– the minimum controls required in order to manage the risk
to an acceptable level; and
– the frequency of the control’s operation.
Each policy is the responsibility of a member of the Executive Committee
who is charged with overseeing compliance throughout the Group.
The governance framework in operation throughout the Group
can be found in the chart below.
BUSINESS PERFORMANCE AND CAPITAL MANAGEMENT
The Annual Operating Plan is assessed to ensure that the Group
operates within our stated risk appetite. Business performance
is routinely monitored with consolidated reporting against
performance targets.
The Group operates a Capital Management Policy where capital
is allocated across risks where capital is held as a mitigant
and the amount of risk capital required is reviewed regularly.
RISK AND CAPITAL ASSESSMENT
The Group operates a standardised assessment framework for the
identification and assessment of the risks to which it may be exposed
and how much capital should be held in relation to those exposures.
This framework is applicable across the Group and establishes a basis,
not only for the approach to risk assessment, management and reporting
but also for determining and embedding capital management at all levels
of the Group in line with Solvency II requirements.
Risk assessment activity is a continuous process and is performed
on the basis of identifying and managing the significant risks
to the achievement of the Group’s objectives.
Stress and scenario tests are used extensively to support the
assessment of risk and provide analysis of their financial impact.
Independent reviews conducted by Group Risk provide further
assurance to management and the Board that individual risk exposures
and changes to our risk profile are being effectively managed.
MANAGEMENT INFORMATION
Overall monitoring and reporting against the risk universe takes place
in business unit management committees and Boards. This is then
reported to the Executive Committee, PLHL Board and the Group Board
via regular risk reporting.
The Board Risk Committee receives a consolidated risk report on
a quarterly basis, detailing the risks facing the Group and the overall
position against risk appetite limits. The Board Risk Committee is also
provided with regular reports on the activities of the Group Risk function.
PEOPLE AND REWARD
Effective risk management is central to the Group’s culture and its
values. Processes are operated that seek to measure both individual
and collective performance and discourage incentive mechanisms which
could lead to undue risk taking. Training and development programmes
are in place to support employees in their understanding of the RMF.
TECHNOLOGY AND INFRASTRUCTURE
The Group employs market leading risk systems to support
the assessment and reporting of the risks it faces. This enables
management to document key risks and controls and evidence
the assessment of them at a frequency appropriate to the operation
of the control.
RISK MANAGEMENT EFFECTIVENESS
The provisions of the UK Corporate Governance Code require an annual
review of the effectiveness of Risk Management.
This assessment provides assurance to management and the Boards
that the RMF has been implemented consistently and is operating
effectively across the Group.
GOVERNANCE FRAMEWORK
Board
PGH Board
PGH Board
Nomination Committee
PGH Board
Remuneration Committee
PGH Board
Risk Committee
PGH Board
Audit Committee
First line of defence
Second line of defence
Third line of defence
Executives
Management
Group Chief
Executive Officer
Group
Executive Committee
Group Functions
Phoenix Life
Companies
Chief Risk Officer
Group Risk
and Compliance
Group Internal Audit
43
Read more about
our Governance structure
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PRINCIPAL RISKS AND UNCERTAINTIES
FACING THE GROUP
The Group’s top principal risks and uncertainties are detailed in the
table below, together with their potential impact, mitigating actions
which are in place, links to the Group’s strategic objectives and
changes in the risk profile from last year. As economic changes occur
and the industry and regulatory environment evolves, the Group will
continue to monitor their potential impact.
Further details of the Group’s exposure to financial and insurance
risks and how these are managed are provided in note E6 of the
IFRS consolidated financial statements.
Key to Strategic
objectives icons
Improve Customer
outcomes
Drive Value
Manage Capital
Engage People
Trend
Change in risk
from last year
Risk Improving
No Change
Risk Deteriorating
Risk
Impact
Mitigation
Strategic
objectives
Change from last year
In times of
severe market
turbulence, the
Group may not
have sufficient
capital or liquid
assets to meet
its cash flow
targets or may
suffer a loss
in value.
Adverse
changes in
experience
versus actuarial
assumptions.
The emerging cash flows of the Group
may be impacted during periods of
severe market turbulence by the need to
maintain appropriate levels of regulatory
capital. The impact of market turbulence
may also result in a material adverse
impact on the Group’s capital position.
Since the introduction of Solvency II
and a swaps-based discount rate, the
Group is more sensitive to movements
in swap yields.
The Group has liabilities under annuities
and other policies that are sensitive
to future longevity, persistency and
mortality rates. For example, if our
annuity policyholders live for longer than
expected, then their benefits will be
paid for longer. The amount of additional
capital required to meet those additional
liabilities could have a material adverse
impact on the Group’s ability to meet
its cash flow targets.
The Group undertakes regular monitoring
activities in relation to market risk
exposure, including limits in each asset
class, cash flow forecasting and stress
and scenario testing. In response to this,
the Group has implemented de-risking
strategies to mitigate against unwanted
customer and shareholder outcomes.
The Group also maintains cash buffers in
its holding companies to reduce reliance
on emerging cash flows.
The Group’s excess capital position
continues to be closely monitored
and managed, particularly in the low
interest environment.
The Group undertakes regular reviews
of experience and annuitant survival
checks to identify any trends or variances
in assumptions.
The Group continues to actively manage
its longevity risk exposures, which
includes the use of reinsurance contracts
to maintain this risk within appetite.
Markets have been turbulent
following the EU Referendum.
Yields on UK swap rates fell
markedly over the first half of the
year, although they have since
recovered. Phoenix prepared for
this potential outcome by reducing
residual interest rate exposure
using a combination of interest
rate swaps and swaptions.
Recent currency volatility does
not materially impact the Group.
Policyholder persistency rates,
rates of early and late retirement
and the take-up of valuable
guarantees were affected by
the Pensions Freedoms legislation
and the low interest rate
environment.
While the acquisition of the
SunLife protection business
exposes the Group to increased
mortality and new business
pricing risk, this business provides
a natural hedge to our annuity
business.
During the year, the Group
entered into a longevity swap
arrangement to reinsure
£2.0 billion of annuity liabilities.
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Continued
Risk
Impact
Mitigation
Strategic
objectives
Change from last year
The Group regularly monitors its
counterparty exposure and has specific
limits relating to individual exposures,
counterparty credit rating, sector
and geography.
Where possible, exposures are
diversified through the use of a range
of counterparty providers. All material
reinsurance and derivative positions
are appropriately collateralised
and guaranteed.
During the year, exposure
to reinsurance counterparties
increased as the result of the
longevity transaction referenced
above. The Group also acquired
reinsurance contracts with a
number of external reinsurers
through the AXA Wealth and
Abbey Life acquisitions.
Significant
counterparty
failure.
Changes in
the regulatory
and legislative
landscape.
Assets held to meet obligations
to policyholders include debt
securities. Phoenix Life is exposed to
deterioration in the actual or perceived
creditworthiness or default of issuers.
This risk is reflected in the higher
expected return, or spread, over less
risky assets.
An increase in credit spreads on debt
securities, particularly if it is accompanied
by a higher level of actual or expected
issuer defaults, could adversely impact
the value of the Group’s assets.
The Group is also exposed to trading
counterparties failing to meet all or part
of their obligations, such as reinsurers
failing to meet obligations assumed
under reinsurance arrangements.
The conduct-focused regulator has
had a greater focus on customer
outcomes. This may continue to
challenge existing approaches and/
or may result in remediation exercises
where Phoenix Life cannot demonstrate
that it met the expected customer
outcomes in the eyes of the regulator.
Changes in legislation such as the
Pension Freedoms and taxation can also
impact the Group’s financial position.
The Group puts considerable effort
into managing relationships with its
regulators so that it is able to maintain
a forward view regarding potential
changes in the regulatory landscape.
The Group assesses the risks of
regulatory and legislative change and
the impact on our operations and lobbies
where appropriate.
Phoenix has focused on activities
identified following publication
of the ‘Fair Treatment of long-
standing Customers’ review
to enhance our management
of conduct risk.
The Abbey Life acquisition
increases the Group’s regulatory
risk exposure from ongoing
FCA investigations. However,
warranties and indemnities were
agreed as part of the acquisition
which mitigate against an
adverse outcome.
Surplus assets have been retained
in life companies to mitigate
any potential adverse impact
of deferred tax restrictions being
introduced in 2017.
PGH waiver in respect of Group
regulatory supervision expires
at 30 June 2017.
New risk.
New risk.
The Group fails
to effectively
integrate
the acquired
businesses.
The challenge of integrating two new
businesses into the Group could
introduce structural or operational
inefficiencies that results in Phoenix
failing to generate the expected
outcomes for policyholders or value
for shareholders.
Greater than
anticipated
redress cost
relating to
creditor
insurance.
High Court ruling that PA (GI) Limited
(‘PAGI’), a Group company, retained
liability in relation to creditor insurance
originally underwritten by PAGI.
Cost of redress for these complaints
may be greater than provisions held,
due to uncertainties with regard to the
volumes of future complaints, the rates
by which those complaints are upheld
and the average redress value.
The financial and operational risks
of target businesses were assessed
as part of the acquisition phase.
Integration plans are developed
and resourced with appropriately
skilled staff to ensure that the target
operating models are delivered in line
with expectations.
The Group has established efficient
processes to review complaints received,
and where appropriate, provide redress
to the policyholder.
The Group continues to monitor the
level of complaints and emerging
experience to ensure that the provisions
remain appropriate.
The Group is considering options in
respect of seeking to recover incurred
costs from third parties. (Further details
in note G1 to the IFRS consolidated
financial statements).
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PRINCIPAL RISKS AND UNCERTAINTIES FACING
THE GROUP (CONTINUED)
The current assessment of the residual risk in respect of each
of the Group’s principal risks is illustrated in the chart opposite.
PRINCIPAL RISKS
h
g
H
i
The residual risk is the remaining risk after controls and mitigating actions
have been taken into account.
The Group’s senior management and Board also take emerging risks into
account when considering potentially adverse outcomes and appropriate
management actions prior to the risk crystallising.
Some of the current emerging risks the Group considers are listed
in the table below.
t
c
a
p
m
I
RISK
TITLE
Regulatory
Thematic
Reviews
Voluntary
Charges Cap
Political Risk
DESCRIPTION
The unknown consequences and the potential
impact, including retrospective activity, as a
result of Thematic Reviews conducted by
the regulators.
The FCA has noted that they are seeking
a ‘voluntary solution’ on exit charges for
legacy products.
Unexpected changes in the legislative
environment and the impacts on financial
markets driven by the political agenda following
the UK’s decision to leave the European Union.
RISK UNIVERSE
CATEGORY
Customer
Customer
Strategic
w
o
L
Unlikely
Market
Disruptors
The impact of alternative providers in the
market or those with more comprehensive
digital propositions.
Strategic
C
E
A
F
B
D
Almost Certain
Likelihood
RISK
A Market Volatility
B Actuarial Assumptions
C Counterparty Exposure
D Regulatory and Legislative Changes
E Acquisition Integration (new risk)
F PAGI redress costs (new risk)
VIABILITY STATEMENT
In accordance with the provision of section C.2.2 of the 2014 revision of the UK Corporate Governance Code, the Board has completed an
assessment of the prospects and viability of the Group over a five-year period to December 2021. The Board has determined that the five-year
period to December 2021 is an appropriate period for the assessment, this being the period covered by the Group’s Board-approved annual
operating plan (‘AOP’).
In making the viability assessment, the Board has undertaken the following process:
– it defined what is mandatory in the context of viability;
– it reviewed the AOP which considers profits, liquidity, solvency and strategic objectives and the impacts of management actions on the Group;
– it completed stress testing to assess viability under severe but plausible scenarios, including two adverse stresses which represent
the key financial risks to the Group as follows:
1. Market stress – a 1 in 10-year event combined market stress incorporating a fall in equity, property values and yields, with a widening
of credit spreads.
2. Longevity stress – a 1 in 10-year event longevity and credit stress, which implies a 1.5 year increase in life expectancy for a 65 year old male
alongside a widening of credit spreads.
– it considered the principal risks facing the Group which have the potential to impact on viability as discussed in the Risk report above; and
– it completed a qualitative assessment of all strategic risks to the Group and contingent actions available that could be implemented should
any risk materialise that threatens the Group’s resilience.
The Board has also made certain assumptions when making the assessment and these include the following:
– the stress occurs on 1 January 2017 with no allowance for any recovery, but do take into account the impact of transitionals recalculation; and
– that corporate acquisitions are not relevant, as any acquisition would only be progressed on the basis it was value accretive.
Based on the results of the procedures outlined above, the Board has a reasonable expectation that the Group will be able to continue in operation
and meet its liabilities as they fall due over the five-year period of assessment.
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ENVIRONMENTAL
REPORTING
Our Corporate Responsibility programme supports
our commitment to monitoring and reducing our
environmental footprint.
This section includes mandatory reporting of greenhouse gas (‘GHG’)
emissions pursuant to the Companies Act 2006 (Strategic and Directors’
Reports) Regulations 2013. Emissions disclosed relate to facilities and
activities where the Group has operational control.
On 1 November 2016, the Group completed the acquisition of
AXA Wealth’s pension and protection business from AXA UK plc.
The acquisition resulted in two additional properties transferring to our
operational control and being included in our carbon footprint.
GREENHOUSE GAS EMISSIONS
GLOBAL GHG EMISSIONS DATA IN TONNES OF CO2e
2016
(location-
based)
(market-
based)
20151
Combustion of fuel and
operation of facilities (Scope 1)
1,078
1,078
986
In addition, on 30 December 2016 the Group completed the acquisition
of Abbey Life Assurance Company Limited, Abbey Life Trustee Services
Limited and Abbey Life Trust Securities Limited from Deutsche Bank
Holdings No. 4 Ltd resulting in one property in Bournemouth transferring
to our operational control and being included in our carbon footprint on a
pro-rata basis.
Electricity, heat, steam
and cooling purchased for
own use (Scope 2)
Total Carbon Footprint
(Scopes 1 + 2)
2,286
2,679
2,874
3,364
3,757
3,860
PHOENIX GROUP’S CHOSEN INTENSITY MEASUREMENT 2
Emissions reported above on a
per floor area intensity
Emissions reported above on a per full-time
equivalent employee (FTE) intensity
2016
(location-
based)
2015
81
kg CO2e/
m2
88
kg CO2e/
m2
4.3
tonnes
CO2e/FTE
5.3
tonnes
of CO2e/
FTE
1 Carbon footprint was restated to account for closure of a property mid-year that had
previously been reported for a full 12 month period.
2 Our intensity measurement calculations exclude the newly acquired AXA and
Abbey Life subsidiaries to avoid skewed intensity results.
In 2016 emissions have dropped principally through a reduction in the
emission factor for consumption of purchased electricity (Scope 2) and
the closure of one property. Approximately 0.4% of 2016 emissions are
estimated as full year data is not yet available for all facilities. A sample
of emissions from fuel use for company owned transport and back-up
generation and fugitive emissions from refrigerants were calculated and
were determined to be non-material to the overall footprint, so have not
been included.
The data reported is based on the main requirements of the ISO14064
Part 1 and the GHG Protocol Corporate Standard (revised edition).
Data was gathered at facility level to compile the carbon footprint.
The Government’s 2016 Conversion Factors for GHG Company
Reporting have been used to convert energy data into carbon dioxide
equivalent (CO2e) emissions.
2016 marks the first time Phoenix Group is reporting Scope 2 emissions
using the GHG Protocol dual-reporting methodology. This updated
approach states that organisations should provide two figures to reflect
the GHG emissions from purchased electricity, using both:
– A location-based method that reflects the average emissions intensity
of the electricity grids from which consumption is drawn; and
– A market-based method that reflects emissions from electricity
specific to each supply/contract
For market-based emissions there is a reporting quality hierarchy
and Phoenix Group have used residual mix factors in the absence of
contractual instruments.
Go online for the Group’s full Corporate Responsibility Report
www.thephoenixgroup.com/CRreport2016
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GOVERNANCE
The Directors of Phoenix Group Holdings
support the high standards of corporate
governance contained in the UK
Corporate Governance Code.
IN THIS SECTION
Chairman’s introduction
Board structure
Board of Directors
Executive management team
Corporate governance report
Directors’ remuneration report
Directors’ report
42
43
44
46
47
58
85
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42
CHAIRMAN’S
INTRODUCTION
SHAREHOLDERS
I am grateful for the strong support of our shareholders in 2016.
– Shareholders supported us at our AGM held on 11 May 2016 with a
vote of at least 91% of votes cast for each resolution. The resolution
which received the lowest support (91.5%) was in respect of the
authority to disapply pre-emption rights of up to 10% of issued share
capital. The negative voting reflected the stance being taken by certain
shareholders at AGMs generally, pending clarity around the wording
of this resolution, and specifically the part of the resolution for the use
of 5% of issued share capital for acquisition purposes or a specified
capital investment. I am pleased that our use of this resolution in
2016 was as intended – for our share placing in connection with the
acquisition of the AXA Wealth businesses. At our May 2017 AGM, we
will follow the new guidance from the Pre-Emption Group in respect
of the authority to disapply pre-emption rights.
– Shareholders supported us at our EGM held on 24 October 2016
for approval of our acquisition of Abbey Life and the rights issue
underpinning the acquisition, with a 99.9% vote in favour of
both resolutions.
– Shareholders supported us by taking up 97.65% of the shares offered
through the rights issue for the Abbey Life acquisition with the
remaining 2.35% of shares being placed quickly at a modest discount.
BOARD OF DIRECTORS
Our Board of Directors comprises the Chairman, eight independent Non-
Executive Directors and two Executive Directors. The Board considers
that our optimum number of Directors is nine or ten and that number will
occasionally be higher as the Board is gradually renewed.
The appointment of three new Non-Executive Directors (Wendy
Mayall, John Pollock and Nicholas Shott) from 1 September 2016 was
the culmination of a thorough search started at the beginning of 2016,
intended to respond to our 2015 Board skills audit and address the
skills being lost as Directors retire from the Board. In 2016 we lost the
experience of Tom Cross Brown and Rene-Pierre Azria, both after long
periods of excellent service to Phoenix. However, I was pleased to see
our Board succession working so well with the enhancement to the
Board dynamic provided by our three new Non-Executive Directors with
their mix of experience bringing skills very relevant to our future needs
as follows:
– Wendy Mayall – Asset management.
– John Pollock – Insurance, customer, FTSE 100 financial services
board experience.
– Nicholas Shott – M&A, corporate finance.
Our gradual Board renewal will continue in 2017, with the retirements
from the Board of Isabel Hudson and David Woods at our AGM in May
2017, both after over seven years on our Board. We are currently in the
process of recruiting a further Non-Executive Director, which will bring
the Board back to ten Directors.
I would like to thank Isabel and David for their outstanding service to the
Board since their appointments in 2010.
ALL WE DO MUST BE BASED ON
STRONG GOVERNANCE STRUCTURES
TO PROVIDE PROTECTION FOR OUR
SHAREHOLDERS AND CUSTOMERS.
I AM CONFIDENT IN THE ROBUST
GOVERNANCE AT PHOENIX WHICH
WE WILL ENSURE CONTINUES
ACROSS OUR ENLARGED GROUP
FOLLOWING THE ACQUISITION
OF THE AXA AND ABBEY LIFE
BUSINESSES.”
HENRY STAUNTON
CHAIRMAN
We responded to the Board’s desire, stated in our previous year’s
2015 Board evaluation review, to spend more time on strategy,
which supported the Board’s focus in achieving the AXA and Abbey
Life acquisitions in 2016. Our most recent Board Evaluation Review,
undertaken towards the end of 2016, revealed a continued desire to keep
strategy high up the agenda at each Board meeting, particularly given
our growth ambitions. The review also stressed the Board’s desire to
provide strong oversight of the operations of our business, especially
the importance of the integration of the acquired AXA and Abbey Life
businesses, and to ensure that we continue to drive value as best as
possible for our shareholders and customers. We are fortunate to have
a strong Board for our regulated life and pensions subsidiaries, chaired
by Mike Urmston and with a majority of Independent Non-Executive
Directors who are not on the Board of our holding company, Phoenix
Group Holdings. This extra level of independence is an important aspect
of our governance.
UK CORPORATE GOVERNANCE CODE
As detailed in the Corporate Governance Report on pages 47 to 57,
we complied in 2016 with all the provisions of the UK Corporate
Governance Code (‘the Code’), such that in the last five years we have
had only one matter of non-compliance with the Code.
The following sections provide more detail on our Board of Directors,
Executive Management team, operation of governance and
remuneration practices as follows:
– Board and committee structure.
– Board of Directors.
– Executive Management Team.
– Corporate Governance Report.
– Directors’ Remuneration Report.
– Directors’ Report.
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BOARD STRUCTURE
Phoenix Group Holdings Board and Committees
The main focus of the Phoenix Group Holdings Board is on Group strategy and performance,
with input from Board committees. The chart below sets out the composition and main
activities of the Phoenix Group Holdings Board and its committees. More detailed operational
and customer-focused matters are addressed at the subsidiary board and committee level.
43
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PHOENIX GROUP
HOLDINGS BOARD
Henry Staunton (Chair)
Ian Cormack – SID
Clive Bannister*
James McConville*
Alastair Barbour
Isabel Hudson
Wendy Mayall
John Pollock
Nicholas Shott
Kory Sorenson
David Woods
AUDIT
COMMITTEE
Alastair Barbour (Chair)
Isabel Hudson
Kory Sorenson
David Woods
REMUNERATION
COMMITTEE
RISK
COMMITTEE
NOMINATION
COMMITTEE
Ian Cormack (Chair)
Isabel Hudson
Nicholas Shott
Kory Sorenson
David Woods (Chair)
Alastair Barbour
Wendy Mayall
John Pollock
Henry Staunton (Chair)
Ian Cormack
Alastair Barbour
David Woods
AUDIT
COMMITTEE
Financial Reporting
Internal Controls
External Audit
Internal Audit
PHOENIX GROUP
HOLDINGS BOARD
REMUNERATION
COMMITTEE
RISK
COMMITTEE
Group Strategy
Group Budget
Group Risk Appetite
Performance Monitoring
External/Shareholder
Reporting
External Debt
Major transactions
Group remuneration
framework
Executive Director
remuneration
Employee share
schemes
Risk appetite and
high-level risk matters
The Group’s Risk
Management
Framework
NOMINATION
COMMITTEE
Board appointments
Senior executive
appointments
Board and senior
executive succession
planning
* Executive Directors
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BOARD OF DIRECTORS
The Group is governed by our Board of Directors.
Biographical details of all Directors are shown below.
CLIVE BANNISTER
GROUP CHIEF EXECUTIVE OFFICER
JAMES MCCONVILLE
GROUP FINANCE DIRECTOR
Appointed to the Board
28 March 2011
Appointed to the Board
28 June 2012
Experience
Clive Bannister joined the Group in February 2011 as
Group Chief Executive Officer. Prior to this, Mr Bannister
was Group Managing Director of Insurance and Asset
Management at HSBC Holdings plc. He joined HSBC in
1994 and held various leadership roles in planning and
strategy in the Investment Bank (USA) and was Group
General Manager and CEO of HSBC Group Private
Banking. He started his career at First National Bank of
Boston and prior to working at HSBC was a partner in
Booz Allen Hamilton in the Financial Services Practice
providing strategic support to financial institutions
including leading insurance companies, banks and
investment banks. Mr Bannister is also Chairman of the
Museum of London.
Experience
Between April 2010 and December 2011, Mr McConville
was Chief Finance Officer of Northern Rock plc. Prior to
that, between 1988 and 2010, he worked for Lloyds
Banking Group plc (formerly Lloyds TSB Group plc)
in a number of senior finance and strategy related
roles, latterly as Finance Director of Scottish Widows
Group and Director of Finance for the Insurance
and Investments Division. During 2011 and 2012,
Mr McConville was a Non-Executive Director of the
life businesses of Aegon UK. In 2014, Mr McConville
joined the board of Tesco Personal Finance plc as
Non-Executive Director. Mr McConville qualified as a
Chartered Accountant whilst at Coopers and Lybrand.
HENRY STAUNTON
CHAIRMAN
Committee membership
(Chairman)
Appointed to the Board
1 September 2015
Experience
Henry Staunton was appointed Chairman of the Board
of Directors with effect from 1 September 2015.
Mr Staunton is Non-Executive Chairman of WH Smith
plc, the leading FTSE 250 retail group, and a Non-
Executive Director of Capital & Counties Properties
plc. He is also Non-Executive Chairman of the privately
owned BrightHouse Group, the rent-to-own company.
From 2004 until 2013, Mr Staunton was a Non-Executive
Director, Chairman of the Audit Committee and latterly
Senior Independent Director and Vice Chairman of
Legal & General Group plc, where he gained significant
insight into the life and pensions industry. From 2008 to
31 December 2014 he was a Non-Executive Director
of Merchants Trust plc, where he was the Senior
Independent Director. He was also a Non-Executive
Director of Ashtead Group from 1997 to 2004 including
as Chairman from 2001. During his executive career
he was Finance Director of ITV plc from 2003 to 2006,
and Finance Director of Granada plc from 1993 to 2003.
Prior to that he joined Price Waterhouse as a graduate
trainee, rising to become a Senior Partner of the
audit practice.
ALASTAIR BARBOUR
INDEPENDENT NON-EXECUTIVE DIRECTOR
IAN CORMACK
SENIOR INDEPENDENT DIRECTOR
Committee membership
Committee membership
(Chairman – Audit Committee)
(Chairman – Remuneration Committee)
Appointed to the Board
1 October 2013
Appointed to the Board
2 September 2009
Experience
Alastair Barbour has over 30 years audit experience
with KPMG where he worked across the full spectrum
of financial services clients from large general insurers
and reinsurers to the life insurance and investment
management sector, working on a range of operational
and strategic issues. Mr Barbour is the former Head of
Financial Services, Scotland for KPMG. He retired from
KPMG in 2011 to build a Non-Executive career. He is a
Director and Audit Committee Chairman of RSA Insurance
Group plc, Standard Life Private Equity Trust plc and
Liontrust Asset Management plc (all London Stock
Exchange listed companies). He is also a Director and
Audit Committee Chairman of CATCo Reinsurance
Opportunities Fund Ltd, a Bermuda-based investment
company listed on the London Stock Exchange and of
The Bank of N. T. Butterfield & Son Limited, a company
listed in both Bermuda and New York.
Experience
Ian Cormack was appointed to the Board of Directors
of the Company on 2 September 2009 and was
appointed Senior Independent Director on 1 October
2013. Mr Cormack is Non-Executive Chairman of Maven
Income & Growth VCT 4 plc and a Non-Executive
Director of JRP Group plc and Hastings Group Holdings
plc. Mr Cormack was Chief Executive Officer of AIG, Inc.
in Europe from 2000 to 2002 and prior to that he spent
32 years at Citibank where he was Chairman of Citibank
International plc and Co-Head of the Global Financial
Institutions Client Group at Citigroup.
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Risk Committee
Audit Committee
Remuneration Committee
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ISABEL HUDSON
INDEPENDENT NON-EXECUTIVE DIRECTOR
WENDY MAYALL
INDEPENDENT NON-EXECUTIVE DIRECTOR
JOHN POLLOCK
INDEPENDENT NON-EXECUTIVE DIRECTOR
Committee membership
Committee membership
Committee membership
Appointed to the Board
18 February 2010
Appointed to the Board
1 September 2016
Appointed to the Board
1 September 2016
Experience
Isabel Hudson is Chairman of the National House
Building Council and a Non-Executive Director of
BT Group plc and RSA Insurance Group plc. Ms Hudson
is a former Non-Executive Director of MGM Advantage,
The Pensions Regulator, QBE Insurance and Standard
Life PLC. Other roles previously held by Ms Hudson
include Chief Financial Officer at Eureko BV and
Executive Director of Prudential Assurance Company.
Ms Hudson is an ambassador to Scope, a UK charity,
and has 35 years of experience in the insurance industry
in the UK and mainland Europe.
Experience
Wendy Mayall has over thirty years of asset
management experience, including as Group Chief
Investment Officer and later consultant at Liverpool
Victoria from 2012 to 2015, having previously been Chief
Investment Officer for Unilever’s UK pension fund from
1996 to 2011 and holding management responsibility
for Unilever’s pension funds globally. From 2006 to
2009, Mrs Mayall was the Chair of the Investment
Committee of the Mineworkers Pension Scheme, a
British government appointment to one of the largest
government backed pension schemes in the UK.
Mrs Mayall is the non-executive Senior Independent
Director of the Aberdeen UK Tracker Trust plc.
Experience
John Pollock had a career in life assurance at the Legal
& General Group from 1980 to 2015, including as an
Executive Director of Legal & General Group plc from
2003 to 2015. Mr Pollock held numerous senior roles,
gaining wide strategic and technical experience, finally
as Chief Executive Officer of LGAS (L&G Assurance
Society), one of Legal and Generals’ three primary
business units. Prior to Mr Pollock’s retirement from
Legal and General in 2015, he held positions as Deputy
Chair of the FCA Practitioner Panel, Chairman of
investment platform Cofunds, and as a Non-Executive
Director of the Cala Homes Group.
NICHOLAS SHOTT
INDEPENDENT NON-EXECUTIVE DIRECTOR
KORY SORENSON
INDEPENDENT NON-EXECUTIVE DIRECTOR
DAVID WOODS
INDEPENDENT NON-EXECUTIVE DIRECTOR
Committee membership
Committee membership
Committee membership
(Chairman – Risk Committee)
Appointed to the Board
1 September 2016
Appointed to the Board
1 July 2014
Appointed to the Board
18 February 2010
Experience
Nicholas Shott is an investment banker, who has been
European Vice Chairman of Lazard since 2007 and
Head of UK Investment Banking at Lazard since 2009.
Mr Shott joined Lazard in 1991 and became a partner
in 1997.
Experience
Kory Sorenson is currently a Non-Executive Director
of SCOR SE and its US subsidiaries, Pernod Ricard
SA, Uniqa Insurance Group AG and Aviva Insurance
Limited. Ms Sorenson has over 20 years of experience
in the financial services sector, most of which has been
focused on insurance and banking. She was Managing
Director, Head of Insurance Capital Markets of Barclays
Capital from 2005 to 2010, and also held senior positions
in the financial institutions divisions of Credit Suisse,
Lehman Brothers and Morgan Stanley.
Experience
David Woods is a Fellow of the Institute of Actuaries,
Non-Executive Chairman of Standard Life UK Smaller
Companies Trust plc and a Non-Executive Director of
Murray Income Trust plc. He is also Chairman of the
pension fund trustee companies responsible for the
governance of all the UK defined benefits/pension
schemes in the Sopra Steria Group.
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EXECUTIVE
MANAGEMENT TEAM
Executive management of the Group is led by the Group
Chief Executive Officer, Clive Bannister, who is supported
by the Executive Committee (‘ExCo’).
FIONA CLUTTERBUCK
HEAD OF STRATEGY,
CORPORATE DEVELOPMENT
AND COMMUNICATIONS
Roles and responsibilities
– Supports the Group Chief
Executive Officer in the
formulation of the strategy
and the business planning for
the Group
– Leads implementation of the
Group’s strategy as regards
any potential acquisitions
or disposals
– Leads external Group
Communications in liaison with
the Group Finance Director and
Head of Investor Relations.
STEPHEN JEFFORD
GROUP HUMAN
RESOURCES DIRECTOR
Roles and responsibilities
– Leads the implementation of
the Group’s employee strategy
in order to recruit, retain,
motivate and develop high
quality employees
– Provides guidance and support
on all HR matters to the Group
Chief Executive Officer, ExCo
and the Group Board and
Remuneration Committee
– Delivers HR services to
the Group.
CLIVE BANNISTER
GROUP CHIEF EXECUTIVE
OFFICER
JAMES MCCONVILLE
GROUP FINANCE
DIRECTOR
Roles and responsibilities
– Leads the development of the
Group’s strategy for agreement
by the Board
Roles and responsibilities
– Develops and delivers the
Group’s financial business plan
in line with strategy
– Leads and directs the Group’s
– Ensures the Group’s finances
businesses in delivery of
the Group’s strategy and
business plan
– Leads the Group to safeguard
returns for policyholders and
grow shareholder value
– Embeds a risk-conscious Group
culture which recognises
policyholder obligations in terms
of service and security
– Manages the Group’s key
external stakeholders.
and capital are managed
and controlled
– Develops and delivers the
Group’s debt capital strategy
and other treasury matters
– Ensures the Group has effective
processes in place to enable all
reporting obligations to be met
– Supports the Group
Chief Executive Officer in
managing the Group’s key
external stakeholders
– Maximises shareholder
value through clear,
rigorous assessment of
business opportunities.
ANDY MOSS
CHIEF EXECUTIVE, PHOENIX LIFE
WAYNE SNOW
GROUP CHIEF RISK OFFICER
SIMON TRUE
GROUP CHIEF ACTUARY
QUENTIN ZENTNER
GENERAL COUNSEL
Roles and responsibilities
– Leads the development and
delivery of the Phoenix Life
business strategy, including
the continued integration of
life businesses
– Leads the Phoenix Life
business to optimise outcomes
for customers in terms of both
value and security
– Ensures Phoenix Life deploys
capital efficiently and effectively,
with due regard to regulatory
requirements, the risk universe
and strategy.
Roles and responsibilities
– Leads the Group’s risk
management function,
embracing changes in best
practice and regulation including
Solvency II
– Oversees and manages the
Group’s relationship with the
FCA and PRA
– Supports the Group Board Risk
Committee in the oversight of
the Group’s risk framework,
in line with risk strategy
and appetite.
Roles and responsibilities
– Ensures capital is managed
efficiently across the Group
– Manages the Group’s
solvency position
– Leads the development of the
Group’s investment strategy
– Identifies and delivers
opportunities to enhance
shareholder value across
the Group.
Roles and responsibilities
– Leads provision of legal advice
to the Group Board, other Group
company Boards, ExCo and
senior management
– Oversees and co-ordinates
maintenance of, and adherence
to, appropriate corporate
governance procedures across
the Group
– Designs and implements
a framework to manage
legal risk within the Group,
including compliance by Group
companies and staff with
relevant legal obligations.
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CORPORATE
GOVERNANCE REPORT
INTRODUCTION
BOARD EFFECTIVENESS
The Board is committed to high standards of corporate governance and
the Group’s Corporate Governance policy is aligned to compliance with
the UK Corporate Governance Code (‘the Code’) which sets standards
of good practice for UK listed companies. It is the Board’s view that the
Company has been fully compliant during 2016 with the provisions set
down in the Code.
THE BOARD
The Board comprises the Non-Executive Chairman, the Group Chief
Executive Officer, the Group Finance Director and eight independent
Non-Executive Directors. Biographical details of all Directors are provided
on pages 44 to 45.
A
A
B
C
Chairman
9%
Executive Directors 18%
Independent
Non-Executive
Directors
73%
BOARD
COMPOSITION
B
C
The Board considers that the following Directors are independent:
Alastair Barbour, Ian Cormack, Isabel Hudson, Wendy Mayall,
John Pollock, Nicholas Shott, Kory Sorenson and David Woods.
The Board has considered the criteria proposed by the Code in
assessing the independence of the Directors.
BOARD SUCCESSION PLANNING AND CHANGES
The Board skillset must be aligned to the Group strategy of enhancing
value for shareholders and policyholders and taking forward the Group’s
M&A agenda.
The Board responded to the skills audit undertaken in 2015 by recruiting
three new Non-Executive Directors (Wendy Mayall, John Pollock and
Nicholas Shott, all appointed from 1 September 2016) to replace skills
and experience being lost during 2016 and 2017 on account of expected
Board departures as follows: Tom Cross Brown (May 2016 AGM), Rene-
Pierre Azria (November 2016), David Woods (May 2017 AGM).
The 2016 recruitment provided a strong mix of experience and skills (as
outlined in the Chairman’s Corporate Governance introduction on page
42) and demonstrated the effectiveness of the succession planning.
The Nomination Committee and Board are now undertaking a skills audit
at two-year intervals. The latest skills audit was undertaken in February
2017 and is being utilised in respect of expected 2017 and 2018 Board
changes (including Isabel Hudson who is also retiring from the Board at
the May 2017 AGM).
In accordance with the Code, an evaluation of the performance
of the Board and that of its committees and individual Directors
was undertaken in the latter part of 2016. The process was led by
the Chairman and internally facilitated by the Company Secretary.
The process involved completion by Directors of a questionnaire
covering various aspects of Board, Committee and Director
effectiveness followed by individual meetings between
the Chairman and each Director, concluding in a Board report
which was discussed by the Board in November 2016.
A strong theme from the previous year’s 2015 Board Evaluation
Review had been the desire to spend more time on strategy. This was
actioned with strategy at the forefront of each Board meeting agenda
and contributed to the successful Board focus on acquisitions in 2016.
The Chairman has reported on the main outputs of the November 2016
Board Evaluation Review in his Corporate Governance introduction on
page 42, in particular the Board’s wish for continued focus on strategy
and also the integration of the businesses acquired in 2016. The Board,
whilst commenting favourably on the quality of Board papers, also
provided helpful suggestions to improve the clarity and focus of the
papers, which have been actioned.
The output from the November 2016 Board and individual Director
reviews informed the review of the Board composition and succession
planning undertaken by the Board Nomination Committee in February
2017, leading to the Board’s recommendations to shareholders regarding
re-election of Directors at the 2017 Annual General Meeting (‘AGM’).
All Directors receive a tailored induction on joining the Board in
accordance with a process approved by the Board. The new Non-
Executive Directors, Wendy Mayall, John Pollock and Nicholas Shott,
undertook a comprehensive induction, including detailed strategic
and operational briefings and information, before and following their
appointments in September 2016.
To ensure that the Directors maintain up-to-date skills and knowledge
of the Company, all Directors receive regular presentations on different
aspects of the Company’s business and on financial, legal and
regulatory issues.
THE CHAIRMAN, GROUP CHIEF EXECUTIVE OFFICER
AND SENIOR INDEPENDENT DIRECTOR
Henry Staunton is Chairman of the Board of Directors of the Company,
having joined the Board as Chairman on 1 September 2015. There is a
division of responsibility, approved by the Board, between the Chairman,
who is responsible for the leadership and effective operation of the
Board and the Group Chief Executive Officer, Clive Bannister, who is
responsible to the Board for the overall management and operation
of the Group. The Chairman’s other commitments are set out in his
biographical details on page 44. The Chairman was appointed on the
basis of committing two days per week to Phoenix.
The Senior Independent Director, appointed by the Board, is Ian
Cormack. His role is to be available to shareholders whose concerns
are not resolved through the normal channels or when such channels
are inappropriate. He is also responsible for leading the annual appraisal
of the Chairman’s performance by the Non-Executive Directors, which
occurred in November 2016.
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48
CORPORATE
GOVERNANCE REPORT
Continued
OPERATION OF THE BOARD
The Board is responsible to the shareholders for the overall performance of the Group. The Board’s role is to provide entrepreneurial leadership within
a framework of prudent and effective controls, which enables risk to be assessed and managed. The Board has a schedule of matters reserved for its
consideration and approval supported by a set of operating principles. These matters include:
– Group strategy and business plans
– Major acquisitions, investments and capital expenditure
– Financial reporting and controls
– Dividend policy
– Capital structure
– The constitution of Board committees
– Appointments to the Board and Board committees
– Senior executive appointments
– Key Group policies.
The schedule of matters reserved for the Board is available from the Group Company Secretary. Matters which are not reserved for the Board and
also its committees under their terms of reference (which are available on the Group website), or for shareholders in general meetings, are delegated
to the executive management under a schedule of delegated authorities approved by the Board.
The terms of appointment for the Directors state that they are expected to attend in person regular (at least six per year) and additional Board
meetings of the Company and to devote appropriate preparation time ahead of each meeting. In February 2017, the Nomination Committee reviewed
the time spent by Directors and concluded that the time required of (and given by) the Company’s Directors is considered at least at the level expected
in their appointment terms and is believed to be high in comparison with other FTSE 250 companies.
The remuneration of the Directors is shown in the Directors’ Remuneration Report on pages 58 to 84. The terms and conditions of appointment
of Non-Executive Directors are on the Group’s website. In accordance with the provisions of the Articles and the Code, all Directors (except Isabel
Hudson and David Woods, who are standing down from the Board) will submit themselves for election or re-election at the Company’s AGM on
11 May 2017.
Alastair Barbour, on account of being on the boards of a number of public companies listed in the UK and/or Bermuda and the USA and chairing the
audit committee for all, has provided an analysis of his work commitments to the Nomination Committee, which shows the relatively low level of time
commitment required for certain of his other roles and the complementary nature of his roles and the time committed to Phoenix (40 days in 2016, his
equal largest commitment). The Nomination Committee and Board confirmed their absolute satisfaction with the time and overall commitment given
to Phoenix by Mr Barbour and all other Directors.
Wendy Mayall, John Pollock and Nicholas Shott were appointed to the Board from 1 September 2016 with pre-existing commitments which affected
their Board attendance during their first few months on the Board. All attended the final Board meeting in 2016 (30 November) and it is their intention
to attend all Board meetings going forward.
The Board met eight times during 2016 and is scheduled to meet seven times in 2017 including for a two-day strategy-setting meeting.
Additional meetings will be held as required, and the Non-Executive Directors will hold meetings with the Chairman, without the Executive Directors
being present, as they did on several occasions in 2016.
KEY FOCUS AREAS AT BOARD MEETINGS IN 2016
Subject
CEO Report
Strategy and Planning including consideration of corporate transactions
CFO/Management Information Report
Financial Reporting
Reports from Chairs of Board committees and subsidiary Boards
Board and Board committee changes and issues
Other Matters
% of time spent (approximate)
25
25
20
15
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BOARD ATTENDANCE 2016
Chairman
Henry Staunton
Executive Directors
Clive Bannister (Group CEO)
James McConville (Group FD)
Non-Executive Directors
René-Pierre Azria3
Alastair Barbour
Ian Cormack
Tom Cross Brown1
Isabel Hudson
Wendy Mayall2
John Pollock2
Nicholas Shott2
Kory Sorenson
David Woods
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1 Tom Cross Brown resigned from the Board on 11 May 2016.
2 Wendy Mayall, John Pollock and Nicholas Shott were appointed to the Board on 1 September 2016.
3 Rene-Pierre Azria resigned from the Board on 30 November 2016.
BOARD COMMITTEES
The Board has delegated specific responsibilities to four standing committees of the Board. The terms of reference of the committees can be found
on the Company’s website.
EXPECTED MAJOR FOCUS ITEMS IN 2017
Committee
Audit Committee
Items
Oversight of embedding of controls across the enlarged Group following 2016 acquisitions
Nomination Committee
Executive and Non-Executive Director Succession Planning
Remuneration Committee
Risk Committee
New Remuneration Policy for May 2017 AGM and continued focus on aligning remuneration
with strategic performance
Forward-looking risk planning
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CORPORATE
GOVERNANCE REPORT
Continued
Audit Committee
ALASTAIR BARBOUR
Audit Committee Chairman
“ Our focus in 2017 will be ensuring the
control environment remains strong
across our enlarged Group following
our recent acquisitions. This will be
supported by strengthening the links
between the Group and Phoenix Life
Audit Committees.”
OTHER MEMBERS
Isabel Hudson
Kory Sorenson
David Woods
MEETING ATTENDANCE 2016
Maximum
Actual
Audit Committee
The composition of the Audit Committee is in accordance with the
requirements of the Code that the Audit Committee should consist of at
least three independent Non-Executive Directors of whom at least one
has recent and relevant financial experience. Both Alastair Barbour and
Kory Sorenson have that experience. The Audit Committee met seven
times during 2016. Its meetings are attended by the Chairman of the
Risk Committee (who is also a member of the Audit Committee), the
Group Finance Director, the Deputy Group Finance Director, the Group
Head of Internal Audit, the external auditors and usually also by the Group
Chairman and the Group Chief Executive Officer. The Audit Committee
holds private meetings at least annually with each of the Group Finance
Director, the Group Head of Internal Audit and the external auditors.
AUDIT COMMITTEE’S ROLE
– Receiving and reviewing the Annual Report and Accounts and other
related financial disclosures, although the ultimate responsibility for
these matters remains with the Board.
– Monitoring the overall integrity of the financial reporting by the
Company and its subsidiaries and the effectiveness of the Group’s
internal controls.
– Provision of advice to the Board to enable the Board to report on
whether the Annual Report and Accounts, taken as a whole, are fair,
balanced and understandable and provide the information necessary
for shareholders to assess the Group’s performance, business model
and strategy.
– Responsible for making recommendations to the Board on the
appointment of the external auditors and their terms of engagement
including approval of external auditor fees and non-audit services and
for reviewing the performance, objectivity and independence of the
external auditors. The terms of reference of the Audit Committee
state that it shall meet the external auditor at least once a year without
management being present.
– Considering and approving the remit of the internal audit function and
reviewing its effectiveness.
Chairman
Alastair Barbour
Other members
Isabel Hudson
Kory Sorenson
David Woods
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– Oversight of activities of subsidiary audit committees through
receipt and review of minutes, discussions between the Chairmen
of the Audit Committee and subsidiary audit committees, and the
Audit Committee Chairman’s attendance at the Phoenix Life Audit
Committee on an occasional basis, as well as his receipt of all papers
going to the Phoenix Life Audit Committee. This was enhanced in
2016 through the commencement of occasional attendance at the
Audit Committee by the Phoenix Life Audit Committee Chairman.
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AUDIT COMMITTEE’S PRINCIPAL ACTIVITIES DURING 2016
INTERNAL AUDIT
EXTERNAL REPORTING AND CONTROLS
– Reviewed the Company’s 2015 Annual Report and Accounts and
2016 Interim Financial Statements, recommending their approval
to the Board, as well as related disclosures and the financial
reporting process, supported by reports from management and the
external auditors.
– Considered and addressed a number of significant matters in relation
to the IFRS consolidated financial statements for 2015 (annual), 2016
(interim) and 2016 (annual) as summarised in the table on page 53.
These matters were considered by the Audit Committee to be areas
subject to the most significant levels of judgement or estimation, and
identified with regard to the significant risks assessed by the Group’s
external auditors as set out in their audit opinion on page 91.
– Reviewed an update from Internal Audit on the recommendations
from the 2015 External Quality Assessment by Independent Audit and
requested, in consequence of one of the recommendations, that the
2017 Internal Audit plan provides details of the use of data analytics.
– Assessed the effectiveness of Internal Audit, supported by the April
2016 follow-up review by Independent Audit to their 2015 External
Quality Assessment, noting the positive actions taken in response to
the recommendations from the 2015 assessment.
– Approved the Group Internal Audit Proposition for 2017 and a more
dynamic planning approach of six months fixed and six months
flexible; and a continuation of the move from a static policy approach
to a plan more focused on thematic audits based on emerging risks
and topical matters.
– Reviewed the financial forecasts prepared by management, supported
by the sensitivity analysis on the key assumptions underpinning the
forecasts, in support of the assumption that the Group will continue
as a going concern, the Group’s ongoing viability and in support of
dividend payments.
– Approved the annual update of the Group Internal Audit Charter (which
was aligned to the CIIA Code for ‘Effective Internal Audit in Financial
Services’) and the Group Internal Audit Plan (including its link to the
Risk Management Framework), receiving regular reports to monitor
progress against the plan.
– Reviewed the Line 1 risk and controls report from management,
the annual internal controls effectiveness report (and the half-year
update) prior to its consideration by the Board and received reports
regarding consequential actions; and received a dedicated briefing,
in conjunction with the Phoenix Life Audit Committee on cyber risk
and controls.
– Reviewed reports from Internal Audit on the control environment in
the Group’s outsource service providers and on the effectiveness
of the internal audit work undertaken within the outsource service
providers, noting that this was addressed in more detail at the Phoenix
Life Audit Committee., whose Chairman reported further on this
matter through attendance at the Audit Committee.
– Considered and noted the independence of KPMG in relation to post-
acquisition audit work undertaken with regard to Abbey Life.
EXTERNAL AUDIT
– Undertook an audit tender which included a review of the
effectiveness, engagement and remuneration of the current external
auditors. This culminated in a recommendation to re-appoint EY, which
was approved by the Board and will be recommended to shareholders
at the May 2017 AGM – see ‘Assessment of the effectiveness of the
external audit process’ and ‘Auditor’s Appointment’ on page 52.
– Reviewed and monitored the independence of the external auditors
including their provision of non-audit services and fees– see Auditor’s
Independence and External Auditor Policy on page 52.
– Reviewed the internal audit control environment opinion which
included Internal Audit’s view on the embedding of the risk
management framework across the Group.
AUDIT COMMITTEE’S PERFORMANCE
– The Committee’s performance was reviewed by the Board in
November 2016 as part of its overall Board Evaluation Review.
The Board concluded that the Committee undertakes a difficult role
very well and that the reporting from the Committee Chairman to the
Board is good. The Committee undertook a self-effectiveness review
in early 2017, concluding that it contained an appropriate balance of
skills and that the interaction with the Phoenix Life Audit Committee
should continue to be enhanced.
GENERAL
– Reviewed arrangements for whistleblowing (and whistleblowing
activity) should an employee wish to raise concerns, in confidence,
about any possible improprieties; and approved an updated
whistleblowing policy which complied with the FCA and PRA’s new
whistleblowing rules and the introduction of a prescribed responsibility
of a Whistleblowing Champion under the Senior Insurance Managers
Regime. The Audit Committee Chairman was appointed to this role.
– Reviewed and approved updates to the Group Tax Policy and the
Group Liquidity & Funding Policy.
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CORPORATE
GOVERNANCE REPORT
Continued
ASSESSMENT OF THE EFFECTIVENESS OF THE EXTERNAL
AUDIT PROCESS
The effectiveness of the external audit process was assessed through
the completion of a questionnaire by the key divisions and Group
functions within Phoenix Group covering EY’s performance during the
2015 financial reporting cycle to provide a more detailed analysis and to
support the imminent tender process. The review was supported by
the utilisation of an online questionnaire based tool provided by a third
party supplier. The output from the review demonstrated the positive
action taken in respect of recommendations from the previous year’s
review and enabled management to identify key areas of focus to further
facilitate the audit process. The Audit Committee contributed feedback
to the exercise, considered the effectiveness of the process and
reviewed the overall findings.
During 2016, the Financial Reporting Council undertook an Audit Quality
Review of EY’s audit of the PGH financial statements for the year ended
31 December 2015 and reported to the Chair of the Audit Committee.
None of their findings were considered to be of sufficient significance
for inclusion in the report.
AUDITOR’S APPOINTMENT
The current auditors, EY, were appointed in September 2009. However,
EY have been auditors to significant parts of the Group for a longer
period. In accordance with the requirements of The Statutory Audit
Services for Large Companies Market Investigation (Mandatory Use of
Competitive Tender Processes and Audit Committee Responsibilities)
Order 2014, the Audit Committee undertook a competitive audit tender
in 2016 to take effect for the 2017 statutory audit, which it considered
to be in the best interests of its shareholders in light of the length of
association with the current auditors.
The tender process was overseen by the Audit Committee and
undertaken in accordance with internal procurement policies and external
regulations. In accordance with the requirements of the regulations,
a report on the process was undertaken and the rationale supporting
the decision reached was prepared to enable the Audit Committee to
validate the appropriateness of the selection procedure undertaken
and reach their final conclusions. The report confirmed that there was
evidence that the Audit Committee had fulfilled its responsibilities
in connection with the competitive tender process as set out in the
regulations and that the selection process was transparent, free from
influence and was conducted in a fair manner. The Audit Committee
concluded, and recommended to the Board, that the incumbent
audit firm, EY, should be retained as the external auditor of the Group
from 2017.
The current audit partner is Ed Jervis, who has held that role from
the 2014 statutory audit and will rotate off that role after the 2018
statutory audit.
AUDITOR’S INDEPENDENCE AND EXTERNAL AUDITOR POLICY
The Company has an external auditor policy which requires the Company
and the external auditors to take measures to safeguard the objectivity
and independence of the external auditors. These measures include a
prohibition regarding non-audit services in respect of specific areas, such
as secondments to management positions, or those which could create
a conflict or perceived conflict. It also includes details of the procedures
for the rotation of the external engagement partner. The Charter can be
found on the Group’s website. The policy was updated in 2016 to reflect
changes brought about by the EU Audit Directive and Regulations; in
particular that non-audit fees will going forward now be capped at 70%
of the average audit fee over the three preceding financial years. In 2016,
total fees of £8.7 million were paid to EY. Of this amount, £4.2 million
related to statutory audit fees of the parent and its subsidiaries, with a
further £0.8 million incurred in relation to services provided pursuant to
legal or regulatory requirements. The remaining fees of £3.7 million are
classified as non-audit services as defined by the new EU Audit Directive
and Regulations, and give rise to a ratio of 87 % of non-audit to audit fees
in 2016.
The engagement of EY to perform any non-audit service is subject to
a process of pre-approval by the Audit Committee. £1.9 million of the
non-audit fees related to actuarial and finance due diligence procedures
conducted in relation to the acquisitions of the AXA businesses and
Abbey Life. The Audit Committee considers that the engagement of the
external auditors in the performance of such diligence procedures should
provide synergies with audit work post-completion of the transaction and
enhanced insight as to the quality of the control environment operated in
the target company by comparison to Group standards. Of the remaining
balance and consistent with market practice, a further £1.7 million
relates to the provision of assurance services to the Board and the
sponsoring banks in support of disclosures made in the public transaction
documentation relating to the two acquisitions.
The Audit Committee is satisfied that the non-audit services performed
during 2016 have not impaired the independence of EY in its role as
external auditor. Further information on non-audit fees is provided in
Auditor’s Remuneration in Notes to the IFRS Consolidated Financial
Statements on page 117.
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SIGNIFICANT MATTERS CONSIDERED BY THE AUDIT COMMITTEE IN RELATION TO THE FINANCIAL STATEMENTS
Significant matters in relation to the 2016
IFRS financial statements
Review of the actuarial valuation
process, to include the setting
of actuarial assumptions
and methodologies, and the
robustness of actuarial data
Valuation of complex and
illiquid financial assets
Acquisition Accounting
How these issues were addressed
– Management presented papers to the Phoenix Life Audit Committee detailing recommendations for the
actuarial assumptions and methodologies to be used for the interim and year-end reporting periods with
justification and benchmarking as appropriate. These assumptions and methodologies were debated
and challenged by the Phoenix Life Audit Committee, focusing on longevity and persistency in relation to
demographics and on credit in relation to economics, prior to their approval. Papers were also presented
outlining changes to assumptions proposed to align the IFRS basis of reserving more closely with the
requirements of Solvency II.
– A summary of these papers was presented for oversight review by the Audit Committee, and the Phoenix
Life Audit Committee’s conclusions were reported to the Audit Committee through minutes of its meeting
and a discussion between the Chairmen of the two committees. The Audit Committee discussed, and
questioned management and EY on, the content of the summary papers and the Phoenix Life Audit
Committee’s conclusions.
– The Audit Committee received and considered detailed written and verbal reporting from the external
auditors setting out their observations and conclusions in respect of the assumptions, methodologies and
actuarial models. Pension assumptions for use in the IAS 19 Employee Benefits valuations were reviewed
and approved by the Audit Committee prior to the finalisation of the valuation reports.
– Management presented papers setting out the basis of valuation of financial assets, including changes in
methodology and assumptions, for the interim and year-end reporting periods to the Phoenix Life Audit
Committee. The assumptions, valuations and processes, particularly for financial assets determined by
valuation techniques using significant non-observable inputs (Level 3), were debated and challenged
by the Phoenix Life Audit Committee prior to being approved.
– The valuation information was then presented for oversight review by the Audit Committee who considered
and confirmed the appropriateness of the basis of valuation.
– The Audit Committee has considered the impact of the acquisitions of the AXA businesses and Abbey Life
on the Group consolidated IFRS financial statements. This has included consideration of the adoption of
Group accounting policies and methodologies by the acquired businesses.
– Management presented papers detailing the basis of fair value adjustments made to the acquisition
balance sheets including the recognition of intangible assets. The key assumptions and methodologies
applied in determining such adjustments were reviewed and approved by the Audit Committees.
Operating Profit
– The Audit Committee reviewed the allocation of key items to operating profit to ensure the allocations were
in line with the Group’s operating profit framework and consistent with previous practice.
Assessment of whether the
Annual Report and Accounts
are fair, balanced and
understandable
– The Audit Committee considered an analysis of the processes and conclusions in support of management’s
conclusions that the Annual Report and Accounts are fair, balanced and understandable. In particular,
the Audit Committee sought assurance as to the review processes that operated over the production
of the Annual Report and Accounts.
Going concern analysis
– A comprehensive going concern assessment was undertaken by the Audit Committee for the 2016
Viability Statement
year-end and 2016 interim reporting periods, based on an assessment by management of the Group’s
liquidity for the going concern review period together with forecasts and a stress and sensitivity analysis.
The analysis also confirmed that all regulatory and working capital requirements would be met under
the base case and adverse stress scenarios throughout the going concern review period.
– The Audit Committee reviewed the process to support, and the contents of, the Viability Statement.
The Committee concluded that the period covered by the Viability Statement should continue to be
five years to align it to the Group’s strategic plan.
Please note that references in this table to the Phoenix Life Audit Committee include Audit Committees for the acquired AXA Wealth
and Abbey Life businesses in respect of post-acquisition activity.
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The composition of the Remuneration Committee accords with
the requirements of the Code that the Remuneration Committee
should consist of at least three independent Non-Executive Directors.
The Remuneration Committee met six times during 2016.
The Remuneration Committee is responsible for making
recommendations to the Board on the Company’s remuneration and
compensation plans, policies and practices and for determining, within
agreed terms of reference, specific remuneration packages for the
Executive Directors. These include pension rights and executive incentive
schemes to encourage superior performance. In 2016, the Committee
approved a Remuneration Policy Statement in accordance with the
PRA’s Solvency II Remuneration Guidance. Details of the remuneration
structure and the Remuneration Committee’s activities in 2016 are
provided in the Directors’ Remuneration Report on pages 58 to 84.
FIT Remuneration Consultants provided advice to the Remuneration
Committee in 2016 and are independent of the Group.
54
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GOVERNANCE REPORT
Continued
Remuneration Committee
IAN CORMACK
Remuneration Committee Chairman
“ The Remuneration Committee
continues to be focused on alignment
of reward to execution of strategy as
will be reflected in our Remuneration
Policy being presented to shareholders
for approval at our May 2017 AGM.”
OTHER MEMBERS
Isabel Hudson
Nicholas Shott
Kory Sorenson
MEETING ATTENDANCE 2016
Maximum
Actual
Remuneration Committee
Chairman
Ian Cormack
Other members
Isabel Hudson
Nicholas Shott1
Kory Sorenson
1 Appointed to the Committee on 20 October 2016.
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Risk Committee
DAVID WOODS
Risk Committee Chairman
“ I am confident that on stepping down
from the Board and as Risk Committee
Chairman (at our May 2017 AGM),
the risk management framework
and governance is on a sound and
robust footing.”
OTHER MEMBERS
Alastair Barbour
Wendy Mayall
John Pollock
MEETING ATTENDANCE 2016
Maximum
Actual
Risk Committee
Chairman
David Woods
Other members
René-Pierre Azria1
Alastair Barbour
Tom Cross Brown2
Wendy Mayall3
John Pollock3
1 Member of Committee up to 30 Nov 2016.
2 Member of Committee up to 11 May 2016.
3 Appointed to the Committee on 20 October 2016.
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The establishment of a Risk Committee is not a requirement of the
Code. However, the Board believes such a Committee is important
to ensure the robust oversight of the management of risk within the
Group. The composition of the Risk Committee, comprised totally of
independent Non-Executive Directors, is in accordance with the final
recommendations of the report by Sir David Walker titled ‘A review of
corporate governance in UK banks and other financial industry entities’.
The Risk Committee met six times in 2016. Its meetings are attended
by the Chairman of the Audit Committee (who is also a member of the
Risk Committee), the Chief Risk Officer, the Group Head of Internal
Audit and occasionally also by the Group Chairman and the Group Chief
Executive Officer.
The Risk Committee advises the Board on risk appetite and tolerance in
setting the future strategy, taking account of the Board’s overall degree
of risk aversion, the current financial situation of the Group and the
Group’s capacity to manage and control risks within the agreed strategy.
It advises the Board on all high-level risk matters. Details of the Risk
Management Framework, for which the Risk Committee has oversight,
are provided in the Risk Management section on pages 34 to 39.
RISK COMMITTEE’S PRINCIPAL ACTIVITIES DURING 2016
– Reviewed the Group’s risk appetite and recommended to the Board
the Group’s overall risk management strategy.
– Monitored progress against the 2016 Group Risk Function plan.
– Considered any breaches of the Group’s risk appetite.
– Monitored compliance with the Group’s principal risk policies,
satisfying itself that action plans to address significant breaches of
those policies were sufficient.
– Reviewed the Group’s risk profile, monitoring it against the risk
categories of Market, Insurance, Credit, Financial Soundness,
Customer and Operational with particular attention to risk appetite, risk
trends, risk concentrations, provisions, experience against budget and
key performance indicators for risk.
– Provided oversight of, and challenge to, the design and execution
of the Group’s stress and scenario testing, including any changes
of assumptions.
– Undertook horizon scanning to consider emerging risks that could
impact the Group including more prominent badging of forward-
looking work in risk papers.
– Considered risks, issues and matters that are escalated from the
Phoenix Life Risk Committee.
– Informed the Remuneration Committee regarding the management of
the Group’s material risks to support their consideration of executive’s
Annual Incentive Plan rewards.
– Provided oversight and due diligence on risk issues relating to material
transactions and strategic proposals.
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CORPORATE
GOVERNANCE REPORT
Continued
Nomination Committee
HENRY STAUNTON
Nomination Committee Chairman
“ I am very pleased with the Nomination
Committee’s role in our three new Non-
Executive Director appointments from
1 September 2016 and the effective
renewal of skills on our Board.”
OTHER MEMBERS
Alastair Barbour
Ian Cormack
David Woods
MEETING ATTENDANCE 2016
Maximum
Actual
Nomination Committee
Chairman
Henry Staunton
Other members
Alastair Barbour2
Tom Cross Brown1
Ian Cormack
David Woods2
1 Member of Committee to 11 May 2016.
2 Appointed to the Committee on 11 May 2016.
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The composition of the Nomination Committee is in accordance with
the requirements of the Code that a majority of its members should
be independent Non-Executive Directors. The Nomination Committee
is responsible for considering the size, composition and balance of the
Board; the retirement and appointment of Directors; succession planning
for the Board and senior management; and making recommendations to
the Board on these matters.
The Nomination Committee met six times in 2016.
The standard process used by the Committee for Board appointments
involves the use of an external search consultancy to source candidates
external to the Group (and in the case of executive appointments
also considers internal candidates). Detailed assessments of short-
listed candidates are undertaken by the search consultancy, followed
by interviews with Committee members and other Directors and
the sourcing of references before the Committee recommends the
appointments to the Board. This process was used for the appointment
of Wendy Mayall, John Pollock and Nicholas Shott in 2016. The search
consultancy used in 2016 for Director appointments was Korn Ferry
which has no other connection with the Company.
NOMINATION COMMITTEE’S PRINCIPAL ACTIVITIES
DURING 2016
– Delivered a recommendation to the Board for the appointments of
Wendy Mayall, John Pollock and Nicholas Shott as Non-Executive
Directors following a comprehensive search process led by the
Nomination Committee with Korn Ferry search consultancy.
– Taking account of the Board Evaluation Review, reviewed the balance
of skills, diversity, experience, independence and knowledge on
the Board.
– Taking account of the Board Evaluation Review, reviewed the
structure, size and composition of the Board.
– Reviewed the time spent by Directors in fulfilling their duties,
concluding that the time spent appeared to be high in comparison
with other FTSE 250 companies.
– Reviewed the succession plan for Executive and Non-Executive
Directors and recommended its approval to the Board.
The Board’s policy on diversity is as follows:
– The Board supports the enhancement of diversity, including gender,
as a consideration when recruiting new Directors.
– The Board’s overriding aim is to appoint the right Directors to
the Board to drive forward the Group’s strategy within a robustly
compliant framework.
– The Board will undertake regular skills audits to ensure the Board’s
skills remain appropriate for its strategy and providing diversity
where possible.
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COMMUNICATION WITH SHAREHOLDERS
FINANCIAL REPORTING AND GOING CONCERN
The Directors have acknowledged their responsibilities in the Statement
of Directors’ Responsibilities in relation to the IFRS consolidated
and parent company financial statements for the year ended
31 December 2016.
The Group’s business activities, together with the factors likely to affect
its future development, performance and position are set out in the
Strategic Report on pages 2 to 40.
The financial position of the Group, its cash flows and liquidity position
are described in the financial statements.
The Board’s going concern assessment is included within the Directors’
Report on page 87.
VIABILITY STATEMENT
The Viability Statement, as required by section C.2.2 of the Code,
has been undertaken for a period of five years to align to the Group’s
business planning and is contained in the Risk Management section
on page 39.
REVIEW OF SYSTEM OF INTERNAL CONTROLS
The Code requires Directors to review the effectiveness of the
Company’s risk management and internal control systems which
includes financial, operational and compliance controls. The Board has
overall responsibility for the Group’s risk management and internal control
systems and for reviewing their effectiveness. The Group’s systems
of internal controls are designed to manage rather than eliminate the
risk of failure to achieve business objectives and can provide only
reasonable and not absolute assurance against material misstatement
or loss. The Board’s review of the period covered by this report, which
was undertaken with the assistance of the Audit and Risk Committees,
was completed on 17 March 2017. Where any significant weaknesses
were identified, corrective actions have been taken, or are being taken
and monitored.
The Board (and its subsidiary company boards) monitor internal controls
on a continual basis, in particular through Audit and Risk Committees.
There is an ongoing process for identifying, evaluating and managing the
significant risks faced by the Group, which has been in place throughout
the period covered by this report and up to the date of approval of the
Annual Report and Accounts for 2016, in accordance with the ‘Guidance
on Risk Management, Internal Control and Related Financial and
Business Reporting’ published by the Financial Reporting Council.
Additional assurance is provided by the internal audit function, which
operates and reports independently of management. The internal audit
function provides objective assurance on risk mitigation and control to the
Audit Committee.
The Company places considerable importance on communication with
shareholders and regularly engages with them on a wide range of issues.
The Company’s Investor Relations department is dedicated to facilitating
communication with investors and analysts and an active investor
relations programme is maintained.
During 2016, the Company’s Investor Relations department and
management held the following activity:
– 31 days of roadshows meeting investors.
– 5 institutional conferences holding one-on-one or group meetings
with investors.
– 219 face-to-face meetings with investors and analysts.
The Company also held an Investor Day on 12 May 2016, which was
attended by investors and research analysts.
In 2016, there was a marked increase in roadshow activity due to the
AXA and Abbey Life acquisitions which involved an equity placing and
rights issue respectively.
At these meetings a wide range of relevant issues including strategy,
performance, management and governance were discussed.
The Chairman, Senior Independent Director and Executive Directors are
available to meet investors and analysts when required. Should major
shareholders wish to meet newly appointed Directors, or any of the
Directors generally, they are welcome to do so.
In addition, continued engagement is undertaken with shareholders and
proxy advisers on evolving governance issues.
The Directors consider it important to understand the views of the
market. Board members regularly receive copies of the latest analyst
reports on the Company and the insurance sector, as well as market
feedback to further develop their knowledge and understanding of
external views about the Company. The Chairman and the Non-
Executive Directors provide feedback to the Board on topics raised with
them by major shareholders. The Company also undertakes perception
studies, when appropriate, designed to determine the investment
community’s view of the core business from both institutional fund
managers and sell-side analysts.
The Company’s AGM provides another opportunity to communicate
with its shareholders. At the 2016 meeting, the Company complied with
the Code provisions relating to voting and the separation of resolutions.
Shareholders were invited to ask questions during the meeting. It is
intended that the same processes will be followed at the 2017 AGM.
In line with the Code, details of proxy voting by shareholders will be
made available at the meeting and will be posted on the Company’s
website following the meeting.
The Company’s Annual Report and Accounts, together with the
Company’s Interim Report and other public announcements
and presentations, are designed to present a fair, balanced and
understandable view of the Group’s activities and prospects. These are
available on the Company’s website at www.thephoenixgroup.com,
along with a wide range of relevant information for private and
institutional investors, including the Company’s financial calendar.
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DIRECTORS’
REMUNERATION
REPORT
OUR APPROACH TO
REWARD ADOPTS
A PRUDENT VIEW
ON EXECUTIVE PAY
BALANCED WITH
APPROPRIATE ALIGNMENT
TO A STRATEGY WELL
DELIVERED BY THE GROUP
IN A COMPLEX YEAR.”
IAN CORMACK
REMUNERATION COMMITTEE
CHAIRMAN
DEAR SHAREHOLDER
REMUNERATION POLICY FOR 2017
On behalf of the Board, I am pleased to present our Directors’
Remuneration Report for the year ended 31 December 2016.
This report covers remuneration for Executive Directors and
Non-Executive Directors of the Company.
COMPANY PERFORMANCE
2016 was a year of accomplishment for Phoenix Group as set out in
more detail in the Group Chief Executive Officer’s report at the beginning
of this Annual Report and Accounts. Particular operational and financial
highlights for the year included:
– Completion of the acquisition of AXA Wealth’s pensions and
protection businesses financed in part by a £194 million capital raise
– Completion of the acquisition of Abbey Life, financed in part by a
£735 million rights issue
– Operating companies’ cash generation of £486 million
– Agreement with the Group’s lending banks on a new Revolving Credit
Facility of £900 million
– Development of the Phoenix Life website in order to digitise parts
of the customer journey
– Improved Financial Ombudsman Service overturn rate to 18%
– Strong customer satisfaction scores of over 90%
– The accreditation, for the fifth successive year, that Phoenix has
been formally recognised as one of the ‘UK’s Top Employers’
The above highlights have been achieved whilst also meeting the
challenges of the introduction of the new Solvency II regime at the
start of 2016. In addition, the volatile macroeconomic environment
experienced over the course of the year, including the sharp fall in
long-term interest rates, has had a negative impact on the Group’s
financial position.
These factors represent an effective performance by the Company and
its management team and, accordingly, the Remuneration Committee
(‘Committee’) concluded that the out-turn of the Annual Incentive Plan
(‘AIP’) and Long-Term Incentive Plan (’LTIP’) (after increasing the targets
to reflect the impact of the AXA acquisition) is appropriate, as more fully
described below.
As I explained in my letter introducing our Directors’ Remuneration
Report for 2015, during the course of 2016 the Committee has
undertaken a review of our current Directors’ Remuneration Policy in
anticipation of updating the policy at the 2017 Annual General Meeting
(‘AGM’). Whilst the Company is a non-UK incorporated Company, and
so is not technically subject to the UK’s Directors’ Remuneration Report
regime we have always complied with this regime voluntarily, including
establishing a 3-year Directors’ Remuneration Policy which we first
had approved by our shareholders in 2014. As this 3-year authority is
now expiring we intend to seek our shareholders’ authority for a new
Directors’ Remuneration Policy at our 2017 AGM.
In considering any changes to the policy the Committee was mindful
of the wider external environment. In particular, it noted the findings of
the Executive Remuneration Working Group which endorsed replacing
traditional LTIPs with smaller awards of more certain restricted stock.
This could have particular attractions for the Company given the
additional challenges we face in setting robust targets for a business
which has as its strategy the enhancement of shareholder value and
dividend income through suitable acquisitions. The proposed new
policy is largely a carry-forward of the current policy with the Committee
planning to undertake a fuller review during 2017.
The policy to be proposed at the 2017 AGM, therefore, contains a high
degree of consistency with the Company’s previous policy:
– No increases to the potential quantum of Executive Directors’
remuneration are proposed.
– Within the policy, each element of remuneration contains an
appropriate cap. These are in place in order to comply with regulations
and do not reflect aspirations or targets. None of these caps have
been increased from the previous policy. Specifically within the
policy section for base salary we have clarified the target positioning
of Executive Directors’ base salaries as between the FTSE31-100
and FTSE250 data sets.
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SHAREHOLDER APPROVAL
At the AGM on 11 May 2017, shareholders will be asked to approve
two resolutions related to Directors remuneration matters:
– to approve the Directors’ Remuneration Policy as set out in Part A of
this Directors’ Remuneration Report; and
– to approve the Implementation Report sections of this Directors’
Remuneration Report (excluding the Directors’ Remuneration Policy).
As Phoenix is a non-UK incorporated company both of these votes will
be advisory in nature.
The Committee continues to seek to reflect developments in practice
as deemed appropriate for the Phoenix Group.
I hope that we can continue to rely on the support of our shareholders
for the resolutions which will be proposed at the 2017 AGM.
Yours sincerely
IAN CORMACK
REMUNERATION COMMITTEE CHAIRMAN
17 MARCH 2017
– Within the AIP we have retained the current maximum opportunity of
150% of base salary per annum. We have increased the element of
compulsory deferral into shares to 40% (from 33%), with the deferral
period remaining at three years and subject to continued employment.
– The precise metrics for the AIP will be set each year in line with
strategic priorities. For 2017, we have removed the profit–based
measures in favour of increasing the weighting on both cash
generation (the core financial metric for the Company) and the
customer experience. The simplified AIP scorecard will thus comprise
a 50% weighting on cash generation, 20% on customer outcomes,
and 30% on strategic/personal objectives. As now, the AIP policy
includes an appropriate power for the Committee to take a holistic
view of performance and, as appropriate, moderate outcomes.
– For the LTIP, we have retained the current policy of 200% of base
salary annual grant levels. The performance measures for the 2017
LTIP will again be relative TSR and cash generation with an equal
weighting on both. The LTIP also includes a 2-year post-vesting
holding period for Executive Directors.
– Share Ownership Guidelines for Executive Directors remain at a
minimum of 200% of base salary.
– The holding periods applying to the LTIP awards together with bonus
deferral will continue to apply post-cessation to ‘good leavers’.
Last year I highlighted the negative effects that extended and frequent
‘prohibited periods’ that limit Directors’ and senior employees’ share
transactions can have on our remuneration practices. This is particularly
relevant for Phoenix because acquiring additional closed funds is core
to our strategy and the time spent to properly consider acquisitions can
mean extended prohibited periods. This constrains the normal timetables
for awarding and vesting the Company’s share plans.
To address this issue we have amended the rules of the LTIP and
Deferred Bonus Share Scheme (‘DBSS’) (the deferral vehicle for the AIP)
to provide that grants will be made on the fourth dealing day following
the announcement of results regardless of whether the Company is then
in a prohibited period. While recognising that this is unusual it will have a
significant impact internally on the ability to operate the plans effectively.
While awards will vest on the respective anniversary dates the exercise
of awards or the sale of shares will remain possible only in open periods.
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DIRECTORS’ REMUNERATION REPORT Continued
At a glance
HOW WE PERFORMED IN 2016
GROUP PERFORMANCE MEASURES
Annual Incentive Plan (‘AIP’):
Below we show outturn against the metrics within the 2016 AIP. More details of the 2016 AIP can be found on page 76.
OPERATING COMPANIES’
CASH GENERATION (£m)
OPERATING PROFIT
(£m)
CUSTOMER SATISFACTION
SERVICING COMPLAINTS
AS A % OF TRANSACTIONS
1
0
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5
6
8
4
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4
4
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3
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3
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5
2
5
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4
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7
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4
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3
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0
Target level for AIP
Performance
Maximum level for AIP
1 Target and maximum levels include increase of £20m (see page 76)
Long-Term Incentive Plan (‘LTIP’):
Below, we show progress against the measures which apply for the 2014 LTIP awards. Embedded value growth, cumulative cash generation and
TSR performance is shown over the three-year performance period (financial years 2014, 2015 and 2016). TSR is measured against the constituents
of the FTSE 250 (ex. Investment Trusts), with median being the 50th percentile and upper quintile from the 80th percentile.
GROWTH IN EMBEDDED VALUE
(%)
CUMULATIVE CASH GENERATION
(£m)
TOTAL SHAREHOLDER RETURN
(%)
%
0
.
6
%
1
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6
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0
.
4
8
6
5
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1
8
6
3
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1
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9
9
Threshold target
Maximum target
Performance (and see page 77)
Threshold target
Maximum target
Performance
How much the Executive Directors earned in 2016 (£000)
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Median
Upper Quintile
Performance
The charts below compare the maximum levels of Total Remuneration Opportunity in the remuneration policy (see page 70) and the actual payments
for 2016 detailed in the Single Figure Table. For the 2016 actual LTIP values, the share price growth and dividend element is shown separately.
CLIVE BANNISTER
JAMES MCCONVILLE
3,500
3,000
2,500
2,000
1,500
500
0
3,500
3,000
2,500
2,000
1,500
500
0
Maximum
Actual
Maximum
Actual
Policy maximum
fixed remuneration
Policy maximum AIP
Policy maximum
LTIP grant
Actual fixed remuneration
Actual AIP
Actual LTIP vesting
Share growth and dividends on vested LTIP
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INTRODUCTION
This report contains the material required to be set out as the Directors’ Remuneration Report (‘Remuneration Report’) for the purposes of Part 4
of The Large and Medium-sized Companies and Groups (Accounts and Reports) (Amendment) Regulations 2013, which amended The Large and
Medium-sized Companies and Groups (Accounts and Reports) Regulations 2008 (‘the DRR regulations’). The Company intends to comply with the
DRR regulations as a matter of good practice although as a non-UK incorporated quoted company it is not strictly required to do so and is not subject
to the technical consequences of non-compliance with the DRR regulations.
Part A represents the Directors’ Remuneration Policy. This policy will take effect, subject to the approval of the shareholders, immediately after the
2017 AGM.
Part B constitutes the implementation sections of the Remuneration Report (‘Implementation Report’).
PART A: DIRECTORS’ REMUNERATION POLICY
The Directors’ Remuneration Policy (‘Remuneration Policy’) as set out in this section of the Remuneration Report will, if approved by shareholders,
take effect for all payments made to Directors from the date of the AGM on 11 May 2017.
GENERAL POLICY
The Remuneration Policy for Executive Directors is summarised in the table below along with the position of the Chairman’s and the Non-Executive
Directors’ fees:
Overall Positioning*
The Company’s overall positioning on remuneration for Executive Directors remains unchanged from prior years:
– An appropriate balance is maintained between fixed and variable components of remuneration.
– Our Remuneration Policy benchmarks the total target remuneration for the Executive Directors between FTSE 31-100 and FTSE 250 data sets,
and remuneration for both Executive Directors is positioned appropriately between these data sets.
* This section does not form part of the Remuneration Policy and is for information only.
Summary of Changes from Previous Policy:
As more fully detailed in the ‘Changes from Previous Policy’ column in the Remuneration Policy table, the key changes to the Remuneration Policy are
the following:
Element
Base salary
Annual Incentive
Plan
Long-Term
Incentive Plan
Changes from previous policy
– Confirmation of caps for each element of the policy, including base salary. For base salaries, we have clarified the target
positioning of Executive Directors’ base salaries as between the FTSE 31-100 and FTSE 250 data sets.
– Increasing the level of bonus deferral to 40% of outcomes (from 33% of outcomes).
– Confirming that at least 50% of performance measures in any year will relate to financial measures.
– Confirming the automatic grant of deferred shares on the fourth dealing day following the announcement of annual results
each year.
– Confirming the automatic grant of LTIP awards on the fourth dealing day following the announcement of annual results
each year.
– Confirming the application of holding periods (which have applied to LTIP awards from 2015 onwards).
– Confirming that no material changes will be made to the current performance measures or the current mix of performance
measures for LTIP awards made in any year without consulting major shareholders.
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DIRECTORS’ REMUNERATION REPORT
Continued
Remuneration Policy table
Element and purpose
Base salary
This is the core element of pay and reflects the individual’s role and position within the Group with some adjustment to reflect their capability
and contribution
Policy and operation
– Base salaries are reviewed each year against companies of similar size and complexity. Both salary levels and overall remuneration are set by
reference to the median data of comparators which the Remuneration Committee considers to be suitable using both the FTSE 31-100 and the
FTSE 250 as a whole, and positioning the Executive Directors’ salaries around the average of the median positions in these pan-sector groups.
Consideration is also given to other relevant insurance company data.
– The Remuneration Committee uses this data as a key reference point in considering the appropriate level of salary. Other relevant factors
including corporate and individual performance and any changes in an individual’s role and responsibilities, and the level of salary increases
awarded to other employees of the Group are also considered.
– Base salary is paid monthly in cash.
– Changes to base salaries normally take effect from 1 January.
Maximum
– The Remuneration Committee will apply the factors set out in the previous column in considering any salary adjustments during the duration of
this policy. No increase will be made if it would take an Executive Director’s salary above £780,000 (being the median level of salaries for CEOs
in the FTSE 31-100), provided that this figure may be increased in line with UK RPI inflation for the duration of this policy.
Performance measures
– N/A
Changes from previous policy
– No material changes. ‘Cap’ for base salaries re-expressed as a monetary amount and relative positioning is confirmed.
Element and purpose
Benefits
To provide other benefits valued by recipient
Policy and operation
– The Group provides market competitive benefits in kind. Details of the benefits provided in each year will be set out in the Implementation
Report. The Remuneration Committee reserves discretion to introduce new benefits where it concludes that it is in the interests of Phoenix
Group to do so, having regard to the particular circumstances and to market practice.
– Where appropriate, the Company will meet certain costs relating to Executive Director relocations.
Maximum
– It is not possible to prescribe the likely change in the cost of insured benefits or the cost of some of the other reported benefits year-to-year,
but the provision of benefits will normally operate within an annual limit of 10% of an Executive Director’s base salary.
– The Remuneration Committee will monitor the costs in practice and ensure that the overall costs do not increase by more than the
Remuneration Committee considers to be appropriate in all the circumstances.
– Relocation expenses are subject to a maximum limit of £150,000.
Performance measures
– N/A
Changes from previous policy
– No material changes.
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Remuneration Policy table continued
Element and purpose
Pension
To provide retirement benefits and remain competitive within the market place
Policy and operation
– The Group provides a competitive employer sponsored defined contribution pension plan.
– All Executive Directors are eligible to participate in the Group Personal Pension (‘GPP’). Executive Directors receive a contribution to GPP or they
may opt to receive the contribution in cash if they are impacted by the relevant lifetime or annual limits. Any such cash payments are reduced for
the effect of employers’ National Insurance Contributions.
– Phoenix will honour the pensions obligations entered into under all previous policies in accordance with the terms of such obligations.
Maximum
– A contribution limit of 20% of base salary per annum per Executive Director has been set for the duration of this policy.
Performance measures
– N/A
Changes from previous policy
– No material changes.
Element and purpose
Annual Incentive Plan (‘AIP’) and Deferred Bonus Share Scheme (‘DBSS’)
To motivate employees and incentivise delivery of annual performance targets
Policy and operation
– AIP levels and the appropriateness of measures are reviewed annually to ensure they continue to support the Group’s strategy.
– AIP outcomes are paid in cash in one tranche (less the deferred share award).
– At least 40% of any annual AIP award is to be deferred into shares for a period of three years although the Remuneration Committee reserves
discretion to alter the current practice of deferral (whether by altering the portion deferred, the period of deferral or whether amounts are deferred
into cash or shares). Such alterations may be required to ensure compliance with regulatory guidelines for pay within the insurance sector, but will
not otherwise reduce the current deferral level or the period of deferral.
– Deferral of AIP outcomes into shares is currently made under the DBSS.
– Awards under DBSS will be in the form of awards to receive shares for nil-cost (with the shares either being delivered automatically at vesting
or being delivered at a time following vesting at the individual’s choice).
– DBSS awards are made automatically each year on the fourth dealing day following the announcement of annual results, using the average
of the preceding three dealing days’ share prices to calculate the number of shares in awards.
– The three-year period of deferral will run to the third anniversary of the award date.
– Dividend entitlements will accrue over the three-year deferral period and be delivered as additional vesting shares.
– Malus/clawback provisions apply to the AIP and to amounts deferred under DBSS as explained in the notes to this table.
Maximum
– The maximum annual incentive level for an Executive Director is 150% of base salary per annum.
Performance measures
– The performance measures applied to AIP will be set by the Remuneration Committee and may be financial or non-financial and corporate,
divisional or individual and in such proportions as it considers appropriate. However, the weighting of financial performance measures will not
be reduced below 50% of total AIP potential in any year for the duration of this policy.
– In respect of the financial performance measures, attaining the threshold performance level produces a £nil annual incentive payment and for
non-financial performance measures the threshold performance level produces an annual incentive outcome that is 10% of the weighting given
to these measures.
– On-target performance on all measures produces an outcome of 50% of maximum annual incentive opportunity. However, the Remuneration
Committee reserves the right to adjust the threshold and target levels for future financial years in light of competitive practice.
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DIRECTORS’ REMUNERATION REPORT
Continued
Remuneration Policy table continued
Annual Incentive Plan (‘AIP’) and Deferred Bonus Share Scheme (‘DBSS’) continued
Performance measures (continued)
– The AIP operates subject to three levels of moderation:
i. The Remuneration Committee sets targets for relevant AIP metrics. Recognising that the business of the Company is to engage in corporate
activity, the Remuneration Committee may adjust targets during the year to take account of such activity and ensure the targets continue to
reflect performance as originally intended.
ii. There is a specific adjustment factor of 80%-120% of the provisional outturn whereby the Remuneration Committee may adjust the provisional
figure (but subject to any over-riding cap) to take account of its broad assessment of performance both against pre-set targets and more
generally, of the wider universe of stakeholders. With respect to financial performance measures, this assessment will include consideration
of the quality of how particular outcomes were achieved.
iii. The AIP remains a discretionary arrangement and the Remuneration Committee reserves discretion to adjust the outturn (from zero to
any cap) should it consider that to be appropriate. In particular, the Remuneration Committee may operate this discretion in respect of any
risk concerns.
Changes from previous policy
– Increased the minimum level of compulsory deferral from 33% to 40%.
– Confirmed that financial performance measures will always have at least a 50% weighting for any year.
– Provides for the automatic making of DBSS awards on the fourth dealing day following the announcement of annual results.
Element and purpose
Long-Term Incentive Plan (‘LTIP’)
To motivate and incentivise delivery of sustained performance over the long term, and to promote alignment with shareholders’ interests, the Group
operates the Phoenix Group Holdings Long-Term Incentive Plan
Policy and operation
– Awards under the LTIP may be in any of the forms of awards to receive shares for nil-cost (as described for DBSS above).
– LTIP awards are made automatically each year on the fourth dealing day following the announcement of annual results, using the average of the
preceding three dealing days’ share prices to calculate the number of shares in awards.
– The vesting period will be at least three years and run until the third anniversary of the award date (unless a longer vesting period is introduced).
– A holding period will apply so that Executive Directors may not normally exercise vested LTIP awards until the fifth anniversary of the award date.
– Dividend entitlements will accrue until the end of the holding period in respect of performance-vested shares and be delivered as additional
vesting shares.
– Malus/clawback provisions apply on a basis consistent with the equivalent provisions in the AIP and DBSS and as explained in the notes to
this table.
– The Company will honour the vesting of all awards granted under previous policies in accordance with the terms of such awards.
Maximum
– The formal limit under the LTIP is 300% of base salary per annum (and 400% per annum in exceptional cases).
– The Remuneration Committee’s practice is to make LTIP awards to Executive Directors each year over shares with a value (as at the award
date) of 200% of the individual’s annual base salary although discretion is reserved to make awards up to the maximum levels for the policy
as stated above.
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Remuneration Policy table continued
Long-Term Incentive Plan (‘LTIP’) continued
Performance measures
– The Remuneration Committee may set such performance measures for LTIP awards as it considers appropriate (whether financial or non-
financial and whether corporate, divisional or individual). The Remuneration Committee would expect to consult with its major shareholders if it
proposed changing materially the current performance measures applied for LTIP awards made to Executive Directors or the relative weightings
between these performance measures.
– For every LTIP award, appropriate disclosures regarding the proposed performance conditions will be made in the annual
Implementation Report.
– Once set, performance measures and targets will generally remain unaltered unless events occur which, in the Remuneration Committee’s
opinion, make it appropriate to make adjustments to the performance measures, provided that any adjusted performance measure is, in its
opinion, neither materially more nor less difficult to satisfy than the original measure.
– For each part of an LTIP award subject to a specific performance condition, the threshold level of vesting is 25% of that part of the LTIP award.
The Remuneration Committee reserves the discretion to make changes to these levels which it considers non-material.
– The performance period for LTIP awards will be at least three years, but the Remuneration Committee reserves discretion to lengthen the
applicable performance periods for LTIP awards.
Changes from previous policy
– Provides for the automatic making of LTIP awards on the fourth dealing day following the announcement of annual results.
– Recognises the introduction of holding periods on LTIP awards since the previous policy was approved (holding periods have applied to all LTIP
awards for Executive Directors since 2015).
– Confirms that material changes to either the current performance measures or the relative weightings of such measures would be subject to
consultation with major shareholders.
Element and purpose
All-employee share plans
To encourage share ownership by employees, thereby allowing them to participate in the long-term success of the Group and align their interests
with those of the shareholders
Policy and operation
– Executive Directors are able to participate in all-employee share plans on the same terms as other Group employees as required by
HMRC legislation.
Maximum
– Sharesave – the Remuneration Committee has the facility to allow individuals to save up to a maximum of £500 each month (or such other level
as permitted by HMRC legislation) for a fixed period of three or five years. At the end of the savings period, individuals may use their savings to
buy ordinary shares in the Company at a discount of up to 20% of the market price set at the launch of each scheme.
– Share Incentive Plan (‘SIP’) – the Remuneration Committee has the facility to allow individuals to have the opportunity to purchase, out of their
pre-tax salary, shares in the Company and receive up to two matching shares for every purchased share. Maximum saving is £150 each month
(or up to such level as permitted by the Company in line with HMRC legislation). SIP also has the facility to allow for reinvestment of dividends in
further shares, or the award of additional free shares (up to the limits as permitted by HMRC legislation).
Performance measures
– Consistent with normal practice, such awards are not subject to performance conditions.
Changes from previous policy
– No material changes.
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DIRECTORS’ REMUNERATION REPORT
Continued
Remuneration Policy table continued
Element and purpose
Shareholding guidelines
To encourage share ownership by the Executive Directors and ensure interests are aligned
Policy and operation
– Executive Directors are expected to retain all shares (net of tax) which vest under the DBSS and under the LTIP (or any other discretionary
long-term incentive arrangement introduced in the future) until such time as they hold a minimum of 200% of their base salary in shares.
– Only beneficially owned shares and vested share awards (discounted for anticipated tax liabilities) may be counted for the purposes of the
guidelines. Share awards do not count prior to vesting (including DBSS awards).
– Once shareholding guidelines have been met, individuals are expected to retain these levels as a minimum. The Remuneration Committee
will review shareholdings annually in the context of this policy.
Maximum
– N/A
Performance measures
– N/A
Changes from previous policy
– No material changes.
Element and purpose
Chairman and Non-Executive Director fees
Policy and operation
– The fees paid to the Chairman and the fees of the other Non-Executive Directors are set to be competitive with other listed companies of
equivalent size and complexity.
– Fee levels are periodically reviewed. The Company does not adopt a quantitative approach to pay positioning and exercises judgement as to
what it considers to be reasonable in all the circumstances as regards quantum.
– Additional fees are paid to Non-Executive Directors who chair a Board committee, or sit on the board of a subsidiary company or on the
Solvency II Model Governance Committee, and to the Senior Independent Director (‘SID’). No separate Board committee membership fees
are currently paid.
– Fees are paid monthly in cash.
– Fee levels for Non-Executive Directors are reviewed annually with any changes normally taking effect from 1 January.
Maximum
– The aggregate fees of the Chairman and Non-Executive Directors will not exceed the limit from time to time prescribed within the Company’s
Articles of Association for such fees (currently £2 million per annum in aggregate).
– The Company reserves the right to vary the structure of fees within this limit including, for example, introducing time-based fees or reflecting the
establishment of new board committees.
Performance measures
– N/A
Changes from previous policy
– No material changes.
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NOTES TO THE REMUNERATION POLICY TABLE
3. Malus and clawback
1. Differences between the Policy on Remuneration for Directors
and the Policy on Remuneration of other employees
When determining Executive Directors’ remuneration, the Committee
takes into account pay throughout the Group to ensure that the
arrangements in place remain appropriate.
Malus (being the forfeiture of unvested awards) and clawback (being
the ability of the Company to claim repayment of paid amounts as a debt)
provisions apply to the AIP, DBSS and LTIP. These provisions may be
applied where the Remuneration Committee considers it appropriate
to do so following:
The Group has (as required by Solvency II regulations) one consistent
reward policy for all levels of employees and this policy is made available
to all staff. Therefore, the same reward principles guide reward decisions
for all Group employees, including Executive Directors, although
remuneration packages differ to take into account appropriate factors
in different areas of the business:
– AIP – all Group employees participate in the AIP, although the
quantum and balance of corporate to individual objectives varies by
level. The most senior staff are subject to the regulatory requirements
of Solvency II, and these individuals also receive part of their bonus
in Company shares deferred for a period of three years. A different
scorecard of AIP performance measures applies for employees in
‘control functions’ (risk, compliance and internal audit) to exclude
financial performance measures.
– LTIP – our most senior employees participate in the LTIP currently
based on the same performance conditions as those for Executive
Directors, although the Committee reserves the discretion to vary
the performance conditions for awards made to employees below
the Board for future awards.
– All-employee share plans – the Committee considers it is important
for all employees to have the opportunity to become shareholders
in the Company. The Company offers two HMRC tax advantaged
arrangements in which all UK employees can participate and acquire
shares on a discounted and tax advantaged basis (Sharesave and
SIP). In recent years, the terms of both plans have been made more
generous to encourage employee take-up (increasing the Sharesave
discount to 20% and in 2017 increasing the SIP match from 1 for 6
to 1 for 3). In addition, selected individuals may receive ad hoc share
awards contingent on continued employment.
2. Stating maximum amounts for the Remuneration Policy
The DRR regulations and related investor guidance encourages
companies to disclose a cap within which each element of remuneration
policy will operate. Although the Company is not subject to these
provisions, the Remuneration Committee has decided to set and
disclose limits in this report on a voluntary basis. Where maximum
amounts for elements of remuneration have been set within the
Remuneration Policy, these will operate simply as caps and are
not indicative of any aspiration.
– a review of the conduct, capability or performance of an individual;
– a review of the performance of the Company or a Group member;
– any material misstatement of the Company’s or a Group member’s
financial results for any period;
– any material failure of risk management by an individual, a Group
member or the Company; or
– any other circumstances that have a sufficiently significant impact
on the reputation of the Company.
4. Travel and hospitality
While the Remuneration Committee does not consider this to form part
of benefits in the normal usage of that term, it has been advised that
corporate hospitality (whether paid for by the Company or another) and
certain instances of business travel (including any related tax liabilities
settled by the Company or another Group company) for Directors
may technically be considered as benefits and so the Remuneration
Committee expressly reserves the right to authorise such activities
and reimbursement of associated expenses within its agreed policies.
5. Discretions reserved in operating incentive plans
The Remuneration Committee will operate the AIP, DBSS and LTIP
according to their respective rules and the above Remuneration
Policy table. The Remuneration Committee retains certain discretions,
consistent with market practice, in relation to the operation and
administration of these plans including:
– (as described in the Remuneration Policy table) the determination
of performance measures and targets and resultant vesting and
pay-out levels;
– (as described in the Remuneration Policy table) the ability to adjust
performance measures and targets to reflect events and/or to ensure
the performance measures and targets operate as originally intended;
– (as described in the Termination Policy section below) determination
of the treatment of individuals who leave employment, based on the
rules of the incentive plans, and the treatment of the incentive plans on
exceptional events, such as a change of control of the Company; and
– the ability to make adjustments to existing awards made under the
incentive plans in certain circumstances (e.g. rights issues, corporate
restructurings or special dividends).
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DIRECTORS’ REMUNERATION REPORT
Continued
RECRUITMENT REMUNERATION POLICY
The Company’s recruitment remuneration policy aims to give the Remuneration Committee sufficient flexibility to secure the appointment and
promotion of high calibre executives to strengthen the management team and secure the skill sets to deliver our strategic aims.
– In terms of the principles for setting a package for a new Executive Director, the starting point for the Remuneration Committee will be to apply the
general policy for Executive Directors as set out above and structure a package in accordance with that policy. Consistent with the DRR regulations,
the caps contained within the policy for fixed pay do not apply to new recruits, although the Remuneration Committee would not envisage
exceeding these caps in practice.
– The AIP and LTIP will operate (including the maximum award levels) as detailed in the general policy in relation to any newly appointed
Executive Director.
– For an internal appointment, any variable pay element awarded in respect of the prior role may either continue on its original terms or be adjusted
to reflect the new appointment as appropriate.
– For external and internal appointments, the Remuneration Committee may agree that the Company will meet certain relocation expenses
as it considers appropriate.
– For external candidates, it may be necessary to make awards in connection with the recruitment to buy-out awards forfeited by the individual
on leaving a previous employer. For such buy-out awards, Phoenix Group will not pay more than is, in the view of the Remuneration Committee,
necessary and will in all cases seek, in the first instance, to deliver any such awards under the terms of the existing incentive pay structure. It may,
however, be necessary in some cases to make such awards on terms that are more bespoke than the existing annual and equity-based pay
structures in Phoenix in order to secure a candidate. Details of any buy-out awards will be appropriately disclosed.
– All such buy-out awards, whether under the AIP, LTIP or otherwise (for example, specific arrangements made under Listing Rule 9.4.2), will take
account of the service obligations and performance requirements for any remuneration relinquished by the individual when leaving a previous
employer. The Remuneration Committee will seek to make buy-out awards subject to what are, in its opinion, comparable requirements in respect
of service and performance. However, the Remuneration Committee may choose to relax this requirement in certain cases (such as where the
service and/or performance requirements are materially completed), and where the Remuneration Committee considers it to be in the interests
of shareholders and where such factors are, in the view of the Remuneration Committee, reflected in some other way, such as a significant
discount to the face value of the awards forfeited. Exceptionally, where necessary, this may include a guaranteed or non pro-rated annual incentive
in the year of joining.
– For the avoidance of doubt, such buy-out awards are not subject to a formal cap.
– A new Non-Executive Director would be recruited on the terms explained in the Remuneration Policy for such Directors.
DIRECTORS’ SERVICE CONTRACTS
Executive Directors
Executive Director service contracts, which do not contain expiry dates, provide that compensation provisions for termination without notice will only
extend to 12 months of salary, certain fixed benefits and pension (which may be payable in instalments and subject to mitigation). By excluding any
entitlement to compensation for loss of the opportunity to earn variable pay, the Remuneration Committee believes the contracts to be consistent
with best practice. The Remuneration Committee also has discretion to mitigate further by paying on a phased basis with unpaid instalments ceasing
after the initial period of six months if the Executive Director finds alternative employment. Contracts do not contain change of control provisions.
The template contract is reviewed from time-time and may be amended provided it is not overall more generous than the terms described above.
Subject to Board approval, Executive Directors are permitted to accept outside appointments on external boards as long as these are not deemed
to interfere with the business of the Group.
Non-Executive Directors
The Non-Executive Directors, including the Chairman, have letters of appointment which set out their duties and responsibilities. Appointment is
for an initial fixed term of three years (which may be renewed), terminable by one month’s notice from either side (six months in the case of the
Chairman). Non-Executive Directors are not eligible to participate in incentive arrangements or receive pension provision or other benefits such as
private medical insurance and life insurance.
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TERMINATION POLICY SUMMARY
In practice, the facts surrounding any termination do not always fit neatly into defined categories for good or bad leavers. Therefore, it is appropriate
for the Remuneration Committee to consider the suitable treatment on a termination having regard to all of the relevant facts and circumstances
available at that time. This policy applies both to any negotiations linked to notice periods on a termination and any treatment which the Remuneration
Committee may choose to apply under the discretions available to it under the terms of the AIP, DBSS and LTIP plans. The potential treatments on
termination under these plans are summarised below.
Incentives
Good Leaver1
Bad Leaver
Exceptional Events
AIP
DBSS
LTIP
A participant is considered a Good
Leaver if leaving through redundancy,
serious ill health or death or otherwise
at the discretion of the Remuneration
Committee
Pro-rated annual incentive. Pro-rating
to reflect only the period worked.
Performance metrics determined
by the Remuneration Committee
Deferred awards vest at the end of
the original vesting period
Will receive a pro-rated award subject
to the application of the performance
conditions at the normal measurement
date and, generally, any holding period
will continue to apply
Remuneration Committee discretion to
disapply pro-rating or to accelerate vesting
to the date of leaving (subject to pro-rating
and performance conditions) and/or the
release of any holding period
A participant would typically be
considered a Bad Leaver following
a voluntary resignation or leaving for
disciplinary reasons
No awards made
For example change in control or
winding-up of the Company
Either the AIP will continue for the year or
there will be a pro-rated annual incentive.
Performance metrics determined by the
Remuneration Committee
Deferred awards normally lapse
Deferred awards vest
All awards will normally lapse
Will receive a pro-rated award subject
to the application of the performance
conditions at the date of the event.
Remuneration Committee discretion
to disapply pro-rating
1 Where the reason for leaving is retirement, the individual will be required to provide confirmation of his continued retirement before any payments are released to him after the end of the
vesting period.
The Company has power to enter into settlement agreements with executives and to pay compensation to settle potential legal claims. In addition,
and consistent with market practice, in the event of termination of an Executive Director, the Company may pay a contribution towards the individual’s
legal fees and fees for outplacement services as part of a negotiated settlement. Any such fees would be disclosed as part of the detail of termination
arrangements. For the avoidance of doubt, the policy does not include an explicit cap on the cost of termination payments.
In the event of cessation of a Non-Executive Director’s appointment (excluding the Chairman) they would be entitled to a one month’s notice period.
The Chairman, as detailed in his letter of appointment, would be entitled to a six months’ notice period.
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DIRECTORS’ REMUNERATION REPORT
Continued
POTENTIAL REWARDS UNDER VARIOUS SCENARIOS
The potential total rewards available to the Executive Directors, ignoring any change in share price and roll-up of dividends are:
TOTAL REMUNERATION OPPORTUNITY (£000)
Group Chief Executive Officer – Clive Bannister
Group Finance Director – James McConville
Minimum
100%
856
Minimum
100%
544
On-target
50%
30% 20%
1,734
On-target
50% 30% 20%
1,097
Maximum
26%
32%
42%
3,309
Maximum
26%
32%
42%
2,087
Total fixed pay
AIP
LTIP
The above chart aims to show how the Remuneration Policy set out above for Executive Directors is applied using the following assumptions.
Minimum
Consists of base salary, benefits and pension
Base salary is the salary to be paid in 2017
Benefits measured as benefits paid in 2016 as set out in the single figure table. Pension measured as the 20% of base salary
receivable either as a pension contribution or as cash, and ignoring the reduction to payments made in cash for employers’
national insurance contributions
Name
Clive Bannister
James McConville
Base salary
£000
700
440
Benefits
£000
16
16
Pension
£000
140
88
Total fixed
£000
856
544
On-target
Based on what the Executive Director would receive if performance was on-target:
– AIP: consists of the on-target annual incentive (75% of base salary).
– LTIP: consists of the threshold level of vesting (50% of base salary). The benefit of a single year’s participation in the
Sharesave scheme is recognised using an expected value for the Sharesave options of 30%. The benefit of a single year’s
participation in the SIP is recognised using one matching share for every three shares invested on the maximum value which
can be invested.
Maximum
Based on the maximum remuneration receivable:
– AIP: consists of the maximum annual incentive (150% of base salary).
– LTIP: assumes maximum vesting of awards and valued as on the date of grant (normal award 200% of base salary)
Sharesave and SIP valued on the same basis as in the on-target row.
CONSIDERATION OF EMPLOYMENT CONDITIONS ELSEWHERE IN THE GROUP
As explained in the notes to the Remuneration Policy table, the Remuneration Committee takes into account Group-wide pay and employment
conditions. The Remuneration Committee reviews the average Group-wide base salary increase and annual incentive costs and is responsible
for all discretionary and all-employee share arrangements.
Consistent with normal practice, the Remuneration Committee did not consult with employees in preparing the Remuneration Policy.
The Remuneration Committee is cognisant of the requests from, amongst others, the Investment Association, for companies to publish ratios
comparing CEO to employee pay. The Remuneration Committee has not, however, published this data in the Directors’ Remuneration Report given
the absence of a common methodology for these comparisons; the Company’s expectation is that it will publish ratios showing comparisons in future
years when, as can be expected, UK regulations or guidance develop a common methodology.
CONSIDERATION OF SHAREHOLDERS’ VIEWS
Each year the Remuneration Committee takes into account the approval levels of remuneration-related matters at our AGM in determining that the
current Remuneration Policy remains appropriate for the Company.
The Remuneration Committee also seeks to build an active and productive dialogue with investors on developments in the remuneration aspects
of corporate governance generally and any changes to the Company’s executive pay arrangements in particular. The Remuneration Committee
consulted with its largest shareholders before proposing the changes reflected in this Remuneration Policy.
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PART B: ANNUAL IMPLEMENTATION REPORT – UNAUDITED INFORMATION
IMPLEMENTATION OF REMUNERATION POLICY IN 2017
Element of Remuneration Policy
Detail of Implementation of Policy for 2017
Base Salary
Benefits
Pension
Salaries in 2017 will remain unchanged at £700,000 for the Group Chief Executive Officer (unchanged from 2011)
and £440,000 for the Group Finance Director (unchanged from 2014).
There are no proposed changes to the benefits offered to Executive Directors in 2017.
There are no proposed changes to the pension benefits offered to Executive Directors in 2017.
Annual Incentive Plan (‘AIP’) The AIP for 2017 will operate on a basis that is consistent with how the AIP operated in 2016, although there have
been changes to the precise measures and weightings of the Corporate (financial and strategic) performance
measures for 2017’s AIP to reflect our evolving business focus.
The AIP maximum potential and on-target levels remain unchanged at 150% of base salary and at 50% of
maximum levels (75% of base salary) respectively.
The overall weightings between Corporate and Personal performance measures for AIP in 2017 are unchanged
from 2016:
– Corporate (financial and strategic) performance measures – 70%.
– Personal (individual objectives) – 30%.
The weightings of the AIP performance measures for 2017 are summarised below:
Performance measure
Corporate measure
Operating companies’ cash generation
Customer experience
Personal
Individual objectives
TOTAL
% of incentive potential
50%
20%
30%
100%
The changes made from 2016’s Corporate performance measures for AIP can be summarised as follows:
– In 2017, the sole financial metric will be operating companies’ cash generation which remains core to our business
and is linked directly to Phoenix Life free surplus under Solvency II. The overall weighting for cash generation has
increased from 2016 (35% of incentive potential). At the same time, the profit-based metric (operating profit) has
been removed.
– Greater weighting has been given to customer experience (2016: 17.5% of incentive potential), reflecting the
focus of the Board as well as the general preference of our regulators. The 2017 customer experience measures
will combine a number of measures reflecting the customer experience. The measures, the specific targets
and attainment levels will be disclosed in the Directors’ Remuneration Report for 2017.
– Personal performance retains a 30% weighting. As for 2016, specific targets of employee engagement and
expense management are included as part of the objectives for the Personal performance element.
In addition, and as previously stated in the Remuneration Policy, there are three potential levels at which the
performance measures and targets and related outcomes from AIP in 2017 may be moderated (downwards or
upwards) by the Committee – more details are provided in the Remuneration Policy table set out on pages 63
and 64.
Deferred Bonus Share
Scheme (‘DBSS’)
40% of AIP outcomes for 2017 will be delivered as an award of deferred shares under the DBSS which will vest
after a three-year deferral period.
For DBSS awards made in 2017 (in respect of 2016’s AIP outcome) and for DBSS awards to be made in
subsequent years:
– The DBSS award will be made automatically on the fourth dealing day following the announcement of the
Company’s 2016 annual results.
– The number of shares for DBSS awards will be calculated using the average share price for the three dealing
days before the grant of awards.
– The three-year deferral period will run to the three-year anniversary of the making of the DBSS award.
– Dividend entitlements for the DBSS shares will accrue over the three-year deferral period.
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DIRECTORS’ REMUNERATION REPORT
Continued
Element of Remuneration Policy
Detail of Implementation of Policy for 2017
Long-Term Incentive Plan
(‘LTIP’)
From March 2017, awards under the LTIP will be made under a procedure similar to that described above for awards
under the DBSS:
– The LTIP award will be made automatically on the fourth dealing day following the announcement of the
Company’s annual results.
– The number of shares for LTIP awards will be calculated using the average share price for the three dealing days
before the grant of awards.
– The initial three-year vesting period will run to the three-year anniversary of the making of the LTIP award. At this
time, the performance conditions will be determined.
– However, all annual LTIP awards made to Executive Directors under this process will also be subject to a holding
period so that any LTIP awards for which the performance conditions are satisfied will not be released for a further
two years from the third anniversary of the original award date. Dividend accrual for LTIP awards will continue until
the end of the holding period.
Award levels for Executive Directors for 2017 are unchanged at 200% of base salary.
The weightings of the LTIP performance measures for 2017 are summarised below:
Performance measure
Cumulative cash generation
TSR
TOTAL
Weighting of performance measure
50%
50%
100%
These weightings are unchanged from the weightings for 2016 LTIP awards. The performance measures are
measured over a period of three financial years, commencing with financial year 2017.
Additionally, all 2017 LTIP awards are subject to a further underpin measure relating to debt and risk management within
the Group, consideration of customer satisfaction and, to meet Solvency II requirements, in exceptional cases, personal
performance. These measures and the relative weightings are considered to be appropriate for 2017’s LTIP awards.
The relative TSR measure is calculated against the constituents of the FTSE 250 (excluding Investment Trusts), with
vesting commencing at median (25% of this part of the award vests) and full vesting at upper quintile levels, subject
to an underpin regarding underlying financial performance.
The performance targets for the Cumulative cash generation measure are £1,372 million (25% of this part of the
award vests) and £1,572 million (full vesting of this part of the award).
Executive Directors have the opportunity to participate in HMRC tax advantaged Sharesave and Share Incentive
Plans (‘SIP’) on the same basis as all other UK employees. To increase the potential benefit to be available to all staff
under SIP, from 2017 the matching ratio will be increased to one free matching share for every three partnership
shares purchased (the previous ratio was one free matching share for every six partnership shares purchased).
All-Employee Share Plans
Shareholding requirements Requirement levels are 200% of base salary level for the Group Chief Executive Officer and the Group Finance Director.
Chairman and Non-Executive
Directors’ fees
Where any performance vested LTIP awards are subject to a holding period requirement, the relevant LTIP award
shares (discounted for anticipated tax liabilities) will count towards the shareholding requirements.
Fee levels for the Chairman and the Non-Executive Directors are unchanged from 2016.
The fee levels for 2017 are £325,000 for the Chairman, £105,000 for the role of Non-Executive Director with
additional fees of: (i) £5,000 payable for the role of Senior Independent Director; and/or (ii) £10,000 payable
where an individual also chairs the Audit, Remuneration or Risk Committee; and/or (iii) £20,000 payable where
a Non-Executive Director also serves on the board of a subsidiary company; and/or (iv) £10,000 payable for
service on the Solvency II Model Governance Committee.
Note: All incentive plans are subject to malus/clawback. See page 67 ‘Notes to the Remuneration Policy’ for details.
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DISTRIBUTION STATEMENT
The DRR regulations require each quoted company to provide a comparison between profits distributed by way of dividend and overall expenditure
on pay.
RELATIVE IMPORTANCE (£ millions)
Profits distributed by way of dividend (% change +33%)
Overall expenditure on pay (% change +22%)
2015
2016
120
2015
160
2016
81
91
8
99
Group (excluding AXA businesses)
AXA businesses
Profit distributed by way of dividend has been taken as the dividend paid and proposed in respect of the relevant financial year. For 2016 this is the
interim dividend paid (£66 million) and the recommended final dividend of 23.9p per share multiplied by the total share capital issued at the date of the
Annual Report as set out in note D1 ‘Share capital’ in the notes to the consolidated financial statements. No share buy-backs were made in either year.
Overall expenditure on pay has been taken as the employee costs as set out in note C2 ‘Administrative expenses’ in the notes to the consolidated
financial statements. The current year figure includes £8 million in respect of the acquired AXA businesses. Expenditure on pay from existing
businesses has increased by 12%, primarily due to increased staff payroll, recruitment and training costs associated with the increased project activity
within the Group during the year, increased share-based payment costs (see note I2 for further details) and higher AIP costs due to higher year end
accrual than compared to the prior year.
PERFORMANCE GRAPH AND TABLE
The graph below shows the value to 31 December 2016, on a TSR basis, of £100 invested in Phoenix Group Holdings on 5 July 2010 (the date of the
Company’s Premium Listing) compared with the value of £100 invested in the FTSE 250 Index (excluding Investment Trusts).
The FTSE 250 Index (excluding Investment Trusts) is considered to be an appropriate comparator for this purpose as it is a broad equity index of which
the Company is a constituent.
TOTAL SHAREHOLDER RETURN
240
220
200
180
160
140
120
100
80
60
Jul
2010
Dec
2010
Dec
2011
Dec
2012
Dec
2013
Dec
2014
Dec
2015
Dec
2016
Phoenix Group Holdings
FTSE 250 Index (excluding Investment Trusts)
Source: Thomson Reuters Datastream
The DRR regulations also require that a performance graph is supported by a table summarising aspects of the Group Chief Executive Officer’s
remuneration for the period covered by the above graph (which will in due course be for a period of ten years).
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DIRECTORS’ REMUNERATION REPORT
Continued
GROUP CHIEF EXECUTIVE OFFICER REMUNERATION
2016
2015
2014
2013
2012
2011
Clive Bannister
Clive Bannister
Clive Bannister
Clive Bannister
Clive Bannister
Clive Bannister4
Jonathan Moss5
2010
Jonathan Moss
Single figure
of total
remuneration
(£000)
Annual variable
element award
rates against
maximum
opportunity
(‘AIP’)
Long-term
incentive vesting
rates against
maximum
opportunity
(‘LTIP’)
2,794
2,8671
3,104
2,737
1,583
1,333
704
2,307
84%
82%
68%
69%
69%
73%
n/a
88%
55%
57%
57%2
67%2
n/a3
n/a3
n/a
100%
1 The single figure of total remuneration for 2015 has been restated and now reflects the actual price of shares on the day the 2013 LTIP vested (15 November 2016: 736.50p per share) rather
than the three-month average share price to 31 December 2015 (873.4924p per share) which was required to be used last year for the single figure of total remuneration, and also reflects the
actual dividends accrued on the award until the date of vesting.
2 The long-term incentive vesting rate for 2013 is shown at 67% and for 2014 is shown as 57%. In both years the Group Chief Executive Officer decided to waive voluntarily any entitlement in
excess of two-thirds of the shares which would otherwise have vested.
3 Long-term incentive vesting rates against maximum opportunity values are not applicable for 2011 and 2012 due to no awards vesting in those financial years.
4 Jonathan Moss left the role of Group Chief Executive Officer on 7 February 2011 and left Phoenix Group on 29 March 2011. Clive Bannister joined Phoenix Group on 7 February 2011 and was
appointed to the Board as a Director on 28 March 2011.
5 Jonathan Moss’ 2011 single figure of total remuneration does not include compensation for loss of office.
PERCENTAGE CHANGE IN PAY OF THE GROUP CHIEF EXECUTIVE OFFICER 2015 TO 2016
In accordance with DRR regulations, the table below provides a comparison of the percentage change in the prescribed pay elements of the
Group Chief Executive Officer (salary, taxable benefits and annual incentive outcomes) between financial years 2015 and 2016 and the equivalent
percentage changes in the average of all staff (representing all permanent staff during 2015 and 2016 on a matched basis). This group was selected
as being representative of the wider workforce using the same process as was used for this comparison in last year’s accounts.
Year-on-year % change
Group Chief Executive Officer
Staff
Salary
Taxable Benefits
Annual incentive
0.00
3.44
(0.40)
1.84
2.61
5.30
Total
1.42
3.79
Overall the data shows minimal change in the level of remuneration for the Group Chief Executive; the small increase in annual incentive being due
to a higher outcome under the personal element of the AIP. Staff more generally have experienced a small overall increase, due in part to higher
outcomes under the personal element of annual incentive reflective of their personal achievements over the year. The median salary increase for staff
was 2.25%; this is lower than the figures above which are based on averages.
VOTING OUTCOMES FROM THE 2016 AGM
The table below shows the votes cast to approve the Directors’ Remuneration Report for the year ended 31 December 2015 at the 2016 AGM held
on 11 May 2016.
To approve the Directors’ Remuneration Report
for the year ended 31 December 2015
1 The small balance to 100% was for Chairman’s discretionary votes not voted.
For
% of
votes cast
Against
% of
votes cast
Abstain
Number
Number
Number
136,362,734
98.981
1,395,487
1.011
9,589,645
A vote to approve the Remuneration Policy was passed at the 2014 AGM held on 30 April 2014. Details of the votes cast in relation to this resolution
were disclosed in the Company’s Directors’ Remuneration Report for 2014 which is available as part of the Phoenix Group Holdings Annual Report
and Accounts 2014.
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IMPLEMENTATION REPORT – AUDITED INFORMATION
SINGLE FIGURE TABLE
Salary/fees¹
Benefits²
Annual Incentive³ Long-term incentives
Pension6
Total
£000
Clive Bannister4
James McConville
2016
700
440
2015
700
440
2016
2015
16
16
16
16
2016
883
555
2015
861
566
20155
(restated)
20164
1,072
1,1675
674
6675
2016
123
77
2015
123
77
2016
2,794
1,762
20155
(restated
2,867
1,766
1 The Executive Directors are entitled to adjust their salary/benefit combination under flexible benefits arrangements and the figures shown are before individual elections.
2 Benefits for Clive Bannister comprise car allowance and private medical insurance totalling £16,111. Benefits for James McConville comprise car allowance and private medical insurance
totalling £15,889.
3 Annual incentive amounts are presented inclusive of any amounts which must be deferred into shares for three years (i.e. one-third of the AIP award). In 2016 and 2015, £294,490 and
£287,000 respectively of Clive Bannister’s incentive payment is subject to three-year deferral delivered in shares, and £185,108 and £188,650 of James McConville’s incentive payment
is subject to a similar deferral. Details of the performance measures and targets applicable to the AIP for 2016 are set out below.
4 In accordance with the requirements of the DRR regulations, the 2016 value for long-term incentives is an estimate of the vesting outcomes for LTIP awards granted in 2014 and which are
due to vest on 26 March 2017 for Clive Bannister and James McConville. These estimated vesting levels are at 55% reflecting outcomes against the embedded value growth (see page
77), Cumulative cash generation and TSR performance measures to 31 December 2016 and assumptions regarding dividends for the period until vesting. This vesting outcome is then
applied to the average share price between 1 October 2016 and 31 December 2016 (730.0761p) to produce the estimated long-term incentives figures shown for 2016 in the above table.
These assumptions will be trued up for actual share prices and dividends on vesting in the report for 2017. Details of the performance measures and targets applicable to the 2014 LTIP
are set out on page 77.
5 For 2013’s LTIP awards which are reflected in the 2015 long-term incentives column above, the performance conditions were met as to 57% of maximum. The 2015 long-term incentives
values in the above table reflect the value of the Company’s shares on the date of vesting which was 15 November 2016 (736.5p per share) multiplied by the number of shares vesting,
whereas the equivalent figure within the published 2015 single figure table was an estimate which reflected the average share price between 1 October 2015 and 31 December 2015
(873.4924p per share) and certain assumptions regarding the cumulative value of dividends on the number of shares vesting. The number of shares vesting has been increased to take
into account the impact of the rights issue; this adjustment has been based on the Theoretical Ex-RightsPrice (‘TERP’) and approved by the Remuneration Committee.
6 Clive Bannister and James McConville are entitled to each receive a Company pension contribution of 20% of base salary, which may at their own choice, be paid to their Group Personal
Pension (‘GPP’) or received in cash. Pension contributions paid as cash supplements are reduced for the effect of employers’ National Insurance contributions. No Director participated
in a defined benefit pension arrangement in the year.
The aggregate remuneration of all Executive and Non-Executive Directors under salary, fees, benefits, cash supplements in lieu of pensions
and annual incentive was £4.041 million (2015: £3.937 million).
There were no payments made to former Directors and no payments for loss of office in the year.
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DIRECTORS’ REMUNERATION REPORT
Continued
AIP OUTCOMES FOR 2016
The Committee seeks to set suitable ranges for each measure in the context both of the Company’s own internal budgets and of external projections
(whether through management guidance or consensus forecasts). As an entirely closed life business, targets are significantly impacted by
management actions and year-on-year growth is not an inherent objective. The ranges are considered appropriate in that context.
As set out in the Remuneration Policy, the business of the Company is to engage in corporate activity and the Remuneration Committee may adjust
targets during the year to include such activity and ensure the targets continue to reflect performance as originally intended. 2016 was an exceptional
year in terms of corporate activity with respect to both the AXA and Abbey Life acquisitions. As management was able to close the AXA acquisition
in November 2016, the Committee approved an increase in the original cash generation target range for the AIP of £20 million to be broadly
consistent with the original basis for setting the original target range. We believe that this increased target range provides a fair measure of the actual
achievement for both staff and shareholders. The range disclosed below is inclusive of this £20 million addition.
Against the specific Corporate measures, outturns were as follows:
Performance measure
Operating companies’ cash generation
Operating profit
Customer experience
Customer satisfaction1
Servicing complaints as a percentage
of transactions2
Customer Experience – subjective3
Total
Threshold
performance
level for
2016 AIP
Target
performance
level for
2016 AIP
Maximum
performance
level for
2016 AIP
Performance
level attained for
2016 AIP
£370m
£200m
£445m
£250m
£520m
£300m
£ 486m
£351m
4.6 rating
4.65 rating
4.75 rating
4.66 rating
0.50%
0%
0.40%
2.5%
0.30%
5%
0.32%
4.5%
% of 70%
of incentive
potential based
on Performance
Measure
50%
25%
10%
10%
5%
% achieved
38.7%
25.0%
5.5%
9.0%
4.5%
82.7%
1 The rating is a score based on questions answered by customers in a satisfaction survey managed by Ipsos MORI. Customers surveyed were asked to give a satisfaction rating of between
1 and 5 to a number of questions (with a rating of 3 or above regarded as satisfied). The 4.66 rating (out of 5) in 2016 is the average score of all questions answered.
2 The measure looks at servicing (i.e. not product or advice) complaints received as a percentage of customer transactions. It is calculated in accordance with the FCA requirements for
reporting the volume of complaints.
3 This element of customer experience is judged by the Committee as a broad assessment of the overall outcome for Phoenix customers throughout 2016. It allows for consideration of
subjective and qualitative matters for customer experience which the Committee considers to be relevant and which may not be captured in the quantitative assessments which are
otherwise considered in this part of the AIP, thereby ensuring a holistic assessment.
Personal objectives (which were agreed by the PGH Board and shared with the Remuneration Committee at the start of the year) are viewed across
four quadrants:
– Customer/business
– Financial
– People
– Risk/Governance.
Whilst the Board regards a number of the personal objectives set as commercially sensitive (and accordingly, it is not appropriate for such objectives
to be disclosed), achievements by the Executive Directors which were considered by the Remuneration Committee included:
– The successful acquisition of the Abbey Life and AXA businesses
– Embedding Solvency II reporting and related Pillar 3 reporting
– Ensuring that Treating Customers Fairly is embedded in our culture
– Delivery of financial KPIs, including in relation to expense management
– Maintaining staff engagement at, or more than, 78% (the outcome was 81%; the 78% objective representing an increase from our target of 72%
for 2015)
– Maintaining a satisfactory risk and control environment across the Group and the extent to which the Group has operated within its risk appetite.
For the Personal (individual objectives) element of 2016 AIP, performance of both Executive Directors was discussed with the Board, and the
Remuneration Committee considered individual performance in light of their objectives, on the basis of a 5-point scale, separately assessing both
‘what’ was achieved and ‘how’ it was delivered, with equal weightings given to each assessment.
Taking account of the attainment of objectives across the four quadrants, each of the Group Chief Executive Officer and the Group Finance Director
received an 87.5% payout for this element, consistent with their ratings for 2016.
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The table below shows the actual outturn against the annual incentive maximum. For 2016 AIP, Corporate (financial and strategic) measures applied
to 70% of incentive opportunity and Personal (individual objectives) measures applied to 30% of incentive opportunity.
Corporate
Personal
Total
Maximum
Name
Clive Bannister
James McConville
As a %
of maximum
corporate element
82.70
82.70
As a %
of salary
86.83
86.83
As a %
of maximum
personal element
87.50
87.50
As a %
of salary
39.38
39.38
As a %
of salary
126.21
126.21
As a %
of salary
150.00
150.00
In addition, whilst the performance measures for the AIP for 2017 have been disclosed (see Implementation of Remuneration Policy for 2017), the
performance targets for these measures are regarded as commercially sensitive at the current time and accordingly are not disclosed. However, the
Company intends to disclose the performance targets for 2017’s AIP retrospectively in next year’s Directors’ remuneration report on a similar basis to
the disclosures made above in respect of 2016’s AIP.
LTIP OUTCOMES FOR 2014 AWARDS
Performance measure and weighting Target range
Embedded Value growth1
(40%)
Target range between Embedded value growth in excess of the
risk-free rate by 4% per annum and Embedded value growth in
excess of the risk-free rate by 6% per annum.
Cumulative cash generation2
(40%)
Target range between cumulative cash generation of £1.368
billion (previously £1.348 billion) and cumulative cash generation of
£1.568 billion (previously £1.548 billion).
TSR (20%)
Total
Target range between median performance against the
constituents of the FTSE 250 (excluding Investment Trusts) rising
on a pro rata basis until full vesting for upper quintile performance.
In addition, the Committee must consider whether the TSR
performance is reflective of the underlying financial performance
of the Company.
Performance
achieved
6.1%
Vesting
outcome
100%
% achieved
40%
£0.991bn
0%
0%
69th percentile
73%
15%
55%
1 As disclosed on page 68 of the 2015 Directors’ remuneration report, with the introduction of Solvency II, Phoenix no longer reports MCEV.
MCEV growth for the Company’s LTIP is measured using a combination of the growth in balance sheet values plus the value of dividends paid over a three-year performance period.
As MCEV is no longer reported by Phoenix from 31 December 2015, for the proportion of the 2014 LTIP awards (three-year performance period ends 31 December 2016) subject to an MCEV
growth measure, the Remuneration Committee considered it appropriate to measure the balance sheet element of MCEV growth using growth in MCEV over the period of two financial
years to 31 December 2015 as reported, and then deriving the growth rate for the 2016 financial year by using the percentage growth in Solvency II own funds, which has been adjusted for
Solvency II specific items (‘Adjusted Solvency II Own Funds). Adjusted Solvency II Own Funds is considered appropriate as it is the economic value of an entity calculated on a Solvency II
basis, and therefore is more conservative than MCEV and is based on Phoenix’s own funds as reported. With the addition of dividends paid over the period to 31 December 2016, the MCEV
growth achieved for the 2014 LTIP awards was 6.1%.
For the only other ‘inflight’ LTIP award subject to an MCEV growth measure (2015’s LTIP award measured over three financial years to 31 December 2017) a similar calculation will
be followed, using MCEV in 2015 and then the growth in Solvency II Own Funds in 2016 and 2017 for the balance sheet growth element of MCEV growth in this three-year period.
In making these amendments for the 2014 and 2015 LTIP awards, the Remuneration Committee has acted in line with the Directors’ Remuneration Policy by ensuring that the amended
performance condition is not easier than the original performance condition was intended to be, with Adjusted Solvency II Own Funds being viewed as the most appropriate proxy for the
balance sheet growth element within the LTIP measure of MCEV growth.
2 The Committee followed the same approach as reported above for the AIP in increasing the LTIP cash generation target ranges so the figures below are £20 million higher than previously.
The above targets were all measured over the period of three financial years 1 January 2014 to 31 December 2016.
In addition to the above targets, the Committee confirmed that the underpin performance condition relating to debt levels and associated interest
costs, and management of debt, capital restructuring and risk management within the Group (as described more fully on page 80 had been achieved
in the performance period.
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DIRECTORS’ REMUNERATION REPORT
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NON-EXECUTIVE FEES
The emoluments of the Non-Executive Directors for 2016 based on the current disclosure requirements were as follows:
Name
Non-Executive Chairman
Howard Davies²
Henry Staunton³
Non-Executive Directors
René-Pierre Azria4
Alastair Barbour
Ian Cormack
Tom Cross Brown5
Isabel Hudson
Wendy Mayall6
John Pollock7
Nicholas Shott8
Kory Sorenson
David Woods
Total
Directors’
salaries/fees
2016
£000
Directors’
salaries/fees
2015
£000
Benefits1
2016
£000
Benefits1
2015
£000
Total
2016
£000
–
325
96
145
140
46
105
35
35
35
105
145
1,212
217
108
100
130
125
120
100
–
–
–
90
130
1,120
–
–
–
6
–
–
–
–
–
–
–
13
19
–
–
–
7
–
–
–
–
–
–
–
11
18
–
325
96
151
140
46
105
35
35
35
105
158
1,231
Total
2015
£000
217
108
100
137
125
120
100
–
–
–
90
141
1,138
1 The amounts within the benefits columns reflect the fact that the reimbursement of expenses to Non-Executive Directors for travel and accommodation costs incurred in attending
Phoenix Life Holdings Limited Board and associated meetings represent a taxable benefit. This position has been clarified with HMRC and the amounts shown are for reimbursed travel
and accommodation expenses (and the related tax liability which is settled by the Group).
2 Howard Davies retired from the Board 31 August 2015.
3 Henry Staunton joined the Board 1 September 2015.
4 Rene-Pierre Azria retired from the Board 30 November 2016.
5 Tom-Cross Brown retired from the Board 11 May 2016.
6 Wendy Mayall joined the Board 1 September 2016.
7 John Pollock joined the Board 1 September 2016.
8 Nicholas Shott joined the Board 1 September 2016.
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SHARE-BASED AWARDS
As at 31 December 2016, Directors’ interests under long-term share-based arrangements were as follows:
LTIP
Clive Bannister
LTIP3
LTIP
LTIP
LTIP5
Date of grant
Share price
on grant
No. of
shares
as at
1 Jan
2016
No. of
shares
granted
in 2016
Increase
in shares
following
rights issue1
No. of
dividend
shares
acquired as
at vesting2
No. of
shares
exercised3
No. of
shares not
vested4
No of
shares
as at
31 Dec
2016
Vesting
date6
15 Nov 2013
712.0p
196,629
26 Mar 2014
741.5p
188,806
28 Sept 2015
827.7p
169,150
–
–
–
2 Jun 2016
877.5p
–
159,544
34,619
33,242
29,781
28,090
46,716
(158,439)
(119,525)
–
15 Nov 2016
–
–
–
–
–
–
–
–
–
222,048
26 Mar 2017
198,931 28 Sept 2018
187,634
2 Jun 2019
554,585
159,544
125,732
46,716
(158,439)
(119,525)
608,613
James McConville
LTIP
LTIP
LTIP
LTIP5
15 Nov 2013
712.0p
112,359
26 Mar 2014
741.5p
118,678
28 Sept 2015
827.7p
106,322
–
–
–
2 Jun 2016
877.5p
–
100,284
337,359
100,284
19,782
20,895
18,719
17,656
77,052
26,694
–
–
–
26,694
–
–
–
–
–
(68,300)
90,535
15 Nov 2016
–
–
–
139,573
26 Mar 2017
125,041 28 Sept 2018
117,940
2 Jun 2019
(68,300)
473,089
1 The number of shares for all outstanding LTIP awards have been increased to take into account the impact of the rights issue. This adjustment has been based on the Theoretical Ex-Rights
Price (‘TERP’) and approved by the Remuneration Committee. The share price on grant shown is the actual price used at the date of the grant and has not been adjusted following the
Rights Issue.
2 In addition to the shares awarded under the LTIP presented above, participants receive an additional number of shares (based on the number of LTIP awards which actually vest) to reflect
the dividends paid during the vesting period (and which for awards made from 2015, will include dividends paid during any applicable holding period).
3 Gains of Directors from share options exercised and vesting shares under the LTIP in 2016 were £1,121,682 (Clive Bannister’s gain was £1,121,682 arising from an LTIP award exercised
on 1 December 2016 at a share price of £7.079588; James McConville did not exercise any share options under the LTIP in the year) (2015: £3,037,992).
4 The 2013 LTIP award vested at 57%.
5 The face value of awards granted in 2016 represents the maximum vesting of awards (but before any credit for dividends over the period to vesting) and is calculated using a share price
of 877.50p being the average of the closing middle market prices of Phoenix shares for the 3 dealing days preceding the award date, being £1,399,999 for Clive Bannister and £879,992
for James McConville. The vesting percentage at threshold performance (2016 awards) for Clive Bannister and James McConville is 25%.
6 As detailed earlier, for LTIP awards made from 2015 onwards, a holding period applies so that any LTIP awards for which the performance vesting requirements are satisfied will not be
released for a further two years from the third anniversary of the original award date.
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DIRECTORS’ REMUNERATION REPORT
Continued
The performance conditions for the 2014, 2015 and 2016 awards are set out below including the adjustment to the cash generation targets to reflect
the impact of both the AXA and Abbey Life acquisitions to ensure that the acquisitions are treated consistently with the underlying assets and are not,
overall, more or less challenging to achieve:
2014 award
(40% Embedded value growth, 40%
Cumulative cash generation and 20% TSR)
2015 award
(40% Embedded value growth, 40%
Cumulative cash generation and 20% TSR)
2016 award
(50% Cumulative cash generation
and 50% TSR)
Target range between Embedded
value growth in excess of the
risk-free rate by 4% per annum
and Embedded value growth in
excess of the risk-free rate by
6% per annum.
Target range between Embedded
value growth in excess of the
risk-free rate by 3% per annum
and Embedded value growth in
excess of the risk-free rate by
5% per annum.
Not applicable.
For this award, an additional
£50 million was added to the base
Embedded value figure to increase
the level of challenge.
Target range of £1.348 billion to
£1.548 billion.
Target range of £841 million to
£991 million.
Target range of £949 million to
£1.149 billion.
This was increased to £1.368 billion
to £1.568 billion to reflect the
AXA acquisition (£20 million
increase to the range).
This was increased to £1.032 billion
to £1.182 billion to reflect the
AXA and Abbey acquisitions (£191
million increase to the range).
This was increased to £1.311 billion
to £1.511 billion to reflect the AXA
and Abbey acquisitions (£362 million
increase to the range).
Target range as for 2014.
Target range as for 2014.
Target range between median
performance against the
constituents of the FTSE 250
(excluding Investment Trusts) rising
on a pro rata basis until full vesting
for upper quintile performance.
Performance measure
Embedded value growth1
25% of this part vests at threshold
performance rising on a pro rata
basis until 100% vests.
Measured over three financial
years commencing with the
year of award.
Cumulative cash generation
25% of this part vests at threshold
performance rising on a pro rata
basis until 100% vests.
Measured over three financial
years commencing with the
year of award.
TSR
25% of this part vests at threshold
performance rising on a pro rata
basis until 100% vests. In addition,
the Committee must consider
whether the TSR performance is
reflective of the underlying financial
performance of the Company.
Measured over three financial
years commencing with the year
of award.
Underpin: Notwithstanding the Embedded value growth, Cumulative cash generation and TSR performance targets, if the Committee determines
that the Group’s debt levels and associated interest costs have not remained within parameters acceptable to the Committee over the performance
period, and that the Group has not made progress considered to be reasonable by it in executing any strategy agreed by the Board on debt
management, capital structuring and risk management, the level of awards vesting will either be reduced or lapse in full. For 2016’s awards, the
underpin has been extended to include consideration of customer satisfaction and, to meet Solvency II requirements, in exceptional cases, personal
performance.
1 Please see footnote 1 on page 77 regarding the discontinuation of reporting on MCEV Growth.
As noted in the section describing the Implementation of Remuneration Policy in 2017 on page 72, LTIP awards made in 2017 will be subject to
Cumulative cash generation and Relative TSR performance measures similar to those described in the table above.
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DBSS
Clive Bannister
DBSS
DBSS
DBSS
DBSS3
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Date of grant
Share price
on grant
No. of
shares
as at
1 Jan
2016
No. of
shares
granted
in 2016
Increase
in shares
following
rights
issue1
No. of
dividend
shares
acquired
at vesting
No. of
shares
exercised2
No. of
shares
lapsed/
waived
No. of
shares
as at
31 Dec
2016
Vesting date
27 Mar 2013
658.5p
28 Mar 2014
652.0p
36,748
34,029
28 Sept 2015
827.7p
28,840
–
–
–
2 Jun 2016
877.5p
–
9,096
(45,844)
5,991
5,077
5,758
–
–
–
–
–
–
16,826
9,096
(45,844)
–
2,968
(14,967)
3,594
3,367
3,785
–
–
–
–
–
–
10,746
2,968
(14,967)
–
–
–
–
–
–
–
–
–
–
–
27 Mar 2016
40,020
28 Mar 2017
33,917
19 Mar 2018
38,464
23 Mar 2019
112,401
–
27 Mar 2016
24,011
28 Mar 2017
22,491
19 Mar 2018
25,283
23 Mar 2019
71,785
–
99,617
32,706
32,706
11,999
20,417
19,124
–
51,540
–
–
–
21,498
21,498
James McConville
DBSS
DBSS
DBSS
DBSS3
27 Mar 2013
658.5p
28 Mar 2014
652.0p
28 Sept 2015
827.7p
2 Jun 2016
877.5p
1 The number of shares for all outstanding DBSS awards have been increased to take into account the impact of the rights issue. This adjustment has been based on the Theoretical Ex-Rights
Price (‘TERP’) and approved by the Remuneration Committee. The share price on grant shown is the actual price used at the date of the grant and has not been adjusted following the
Rights Issue.
2 Gains of Directors from share options exercised and vesting shares under the DBSS in 2016 were £530,014 (Clive Bannister’s gain was £399,875 arising from an award exercised on 3 June
2016 at a share price of £8.722509; James McConville’s gain was £130,139 arising from an award exercised on 2 June 2016 at a share price of £8.695086.
3 The face value of awards granted in 2016 is equivalent to 50% of the cash element of the 2015 AIP and is calculated using a share price of 877.50p, being the average closing market price
on the three days preceding the award date giving £286,995 for Clive Bannister and £188,645 for James McConville.
The DBSS is the share scheme used for the deferral of AIP. No performance conditions apply therefore other than being subject to continued
employment. In addition to the shares awarded under the DBSS presented above, participants receive an additional number of shares to reflect
the dividends paid during the vesting period (or until transfer of shares for DBSS awards made before 2014).
SHARESAVE
Clive Bannister
James McConville
As at
1 Jan
2016
–
1,607
Shares
granted
in 2016
–
–
Shares
exercised
Shares
lapsed
–
1,607
–
–
As at
31 Dec
2016
–
0
Exercise
price
Exercisable
from
Date of
expiry
–
£5.60
–
–
–
–
Gains of Directors from share options exercised under Sharesave during 2016 were £4,998 (2015: nil). Sharesave options are granted with an option
price that is a 15% discount to the three-day average share price when invitations are made. This is permitted by HMRC regulations for such options.
For options from 2016 this discount will be 20%. Sharesave options are not subject to performance conditions. The Sharesave options exercised by
James McConville represented options granted for the then maximum monthly savings of £250 per calendar month for three years.
Aggregate gains of Directors from share options exercised and vesting shares under all share plans in 2016 were £1,656,694 (2015: £3,476,618).
During the year ended 31 December 2016, the highest mid-market price of the Company’s shares was 809.654p and the lowest mid-market price
was 610.217p. At 31 December 2016, the Company’s share price was 735.00p.
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DIRECTORS’ REMUNERATION REPORT
Continued
DIRECTORS’ INTERESTS
The number of shares held by each Director is shown below:
Name
Clive Bannister
James McConville1
René-Pierre Azria
Alastair Barbour
Ian Cormack
Tom Cross Brown
Isabel Hudson
Wendy Mayall2
John Pollock
Nicholas Shott
Kory Sorenson
Henry Staunton
David Woods
As at
1 January 2016
or date of
appointment
if later
As at
31 December
2016
or retirement
if earlier
Total share plan
interests as at
31 December
2016
– LTIP
Total share plan
interests as at
31 December
2016
– DBSS
Total share plan
interests as at
31 December
2016
– Sharesave
305,964
95,094
34,491
3,000
3,650
1,988
3,880
–
–
–
1,380
20,000
3,500
614,521
123,465
54,610
6,625
5,779
1,988
6,142
–
–
–
2,185
70,000
5,541
608,613
473,089
112,401
71,785
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
1 James McConville exercised an LTIP award of 90,535 shares on 5 January 2017.
2 Wendy Mayall purchased 10,000 shares on 14 February 2017.
SHAREHOLDING REQUIREMENTS
As explained in the Remuneration Policy under the Shareholding Guidelines section, the Executive Directors are subject to shareholding requirements.
The extent to which Executive Directors have achieved the requirements by 31 December 2016 (using the share price on 31 December 2016) can be
summarised as follows:
Position
Clive Bannister
James McConville
Shareholding
Guideline
(minimum
% of salary)
200%
200%
Value of
shares held at
31 December
2016
(% of salary)
645%
206%
The Executive Directors are required to sign a declaration that they have not and will not at any time during their employment with Phoenix Group,
enter into any hedging contract in respect of their participation in the AIP, LTIP, Sharesave, SIP or any other incentive plan of the Company, or pledge
awards in such plans as collateral, and additionally that they will neither enter into a hedging contract in respect of, nor pledge as collateral, any shares
which are required to be held for the purposes of the Company’s Shareholding requirements or any vested LTIP award shares subject to a LTIP
holding period.
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ADDITIONAL UNAUDITED INFORMATION
DIRECTORS’ SERVICE CONTRACTS
The dates of contracts and letters of appointment and the respective notice periods for Directors are as follows:
EXECUTIVE DIRECTORS’ CONTRACTS
Name
Clive Bannister
James McConville
Date of appointment
Date of contract
28 March 2011
7 February 2011
28 June 2012
28 May 2012
Notice period from
either party (months)
12
12
Subject to Board approval, Executive Directors are permitted to accept outside appointments on external boards as long as these are not deemed
to interfere with the business of the Group. The Executive Directors are entitled to retain any external fees. During 2016, Clive Bannister received
£45,000 from Punter Southall Group and CHF 50,000 from UniGestion in respect of two external directorships. James McConville received £112,000
from Tesco Personal Finance plc.
NON-EXECUTIVE DIRECTORS’ CONTRACTS
Name
Alastair Barbour
Ian Cormack
Isabel Hudson
Wendy Mayall
John Pollock
Nicholas Shott
Kory Sorenson
Henry Staunton
David Woods
Date of letter of appointment
Date of Joining the Board
Appointment end date
Unexpired term (months)
30 September 2016
1 October 2013
25 May 2016
2 September 2009
25 May 2016
18 February 2010
11 May 2017
11 May 2017
11 May 2017
24 August 2016
1 September 2016
1 September 2019
24 August 2016
1 September 2016
1 September 2019
24 August 2016
1 September 2016
1 September 2019
9 May 2014
1 July 2014
1 July 2017
19 August 2015
1 September 2015
1 September 2018
25 May 2016
18 February 2010
11 May 2017
2
2
2
30
30
30
4
18
2
The above tables have been included to comply with UKLA Listing Rule 9.8.8. In the event of cessation of a Non-Executive Director’s appointment
(excluding the Chairman) they would be entitled to a one month notice period. The Chairman, as detailed in his letter of appointment, would be
entitled to a six months’ notice period.
REMUNERATION COMMITTEE GOVERNANCE
The Group established the Committee in 2010. The terms of reference of the Committee are available at www.thephoenixgroup.com. The main
determinations of the Committee in 2016 in respect of the application of the Remuneration Policy are summarised in the Committee Chairman’s
letter to shareholders at the start of the Directors’ remuneration report.
The table below shows the independent Non-Executive Directors who served on the Committee during 2016 and their date of appointment:
Member
Ian Cormack (Committee Chairman)
Isabel Hudson
Nicholas Shott
Kory Sorenson
From
18 February 2010
18 February 2010
20 October 2016
3 July 2014
To
To date
To date
To date
To date
Under the Committee’s Terms of Reference, the Committee meets at least twice a year but more frequently if required. During 2016, six Committee
meetings were held and details of attendance at meetings are set out in the Corporate Governance Report on page 54.
Consistent with the requirements of Solvency II, the Committee is responsible for establishing, implementing, overseeing and reviewing the firm-
wide remuneration policy in the context of business strategy and changing risk conditions. The firm-wide remuneration policy focuses on ensuring
sound and effective risk management so as not to encourage risk-taking outside of the Company’s risk appetite. None of the Committee members
has any personal financial interest (other than as shareholders), conflicts of interests arising from cross-directorships or day-to-day involvement in
running the business.
The Committee makes recommendations to the Board. No Director plays a part in any discussion about his or her own remuneration.
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DIRECTORS’ REMUNERATION REPORT
Continued
ADVICE
The Committee received independent remuneration advice during the year from its appointed adviser, FIT Remuneration Consultants LLP (‘FIT’).
FIT is a member of the Remuneration Consultants Group (the professional body for consultants) and adheres to its code of conduct. This appointment
was made by the Committee following consideration of FIT’s experience in this sector. FIT provided no other services to the Group and accordingly
the Committee was satisfied that the advice provided by FIT was objective and independent. FIT’s fees in respect of 2016 were £239,665, all
of which were attributed to work relating to the Committee. FIT’s fees were charged on the basis of the firm’s standard terms of business for
advice provided.
The Committee also consulted with the Group Chief Executive Officer, Group HR Director and General Counsel who attended, by invitation, various
Committee meetings during the year although no executive is ever permitted to participate in discussions or decisions regarding his or her own
remuneration. Input is also sought from the Chief Risk Officer (without management present) and from representatives from finance, as appropriate.
APPROVAL
This report in its entirety has been approved by the Remuneration Committee and the Board of Directors and signed on its behalf by:
IAN CORMACK
REMUNERATION COMMITTEE CHAIRMAN
17 MARCH 2017
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85
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The Directors of the Group present their report for the year ended
31 December 2016.
Phoenix Group Holdings is incorporated in the Cayman Islands
(registered no. 202172) and has a Premium Listing on the London Stock
Exchange. The Company is therefore not required to comply with the
requirements of section 415 of the UK Companies Act 2006. However,
the Directors support these enhanced standards for disclosure and
have sought to comply voluntarily with these requirements.
SHAREHOLDERS
DIVIDENDS
Dividends for the year are as follows:
Ordinary shares
Paid interim dividend
26.7p per share (2015: 26.7p per share)
Recommended
final dividend
23.9p per share (2015: 26.7p per share)
Subject to obtaining shareholder approval for the renewal of this authority
at the forthcoming AGM on 11 May 2017, the Company is authorised to
make purchases of its own shares under Article 20 and make payment
for the redemption or purchase of its own shares in any manner
permitted by the Cayman Islands Companies Law (as amended),
including without limitation, out of capital, profits, share premium or
the proceeds of a new issue of shares. The Company held no treasury
shares during the year or up to the date of this report.
The rights and obligations attaching to the Company’s ordinary
shares are set out in the Company’s articles of association (the
‘Company’s Articles’) which are available on the Company’s website at
www.thephoenixgroup.com/about-us/corporate-governance/articles-of-
association.aspx.
Where the Employee Benefit Trust (‘EBT’) holds shares for unvested
awards, the voting rights for these shares are exercisable by the trustees
of the EBT at their discretion, taking into account the recommendations
of the Group.
Total ordinary dividend
50.6p per share (2015: 53.4p per share)
RESTRICTIONS ON TRANSFER OF SHARES
As explained in the Chairman’s statement on page 5, the proposed
dividend of 23.9p per share is an equivalent 5% increase to the 2015
level (rebased to take into account the bonus element of the rights issue
completed in November 2016).
As a result of regulatory changes applicable to the Group under Solvency
II, dividends declared in respect of the Company’s Ordinary Shares
must be capable of being cancelled and withheld or deferred at any time
prior to payment. This is in order that the Company’s Ordinary Shares
be counted towards Group capital. Accordingly, the final dividend will
be declared on a conditional basis and the Directors reserve the right
to cancel or defer the recommended dividend. The Directors do not
expect to exercise this right other than where they believe that it may
be necessary to do so as a result of legal or regulatory requirements.
The Company is also proposing to amend its Articles of Association so
as to make clear that any dividend declared in respect of the Company’s
Ordinary Shares may be cancelled or deferred by the Directors before
payment in circumstances where this is required.
SHARE CAPITAL
The issued share capital of the Company was increased by 167,430,371
ordinary shares during 2016 which related to:
– the placement of shares in relation to the acquisition of the
AXA business;
– shares issued in relation to the Abbey Life acquisition; and
– shares issued under the Company’s Sharesave Scheme.
At 31 December 2016, the issued ordinary share capital totalled
392,849,817. Subsequently, 2,258 ordinary shares have been issued in
2017 in connection with the Company’s Sharesave Scheme to bring the
total in issue to 392,852,375 at the date of this report.
Full details of the authorised, issued and fully paid share capital as at
31 December 2016 and movements in share capital during the period
are presented in note D1 to the IFRS consolidated financial statements.
At the Company’s AGM held on 11 May 2016, shareholders granted the
Company authority to purchase up to 10% of its issued ordinary shares.
Any ordinary shares purchased under the authority would, subject to the
Cayman Islands Companies Law (as amended), either be cancelled by
operation of law or held in treasury.
Under the Company’s Articles, the Directors may in certain
circumstances refuse to register transfers of shares. In particular,
the Board of Directors may refuse to register the transfer of shares
to a person who is a Non-Qualified Person (as defined in the
Company’s Articles).
Certain restrictions on the transfer of shares may be imposed from
time to time by applicable laws and regulations (for example, insider
trading laws), and pursuant to the Listing Rules of the Financial Conduct
Authority (‘FCA’) and the Group’s own share dealing rules whereby
Directors and certain employees of the Group require individual
authorisation to deal in the Company’s ordinary shares.
SUBSTANTIAL SHAREHOLDINGS
Information provided to the Company pursuant to the FCA’s Disclosure
and Transparency Rules is published on a Regulatory Information Service
and on the Company’s website. As at 17 March 2017, the Company
had been notified of the following significant holdings of voting rights
in its shares.
Number of
voting rights in
shares
Percentage of
shares in issue
Artemis Investment Management LLP
30,921,652
Aviva plc & its subsidiaries
Prudential plc group of companies1
21,217,596
12,649,238
7.87%
5.40%
5.10%
1 Number of voting rights and percentage notified are pre-rights issue. Prudential plc have
not provided an update post rights issue.
ANNUAL GENERAL MEETING (‘AGM’)
The AGM of the Company will be held at 1st Floor, 32 Commercial
Street, St Helier, Jersey JE2 3RU on Thursday, 11 May 2017 at 12.30pm.
A separate notice convening this meeting will be distributed to
shareholders in due course and will include an explanation of the items
of business to be considered at the meeting.
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Board of Directors
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DIRECTORS’ REPORT
Continued
BOARD
BOARD OF DIRECTORS
The membership of the Board of Directors during 2016 is given within
the Corporate Governance Report on pages 44 and 45, which is
incorporated by reference into this report. Details of Directors’ (and
persons closely associated with them) interests in the shares of the
Company are shown in the Directors’ remuneration report.
During 2016 and up to the date of this report, the following changes
to the Board took place:
– Tom Cross-Brown resigned from the Board on 11 May 2016.
DIRECTORS’ CONFLICTS OF INTEREST
The Board has established procedures for handling conflicts of interest in
accordance with Cayman Islands law and the Company’s Articles.
On an ongoing basis, Directors are responsible for informing the
Company Secretary of any new, actual or potential conflicts that
may arise.
DIRECTORS’ AND OFFICERS’ LIABILITY INSURANCE
The Company maintains Directors’ and Officers’ liability insurance cover
which is renewed annually.
– Rene-Pierre Azria resigned from the Board on 30 November 2016
EMPLOYEES
– Wendy Mayall, John Pollock and Nicholas Shott were appointed to the
EQUAL OPPORTUNITIES
The Group is committed to achieving equality of opportunity and
the equal treatment of all our people and those applying to join us.
To this end, all our people share an obligation to their colleagues,
customers and business partners to provide a safe, fair and equitable
working environment in which every individual can seek, obtain
and continue employment without experiencing any unfair or
unreasonable discrimination.
The Group recognises the need to treat people with disabilities fairly and
equally including where an employee becomes disabled during their
employment. Full and fair consideration is given to internal and external
applications from disabled people for employment and further career
opportunities, including training and development. Internal and external
applicants are asked if they have any special requirements when invited
to attend an interview and reasonable provisions are made to meet
the applicant’s request. Applicants are considered on the basis of the
job requirements and their ability and competencies, also taking into
consideration any appropriate reasonable workplace adjustments.
The Group provides the opportunity for employees to participate in the
Company’s all-employee share schemes, Sharesave and Share Incentive
Plan, to facilitate share ownership in the Company.
EMPLOYEE ENGAGEMENT
Phoenix Group continues to communicate with staff across a wide
variety of channels, including regular news bulletins via the intranet,
Executive Committee presentations and other face-to-face briefings.
The staff briefings and Executive Committee presentations typically
include updates on the Company’s strategy and plans, progress against
key financial and operational targets, regulatory and risk management
updates and review of economic or other factors which could affect the
Company’s strategy and performance. Regular feedback mechanisms
are also in place, ensuring communication at Phoenix is a continuous
two-way dialogue.
The views and opinions of staff are sought through Phoenix’s
annual Engagement Survey and more regular interim surveys
and employee communication and engagement forums.
Phoenix undertakes meaningful consultation with staff representatives
on all major organisational changes and other matters affecting
employees engagement.
Board with effect from 1 September 2016.
Details of related party transactions which took place during the
year with Directors of the Company and consolidated entities where
Directors are deemed to have significant influence, are provided in the
Directors’ Remuneration Report and in note I5 to the IFRS consolidated
financial statements.
The rules about the appointment and replacement of Directors are
contained in the Company’s Articles. These state that a Director may be
appointed by an ordinary resolution of the shareholders or by a resolution
of the Directors. If appointed by a resolution of the Directors, the Director
concerned holds office only until the conclusion of the next AGM
following the appointment.
In accordance with the UK Corporate Governance Code, Directors must
stand for re-election annually. The Board of Directors will be unanimously
recommending that all of the Directors, except Isabel Hudson and
David Woods who are standing down from the Board, should be put
forward for election/re-election at the forthcoming AGM to be held on
11 May 2017.
The Articles give details of the circumstances in which Directors will be
treated as having automatically vacated their office and also state that the
Company’s shareholders may remove a Director from office by passing
an ordinary resolution.
The powers of the Directors are determined by Cayman Islands
Company Law, Cayman Islands common law, the provisions of the
Company’s Memorandum and Articles and by any valid directions given
by shareholders by way of special resolution.
The Directors have been authorised to allot and issue securities and grant
options over or otherwise dispose of shares under Article 14.
DIRECTORS’ REMUNERATION AND INTERESTS
A report on Directors’ remuneration is presented within the Directors’
remuneration report including details of their interests in shares and share
options or any rights to subscribe for shares in the Company.
DIRECTORS’ INDEMNITIES
Following shareholder approval on 15 March 2010, the Company entered
into a deed of indemnity by way of deed poll with its Directors whereby
the Company has agreed to indemnify each Director against all losses
incurred by them in the exercise, execution or discharge of their powers
or duties as a Director of the Company, provided that the indemnity shall
not apply to the extent prohibited by any applicable law.
The deed of indemnity remains in-force as at the date of signature of this
Directors’ Report.
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GOVERNANCE
GOING CONCERN
The Group’s business activities, together with the factors likely to affect
its future development, performance and position are set out in the
Strategic Report. The Strategic Report also provides details of any key
events affecting the Company (and its consolidated subsidiaries) since
the end of the financial year. The Strategic Report includes details of
the Group’s cash flow and solvency position, including sensitivities for
both. Principal risks and their mitigation are detailed on pages 37 to 38
and the viability statement is included on page 39. In addition, the IFRS
consolidated financial statements include, amongst other things, notes
on the Group’s borrowings (note E5), management of its financial risk
including market, credit and liquidity risk (note E6), its commitments
and contingent liabilities (notes I7 and I8) and its capital position and
management (note I4). The Strategic Report (on pages 2 to 40) sets out
the business model and how the Group creates value for shareholders
and policyholders.
The Board has followed the requirements of the UK Financial Reporting
Council’s ‘Guidance on Risk Management, Internal Control and Related
Financial and Business Reporting, (September 2014) when performing
its going concern assessment. As part of its comprehensive assessment
of whether the Group and the Company are a going concern, the Board
has undertaken a review of the liquidity and solvency of the Group under
both normal and stressed conditions as at the date of preparation of the
statement of consolidated financial position.
Having thoroughly considered the going concern assessment, including
a detailed review of the regulatory capital and cash flow positions of each
principal subsidiary company and the availability across the Group of a
range of management actions, the Board has concluded that there are
no material uncertainties that may cast significant doubt about the Group
and the Company’s ability to continue as a going concern. The Directors
have a reasonable expectation that the Group and the Company
have adequate resources to continue in operational existence for the
foreseeable future. Thus, they continue to adopt the going concern
basis of accounting in preparing the annual financial statements.
CORPORATE GOVERNANCE STATEMENT
The disclosures required by section 7.2 of the FCA’s Disclosure Guidance
and Transparency Rules can be found in the Corporate Governance
Report on pages 47 to 57 which is incorporated by reference into this
Directors’ Report and comprises the Company’s Corporate Governance
Statement. The UK Corporate Governance Code (the ‘Code’) applies
to the Company and full details on the Company’s compliance with
the Code are included in the Corporate Governance Report. The Code
is available on the website of the Financial Reporting Council –
www.frc.org.uk.
GREENHOUSE GAS EMISSIONS
All disclosures concerning the Group’s greenhouse emissions are
contained in the Environmental Report forming part of the Strategic
Report on page 40.
FINANCIAL RISK MANAGEMENT
The Group operates a Risk Management Framework (‘RMF’) consisting
of several components, as detailed in the Risk Management section
of the Strategic Report. The RMF provides a consistent approach to
highlighting and controlling key risks throughout the organisation. This is
achieved primarily through review and compliance, at a functional level,
with the risk universe and related policies (and the risk appetites therein).
34
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risk management
At its highest level the RMF considers the following risks: strategic,
market, credit, insurance, financial soundness, customer and operational.
As a result, in preparing the consolidated financial statements,
assessment is given to a broad range of risk categories.
MEMORANDUM AND ARTICLES
Changes to the Company’s Memorandum and Articles require prior
shareholder approval. Changes proposed at the 11 May 2017 AGM
will be set out in the notice for that meeting.
The Memorandum and Articles are available on the Company’s website
at www.thephoenixgroup.com/about-us/corporate-governance/articles-
of-association.aspx.
RE-APPOINTMENT OF THE AUDITORS
Ernst & Young LLP (‘EY’) has indicated its willingness to continue in
office and a resolution that it is re-appointed will be proposed at the
AGM on 11 May 2017.
The Audit tender exercise undertaken in 2016 is described in the
Corporate Governance Report on page 52.
There is no cap on auditor liability in place in relation to audit work carried
out on the IFRS consolidated financial statements and the Group’s UK
subsidiaries’ individual financial statements.
Details of fees paid to EY during 2016 for audit and non-audit work
are disclosed in note C3 to the IFRS consolidated financial statements.
DISCLOSURE OF INFORMATION TO AUDITORS
The Directors who held office at the date of approval of this Directors’
Report confirm that, so far as they are aware, there is no relevant
audit information of which the Company’s auditor is unaware and that
each Director has taken all the steps that they ought to have taken as
a Director to make themselves aware of any relevant audit information
and to establish that the Company’s auditor is aware of that information.
GROUP COMPANY SECRETARY
The Group Company Secretary throughout the 2016 financial period was
Gerald Watson.
CONTRACTUAL/OTHER
SIGNIFICANT AGREEMENTS IMPACTED BY A CHANGE
OF CONTROL OF THE COMPANY
There are change of control clauses contained in certain of the Group’s
financing agreements. The £900million revolving credit facility has a
provision which would enable the lending banks to require repayment
of all amounts borrowed following a change of control. In addition, certain
provisions of the Articles relating to the City Code on Takeovers and
Mergers apply in connection with a takeover bid.
All of the Company’s employee share and incentive plans contain
provisions relating to a change of control. Outstanding awards and
options would normally vest and become exercisable on a change of
control, subject to the satisfaction of any performance conditions and
pro rata reduction as may be applicable under the rules of the employee
share incentive plans.
Apart from the aforementioned, there are a number of agreements that
take effect, alter or terminate upon a change of control of the Company,
such as commercial contracts. None is considered to be significant
in terms of their potential impact on the business of the Group.
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DIRECTORS’ REPORT
Continued
DISCLOSURES UNDER LISTING RULE 9.8.4R
STRATEGIC AND DIRECTORS’ REPORT APPROVAL
For the purposes of Listing Rule 9.8.4C, the information required to be
disclosed under Listing Rule 9.8.4R can be found within the following
sections of the Report and Accounts:
Section
Requirement
Location
1
2
3
4
5
6
7
8
9
10
11
12
13
14
Statement of
interest capitalised
Note E5 to the Consolidated
Financial Statements
Publication of unaudited
financial information
Not applicable
Deleted
Not applicable
Details of long-term
incentive schemes
Waiver of emoluments by
a Director
Waiver of any future
emoluments by a Director
Non pre-emptive issue
of equity for cash
As per 7, but for major
subsidiary undertakings
Parent participation in any
placing of a subsidiary
Directors’ remuneration report
Not applicable
Not applicable
Page 8 – Group Chief
Executive Report
Not applicable
Not applicable
Contracts of significance
Not applicable
Controlling shareholder
provision of services
Not applicable
Shareholder dividend waiver Not applicable
Shareholder dividend
waiver – future periods
Controlling
shareholder agreements
Not applicable
Not applicable
The Board has prepared a Strategic Report which provides an overview
of the development and performance of the Group’s business for the
year ended 31 December 2016, covers the future developments in the
business of Phoenix Group Holdings and its consolidated subsidiaries,
and provides details of any important events affecting the Company and
its subsidiaries after the year-end. For the purposes of compliance with
DTR 4.1.5R(2) and DTR 4.1.8R, the required content of the ‘Management
Report’ can be found in the Strategic Report and this Directors’ Report,
including the sections of the Annual Report and Accounts incorporated
by reference.
In addition, the Directors at the date of this report consider that the
Annual Report and Accounts, taken as a whole, provides users (who
have a reasonable knowledge of business and economic activities) the
information necessary to assess the Group’s performance, business
model and strategy and is fair, balanced and understandable.
The Strategic Report and the Directors’ Report were approved by the
Board of Directors on 17 March 2017.
CLIVE BANNISTER
GROUP CHIEF EXECUTIVE OFFICER
JAMES MCCONVILLE
GROUP FINANCE DIRECTOR
ST HELIER, JERSEY
17 MARCH 2017
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FINANCIALS
IN THIS SECTION
Statement of Directors’ responsibilities
Independent Auditor’s report
IFRS consolidated financial statements
Notes to the IFRS consolidated financial statements
Parent company financial statements
Notes to the parent company financial statements
Asset disclosures
Capital disclosures
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106
193
197
203
211
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STATEMENT OF DIRECTORS’ RESPONSIBILITIES IN
RESPECT OF THE ANNUAL REPORT AND ACCOUNTS
In addition, the Directors as at the date of this report consider that the
Annual Report and Accounts, taken as a whole, provides users (who
have a reasonable knowledge of business and economic activities)
with the information necessary for shareholders to assess the Group’s
performance, business model and strategy, and is fair, balanced
and understandable.
The Directors have elected to comply with certain Companies Act and
Listing Rules (‘LR’) which would otherwise only apply to companies
incorporated in the UK – namely:
– the Directors’ statement under LR 9.8.6R(3) (statement by the
Directors that the business is a going concern);
– the Directors remuneration disclosures made under LR 9.8.4R(5)
and (6); and
– the requirements of Schedule 8 to The Large and Medium-sized
Companies and Groups (Accounts and Reports) Regulations 2008
of the United Kingdom pertaining to Directors’ remuneration that
UK quoted companies are required to comply with.
CLIVE BANNISTER
GROUP CHIEF EXECUTIVE OFFICER
JAMES MCCONVILLE
GROUP FINANCE DIRECTOR
ST HELIER, JERSEY
17 MARCH 2017
The Directors of Phoenix Group Holdings are responsible for the
preparation of the Annual Report and Accounts, the Strategic Report,
the Directors’ Report, the Directors’ remuneration report, the Group
consolidated financial statements and the Company financial statements
in accordance with applicable law and regulations.
The Directors have prepared the Group consolidated financial statements
and the Company financial statements in accordance with International
Financial Reporting Standards (‘IFRSs’) as issued by the International
Accounting Standards Board (‘IASB’). The Directors must not approve
the financial statements unless they are satisfied that they give a true
and fair view of the state of affairs of the Group and the Company and
of the profit or loss of the Group and the Company for that period.
In preparing these financial statements the Directors are required to:
– select suitable accounting policies and then apply them consistently;
– make judgements and accounting estimates that are reasonable
and prudent;
– state whether IFRS, as adopted by the IASB, have been followed,
subject to any material departures disclosed and explained in the
Group and the Company financial statements; and
– prepare the financial statements on the going concern basis unless
it is inappropriate to presume that the Group and the Company will
continue in business.
The Directors are responsible for:
– keeping adequate accounting records that are sufficient to show and
explain the Group’s and the Company’s transactions and disclose,
with reasonable accuracy at any time, the financial position of the
Group and the Company;
– safeguarding the assets of the Group and hence for taking reasonable
steps for the prevention and detection of fraud and other irregularities;
and
– preparing a Strategic Report, Directors’ Report, Directors’
Remuneration Report and Corporate Governance Statement in
compliance with applicable laws and regulations.
The Directors as at the date of this report, whose names and functions
are listed in the Board of Directors section on pages 44 and 45, confirm
that, to the best of their knowledge:
– the Group’s consolidated financial statements and the Company
financial statements, which have been prepared in accordance with
IFRS as issued by the IASB, give a true and fair view of the assets,
liabilities, financial position and profit of the Group and the Company;
and
– the Directors’ Report and the Strategic Report include a fair review
of the development and the performance of the business and the
position of the Company and its consolidated subsidiaries taken
as a whole, together with a description of the principal risks and
uncertainties that they face.
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INDEPENDENT AUDITOR’S REPORT TO THE
MEMBERS OF PHOENIX GROUP HOLDINGS
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OUR OPINION ON THE FINANCIAL STATEMENTS
In our opinion:
– Phoenix Group Holdings’ consolidated financial statements and parent company financial statements (the ‘financial statements’) give a true
and fair view of the state of the Group’s and of the parent company’s affairs as at 31 December 2016 and of the Group’s loss and of the parent
company’s profit for the year then ended; and
– the financial statements have been properly prepared in accordance with International Financial Reporting Standards (‘IFRSs’) as issued by the
International Accounting Standards Board (‘IASB’).
WHAT WE HAVE AUDITED
We have audited the consolidated financial statements of Phoenix Group Holdings and its subsidiaries (collectively ‘the Group’) and the parent
company for the year ended 31 December 2016, included within the Annual Report and Accounts, which comprise:
Group
Parent company
– The consolidated income statement for the year then ended
– The statement of comprehensive income for the year then ended
– The consolidated statement of comprehensive income
– The statement of financial position as at 31 December 2016
for the year then ended
– The pro forma reconciliation of Group operating profit to results
– The statement of cash flows for the year then ended
attributable to owners for the year then ended
– The statement of consolidated financial position as at
– The statement of changes in equity for the year then ended
31 December 2016
– The statement of consolidated cash flows for the year then ended
– Related notes 1 to 16 to the financial statements
– The statement of consolidated changes in equity for the year then ended
– Related notes A1 to I9 to the consolidated financial statements
Certain required disclosures have been presented elsewhere in the Annual Report and Accounts, rather than in the notes to the financial statements.
These have been cross-referenced from the financial statements and are identified as audited.
The financial reporting framework that has been applied in the preparation of the financial statements is IFRSs as issued by the IASB.
OVERVIEW OF OUR AUDIT APPROACH
Materiality
– Overall Group materiality of £67 million (2015: £46 million) which represents 2.0% (2015: 1.9%) of total equity attributable
to owners of the parent (‘Group equity’).
Audit scope
– We performed an audit of the complete financial information of the Group Function, Phoenix Life Division and Abbey Life
Assurance Company Limited and audit procedures on specific balances for Other Companies. These are explained further
on pages 95 to 96.
– The reporting units where we performed full or specific audit procedures accounted for more than 99% of the equity and
Risks of material
misstatement
operating profit of the Group.
– Valuation of insurance contract liabilities, comprising of the following risk areas:
– actuarial assumptions;
– actuarial modelling; and
– data.
– Valuation of complex and illiquid financial investments.
– Acquisition of AXA Wealth Limited and Abbey Life Assurance Company Limited.
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INDEPENDENT AUDITOR’S REPORT TO THE
MEMBERS OF PHOENIX GROUP HOLDINGS
Continued
OUR ASSESSMENT OF RISK OF MATERIAL MISSTATEMENT
We identified the risks of material misstatement described below as those that had the greatest effect on our overall audit strategy, the allocation of
resources in the audit and the direction of the efforts of the audit team. In addressing these risks, we have performed the procedures below which
were designed in the context of the financial statements as a whole and, consequently, we do not express any opinion on these individual areas.
Risk
Valuation of insurance contract liabilities (£46.7 billion; 2015: £40.9 billion)
Refer to the Audit Committee Report (page 53); Critical accounting estimates (page 107); Accounting policies and notes F1, F2 and F4 of the
consolidated financial statements (pages 145 to 153).
We considered the valuation of insurance contract liabilities to be a significant risk for the Group. Specifically we considered the actuarial assumptions
and modelling that are applied, as these involve complex and significant judgements about future events, both internal and external to the business for
which small changes can result in a material impact to the resultant valuation. Additionally, the valuation process is conditional upon the accuracy and
completeness of the data.
We have split the risks relating to the valuation of insurance contract liabilities into the following component parts:
– actuarial assumptions;
– actuarial modelling; and
– data.
We consider changes in the valuation basis, following discontinuation of Solvency I, not to increase the significant risk in actuarial assumptions
and modelling from the prior year as the approach has streamlined financial reporting and reduced the reliance on legacy Solvency I processes
and requirements.
We assessed management’s analysis of movements in insurance contract liabilities and obtained evidence to support large or unexpected
movements. This provided important audit evidence over the valuation of insurance contract liabilities. Further additional audit procedures performed
to respond to the specific risk areas are set out below:
Key observations communicated
to the Audit Committee
We determined that the
actuarial assumptions used by
management are reasonable
based on the analysis of the
experience to date, industry
practice and the financial and
regulatory requirements.
Risk area
Our response to the risk
Actuarial assumptions
There has been no change in our assessment of this risk
from the prior year.
Economic assumptions are set by management taking into
account market conditions as at the valuation date. Non-
economic assumptions such as future expenses, longevity
and mortality are set based on past experience, market
experience, market practice, regulations and expectations
about future trends.
The assumptions that we consider to have the most
significant impact are the rate of interest used for
discounting liabilities, the life expectancy of policyholders
(including improvement rates), the lapse rates of polices
and expenses.
These assumptions are used as inputs into a valuation
model which uses standard actuarial methodologies.
To obtain sufficient audit evidence to conclude on the
appropriateness of actuarial assumptions, we:
– tested the design and operating effectiveness
of key controls over management’s process for
setting and updating actuarial assumptions;
– compared the methodology and assumptions
used with those we would expect based on our
knowledge of the Group, industry standards and
regulatory and financial reporting requirements;
– assessed the results of management’s
experience analysis, which supports the adopted
assumptions and methodology, and checked
that the assumptions used are consistent with
this experience analysis;
– evaluated the choice of the industry standard
Continuous Mortality Investigation (‘CMI’)
model and the parameters used to ensure
that it was appropriate given the demographics
of policyholders;
– benchmarked the demographic and economic
assumptions against those of other industry
participants; and
– reviewed that disclosures have been made in the
financial statements regarding the sensitivity of the
valuation of insurance contract liabilities to changes
in the key assumptions.
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Risk area
Our response to the risk
Actuarial modelling
There has been no change in our assessment of this risk
from the prior year.
To obtain sufficient audit evidence to conclude on
actuarial models, including those models outside
the core system, we:
We consider the integrity and appropriateness of models
to be critical to the overall valuation of insurance contract
liabilities.
Over £43.1 billion of the £46.7 billion of insurance contract
liabilities are modelled using the actuarial modelling
systems with the residual balance modelled outside
these systems to cater for ancillary business. The key
risk is therefore associated with the modelling systems
but risks also exist in the calculation of amounts outside
these systems.
– having confirmed in prior periods that the core
system is appropriately valuing liabilities, tested
the design, implementation and operating
effectiveness of key controls over management’s
process for model changes during the year;
– evaluated the methodology, inputs and
assumptions used for a sample of model changes
based on our knowledge of the Group, industry
standards and regulatory and financial reporting
requirements;
Key observations communicated
to the Audit Committee
We determined that the models
used are appropriate and
that changes to the models
were implemented as intended.
– assessed the results of the analysis of movements
in insurance contract liabilities in order to confirm
the completeness of model changes;
– tested the design, implementation and operating
effectiveness of key controls over management’s
process for modelling insurance contract liabilities
outside the actuarial modelling systems; and
– assessed, on a sample basis, the rationale for
modelling certain insurance contract liabilities
outside the actuarial modelling systems, including
evaluating the underlying methodology and
accuracy of the calculations for valuations modelled
outside the actuarial modelling systems.
Data
There has been no change in assessment of this risk from
the prior year.
To obtain sufficient audit evidence to assess the
integrity of actuarial data we:
– tested the adequacy of Outsourced Service
The actuarial data is a key input into the valuation process.
The valuation of insurance contract liabilities is therefore
conditional upon the accuracy and completeness of the
data used.
Provider (‘OSP’) controls regarding the
maintenance of policyholder data, and where
applicable reviewed the Service Organisation
Controls (‘SOC1’) reports produced by the OSPs;
We determined based on our
audit work that the data used
for the actuarial model inputs
are materially complete and
accurate.
– confirmed that the actuarial model data extracts
provided by the OSPs were those used as an
input to the actuarial model;
– tested the design and operating effectiveness
of key controls including information technology
general controls over management’s data
collection, extraction and validation process;
– assessed the appropriateness of management’s
grouping of data for input into the actuarial model;
and
– tested the reconciliations of premiums and claims
information from the actuarial data extract to the
general ledger, where applicable.
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INDEPENDENT AUDITOR’S REPORT TO THE
MEMBERS OF PHOENIX GROUP HOLDINGS
Continued
Key observations communicated
to the Audit Committee
Based on our procedures
performed on the marked to
model assets and manually
priced investments we
are satisfied that the valuation of
these complex and illiquid assets
is reasonable.
Risk area
Our response to the risk
Valuation of complex and illiquid financial
investments (‘Level 3 assets’) (£1.8 billion;
2015: £1.4 billion)
There has been no change in assessment of this risk from
the prior year.
Refer to the Audit Committee Report (page 53); Critical
accounting estimates (page 107); Accounting policies and
notes E1 and E2 of the consolidated financial statements
(pages 122 to 131).
The extent of judgement applied by management in
valuing the Group’s financial investments varies with the
nature of securities held, the markets in which they are
traded and the valuation methodology applied.
We focused our audit procedures on the financial
investments which require judgement to be applied and
for which quoted market prices are not readily available and
consequently where management use models and other
inputs to estimate their value.
These investments are referred to as Level 3 assets in the
financial statements.
To obtain sufficient audit evidence to conclude
on the valuation of complex and illiquid financial
investments, we:
– tested the design and operating effectiveness
of key controls over management’s process in
respect of the valuation of investments, including
those operated by OSPs via the relevant SOC1
reports;
– evaluated the methodology, inputs and
assumptions used for a sample of mark to
model investments, by comparing yields,
spreads, earnings, house prices and market
rents to published market benchmarks and
other demographic and economic assumptions
(such as voluntary early redemption and house
price inflation) against those of other industry
participants, to confirm that key valuation
inputs were consistent with industry norms
and our understanding of the asset type;
– recalculated a sample of modelled valuations
to assess their reasonableness;
– obtained net asset valuation (‘NAV’) statements
provided by third party administrators in respect
of private equity and fund of fund structures and
compared them with management’s valuations.
We performed ‘back-testing’ of recent realisations
to confirm that the NAV continues to be an
appropriate proxy for fair value;
– used our real estate valuation specialists to assess
the reasonableness of investment property
valuations;
– assessed the fair value of the fixed and variable rate
income securities valuations versus comparable
bonds and, where applicable, broker quotes; and
– reviewed that disclosures have been made in the
financial statements regarding the sensitivity of the
valuation of certain illiquid and complex assets to
changes in the key assumptions.
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Key observations communicated
to the Audit Committee
Based on our procedures
performed on the acquisition
of AXA Wealth Limited and
Abbey Life Assurance Company
Limited, we are satisfied that
the valuation of the assets and
liabilities acquired, including
the identification and initial
measurement of intangible
assets is reasonable.
Risk area
Our response to the risk
Acquisition of AXA Wealth Limited and
Abbey Life Assurance Company Limited
This is a new significant risk for the current year.
To obtain sufficient audit evidence to assess the
impact of the acquisition of AXA Wealth Limited
and Abbey Life Assurance Company Limited we:
Refer to the Audit Committee Report (page 53); Critical
accounting estimates (page 107); Accounting policies and
notes H1 and H2 of the consolidated financial statements
(pages 175 to 177).
– reviewed the work performed by the Phoenix Life
Division component audit team on the AXA Wealth
Limited statement of financial position as at the
date of acquisition;
– reviewed the work performed by the Abbey Life
Assurance Company Limited component audit
team on the statement of financial position as at
the date of acquisition;
– assessed the methodology and assumptions
adopted by management and its appointed
expert for calculating the fair values of intangible
assets arising on acquisition;
– ensured that the acquisition accounting and
disclosure of these acquisitions are in compliance
with IFRS 3 Business Combinations; and
– read relevant contracts, agreements and board
minutes which supported the final conclusions
in respect of the acquisition accounting.
On 1 November 2016, the Group acquired AXA Wealth
Limited, AXA Wealth Services Limited, AXA Sun Life Direct
Limited, Winterthur Life UK Holdings Limited and AXA
Trustee Services Limited (collectively the ‘AXA entities’) for
£373 million. AXA Wealth Limited is material to the Group.
On 30 December 2016, the Group acquired Abbey Life
Assurance Company Limited, Abbey Life Trustee Services
Limited and Abbey Life Trust Securities
Limited (collectively the ‘Abbey entities’) for £933 million.
Abbey Life Assurance Company Limited is material to the
Group.
We focused on this area as it involved significant
judgements in respect of the identification of the intangible
assets acquired and the valuation of the assets and liabilities
acquired.
The purchase price allocation exercise has been performed
by management, assisted by an external expert. The
primary elements of the valuation exercise assessed the
fair value of the identifiable intangible assets in the form
of acquired value of in-force business (‘AVIF’) (£218 million)
and brands (£20 million).
THE SCOPE OF OUR AUDIT
TAILORING THE SCOPE
Our assessment of audit risk, our evaluation of materiality and our allocation of performance materiality determine our audit scope for each reporting
unit (‘component’) within the Group. Taken together, this enables us to form an opinion on the consolidated financial statements. We take into account
size, risk profile, the organisation of the Group and effectiveness of Group-wide controls, changes in the business environment and other factors
when assessing the level of work to be performed at each entity.
In assessing the risk of material misstatement to the consolidated financial statements, and to ensure we had adequate quantitative coverage of
significant accounts in the financial statements, we selected all four reporting components of the Group. The Group reporting components consists
of Phoenix Life Division, Abbey Life Assurance Company Limited, Group Function and Other Companies. In the Phoenix Life Division component the
most significant insurance companies are Phoenix Life Assurance Limited, Phoenix Life Limited, and in the current year includes the acquired AXA
Wealth Limited. The Group Function consists of Group entities that primarily hold external debt, PA(GI) Limited and certain pension schemes of the
Group. The Other Companies are the service companies and Opal Reassurance Limited.
Details of the four components which were audited by component teams are set out below:
Component
Phoenix Life Division
Abbey Life Assurance Company Limited
Group Function
Other Companies
Scope
Full
Full
Full
Specific
Auditor
EY
Non-EY
EY
EY
For the Other Companies component, we performed audit procedures on provisions and administrative expenses for the service companies and
on financial assets for Opal Reassurance Limited. The extent of audit work in respect of Other Companies component was based on our assessment
of the risks of material misstatement at a financial statement line level.
The reporting components where we performed audit procedures accounted for more than 99% of the Group equity and the Group’s operating
profit. For the current year, the full scope components contributed 98% (2015: 97%) of the equity and 92% (2015: 88%) of the Group’s operating
profit. The specific scope component contributed 1% (2015: 2%) of the Group’s equity and 7% (2015: 11%) of the Group’s operating profit.
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INDEPENDENT AUDITOR’S REPORT TO THE
MEMBERS OF PHOENIX GROUP HOLDINGS
Continued
The charts below illustrate the coverage obtained from the work performed by our audit teams.
E
D
C
B
EQUITY
A
B
C
D
E
A
Phoenix Life Division
– full scope
Abbey Life
– full scope
Group function
– full scope
Other companies
– specific scope
Out of scope
69%
24%
5%
1%
less than
1%
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OPERATING
PROFIT
A
A
B
C
D
E
Phoenix Life Division
– full scope
Abbey Life
– full scope
Group function
– full scope
Other companies
– specific scope
Out of scope
92%
0%
0%
7%
less than
1%
CHANGES FROM THE PRIOR YEAR
We have an additional component as a result of the acquisition of Abbey Life Assurance Company Limited. AXA Wealth Limited was incorporated
into the Phoenix Life Division during the year.
INVOLVEMENT WITH COMPONENT TEAMS
In establishing our overall approach to the Group audit, we determined the type of work that needed to be undertaken at each of the components
by us, as the primary audit engagement team, or by the component auditors operating under our instruction.
The Group audit team provided detailed audit instructions to the component teams which included guidance on areas of focus, including the relevant
risks of material misstatement detailed above, and set out the information required to be reported to the Group team.
The Group audit team is responsible for the audit of the Group Function. The Group team visited the full scope component of the Phoenix Life
Division, and reviewed key work papers and participated in the planning and execution of the component team’s audit of the identified risks.
The Group team attended the closing meetings with the management of the Phoenix Life Division and attended key audit committee meetings.
As Abbey Life Assurance Company Limited was acquired on 30 December 2016, audit planning by the non-EY component audit team was
already complete at the acquisition date. The Group team then reviewed and challenged their audit plan and approach, especially with a focus on
the significant risk areas for the Group. The Group team held weekly meetings with the Abbey Life Assurance Company Limited auditors and a
specific meeting to discuss the actuarial assumptions. The Group team then performed a detailed review of the execution audit procedures and
reporting performed by the non-EY component team. The Group team attended the closing meeting with the management of Abbey Life Assurance
Company Limited.
For the specific scope component, the Group team have reviewed the audit procedures performed by the component team on the specific accounts.
The work performed on the components, together with the additional procedures performed at Group level, gave us appropriate evidence for our
opinion on the consolidated financial statements as a whole.
OUR APPLICATION OF MATERIALITY
We apply the concept of materiality in planning and performing the audit, in evaluating the effect of identified misstatements on the audit and in
forming our audit opinion.
MATERIALITY
The magnitude of an omission or misstatement that, individually or in the aggregate, could reasonably be expected to influence the economic
decisions of the users of the financial statements. Materiality provides a basis for determining the nature and extent of our audit procedures.
We determined materiality for the Group to be £67 million (2015: £46 million), which is 2.0% (2015: 1.9%) of Group equity. Our aim is that materiality
should not exceed 2.0% of year-end Group equity. Whilst profit before tax or operating profit are common bases used across the life insurance
industry, we believe that the use of equity as the basis for assessing materiality is more appropriate given that the Group is a closed life assurance
consolidator and as such equity provides a more stable, long-term measure of value. We note also that equity more closely correlates with key Group
performance metrics such as Solvency II capital requirements and Own Funds. However, as these measures are non-GAAP measures, we consider
equity to be most appropriate.
During the course of our audit, we reassessed initial materiality and concluded that materiality assessed at planning stages of our audit
remained appropriate.
PERFORMANCE MATERIALITY
The application of materiality at the individual account or balance level. It is set at an amount to reduce to an appropriately low level the probability
that the aggregate of uncorrected and undetected misstatements exceeds materiality.
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On the basis of our risk assessments, together with our assessment of the Group’s overall control environment, our judgement was that performance
materiality was 50% (2015: 50%) of our planning materiality, namely £34 million (2015: £23 million).
Audit work at component locations for the purpose of obtaining audit coverage over significant financial statement accounts is undertaken based
on a percentage of total performance materiality. The performance materiality set for each component is based on the relative scale and risk of the
component to the Group as a whole and our assessment of the risk of misstatement at that component. In the current year, the range of performance
materiality allocated to components was £7 million to £25 million (2015: £4.6 million to £18.4 million).
REPORTING THRESHOLD
An amount below which identified misstatements are considered as being clearly trivial.
We agreed with the Audit Committee that we would report all uncorrected audit differences in excess of £3.0 million (2015: £2.3 million), which
is set at 5% of planning materiality, as well as differences below that threshold that, in our view, warranted reporting on qualitative grounds.
We evaluate any uncorrected misstatements against both the quantitative measures of materiality discussed above and in light of other relevant
qualitative considerations in forming our opinion.
SCOPE OF THE AUDIT OF THE FINANCIAL STATEMENTS
An audit involves obtaining evidence about the amounts and disclosures in the financial statements sufficient to give reasonable assurance that the
financial statements are free from material misstatement, whether caused by fraud or error. This includes an assessment of: whether the accounting
policies are appropriate to the Group’s and the parent company’s circumstances and have been consistently applied and adequately disclosed; the
reasonableness of significant accounting estimates made by the Directors; and the overall presentation of the financial statements. In addition, we
read all the financial and non-financial information in the Annual Report and Accounts to identify material inconsistencies with the audited financial
statements and to identify any information that is apparently materially incorrect based on, or materially inconsistent with, the knowledge acquired
by us in the course of performing the audit. If we become aware of any apparent material misstatements or inconsistencies we consider the
implications for our report.
RESPECTIVE RESPONSIBILITIES OF DIRECTORS AND AUDITOR
As explained more fully in the Statement of Directors’ Responsibilities set out on page 90, the Directors are responsible for the preparation of the
financial statements and for being satisfied that they give a true and fair view. Our responsibility is to audit and express an opinion on the financial
statements in accordance with applicable law and International Standards on Auditing (UK and Ireland). Those standards require us to comply with
the Auditing Practices Board’s Ethical Standards for Auditors.
Phoenix Group Holdings is a non-UK company and as such is not required to comply with the UK Companies Act 2006. As the Group is listed on
the UK Stock Exchange, the Directors have voluntarily chosen to comply with the Companies Act 2006 and listing rules that apply to UK Companies
and have engaged us to provide an opinion as if they were. Accordingly, we have been engaged to:
– report as to whether the Strategic Report and Directors’ Report for the financial year for which the financial statements are prepared is consistent
with the financial statements;
– report as to whether the information given in the Corporate Governance Statement with respect to internal control and risk management systems
in relation to financial reporting processes is consistent with the financial statements;
– report as to whether the section in the Directors’ remuneration report that is described as audited has been properly prepared in accordance with
the basis of preparation described therein; and
– report if we are not satisfied that:
– adequate accounting records have been kept (including returns from those branches which have not been visited); or
– the financial statements are in agreement with the records and returns; or
– we have obtained all the information and explanations which we consider necessary for the purposes of the audit.
This report is made solely to the Company’s members, as a body, in accordance with our engagement letter dated 10 March 2016. Our audit work
has been undertaken so that we might state to the Company’s members those matters we are required to state to them in an auditor’s report and
for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the Company and the
Company’s members as a body, for our audit work, for this report, or for the opinions we have formed.
REPORT ON MATTERS PRESCRIBED BY OUR ENGAGEMENT LETTER
In our opinion:
– the information given in the Strategic Report and the Directors’ Report for the financial year for which the financial statements are prepared
is consistent with the financial statements;
– the information given in the Corporate Governance Statement set out on pages 47 to 57 with respect to internal control and risk management
systems in relation to financial reporting processes is consistent with the financial statements; and
– the part of the Directors’ remuneration report that has been described as audited has been properly prepared in accordance with the basis
of preparation as described therein.
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INDEPENDENT AUDITOR’S REPORT TO THE
MEMBERS OF PHOENIX GROUP HOLDINGS
Continued
MATTERS ON WHICH WE ARE REQUIRED TO REPORT BY EXCEPTION
ISAs (UK and Ireland)
reporting
We are required to report to you if, in our opinion, financial and non-financial information
in the Annual Report and Accounts is:
– materially inconsistent with the information in the audited financial statements; or
– apparently materially incorrect based on, or materially inconsistent with, our knowledge
of the Group acquired in the course of performing our audit; or
– otherwise misleading.
In particular, we are required to report whether we have identified any inconsistencies
between our knowledge acquired in the course of performing the audit and the Directors’
statement that they consider the Annual Report and Accounts taken as a whole is fair,
balanced and understandable and provides the information necessary for shareholders to
assess the entity’s performance, business model and strategy; and whether the Annual
Report and Accounts appropriately addresses those matters that we communicated to
the audit committee that we consider should have been disclosed.
We are required to review:
– the Directors’ statement in relation to going concern, set out on page 87, and the longer-
term viability, set out on page 39; and
– the part of the Corporate Governance Statement relating to the Company’s compliance
with the provisions of the UK Corporate Governance Code specified for our review.
We are required to report to you if, in our opinion:
– adequate accounting records have not been kept (including returns from those branches
which have not been visited); or
– the financial statements are not in agreement with the accounting records and returns; or
– we have not received all the information and explanations which we require for the audit.
Listing rules review
requirements
Engagement letter
reporting
STATEMENT ON THE DIRECTORS’ ASSESSMENT OF THE PRINCIPAL RISKS THAT WOULD THREATEN
THE SOLVENCY OR LIQUIDITY OF THE ENTITY
ISAs (UK and Ireland)
reporting
We are required to give a statement as to whether we have anything material to add or to
draw attention to in relation to:
– the Directors’ confirmation in the Annual Report and Accounts that they have carried out
a robust assessment of the principal risks facing the entity, including those that would
threaten its business model, future performance, solvency or liquidity;
– the disclosures in the Annual Report and Accounts that describe those risks and explain
how they are being managed or mitigated;
– the Directors’ statement in the Annual Report and Accounts about whether they considered
it appropriate to adopt the going concern basis of accounting in preparing them, and their
identification of any material uncertainties to the entity’s ability to continue to do so over a
period of at least twelve months from the date of approval of the financial statements; and
– the Directors’ explanation in the Annual Report and Accounts as to how they have assessed
the prospects of the entity, over what period they have done so and why they consider
that period to be appropriate, and their statement as to whether they have a reasonable
expectation that the entity will be able to continue in operation and meet its liabilities as
they fall due over the period of their assessment, including any related disclosures drawing
attention to any necessary qualifications or assumptions.
We have no
exceptions
to report.
We have no
exceptions
to report.
We have no
exceptions
to report.
We have nothing
material to
add or to draw
attention to.
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ERNST & YOUNG LLP
LONDON
17 MARCH 2017
Notes:
1 The maintenance and integrity of the Phoenix Group Holdings website is the responsibility of the Directors; the work carried out by the auditors does not involve consideration of these
matters and, accordingly, the auditors accept no responsibility for any changes that may have occurred to the financial statements since they were initially presented on the website.
2 Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions.
CONSOLIDATED INCOME STATEMENT
For the year ended 31 December 2016
99
F
i
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a
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s
Gross premiums written
Less: premiums ceded to reinsurers
Net premiums written
Fees
Net investment income
Total revenue, net of reinsurance payable
Gain on transfer of business
Other operating income
Net income
Policyholder claims
Less: reinsurance recoveries
Change in insurance contract liabilities
Change in reinsurers’ share of insurance contract liabilities
Transfer from unallocated surplus
Net policyholder claims and benefits incurred
Change in investment contract liabilities
Acquisition costs
Change in present value of future profits
Amortisation and impairment of acquired in-force business
Amortisation of other intangibles
Administrative expenses
Net income attributable to unitholders
Total operating expenses
Profit before finance costs and tax
Finance costs
(Loss)/profit for the year before tax
Tax (charge)/credit attributable to policyholders’ returns
(Loss)/profit before the tax attributable to owners
Tax (charge)/credit
Add: tax attributable to policyholders’ returns
Tax credit attributable to owners
(Loss)/profit for the year attributable to owners
Attributable to:
Owners of the parent
Non-controlling interests
Earnings per ordinary share
Basic (pence per share)
Diluted (pence per share)
* Restated following rights issue.
Notes
F3
C1
I1.1
F2
G7
G7
G7
C2
C4
C5
C5
C5
C5
D3
2016
£m
999
(75)
924
88
6,361
7,373
52
20
7,445
(3,726)
456
(1,970)
(281)
4
(5,517)
(1,194)
(9)
(11)
(76)
(14)
(506)
(66)
(7,393)
52
(122)
(70)
(58)
(128)
(30)
58
28
(100)
(101)
1
(100)
2015
£m
902
(1,376)
(474)
95
1,064
685
–
7
692
(3,931)
326
2,959
1,003
84
441
(232)
(7)
(6)
(148)
(15)
(430)
(7)
(404)
288
(136)
152
33
185
97
(33)
64
249
201
48
249
B3.1
B3.2
(34.3)p
(34.3)p
76.1p*
76.0p*
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STATEMENT OF COMPREHENSIVE INCOME
For the year ended 31 December 2016
(Loss)/profit for the year
Other comprehensive income:
Items that are or may be reclassified to profit or loss:
Reclassification adjustments relating to foreign collective investment schemes disposed
of in the period
Items that will not be reclassified to profit or loss:
Owner-occupied property revaluation gains
Remeasurements of net defined benefit asset/liability
Tax charge relating to other comprehensive income items
Total other comprehensive income for the year
Total comprehensive income for the year
Attributable to:
Owners of the parent
Non-controlling interests
Notes
G8
G6
C5
D3
2016
£m
(100)
–
–
219
(1)
218
118
117
1
118
PRO FORMA RECONCILIATION OF GROUP
OPERATING PROFIT TO RESULT ATTRIBUTABLE
TO OWNERS
For the year ended 31 December 2016
Operating profit
Phoenix Life
Group costs
Total operating profit
Investment return variances and economic assumption changes on long-term business
Variance on owners’ funds
Amortisation of acquired in-force business
Amortisation of other intangibles
Other non-operating items
(Loss)/profit before finance costs attributable to owners
Finance costs attributable to owners
(Loss)/profit before the tax attributable to owners
Tax credit attributable to owners
(Loss)/profit for the year attributable to owners
Notes
B2.2
B2.3
B1.2
B1.2
2016
£m
357
(6)
351
(207)
(5)
(68)
(14)
(95)
(38)
(90)
(128)
28
(100)
2015
£m
249
(10)
4
11
(5)
–
249
201
48
249
2015
£m
336
(12)
324
13
(12)
(75)
(15)
49
284
(99)
185
64
249
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STATEMENT OF CONSOLIDATED
FINANCIAL POSITION
As at 31 December 2016
101
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EQUITY AND LIABILITIES
Equity attributable to owners of the parent
Share capital
Share premium
Shares held by the employee benefit trust
Foreign currency translation reserve
Owner-occupied property revaluation reserve
Retained earnings
Total equity attributable to owners of the parent
Non-controlling interests
Total equity
Liabilities
Pension scheme liability
Insurance contract liabilities
Liabilities under insurance contracts
Unallocated surplus
Financial liabilities
Investment contracts
Borrowings
Deposits received from reinsurers
Derivatives
Net asset value attributable to unitholders
Obligations for repayment of collateral received
Provisions
Deferred tax
Reinsurance payables
Payables related to direct insurance contracts
Current tax
Accruals and deferred income
Other payables
Liabilities classified as held for sale
Total liabilities
Total equity and liabilities
Notes
2016
£m
2015
£m
D1
D2
D3
–
1,643
(7)
96
4
1,597
3,333
–
3,333
–
861
(5)
96
4
1,478
2,434
570
3,004
G6
680
–
F1
F2
E5
E3
E1
G1
G2
G3
G2
G4
G5
I1
45,807
879
46,686
27,332
2,036
392
1,567
1,040
1,623
39,983
877
40,860
7,905
1,998
378
1,360
5,120
725
33,990
17,486
109
378
21
484
12
204
102
–
82,666
28
354
19
364
7
128
677
1,587
61,510
85,999
64,514
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102
STATEMENT OF CONSOLIDATED
FINANCIAL POSITION
As at 31 December 2016
Continued
ASSETS
Pension scheme asset
Intangible assets
Goodwill
Acquired in-force business
Other intangibles
Property, plant and equipment
Investment property
Financial assets
Loans and receivables
Derivatives
Equities
Investment in associate
Fixed and variable rate income securities
Collective investment schemes
Reinsurers’ share of investment contract liabilities
Insurance assets
Reinsurers’ share of insurance contract liabilities
Reinsurance receivables
Insurance contract receivables
Current tax
Prepayments and accrued income
Other receivables
Cash and cash equivalents
Assets classified as held for sale
Total assets
Notes
2016
£m
2015
£m
G6
225
506
57
1,407
214
1,678
25
646
1,232
3,003
17,759
525
29,290
18,432
6,808
77,049
39
1,265
219
1,523
19
1,942
577
1,498
12,351
–
31,814
3,826
–
50,066
3,744
3,954
37
11
29
9
3,792
3,992
44
361
513
1,666
–
85,999
47
335
474
3,940
1,670
64,514
G7
G8
G9
E3
E1
F1
G2
G10
G11
I1
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6
STATEMENT OF CONSOLIDATED
CASH FLOWS
For the year ended 31 December 2016
103
F
i
n
a
n
c
i
a
l
s
Cash flows from operating activities
Cash utilised by operations
Taxation paid
Net cash flows from operating activities
Cash flows from investing activities
Acquisition of AXA subsidiaries, net of cash acquired
Acquisition of Abbey Life subsidiaries, net of cash acquired
Net cash flows from investing activities
Cash flows from financing activities
Proceeds from issuing ordinary shares, net of associated commission and expenses
Proceeds from issuing shares in subsidiaries to non-controlling interests
Ordinary share dividends paid
Coupon paid on Perpetual Reset Capital Securities
Cash settlement of Perpetual Reset Capital Securities
Fees associated with the issuance of subordinated notes
Fees associated with the amendment of existing bank facility
Dividends paid to non-controlling interests
Repayment of policyholder borrowings
Repayment of shareholder borrowings
Proceeds from new policyholder borrowings, net of associated expenses
Proceeds from new shareholder borrowings, net of associated expenses
Interest paid on policyholder borrowings
Interest paid on shareholder borrowings
Net cash flows from financing activities
Net decrease in cash and cash equivalents
Cash and cash equivalents at the beginning of the year
Cash and cash equivalents at the end of the year
Notes
I3
H2.1
H2.2
D1
D3
B4
D3
D3
G11
2016
£m
(1,845)
(52)
(1,897)
(343)
(886)
(1,229)
908
–
(126)
(1)
(6)
–
(3)
–
(38)
(882)
–
1,079
(6)
(73)
852
(2,274)
3,940
1,666
2015
£m
(576)
(110)
(686)
–
–
–
2
35
(120)
(20)
(3)
(3)
–
(23)
(118)
(190)
99
–
(15)
(85)
(441)
(1,127)
5,067
3,940
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6
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104
STATEMENT OF CONSOLIDATED
CHANGES IN EQUITY
For the year ended 31 December 2016
At 1 January 2016
(Loss)/profit for the year
Other comprehensive income
for the year
Total comprehensive income
for the year
Issue of ordinary share capital,
net of associated commissions
and expenses
Dividends paid on ordinary shares
Coupon paid to non-controlling
interests, net of tax relief
Credit to equity for equity-settled
share-based payments
Redemption of non-controlling
interests
Elimination of non-controlling
interest following loss of control
Shares distributed by the employee
benefit trust
Shares acquired by the employee
benefit trust
At 31 December 2016
Share
capital
(note D1)
£m
–
–
–
–
–
–
–
–
–
–
–
–
–
Share
premium
£m
861
–
–
–
908
(126)
–
–
–
–
–
–
1,643
Shares held
by the
employee
benefit trust
(note D2)
£m
Foreign
currency
translation
reserve
£m
Owner-
occupied
property
revaluation
reserve
£m
Retained
earnings
£m
Non-
controlling
interests
(note D3)
£m
Total
£m
Total
£m
(5)
96
–
–
–
–
–
–
–
–
–
5
(7)
(7)
–
–
–
–
–
–
–
–
–
–
96
4
–
–
–
–
–
–
–
–
–
–
–
4
1,478
2,434
570
3,004
(101)
(101)
218
117
–
–
–
7
–
–
(5)
–
218
117
908
(126)
–
7
–
–
–
(7)
1,597
3,333
1
–
1
–
–
(1)
–
(6)
(100)
218
118
908
(126)
(1)
7
(6)
(564)
(564)
–
–
–
–
(7)
3,333
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6
STATEMENT OF CONSOLIDATED
CHANGES IN EQUITY
For the year ended 31 December 2015
105
F
i
n
a
n
c
i
a
l
s
At 1 January 2015
Profit for the year
Other comprehensive
(expense)/ income for the year
Total comprehensive
(expense)/income for the year
Issue of ordinary share capital,
net of associated commissions
and expenses
Dividends paid on ordinary shares
Dividends paid to non-controlling
interests
Coupon paid to non-controlling
interests, net of tax relief
Credit to equity for equity-settled
share-based payments
Shares in subsidiaries subscribed
for by non-controlling interests
Exchange of non-controlling
interests for subordinated notes
Loss on exchange of
non-controlling interests
Shares distributed by employee
benefit trust
Shares acquired by employee
benefit trust
At 31 December 2015
Share
capital
(note D1)
£m
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
Share
premium
£m
979
–
–
–
2
(120)
–
–
–
–
–
–
–
–
861
Shares held
by the
employee
benefit trust
(note D2)
£m
Foreign
currency
translation
reserve
£m
Owner-
occupied
property
revaluation
reserve
£m
(8)
103
–
–
–
–
–
–
–
–
–
–
–
9
(6)
(5)
3
(10)
(7)
–
–
–
–
–
–
–
–
–
–
96
–
–
4
4
–
–
–
–
–
–
–
–
–
–
4
Retained
earnings
£m
Total
£m
Non-
controlling
interests
(note D3)
£m
Total
£m
1,291
2,365
913
3,278
198
201
6
–
204
201
–
–
–
–
4
–
–
2
(120)
–
–
4
–
–
(12)
(12)
(9)
–
–
(6)
48
–
48
–
–
(23)
(15)
–
35
249
–
249
2
(120)
(23)
(15)
4
35
(388)
(388)
–
–
–
(12)
–
(6)
1,478
2,434
570
3,004
Phoenix Group Holdings is subject to Cayman Islands Companies Law. Under Cayman Islands Companies Law distributions can be made out
of profits or share premium subject, in each case, to a solvency test. The solvency test is broadly consistent with the Group’s going concern
assessment criteria.
Retained earnings comprise the owners’ interest in the post-acquisition retained earnings of the subsidiary companies and the retained earnings
of the Company. Distribution of retained earnings held within the long-term business funds and surplus assets held within the owners’ funds of
the life companies is subject to retaining sufficient funds to protect policyholders’ interests.
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106
NOTES TO THE IFRS CONSOLIDATED
FINANCIAL STATEMENTS
A. SIGNIFICANT ACCOUNTING POLICIES
A1. BASIS OF PREPARATION
The consolidated financial statements for the year ended 31 December
2016 comprise the financial statements of Phoenix Group Holdings
(‘the Company’) and its subsidiaries (together referred to as ‘the Group’).
The consolidated financial statements have been prepared on a going
concern basis and on a historical cost basis except for investment
property, owner-occupied property and those financial assets, financial
liabilities and insurance and investment contracts with discretionary
participation features (‘DPF’) that have been measured at fair value.
Statement of compliance
The consolidated financial statements have been prepared in accordance
with International Financial Reporting Standards (‘IFRSs’) as issued by
the International Accounting Standards Board (‘IASB’). The financial
statements are presented in sterling (£) rounded to the nearest million
except where otherwise stated.
Assets and liabilities are offset and the net amount reported in the
statement of consolidated 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 to realise the assets and settle
the liability simultaneously. Income and expenses are not offset in the
consolidated income statement unless required or permitted by an
IFRS or interpretation, as specifically disclosed in the accounting policies
of the Group.
The Group considers all relevant facts and circumstances in assessing
whether it has power over an investee, including relevant activities,
substantive and protective rights, voting rights and purpose and design
of an investee. The Group re-assesses whether or not it controls an
investee if facts and circumstances indicate that there are changes to
one or more of the three elements of control. Further details about the
consolidation of subsidiaries, including collective investment schemes,
is included in note H1.
A2. ACCOUNTING POLICIES
The principal accounting policies have been consistently applied in
these consolidated financial statements. Where an accounting policy
can be directly attributed to a specific note to the consolidated financial
statements, the policy is presented within that note, with a view to
enabling greater understanding of the results and financial position of
the Group. All other significant accounting policies are disclosed below.
A2.1 Foreign currency transactions
Items included in the financial statements of each of the Group’s entities
are measured using the currency of the primary economic environment
in which the entity operates (the ‘functional currency’). The consolidated
financial statements are presented in sterling, which is the Group’s
presentation currency.
The results and financial position of all Group companies that have
a functional currency different from the presentation currency are
translated into the presentation currency as follows:
Basis of consolidation
– assets and liabilities are translated at the closing rate at the period end;
The consolidated financial statements include the financial statements
of the Company and its subsidiaries, including collective investment
schemes, where the Group exercises overall control. In accordance with
the principles set out in IFRS 10 Consolidated Financial Statements, the
Group controls an investee if and only if the Group has all the following:
– power over the investee;
– exposure, or rights, to variable returns from its involvement with the
investee; and
– the ability to use its power over the investee to affect its returns.
– income, expenses and cash flows denominated in foreign currencies
are translated at average exchange rates; and
– all resulting exchange differences are recognised through the
statement of consolidated comprehensive income.
Foreign currency transactions are translated into the functional currency
of the transacting Group entity using exchange rates prevailing at the
date of translation. Foreign exchange gains and losses resulting from
the settlement of such transactions and from the translation of monetary
assets and liabilities denominated in foreign currencies are recognised
in the consolidated income statement.
Translation differences on debt securities and other monetary financial
assets measured at fair value through profit or loss are included in foreign
exchange gains and losses. Translation differences on non-monetary
items at fair value through profit or loss are reported as part of the fair
value gain or loss.
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A3. CRITICAL ACCOUNTING ESTIMATES AND JUDGEMENTS
A3.4 Income tax assets and liabilities
The preparation of financial statements requires management to make
judgements, estimates and assumptions that affect the application
of policies and reported amounts of assets and liabilities, income and
expenses. The estimates and associated assumptions are based on
historical experience and various other factors that are believed to be
reasonable under the circumstances, the results of which form the basis
of the judgements about carrying values of assets and liabilities that are
not readily apparent from other sources. Actual results may differ from
these estimates.
Critical accounting estimates are those which involve the most complex
or subjective judgements or assessments. The areas of the Group’s
business that typically require such estimates are the measurement
of insurance and investment contract liabilities, determination of the fair
value of financial assets and liabilities, impairment tests for intangible
assets, income tax assets and liabilities, and pension scheme assets
and liabilities. The determination of operating profit, identification and
valuation of intangible assets and the deconsolidation of a property
investment company all require management to make judgements,
details of which are included below.
A3.1 Insurance and investment contract liabilities
Insurance and investment contract liability accounting is discussed in
more detail in the accounting policies in note F1 with further detail of
the key assumptions made in determining insurance and investment
contract liabilities included in note F4.
A3.2 Fair value of financial assets and liabilities
Financial assets and liabilities are measured at fair value and accounted
for as set out in the accounting policies in note E1. Where possible,
financial assets and liabilities are valued on the basis of listed market
prices by reference to quoted market bid prices for assets and
offer prices for liabilities. These are categorised as Level 1 financial
instruments and do not involve estimates. If prices are not readily
determinable, fair value is determined using valuation techniques
including pricing models, discounted cash flow techniques or broker
quotes. Financial instruments valued where valuation techniques based
on observable market data at the period end are categorised as Level
2 financial instruments. Financial instruments valued using valuation
techniques based on non-observable inputs are categorised as Level 3
financial instruments. Level 2 and Level 3 financial instruments therefore
involve the use of estimates. Further details of the estimates made are
included in note E2.
A3.3 Impairment of intangible assets
Intangible assets are subject to regular impairment reviews as detailed
in the accounting policy in note G7. Impairments are measured as
the difference between the carrying value of a particular asset and its
recoverable amount. Impairments are recognised in the consolidated
income statement in the period in which they occur. Further details
of judgements made in testing intangible assets for impairment are
included in note G7.
Deferred tax assets are recognised to the extent that they are regarded
as recoverable, that is to the extent that, on the basis of all the available
evidence, it can be regarded as more likely than not that there will
be suitable taxable profits against which the losses can be relieved.
Forecasts of future profitability are made which by their nature involve
management’s judgement.
The UK taxation regime applies separate rules to trading and capital
profits and losses. The distinction between temporary differences
that arise from items of either a capital or trading nature may affect
the recognition of deferred tax assets.
The determination of tax provisions included in current tax liabilities
involves the use of estimates and judgements.
The accounting policy for income taxes (both current and deferred)
is discussed in more detail in the accounting policy in notes C5 and G2.
A3.5 Pension scheme assets and liabilities
The valuation of pension scheme assets and liabilities is determined
using actuarial valuations that include a number of assumptions.
As defined benefit pension schemes are long-term in nature, such
assumptions are subject to significant uncertainty. Details of the
key assumptions used are shown in note G6.
A3.6 Operating profit
Operating profit is the Group’s non-GAAP measure of performance.
The Group is required to make judgements as to the appropriate
longer-term rates of investment return for the determination of operating
profit, as detailed in note B2, and as to what constitutes an operating
or non-operating item in accordance with the accounting policy detailed
in note B1.2.
A3.7 Acquisitions
The identification and valuation of identifiable intangible assets, such as
acquired in-force business or brand intangibles, arising from the Group’s
acquisitions requires the Group to make a number of judgements and
estimates. Further details of the judgements made are included in notes
G7 ‘Intangible assets’ and H2 ‘Acquisitions and disposals’.
A3.8 Loss of control of investment in UK Commercial Property
Trust Limited (‘UKCPT’)
UKCPT is a property investment company which the Group
deconsolidated during the year. Judgement was applied in determining
that the Group no longer controlled its investment in UKCPT. The Group’s
investment in UKCPT is now classified as an associate and held at fair
value. Further details of the judgement made are included in note H3.
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NOTES TO THE IFRS CONSOLIDATED
FINANCIAL STATEMENTS
Continued
A. SIGNIFICANT ACCOUNTING POLICIES continued
A4. ADOPTION OF NEW ACCOUNTING PRONOUNCEMENTS
IN 2016
The consolidated financial statements for the year ended 31 December
2016, set out on pages 99 to 192, were authorised by the Board of
Directors for issue on 17 March 2017.
In preparing the consolidated financial statements, the Group has
adopted the following amendments effective from 1 January 2016:
– Annual Improvements to IFRS 2012 – 2014 cycle. The adoption of
these amendments had no impact on the disclosures or amount
recognised in the consolidated financial statements.
– Clarification of Acceptable Methods of Depreciation and Amortisation
(Amendments to IAS 16 and IAS 38). The accounting policy for the
amortisation of acquired in-force business arising on investment
contracts without DPF has been updated as a result of the application
of these amendments. This change has been applied prospectively
from 1 January 2016. See note G7 for further details.
– Disclosure initiative (Amendments to IAS 1). The adoption of these
amendments had no impact on the disclosures or amount recognised
in the consolidated financial statements.
A5. NEW ACCOUNTING PRONOUNCEMENTS NOT YET EFFECTIVE
The IASB has issued the following new or amended standards and
interpretations which apply from the dates shown. The Group has
decided not to early adopt any of these standards, interpretations
or amendments where this is permitted.
– Disclosure initiative (Amendments to IAS 7) (2017). The amendments
require disclosures that enable users of the financial statements to
evaluate changes in liabilities arising from financing activities, including
both changes arising from cash flow and non-cash changes.
– Recognition of Deferred Tax Assets for Unrealised Losses
(Amendments to IAS 12) (2017).
– IFRS 9 Financial Instruments (2018). Under IFRS 9, all financial assets
will be measured either at amortised cost or fair value and the basis of
classification will depend on the business model and the contractual
cash flow characteristics of the financial assets. The Group expects
to continue to value the majority of its financial assets at fair value
through profit or loss on initial recognition, so as to eliminate or reduce
any potential accounting mismatch. The Group expects to take
advantage of the temporary exemption granted to insurers in IFRS
4 Insurance Contracts from applying IFRS 9 until 1 January 2021 as
a result of meeting the exemption criteria. A number of disclosures
will be made as a result of applying this temporary exemption.
The expected impact of applying IFRS 9 remains subject to
completion of a detailed review.
– IFRS 15 Revenue from Contracts with Customers (2018). IFRS 15
establishes a single comprehensive framework for determining
whether, how and when revenue is recognised. The standard does
not apply to insurance contracts and the financial instruments within
the scope of IAS 39. The Group anticipates that the application of
IFRS 15 in 2018 will have limited impact on the measurement and
presentation of amounts reported in the Group’s financial statements.
– IFRS 16 Leases (2019). IFRS 16 will replace IAS 17 Leases. The new
standard removes the classification of leases as either operating or
finance leases for the lessee, thereby treating all leases as finance
leases. This will result in the recognition of a right-to-use asset and
a lease liability for all of the Group’s previously classified operating
leases. Short-term leases (less than 12 months) and leases of low-
value assets are exempt from the requirements. The Group anticipates
that the application of IFRS 16 in the future will have limited impact on
amounts reported in the Group’s financial statements as the Group
has a limited number of operating leases (see note I6).
– Classification and Measurement of Share-based Payment
Transactions (Amendments to IFRS 2) (2018).
Where not specifically stated, the impact on the Group of adopting
the above standards, amendments and interpretations is subject
to evaluation.
B. EARNINGS PERFORMANCE
B1. SEGMENTAL ANALYSIS
The Group defines and presents operating segments based on the
information which is provided to the Board, and therefore segmental
information in this note is presented on a different basis from profit
or loss in the consolidated financial statements.
An operating segment is a component of the Group that engages
in business activities from which it may earn revenues and incur
expenses, including revenues and expenses relating to transactions
with other components of the Group.
For management purposes, the Group is organised into business units
based on their products and services and comprised of the Phoenix
Life and Abbey Life operating segments during the reporting period.
No segmental result has been shown for the Abbey Life segment as
the subsidiary was acquired on 30 December 2016.
Segmental performance is evaluated based on profit or loss which,
in certain respects, is presented differently from profit or loss in the
consolidated financial statements. Revenues or expenses that are
not directly attributable to a particular segment are allocated between
segments where there is a reasonable basis for doing so.
Group financing (including finance costs) and owners’ taxes are
managed on a Group basis and are not allocated to individual
operating segments.
Inter-segment transactions are set on an arm’s length basis in a
manner similar to transactions with third parties. Segmental results
include those transfers between business segments which are then
eliminated on consolidation.
Predominantly all revenues from external customers are sourced in the
UK. No revenue transaction with a single customer external to the
Group amounts to greater than 10% of the Group’s revenue.
Predominantly all non-current assets are located in the UK. There are
no differences between the measurement of the assets and liabilities
reflected in the primary statements and that reported for the segments.
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B1.1 Segmental result
2016
Net premiums written
Fees
Net investment income
Gain on transfer of business
Other operating income
Net income
Net policyholder claims and benefits incurred
Amortisation:
Amortisation of acquired in-force business
Amortisation of other intangibles
Other expenses
Total expenses
109
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a
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s
Phoenix
Life
£m
Unallocated
Group
£m
924
88
6,357
52
20
7,441
(5,517)
(76)
(14)
(90)
–
–
4
–
–
4
–
–
–
–
Total
£m
924
88
6,361
52
20
7,445
(5,517)
(76)
(14)
(90)
(1,680)
(106)
(1,786)
(7,287)
(106)
(7,393)
Profit/(loss) before finance costs and tax
154
(102)
52
Finance costs
Profit/(loss) before tax
Tax attributable to policyholders’ returns
Segmental result before the tax attributable to owners
(56)
98
(58)
40
(66)
(122)
(168)
–
(168)
(70)
(58)
(128)
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2
0
1
6
110
NOTES TO THE IFRS CONSOLIDATED
FINANCIAL STATEMENTS
Continued
B. EARNINGS PERFORMANCE continued
B1. SEGMENTAL ANALYSIS continued
2015
Net premiums written
Fees
Net investment income
Other operating income
Net income
Net policyholder claims and benefits incurred
Amortisation and impairment:
Amortisation and impairment of acquired in-force business
Amortisation of other intangibles
Other expenses
Total expenses
Profit/(loss) before finance costs and tax
Finance costs
Profit/(loss) before tax
Tax attributable to policyholders’ returns
Segmental result before the tax attributable to owners
Phoenix
Life
£m
(474)
95
1,048
7
676
441
(148)
(15)
(163)
(651)
(373)
303
(60)
243
33
276
Unallocated
Group
£m
–
–
16
–
16
–
–
–
–
(31)
(31)
(15)
(76)
(91)
–
(91)
Total
£m
(474)
95
1,064
7
692
441
(148)
(15)
(163)
(682)
(404)
288
(136)
152
33
185
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2
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1
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111
F
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i
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B1.2 Reconciliation of operating profit to the segmental result
The Group has chosen to report a non-GAAP measure of performance being operating profit. Operating profit is considered to provide a more
relevant measure of the underlying performance of the Group’s business as it excludes the impact of short-term economic volatility and other
one-off items. This measure incorporates an expected return, including a longer-term return on financial investments backing shareholder
and policyholder funds over the period, with consistent allowance for the corresponding expected movements in liabilities. Operating profit
includes the effect of variances in experience for non-economic items, such as mortality and expenses, and the effect of changes in non-
economic assumptions. It also incorporates the impacts of significant management actions where such actions are consistent with the
Group’s core operating activities (for example, actuarial modelling enhancements and data reviews).
Impacts arising from the difference between the actual and expected experience for economic items (on both assets and liabilities) and
the impacts of changes in economic assumptions on the valuation of liabilities are excluded from operating profit and are presented in profit
before the tax attributable to owners (see note B2). Phoenix Life operating profit is net of policyholder finance charges and policyholder tax.
Operating profit also excludes the impact of the following items:
– amortisation and impairments of intangible assets;
– finance costs attributable to owners; and
– other non-operating items which include:
– gains or losses on the disposal of subsidiaries, associates or joint ventures (net of related costs of disposal);
– the financial impacts of mandatory regulatory change;
– integration, restructuring or other significant one-off projects; and
– any other items which, in the Directors’ view, should be excluded by virtue of their nature or incidence to enable a full understanding of the
Group’s financial performance.
2016
Operating profit/(loss)
Investment return variances and economic assumption changes on long-term business
Variance on owners’ funds
Amortisation of acquired in-force business
Amortisation of other intangibles
Other non-operating items
Financing costs attributable to owners
Segmental result before the tax attributable to owners
Other non-operating items include:
Phoenix
Life
£m
Unallocated
Group
£m
357
(207)
11
(68)
(14)
(15)
(24)
40
(6)
–
(16)
–
–
(80)
(66)
(168)
Total
£m
351
(207)
(5)
(68)
(14)
(95)
(90)
(128)
– a gain of £26 million on the implementation of a longevity swap reassurance contract on a portfolio of the Group’s annuities;
– a gain of £14 million arising as a result of a premium adjustment on the 2015 reassurance arrangement with RGA International following
completion of a data review;
– acquisition related costs of £31 million, comprising £12 million of transaction costs related to the acquisition of AXA Wealth’s pensions and
protection business and £19 million of transaction costs related to acquisition of Abbey Life (see note H2);
– a provision for costs of £30 million associated with the integration and restructuring of the acquired AXA businesses (see note G1);
– the costs of providing for claims and associated costs relating to creditor insurance underwritten prior to 2016 by a subsidiary of the Group,
PA(GI) Limited (‘PA(GI)’), of £33 million (see note G1);
– recognition of costs of £10 million associated with the introduction of regulations that cap early exit charges for pension customers aged
over 55 at 1%, which will come into force from 2017;
– costs of £6 million associated with the transfer of non-profit annuities from with-profit funds to non-profit matching adjustment funds;
– the costs of £4 million on PGL Pension Scheme buy-in;
– other corporate project costs of £19 million; and
– net other one-off items totalling a cost of £2 million.
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112
NOTES TO THE IFRS CONSOLIDATED
FINANCIAL STATEMENTS
Continued
B. EARNINGS PERFORMANCE continued
B1. SEGMENTAL ANALYSIS continued
2015
Operating profit/(loss)
Investment return variances and economic assumption changes on long-term business
Variance on owners’ funds
Amortisation of acquired in-force business
Amortisation of other intangibles
Other non-operating items
Financing costs attributable to owners
Segmental result before the tax attributable to owners
Other non-operating items include:
Phoenix
Life
£m
336
13
(7)
(75)
(15)
47
(23)
276
Unallocated
Group
£m
(12)
–
(5)
–
–
2
(76)
(91)
Total
£m
324
13
(12)
(75)
(15)
49
(99)
185
– gain of £49 million (net of a £64 million impairment of associated acquired in-force business) arising as a result of the reassurance arrangement
entered into with RGA International (see note F3.1);
– release of provisions associated with external regulatory changes, including the cap on workplace pension charges and the pension guidance levy,
of £17 million;
– corporate project costs of £13 million; and
– net other one-off items (including Solvency II implementation and systems transformation costs) totalling a cost of £4 million.
B2. INVESTMENT RETURN VARIANCES AND ECONOMIC ASSUMPTION CHANGES
The long-term nature of much of the Group’s operations means that, for internal performance management, the effects of short-term economic
volatility are treated as non-operating items. The Group focuses instead on an operating profit measure that incorporates an expected return
on investments supporting its long-term business. The accounting policy adopted in the calculation of operating profit is detailed in note B1.2.
The methodology for the determination of the expected investment return is explained below together with an analysis of investment return
variances and economic assumption changes recognised outside of operating profit.
B2.1 Calculation of the long-term investment return
The expected return on investments for both owner and policyholder funds is based on opening economic assumptions applied to the funds under
management at the beginning of the reporting period. Expected investment return assumptions are derived actively, based on risk-free yields at
the start of each financial year. In line with changes made to align assumptions and estimates used in the valuation of insurance contracts with
the requirements of the Solvency II regime (see note F4.1), the assumptions used in the calculation of the long-term investment return have also
been updated.
From 1 January 2016, the long-term risk-free rate used as a basis for deriving the long-term investment return is set by reference to the swap curve
plus 10bps (2015: annualised return on the FTSE UK Gilt Index plus 10bps). A risk premium of 350bps is added to the risk-free yield for equities
(2015: 300bps), 250bps for properties (2015: 200bps), 150bps for other fixed interest assets (2015: 100bps) and 50bps for gilts (2015: nil). If the
current period long-term investment return had been calculated using a gilts plus 10bps reference rate adjusted for the relevant risk premium
(as used in prior periods), the impact on operating profit for the period would be negligible.
The principal assumptions underlying the calculation of the long-term investment return are:
Equities
Properties
Gilts
Other fixed interest
2016
%
5.8
4.8
2.8
3.8
2015
%
5.3
4.3
2.3
3.3
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113
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B2.2 Life assurance business
Operating profit for life assurance business is based on expected investment returns on financial investments backing owners’ and policyholder funds
over the reporting period, with consistent allowance for the corresponding expected movements in liabilities. Operating profit includes the effect
of variance in experience for non-economic items, for example mortality, persistency and expenses, and the effect of changes in non-economic
assumptions. Changes due to economic items, for example market value movements and interest rate changes, which give rise to variances
between actual and expected investment returns, and the impact of changes in economic assumptions on liabilities, are disclosed separately outside
operating profit.
The movement in liabilities included in operating profit reflects both the change in liabilities due to the expected return on investments and the impact
of experience variances and assumption changes for non-economic items.
The effect of differences between actual and expected economic experience on liabilities, and changes to economic assumptions used to value
liabilities, are taken outside operating profit. For many types of long-term business, including unit-linked and with-profit funds, movements in asset
values are offset by corresponding changes in liabilities, limiting the net impact on profit. For other long-term business, the profit impact of economic
volatility depends on the degree of matching of assets and liabilities, and exposure to financial options and guarantees.
The investment return variances and economic assumption changes excluded from the long-term business operating profit are as follows:
Investment return variances and economic assumption changes on long-term business
2016
£m
(207)
2015
£m
13
Negative investment return variances and economic assumption changes on long-term business of £207 million (2015: positive £13 million) primarily
resulted from the adverse impact of a fall in yields on the life funds, which has increased the margin held within insurance liabilities in respect of
longevity risk. The investment return variances have also been adversely impacted by losses arising on equity hedging positions held by life funds
following equity market gains in the period. Equity market gains have resulted in an unfavourable variance as the value of the hedging instruments
fall without the corresponding benefit from expected future profits within the life funds being recognised. Included in the negative variance is the
minority share of the result of the consolidated UKCPT property investment structure prior to its deconsolidation during the year of positive £1 million
(2015: positive £46 million).
B2.3 Owners’ funds
For non-long-term business including owners’ funds, the total investment income, including fair value gains, is analysed between a calculated longer-
term return and short-term fluctuations.
The variances excluded from operating profit in relation to owners’ funds are as follows:
Variances on owners’ funds of subsidiary undertakings
2016
£m
(5)
2015
£m
(12)
The negative variance on owners’ funds of subsidiary undertakings of £5 million (2015: £12 million) is principally driven by losses from equity hedging
positions held in the Group holding companies offset by gains on interest rate hedging positions held in the life companies’ shareholders’ funds arising
from falling yields.
B3. EARNINGS PER SHARE
The Group calculates its basic earnings per share based on the present shares in issue using the earnings attributable to ordinary equity holders
of the parent, divided by the weighted average number of ordinary shares in issue during the year.
Diluted earnings per share are calculated based on the potential future shares in issue assuming the conversion of all potentially dilutive ordinary
shares. The weighted average number of ordinary shares in issue is adjusted to assume conversion of dilutive share awards granted to employees
and warrants.
Following the completion of the rights issue in November 2016 the earnings per share calculations, for all periods up to the date the rights issue
shares were issued, have been adjusted for the bonus element of the rights issue. The bonus factor used was 1.18. Further details of the rights
issue are included in note D1.
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NOTES TO THE IFRS CONSOLIDATED
FINANCIAL STATEMENTS
Continued
B. EARNINGS PERFORMANCE continued
B3. EARNINGS PER SHARE continued
B3.1 Basic earnings per share
The result attributable to owners of the parent for the purposes of computing earnings per share has been calculated as set out below. This is after
adjusting for the result attributable to non-controlling interests.
(Loss)/profit for the period
Share of result attributable to non-controlling interests
(Loss)/profit attributable to owners of the parent
The weighted average number of ordinary shares outstanding during the period is calculated as detailed below:
Issued ordinary shares at beginning of the period (restated for bonus element of rights issue)
Effect of ordinary shares issued
Own shares held by the employee benefit trust
Weighted average number of ordinary shares
Basic earnings per share is as follows:
Basic earnings per share (restated for bonus element of rights issue)
B3.2 Diluted earnings per share
2016
£m
(100)
(1)
(101)
2016
Number
million
266
30
(1)
295
2015
£m
249
(48)
201
2015
Number
million
266
–
(1)
265
2016
pence
(34.3)
2015
pence
76.1
The result attributable to owners for the parent used in the calculation of diluted earnings per share is the same as that used in the basic earnings
per share calculation in note B3.1 above. The diluted weighted average number of ordinary shares outstanding during the period is also the same as
that used in the basic earnings per share calculation in note B3.1 above. As losses have an anti-dilutive effect, none of the share-based awards have
a dilutive effect for the year ended 31 December 2016. The Group’s deferred bonus share scheme and sharesave schemes increased the weighted
average number of shares on a diluted basis by 490,276 shares for the year ended 31 December 2015.
Diluted earnings per share is as follows:
Diluted earnings per share (restated for bonus element of rights issue)
2016
pence
(34.3)
2015
pence
76.0
5 million warrants issued on 2 September 2009 to certain entities providing finance to the Group could potentially dilute basic earnings per share in
the future. The warrants have not been included in the diluted earnings per share figure because they did not have a dilutive effect for the periods
presented due to the exercise price being significantly higher than the share price of the Company. Details of the warrants are given in note E3.3.
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B4. DIVIDENDS
Final dividends on ordinary shares are recognised as a liability and deducted from equity when they are approved by the Group’s owners.
Interim dividends are deducted from equity when they are paid.
As permitted by Cayman Islands Companies Law, dividends have been charged within equity against the share premium account.
Dividends for the year that are approved after the reporting period are dealt with as an event after the reporting period.
Declared dividends are those that are appropriately authorised and are no longer at the discretion of the entity.
Dividends declared and paid in 2016
2016
£m
126
2015
£m
120
On 22 March 2016, the Board recommended a final dividend of 26.7p per share in respect of the year ended 31 December 2015. The dividend
was approved at the Company’s Annual General Meeting, which was held on 11 May 2016. The dividend amounted to £60 million and was paid
on 13 May 2016.
On 24 August 2016, the Board declared an interim dividend of 26.7p per share for the half year ended 30 June 2016. The dividend amounted to
£66 million and was paid on 3 October 2016.
C. OTHER INCOME STATEMENT NOTES
C1. NET INVESTMENT INCOME
Net investment income comprises interest, dividends, rents receivable, net interest income/(expense) on the net defined benefit asset/
(liability), fair value gains and losses on financial assets, financial liabilities and investment property at fair value, and impairment losses on loans
and receivables.
Interest income is recognised in the consolidated income statement as it accrues using the effective interest method.
Dividend income is recognised in the consolidated income statement on the date the right to receive payment is established, which in the case
of listed securities is the ex-dividend date.
Rental income from investment property is recognised in the consolidated income statement on a straight-line basis over the term of the lease.
Lease incentives granted are recognised as an integral part of the total rental income.
Fair value gains and losses on financial assets and financial liabilities designated at fair value through profit or loss are recognised in the consolidated
income statement. Fair value gains and losses include both realised and unrealised gains and losses.
Investment income
Interest income on loans and receivables at amortised cost
Interest income on financial assets designated at fair value through profit or loss on initial recognition
Dividend income
Rental income
Net interest income on Group defined benefit pension scheme asset/liability
Fair value gains/(losses)
Financial assets and financial liabilities at fair value through profit or loss:
Designated upon initial recognition
Held for trading – derivatives
Investment property
Net investment income
2016
£m
1
859
902
38
21
2015
£m
3
1,076
911
90
17
1,821
2,097
3,236
1,278
26
4,540
6,361
(1,178)
5
140
(1,033)
1,064
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NOTES TO THE IFRS CONSOLIDATED
FINANCIAL STATEMENTS
Continued
C. OTHER INCOME STATEMENT NOTES continued
C2. ADMINISTRATIVE EXPENSES
Administrative expenses are recognised in the consolidated income statement as incurred.
Employee costs
Outsourcer expenses
Professional fees
Office costs
Investment management expenses and transaction costs
Direct costs of life companies
Direct costs of collective investment schemes
PA(GI) provision (see note G1)
Pension past service costs
Pension administrative expenses
Advertising and sponsorship
Restructuring and integration costs (see note G1)
Other
Employee costs comprise:
Wages and salaries
Social security contributions
Average number of persons employed
2016
£m
99
91
55
25
129
6
11
33
3
4
7
30
13
506
2016
£m
90
9
99
2015
£m
81
97
33
23
150
15
17
6
–
5
–
–
3
430
2015
£m
73
8
81
2016
Number
837
2015
Number
750
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C3. AUDITOR’S REMUNERATION
During the year the Group obtained the following services from its auditor at costs as detailed in the table below.
Audit of the consolidated financial statements
Audit of the Company’s subsidiaries
Audit of MCEV supplementary information
Audit-related assurance services
Reporting accountant assurance services
Total fee for assurance services
Corporate finance services
Tax advisory services
Other non-audit services
Total fees for other services
Total auditor’s remuneration
117
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2016
£m
2015
£m
0.7
3.5
–
4.2
0.5
0.3
5.0
3.6
–
0.1
3.7
8.7
0.5
2.3
0.4
3.2
0.9
0.1
4.2
0.1
0.1
0.3
0.5
4.7
No services were provided by the Company’s auditors to the Group’s pension schemes in either 2016 or 2015.
Audit-related assurance services includes fees payable for services where the reporting is required by law or regulation to be provided by the auditor,
such as reporting on regulatory returns. It also includes fees payable in respect of reviews of interim financial information and services where the
work is integrated with the audit itself.
Reporting accountant assurance services relate to assurance reporting on historical information included within investment circulars. In 2016,
this includes public reporting associated with the issuance of equity as part of the acquisition of Abbey Life and the issuance of a Medium-Term
Note Programme.
Corporate finance services fees were £3.6 million (2015: £0.1 million). The increase in the year reflects services provided in connection with the
acquisition of the AXA businesses and Abbey Life. £1.9 million of the fees relates to the engagement of the external auditors to perform actuarial and
finance due diligence procedures where synergies were anticipated to arise with subsequent audit work. The remaining balance of £1.7 million relates
to the provision of assurance services to the Board and the sponsoring banks in support of disclosures made in the public transaction documentation
relating to the two acquisitions.
Other non-audit services of £0.1 million (2015: £0.3 million) primarily include fees payable in respect of assurance over aspects of the Group’s
Solvency II internal model. In 2015, the fees principally related to applications made to the regulator with regard to the Group’s implementation
of Solvency II.
Further information on auditor’s remuneration and the assessment of the independence of the external auditor is set out in the Audit Committee
report on page 52.
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118
NOTES TO THE IFRS CONSOLIDATED
FINANCIAL STATEMENTS
Continued
C. OTHER INCOME STATEMENT NOTES continued
C4. FINANCE COSTS
Interest payable is recognised in the consolidated income statement as it accrues and is calculated using the effective interest method.
This note analyses the interest costs on the Group’s borrowings which are described in note E5.
Interest expense:
On financial liabilities at amortised cost
On financial liabilities at fair value through profit or loss
Attributable to:
– policyholders
– owners
C5. TAX CHARGE/(CREDIT)
2016
£m
109
13
122
32
90
122
2015
£m
122
14
136
37
99
136
Income tax comprises current and deferred tax. Income tax is recognised in the consolidated income statement except to the extent that it relates
to items recognised in the statement of consolidated comprehensive income or the statement of consolidated changes in equity, in which case it
is recognised in these statements.
Current tax is the expected tax payable on the taxable income for the year, using tax rates and laws enacted or substantively enacted at the date
of the statement of consolidated financial position together with adjustments to tax payable in respect of previous years.
The tax charge is analysed between tax that is payable in respect of policyholders’ returns and tax that is payable on owners’ returns. This allocation
is calculated based on an assessment of the effective rate of tax that is applicable to owners for the year.
C5.1 Current year tax charge/(credit)
Current tax:
UK corporation tax
Overseas tax
Adjustment in respect of prior years
Total current tax charge/(credit)
Deferred tax:
Origination and reversal of temporary differences
Change in the rate of UK corporation tax
Total deferred tax credit
Total tax charge/(credit)
Attributable to:
– policyholders
– owners
Total tax charge/(credit)
2016
£m
2015
£m
46
15
61
(8)
53
(13)
(10)
(23)
30
58
(28)
30
11
8
19
(99)
(80)
7
(24)
(17)
(97)
(33)
(64)
(97)
The Group, as a proxy for policyholders in the UK, is required to pay taxes on investment income and gains each year. Accordingly, the tax credit or
expense attributable to UK life assurance policyholder earnings is included in income tax expense. The tax charge/(credit) attributable to policyholder
earnings was £58 million (2015: £(33) million).
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C5.2 Tax charged to other comprehensive income
Current tax credit on share schemes
Deferred tax charge on defined benefit schemes
Deferred tax on share schemes
C5.3 Reconciliation of tax charge/(credit)
(Loss)/profit before tax
Policyholder tax (charge)/credit
(Loss)/profit before the tax attributable to owners
Tax at standard UK1 rate of 20% (2015: 20.25%)
Non-taxable income and gains2
Disallowable deductions3
Prior year tax credit for shareholders4
Movement on acquired in-force amortisation at less than 20%5 (2015: 20.25%)
Profits taxed at rates other than 20%6 (2015: 20.25%)
Recognition of previously unrecognised deferred tax assets7
Deferred tax rate change8
Temporary differences not valued
Other
Owners’ tax credit
Policyholder tax charge/(credit)
Total tax charge/(credit) for the period
119
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a
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i
a
l
s
2015
£m
(1)
5
1
5
2015
£m
152
33
185
37
(13)
6
(41)
15
(36)
(6)
(24)
(1)
(1)
(64)
(33)
(97)
2016
£m
(1)
3
(1)
1
2016
£m
(70)
(58)
(128)
(26)
(10)
24
(6)
2
–
(5)
(9)
–
2
(28)
58
30
1 The Phoenix Life operating segment operates predominantly in the UK. The reconciliation of the tax charge/(credit) has, therefore, been completed by reference to the standard rate of UK
2
3
tax rather than by reference to the Jersey income tax rate of 0% which is applicable to Phoenix Group Holdings.
Includes non-taxable dividends and gains and non-taxable pension scheme items.
Includes non-recurring disallowable deductions in relation to claims and other costs relating to creditor insurance underwritten by PA(GI) Limited of £7 million and a consolidation adjustment
on the PGL Pension scheme ‘buy-in’ agreement of £12 million.
4 The 2015 prior year tax credit represents the impact of reaching agreement with HMRC in respect of the Group’s uncertain tax positions for the years 2007 to 2014.
5 2015 included a non-recurring write off for the acquired in-force business relating to Opal Reassurance Limited (‘Opal Re’) of £13 million as a result of the reinsurance of annuity liabilities.
6 2015 included non-taxable profits arising in Opal Re of £23 million and UKCPT of £10 million. The 2016 element for both is de minimis.
7 Represents the recognition of losses in acquired businesses.
8 Represents the effect of the 1% reduction in the tax rate from April 2020 which was substantively enacted in the year (2015: 2% reduction).
D. EQUITY
D1. SHARE CAPITAL
The Group has issued ordinary shares which are classified as equity. Incremental external costs that are directly attributable to the issue of these
shares are recognised in equity, net of tax.
Authorised:
410 million (2015: 410 million) ordinary shares of €0.0001 each
Issued and fully paid:
2016
£
2015
£
31,750
31,750
392.8 million (2015: 225.4 million) ordinary shares of €0.0001 each
33,112
18,463
The value of the authorised share capital was translated at a historical rate. Issued and fully paid share capital transactions are translated at the rate
prevailing at the date of issue.
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NOTES TO THE IFRS CONSOLIDATED
FINANCIAL STATEMENTS
Continued
D. EQUITY continued
D1. SHARE CAPITAL continued
The holders of ordinary shares are entitled to one vote per share on matters to be voted on by owners and to receive such dividends, if any, as may
be declared by the Board of Directors in its discretion out of legally available profits. Movements in issued share capital during the year:
2016
Shares in issue at 1 January
Placement of ordinary shares
Ordinary shares issued under the rights issue
Other ordinary shares issued in the period
Shares in issue at 31 December
Number
225,419,446
22,542,000
144,727,282
161,089
392,849,817
£
18,463
1,748
12,888
13
33,112
On 1 June 2016, the Group completed an equity placing of 22,542,000 new ordinary shares in association with the proposed acquisition of the AXA
businesses (see note H2) which raised gross proceeds of £194 million. The proceeds from the equity placing, net of deduction of commissions and
expenses, were £190 million.
On 9 November 2016, the Group issued 144,727,282 shares following a rights issue undertaken in connection with the proposed acquisition of
Abbey Life, where 7 rights issue shares were issued at 508 pence per share for every 12 existing Phoenix Group Holdings shares held. The rights
issue raised gross proceeds of £735 million and proceeds, net of deduction of commission and expenses, were £717 million.
During the year, the Company issued 161,089 shares at a premium of £1 million in order to satisfy its obligations to employees under the Group’s
sharesave schemes (see note I2).
2015
Shares in issue at 1 January
Other ordinary shares issued in the period
Shares in issue at 31 December
Number
225,090,284
329,162
£
18,439
24
225,419,446
18,463
During 2015, the Company issued 329,162 shares at a premium of £2 million in order to satisfy its obligations to employees under the Group’s
sharesave schemes.
D2. SHARES HELD BY THE EMPLOYEE BENEFIT TRUST
Where the Phoenix Group Holdings Employee Benefit Trust (‘PGH EBT’) acquires shares in the Company or obtains rights to purchase its shares,
the consideration paid (including any attributable transaction costs, net of tax) is shown as a deduction from owners’ equity. Gains and losses on
sales of shares held by the PGH EBT are charged or credited to the own shares account in equity.
The PGH EBT holds shares to satisfy awards granted to employees under the Group’s share-based payment schemes.
At 1 January
Shares acquired by the PGH EBT in year
Shares awarded to employees by the PGH EBT in year
At 31 December
2016
£m
5
7
(5)
7
2015
£m
8
6
(9)
5
During the year 690,711 (2015: 1,398,290) shares were awarded to employees by the PGH EBT and 1,196,011 (2015: 735,068) shares were
purchased. The number of shares held by the PGH EBT at 31 December 2016 was 1,092,634 (2015: 587,334).
The Company provides the PGH EBT with an interest-free facility arrangement to enable it to purchase the shares. Details of this loan are included
in note 9 to the parent company financial statements.
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D3. NON-CONTROLLING INTERESTS
Non-controlling interests are stated at the share of net assets attributed to the non-controlling interest holder at the time of acquisition, adjusted for
the relevant share of subsequent changes in equity.
2016
At 1 January
Profit for the year
Coupon paid, net of tax relief
Redemption of Notes
Derecognition of non-controlling interest following loss of control
At 31 December
2015
At 1 January
Profit for the year
Dividends paid
Coupon paid, net of tax relief
Exchange of Notes for subordinated notes
Shares in subsidiaries subscribed for by non-controlling interests
At 31 December
D3.1 Perpetual Reset Capital Securities
Perpetual
Reset Capital
Securities
£m
UK
Commercial
Property Trust
Limited
£m
7
–
(1)
(6)
–
–
563
1
–
–
(564)
–
Perpetual
Reset Capital
Securities
£m
UK
Commercial
Property Trust
Limited
£m
408
2
–
(15)
(388)
–
7
505
46
(23)
–
–
35
563
Total
£m
570
1
(1)
(6)
(564)
–
Total
£m
913
48
(23)
(15)
(388)
35
570
On 1 January 2010, Pearl Group Holdings (No.1) Limited (‘PGH1’) had in issue £500 million of Perpetual Reset Capital Securities (‘the Notes’).
Following amendments made to the Notes during 2010, the aggregate amount payable on redemption of the Notes was £425 million.
On 23 January 2015, the Group exchanged 99% of the Notes for £428 million of new subordinated notes, issued by PGH Capital plc, and £3 million
of cash. £32 million of the new notes were held by Group companies. The exchange resulted in a loss of £12 million which was recognised in equity.
On 23 January 2015, the coupon that was due on the Notes was settled with the noteholders that exchanged their Notes. On 25 April 2015, the
2015 coupon was settled in full with the remaining noteholders.
On 25 April 2016 the coupon that was due on the remaining Notes was settled and PGH1 redeemed the remaining £6 million of Notes at par.
D3.2 UK Commercial Property Trust Limited
UK Commercial Property Trust Limited (‘UKCPT’) is a property investment company which is domiciled in Guernsey and is admitted to the
Official List of the UK Listing Authority and to trading on the London Stock Exchange. In February 2016, the Group reduced its holdings to 48.9%
(2015: 50.0%) of the issued share capital of UKCPT. The Group deems that it no longer exercises control over UKCPT and as a result UKCPT has
been deconsolidated from the effective date of this loss of control. The Group’s remaining interest in UKCPT is recognised as an associate and
held at fair value (see note H3 for further details).
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NOTES TO THE IFRS CONSOLIDATED
FINANCIAL STATEMENTS
Continued
E. FINANCIAL ASSETS & LIABILITIES
E1. FAIR VALUES
Financial assets
Purchases and sales of financial assets are recognised on the trade
date, which is the date that the Group commits to purchase or sell
the asset.
Loans and receivables are non-derivative financial assets with fixed
or determinable payments that are not quoted in an active market.
For the majority of the Group’s loans and receivables these investments
are initially recognised at cost, being the fair value of the consideration
paid for the acquisition of the investment. All transaction costs
directly attributable to the acquisition are also included in the cost of
the investment. Subsequent to initial recognition, these investments
are carried at amortised cost, using the effective interest method.
The Group holds a portfolio of loans that are designated at fair value
through profit or loss.
Derivative financial instruments are classified as held for trading.
They are recognised initially at fair value and subsequently are
remeasured to fair value. The gain or loss on remeasurement to
fair value is recognised in the consolidated income statement.
Equities, fixed and variable rate income securities, collective investment
schemes and certain loans and receivables are designated at fair value
through profit or loss and accordingly are stated in the statement of
consolidated financial position at fair value. They are designated at fair
value through profit or loss because this is reflective of the manner in
which the financial assets are managed and reduces a measurement
inconsistency that would otherwise arise with regard to the insurance
liabilities that the assets are backing.
Reinsurers share of investment contracts liabilities without DPF are
valued on a basis consistent with investment contracts liabilities
without DPF as detailed under Financial liabilities below.
Impairment of financial assets
The Group assesses at each period end whether a financial asset or
group of financial assets held at amortised cost is impaired. The Group
first assesses whether objective evidence of impairment exists. If it
is determined that no objective evidence of impairment exists for an
individually assessed financial asset, the asset is included in a group
of financial assets with similar credit risk characteristics and that group
of financial assets is collectively assessed 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 the collective
assessment of impairment.
Fair value estimation
The fair value of financial instruments traded in active markets such
as publicly traded securities and derivatives is based on quoted
market prices at the period end. The quoted market price used for
financial assets is the applicable bid price on the period end date.
The fair value of investments that are not traded in an active market is
determined using valuation techniques such as broker quotes, pricing
models or discounted cash flow techniques. Where pricing models
are used, inputs are based on market-related data at the period end.
Where discounted cash flow techniques are used, estimated future
cash flows are based on contractual cash flows using current market
conditions and market-calibrated discount rates and interest rate
assumptions for similar instruments.
For units in unit trusts and shares in open-ended investment
companies, fair value is determined by reference to published bid-
values. The fair value of receivables and floating rate and overnight
deposits with credit institutions is their carrying value. The fair value
of fixed interest-bearing deposits is estimated using discounted cash
flow techniques.
Associates
Investments in associates that are held for investment purposes are
accounted for under IAS 39 Financial Instruments: Recognition and
Measurement as permitted by IAS 28 Investments in Associates and
Joint Ventures. These are measured at fair value through profit or loss.
There are no investment in associates which are of a strategic nature.
Joint ventures
Investments in joint ventures that are held for investment purposes
are accounted for under IAS 39 Financial Instruments: Recognition
and Measurement as permitted by IAS 28 Investments in Associates
and Joint Ventures. These are measured at fair value through profit
or loss. There are no investments in joint ventures which are of a
strategic nature.
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Deposits from reinsurers
It is the Group’s practice to obtain collateral to cover certain reinsurance
transactions, usually in the form of cash or marketable securities.
Where cash collateral is available to the Group for investment purposes,
it is recognised as a ‘financial asset’ and the collateral repayable is
recognised as ‘deposits received from reinsurers’ in the statement
of consolidated financial position.
Net asset value attributable to unitholders
The net asset value attributable to unitholders represents the
non-controlling interest in collective investment schemes which
are consolidated by the Group. This interest is classified at fair value
through profit or loss and measured at fair value, which is equal to the
bid value of the number of units of the collective investment scheme
not owned by the Group.
Obligations for repayment of collateral received
It is the Group’s practice to obtain collateral in stock lending and
derivative transactions, usually in the form of cash or marketable
securities. Where cash collateral is available to the Group for
investment purposes, it is recognised as a ‘financial asset’ and the
collateral repayable is recognised as ‘obligations for repayment of
collateral received’ in the statement of consolidated financial position.
The ‘obligations for repayment of collateral received’ are measured
at amortised cost, which in the case of cash is equivalent to the fair
value of the consideration received.
Financial liabilities
On initial recognition, financial liabilities are recognised when due and
measured at the fair value of the consideration received less directly
attributable transaction costs (with the exception of liabilities at fair value
through profit or loss for which all transaction costs are expensed).
Subsequent to initial recognition, financial liabilities (except for liabilities
under investment contracts without DPF and other liabilities designated
at fair value through profit or loss) are measured at amortised cost using
the effective interest method.
Financial liabilities are designated upon initial recognition at fair value
through profit or loss and where doing so results in more meaningful
information because either:
– it eliminates or significantly reduces accounting mismatches
that would otherwise arise from measuring assets or liabilities or
recognising the gains and losses on them on different bases; or
– a group of financial assets, financial liabilities or both is managed
and its performance is evaluated and managed on a fair value basis,
in accordance with a documented risk management or investment
strategy, and information about the investments is provided internally
on that basis to the Group’s key management personnel.
Investment contracts without DPF
Contracts under which the transfer of insurance risk to the Group from
the policyholder is not significant are classified as investment contracts
and accounted for as financial liabilities.
Receipts and payments on investment contracts without DPF are
accounted for using deposit accounting, under which the amounts
collected and paid out are recognised in the statement of consolidated
financial position as an adjustment to the liability to the policyholder.
The valuation of liabilities on unit-linked contracts is held at the fair
value of the related assets and liabilities. The liability is the sum of
the unit-linked liabilities plus an additional amount to cover the present
value of the excess of future policy costs over future charges.
Movements in the fair value of investment contracts without DPF
are included in the ‘change in investment contract liabilities’ in the
consolidated income statement.
Investment contract policyholders are charged for policy administration
services, investment management services, surrenders and other
contract fees. These fees are recognised as revenue over the period
in which the related services are performed. If the fees are for services
provided in future periods, then they are deferred and recognised over
those periods. ‘Front end’ fees are charged on some non-participating
investment contracts. Where the non-participating investment contract
is measured at fair value, such fees which relate to the provision of
investment management services are deferred and recognised as
the services are provided.
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NOTES TO THE IFRS CONSOLIDATED
FINANCIAL STATEMENTS
Continued
E. FINANCIAL ASSETS & LIABILITIES continued
E1. FAIR VALUES continued
The table below sets out a comparison of the carrying amounts and fair values of financial instruments as at 31 December 2016:
2016
Financial assets measured at carrying and fair values
Financial assets at fair value through profit or loss:
Held for trading – derivatives
Designated upon initial recognition:
Loans and receivables
Equities1
Investment in associate1 (see note H3)
Fixed and variable rate income securities
Collective investment schemes1
Reinsurers’ share of investment contract liabilities1
Loans and receivables at amortised cost
Total financial assets2
Financial liabilities measured at carrying and fair values
Financial liabilities at fair value through profit or loss:
Held for trading – derivatives
Designated upon initial recognition:
Borrowings
Net asset value attributable to unitholders1
Investment contract liabilities1
Financial liabilities measured at amortised cost:
Borrowings
Deposits received from reinsurers
Obligations for repayment of collateral received3
Total financial liabilities
Carrying value
Amounts due
for settlement
after
12 months
£m
Total
£m
Fair value
£m
3,003
2,909
3,003
812
17,759
525
29,290
18,432
6,808
420
77,049
789
–
–
26,408
–
–
14
812
17,759
525
29,290
18,432
6,808
420
77,049
Carrying value
Amounts due
for settlement
after
12 months
£m
Total
£m
Fair value
£m
1,567
1,482
1,567
270
1,040
27,332
1,766
392
1,623
33,990
270
–
–
270
1,040
27,332
1,735
1,879
363
–
392
–
32,480
1 These assets and liabilities have no expected settlement date.
2 Total financial assets includes £1,196 million of assets held in a collateral account pertaining to the PGL pension scheme buy-in agreement. See note G6.2 for further details.
3 These liabilities have no expected settlement date. As the obligations relate to the repayment of collateral received in the form of cash, the liability is stated at the value of the consideration
received and therefore no fair value has been disclosed.
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2015
Financial assets measured at carrying and fair values
Financial assets at fair value through profit or loss:
Held for trading – derivatives
Designated upon initial recognition:
Loans and receivables
Equities1
Investment in joint venture1
Fixed and variable rate income securities
Collective investment schemes1
Loans and receivables at amortised cost
Less amounts classified as held for sale (see note I1)
Total financial assets
Financial liabilities measured at carrying and fair values
Financial liabilities at fair value through profit or loss:
Held for trading – derivatives
Designated upon initial recognition:
Borrowings
Net asset value attributable to unitholders1
Investment contract liabilities1
Financial liabilities measured at amortised cost:
Borrowings
Deposits received from reinsurers
Obligations for repayment of collateral received2
Total financial liabilities
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Carrying value
Amounts due
for settlement
after
12 months
£m
Total
£m
Fair value
£m
1,498
1,335
1,498
268
12,351
149
31,814
3,826
309
50,215
(149)
245
–
–
24,176
–
24
–
268
12,351
149
31,814
3,826
309
50,215
(149)
50,066
50,066
Carrying value
Amounts due
for settlement
after
12 months
£m
Total
£m
Fair value
£m
1,360
1,255
1,360
194
5,120
7,905
1,804
378
725
17,486
194
–
–
1,772
347
–
194
5,120
7,905
1,907
378
–
16,864
Fair value hierarchy information for non-financial assets measured at fair value is included in note G8 for property held at valuation and in note G9 for
investment property.
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NOTES TO THE IFRS CONSOLIDATED
FINANCIAL STATEMENTS
Continued
E. FINANCIAL ASSETS & LIABILITIES continued
E2. FAIR VALUE HIERARCHY
E2.1 Determination of fair value and fair value hierarchy of financial instruments
Level 1 financial instruments
The fair value of financial instruments traded in active markets (such as exchange traded securities and derivatives) is based on quoted market
prices at the period end provided by recognised pricing services. Market depth and bid-ask spreads are used to corroborate whether an active
market exists for an instrument. Greater depth and narrower bid-ask spread indicate higher liquidity in the instrument and are classed as Level 1
inputs. For collective investment schemes, fair value is by reference to published bid prices.
Level 2 financial instruments
Financial instruments traded in active markets with less depth or wider bid-ask spreads which do not meet the classification as Level 1 inputs are
classified as Level 2. The fair values of financial instruments not traded in active markets are determined using broker quotes or valuation techniques
with observable market inputs. Financial instruments valued using broker quotes are classified at Level 2, only where there is a sufficient range of
available quotes. The fair value of unquoted equities, over the counter derivatives, loans and deposits, and collective investment schemes, where
published bid prices are not available, are estimated using pricing models or discounted cash flow techniques. Where pricing models are used,
inputs are based on market-related data at the period end. Where discounted cash flows are used, estimated future cash flows are based on
management’s best estimates and the discount rate used is a market-related rate for a similar instrument.
Level 3 financial instruments
The Group’s financial instruments determined by valuation techniques using non-observable market inputs are based on a combination
of independent third party evidence and internally developed models. In relation to investments in hedge funds and private equity investments,
non-observable third party evidence in the form of net asset valuation statements are used as the basis for the valuation. Adjustments may be
made to the net asset valuation where other evidence, for example recent sales of the underlying investments in the fund, indicates this is required.
Securities that are valued using broker quotes which could not be corroborated across a sufficient range of quotes are considered as Level 3.
For a small number of investment vehicles and debt securities, standard valuation models are used, as due to their nature and complexity they
have no external market. Inputs into such models are based on observable market data where applicable. The fair value of loans, derivatives and
some borrowings with no external market is determined by internally developed discounted cash flow models using appropriate assumptions
corroborated with external market data where possible.
For financial instruments that are recognised at fair value on a recurring basis, the Group determines whether transfers have occurred between
levels in the hierarchy by re-assessing categorisation (based on the lowest level input that is significant to the fair value measurement as a whole)
at the start of each reporting period.
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E2.2 Fair value hierarchy of financial instruments
The tables below separately identify financial instruments carried at fair value from those measured on another basis but for which fair
value is disclosed.
2016
Financial assets measured at fair value
Derivatives
Financial assets designated at fair value through profit or loss upon initial recognition:
Loans and receivables
Equities
Investment in associate
Fixed and variable rate income securities
Collective investment schemes
Reinsurers’ share of investment contract liabilities
Total financial assets measured at fair value
Financial assets for which fair values are disclosed
Loans and receivables at amortised cost
Financial liabilities measured at fair value
Derivatives
Financial liabilities designated at fair value through profit or loss upon initial recognition:
Borrowings
Net asset value attributable to unitholders
Investment contract liabilities
Total financial liabilities measured at fair value
Financial liabilities for which fair values are disclosed
Borrowings at amortised cost
Deposits received from reinsurers
Total financial liabilities for which fair values are disclosed
Level 1
£m
Level 2
£m
Level 3
£m
Total fair
value
£m
74
–
17,078
525
17,282
13,548
–
48,433
48,507
2,876
53
3,003
–
10
–
11,862
4,795
6,808
23,475
26,351
812
671
–
146
89
–
1,718
1,771
812
17,759
525
29,290
18,432
6,808
73,626
76,629
–
420
–
420
48,507
26,771
1,771
77,049
Level 1
£m
Level 2
£m
Level 3
£m
Total fair
value
£m
25
–
1,040
–
1,040
1,065
–
–
–
1,065
1,270
272
1,567
–
–
27,332
27,332
28,602
748
392
1,140
29,742
270
–
–
270
542
1,131
–
1,131
1,673
270
1,040
27,332
28,642
30,209
1,879
392
2,271
32,480
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2
0
1
6
128
NOTES TO THE IFRS CONSOLIDATED
FINANCIAL STATEMENTS
Continued
E. FINANCIAL ASSETS & LIABILITIES continued
E2. FAIR VALUE HIERARCHY continued
2015
Financial assets measured at fair value
Derivatives
Financial assets designated at fair value through profit or loss upon initial recognition:
Loans and receivables
Equities
Investment in joint venture
Fixed and variable rate income securities
Collective investment schemes
Less amounts classified as held for sale (see note I1)
Total financial assets measured at fair value
Financial assets for which fair values are disclosed
Loans and receivables at amortised cost
Financial liabilities measured at fair value
Derivatives
Financial liabilities designated at fair value through profit or loss upon initial recognition:
Borrowings
Net asset value attributable to unitholders
Investment contract liabilities
Total financial liabilities measured at fair value
Financial liabilities for which fair values are disclosed
Borrowings at amortised cost
Deposits received from reinsurers
Total financial liabilities for which fair values are disclosed
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Level 1
£m
Level 2
£m
Level 3
£m
Total fair
value
£m
14
–
11,734
–
20,346
3,098
35,178
–
1,484
–
1,498
–
11
–
11,138
646
11,795
–
268
606
149
330
82
1,435
(149)
1,286
268
12,351
149
31,814
3,826
48,408
(149)
49,757
35,192
13,279
–
309
–
309
35,192
13,588
1,286
50,066
Level 1
£m
Level 2
£m
Level 3
£m
Total fair
value
£m
33
–
5,120
–
5,120
5,153
–
–
–
5,153
1,327
–
1,360
–
–
7,905
7,905
9,232
970
378
1,348
10,580
194
–
–
194
194
937
–
937
1,131
194
5,120
7,905
13,219
14,579
1,907
378
2,285
16,864
129
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E2.3 Level 3 financial instrument sensitivities
Level 3 investments in indirect property, equities (including private equity) and collective investment schemes (including hedge funds) are valued using
net asset statements provided by independent third parties, and therefore no sensitivity analysis has been prepared.
Fixed and variable rate income securities categorised as Level 3 investments, with the exception of a property investment structure and certain local
authority loans, are valued using broker quotes. Although such valuations are sensitive to estimates, it is believed that changing one or more of the
assumptions to reasonably possible alternative assumptions would not change the fair value significantly.
Level 3 investments in equities and fixed and variable rate income securities include equity and debt holdings in a property investment structure with
a value of £22 million (2015: £22 million) and £22 million (2015: £14 million) respectively.
The investment included within equities is valued based on its listed market price adjusted for a discount spread to reflect reduced liquidity. The fair
value of the debt in the structure is valued using a calculation model that takes a comparable overseas bond issue and applies a credit spread to
reflect reduced liquidity.
The valuation of the equity investment is sensitive to changes in the equity discount spread, whereby an increase of 5% in the discount spread
would decrease the value by £2 million (2015: £2 million) and a 5% reduction would increase the value by £1 million (2015: £1 million). The valuation
of the debt investment is sensitive to a change in the credit spread whereby an increase of 100bps in the credit spread would decrease the value by
£1 million (2015: £1 million) and a spread reduction of 100bps would increase the value by £1 million (2015: £1 million).
Also included within fixed and variable rate income securities are investments in local authority loans. These investments are valued using a calculation
model that takes a comparable UK Treasury stock and applies a credit spread to reflect reduced liquidity. The credit spread is derived from a sample
broker quote. The valuations are sensitive to movements in this spread, an increase of 25bps would decrease the value by £1 million (2015: £1 million)
and a decrease of 25bps would increase the value by £nil (2015: £1 million).
Included within loans and receivables are investments in equity release mortgages with a value of £433 million (2015: £268 million). The loans are
valued using a discounted cash flow model, the key inputs to which include demographic assumptions, economic assumptions (including house
price index) and the use of a Black-Scholes model for valuation of the no-negative equity guarantee. The no-negative equity guarantee caps the loan
repayment in the event of death or entry into long-term care to be no greater than the sales proceeds from the property. The significant sensitivities
arise from movements in the yield curve, inflation rate and house prices.
An increase of 100bps in the yield curve would decrease the value by £42 million (2015: £22 million) and a decrease of 100bps would increase
the value by £47 million (2015: £25 million). An increase of 1% in the inflation rate would increase the value by £3 million (2015: £2 million) and a
decrease of 1% would decrease the value by £4 million (2015: £3 million). An increase of 10% in house prices would increase the value by £1 million
(2015: £1 million) and a decrease of 10% would decrease the value by £2 million (2015: £1 million).
Included within borrowings measured at fair value and categorised as Level 3 financial liabilities are property reversion loans with a value of
£183 million, measured using an internally developed model. The valuation is sensitive to key assumptions of the discount rate and the house price
inflation rate. An increase in the discount rate of 1% would decrease the value by £5 million (2015: £5 million) and a decrease of 1% would increase
the value by £5 million (2015: £5 million). An increase of 1% in the house price inflation rate would increase the value by £6 million (2015: £6 million)
and a decrease of 1% would decrease the value by £6 million (2015: £6 million).
Included within financial assets and liabilities are related loans and receivables of £380 million, borrowings of £87 million and derivative liabilities of
£255 million pertaining to a reinsurance and retrocession arrangement assumed following the acquisition of Abbey Life (see note E3.2). These assets
and liabilities are valued using a discounted cash flow model that includes valuation adjustments in respect of liquidity and credit risk. At 31 December
2016, the net of these balances was an asset of £38 million (2015: £nil). The valuation is sensitive to movements in the euro interest rate swap curve.
An increase of 100bps in the swap curve would decrease the aggregate value by £4 million and a decrease of 100bps would increase the aggregate
value by £4 million.
Also included within derivative assets and derivative liabilities are longevity swap contracts with corporate pension schemes assumed following the
acquisition of Abbey Life with a fair value of £53 million and £17 million respectively (see note E3.2). These derivatives are valued on a discounted
cash flow basis, key inputs to which are the overnight interest swap curve and RPI and CPI inflation rates.
An increase of 100bps in the swap curve would decrease the value by £10 million and a decrease of 100bps would increase the value by £10 million.
An increase of 1% in the RPI and CPI inflation rates would increase the value by £5 million and a decrease of 1% would decrease the value by
£5 million.
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130
NOTES TO THE IFRS CONSOLIDATED
FINANCIAL STATEMENTS
Continued
E. FINANCIAL ASSETS & LIABILITIES continued
E2. FAIR VALUE HIERARCHY continued
E2.4 Transfers of financial instruments between Level 1 and Level 2
2016
From
Level 1 to
Level 2
£m
From
Level 2 to
Level 1
£m
Financial assets measured at fair value
Financial assets designated at fair value through profit or loss upon initial recognition:
Fixed and variable rate income securities
155
153
2015
From
Level 1 to
Level 2
£m
From
Level 2 to
Level 1
£m
Financial assets measured at fair value
Financial assets designated at fair value through profit or loss upon initial recognition:
Fixed and variable rate income securities
173
210
Consistent with the prior year, all the Group’s Level 1 and Level 2 assets have been valued using standard market pricing sources.
The application of the Group’s fair value hierarchy classification methodology at an individual security level, in particular observations with regard to
measures of market depth and bid-ask spreads, resulted in an overall net movement of financial assets from Level 1 to Level 2 in the current period
and a net movement of financial assets from Level 2 to Level 1 in the comparative period.
E2.5 Movement in Level 3 financial instruments measured at fair value
2016
Financial assets
Derivatives
Financial assets designated at fair
value through profit or loss upon
initial recognition:
Loans and receivables
Equities
Investment in joint venture
Fixed and variable rate income
securities
Collective investment schemes
Less amounts classified as held for
sale (see note I1)
At 1 January
2016
£m
Net gains/
(losses) in
income
£m
Effect of
acquisitions/
purchases
£m
Transfers
from
Level 1
and Level 2
£m
Transfers
to
Level 1
and Level 2
£m
At
31 December
2016
£m
Unrealised
gains on
assets held at
end of period
£m
Sales
£m
–
–
53
–
268
606
149
330
82
1,435
(149)
1,286
31
89
–
(2)
11
129
–
129
536
83
–
20
8
647
–
700
(23)
(106)
(149)
(209)
(12)
(499)
149
(349)
–
–
1
–
31
–
32
–
32
–
53
–
–
(2)
–
(24)
–
(26)
–
(26)
812
671
–
146
89
1,718
–
1,771
31
91
–
7
7
136
–
136
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Financial liabilities
Derivatives
Financial liabilities designated at fair
value through profit or loss upon
initial recognition:
Borrowings
2015
Financial assets
Financial assets designated at fair
value through profit or loss upon
initial recognition:
Loans and receivables
Equities
Investment in joint venture
Fixed and variable rate income
securities
Collective investment schemes
Less amounts classified as held for
sale (see note I1)
At 1 January
2016
£m
Net
losses in
income
£m
Effect of
acquisitions
£m
Repayments
£m
Transfers
from
Level 1
and Level 2
£m
Transfers
to
Level 1
and Level 2
£m
At
31 December
2016
£m
Unrealised
losses on
liabilities
held at
end of period
£m
–
–
272
–
194
194
15
15
87
359
(26)
(26)
–
–
–
–
–
–
272
–
270
542
15
15
Net
(losses)/gains
in income
statement
£m
At 1 January
2015
£m
Purchases
£m
Sales
£m
Transfers
from
Level 1
and Level 2
£m
Transfers
to
Level 1
and Level 2
£m
At
31 December
2015
£m
Unrealised
(losses)/gains
on assets held
at end of period
£m
–
704
133
735
81
1,653
(133)
1,520
(15)
(26)
16
(34)
10
(49)
(16)
(65)
298
79
–
378
28
783
–
783
(15)
(152)
–
(724)
(37)
(928)
–
(928)
–
4
–
–
–
4
–
4
–
(3)
–
(25)
–
(28)
–
(28)
268
606
149
330
82
1,435
(149)
1,286
(12)
(9)
16
(26)
5
(26)
–
(26)
Financial liabilities
Derivatives
Financial liabilities designated at fair
value through profit or loss upon
initial recognition:
Borrowings
At 1 January
2015
£m
Net
losses in
income
statement
£m
1
–
184
185
37
37
Transfers
from
Level 1
and Level 2
£m
Transfers
to
Level 1
and Level 2
£m
At
31 December
2015
£m
Unrealised
losses on
liabilities
held at
end of period
£m
Purchases
£m
Repayments
£m
–
–
–
–
(27)
(27)
–
–
–
(1)
–
(1)
–
–
194
194
37
37
Updates to the Group’s observations with regard to measures of market depth, bid-ask spreads and the extent to which inputs to the valuation
of fixed and variable rate income securities are market observable resulted in a net transfer of financial assets from Level 1 and 2 to Level 3 for the
current period and a net transfer of financial assets from Level 3 to Level 1 and 2 in the comparative period.
Gains and losses on Level 3 financial instruments are included in net investment income in the consolidated income statement. There were no gains
or losses recognised in other comprehensive income in either the current or comparative periods.
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132
NOTES TO THE IFRS CONSOLIDATED
FINANCIAL STATEMENTS
Continued
E. FINANCIAL ASSETS & LIABILITIES continued
E3. DERIVATIVES
The Group purchases derivative financial instruments principally in connection with the management of its insurance contract and investment
contract liabilities based on the principles of reduction of risk and efficient portfolio management. The Group does not typically hold derivatives for
the purpose of selling or repurchasing in the near term or with the objective of generating a profit from short-term fluctuations in price or margin.
Derivative financial instruments are classified as held for trading. They are recognised initially at fair value and subsequently are remeasured to fair
value. The gain or loss on remeasurement to fair value is recognised in the consolidated income statement.
E3.1 Summary
The fair values of derivative financial instruments are as follows:
Forward currency
Credit default options
Contract for differences
Interest rate swaps
Total return bond swaps
Swaptions
Inflation swaps
Equity options
Stock index futures
Fixed income futures
Retrocession contracts
Longevity swap contracts
Currency futures
E3.2 Corporate transactions
Assets
2016
£m
Liabilities
2016
£m
Assets
2015
£m
Liabilities
2015
£m
24
4
1
83
9
–
35
3
8
94
8
6
2,437
1,160
1,046
1,197
21
364
19
64
7
8
–
53
1
–
–
14
3
20
6
255
17
–
–
265
13
115
12
1
–
–
–
–
–
22
–
27
2
–
–
4
3,003
1,567
1,498
1,360
Abbey Life, a Group entity, has in place longevity swap arrangements with corporate pension schemes which do not meet the definition of insurance
contracts under the Group’s accounting policies and are therefore recognised as derivative financial instruments. Under these arrangements the
majority of the longevity risk has been passed to third parties. Derivative assets of £53 million and derivative liabilities of £17 million have been
recognised as at 31 December 2016 (2015: both £nil).
In addition, Abbey Life has entered into a transaction under which it has accepted reinsurance on a portfolio of single and regular premium life
insurance policies and retroceded the majority of the insurance risk. Taken as a whole, this transaction does not give rise to the transfer of significant
insurance risk to the Group and therefore does not meet the definition of an insurance contract under the Group’s accounting policies. The fair value
of amounts due from the cedant are recognised within loans and receivables. The fair value of amounts due to the retrocessionaire are recognised as
a derivative liability and totalled £255 million at 31 December 2016 (2015: £nil). A loan liability has been recognised in respect of financing obtained for
the initial reinsurance premium (see note E5).
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E3.3 Warrants over shares
Lenders’ warrants
On 2 September 2009, the Company issued 5 million warrants over its shares to the Lenders. These warrants entitled the holder to purchase one ‘B’
ordinary share at a price of £15 per share, subject to adjustment. Following the achievement of the Company’s Premium Listing on 5 July 2010, the
lenders’ warrants relate to ordinary shares rather than ‘B’ ordinary shares. At 31 December 2016 the terms of lenders’ warrants entitled the holders
to purchase 1.027873 (2015: 1.027873) ordinary shares per lenders’ warrant for an exercise price of £14.59 (2015: £14.59).
The exercise period terminates on the first to occur of:
– 15th anniversary of the date issued;
– date fixed for the redemption of the warrants; and
– liquidation of the Company.
All outstanding lenders’ warrants may be redeemed at the option of the Company at any time after they become exercisable and prior to their
expiration at a price of €0.01 per warrant provided that the last closing bid price of the ordinary shares is equal to or exceeds £18.97 (2015: £18.97)
on each of 20 consecutive trading days. The Company must give not less than 30 days’ notice of the redemption date. Each warrant may then be
exercised by the warrant holder (in whole or any part) at its option.
The holders are entitled to exercise their warrants for cash, assignment of an amount of outstanding principal/accrued interest of any Global Debt
(i.e. any debt owed to the registered holder by any Group company) or on a cashless basis where the Company redeems the warrants. Any warrant
either not exercised or tendered back to the Company by the redemption date shall be cancelled on the books of the Company and have no further
value except for the €0.01 redemption price.
These lenders’ warrants are not traded in an active market and have therefore been valued using an extended Black-Scholes valuation model to
capture the embedded barrier feature. The key assumptions used to ascertain a value as at 31 December 2016 are:
– the share price as at 31 December 2016 of £7.35;
– volatility of 25%;
– the warrants are not adjusted for dividends; and
– the valuation incorporates the impact of amending some of the terms of the warrants on 8 May 2012.
The value of the warrants at the year-end was £143,000 (2015: £100,000).
E4. COLLATERAL ARRANGEMENTS
The Group receives and pledges collateral in the form of cash or non-cash assets in respect of stock lending transactions, derivative contracts and
reinsurance arrangements in order to reduce the credit risk of these transactions. The amount and type of collateral required where the Group
receives collateral depends on an assessment of the credit risk of the counterparty.
Collateral received in the form of cash, where the Group has contractual rights to receive the cash flows generated, is recognised as an asset in
the statement of consolidated financial position with a corresponding liability for its repayment. Non-cash collateral received is not recognised in
the statement of consolidated financial position, unless the counterparty defaults on its obligations under the relevant agreement.
Non-cash collateral pledged where the Group retains the contractual rights to receive the cash flows generated is not derecognised from the
statement of consolidated financial position, unless the Group defaults on its obligations under the relevant agreement. Cash collateral pledged,
where the counterparty has contractual rights to receive the cash flows generated, is derecognised from the statement of consolidated financial
position and a corresponding receivable is recognised for its return.
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134
NOTES TO THE IFRS CONSOLIDATED
FINANCIAL STATEMENTS
Continued
E. FINANCIAL ASSETS & LIABILITIES continued
E4. COLLATERAL ARRANGEMENTS continued
E4.1 Financial instrument collateral arrangements
The Group has no financial assets and financial liabilities that have been offset in the statement of consolidated financial position as at 31 December
2016 (2015: none).
The table below contains disclosures related to financial assets and financial liabilities recognised in the statement of consolidated financial position
that are subject to enforceable master netting arrangements or similar agreements. Such agreements do not meet the criteria for offsetting in
the statement of consolidated financial position as the Group has no current legally enforceable right to offset recognised financial instruments.
Furthermore, certain related assets received as collateral under the netting arrangements will not be recognised in the statement of consolidated
financial position as the Group does not have permission to sell or re-pledge, except in the case of default. Details of the Group’s collateral
arrangements in respect of these recognised assets and liabilities are provided below.
2016
Financial assets
OTC derivatives
Exchange traded derivatives
Stock lending
Total
Financial liabilities
OTC derivatives
Exchange traded derivatives
Total
2015
Financial assets
OTC derivatives
Exchange traded derivatives
Stock lending
Total
Related amounts not offset
Gross and net
amounts of
recognised
financial
assets
£m
Financial
instruments
received
£m
2,927
76
446
820
–
474
Cash
collateral
received
£m
1,628
–
–
3,449
1,294
1,628
Derivative
liabilities
£m
Net
amount
£m
683
4
–
687
(204)
72
(28)
(160)
Related amounts not offset
Gross and net
amounts of
recognised
financial
liabilities
£m
1,543
24
1,567
Financial
instruments
pledged
£m
Cash
collateral
pledged
£m
Derivative
assets
£m
Net
amount
£m
420
–
420
205
16
221
683
4
687
235
4
239
Related amounts not offset
Gross and net
amounts of
recognised
financial assets
£m
Financial
instruments
received
£m
Cash collateral
received
£m
Derivative
liabilities
£m
Net
amount
£m
1,483
15
254
1,752
259
–
272
531
725
–
–
725
447
4
–
451
52
11
(18)
45
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Financial liabilities
OTC derivatives
Exchange traded derivatives
Total
E4.2 Derivative collateral arrangements
Related amounts not offset
Gross and net
amounts of
recognised
financial
liabilities
£m
1,325
35
1,360
Financial
instruments
pledged
£m
455
–
455
Cash collateral
pledged
£m
Derivative
assets
£m
Net
amount
£m
283
19
302
447
4
451
140
12
152
Assets accepted
It is the Group’s practice to obtain collateral to mitigate the counterparty risk related to over-the-counter (‘OTC’) derivatives usually in the form of cash
or marketable financial instruments.
The fair value of financial assets accepted as collateral for OTC derivatives but not recognised in the statement of consolidated financial position
amounts to £820 million (2015: £259 million).
The amounts recognised as financial assets and liabilities from cash collateral received at 31 December 2016 are set out below.
Financial assets
Financial liability
OTC derivatives
2016
£m
1,628
(1,628)
2015
£m
725
(725)
The maximum exposure to credit risk in respect of OTC derivative assets is £2,927 million (2015: £1,483 million) of which credit risk of £2,733 million
(2015: £1,408 million) is mitigated by use of collateral arrangements (which are settled net after taking account of any OTC derivative liabilities owed
to the counterparty).
Credit risk on exchange traded derivative assets of £76 million (2015: £15 million) is mitigated through regular margining and the protection offered
by the exchange.
Assets pledged
The Group pledges collateral in respect of its OTC derivative liabilities. The value of assets pledged at 31 December 2016 in respect of OTC derivative
liabilities of £1,543 million (2015: £1,325 million) amounted to £625 million (2015: £738 million).
E4.3 Stock lending collateral arrangements
Abbey Life, a Group company, and certain of the Group’s consolidated collective investment schemes lend financial assets held in their investment
portfolios to other institutions.
The Group conducts stock lending with only well-established, reputable institutions in accordance with established market conventions. The financial
assets do not qualify for derecognition as the Group retains all the risks and rewards of the transferred assets except for the voting rights.
It is the Group’s practice to obtain collateral in stock lending transactions, usually in the form of cash or marketable financial instruments.
The fair value of financial assets accepted as such collateral but not recognised in the statement of consolidated financial position amounts to
£474 million (2015: £272 million).
The maximum exposure to credit risk in respect of stock lending transactions is £446 million (2015: £254 million) of which credit risk of £446 million
(2015: £254 million) is mitigated through the use of collateral arrangements.
E4.4 Other collateral arrangements
Collateral has also been pledged and charges granted in respect of certain of the Group’s borrowings. The details of these arrangements are set out
in note E5.
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NOTES TO THE IFRS CONSOLIDATED
FINANCIAL STATEMENTS
Continued
E. FINANCIAL ASSETS & LIABILITIES continued
E5. BORROWINGS
The Group classifies the majority of its interest-bearing borrowings as financial liabilities carried at amortised cost and these are recognised initially at
fair value less any attributable transaction costs. The difference between initial cost and the redemption value is amortised through the consolidated
income statement over the period of the borrowing using the effective interest method.
Certain borrowings are designated upon initial recognition at fair value through profit or loss and measured at fair value where doing so provides
more meaningful information due to the reasons stated in the financial liabilities accounting policy (see note E1). Transaction costs relating to
borrowings designated upon initial recognition at fair value through profit or loss are expensed as incurred.
Borrowings are classified as either policyholder or shareholder borrowings. Policyholder borrowings are those borrowings where there is either
no or limited shareholder exposure, for example, borrowings attributable to the Group’s with-profit operations.
Limited recourse bonds 2022 7.59% (note a)
Property Reversions loan (note b)
£150 million term facility (note c)
£100 million facility agreement (note c)
Retrocession contracts (note d)
Total policyholder borrowings
£200 million 7.25% unsecured subordinated loan (note e)
£300 million senior unsecured bond (note f)
£450 million revolving credit facility (note g)
£450 million amortising term loan (note g)
£900 million unsecured revolving credit facility (note g)
£428 million subordinated loans (note h)
Total shareholder borrowings
Carrying value
Fair value
2016
£m
65
183
–
–
87
335
167
298
–
–
843
393
1,701
2015
£m
66
194
148
99
–
507
158
298
443
199
–
393
2016
£m
74
183
–
–
87
344
207
332
–
–
850
416
2015
£m
74
194
148
99
–
515
212
324
450
200
–
400
1,491
1,805
1,586
Total borrowings
2,036
1,998
2,149
2,101
Amount due for settlement after 12 months
2,005
1,966
a.
b.
In 1998, Mutual Securitisation plc raised £260 million of capital through the securitisation of embedded value on a block of existing unit-linked
and unitised with-profit life and pension policies. The bonds were split between two classes, which ranked pari passu and were listed on the
Irish Stock Exchange. The £140 million 7.39% class A1 limited recourse bonds matured in 2012 with no remaining outstanding principal. The
£120 million 7.59% class A2 limited recourse bonds with an outstanding principal of £72 million (2015: £83 million) have an average remaining life
of 3 years and mature in 2022. Phoenix life Assurance Limited (‘PLAL’) has provided collateral of £29 million (2015: £34 million) to provide security
to the holders of the recourse bonds in issue. During 2016, repayments totalling £11 million were made (2015: £11 million).
The Property Reversions loan from Santander UK plc (‘Santander’) was recognised in the consolidated financial statements at fair value. It relates
to the sale of Extra-Income Plan policies that Santander finances to the value of the associated property reversions. As part of the arrangement
Santander receives an amount calculated by reference to the movement in the Halifax House Price Index and the Group is required to indemnify
Santander against profits or losses arising from mortality or surrender experience which differs from the basis used to calculate the reversion
amount. Repayment will be on a policy-by-policy basis and is expected to occur over the next 10 to 20 years. During 2016, repayments totalling
£27 million were made (2015: £27 million). Note G9 contains details of the assets that support this loan.
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In March 2016 the Group agreed an amendment of its £900 million
5-year unsecured bank facility (‘PGH Capital facility’), which
comprised a £450 million revolving credit facility and a £450 million
amortising term loan, into a £650 million unsecured revolving credit
facility (‘PGH Capital revolving credit facility’), maturing in June
2020. On 9 November 2016, this facility was fully repaid using
proceeds from the rights issue before being drawn down again
on 28 December 2016. On the same date the Group drew down
a futher £250 million tranche of this facility to finance part of the
Abbey Life acquisition, increasing borrowing on the PGH Capital
revolving credit facility to £900 million. On 29 December 2016,
£50 million of the PGH Capital revolving credit facility was repaid,
leaving £850 million outstanding as at 31 December 2016. There are
no mandatory or target amortisation payments associated with this
facility but prepayments are permissible. The facility accrues interest
at LIBOR plus 1.35% p.a., which would change if there were a
change in the guarantor’s credit rating. A utilisation fee of 0.40% p.a.
is payable in respect of the facility, which would reduce if the amount
outstanding under the facility reduced to 67% or below.
h.
On 23 January 2015, PGH Capital plc issued £428 million of
subordinated notes (‘PGH Capital subordinated notes’) due 2025 at
a coupon of 6.625%. Fees associated with these notes of £3 million
have been deferred and amortised over the life of the notes in the
statement of consolidated financial position. The notes are subject
to a subordinated guarantee by the Company. Upon exchange
£32 million of these notes were held by Group companies.
These Group holdings have subsequently been disposed of
during January 2017.
i.
On 27 May 2016, the Group entered into a £220 million AXA
bridge facility agreement of which £182 million was drawn
down on 31 October 2016. The facility was repaid in full on
20 December 2016.
Changes to the Group’s borrowings since 31 December 2016 have
been detailed in note I9.
c.
d.
e.
In February 2016 the Group assessed that it no longer controlled
UKCPT and consequently deconsolidated this group of subsidiaries
effective from this date (see note H3). As a result the UKCPT
£150 million and £100 million policyholder borrowings are no longer
included within Group borrowings.
g.
In July 2012, AXIA Insurance Limited (‘AXIA’) provided financing
to Abbey Life, a Group company, for Abbey Life to in turn provide
the financing for the securitisation of the future surplus arising on a
block of 1.7 million life insurance policies originating from the wholly
owned Spanish and Portuguese insurance subsidiaries of Banco
Santander, S.A. (the ‘Cedants’). This transaction was executed in
the form of a reinsurance and retrocession arrangement that, taken
as a whole, does not meet the definition of an insurance contract
under the Group’s accounting policies (see note E3.2). Abbey Life
received an upfront reinsurance commission from AXIA and makes
monthly repayments based on the surplus emerging from the
securitised policies as defined in the contracts. The repayments
comprise a minimum guaranteed surplus amount and a share
of any excess surplus, net of certain other amounts. Any excess
amount serves to accelerate the repayment of the principal.
Repayments are contingent on the receipt of payments due from
the Cedants. Repayment of the loan principal is expected to occur
by 2021. The contracts are recognised in the consolidated financial
statements at fair value.
Scottish Mutual Assurance Limited issued £200 million 7.25%
undated, unsecured subordinated loan notes on 23 July 2001 (‘PLL
subordinated debt’). The earliest repayment date of the notes is
25 March 2021 and thereafter on each fifth anniversary so long
as the notes are outstanding. With effect from 1 January 2009,
following a Part VII transfer, these loan notes were transferred
into the shareholder fund of Phoenix Life Limited (‘PLL’). In the
event of the winding-up of PLL, the right of payment under the
notes is subordinated to the rights of the higher-ranking creditors
(principally policyholders). As a result of the acquisition of the Phoenix
Life businesses in 2009, these subordinated loan notes were
acquired at their fair value and as such, the outstanding principal
of these subordinated loan notes differs from the carrying value
in the statement of consolidated financial position. The fair value
adjustments, which were recognised on acquisition, will unwind
over the remaining life of these subordinated loan notes. With effect
from 23 December 2014, minor modifications were made to the
terms of the notes to enable them to qualify as Tier 2 capital for
regulatory reporting purposes. Expenses incurred in effecting these
modifications amounted to £10 million. Given the modifications
were not substantial, the carrying amount of the liability was adjusted
accordingly and the expenses are being amortised over the life of
the notes.
f.
On 7 July 2014, the Group’s financing subsidiary, PGH Capital plc
(‘PGHC’), issued a £300 million 7-year senior unsecured bond at an
annual coupon rate of 5.75% (‘PGH Capital senior bond’). The senior
bond is subject to guarantee by the Company.
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NOTES TO THE IFRS CONSOLIDATED
FINANCIAL STATEMENTS
Continued
E. FINANCIAL ASSETS & LIABILITIES continued
E6. RISK MANAGEMENT – FINANCIAL RISK
This note forms one part of the risk management disclosures in
the consolidated financial statements. The Group’s management
of insurance risk is detailed in note F4.
E6.1 Financial risk and the asset liability management (‘ALM’)
framework
The use of financial instruments naturally exposes the Group to the
risks associated with them, chiefly market risk, credit risk and financial
soundness risk.
Responsibility for agreeing the financial risk profile rests with the board
of each life company, as advised by investment managers, internal
committees and the actuarial function. In setting the risk profile, the
board of each life company will receive advice from the appointed
investment managers, the relevant with-profit actuary and the relevant
actuarial function holder as to the potential implications of that risk profile
with regard to the probability of both realistic insolvency and of failing to
meet the regulatory minimum capital requirement. The actuarial function
holder will also advise the extent to which the investment risk taken is
consistent with the Group’s commitment to treat customers fairly.
Derivatives are used in many of the Group’s funds, within policy
guidelines agreed by the board of each life company and overseen by
investment committees of the boards of each life company supported
by management oversight committees. Derivatives are primarily used
for risk hedging purposes or for efficient portfolio management, including
the activities of the Group’s Treasury function.
More detail on the Group’s exposure to financial risk is provided in note
E6.2 below.
The Group is also exposed to insurance risk arising from its Phoenix Life
segment. Life insurance risk in the Group arises through its exposure
to longevity, persistency, mortality and to other variances between
assumed and actual experience. These variances can be in factors such
as persistency levels and management, administrative expenses and
new business pricing. More detail on the Group’s exposure to insurance
risk is provided in note F4.
The Group’s overall exposure to market and credit risk is monitored by
appropriate committees, which agree policies for managing each type of
risk on an ongoing basis, in line with the investment strategy developed
to achieve investment returns in excess of amounts due in respect of
insurance contracts. The effectiveness of the Group’s ALM framework
relies on the matching of assets and liabilities arising from insurance and
investment contracts, taking into account the types of benefits payable
to policyholders under each type of contract. Separate portfolios of
assets are maintained for with-profit business funds (which includes all
of the Group’s participating business), non-linked non-profit funds and
unit-linked funds.
E6.2 Financial risk analysis
Transactions in financial instruments result in the Group assuming
financial risks. These include credit risk, market risk and financial
soundness risk. Each of these are described below, together with
a summary of how the Group manages them.
E6.2.1 Credit risk
Credit risk is the risk that one party to a financial instrument will cause
a financial loss for the other party by failing to discharge an obligation.
These obligations can relate to both on and off balance sheet assets
and liabilities.
There are two principal sources of credit risk for the Group:
– credit risk which results from direct investment activities, including
investments in fixed and variable rate income securities, derivatives,
collective investment schemes and the placing of cash deposits; and
– credit risk which results indirectly from activities undertaken in the
normal course of business. Such activities include premium payments,
outsourcing contracts, reinsurance, exposure from material suppliers
and the lending of securities.
The amount disclosed in the statement of consolidated financial position
in respect of all financial assets, together with rights secured under off
balance sheet collateral arrangements, and excluding those that back
unit-linked liabilities, represents the Group’s maximum exposure to
credit risk.
The impact of non-government fixed and variable rate income securities
and, inter alia, the change in market credit spreads during the year
is fully reflected in the values shown in these financial statements.
Credit spreads are the excess of corporate bond yields over gilt yields
to reflect the higher level of risk. Similarly, the value of derivatives that
the Group holds takes into account fully the changes in swap rates.
There is an exposure to spread changes affecting the prices of corporate
bonds and derivatives. This exposure applies to with-profit funds,
non-profit funds (where risks and rewards fall wholly to shareholders)
and shareholders’ funds.
The Group holds £6,253 million (2015: £3,942 million) of corporate
bonds which are used to back annuity liabilities in non-profit funds.
These annuity liabilities include an aggregate credit default provision
of £322 million (2015: £225 million) to fund against the risk of default.
A 100bps widening of credit spreads, with all other variables held
constant and no change in assumed expected defaults, would result
in a decrease in the profit after tax in respect of a full financial year,
and in equity, of £41 million (2015: £55 million).
A 100bps narrowing of credit spreads, with all other variables held
constant and no change in assumed expected defaults, would result
in an increase in the profit after tax in respect of a full financial year,
and in equity, of £29 million (2015: £62 million).
Credit risk is managed by the monitoring of aggregate Group exposures
to individual counterparties and by appropriate credit risk diversification.
The Group manages the level of credit risk it accepts through credit risk
tolerances. In certain cases, protection against exposure to particular
credit risk types may be achieved through the use of derivatives.
The credit risk borne by the shareholder on with-profit policies is
dependent on the extent to which the underlying insurance fund
is relying on shareholder support.
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Quality of credit assets
An indication of the Group’s exposure to credit risk is the quality of the investments and counterparties with which it transacts. The following table
provides information regarding the aggregate credit exposure split by credit rating (ratings obtained from reputable rating agencies are used in deriving
the table below):
2016
Loans and receivables
Derivatives
Fixed and variable rate
income securities
Reinsurers’ share of insurance
contract liabilities
Reinsurers’ share of investment
contract liabilities
Cash and cash equivalents
2015
Loans and receivables
Derivatives
Fixed and variable rate
income securities
Reinsurers’ share of insurance
contract liabilities
Cash and cash equivalents
AAA
£m
–
–
AA
£m
80
20
A
£m
106
BBB
£m
420
1,807
1,024
BB
£m
–
–
B and
below
£m
–
–
4,343
13,283
6,358
4,230
326
119
–
–
–
1,820
1,865
–
573
–
918
2
–
89
–
–
4
–
–
–
Non-rated
£m
Unit-linked
£m
Total
£m
1,232
3,003
3
7
623
145
439
57
–
–
309
127
388
–
–
192
29,290
–
3,744
6,808
82
6,808
1,666
Total
£m
577
1,498
31,814
3,954
3,940
41,783
5
–
5
–
35
45
4,343
15,776
11,054
5,765
330
119
1,264
7,092
45,743
Non-rated
£m
Unit-linked
£m
AAA
£m
–
6
AA
£m
90
–
A
£m
133
1,046
BBB
£m
40
319
BB
£m
–
–
B and
below
£m
–
–
3,976
14,774
8,469
3,548
425
229
–
–
1,969
483
1,983
3,415
2
7
–
–
–
–
3,982
17,316
15,046
3,916
425
229
824
Non-equity based derivatives are included in the credit risk table above.
Credit ratings have not been disclosed in the above tables for holdings in unconsolidated collective investment schemes. The credit quality of the
underlying debt securities within these vehicles is managed by the safeguards built into the investment mandates for these vehicles.
The Group maintains accurate and consistent risk ratings across its asset portfolio. This enables management to focus on the applicable risks and
to compare credit exposures across all lines of business, geographical regions and products. The rating system is supported by a variety of financial
analytics combined with market information to provide the main inputs for the measurement of counterparty risk. All risk ratings are tailored to the
various categories of assets and are assessed and updated regularly.
The Group has established an Internal Credit Rating Committee to monitor and control oversight of both externally rated and internally rated assets.
A variety of methods are used to validate the appropriateness of credit assessment from external institutions and fund managers. Internally rated
assets are those that do not have a public rating from an external credit assessment institution. This committee reviews the policies, processes
and practices to ensure the appropriateness of the internal ratings assigned to asset classes.
A further indicator of the quality of the Group’s financial assets is the extent to which they are neither past due nor impaired. The following table
gives information regarding the ageing of financial assets that are past due but not impaired and the carrying value of financial assets that have
been impaired.
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NOTES TO THE IFRS CONSOLIDATED
FINANCIAL STATEMENTS
Continued
E. FINANCIAL ASSETS & LIABILITIES continued
E6. RISK MANAGEMENT – FINANCIAL RISK continued
2016
Neither past
due nor
impaired
£m
Less than
30 days
£m
30–90 days
£m
Greater than
90 days
£m
Impaired
£m
Unit-linked
£m
Loans and receivables
Derivatives
Fixed and variable rate income securities
Reinsurers’ share of insurance contract liabilities
Reinsurers’ share of investment contract liabilities
Reinsurance receivables
Prepayments and accrued income
Other receivables
Cash and cash equivalents
2015
Loans and receivables
Derivatives
Fixed and variable rate income securities
Reinsurers’ share of insurance contract liabilities
Reinsurance receivables
Prepayments and accrued income
Other receivables
Cash and cash equivalents
1,229
2,996
29,098
3,744
–
37
358
493
1,584
Neither past
due nor
impaired
£m
572
1,498
31,795
3,954
29
335
474
3,905
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
3
7
192
–
6,808
–
3
20
82
Less than
30 days
£m
30–90 days
£m
Greater than
90 days
£m
Impaired
£m
Unit-linked
£m
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
2
–
–
–
–
–
–
–
12
–
–
–
–
–
5
–
5
–
–
–
–
Carrying
value
£m
1,232
3,003
29,290
3,744
6,808
37
361
513
1,666
Carrying
value
£m
577
1,498
31,814
3,954
29
335
474
35
3,940
Please refer to page 203 for additional life company asset disclosures which include the life companies’ exposure to peripheral Eurozone debt
securities. Peripheral Eurozone is defined as Portugal, Spain, Italy, Ireland and Greece. The Group’s exposure to peripheral Eurozone debt continues
to be relatively small compared with total assets.
Assets held directly by the life companies backing unit-linked business have not been analysed in these tables as the credit risk on such financial
assets is borne by the policyholders. However, these assets have been included as a separate column in these tables to reconcile the information to
the statement of consolidated financial position. Shareholder credit exposure on unit-linked assets is limited to the level of fee income to the extent it
is dependent on the underlying assets.
Concentration of credit risk
Concentration of credit risk might exist where the Group has significant exposure to an individual counterparty or a group of counterparties with similar
economic characteristics that would cause their ability to meet contractual obligations to be similarly affected by changes in economic and other
conditions. The Group has most of its counterparty risk within its life business and this is monitored by the counterparty limits contained within the
investment guidelines and investment management agreements, overlaid by regulatory requirements and the monitoring of aggregate counterparty
exposures across the Group against additional Group counterparty limits. Counterparty risk in respect of OTC derivative counterparties is monitored
using a Value-at-Risk (VaR) exposure metric.
The Group is also exposed to concentration risk with outsource partners. This is due to the nature of the outsourced services market. The Group
operates a policy to manage outsourcer service counterparty exposures and the impact from default is reviewed regularly by executive committees
and measured through stress and scenario testing.
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Reinsurance
The Group is exposed to credit risk as a result of insurance risk transfer
contracts with reinsurers. This also gives rise to concentration of
risk with individual reinsurers, due to the nature of the reinsurance
market and the restricted range of reinsurers that have acceptable
credit ratings. The Group manages its exposure to reinsurance credit
risk through the operation of a credit policy, collateralisation where
appropriate, and regular monitoring of exposures at the Reinsurance
Management Committee.
During 2016 the Group increased its reinsurance counterparty exposure
to RGA International after entering into a £2.0 billion longevity swap
arrangement on a portfolio of in-force immediate annuities. The exposure
remains within agreed limits.
The reinsurance exposure to ReAssure Life Limited was removed
following successful completion of a Part VII Transfer. Further details
of this can be found in note F3.1.
Collateral
The credit risk of the Group is mitigated, in certain circumstances,
by entering into collateral agreements. The amount and type of
collateral required depends on an assessment of the credit risk of the
counterparty. Guidelines are implemented regarding the acceptability
of types of collateral and the valuation parameters. Collateral is mainly
in respect of stock lending, certain reinsurance arrangements and to
provide security against the maturity proceeds of derivative financial
instruments. Management monitors the market value of the collateral
received, requests additional collateral when needed, and performs an
impairment valuation when impairment indicators exist and the asset is
not fully secured (and is not carried at fair value). See note E4.1 for further
information on collateral arrangements.
E6.2.2 Market risk
Market risk is the risk that the fair value or future cash flows of a financial
instrument will fluctuate because of changes in market influences.
Market risk comprises interest rate risk, currency risk and other price risk
(comprising equity risk, property risk, inflation risk and alternative asset
class risk).
The Group is mainly exposed to market risk as a result of:
– the mismatch between liability profiles and the related asset
investment portfolios;
– the investment of surplus assets including shareholder reserves yet to
be distributed, surplus assets within the with-profit funds and assets
held to meet regulatory capital and solvency requirements; and
– the income flow of management charges from the invested assets
of the business.
The Group manages the levels of market risk that it accepts through
the operation of a market risk policy and an approach to investment
management that determines:
– the constituents of market risk for the Group;
– the basis used to fair value financial assets and liabilities;
– the asset allocation and portfolio limit structure;
– diversification from and within benchmarks by type of instrument
and geographical area;
– the net exposure limits by each counterparty or group of
counterparties, geographical and industry segments;
– control over hedging activities;
– reporting of market risk exposures and activities; and
– monitoring of compliance with market risk policy and review of market
risk policy for pertinence to the changing environment.
All operations comply with regulatory requirements relating to the taking
of market risk.
Interest rate risk
Interest rate risk is the risk that the fair value of future cash flows of
a financial instrument will fluctuate relative to the respective liability
due to the impact of changes in market interest rates on the value of
interest-bearing assets and on the value of future guarantees provided
under certain contracts of insurance.
Interest rate risk is managed by matching assets and liabilities where
practicable and by entering into derivative arrangements for hedging
purposes where appropriate. This is particularly the case for the non-
participating funds and supported participating funds. For unsupported
participating business, some element of investment mismatching is
permitted where it is consistent with the principles of treating customers
fairly. The with-profit funds of the Group provide capital to allow such
mismatching to be effected. In practice, the life companies of the
Group maintain an appropriate mix of fixed and variable rate instruments
according to the underlying insurance or investment contracts and will
review this at regular intervals to ensure that overall exposure is kept
within the risk profile agreed for each particular fund. This also requires
the maturity profile of these assets to be managed in line with the
liabilities to policyholders.
The sensitivity analysis for interest rate risk indicates how changes
in the fair value or future cash flows of a financial instrument arising
from changes in market interest rates at the reporting date result in a
change in profit after tax and in equity. It takes into account the effect
of such changes in market interest rates on all assets and liabilities that
contribute to the Group’s reported profit after tax and in equity.
With-profit business and non-participating business within the with-profit
funds are exposed to interest rate risk as guaranteed liabilities are valued
relative to market interest rates and investments include fixed interest
securities and derivatives. For unsupported with-profit business the
profit or loss arising from mismatches between such assets and liabilities
is largely offset by increased or reduced discretionary policyholder
benefits dependent on the existence of policyholder guarantees.
The contribution of unsupported participating business to the Group
result is largely limited to the shareholders’ share of the declared annual
bonus. The contribution of the supported participating business to the
Group result is determined by the shareholders’ interest in any change
in value in the capital advanced to the with-profit funds.
In the non-participating funds, policy liabilities’ sensitivity to interest rates
are matched primarily with fixed and variable rate income securities and
hedging if necessary to match duration, with the result that sensitivity
to changes in interest rates is very low.
During the year and as a result of the Solvency II regime, management
has reviewed the matching position of assets and liabilities resulting in
changes to the hedging positions for certain asset portfolios. As a result,
an increase of 1% in interest rates, with all other variables held constant,
would now result in a decrease in profits after tax in respect of a full
financial year, and in equity, of £146 million (2015: £89 million).
A decrease of 1% in interest rates, with all other variables held constant,
would result in an increase in profits after tax in respect of a full financial
year, and in equity, of £319 million (2015: £89 million).
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NOTES TO THE IFRS CONSOLIDATED
FINANCIAL STATEMENTS
Continued
E. FINANCIAL ASSETS & LIABILITIES continued
E6. RISK MANAGEMENT – FINANCIAL RISK continued
Equity, property and inflation risk
The Group has exposure to financial assets and liabilities whose
values will fluctuate as a result of changes in market prices other than
from interest rate and currency fluctuations. This is due to factors specific
to individual instruments, their issuers or factors affecting all instruments
traded in the market. Accordingly, the Group limits its exposure to
any one counterparty in its investment portfolios and to any one
foreign market.
The portfolio of marketable equity securities and property investments
which is carried in the statement of consolidated financial position
at fair value, has exposure to price risk. The Group’s objective in holding
these assets is to earn higher long-term returns by investing in a diverse
portfolio of equities and properties. Portfolio characteristics are analysed
regularly and price risks are actively managed in line with investment
mandates. The Group’s holdings are diversified across industries and
concentrations in any one company or industry are limited.
Equity and property price risk is primarily borne in respect of assets
held in with-profit or unit-linked funds. For unit-linked funds this risk
is borne by policyholders and asset movements directly impact unit
prices and hence policy values. For with-profit funds policyholders’
future bonuses will be impacted by the investment returns achieved and
hence the price risk, whilst the Group also has exposure to the value of
guarantees provided to with-profit policyholders. In addition some equity
investments are held in respect of shareholders’ funds. The Group as a
whole is exposed to price risk fluctuations impacting the income flow
of management charges from the invested assets of all funds.
Equity and property price risk is managed through the agreement
and monitoring of financial risk profiles that are appropriate for each
of the Group’s life funds in respect of maintaining adequate regulatory
capital and treating customers fairly. This is largely achieved through
asset class diversification and within the Group’s ALM framework
through the holding of derivatives or physical positions in relevant
assets where appropriate.
The sensitivity analysis for equity and property price risk illustrates how
a change in the fair value of equities and properties affects the Group
result. It takes into account the effect of such changes in equity and
property prices on all assets and liabilities that contribute to the Group’s
reported profit after tax and in equity (but excludes the impact on the
Group’s pension schemes).
A 10% decrease in equity prices, with all other variables held constant,
would result in an increase in profits after tax in respect of a full financial
year, and in equity, of £75 million (2015: £48 million).
A 10% increase in equity prices, with all other variables held constant,
would result in a decrease in profits after tax in respect of a full financial
year, and in equity, of £74 million (2015: £46 million).
A 10% decrease in property prices, with all other variables held constant,
would result in a decrease in profits after tax in respect of a full financial
year, and in equity, of £4 million (2015: £21 million).
A 10% increase in property prices, with all other variables held constant,
would result in an increase in profits after tax in respect of a full financial
year, and in equity, of £2 million (2015: £21 million).
The Group is exposed to inflation risk through certain contracts, such
as annuities, which may provide for future benefits to be paid taking
account of changes in the level of experienced and implied inflation, and
also through the Group’s cost base. The Group seeks to manage inflation
risk within the ALM framework through the holding of derivatives, such
as inflation swaps, or physical positions in relevant assets, such as index
linked gilts, where appropriate.
Currency risk
The Group’s principal transactions are carried out in sterling and therefore
its exchange risk is limited principally to historical business that was
written in the Republic of Ireland, where the assets are generally held
in the same currency denomination as their liabilities, therefore, any
foreign currency mismatch is largely mitigated. Consequently, the foreign
currency risk relating to this business mainly arises when the assets and
liabilities are translated into sterling.
The Group’s financial assets are primarily denominated in the same
currencies as its insurance and investment liabilities. Thus, the main
foreign exchange risk arises from recognised assets and liabilities
denominated in currencies other than those in which insurance and
investment liabilities are expected to be settled and, indirectly, from
the earnings of UK companies arising abroad.
Certain Phoenix Life with-profit funds have an exposure to overseas
assets which is not driven by liability considerations. The purpose of
this exposure is to reduce overall risk whilst maximising returns by
diversification. This exposure is limited and managed through investment
mandates which are subject to the oversight of the investment
committees of the boards of each life company. Fluctuations in exchange
rates from certain holdings in overseas assets are hedged against
currency risks.
Sensitivity of profit after tax and equity to fluctuations in currency
exchange rates is not considered significant at 31 December 2016,
since unhedged exposure to foreign currency was relatively low
(2015: not considered significant).
E6.2.3 Financial soundness risk
Financial soundness risk is a broad risk category encompassing capital
management risk, tax risk, and liquidity and funding risk.
Capital management risk is defined as the failure of the Group, or
one of its separately regulated subsidiaries, to maintain sufficient
capital to provide appropriate security for policyholders and meet
all regulatory capital requirements whilst not retaining unnecessary
capital. The PLHL Group has exposure to capital management
risk through the requirements of the Solvency II capital regime, as
implemented by the PRA, to calculate regulatory capital adequacy at a
Group level. The Group’s UK life subsidiaries have exposure to capital
management risk through the Solvency II regulatory capital requirements
mandated by the PRA at the solo level. The Group’s approach to
managing capital management risk is described in detail in note I4.
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Tax risk is defined as the risk of financial or reputational loss arising from
a lack of liquidity, funding or capital due to an unforeseen tax cost, or by
the inappropriate reporting and disclosure of information in relation to
taxation. Tax risk is managed by maintaining an appropriately staffed tax
team who have the qualifications and experience to make judgements
on tax issues, augmented by advice from external specialists where
required. The Group has a formal tax risk policy, which sets out its risk
appetite in relation to specific aspects of tax risk, and which details the
controls the Group has in place to manage those risks. These controls
are subject to a regular review process. The Group’s subsidiaries
have exposure to tax risk through the annual statutory and regulatory
reporting and through the processing of policyholder tax requirements.
The UK government has confirmed restrictions on the rules relating to
the loss absorbing capacity of deferred tax will be introduced in 2017.
Surplus assets have been retained within the Group to mitigate any
potential adverse impact of the change.
Liquidity and funding risk is defined as the failure of the Group to maintain
adequate levels of financial resources to enable it to meet its obligations
as they fall due. The Group has exposure to liquidity risk as a result of
servicing its external debt and equity investors, and from the operating
requirements of its subsidiaries. The Group’s subsidiaries have exposure
to liquidity risk as a result of normal business activities, specifically the
risk arising from an inability to meet short-term cash flow requirements.
The Board of Phoenix Group Holdings has defined a number of
governance objectives and principles and the liquidity risk frameworks
of each subsidiary are designed to ensure that:
– liquidity risk is managed in a manner consistent with the subsidiary
company boards’ strategic objectives, risk appetite and Principles
and Practices of Financial Management (‘PPFM’);
– cash flows are appropriately managed and the reputation of the Group
is safeguarded; and
– appropriate information on liquidity risk is available to those
making decisions.
2016
The Group’s policy is to maintain sufficient liquid assets of suitable credit
quality at all times including, where appropriate, by having access to
borrowings so as to be able to meet all foreseeable current liabilities as
they fall due in a cost-effective manner. Forecasts are prepared regularly
to predict required liquidity levels over both the short and medium
term allowing management to respond appropriately to changes
in circumstances.
The vast majority of the Group’s derivative contracts are traded OTC
and have a two-day collateral settlement period. The Group’s derivative
contracts are monitored daily, via an end-of-day valuation process, to
assess the need for additional funds to cover margin or collateral calls.
Some of the Group’s commercial property investments are held through
collective investment schemes. The collective investment schemes
have the power to restrict and/or suspend withdrawals, which would,
in turn, affect liquidity. As a result of the market volatility experienced
following the result of the referendum on membership of the European
Union, and in line with other firms across the industry, customer-driven
transactions in certain unit trusts were temporarily suspended during
July, August and September. All other unit trusts have continued to
process investment and realisations in a normal manner and have not
imposed any restrictions or delays.
Some of the Group’s cash and cash equivalents are held through
collective investment schemes. The collective investment schemes
have the power, in extreme stress, to restrict and/or suspend
withdrawals, which would, in turn, affect liquidity. To date, the collective
investment schemes have continued to process both investments and
realisations in a normal manner and have not imposed any restrictions
or delays.
The following table provides a maturity analysis showing the remaining
contractual maturities of the Group’s undiscounted financial liabilities
and associated interest. Liabilities under insurance contract contractual
maturities are included based on the estimated timing of the amounts
recognised in the statement of consolidated financial position in
accordance with the requirements of IFRS 4 Insurance Contracts:
Liabilities under insurance contracts
Investment contracts
Borrowings1
Deposits received from reinsurers1
Derivatives1
Net asset value attributable to unitholders
Obligations for repayment of collateral received
Reinsurance payables
Payables related to direct insurance contracts
Accruals and deferred income
Other payables
1 year or less
or on demand
£m
1–5 years
£m
Greater than
5 years
£m
No fixed
term
£m
3,406
27,332
121
29
85
1,040
1,623
21
484
204
102
11,143
31,258
–
1,733
103
170
–
–
–
–
–
–
–
552
327
1,384
–
–
–
–
–
–
–
–
183
–
254
–
–
–
–
–
–
Total
£m
45,807
27,332
2,589
459
1,893
1,040
1,623
21
484
204
102
1 These financial liabilities are disclosed at their undiscounted value and therefore differ from the statement of consolidated financial position which discloses the discounted value.
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NOTES TO THE IFRS CONSOLIDATED
FINANCIAL STATEMENTS
Continued
E. FINANCIAL ASSETS & LIABILITIES continued
E6. RISK MANAGEMENT – FINANCIAL RISK continued
2015
Liabilities under insurance contracts
Investment contracts
Borrowings1
Deposits received from reinsurers1
Derivatives1
Net asset value attributable to unitholders
Obligations for repayment of collateral received
Reinsurance payables
Payables related to direct insurance contracts
Accruals and deferred income
Other payables
1 year or less or
on demand
£m
1–5 years
£m
Greater than
5 years
£m
No fixed
term
£m
2,646
7,905
32
30
104
5,120
725
19
364
127
677
9,611
26,961
–
1,056
108
137
–
–
–
–
1
–
–
1,155
351
1,760
–
–
–
–
–
–
765
–
194
–
–
–
–
–
–
–
–
Total
£m
39,983
7,905
2,437
489
2,001
5,120
725
19
364
128
677
1 These financial liabilities are disclosed at their undiscounted value and therefore differ from the statement of consolidated financial position which discloses the discounted value.
Investment contract policyholders have the option to terminate or
transfer their contracts at any time and to receive the surrender or
transfer value of their policies. Although these liabilities are payable on
demand, and are therefore included in the contractual maturity analysis
as due within one year, the Group does not expect all these amounts
to be paid out within one year of the reporting date.
A significant proportion of the Group’s financial assets are held in
equities, gilts, cash, supranationals and investment grade securities
which the Group considers sufficient to meet the liabilities as they
fall due. The vast majority of these investments are readily realisable
since most of them are quoted in an active market.
E6.3 Unit-linked contracts
For unit-linked contracts the Group matches all the liabilities with assets
in the portfolio on which the unit prices are based. There is therefore
no interest, price, currency or credit risk for the Group on these contracts.
In extreme circumstances, the Group could be exposed to liquidity risk in
its unit-linked funds. This could occur where a high volume of surrenders
coincides with a tightening of liquidity in a unit-linked fund to the point
where assets of that fund have to be sold to meet those withdrawals.
Where the fund affected consists of property, it can take several months
to complete a sale and this would impede the proper operation of the
fund. In these situations, the Group considers its risk to be low since
there are steps that can be taken first within the funds themselves both
to ensure the fair treatment of all investors in those funds and to protect
the Group’s own risk exposure.
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F. INSURANCE CONTRACTS, INVESTMENT CONTRACTS WITH DPF AND REINSURANCE
F1. LIABILITIES UNDER INSURANCE CONTRACTS
Classification of contracts
Contracts are classified as insurance contracts where the Group
accepts significant insurance risk from the policyholder by agreeing to
compensate the policyholder if a specified uncertain event adversely
affects the policyholder.
Contracts under which the transfer of insurance risk to the Group from
the policyholder is not significant are classified as investment contracts
or derivatives and accounted for as financial liabilities (see notes E1 and
E3 respectively).
Some insurance and investment contracts contain a DPF. This feature
entitles the policyholder to additional discretionary benefits as a
supplement to guaranteed benefits. Investment contracts with a
DPF are recognised, measured and presented as insurance contracts.
Insurance contracts and investment contracts with DPF
Amounts recoverable from reinsurers are estimated in a manner
consistent with the outstanding claims provision or settled claims
associated with the reinsured policy.
Insurance liabilities
Insurance contract liabilities for non-participating business, other than
unit-linked insurance contracts, are calculated on the basis of current
data and assumptions, using either a net premium or gross premium
method. Where a gross premium method is used, the liability includes
allowance for prudent lapses. Negative policy values are allowed for
on individual policies:
– where there are no guaranteed surrender values; or
– in the periods where guaranteed surrender values do not apply even
though guaranteed surrender values are applicable after a specified
period of time.
For unit-linked insurance contract liabilities the provision is based on
the fund value, together with an allowance for any excess of future
expenses over charges, where appropriate.
For participating business, the liabilities under insurance contracts and
investment contracts with DPF are calculated in accordance with the
following methodology:
– liabilities to policyholders arising from the with-profit business are
stated at the amount of the realistic value of the liabilities, adjusted
to exclude the owners’ share of projected future bonuses;
– acquisition costs are not deferred; and
– reinsurance recoveries are measured on a basis that is consistent
with the valuation of the liability to policyholders to which the
reinsurance applies.
The with-profit bonus reserve for an individual contract is determined by
either a retrospective calculation of ‘accumulated asset share’ approach
or by way of a prospective ‘bonus reserve valuation’ method. The cost
of future policy-related liabilities is determined using a market consistent
approach, mainly based on a stochastic model calibrated to market
conditions at the end of the reporting period. Non-market-related
assumptions (for example, persistency, mortality and expenses) are
based on experience adjusted to take into account of future trends.
The realistic liability for any contract is equal to the sum of the with-profit
bonus reserve and the cost of future policy-related liabilities.
Where policyholders have valuable guarantees, options or promises
in respect of the with-profit business, these costs are generally
valued using a stochastic model.
In calculating the realistic liabilities, account is taken of the future
management actions consistent with those set out in the Principles
and Practices of Financial Management (‘PPFM’).
Present value of future profits on non-participating business
in the with-profit funds
For UK with-profit life funds, an amount may be recognised for the
present value of future profits (‘PVFP’) on non-participating business
written in a with-profit fund where the determination of the realistic
value of liabilities in that with-profit fund takes account, directly or
indirectly, of this value.
Where the value of future profits can be shown to be due to
policyholders, this amount is recognised as a reduction in the liability
rather than as an intangible asset. This is then apportioned between
the amounts that have been taken into account in the measurement of
liabilities and other amounts which are shown as an adjustment to the
unallocated surplus.
Where it is not possible to apportion the future profits on this non-
participating business to policyholders, the PVFP on this business is
recognised as an intangible asset and changes in its value are recorded
as a separate item in the consolidated income statement (see note G7).
The value of the PVFP is determined in a manner consistent with
realistic measurement of liabilities. In particular, the methodology and
assumptions involve adjustments to reflect risk and uncertainty, are
based on current estimates of future experience and current market
yields, and allow for market consistent valuation of any guarantees or
options within the contracts. The value is also adjusted to remove the
value of capital backing the non-profit business if this is included in the
realistic calculation of PVFP. The principal assumptions used to calculate
the PVFP are the same as those used in calculating the insurance
contract liabilities given in note F4.
Embedded derivatives
Embedded derivatives, including options to surrender insurance
contracts, that meet the definition of insurance contracts or are closely
related to the host insurance contract, are not separately measured.
All other embedded derivatives are separated from the host contract
and measured at fair value through profit or loss.
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NOTES TO THE IFRS CONSOLIDATED
FINANCIAL STATEMENTS
Continued
F. INSURANCE CONTRACTS, INVESTMENT CONTRACTS WITH DPF AND REINSURANCE continued
F1. LIABILITIES UNDER INSURANCE CONTRACTS continued
Liability adequacy
At each reporting date, liability adequacy tests are performed to assess
whether the insurance contract and investment contract with DPF
liabilities are adequate. Current best estimates of future cash flows
are compared with the carrying value of the liabilities. Any deficiency
is charged to the consolidated income statement.
The Group’s accounting policies for insurance contracts meet the
minimum specified requirements for liability adequacy testing under
IFRS 4 Insurance Contracts, as they allow for current estimates of
all contractual cash flows and of related cash flows such as claims
handling costs. Cash flows resulting from embedded options and
guarantees are also allowed for, with any deficiency being recognised
in the consolidated income statement.
Consolidated income statement recognition
Gross premiums
In respect of insurance contracts and investment contracts with
DPF, premiums are accounted for on a receivable basis and exclude
any taxes or duties based on premiums. Funds at retirement under
individual pension contracts converted to annuities with the Group are,
for accounting purposes, included in both claims incurred and premiums
within gross premiums written.
Gross benefits and claims
Claims on insurance contracts and investment contracts with
DPF reflect the cost of all claims arising during the period, including
policyholder bonuses allocated in anticipation of a bonus declaration.
Claims payable on maturity are recognised when the claim becomes
due for payment and claims payable on death are recognised on
notification. Surrenders are accounted for at the earlier of the payment
date or when the policy ceases to be included within insurance
contract liabilities. Where claims are payable and the contract remains
in-force, the claim instalment is accounted for when due for payment.
Claims payable include the costs of settlement.
Reinsurance
The Group cedes insurance risk in the normal course of business.
Reinsurance assets represent balances due from reinsurance providers.
Reinsurers’ share of insurance contract liabilities is dependent on
expected claims and benefits arising under the related reinsured
policies. Reinsurance assets are reviewed for impairment at each
reporting date, or more frequently, when an indication of impairment
arises during the reporting period. Impairment occurs when 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 outstanding amounts due under the terms of the contract and the
event has a reliably measurable impact on the amounts that the Group
will receive from the reinsurer. The impairment loss is recognised in the
consolidated income statement. The reinsurers’ share of investment
contract liabilities is measured on a basis that is consistent with the
valuation of the liability to policyholders to which the reinsurance applies.
Reinsurance premiums payable in respect of certain reinsured
individual and group pensions annuity contracts are payable by quarterly
instalments and are accounted for on a payable basis. Due to the
period of time over which reinsurance premiums are payable under
these arrangements, the reinsurance premiums and related payables
are discounted to present values using a pre-tax risk-free rate of return.
The unwinding of the discount is included as a charge within the
consolidated income statement.
Reinsurance claims are recognised when the related gross insurance
claim is recognised according to the terms of the relevant contract.
Gains or losses on purchasing reinsurance are recognised in the
consolidated income statement at the date of purchase and are not
amortised. They are the difference between the premiums ceded to
reinsurers and the related change in the reinsurers’ share of insurance
contract liabilities.
The table below shows a summary of the liabilities under insurance
contracts and the related reinsurers’ share included within assets in
the statement of consolidated financial position.
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The table below shows a summary of the liabilities under insurance contracts and the related reinsurers’ share included within assets in the statement
of consolidated financial position.
Life assurance business:
Insurance contracts
Investment contracts with DPF
Less amounts classified as held for sale (see note I1)
Gross
liabilities
2016
£m
Reinsurers’
share
2016
£m
Gross
liabilities
2015
£m
Reinsurers’
share
2015
£m
34,749
11,058
45,807
–
45,807
3,743
1
3,744
–
3,744
31,150
10,420
41,570
(1,587)
39,983
5,474
1
5,475
(1,521)
3,954
Amounts due for settlement after 12 months
42,401
3,478
37,337
3,909
At 1 January
Amounts classified as held for sale at 1 January
Premiums
Claims
Foreign exchange adjustments
Acquisition of the AXA businesses and Abbey Life1 (see note H2)
Annuity liabilities transfer (see note I1.1)
Disposal of SMI (see note H2.4)
Other changes in liabilities
Less amounts classified as held for sale at 31 December (see note I1)
At 31 December
Gross
liabilities
2016
£m
39,983
1,587
41,570
999
(3,726)
44
3,875
(1,652)
–
4,697
45,807
–
45,807
Reinsurers’
share
2016
£m
3,954
1,521
5,475
75
(456)
32
100
(1,582)
–
100
3,744
–
3,744
Gross
liabilities
2015
£m
42,930
1,776
44,706
902
(3,931)
(19)
–
–
(158)
70
41,570
(1,587)
39,983
Reinsurers’
share
2015
£m
2,772
1,713
4,485
1,376
(326)
(13)
–
–
–
(47)
5,475
(1,521)
3,954
1 Gross liabilities in respect of the acquisition of the AXA businesses and Abbey Life are stated after the recognition of negative reserves of £181 million that arise on acquisition of the AXA
businesses (see note H2).
F2. UNALLOCATED SURPLUS
The unallocated surplus comprises the excess of the assets over the policyholder liabilities of the with-profit business of the Group’s life operations.
For the Group’s with-profit funds this represents amounts which have yet to be allocated to owners since the unallocated surplus attributable to
policyholders has been included within liabilities under insurance contracts.
If the realistic value of liabilities to policyholders exceeds the value of the assets in the with-profit fund, the unallocated surplus is valued at £nil.
At 1 January
Transfer to consolidated income statement
Acquisition of Abbey Life (see note H2)
Disposal of SMI (see note H2.4)
At 31 December
2016
£m
877
(4)
6
–
879
2015
£m
981
(84)
–
(20)
877
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NOTES TO THE IFRS CONSOLIDATED
FINANCIAL STATEMENTS
Continued
F. INSURANCE CONTRACTS, INVESTMENT CONTRACTS WITH DPF AND REINSURANCE continued
F3. REINSURANCE
This section includes disclosures in relation to reinsurance. Further disclosures and accounting policies relating to reinsurance are included in note F1.
F3.1 Premiums ceded to reinsurers
Premiums ceded to reinsurers during the period were £75 million (2015: £1,376 million).
During 2016, the Group entered into a longevity swap arrangement with RGA International in respect of a portfolio of the Group’s in-force immediate
annuity liabilities of £2.0 billion.
On 9 November 2015, the Group entered into an agreement with RGA International, effective from 1 November 2015, to reinsure substantively all
of the PLAL annuity liabilities previously ceded to Opal Reassurance Limited (‘Opal Re’), a subsidiary undertaking of the Company. The Group paid
a reinsurance premium of £1,346 million to RGA International. Under the terms of the arrangement, RGA International holds assets in a collateral
account over which the Group has a floating charge as disclosed in note F3.2.
On 31 July 2014, the Group entered into a business transfer agreement with ReAssure Life Limited (formerly Guardian Assurance Limited (see note
I1.1). The transfer was initially effected under a reinsurance agreement effective from 1 January 2014.
In accordance with the business transfer agreement, the reinsurance agreement was replaced by a transfer of the business using a scheme under
Part VII of the Financial Services and Markets Act 2000 on 30 December 2016.
Prior to the Part VII, in order to mitigate the risk of counterparty default, ReAssure Life Limited held assets in a collateral account over which the Group
had a fixed charge as disclosed in note F3.2.
F3.2 Collateral arrangements
It is the Group’s practice to obtain collateral to mitigate the counterparty risk related to reinsurance transactions usually in the form of cash
or marketable financial instruments.
Where the Group receives collateral in the form of marketable financial instruments which it is not permitted to sell or re-pledge except in the case of
default, it is not recognised in the statement of consolidated financial position. The fair value of financial assets accepted as collateral for reinsurance
transactions but not recognised in the statement of consolidated financial position amounts to £3,780 million (2015: £4,909 million). The decrease is
largely driven by the Part VII transfer of business previously reinsured to ReAssure Life Limited (see note F3.1).
Where the Group receives collateral on reinsurance transactions in the form of cash it is recognised in the statement of consolidated financial
position along with a corresponding liability to repay the amount of collateral received, disclosed as ‘Deposits received from reinsurers’. The amounts
recognised as financial assets and liabilities from cash collateral received at 31 December 2016 are set out below.
Financial assets
Financial liabilities
F4. RISK MANAGEMENT – INSURANCE RISK
Reinsurance transactions
2016
£m
392
392
2015
£m
376
376
This note forms one part of the risk management disclosures in the consolidated financial statements. Financial risk is included in note E6.
Insurance risk refers to the risk that the frequency or severity of insured events may be worse than expected and includes expense risk. The Phoenix
Life segment contracts include the following sources of insurance risk, including the addition of new business pricing risk following the acquisition of
the AXA businesses:
Mortality
Longevity
Morbidity
Expenses
Lapses
Options
Pricing
higher than expected number of death claims on assurance products and occurrence of one or more large claims;
faster than expected improvements in life expectancy on immediate and deferred annuity products;
higher than expected number of serious illness claims or more sickness claims which last longer on income protection policies;
policies cost more to administer than expected;
the numbers of policies terminating early is different to that expected in a way which increases expected claims costs
or expenses or reduces future profits;
unanticipated changes in policyholder option exercise rates giving rise to increased claims costs; and
inadequate or inappropriate pricing of new business.
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Objectives and policies for mitigating insurance risk
The Group uses several methods to assess and monitor insurance risk
exposures both for individual types of risks insured and overall risks.
These methods include internal risk measurement models, experience
analyses, external data comparisons, sensitivity analyses, scenario
analyses and stress testing.
The profitability of the run-off of the closed long-term insurance
businesses within the Group depends, to a significant extent, on the
values of claims paid in the future relative to the assets accumulated
to the date of claim. Typically, over the lifetime of a contract, premiums
and investment returns exceed claim costs in the early years and it
is necessary to set aside these amounts to meet future obligations.
The amount of such future obligations is assessed on actuarial principles
by reference to assumptions about the development of financial and
insurance risks.
It is therefore necessary for the Directors of each life company to make
decisions, based on actuarial advice, which ensure an appropriate
accumulation of assets relative to liabilities. These decisions include
investment policy, bonus policy and, where discretion exists, the level
of payments on early termination.
During 2016, a number of strategic initiatives significantly impacted the
Group’s longevity risk exposures. These included the outward longevity
swap with RGA International, the Part VII Transfer to ReAssure Life
Limited and the acquisition of Abbey Life.
Following the acquisition of the AXA businesses, the Group is exposed
to increased mortality and new business pricing risk, although this
provides a natural hedge to the annuity business.
Sensitivities
Insurance liabilities are sensitive to changes in risk variables, such
as prevailing market interest rates, currency rates and equity prices,
since these variations alter the value of the financial assets held to
meet obligations arising from insurance contracts and changes in
investment conditions also have an impact on the value of insurance
liabilities themselves. Additionally, insurance liabilities are sensitive to
the assumptions which have been applied in their calculation, such as
mortality and lapse rates. Sometimes allowance must also be made for
the effect on future assumptions of management or policyholder actions
in certain economic scenarios. This could lead to changes in assumed
asset mix or future bonus rates. The most significant non-economic
sensitivities arise from mortality, longevity and lapse risk.
A decrease of 5% in assurance mortality, with all other variables held
constant, would result in an increase in profits after tax in respect of
a full year, and an increase in equity of £43 million (2015: £12 million).
An increase of 5% in assurance mortality, with all other variables held
constant, would result in a decrease in profits after tax in respect of
a full year, and a decrease in equity of £41 million (2015: £12 million).
A decrease of 5% in annuitant longevity, with all other variables held
constant, would result in an increase in profits after tax in respect of
a full year, and an increase in equity of £127 million (2015: £99 million).
An increase of 5% in annuitant longevity, with all other variables held
constant, would result in a decrease in profits after tax in respect of
a full year, and a decrease in equity of £128 million (2015: £99 million).
A decrease of 25% in lapse rates, with all other variables held constant,
would result in a decrease in profits after tax in respect of a full year,
and a decrease in equity of £38 million (2015: £76 million).
An increase of 25% in lapse rates, with all other variables held constant,
would result in an increase in profits after tax in respect of a full year,
and an increase in equity of £36 million (2015: £76 million).
F4.1 Assumptions
Valuation of participating insurance and investment contracts
For participating business, which is with-profit business (insurance and
investment contracts), the insurance contract liability is calculated on a
realistic basis, adjusted to exclude the shareholders’ share of future
bonuses and the associated tax liability. This is a market consistent
valuation, which involves placing a value on liabilities similar to the
market value of assets with similar cash flow patterns.
Valuation of non-participating insurance contracts
The non-participating insurance contract liabilities are determined using
either a net premium or gross premium valuation method.
Process used to determine assumptions
Following the implementation of the Solvency II regulatory regime
effective from 1 January 2016, the Group has made certain changes
to the assumptions and estimates used in the valuation of insurance
contracts, as follows:
– In determining the discount rate to be applied when calculating
participating and non-participating insurance contract liabilities, the
Group has amended the risk-free reference curve from a gilt yield
curve plus a liquidity premium of 10bps to the swap curve plus 10bps.
– For non-participating insurance contract liabilities, the Group has
previously used a valuation rate of interest and adjusted the liability
discount rate by reference to the yield on the assets backing the
liabilities to account for credit, default and reinvestment risk. The Group
now makes an explicit adjustment to the risk-free rate to adjust
for illiquidity in respect of assets backing illiquid liabilities. The new
approach does not take any additional credit for investment margins
compared to the previous methodology.
– For non-participating insurance contract liabilities, the Group previously
derived demographic assumptions by adding an implicit prudent
margin to best estimate assumptions. The Group has amended its
approach in this regard and now sets assumptions at management’s
best estimates and recognises an explicit margin for demographic
risks. For participating business in realistic basis companies, the
assumptions about future demographic trends continue to represent
‘best estimates’.
The assumption changes have been made to align the IFRS basis more
closely with the requirements of Solvency II removing the volatility that
would otherwise arise from the use of reference rates that differ across
reporting bases and aligning the calculation of liquidity premiums with
that performed under Solvency II.
The amendments to the risk-free reference rate and the approach
for adjusting for illiquidity increased insurance contract liabilities by
£77 million. This has been more than offset by the impact of the change
in approach for determining the demographic prudence margin, which
reduced insurance contract liabilities by £115 million. After allowing for
other second order impacts of the changes of £7 million (including the
revaluation of certain current liabilities using the swap rather than gilt
curve), the overall impact of the above changes in the period is a benefit
to profit before tax of £31 million.
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NOTES TO THE IFRS CONSOLIDATED
FINANCIAL STATEMENTS
Continued
F. INSURANCE CONTRACTS, INVESTMENT CONTRACTS WITH DPF AND REINSURANCE continued
F4. RISK MANAGEMENT – INSURANCE RISK continued
During the year a number of changes were made to assumptions to reflect changes in expected experience or to harmonise the approach across the
enlarged Group. The impact of material changes during the year was as follows:
Change in longevity assumptions
Change in persistency assumptions
Change in mortality assumptions
Change in expenses assumptions
(Decrease)/increase in
insurance liabilities
2016
£m
(Decrease)/increase in
insurance liabilities
2015
£m
(83)
142
1
(8)
(3)
1
3
5
Expense inflation
Expenses are assumed to increase at the rate of increase in the Retail Price Index (‘RPI’) plus fixed margins in accordance with the various
management service agreements (‘MSAs’) the Group has in place with outsource partners. For with-profit business the rate of RPI inflation is
determined within each stochastic scenario. For other business it is based on the Bank of England inflation spot curve. For MSAs with contractual
increases set by reference to national average earnings inflation, this is approximated as RPI inflation plus 1%. In instances in which inflation risk is
not mitigated, a further margin for adverse deviations may then be added to the rate of expense inflation.
Mortality and longevity rates
Mortality rates are based on published tables, adjusted appropriately to take account of changes in the underlying population mortality since the table
was published, company experience and forecast changes in future mortality. Where appropriate, a margin is added to assurance mortality rates to
allow for adverse future deviations. Annuitant mortality rates are adjusted to make allowance for future improvements in pensioner longevity.
Lapse and surrender rates (persistency)
The assumed rates for surrender and voluntary premium discontinuance depend on the length of time a policy has been in-force and the relevant
company. Surrender or voluntary premium discontinuances are only assumed for realistic basis companies. Withdrawal rates used in the valuation
of with-profit policies are based on observed experience and adjusted when it is considered that future policyholder behaviour will be influenced by
different considerations than in the past. In particular, it is assumed that withdrawal rates for unitised with-profit contracts will be higher on policy
anniversaries on which Market Value Adjustments do not apply.
Discretionary participating bonus rate
For realistic basis companies, the regular bonus rates assumed in each scenario are determined in accordance with each company’s PPFM.
Final bonuses are assumed at a level such that maturity payments will equal asset shares subject to smoothing rules set out in the PPFM.
Policyholder options and guarantees
Some of the Group’s products give potentially valuable guarantees, or give options to change policy benefits which can be exercised at the
policyholders’ discretion. These products are described below.
Most with-profit contracts give a guaranteed minimum payment on a specified date or range of dates or on death if before that date or dates.
For pensions contracts, the specified date is the policyholder’s chosen retirement date or a range of dates around that date. For endowment
contracts, it is the maturity date of the contract. For with-profit bonds it is often a specified anniversary of commencement, in some cases with
further dates thereafter. Annual bonuses when added to with-profit contracts usually increase the guaranteed amount.
There are guaranteed surrender values on a small number of older contracts.
Some pensions contracts include guaranteed annuity options (see deferred annuities in note F4.2 for details). The total amount provided in the
with-profit and non-profit funds in respect of the future costs of guaranteed annuity options are £2,239 million (2015: £1,710 million) and £5 million
(2015: £5 million) respectively.
In common with other life companies in the UK which have written pension transfer and opt-out business, the Group has set up provisions for the
review and possible redress relating to personal pension policies. These provisions, which have been calculated from data derived from detailed file
reviews of specific cases and using a certainty equivalent approach, which give a result very similar to a market consistent valuation, are included
in liabilities arising under insurance contracts. The total amount provided in the with-profit funds and non-profit funds in respect of the review and
possible redress relating to pension policies, including associated costs, are £376 million (2015: £254 million) and £13 million (2015: £14 million)
respectively.
With-profit deferred annuities participate in profits only up to the date of retirement. At retirement, a guaranteed cash option allows the policyholder
to commute the annuity benefit into cash on guaranteed terms.
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F4.2 Managing product risk
The following sections give an assessment of the risks associated with the Group’s main life assurance products, as shown below, and the ways
in which the Group manages those risks.
2016
Gross
Reinsurance
Insurance
contracts
£m
Investment
contracts
with DPF
£m
Insurance
contracts
£m
Investment
contracts
with DPF
£m
With-profit funds:
Pensions:
Deferred annuities – with guarantees
Deferred annuities – without guarantees
Immediate annuities
Unitised with-profit
Total pensions
Life:
Immediate annuities
Unitised with-profit
Life with-profit
Total life
Other
Non-profit funds:
Deferred annuities – with guarantees
Deferred annuities – without guarantees
Immediate annuities
Protection
Unit-linked
Other
8,576
1,572
1,208
1,000
12,356
11
633
4,166
4,810
2,211
479
571
11,376
274
2,426
246
34,749
144
–
–
9,005
9,149
–
751
–
751
–
–
–
–
–
1,153
5
11,058
499
–
609
8
1,116
4
6
6
16
82
–
2
2,247
89
73
118
3,743
–
–
–
–
–
–
–
1
1
–
–
–
–
–
–
–
1
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152
NOTES TO THE IFRS CONSOLIDATED
FINANCIAL STATEMENTS
Continued
F. INSURANCE CONTRACTS, INVESTMENT CONTRACTS WITH DPF AND REINSURANCE continued
F4. RISK MANAGEMENT – INSURANCE RISK continued
F4.2 Managing product risk continued
2015
With-profit funds:
Pensions:
Deferred annuities – with guarantees
Deferred annuities – without guarantees
Immediate annuities
Unitised with-profit
Total pensions
Life:
Immediate annuities
Unitised with-profit
Life with-profit
Total life
Other
Non-profit funds:
Deferred annuities – with guarantees
Deferred annuities – without guarantees
Immediate annuities
Protection
Unit-linked
Other
Gross
Reinsurance
Insurance
contracts
£m
Investment
contracts with
DPF
£m
Insurance
contracts
£m
Investment
contracts with
DPF
£m
8,534
1,586
865
1,017
12,002
59
555
4,377
4,991
1,967
14
489
7,933
508
1,353
306
29,563
142
–
–
8,574
8,716
–
640
–
640
–
–
–
–
–
1,059
5
10,420
726
–
404
38
1,168
4
20
9
33
182
–
2
2,383
99
46
40
3,953
–
–
–
–
–
–
–
1
1
–
–
–
–
–
–
–
1
The tables above exclude insurance contract liabilities and related reinsurer’s share of insurance contract liabilities classified as held for sale at
31 December 2016 and 31 December 2015.
With-profit fund (unitised and traditional)
The Group operates a number of with-profit funds in the UK in which the with-profit policyholders benefit from a discretionary annual bonus
(guaranteed once added in most cases) and a discretionary final bonus. Non-participating business is also written in some of the with-profit funds
and some of the funds may include immediate annuities and deferred annuities with Guaranteed Annuity Rates (‘GAR’).
The investment strategy of each fund differs, but is broadly to invest in a mixture of fixed interest investments and equities and/or property and other
asset classes in such proportions as is appropriate to the investment risk exposure of the fund and its capital resources.
The Group has significant discretion regarding investment policy, bonus policy and early termination values. The process for exercising discretion in the
management of the with-profit funds is set out in the PPFM for each with-profit fund and is overseen by With-Profit committees. Advice is also taken
from the with-profit actuary of each with-profit fund. Compliance with the PPFM is reviewed annually and reported to the PRA, Financial Conduct
Authority (‘FCA’) and policyholders.
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The bonuses are designed to distribute to policyholders a fair share of the return on the assets in the with-profit funds together with other elements
of the experience of the fund. The shareholders of the Group are entitled to receive one-ninth of the cost of bonuses declared for some funds and
£nil for others.
Unitised and traditional with-profit policies are exposed to equivalent risks, the main difference being that unitised with-profit policies purchase
notional units in a with-profit fund whereas traditional with-profit policies do not. Benefit payments for unitised policies are then dependent on unit
prices at the time of a claim, although charges may be applied. A unitised with-profit fund price is typically guaranteed not to fall and increases in line
with any discretionary bonus payments over the course of one year.
Deferred annuities
Deferred annuity policies are written to provide either a cash benefit at retirement, which the policyholder can use to buy an annuity on the terms
then applicable, or an annuity payable from retirement. The policies contain an element of guarantee expressed in the form that the contract is
written in, i.e. to provide cash or an annuity. Deferred annuity policies written to provide a cash benefit may also contain an option to convert the cash
benefit to an annuity benefit on guaranteed terms; these are known as GAR policies. Deferred annuity policies written to provide an annuity benefit
may also contain an option to convert the annuity benefit into cash benefits on guaranteed terms; these are known as Guaranteed Cash Option
(‘GCO’) policies.
During the last decade, interest rates and inflation have fallen and life expectancy has increased more rapidly than originally anticipated.
The guaranteed terms on GAR policies are more favourable than the annuity rates currently available in the market available for cash benefits.
The guaranteed terms on GCO policies are currently not valuable. Deferred annuity policies which are written to provide annuity benefits are managed
in a similar manner to immediate annuities and are exposed to the same risks.
The option provisions on GAR policies are particularly sensitive to downward movements in interest rates, increasing life expectancy and the
proportion of customers exercising their option. Adverse movements in these factors could lead to a requirement to increase reserves which could
adversely impact profit and potentially require additional capital. In order to address the interest rate risk (but not the risk of increasing life expectancy
or changing customer behaviour with regard to exercise of the option), insurance subsidiaries within the Group have purchased derivatives that provide
protection against an increase in liabilities and have thus reduced the sensitivity of profit to movements in interest rates.
The Group seeks to manage this risk in accordance with both the terms of the issued policies and the interests of customers, and has obtained
external advice supporting the manner in which it operates the long-term funds in this respect.
Immediate annuities
This type of annuity is purchased with a single premium at the outset, and is paid to the policyholder for the remainder of their lifetime.
Payments may also continue for the benefit of a surviving spouse or partner after the annuitant’s death. Annuities may be level, or escalate at a fixed
rate, or may escalate in line with a price index and may be payable for a minimum period irrespective of whether the policyholder remains alive.
The main risks associated with this product are longevity and investment risks. Longevity risk arises where the annuities are paid for the lifetime of
the policyholder, and is managed through the initial pricing of the annuity and through reinsurance (appropriately collateralised) or transfer of existing
liabilities. Annuities may also be a partial ‘natural hedge’ against losses incurred in protection business in the event of increased mortality (and vice
versa) although the extent to which this occurs will depend on the similarity of the demographic profile of each book of business.
The pricing assumption for mortality risk is based on both historic internal information and externally-generated information on mortality experience,
including allowances for future mortality improvements. Pricing will also include a contingency margin for adverse deviations in assumptions.
Market and credit risk is influenced by the extent to which the cash flows under the contracts have been matched by suitable assets which is
managed under the ALM framework. Asset/liability modelling is used to monitor this position on a regular basis.
As noted earlier, a number of strategic initiatives were completed in 2016 that impacted the immediate annuity book.
Protection
These contracts are typically secured by the payment of a regular premium payable for a period of years providing benefits payable on certain events
occurring within the period. The benefits may be a single lump sum or a series of payments and may be payable on death, serious illness or sickness.
The main risk associated with this product is the claims experience and this risk is managed through the initial pricing of the policy (based on actuarial
principles), the use of reinsurance and a clear process for administering claims.
Market and credit risk is influenced by the extent to which the cash flows under the contracts have been matched by suitable assets which is
managed under the ALM framework. Asset/liability modelling is used to monitor this position on a regular basis.
Following the acquisition and reinsurance of AXA Wealth’s pension and protection business, the Group is exposed to increased mortality and new
business pricing risk, although this provides a natural hedge to the annuity business.
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NOTES TO THE IFRS CONSOLIDATED
FINANCIAL STATEMENTS
Continued
G. OTHER STATEMENT OF CONSOLIDATED FINANCIAL POSITION NOTES
G1. PROVISIONS
A provision is recognised when the Group has a present legal or constructive obligation, as a result of a past event, which is likely to result in an
outflow of resources and where a reliable estimate of the amount of the obligation can be made. If the effect is material, the provision is determined
by discounting the expected future cash flows at a pre-tax rate that reflects current market assessments of the time value of money and, where
appropriate, the risks specific to the liability.
A provision is recognised for onerous contracts when the expected benefits to be derived from the contracts are less than the related unavoidable
costs. The unavoidable costs reflect the net cost of exiting the contract, which is the lower of the cost of fulfilling it and any compensation
or penalties arising from failure to fulfil it.
2016
At 1 January
Additions in the year
Utilised during the year
Released during the year
Acquisition of Abbey Life
during the year (see note H2.2)
At 31 December
Leasehold properties
Leasehold
properties
£m
Staff
related
£m
Known
incidents
£m
PA(GI)
provision
£m
FCA
thematic
reviews
provision
£m
Restructuring
provision
£m
Other
£m
Total
£m
5
–
–
–
–
5
13
1
(1)
–
–
13
2
–
–
–
–
2
6
33
(6)
–
–
33
–
–
–
–
25
25
–
30
–
–
–
30
2
–
–
(1)
–
1
28
64
(7)
(1)
25
109
The leasehold properties provision has been made for amounts in respect of the excess of lease rentals and other payments on properties that are
currently vacant or are expected to become vacant, over the amounts to be recovered from subletting these properties. The discount rate used was
1.7% (2015: 1.7%) and it is expected that the provision will be utilised over the next 2 years (2015: 3 years).
Staff related
Staff related provisions include provisions for unfunded pensions of £6 million (2015: £6 million) and private medical insurance costs for former
employees of £3 million (2015: £3 million).
Known incidents
The known incidents provision was created for historical data quality, administration systems problems and process deficiencies on the policy
administration, financial reconciliations and operational finance aspects of business outsourced.
PA(GI) provision
In 2015, PA(GI), a subsidiary of the Group, was subject to a Companies Court judgement that directed that PA(GI) is liable to claimants for redress
relating to creditor insurance policies within a book of insurance underwritten by PA(GI) until 2006. As a consequence, PA(GI) is liable for complaint
handling and redress with regard to the complaints.
The PA(GI) provision of £33 million (2015: £6 million) represents the Group’s best estimate of the likely future costs. However, this is subject to a
number of risks and uncertainties including volumes of future complaints, the rates by which those complaints are upheld and the average redress
value. No allowance has been made for any third party recoveries.
FCA thematic reviews provision
On 3 March 2016, the FCA published a thematic review report on the fair treatment of long-standing customers in the life insurance sector.
Following completion of the review, Abbey Life is subject to additional investigations. Specifically, the FCA is exploring whether remedial
and/or disciplinary action is necessary or appropriate in respect of exit or paid-up charges being applied. Additionally, Abbey Life is being investigated
for potential contravention of regulatory requirements across a number of other areas assessed in the thematic review. The FCA has confirmed
that these investigations have been commenced in order to enable the FCA to establish the reasons for the practices within firms and determine
whether customers have suffered detriment as a result. No conclusion has been reached as to whether there have been any breaches of regulatory
requirements. The commencement of investigations itself therefore cannot be taken to indicate that disciplinary action against Abbey Life will result
nor does it indicate that a penalty will inevitably be imposed or that redress will be payable.
In addition, on 14 October 2016, the FCA published its thematic review of non-advised annuity sales. In its findings, the FCA identified concerns in
a small number of firms relating to significant communications that took place orally, usually on the telephone. The FCA also identified other areas
of possible concern, including in relation to the recording and maintenance of records of calls. The FCA encouraged all firms to consider its feedback
and take appropriate action to address the points raised.
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6
155
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On acquisition of Abbey Life on 30 December 2016, obligations arising as a result of past practices in the areas covered by the two thematic reviews
described above were assessed. As a result, it was determined appropriate to recognise a provision of £25 million on a fair value basis in this regard.
Any resultant outflow of economic benefits is subject to uncertainty given the absence of final findings from the FCA review procedures, which
would determine the extent to which the FCA may require Abbey Life to carry out remediation activities or impose financial penalties.
Under the terms of the acquisition, Deutsche Bank has provided PLHL with an indemnity, with a duration of up to eight years, in respect of
exposures that may arise in Abbey Life as a result of the FCA’s final thematic review findings in respect of annuity sales and enforcement in respect
of long-standing customers. The maximum amount that can be claimed under the indemnity is £175 million and it applies to all regulatory fines and
80% to 90% of the costs of customer remediation. The indemnity would be expected to mitigate the Group’s costs in the event of a crystallisation
of exposures deemed not to trigger the recognition of a provision based on current information, or deterioration in management’s estimate of the
liabilities associated with present obligations.
Restructuring provision
Following the acquisition of the AXA businesses in the period, the Group is committed to the restructuring of these businesses to align their operating
model with that of the other Group companies. These activities will involve separation and integration activities associated with the exiting of interim
services agreements entered into with the vendor, and costs involved with implementing the Group’s preferred outsourcer model. A provision of
£30 million has been recognised in respect of management’s best estimate of these costs as at 31 December 2016. The provision is expected to
be utilised within 18 months.
Included in other provisions are litigation and onerous contract provisions.
G2. TAX ASSETS AND LIABILITIES
Deferred tax is provided for on temporary differences between the carrying amounts of assets and liabilities for financial reporting purposes and the
amounts used for taxation purposes. Deferred tax is not provided in respect of temporary differences arising from the initial recognition of goodwill
and the initial recognition of assets or liabilities in a transaction that is not a business combination and that, at the time of the transaction, affects
neither accounting nor taxable profit. The amount of deferred tax provided is based on the expected manner of realisation or settlement of the
carrying amount of assets and liabilities, using tax rates and laws enacted or substantively enacted at the period end.
A deferred tax asset is recognised only to the extent that it is probable that future taxable profits will be available against which the asset can be
utilised. Deferred tax assets are reduced to the extent that it is no longer probable that the related tax benefit will be realised.
Current tax:
Current tax receivable
Current tax payable
Deferred tax:
Deferred tax liabilities
2016
£m
44
(12)
2015
£m
47
(7)
(378)
(354)
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1
6
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156
NOTES TO THE IFRS CONSOLIDATED
FINANCIAL STATEMENTS
Continued
G. OTHER STATEMENT OF CONSOLIDATED FINANCIAL POSITION NOTES continued
G2. TAX ASSETS AND LIABILITIES continued
Movement in deferred tax assets/(liabilities)
2016
Trading losses
Expenses and deferred acquisition costs carried forward
Provisions and other temporary differences
Non-refundable pension scheme surplus
Committed future pension contributions
Pension scheme deficit
Accelerated capital allowances
Unpaid interest
Acquired in-force business
Customer relationships
Unrealised gains
IFRS transitional adjustments
Adjustment for insurance policies held with related parties
in respect of the PGL Pension Scheme
2015
Trading losses
Expenses and deferred acquisition costs carried forward
Provisions and other temporary differences
Non-refundable pension scheme surplus
Committed future pension contributions
Accelerated capital allowances
Unpaid interest
Acquired in-force business
Customer relationships
IFRS transitional adjustments
Adjustment for insurance policies held with related parties
in respect of the PGL Pension Scheme
Recognised in
consolidated
income
statement
£m
Recognised
in other
comprehensive
income
£m
Acquisition of
AXA and
Abbey Life
(see note H2)
1 January
£m
31 December
£m
14
16
8
(7)
42
–
6
21
(359)
(37)
–
(54)
(4)
(354)
(5)
(13)
13
(3)
(8)
–
1
(5)
29
4
(2)
8
4
23
–
–
1
(3)
–
–
–
–
–
–
–
–
–
(2)
14
–
1
–
–
15
–
–
(34)
(4)
(35)
(2)
–
(45)
23
3
23
(13)
34
15
7
16
(364)
(37)
(37)
(48)
–
(378)
Recognised in
consolidated
income
statement
£m
Recognised
in other
comprehensive
income
£m
1 January
£m
Disposals in year
£m
31 December
£m
37
2
11
(8)
57
8
42
(401)
(43)
(64)
(5)
(364)
(22)
14
(2)
1
(10)
(2)
(21)
42
6
10
1
17
–
–
(1)
–
(5)
–
–
–
–
–
(6)
(1)
–
–
–
–
–
–
–
–
–
–
(1)
14
16
8
(7)
42
6
21
(359)
(37)
(54)
(4)
(354)
The Finance Act 2014 set the rate of corporation tax at 20% from 1 April 2015. Finance (No. 2) Act 2015 reduced the rate of corporation tax to 19% in
April 2017 and 18% from 1 April 2020. Finance Act 2016 reduced the corporation rate further to 17% from 1 April 2020. Consequently a blended rate
of tax has been used for the purposes of providing for deferred tax in these financial statements.
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157
F
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Deferred income tax assets are recognised for tax losses carried forward only to the extent that realisation of the related tax benefit is probable.
Deferred tax assets have not been recognised in respect of:
Tax losses carried forward
Excess expenses and deferred acquisition costs
Provisions and other temporary differences
Deferred tax assets not recognised on capital losses1
1 These can only be recognised against future capital gains and have no expiry date.
G3. PAYABLES RELATED TO DIRECT INSURANCE CONTRACTS
2016
£m
25
33
3
18
2015
£m
16
–
4
89
Payables related to direct insurance contracts are recognised when due and are measured on initial recognition at the fair value of the consideration
payable. Subsequent to initial recognition, these payables are measured at amortised cost using the effective interest rate method.
Payables related to direct insurance contracts
Amount due for settlement after 12 months
G4. ACCRUALS AND DEFERRED INCOME
This note analyses the Group’s accruals and deferred income at the end of the year.
Accruals and deferred income
Amount due for settlement after 12 months
G5. OTHER PAYABLES
2016
£m
484
–
2016
£m
204
–
2015
£m
364
–
2015
£m
128
1
Other payables are recognised when due and are measured on initial recognition at the fair value of the consideration payable. Subsequent to initial
recognition, these payables are measured at amortised cost using the effective interest rate method.
Investment broker balances
Other payables
Amount due for settlement after 12 months
2016
£m
37
65
102
–
2015
£m
581
96
677
–
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158
NOTES TO THE IFRS CONSOLIDATED
FINANCIAL STATEMENTS
Continued
G. OTHER STATEMENT OF CONSOLIDATED FINANCIAL POSITION NOTES continued
G6. PENSION SCHEMES
Defined contribution pension schemes
Obligations for contributions to defined contribution pension schemes are recognised as an expense in the consolidated income statement
as incurred.
Defined benefit pension schemes
The net surplus or deficit (the economic surplus or deficit) in respect of the defined benefit pension schemes is calculated by estimating the
amount of future benefit that employees have earned in return for their service in the current and prior years; that benefit is discounted to
determine its present value and the fair value of any scheme assets is deducted.
The economic surplus or deficit is subsequently adjusted to eliminate on consolidation the carrying value of insurance policies issued by Group
entities to the defined benefit pension schemes (the reported surplus or deficit). A corresponding adjustment is made to the carrying values of
insurance contract liabilities and investment contract liabilities.
As required by IFRIC 14, IAS 19 – ‘The limit on a Defined Benefit Asset, Minimum Funding Requirements and their Interaction’, to the extent that
the economic surplus will be available as a refund, the economic surplus is stated after a provision for tax that would be borne by the scheme
administrators when the refund is made. The Group recognises a pension surplus on the basis that it is entitled to the surplus of each scheme
in the event of a gradual settlement of the liabilities, due to its ability to order a winding-up of the Trust.
Additionally under IFRIC 14 pension funding contributions are considered to be a minimum funding requirement and, to the extent that the
contributions payable will not be available to the Group after they are paid into the scheme, a liability is recognised when the obligation arises.
The net defined benefit asset/liability represents the economic surplus net of all adjustments noted above.
The Group determines the net interest expense or income on the net defined benefit asset/liability for the period by applying the discount rate
used to measure the defined benefit obligation at the beginning of the annual period to the opening net defined benefit asset/liability. The discount
rate is the yield at the period end on AA credit rated bonds that have maturity dates approximating to the terms of the Group’s obligations.
The calculation is performed by a qualified actuary using the projected unit credit method.
The movement in the net defined benefit asset/liability is analysed between the service cost, past service cost, curtailments and settlements
(all recognised within administrative expenses in the consolidated income statement), the net interest cost on the net defined benefit asset/liability,
including any reimbursement assets (recognised within net investment income in the consolidated income statement), remeasurements of the
net defined asset/liability (recognised in other comprehensive income) and employer contributions.
This note describes the Group’s three main staff pension schemes for its employees, the Pearl Group Staff Pension Scheme, the PGL Pension
Scheme, and the Abbey Life Staff Pension Scheme and explains how the pension asset/liability is calculated.
An analysis of the defined benefit asset for each pension scheme is set out below:
Pearl Group Staff Pension Scheme (see G6.1)
Economic surplus
Minimum funding requirement obligation
Provision for tax on that part of the economic surplus available as a refund on a winding-up of the Scheme
Net defined benefit asset
PGL Pension Scheme (see G6.2)
Economic surplus (including £387 million (2015: £570 million) available as a refund on a winding-up of the Scheme)
Adjustment for insurance policies eliminated on consolidation
Adjustment for amounts due from subsidiary eliminated on consolidation
Net economic (deficit)/surplus
Minimum funding requirement obligation
Provision for tax on that part of the economic surplus available as a refund on a winding-up of the Scheme
Net defined benefit (liability)/asset
Abbey Life Staff Pension Scheme (see G6.3)
Net defined benefit liability
2016
£m
448
(66)
(157)
225
465
(913)
(6)
(454)
(4)
(135)
(593)
2015
£m
276
(74)
(97)
105
631
(22)
–
609
(9)
(199)
401
(87)
–
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1
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159
F
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In December 2016, the PGL Pension Scheme entered into a buy-in
transaction with PLL which converted the existing longevity swap
contract into a bulk annuity contract. Plan assets transferred as a result
of this transaction are no longer recognised in the pension scheme
asset/liability, but are instead recognised within financial assets in the
consolidated statement of financial position. Further details are included
in section G6.2.
The Group’s defined benefit schemes typically expose the Group to
a number of risks, the most significant of which are:
– Asset volatility – the value of the schemes’ assets will vary as market
conditions change and as such is subject to considerable volatility.
The volatility in the schemes’ assets can be caused by both volatility
within the markets or variations in the return achieved by the schemes’
investment managers relative to market performance. In particular
there is the risk that the variation in asset values will not be in line with
the variation in pension liability values, and as such differences in the
nature and duration of the assets and liabilities can cause difference in
the way that the assets and liabilities vary.
– Inflation risk – a significant proportion of the schemes’ benefit
obligations are linked to inflation, and higher inflation will lead to higher
liabilities (although in most cases, caps on the level of inflationary
increases are in place to protect against extreme inflation). Assets in
both schemes are invested so as to hedge a significant proportion of
the inflation risks, further details of which are included in this note.
– Life expectancy – the majority of the schemes’ obligations are
to provide benefits for the life of the member, so increases in life
expectancy will result in an increase in the liabilities.
The valuation has been based on an assessment of the liabilities of the
Pearl Scheme as at 31 December 2016, undertaken by independent
qualified actuaries. The present values of the defined benefit obligation
and the related interest costs have been measured using the projected
unit credit method.
Funding
A triennial funding valuation of the Pearl Scheme as at 30 June 2015 was
completed in September 2016. This showed a deficit as at 30 June 2015
of £300 million, on the agreed technical provisions basis.
On 27 November 2012, the principal employer and the Trustee of the
Pearl Scheme entered into a revised pensions funding agreement (the
‘Pensions Agreement’), the principal terms of which have not been
altered following the 30 June 2015 triennial valuation. The principal terms
of the Pensions Agreement are:
– annual cash payments into the scheme of £70 million in 2013 and
2014 payable on 30 September, followed by payments of £40 million
each year from 2015 to 2021. It is expected that the timing of payment
of contributions will change during 2017 so that the contributions
will be paid on a monthly basis. The Pensions Agreement includes
a sharing mechanism, related to the level of dividends paid out of
PGH2, that in certain circumstances allows for an acceleration of the
contributions to be paid to the Pearl Scheme;
– additional contributions may become payable if the scheme is not
anticipated to meet the two agreed funding targets:
(i) to reach full funding on the technical provisions basis by 30 June
2022; and
Information on each of these schemes is set out below.
(ii) to reach full funding on a gilts flat basis by 30 June 2031;
G6.1 Pearl Group Staff Pension Scheme
Scheme details
The Pearl Group Staff Pension Scheme (‘the Pearl Scheme’) comprises a
final salary section, a money purchase section and a hybrid section (a mix
of final salary and money purchase). The final salary and hybrid sections
of the Pearl Scheme are closed to new members, and since 1 July 2011
are also closed to future accrual by active members.
– the Trustee continues to benefit from a first charge over shares in
Phoenix Life Assurance Limited, Pearl Group Services Limited and
PGS2 Limited. The security claim granted under the share charges is
capped at the lower of £600 million and 100% of the Pearl Scheme
deficit (calculated on a basis linked to UK government securities)
revalued every three years thereafter; and
– covenant tests relating to the embedded value of certain companies
Defined contribution scheme
Contributions in the year amounted to £1 million (2015: £1 million).
Defined benefit scheme
The Pearl Scheme is established under, and governed by, the trust
deeds and rules and is funded by payment of contributions to a
separately administered trust fund. A Group company, Pearl Group
Holdings No.2 Limited (‘PGH2’), is the principal employer of the Pearl
Scheme. The principal employer meets the administration expenses
of the Scheme. The Pearl Scheme is administered by a separate
Trustee company, P.A.T. (Pensions) Limited, which is separate from the
company. The Trustee company is comprised of two representatives
from the Group, three member nominated representatives and one
independent trustee in accordance with the Trustee company’s articles
of association. The Trustee is required by law to act in the interest of all
relevant beneficiaries and is responsible for the investment policy with
regard to the assets.
To the extent that an economic surplus will be available as a refund, the
economic surplus is stated after a provision for tax that would be borne
by the scheme administrators when the refund is made. Additionally,
pension funding contributions are considered to be a minimum funding
requirement and, to the extent that the contributions payable will not be
available to the Group after they are paid into the scheme, a liability is
recognised when the obligation arises.
with the Group.
It should be noted that the terms of the £900 million facility agreement
(see note E5) restrict the Group’s ability, with certain exceptions, to
transfer assets into the companies over which the Trustee holds a charge
over shares.
An additional liability of £66 million (2015: £74 million) has been
recognised, reflecting a charge on any refund of the resultant
IAS 19 surplus that arises after adjustment for discounted future
contributions of £189 million (2015: £213 million) in accordance with
the minimum funding requirement. A deferred tax asset of £32 million
(2015: £38 million) has also been recognised to reflect tax relief at a rate
of 17% (2015: 18%) that is expected to be available on the contributions,
once paid into the scheme.
Contributions totalling £40 million were paid into the scheme on
30 September 2016 (2015: £40 million), and contributions totalling
£50 million are expected to be paid into the scheme in 2017,
£10 million in relation to the last quarter of 2016 and £40 million
by monthly instalments.
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1
6
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160
NOTES TO THE IFRS CONSOLIDATED
FINANCIAL STATEMENTS
Continued
G. OTHER STATEMENT OF CONSOLIDATED FINANCIAL POSITION NOTES continued
G6. PENSION SCHEMES continued
Summary of amounts recognised in the consolidated financial statements
The amounts recognised in the consolidated financial statements are as follows:
2016
At 1 January
Interest income/(expense)
Included in profit or loss
Remeasurements:
Return on plan assets excluding amounts included in interest
income
Loss from changes in demographic assumptions
Loss from changes in financial assumptions
Experience gains
Change in provision for tax on economic surplus available as
a refund
Change in minimum funding requirement obligation
Fair value
of scheme
assets
£m
2,213
Defined
benefit
obligation
£m
(1,937)
84
84
453
–
–
–
–
(73)
(73)
–
(15)
(367)
50
–
–
Included in other comprehensive income
453
(332)
Employer’s contributions
Benefit payments
40
(105)
–
105
Provision for
tax on the
economic
surplus
available as
a refund
£m
Minimum
funding
requirement
obligation
£m
(97)
(3)
(3)
–
–
–
(57)
–
(57)
–
–
(74)
(3)
(3)
–
–
–
–
11
11
–
–
Total
£m
105
5
5
453
(15)
(367)
50
(57)
11
75
40
–
At 31 December
2,685
(2,237)
(157)
(66)
225
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A
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R
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t
a
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d
A
c
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t
s
2
0
1
6
2015
At 1 January
Interest income/(expense)
Included in profit or loss
Remeasurements:
Return on plan assets excluding amounts included in interest
income
Gain from changes in demographic assumptions
Experience gains
Change in provision for tax on economic surplus available as
a refund
Change in minimum funding requirement obligation
Included in other comprehensive income
Employer’s contributions
Benefit payments
Fair value
of scheme
assets
£m
2,279
82
82
(85)
–
–
–
–
(85)
40
(103)
Defined
benefit
obligation
£m
(2,061)
(73)
(73)
–
55
39
–
–
94
–
103
Provision for
tax on the
economic
surplus
available as
a refund
£m
Minimum
funding
requirement
obligation
£m
(76)
(3)
(3)
–
–
–
(18)
–
(18)
–
–
(86)
(3)
(3)
–
–
–
–
15
15
–
–
161
F
i
n
a
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i
a
l
s
Total
£m
56
3
3
(85)
55
39
(18)
15
6
40
–
At 31 December
2,213
(1,937)
(97)
(74)
105
Scheme assets
The distribution of the scheme assets at the end of the year was as follows:
Hedging portfolio
Equities
Fixed interest gilts
Other debt securities
Properties
Private equities
Hedge funds
Cash and other
Obligations for repayment of stock lending collateral received
The actual return on plan assets was a gain of £537 million (2015: £3 million loss).
2016
2015
Of which not
quoted in an
active market
£m
(38)
–
–
–
206
38
30
–
–
236
Total
£m
2,327
134
129
958
206
38
30
84
(1,221)
2,685
Of which not
quoted in an
active market
£m
(24)
–
–
–
191
34
32
–
–
233
Total
£m
1,891
122
130
941
191
34
32
99
(1,227)
2,213
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6
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162
NOTES TO THE IFRS CONSOLIDATED
FINANCIAL STATEMENTS
Continued
G. OTHER STATEMENT OF CONSOLIDATED FINANCIAL POSITION NOTES continued
G6. PENSION SCHEMES continued
The Group ensures that the investment positions are managed within an asset liability matching (‘ALM’) framework that has been developed to
achieve long-term investments that are in line with the obligations under the Pearl Scheme. Within this framework an allocation of 25% of the scheme
assets is invested in collateral for interest rate and inflation rate hedging where the intention is to hedge greater than 90% of the interest rate and
inflation rate risk measured on the technical provisions basis.
The Pearl Scheme uses swaps, UK Government bonds and UK Government stock lending to hedge the interest rate and inflation exposure arising
from the liabilities which are disclosed in the table above as ‘Hedging Portfolio’ assets. Under the Scheme’s stock lending programme, the Scheme
lends a Government bond to an approved counterparty and receives a similar value in the form of cash in return which is typically reinvested into
other Government bonds. The Scheme retains economic exposure to the Government bond, hence the bonds continue to be recognised as scheme
assets with a corresponding liability to repay the cash received as disclosed in the table above.
Defined benefit obligation
The calculation of the defined benefit obligation can be allocated to the scheme’s members as follows:
– Deferred scheme members: 38% (2015: 40%)
– Pensioners: 62% (2015: 60%)
The weighted average duration of the defined benefit obligation at 31 December 2016 is 17 years (2015: 17 years).
Principal assumptions
The principal financial assumptions of the Pearl Scheme are set out in the table below:
Rate of increase for pensions in payment (5% per annum or RPI if lower)
Rate of increase for deferred pensions (‘CPI’)
Discount rate
Inflation – RPI
Inflation – CPI
2016
%
3.05
2.20
2.65
3.20
2.20
2015
%
2.95
2.05
3.85
3.05
2.05
The discount rate and inflation rate assumptions have been determined by considering the shape of the appropriate yield curves and the duration of
the Pearl Scheme’s liabilities. This method determines an equivalent single rate for each of the discount and inflation rates, which is derived from the
profile of projected benefit payments.
It has been assumed that post-retirement mortality is in line with a scheme-specific table which was derived from the actual mortality experience in
recent years based on the SAPS standard tables for males and for females based on year of use. Future longevity improvements are based on CMI
2014 Core Projections and a long-term rate of improvement of 2% p.a. up to and including age 75 then decreasing linearly to 0% p.a. at age 110.
Under these assumptions, the average life expectancy from retirement for a member currently aged 40 retiring at age 60 is 31.0 years and 33.1 years
for male and female members respectively.
A quantitative sensitivity analysis for significant actuarial assumptions as at 31 December 2016 is shown below:
2016
Assumptions
Sensitivity level
Base
Discount rate
RPI
Life expectancy
25bps
increase
25bps
decrease
25bps
increase
25bps
decrease
1 year
increase
1 year
decrease
Impact on the defined benefit obligation (£m)
2,237
(86)
91
60
(56)
63
(62)
2015
Assumptions
Sensitivity level
Base
Discount rate
RPI
Life expectancy
25bps
increase
25bps
decrease
25bps
increase
25bps
decrease
1 year
increase
1 year
decrease
Impact on the defined benefit obligation (£m)
1,937
(71)
75
54
(52)
54
(54)
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2
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1
6
163
F
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s
The above sensitivity analyses are based on a change in an assumption
while holding all other assumptions constant. In practice, this is unlikely
to occur, and changes in some of the assumptions may be correlated.
When calculating the sensitivity of the defined benefit obligation to
significant actuarial assumptions the same method has been applied
as when calculating the pension asset recognised within the statement
of financial position.
The UK Government currently intends to equalise benefits between
males and females arising from the accrual of Guaranteed Minimum
Pensions (‘GMP’) requirements. Legislation will be implemented
following completion of the ongoing consultation on this matter.
Once this consultation process has reached a conclusion, the Group
will be able to quantify the impact of this change.
G6.2 PGL Pension Scheme
The PGL Pension Scheme comprises a final salary section and a defined
contribution section.
Scheme details
Defined contribution scheme
Contributions in the year amounted to £6 million (2015: £6 million).
Defined benefit scheme
The defined benefit section of the PGL Pension Scheme is a final salary
arrangement which is closed to new entrants and has been closed to
future accrual by active members since 1 July 2011.
The PGL Scheme is administered by a separate trustee company,
PGL Pension Trustee Ltd. The trustee company is comprised of
two representatives from the Group, three member nominated
representatives and one independent trustee in accordance with the
trustee company’s articles of association. The Trustee is required by
law to act in the interest of all relevant beneficiaries and is responsible
for the investment policy with regard to the assets plus the day to day
administration of the benefits.
The valuation has been based on an assessment of the liabilities of
the PGL Pension Scheme as at 31 December 2016, undertaken by
independent qualified actuaries.
To the extent that an economic surplus will be available as a refund,
the economic surplus is stated after a provision for tax that would
be borne by the scheme administrators when the refund is made.
Additionally pension funding contributions are considered to be a
minimum funding requirement and, to the extent that the contributions
payable will not be available to the Group after they are paid into the
scheme, a liability is recognised when the obligation arises.
Funding
A triennial funding valuation of the PGL Pension Scheme as at 30 June
2015 was completed in June 2016. This showed a surplus as at 30 June
2015 of £164 million. Following discussions with the Trustee of the
PGL Pension Scheme it was agreed that the existing schedule of cash
contributions to the scheme amounting to £59 million in total over the
period from October 2013 to August 2017 would remain unchanged.
Contributions totalling £15 million were paid into the scheme in 2016
(2015: £15 million) and the remaining outstanding contributions totalling
£10 million are expected to be paid into the scheme in 2017.
An additional liability has been recognised of £4 million (2015: £9 million)
reflecting a charge on any refund of the resultant economic surplus
(prior to the elimination of insurance policies) that arises after adjustment
for discounted future contributions of £10 million (2015: £24 million) in
accordance with the minimum funding requirement. A deferred tax
asset of £2 million (2015: £4 million) has also been recognised to reflect
tax relief at a rate of 17% (2015: 18%) that is expected to be available on
the contributions, once paid into the scheme.
Liability management exercises
In January 2016, the Group carried out a pension increase exchange
(‘PlE’) exercise in respect of the PGL Pension Scheme. Existing in-scope
pensioners were offered the option to exchange future non-statutory
pension increases for a one-off uplift to their current pension, thereby
reducing longevity and inflation risk for the Group. The financial effect
of all acceptances received in the period has been recognised in the
consolidated financial statements as a reduction in scheme liabilities of
£3 million shown as a past service credit in the condensed consolidated
income statement.
In February 2016, the Group commenced a flexible retirement option
(‘FRO’) exercise whereby defined members who are eligible to retire
within the PGL Pension Scheme were offered a transfer value on
standard terms or a pension in the scheme. The financial effect of all
acceptances received have been recognised in the consolidated financial
statements and an experience gain of £2 million on liabilities arose as a
result of this exercise.
Insurance policies with Group entities
In June 2014, the PLL non-profit fund entered into a longevity swap with
the PGL Pension Scheme with effect from 1 January 2014, under which
the Scheme transferred the risk of longevity improvements to PLL.
The financial effect of this contract was eliminated on consolidation.
In December 2016, the PGL Pension Scheme entered into a ‘buy-in’
agreement with PLL, which converted the longevity swap contract
into a bulk annuity contract, covering both longevity and investment
risk. The Scheme transferred £1,164 million of plan assets to a collateral
account over which PLL has a fixed charge. The assets transferred to
PLL are recognised in the relevant line within financial assets in the
consolidated statement of financial position (see note E1). The transfer
of the assets constituted the payment of the premium to PLL and a
simultaneous deposit of collateral by PLL, and was net of a £23 million
prepayment by PLL to the scheme in respect of benefits up to 31 May
2017. An adjustment of £6 million to the value of the premium is due
to be paid by PLL to the PGL Scheme in 2017. The economic effect
of the ‘buy-in’ transaction in the Scheme is to replace the plan assets
transferred with a single line insurance policy reimbursement asset
which is eliminated on consolidation. The value of this insurance policy at
31 December 2016 was £892 million.
Included within insurance policies with Group entities of £913 million
is a further insurance policy reimbursement asset of £21 million
(2015: £22 million) which was also eliminated on consolidation.
At the same time as the buy-in transaction, there was a rule change
made with respect to pre-1997 excess benefits for members of the
Phoenix section of the PGL Scheme. Pensions increases will now be
increased in line with CPI inflation subject to a maximum of 5% p.a.
Prior to this, members received discretionary increases in payment on
these benefits with the discretionary increases not allowed for in the
defined benefit obligation. The financial impact of this change has been
to recognise an increase in the defined benefit obligation of £6 million,
and a past service cost in the consolidated income statement.
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164
NOTES TO THE IFRS CONSOLIDATED
FINANCIAL STATEMENTS
Continued
G. OTHER STATEMENT OF CONSOLIDATED FINANCIAL POSITION NOTES continued
G6. PENSION SCHEMES continued
Summary of amounts recognised in the consolidated financial statements
The amounts recognised in the consolidated financial statements are as follows:
2016
Fair value of
scheme assets
£m
2,006
Defined
benefit
obligation
£m
(1,397)
Provision for
tax on the
economic
surplus
available as
a refund
£m
Minimum
funding
requirement
obligation
£m
(199)
(9)
At 1 January
Interest income/(expense)
Administrative expenses
Past service cost
Included in profit or loss
Remeasurements:
Return on plan assets excluding amounts included in interest
income
Experience gains
Loss from changes in financial assumptions
Loss from changes in demographic assumptions
Change in provision for tax on economic surplus available as
a refund
Change in minimum funding requirement obligation
76
(2)
–
74
349
–
–
–
–
(52)
–
(3)
(55)
–
15
(289)
(8)
–
–
Included in other comprehensive income
349
(282)
Scheme assets transferred as premium for buy-in transaction
Employer’s contributions
Benefit payments
(1,164)
15
(85)
–
–
85
Total
£m
401
16
(2)
(3)
11
349
15
(289)
(8)
72
5
144
(1,164)
15
–
(8)
–
–
(8)
–
–
–
72
–
72
–
–
–
–
–
–
–
–
–
–
–
5
5
–
–
–
At 31 December
1,195
(1,649)
(135)
(4)
(593)
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6
2015
At 1 January
Interest income/(expense)
Administrative expenses
Included in profit or loss
Remeasurements:
Return on plan assets excluding amounts included in interest
income
Experience gains
Gain from changes in financial assumptions
Change in provision for tax on economic surplus available as
a refund
Change in minimum funding requirement obligation
Included in other comprehensive income
Employer’s contributions
Benefit payments
Fair value of
scheme assets
£m
2,024
Defined
benefit
obligation
£m
(1,457)
Provision for
tax on the
economic
surplus
available as
a refund
£m
(184)
Minimum
funding
requirement
obligation
£m
(13)
73
(3)
70
(40)
–
–
–
–
(40)
15
(63)
(52)
–
(52)
–
13
36
–
–
49
–
63
(6)
–
(6)
–
–
–
(9)
–
(9)
–
–
(1)
–
(1)
–
–
–
–
5
5
–
–
165
F
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Total
£m
370
14
(3)
11
(40)
13
36
(9)
5
5
15
–
At 31 December
2,006
(1,397)
(199)
(9)
401
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166
NOTES TO THE IFRS CONSOLIDATED
FINANCIAL STATEMENTS
Continued
G. OTHER STATEMENT OF CONSOLIDATED FINANCIAL POSITION NOTES continued
G6. PENSION SCHEMES continued
Scheme assets
The distribution of the scheme assets at the end of the year was as follows:
Fixed interest gilts
Index-linked bonds
Swaps
Properties
Hedge funds
Corporate bonds
Cash and other
Obligations for repayment of stock lending collateral received
Reported scheme assets
Add back:
Insurance policies eliminated on consolidation
Amounts due from subsidiary eliminated on consolidation
Economic value of assets
The actual return on plan assets was £425 million (2015: £33 million).
2016
2015
Of which not
quoted in an
active market
£m
–
–
7
104
85
–
–
–
196
–
–
196
Total
£m
320
732
7
104
85
13
29
(95)
1,195
913
6
2,114
Of which not
quoted in an
active market
£m
–
–
3
98
83
–
–
184
–
–
184
Total
£m
930
984
3
98
83
21
(113)
2,006
22
–
2,028
The Group ensures that the investment positions are managed within an asset liability matching (ALM) framework that has been developed to
achieve long-term investments that are in line with the obligations under the pension scheme. Within this framework an allocation of 85% of the
scheme assets is invested in a combination of supranational debt and a liability hedging portfolio. The Liability Driven Investment (‘LDI’) portfolio is
passively managed against a liability benchmark in order to hedge the duration and inflation risks.
The PGL Scheme uses swaps, UK Government bonds and UK Government stock lending to hedge the interest rate and inflation exposure arising
from the liabilities. Under the Scheme’s stock lending programme, the Scheme lends a Government bond to an approved counterparty and
receives a similar value of cash in return which it typically reinvested into other Government bonds. The Scheme retains economic exposure to
the Government bonds, hence the value of the gilts continues to be recognised as a scheme asset with a corresponding liability to repay the cash
received as disclosed in the table above.
Defined benefit obligation
The calculation of the defined benefit obligation can be allocated to the scheme’s members as follows:
– Deferred scheme members: 39% (2015: 39%)
– Pensioners: 61% (2015: 61%)
The weighted average duration of the defined benefit obligation at 31 December 2016 is 19 years (2015: 17 years).
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Principal assumptions
The principal financial assumptions of the PGL Pension Scheme are set out in the table below:
Rate of increase for pensions in payment (7.5% per annum or RPI if lower}
Rate of increase for deferred pensions (‘CPI’)
Discount rate
Inflation – RPI
Inflation – CPI
167
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s
2016
%
3.25
2.20
2.65
3.20
2.20
2015
%
3.10
2.05
3.85
3.05
2.05
The discount rate and inflation assumptions have been determined by considering the shape of the appropriate yield curves and the duration of the
PGL Scheme liabilities. This method determines an equivalent single rate for each of the discount and inflation rates, which is derived from the profile
of projected benefit payments.
It has been assumed that post-retirement mortality is in line with 86%/94% of S1PA base tables with future longevity improvements in line with
CMI 2014 Core Projections and a long-term rate of improvement of 2% p.a. up to and including age 75 then decreasing linearly to 0% at age
110. Under these assumptions, the average life expectancy from retirement for a member currently aged 40 retiring at age 62 is 27.7 years and
29.5 years for male and female members respectively.
A quantitative sensitivity analysis for significant actuarial assumptions as at 31 December 2016 is shown below:
2016
Assumptions
Sensitivity level
Base
Discount rate
RPI
Life expectancy
25bps
increase
25bps
decrease
25bps
increase
25bps
decrease
1 year
increase
1 year
decrease
Impact on the defined benefit obligation (£m)
1,649
(70)
75
47
(51)
55
(55)
2015
Assumptions
Sensitivity level
Base
Discount rate
RPI
Life expectancy
25bps
increase
25bps
decrease
25bps
increase
25bps
decrease
1 year
increase
1 year
decrease
Impact on the defined benefit obligation (£m)
1,397
(54)
57
37
(39)
46
(46)
The above sensitivity analyses are based on a change in an assumption while holding all other assumptions constant. In practice, this is unlikely
to occur, and changes in some of the assumptions may be correlated. When calculating the sensitivity of the defined benefit obligation to
significant actuarial assumptions the same method has been applied as when calculating the pension liability recognised within the statement
of financial position.
The UK Government currently intends to equalise benefits between males and females arising from the accrual of Guaranteed Minimum Pension
(‘GMP’) requirements. Legislation will be implemented following completion of the ongoing consultation on this matter. Once this consultation
process has reached a conclusion, the Group will be able to quantify the impact of this change.
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168
NOTES TO THE IFRS CONSOLIDATED
FINANCIAL STATEMENTS
Continued
G. OTHER STATEMENT OF CONSOLIDATED FINANCIAL POSITION NOTES continued
G6. PENSION SCHEMES continued
G6.3 Abbey Life Staff Pension Scheme
Scheme details
The Abbey Life Staff Pension Scheme (‘the Abbey Life Scheme’) was consolidated into the Group statement of financial position following the
acquisition of Abbey Life Assurance Company Limited (‘Abbey Life’) (see note H2.2). The scheme is a defined benefit scheme which is currently
open to future accrual. The Abbey Life Scheme is a registered occupational pension scheme, set up under Trust, and legally separate from the
employer Abbey Life. The scheme is administered by Abbey Life Trust Securities Limited (‘The Trustee’), a corporate trustee. There are four Trustee
Directors, two of whom are nominated by the scheme members and two of whom are appointed by Abbey Life. The Trustee is responsible for
administering the scheme in accordance with the trust deed and rules and pensions laws and regulations.
The trust deed under which the Abbey Life Scheme is established provides for the gradual settlement of the plan liabilities over time until all members
have left the scheme. Where appropriate, any excess value of the assets over the liabilities is recognised in the consolidated statement of financial
position in accordance with IFRIC 14.
The valuation has been based on an assessment of the liabilities of the Abbey Life Scheme as at 31 December 2016 undertaken by independent
qualified actuaries. The present values of the defined benefit obligation and the related interest costs have been measured using the projected unit
credit method.
Funding
The last funding valuation of the Scheme was carried out by a qualified actuary as at 31 March 2015 and showed a deficit of £107 million. A new
schedule of contributions was introduced with effect from 1 July 2016 following completion of the 31 March 2015 funding valuation. In respect of
future accrual of benefits, Abbey Life will pay 39.5% of gross pensionable earnings from 1 July 2016. In relation to deficit contributions, Abbey Life
will pay the following:
– a lump sum of £15 million into the Scheme by 30 June 2016 (paid on 24 June 2016);
– monthly contributions of £246,000 into the Scheme between 1 July 2016 and 30 June 2026. These amounts are to be paid to the Scheme on or
before the 19th of the calendar month following that to which the payment relates;
– annual payments of £2.92 million into the 2016 Charged Account by 31 July each year, with the first payment being due by 31 July 2016, and the
last payment due by 31 July 2025.
The Charged Accounts are escrow accounts which were created to provide the Trustees with additional security in light of the funding deficit.
The amounts held in the Charged Accounts do not form part of Scheme assets.
Under the terms of the 2013 Funding Agreement dated 28 June 2013, the funding position of the Scheme will be assessed as at 31 March 2021.
A payment will be made from the 2013 Charged Account to the Scheme if the results of the assessment reveal a shortfall calculated in accordance
with the terms of the 2013 Funding Agreement. The amount of the payment will be the lower of the amount of the shortfall and the amount held in
the 2013 Charged Account.
Under the terms of the 2016 Funding Agreement dated 23 June 2016, the funding position of the Scheme will be assessed as at 31 March 2027.
A payment will be made from the 2016 Charged Account to the Scheme if the results of the assessment reveal a shortfall calculated in accordance
with the terms of the 2016 Funding Agreement. The amount of the payment will be the lower of the amount of the shortfall and the amount held in
the 2016 Charged Account.
Summary of amounts recognised in the consolidated financial statements
The amounts recognised in the consolidated financial statements are as follows:
2016
At 1 January
Acquisition of Abbey Life
At 31 December
Fair value of
scheme assets
£m
Defined benefit
obligation
£m
–
237
237
–
(324)
(324)
Total
£m
–
(87)
(87)
As the acquisition of Abbey Life took place on 30 December 2016, no amounts are recognised in the consolidated income statement or in the
statement of comprehensive income in relation to the Abbey Life Scheme.
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Scheme assets
The distribution of the scheme assets at the end of the year was as follows:
Equities – UK
Fixed interest government bonds
Corporate bonds
Derivatives
Cash and cash equivalents
Pension scheme assets
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Total
£m
25
115
123
(35)
9
237
Of which not
quoted in an
active market
£m
–
–
–
(35)
–
(35)
Derivative values above include interest rate and inflation rate swaps and foreign exchange forward contracts. The Abbey Life Scheme has hedged
its inflation risk through an inflation swap. It is currently exposed to interest rate risk to the extent that the holdings in bonds are mismatched to the
scheme liabilities. The long-term intention is to fully hedge this risk through an interest rate swap. Further key risks that will remain are longevity and
credit spread exposures.
Defined benefit obligation
The calculation of the defined benefit obligation can be allocated to the scheme’s members as follows:
– Active scheme members: 5%
– Deferred scheme members: 59%
– Pensioners: 36%
The weighted average duration of the defined benefit obligation at 31 December 2016 is 18 years.
Principal assumptions
The principal financial assumptions of the Abbey Life Scheme are set out in the table below:
Rate of increase for pensions in payment
Rate of increase for deferred pensions (‘CPI’ subject to caps)
Discount rate
Inflation – RPI
Inflation – CPI
Rate of salary increases
Commutation of benefits to lump sums on retirement
2016
%
3.05
2.20
2.70
3.20
2.20
4.20
15.00
The discount rate and inflation assumptions have been determined by considering the shape of the appropriate yield curves and the duration of the
Abbey Life Scheme liabilities. This method determines an equivalent single rate for each of the discount and inflation rates, which is derived from the
profile of projected benefit payments.
It has been assumed that post-retirement mortality is in line with a scheme-specific table which was derived from the actual mortality experience
in recent years, performed as part of the actuarial funding valuation as at 31 March 2015, using the SAPS S2 ‘Light’ tables for males and for females
based on year of use. Future longevity improvements are based on CMI 2015 Core Projections with long-term improvements of 1.25% p.a.
Under these assumptions the average life expectancy from retirement for a member currently aged 45 retiring at age 65 is 25.0 years and 27.2 years
for male and female members respectively.
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NOTES TO THE IFRS CONSOLIDATED
FINANCIAL STATEMENTS
Continued
G. OTHER STATEMENT OF CONSOLIDATED FINANCIAL POSITION NOTES continued
A quantitative sensitivity analysis for significant actuarial assumptions as at 31 December 2016 is shown below:
2016
Assumptions
Sensitivity level
Base
Discount rate
RPI
Life expectancy
25bps
increase
25bps
decrease
25bps
increase
25bps
decrease
1 year
increase
1 year
decrease
Impact on the defined benefit obligation (£m)
324
(14)
15
11
(11)
10
(10)
The above sensitivity analyses are based on a change in an assumption while holding all other assumptions constant. In practice, this is unlikely
to occur, and changes in some of the assumptions may be correlated. When calculating the sensitivity of the defined benefit obligation to
significant actuarial assumptions the same method has been applied as when calculating the pension liability recognised within the statement
of financial position.
The UK Government currently intends to equalise benefits between males and females arising from the accrual of Guaranteed Minimum Pension
(‘GMP’) requirements. Legislation will be implemented following completion of the ongoing consultation on this matter. Once this consultation
process has reached a conclusion, the Group will be able to quantify the impact of this change.
G7. INTANGIBLE ASSETS
Goodwill
Business combinations are accounted for by applying the purchase method. Goodwill represents the difference between the cost of the acquisition
and the fair value of the net identifiable assets acquired.
Goodwill is measured on initial recognition at cost. Following initial recognition, goodwill is stated at cost less any accumulated impairment losses.
It is tested for impairment annually or when there is evidence of possible impairment. Goodwill is not amortised. For impairment testing, goodwill
is allocated to relevant cash generating units and is impaired when the recoverable amount is less than the carrying value.
Acquired in-force business
Insurance and investment contracts with DPF acquired in business combinations and portfolio transfers are measured at fair value at the time
of acquisition. The difference between the fair value of the contractual rights acquired and obligations assumed and the liability measured in
accordance with the Group’s accounting policies for such contracts is recognised as acquired in-force business. This acquired in-force business
is amortised over the estimated life of the contracts on a basis which recognises the emergence of the economic benefits.
The value of acquired in-force business related to investment contracts without DPF is recognised at its fair value and is amortised on a diminishing
balance basis.
An impairment review is performed whenever there is an indication of impairment. When the recoverable amount is less than the carrying value,
an impairment loss is recognised in the consolidated income statement. Acquired in-force business is also considered in the liability adequacy
test for each reporting period.
The acquired in-force business is allocated to relevant cash generating units for the purposes of impairment testing.
Customer relationships
The customer relationship intangible asset includes vesting pension premiums and is measured on initial recognition at cost. The cost of this
intangible asset acquired in a business combination is its fair value as at the date of acquisition. Following initial recognition, the customer relationship
intangible asset is carried at cost less any accumulated amortisation and any accumulated impairment losses.
The intangible asset is amortised on a straight-line basis over its useful economic life and assessed for impairment whenever there is an indication
that the recoverable amount of the intangible asset is less than its carrying value. The customer relationship intangible asset is allocated to relevant
cash generating units for the purposes of impairment testing.
Internally generated intangible assets are not capitalised and expenditure is reflected in the consolidated income statement in the year in which
the expenditure is incurred.
Present value of future profits on non-participating business in the with-profit fund
The present value of future profits is determined on a realistic basis.
Brands
Brands acquired in a business combination are recognised at fair value at the acquisition date, and measured on initial recognition at cost.
Brands have finite lives and are carried at cost less amortisation. Amortisation is calculated using the straight-line method to allocate the cost of
brands over their estimated useful lives. They are tested for impairment annually or when there is evidence of possible impairment. For impairment
testing, they are allocated to the relevant cash generating unit. Brands are impaired when the recoverable amount is less than the carrying value.
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0
1
6
2016
Cost or valuation
At 1 January
On acquisition of AXA businesses (see note H2.1)
On acquisition of Abbey Life (see note H2.2)
Revaluation
At 31 December
Amortisation and impairment
At 1 January
Amortisation charge for the year
At 31 December
Carrying amount at 31 December
Amount recoverable after 12 months
2015
Cost or valuation
At 1 January
Revaluation
At 31 December
Amortisation
At 1 January
Amortisation charge for the year
Impairment charge for the year
At 31 December
Carrying amount at 31 December
Amount recoverable after 12 months
Other intangibles
Acquired
in-force
business
£m
Customer
relationships
£m
Present value
of future
profits
£m
Goodwill
£m
Brands
£m
Total other
intangibles
£m
39
10
8
–
57
–
–
–
57
57
2,048
297
38
180
–
–
–
–
2,266
297
(783)
(76)
(859)
(95)
(14)
(109)
1,407
188
1,302
174
17
–
–
(11)
6
–
–
–
6
6
–
20
–
–
20
–
–
–
20
18
214
1,678
198
1,557
Other intangibles
Acquired
in-force
business
£m
Customer
relationships
£m
Present value
of future
profits
£m
Total other
intangibles
Goodwill
£m
39
–
39
–
–
–
–
39
39
2,048
–
2,048
(635)
(84)
(64)
(783)
297
–
297
(80)
(15)
–
(95)
1,265
202
1,191
187
23
(6)
17
–
–
–
–
17
17
171
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Total
£m
2,401
68
188
(11)
2,646
(878)
(90)
(968)
Total
£m
2,407
(6)
2,401
(715)
(99)
(64)
(878)
314
20
–
(11)
323
(95)
(14)
(109)
320
(6)
314
(80)
(15)
–
(95)
219
1,523
204
1,434
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NOTES TO THE IFRS CONSOLIDATED
FINANCIAL STATEMENTS
Continued
G. OTHER STATEMENT OF CONSOLIDATED FINANCIAL
POSITION NOTES continued
G7. INTANGIBLE ASSETS continued
G7.1 Goodwill
The carrying value of goodwill has been tested for impairment at the
year-end. No impairment has resulted as the value in use of this
intangible continues to exceed its carrying value.
£39 million of the goodwill is attributable to the management services
business of the Phoenix Life segment. Value in use has been determined
as the present value of certain future cash flows associated with this
business. The cash flows used in this calculation have been valued
using a discount rate of 7.7% (2015: 9.0%) and are consistent with
those adopted by management in the Group’s operating plan and,
for the period 2021 and beyond, reflect the anticipated run-off of the
Phoenix Life insurance business. The underlying assumptions of these
projections include management’s best estimates with regards to
longevity, persistency, mortality and morbidity.
Impairment tests have been performed using assumptions which
management consider reasonable. Given the magnitude of the excess
of the value in use over carrying value, management does not believe
that a reasonably foreseeable change in key assumptions would cause
the carrying value to exceed value in use.
During the year, goodwill of £10 million was recognised on the acquisition
of the AXA businesses and £8 million was recognised on the acquisition
of Abbey Life. These businesses are considered to be separate cash
generating units for the purpose of impairment testing.
G7.2 Acquired in-force business
Acquired in-force business on insurance contracts and investment
contracts with DPF represents the difference between the fair value of
the contractual rights under these contracts and the liability measured
in accordance with the Group’s accounting policies for such contracts.
This intangible is being amortised in accordance with the run-off of the
book of business.
Acquired in-force business on investment contracts without DPF is being
amortised on a 15% diminishing balance basis. This basis of amortisation
has been updated following the application of the amendment to IAS
38 Intangible Assets, effective from 1 January 2016. This change
has had no impact on the amounts recognised in the consolidated
financial statements.
Acquired in-force business of £38 million and £180 million was
recognised upon the acquisitions of the AXA businesses and Abbey Life
respectively (see note H2). The £38 million arising upon the acquisition
of the AXA businesses is analysed as £116 million in respect of the value
in-force of acquired unit-linked business and negative AVIF of £78 million
arising in respect of the acquired protection business. Further detail is
provided in note H2.
G7.3 Customer relationships
The customer relationships intangible at 31 December 2016 relates to
vesting pension premiums which captures the new business arising
from policies in-force at the acquisition date in September 2009,
specifically top-ups made to existing policies and annuities vested from
matured pension policies. The total value of this customer relationship
intangible at acquisition was £297 million and has been allocated to
the Phoenix Life segment. This intangible is being amortised over a
20 year period.
The amortisation charge for customer relationships is presented
separately in the consolidated income statement.
No indicators of impairment were identified during the period and
consequently no impairment test on this intangible has been carried out.
G7.4 Present value of future profits on non-participating business
in the with-profit fund
The principal assumptions used to calculate the present value of future
profits are the same as those used in calculating the insurance contract
liabilities given in note F4.1. Revaluation of the present value of future
profits is charged or credited to the consolidated income statement
as appropriate.
G7.5 Brands
The brand intangible of £20 million was recognised on acquisition of the
AXA businesses and represents the value attributable to the SunLife
brand as at 1 November 2016. The intangible asset was valued on a
‘multi-period excess earnings’ basis.
The brand intangible is being amortised over a 10 year period.
G8. PROPERTY, PLANT AND EQUIPMENT
Owner-occupied property is stated at its revalued amount, being
its fair value at the date of the revaluation less any subsequent
accumulated depreciation and impairment. Owner-occupied property
is depreciated over its estimated useful life, which is taken as 50 years.
Land is not depreciated. Gains and losses on owner-occupied
property are recognised in the statement of consolidated
comprehensive income.
Owner-occupied properties
2016
£m
25
2015
£m
19
Owner-occupied properties have been valued by accredited independent
valuers at 31 December 2016 on an open market basis in accordance
with the Royal Institution of Chartered Surveyors’ requirements, which
is deemed to equate to fair value. The fair value measurements for the
properties of £25 million have been categorised as Level 3 fair values
based on the non-observable inputs to the valuation technique used.
The following table shows a reconciliation from the opening to the
closing fair value for the Level 3 owner-occupied properties at valuation:
At 1 January
On acquisition of AXA businesses (see note H2.1)
Depreciation recognised in consolidated income statement
Remeasurement recognised in other comprehensive
income
At 31 December
Unrealised gains for the year
2016
£m
19
6
–
–
25
–
The fair value of the owner-occupied properties at valuation was derived
using the investment method supported by comparable evidence.
The significant non-observable inputs used in the valuations are the
expected rental values per square foot and the capitalisation rates.
The fair value of the owner-occupied properties valuation would increase
(decrease) if the expected rental values per square foot were to be higher
(lower) and the capitalisation rates were to be lower (higher).
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G9. INVESTMENT PROPERTY
Investment property is stated at fair value. Fair value is the price that would be received to sell a property in an orderly transaction between market
participants at the measurement date. Gains and losses arising from the change in fair value are recognised in the consolidated income statement.
Leases, where a significant portion of the risks and rewards of ownership are retained by the lessor, are classified as operating leases.
Where investment property is leased out by the Group, rental income from these operating leases is recognised as income in the consolidated
income statement on a straight-line basis over the period of the lease.
At 1 January
On acquisition of Abbey Life (see note H2.2)
Additions
Improvements
Disposals
On loss of control of UKCPT (see note H3)
Gains on adjustments to fair value (recognised in consolidated income statement)
At 31 December
Unrealised gains on properties held at end of period
2016
£m
1,942
7
–
23
(44)
(1,308)
26
646
27
2015
£m
1,858
–
152
19
(227)
–
140
1,942
120
As at 31 December 2016, the property portfolio of £444 million is held by the life companies and is held in a mix of commercial sectors. As at
31 December 2015, the portfolio consisted of a mix of commercial sectors, held by the life companies, of £420 million, and by the UK Commercial
Property Trust, of £1,312 million. The portfolio is spread geographically throughout the UK.
In February 2016, the Group assessed that it no longer controlled UKCPT and consequently deconsolidated this group of subsidiaries effective from
this date. As a result, the UKCPT property portfolio is no longer included within the Group investment property portfolio as at 31 December 2016.
Investment properties also include £202 million (2015: £210 million) of property reversions arising from sales of the NPI Extra Income Plan (see note
E5 for further details).
Commercial investment property is measured at fair value by independent property valuers having appropriate recognised professional qualifications
and recent experiences in the location and category of the property being valued. The valuations are carried out in accordance with the Royal Institute
of Chartered Surveyors (‘RICS’) guidelines with expected income and capitalisation rate as the key non-observable inputs.
The residential property reversions, an interest in customers’ properties which the Group will realise upon their death, are valued using a DCF
model based on the Group’s proportion of the current open market value, and discounted for the expected lifetime of the policyholder. The open
market value is measured by independent local property surveyors having appropriate recognised professional qualifications with reference to the
condition of the property and local market conditions. The individual properties are valued triennially and indexed using regional house price indices
to the 31 December 2016. The discount rate is a risk-free rate appropriate for the duration of the asset, adjusted for liquidity and mortality risk.
Assumptions are also made in the valuation for future movements in property prices. The residential property reversions have been substantially
refinanced under the arrangements with Santander as described in note E5.
The fair value measurement of the investment properties has been categorised as a Level 3 fair value based on the inputs to the valuation techniques
used. The following table shows the valuation techniques used in measuring the fair value of the investment properties, the significant non-
observable inputs used, the inter-relationship between the key non-observable inputs and the fair value measurement of the investment properties:
Description
Commercial Investment Property
(held by life
companies)
Residential Property Reversions
(held by life companies)
Valuation techniques
RICS valuation
Significant non-observable inputs
Range (weighted average)
Expected income per sq. ft.
£4.91 – £99.97 (£22.62)
Capitalisation rate
4.72% – 9.96% (6.12%)
DCF Model and RICS valuation
Mortality
130% IFL92C15 – Female
130% IML92C15 – Male
Future growth in house prices
5 year RPI estimate + 1% margin
Discount rates
5 year Gilt Spot Rate + 1.7% margin
The estimated fair value of the commercial properties held by life companies would increase (decrease) if:
– the expected income were to be higher (lower); or
– the capitalisation rate were to be lower (higher).
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NOTES TO THE IFRS CONSOLIDATED
FINANCIAL STATEMENTS
Continued
G. OTHER STATEMENT OF CONSOLIDATED FINANCIAL POSITION NOTES continued
G9. INVESTMENT PROPERTY continued
The fair value of the residential property reversions (held by life companies) would increase (decrease) if the market value of the property were to be
higher (lower) or the life expectancy of the policyholders were to increase (decrease). The fair value is also sensitive to discount rate and house prices
as follows:
– an increase of 1% in house price inflation would increase the fair value by £11 million (2015: £11 million);
– a decrease of 1% in house price inflation would decrease the fair value by £10 million (2015: £11 million);
– an increase of 1% in the discount rate would decrease the fair value by £10 million (2015: £10 million);
– a decrease of 1% in the discount rate would increase the fair value by £10 million (2015: £11 million).
Direct operating expenses (offset against rental income in the consolidated income statement) in respect of investment properties that generated
rental income during the year amounted to £1 million (2015: £5 million). The direct operating expenses arising from investment property that did not
generate rental income during the year amounted to £2 million (2015: £3 million).
Future minimum lease rental receivables in respect of non-cancellable operating leases on investment properties were as follows:
Not later than 1 year
Later than 1 year and not later than 5 years
Later than 5 years
* 2015 balances have been restated following a methodology change in valuation.
G10. OTHER RECEIVABLES
2016
£m
21
57
48
2015
(restated)*
£m
21
56
50
Other receivables are recognised when due and measured on initial recognition at the fair value of the amount receivable. Subsequent to initial
recognition, these receivables are measured at amortised cost using the effective interest rate method.
Investment broker balances
Cash collateral pledged
Other debtors
Amount recoverable after 12 months
G11. CASH AND CASH EQUIVALENTS
2016
£m
71
295
147
513
–
2015
£m
73
327
74
474
–
Cash and cash equivalents comprise cash balances and short-term deposits with an original maturity term of three months or less at the date of
placement. Bank overdrafts that are repayable on demand and form an integral part of the Group’s cash management are deducted from cash and
cash equivalents for the purpose of the statement of consolidated cash flows.
Bank and cash balances
Short-term deposits (including demand and time deposits)
2016
£m
1,073
593
1,666
2015
£m
773
3,167
3,940
All deposits are subject to fixed interest rates. The carrying amounts approximate to fair value at the period end. Cash and cash equivalents in long-
term business operations and collective investment schemes of £1,517 million (2015: £3,836 million) are primarily held for the benefit of policyholders
and so are not generally available for use by the owners.
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H. INTERESTS IN SUBSIDIARIES AND ASSOCIATES
H1.1 Significant restrictions
The ability of subsidiaries to transfer funds to the Group in the form of
cash dividends or to repay loans and advances is subject to local laws,
regulations and solvency requirements.
Each UK Life company and the Group must retain sufficient capital
at all times to meet the regulatory capital requirements mandated by
or otherwise agreed with the PRA. Further information on the capital
requirements applicable to Group entities are set out in the Capital
Management note (I4). Under UK company law, dividends can only
be paid if a UK company has distributable reserves sufficient to cover
the dividend.
In addition, contractual requirements may place restrictions on the
transfer of funds as follows:
– the Pearl Pension Scheme funding agreement includes certain
covenants which restrict the transfer of funds within the Group.
Details are provided in note G6.
– Abbey Life is required to make payments of contributions into
charged accounts on behalf of the Abbey Life Staff Pension Scheme.
These amounts do not form part of the pension scheme assets and
at 31 December 2016, Abbey Life held £37 million within fixed and
variable rate income securities in respect of these charged accounts.
Further details of when these amounts may become payable to the
pensions scheme are included in note G6.
H2. ACQUISITIONS AND DISPOSALS
H2.1 Acquisition of AXA businesses
On 1 November 2016, the Group acquired 100% of the issued share
capital of AXA Wealth Limited (‘AWL’), AXA Wealth Services Limited,
AXA Sun Life Direct Limited, Winterthur Life UK Holdings Limited
and AXA Trustee Services Limited from AXA UK plc for a total cash
consideration of £373 million.
The AXA businesses comprise a pensions and investments business
(‘Embassy’), offering a range of propositions catering to both individual
and corporate requirements and SunLife, a leader in the over 50’s
protection sector. The Group has acquired this group of companies to
realise capital and cost synergies to be generated by leveraging the
Group’s existing operating platform and outsourcing model.
H1. SUBSIDIARIES
Subsidiaries are consolidated from the date that effective control is
obtained by the Group (see basis of consolidation in note A1) and
are excluded from consolidation from the date they cease to be
subsidiary undertakings. For subsidiaries disposed of during the
year, any difference between the net proceeds, plus the fair value
of any retained interest, and the carrying amount of the subsidiary
including non-controlling interests, is recognised in the consolidated
income statement.
The Group uses the acquisition method to account for the acquisition
of subsidiaries. The cost of an acquisition is measured at the fair value
of the consideration. Any excess of the cost of acquisition over the fair
value of the net assets acquired is recognised as goodwill. Any excess
of the fair value of the net assets acquired over the cost of acquisition is
recognised in the consolidated income statement. Directly attributable
acquisition costs are included within administrative expenses, except
for acquisitions undertaken prior to 2010 when they are included
within the cost of the acquisition. Costs directly related to the issuing
of debt or equity securities are included within the initial carrying
amount of debt or equity securities where these are not carried at fair
value. Intra-group balances and income and expenses arising from
intra-group transactions are eliminated in preparing the consolidated
financial statements.
The Group has invested in a number of collective investment schemes
such as Open-ended Investments Companies (‘OEICs’), unit trusts,
Société d’Investissement à Capital Variable (‘SICAVs’) and private
equity funds. These invest mainly in equities, bonds, property and cash
and cash equivalents. The Group’s percentage ownership in these
collective investment schemes can fluctuate according to the level
of Group and third party participation in structures.
For such collective investment schemes, the following circumstances
may indicate, in substance that the Group has power over the investee:
– where the investee is managed by fund managers outside the
Group, the Group has existing substantive rights (such as power of
veto and liquidation rights) that give it the ability to direct the current
activities of the investee. In assessing the Group’s ability to direct
an investee the Group considers its ability relative to other investors.
– the investee is managed by the Group’s fund manager, and the
Group holds a significant investment in the investee. It is generally
presumed that the Group has rights to variable returns and has
the ability to use its power to affect its returns where the Group’s
holding is greater than 50%. For holdings between 25% and 50%
the Group performs an assessment of power and associated control
on a case-by-case basis. This assessment includes establishing the
nature of the decision-making rights that the fund manager has over
the investee and whether these rights give it the power to control
the investee.
Where Group companies are deemed to control such collective
investment schemes they are consolidated in the Group financial
statements, with the interests of external third parties recognised
as a liability, see the accounting policy for ‘Net asset value attributable
to unitholders’ in note E1.
Certain of the collective investment schemes have non-coterminous
period ends and are consolidated on the basis of additional financial
statements prepared to the period end.
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NOTES TO THE IFRS CONSOLIDATED
FINANCIAL STATEMENTS
Continued
H. INTERESTS IN SUBSIDIARIES AND ASSOCIATES continued
H2. ACQUISITIONS AND DISPOSALS continued
The table below summarises the fair value of the identifiable assets
acquired and liabilities assumed as at the date of acquisition:
Notes
Fair value
£m
G8
G7
G7
Assets
Property, plant and equipment
Intangible assets:
Acquired in-force business
Brand name
Reinsurers’ share of investment contracts
without DPF
Other financial assets
Deferred tax assets
Cash
Prepayments and accrued income
Other receivables
Total assets
Liabilities
Liabilities under insurance contracts
F1
Investment contracts without DPF
Payables related to direct insurance contracts
Accruals and deferred income
Other payables
Total liabilities
Fair value of net assets acquired
Goodwill arising on acquisition
G7
Purchase consideration transferred
Analysis of cash flows on acquisition:
Net cash acquired with the
subsidiaries (included in cash flow
from investing activities)
Cash paid including transaction costs
Net cash flow on acquisition
6
38
20
6,850
5,945
1
40
5
15
12,920
(181)
12,715
9
7
7
12,557
363
10
373
40
(383)
(343)
Liabilities under insurance contracts
The Group’s accounting policy permits the recognition of negative policy
values within insurance liabilities where guaranteed surrender values
do not apply. On acquisition, this results in the recognition of a negative
reserve of £181 million in respect of the acquired protection business that
is offset against liabilities under insurance contracts in the consolidated
statement of financial position.
AVIF and other intangibles
An asset of £38 million arises reflecting the present value of future
profits associated with the acquired in-force business. The £38 million
asset comprises AVIF of £116 million in respect of acquired investment
contracts without DPF and negative AVIF of £78 million relating to the
acquired insurance business.
Under the Group’s accounting policy (see note G7), AVIF arising on
acquired insurance contracts is measured as the difference between
the fair value of contracted rights acquired and obligations assumed and
the liability measured in accordance with the Group’s accounting policies
for such contracts.
The fair value of the acquired insurance contracts has been assessed
as £103 million, which is lower than the value of the negative reserves
recognised in accordance with the Group’s accounting policies of
£181 million. This results in the recognition of a negative AVIF of
£78 million in the consolidated statement of financial position.
The fair value of contractual rights acquired in respect of investment
contracts without DPF has been assessed as £116 million and is
recognised within AVIF.
Deferred acquisition and origination costs of £237 million and deferred
front end fees of £(69) million are derecognised on acquisition, and are
replaced by the recognised AVIF balance.
A separately identifiable intangible asset of £20 million relating to the
SunLife brand has been recognised in the acquisition balance sheet.
The brand has been valued using a multi-period excess earnings basis.
The useful economic life of the brand has been assessed as 10 years.
Further details on this intangible asset are outlined in note G7.
Tax
The tax impact of the fair value adjustments recognised on acquisition
has been reflected in the acquisition balance sheet.
Goodwill
The residual goodwill of £10 million is not considered to be tax deductible
and is considered to represent the value of the workforce assumed and
the potential for future value creation.
Transaction costs
Transaction costs of £12 million have been expensed and are included
in administrative expenses in the consolidated income statement.
£10 million of these costs were paid during the period.
H2.2 Acquisition of Abbey Life
On 30 December 2016, the Group acquired 100% of the issued share
capital of Abbey Life Assurance Company Limited, Abbey Life Trustee
Services Limited and Abbey Life Trust Securities Limited from Deutsche
Holdings No.4 Ltd (a wholly owned subsidiary of Deutsche Bank AG) for
total cash consideration of £933 million. Abbey Life carries on long-term
insurance business and has been closed to new retail business since
2000. The acquisition of Abbey Life will benefit the Group by increasing
long-term cash generation and strengthening Group solvency.
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Tax
The tax impact of the fair value adjustments recognised on acquisition
has been reflected in the acquisition balance sheet.
Goodwill
The residual goodwill of £8 million is not considered to be tax deductible
and is primarily attributed to synergies arising from combining the
operations with the rest of the Group.
Transaction costs
Transaction costs of £19 million have been expensed and are included
in administrative expenses in the consolidated income statement.
£4 million of these costs were paid during the period.
H2.3 Impact of acquisitions on results
From the date of acquisition, the AXA group of companies contributed
£209 million of total revenue, net of reinsurance payable, and £8 million
to profit before tax attributable to owners. Abbey Life did not contribute
to either total revenue or profit before tax attributable to owners. If the
acquisition of the AXA businesses and Abbey Life had taken place at the
beginning of the year, total revenue, net of reinsurance payable, would
have been £10,519 million and the loss before tax attributable to owners
would have been £110 million.
H2.4 Disposal of Scottish Mutual International (‘SMI’)
On 2 December 2015, the Group completed the sale of its entire interest
in SMI for gross cash consideration of £14 million following a pre-
completion return of capital by SMI. The carrying value of the net assets
transferred was £1 million which excludes £11 million of recoverables
under an intercompany reinsurance agreement that is eliminated
on consolidation.
Cash consideration received (net of transaction costs)
Less: Carrying value of net assets sold
Financial assets
10,949
Cash and cash equivalents
Other receivables
Liabilities under insurance contracts
Unallocated surplus
Other liabilities
Intercompany liabilities under insurance contracts
assumed on disposal
Loss on sale (net of tax)
2015
£m
12
(181)
(12)
(1)
169
20
4
(1)
(11)
–
H2.5 Castle Hill Credit Opportunities Holding Limited (‘CHCOHL’)
During the second half of 2015, the Group completed the disposal of
its entire investment in the Sterling (Class A) loan notes of CHCOHL.
No gain or loss arose on the disposal of the investment as the net
assets of the structure were carried at fair value in the consolidated
financial statements.
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The table below summarises the fair value of the identifiable assets
acquired and liabilities assured as at the date of acquisition:
Notes
Fair value
£m
Assets
Investment property
Intangible assets: Acquired in-force business
Reinsurers' share of insurance contract
provisions
Other financial assets
Cash
Prepayments and accrued income
Other receivables
Total assets
Liabilities
Pension scheme liabilities
Liabilities under insurance contracts
Unallocated surplus
Investment contracts without DPF
Other financial liabilities
Provisions
Deferred tax liabilities
Reinsurance payables
G9
G7
F1
G1
Payables related to direct insurance contracts
Current tax payable
Accruals and deferred income
Other payables
Total liabilities
Fair value of net assets acquired
Goodwill arising on acquisition
G7
Purchase consideration transferred
Analysis of cash flows on acquisition:
Net cash acquired with the subsidiaries
(included in cash flows from investing
activities)
Cash paid including transaction costs
Net cash flow on acquisition
7
180
100
11,462
51
52
22
11,874
87
4,056
6
6,191
392
25
46
2
103
8
25
8
925
8
933
51
(937)
(886)
AVIF and other intangibles
The AVIF of £180 million has been determined by reference to the fair
value of the insurance contract liabilities and contractual rights acquired
in respect of investment contracts, and calculated in accordance with
the Group’s accounting policy. Deferred acquisition costs of £74 million
and deferred front end fees of £(71) million have been derecognised on
acquisition and replaced with the AVIF.
178
NOTES TO THE IFRS CONSOLIDATED
FINANCIAL STATEMENTS
Continued
As at 31 December 2016 the Group held 47.9% (2015: 50.0%) of
the issued share capital of UKCPT and the value of this investment,
measured at fair value, was £525 million. Summary financial information
for UKCPT, showing the Group's share, is shown below:
Non-current assets
Current assets
Non-current liabilities
Current liabilities
Revenue
Profit before tax
Taxation
Profit for the year after tax
H4. STRUCTURED ENTITIES
2016
£m
608
61
(120)
(14)
535
30
19
3
22
2015
£m
683
17
(124)
(13)
563
58
46
–
46
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. A structured entity often has some or all of the
following features or attributes: (a) restricted activities; (b) a narrow and
well-defined objective, such as to provide investment opportunities for
investors by passing on risks and rewards associated with the assets
of the structured entity to investors; (c) insufficient equity to permit the
structured entity to finance its activities without subordinated financial
support; and (d) financing in the form of multiple contractually linked
instruments to investors that create concentrations of credit or other
risks (tranches).
H. INTERESTS IN SUBSIDIARIES AND ASSOCIATES continued
H3. ASSOCIATES: LOSS OF CONTROL OF INVESTMENT IN UK
COMMERCIAL PROPERTY TRUST LIMITED (‘UKCPT’)
UKCPT is a property investment company which is domiciled in
Guernsey and is admitted to the official list of the UK Listing Authority
and to trading on the London Stock Exchange.
In February 2016, the Group reduced its holding in the issued share
capital of UKCPT to 48.9%. The Group deems that it no longer controls
its investment in UKCPT as it no longer has a unilateral power of veto in
general meetings and also because the Group is restricted by the terms
of the existing relationship agreement it has with UKCPT. Consequently,
UKCPT has been deconsolidated from the date of this loss of control.
No gain or loss arose on this effective disposal. The Group’s investment
in UKCPT is now treated as an associate and held at fair value.
The Group’s remaining interest in UKCPT continues to be held in
the with-profit funds of the Group’s life companies. Therefore, the
shareholder exposure to fair value movements in the Group’s investment
in UKCPT continues to be limited to the impact of those movements on
the shareholder share of distributed profits of the relevant fund.
Net assets disposed of were as follows:
Cash received
Fair value of associate retained
Change in insurance contract liabilities
Less: Group’s share of net assets on the date of loss
of control
Investment property
Collective investment schemes
Other receivables
Cash and cash equivalents
Borrowings
Derivative liabilities
Other payables
Non-controlling interest
Profit recognised on loss of control
Carrying
amount on
the date of
loss of control
£m
2
498
64
(1,308)
(51)
(15)
(30)
248
3
25
564
–
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The Group has determined that all of its investments in collective
investment schemes are structured entities. In addition, the PGH EBT, a
number of debt security structures, private equity funds and the Group’s
joint venture have been identified as structured entities. The Group has
assessed that it has interests in both consolidated and unconsolidated
structured entities as shown below:
– Unit trusts
– OEICs
– SICAVs
– Private Equity Funds (‘PEFs’)
– Asset backed securities
– Collateralised Debt Obligation (‘CDOs’)
– Other debt structures
The Group’s holdings in the above investments are subject to the terms
and conditions of the respective fund’s prospectus and are susceptible
to market price risk arising from uncertainties about future values.
The Group holds redeemable shares or units in each of the funds.
The funds are managed by internal and external fund managers who
apply various investment strategies to accomplish their respective
investment objectives. All of the funds are managed by fund managers
who are compensated by the respective funds for their services.
Such compensation generally consists of an asset-based fee and a
performance-based incentive fee and is reflected in the valuation of
each fund.
H4.1 Interests in consolidated structured entities
The Group has determined that where it has control over funds, these
investments are consolidated structured entities.
At 31 December 2016, the Group has granted further loans to the PGH
EBT of £7 million (2015: £6 million). Further loans are expected to be
granted in 2017. Details of this loan are included in note 9 to the parent
company financial statements.
As at the reporting date the Group has no intention to provide financial
or other support in relation to any consolidated structured entity.
H4.2 Interests in unconsolidated structured entities
The Group has interests in unconsolidated structured entities.
These investments are held as financial assets in the Group’s
consolidated statement of financial position held at fair value through
profit or loss. Any change in fair value is included in the consolidated
income statement in ‘net investment income’. Dividend and interest
income is received from these investments.
A summary of the Group’s interest in unconsolidated structured entities
is included below. These are shown according to the financial asset
categorisation in the consolidated statement of financial position and
further analysed by type of fund in which the entity is invested.
Equities
Collective investment schemes:
Directly held collective investment schemes¹:
Equities
Bonds
Property
Diversified
Short-term liquidity
Indirectly held collective investment schemes²
Fixed and variable rate income securities:
CDOs
Asset backed securities
2016
Carrying
value of
financial
assets
£m
288
2015
Carrying
value of
financial
assets
£m
217
4,690
3,436
502
364
8,052
1,388
3
617
728
286
117
3
1,932
760
221
669
19,340
4,933
1 Directly held collective investment schemes refer to those structured entities directly
2
invested in by Group companies. Such investments have been analysed by reference to
the predominant asset class the structure is investing in.
Indirectly held collective investment schemes are those interests in structured entities
that are held by collective investment schemes over which it has been assessed that the
Group exercises overall control and have been consolidated into the financial statements.
The Group's interest in unconsolidated structured entities has increased
during the year as a result of the acquisitions undertaken (see note H2)
and the deconsolidation of the Ignis Liquidity Fund plc – Sterling Liquidity
Fund due to loss of effective control.
The Group’s maximum exposure to loss with regard to the interests
presented above is the carrying amount of the Group’s investments.
Once the Group has disposed of its shares or units in a fund, it ceases to
be exposed to any risk from that fund. The Group’s holdings in the above
unconsolidated structured entities are largely less than 50% and as such
the size of these structured entities are likely to be significantly higher
than their carrying value.
Details of commitments to subscribe to private equity funds and other
unlisted assets are included in note I7.
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180
NOTES TO THE IFRS CONSOLIDATED
FINANCIAL STATEMENTS
Continued
H. INTERESTS IN SUBSIDIARIES AND ASSOCIATES continued
H5. GROUP ENTITIES
The table below sets out the Group’s subsidiaries (including collective investment schemes that have been consolidated within the Group’s financial
statements), joint ventures, associates and significant holdings in undertakings (including undertakings where holding amounts to 20% or more of the
nominal value of the shares or units and they are not classified as a subsidiary, joint venture or associate).
Registered address of
incorporated entities
If unincorporated,
address of principal
place of business
Type of investment
(including class of
shares held)
% of shares/
units held
Subsidiaries:
Phoenix Life Assurance Limited (life assurance company)
Phoenix Life Limited (life assurance company)
AXA Wealth Limited (life assurance company)
Abbey Life Assurance Company Limited (life assurance company)
AXA Wealth Services Limited (management services company)
AXA Sun Life Direct Limited (management services company)
AXA Trustee Services Limited (management services company)
Winterthur Life UK Holdings Limited (holding company)
Abbey Life Trustee Services Limited (life assurance company)
Abbey Life Trust Securities Limited (pension trustee company)
Impala Holdings Limited (holding company)
Wythall1
Wythall1
Wythall1
Wythall1
Wythall1
Wythall1
Wythall1
Wythall1
Wythall1
Wythall1
Wythall1
Ordinary shares
100.00%
Ordinary shares
100.00%
Ordinary shares
100.00%
Ordinary shares
100.00%
Ordinary shares
100.00%
Ordinary shares
100.00%
Ordinary shares
100.00%
Ordinary shares
100.00%
Ordinary shares
100.00%
Ordinary shares
100.00%
Ordinary shares
100.00%
Mutual Securitisation plc (finance company)
Republic of Ireland2
N/A
N/A3
NP Life Holdings Limited (holding company)
Opal Reassurance Limited (reassurance company)4
PGH Capital plc (finance company)4
PGH (LCA) Limited (finance company)4
PGH (LCB) Limited (finance company)4
PGH (LC1) Limited (finance company)
PGH (LC2) Limited (finance company)
PGH (MC1) Limited (finance company)
PGH (MC2) Limited (finance company)
PGH (TC1) Limited (holding company)4
PGH (TC2) Limited (holding company)4
Pearl Group Holdings (No. 1) Limited (finance company)
Pearl Group Holdings (No. 2) Limited (holding company)
Pearl Life Holdings Limited (holding company)
Pearl Group Services Limited (management services company)
Pearl Group Management Services Limited (management
services company)
Phoenix Life Holdings Limited (holding company)
Wythall1
Bermuda5
Republic of Ireland6
Wythall1
Wythall1
Wythall1
Wythall1
Wythall1
Wythall1
Wythall1
Wythall1
London7
Wythall1
Wythall1
Wythall1
Wythall1
Wythall1
PGMS (Ireland) Limited (management services company)
Republic of Ireland8
PA (GI) Limited (non-trading company)
National Provident Life Limited (non-trading company)
Phoenix Customer Care Limited (financial services company)
Britannic Finance Limited (finance and insurance services company)
Britannic Money Investment Services Limited (investment
advice company)
Phoenix Unit Trust Managers Limited (unit trust manager)
Pearl Customer Care Limited (financial services company)
Wythall1
Wythall1
Wythall1
Wythall1
Wythall1
Wythall1
Wythall1
Ordinary shares
100.00%
Ordinary shares
100.00%
Ordinary shares
100.00%
Ordinary shares
100.00%
Ordinary shares
100.00%
Ordinary shares
100.00%
Ordinary shares
100.00%
Ordinary shares
100.00%
Ordinary shares
100.00%
Ordinary shares
100.00%
Ordinary shares
100.00%
Ordinary shares
100.00%
Ordinary shares
100.00%
Ordinary shares
100.00%
Ordinary shares
100.00%
Ordinary shares
100.00%
Ordinary shares
100.00%
Ordinary shares
100.00%
Ordinary shares
100.00%
Ordinary shares
100.00%
Ordinary shares
100.00%
Ordinary shares
100.00%
Ordinary shares
100.00%
Ordinary shares
100.00%
Ordinary shares
100.00%
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Registered address of
incorporated entities
If unincorporated,
address of principal
place of business
Type of investment
(including class of
shares held)
% of shares/
units held
Pearl Life Services Limited (property landlord)
Pearl (WP) Investments LLC (investment company)
Phoenix SCP Limited (investment company)
Scottish Mutual Assurance Limited (investment company)
Impala Loan Company 1 Limited (investment company)
SMA (Jersey) Limited (investment company)
ILC1 (Jersey) Limited (investment company)
PGH1 (Jersey) Limited (investment company)
IH (Jersey) Limited (investment company)
Pearl Assurance Group Holdings Limited (investment company)
Wythall1
USA9
Wythall1
Glasgow10
Glasgow10
Jersey11
Jersey11
Jersey11
Jersey11
Wythall1
PGMS (Ireland) Holdings (holding company)
Republic of Ireland8
PGMS (Glasgow) Limited (investment company)
Phoenix SCP Pensions Trustees Limited (trustee company)
Phoenix SCP Trustees Limited (trustee company)
PGS 2 Limited (investment company)
Century Group Limited (investment company)
Pearl RLH Limited (investment holding company)
SPL (Holdings) Limited (investment holding company)
Alcobendas Entrust Limited (investment company)
Scottish Mutual Pension Funds Investment Limited (trustee company)
Britannic Group Services Limited (dormant company)
Phoenix Pensions Trustee Services Limited (dormant company)
Pearl (Covent Garden) Limited (dormant company)
NPI Limited (dormant company)
NPI (Westgate) Limited (dormant company)
NPI (Printworks) Limited (dormant company)
Pearl (Barwell 2) Limited (dormant company)
Pearl (Chiswick House) Limited (dormant company)
Pearl (Printworks) Limited (dormant company)
Pearl (Stockley Park) Limited (dormant company)
London Life Trustees Limited (dormant company)
Pearl Trustees Limited (dormant company)
Pearl Group Secretariat Services Limited (dormant company)
Phoenix Life Pension Trust Limited (dormant company)
Century Trustee Services Limited (dormant company)
Pearl AL Limited (dormant company)
Phoenix Pensions Limited (dormant company)
Bradford Insurance Company Limited (dormant company)
Clearfol Investment Limited (dormant company)
Pearl PLP Limited (dormant company)
SL Liverpool plc (dormant company)
SPL (Holdings 1) Limited (non-trading company)
Zilmer Limited (dormant company)
Alba Life Trustees Limited (non-trading company)
Glasgow10
Wythall1
Wythall1
Wythall1
Wythall1
Glasgow10
Glasgow10
Wythall1
Glasgow10
Wythall1
Wythall1
Wythall1
Wythall1
Wythall1
Wythall1
Wythall1
Wythall1
Wythall1
Wythall1
Wythall1
Wythall1
Wythall1
Wythall1
Wythall1
Glasgow10
Wythall1
Wythall1
Wythall1
Wythall1
Wythall1
Glasgow10
Wythall1
Glasgow10
Ordinary shares
100.00%
Ordinary shares
100.00%
Ordinary shares
100.00%
Ordinary shares
100.00%
Ordinary shares
100.00%
Ordinary shares
100.00%
Ordinary shares
100.00%
Ordinary shares
100.00%
Ordinary shares
100.00%
Ordinary shares
100.00%
Ordinary shares
100.00%
Ordinary shares
100.00%
Ordinary shares
100.00%
Ordinary shares
100.00%
Ordinary shares
100.00%
Ordinary shares
100.00%
Ordinary shares
100.00%
Ordinary shares
100.00%
Ordinary shares
100.00%
Ordinary shares
100.00%
Ordinary shares
100.00%
Ordinary shares
100.00%
Ordinary shares
100.00%
Ordinary shares
100.00%
Ordinary shares
100.00%
Ordinary shares
100.00%
Ordinary shares
100.00%
Ordinary shares
100.00%
Ordinary shares
100.00%
Ordinary shares
100.00%
Ordinary shares
100.00%
Ordinary shares
100.00%
Ordinary shares
100.00%
Ordinary shares
100.00%
Ordinary shares
100.00%
Ordinary shares
100.00%
Ordinary shares
100.00%
Ordinary shares
100.00%
Ordinary shares
100.00%
Ordinary shares
100.00%
Ordinary shares
100.00%
Ordinary shares
100.00%
Ordinary shares
100.00%
Ordinary shares
100.00%
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Registered address of
incorporated entities
If unincorporated,
address of principal
place of business
Type of investment
(including class of
shares held)
% of shares/
units held
182
NOTES TO THE IFRS CONSOLIDATED
FINANCIAL STATEMENTS
Continued
H. INTERESTS IN SUBSIDIARIES AND ASSOCIATES continued
H5. GROUP ENTITIES continued
Scottish Mutual Customer Care Limited (dormant company)
BA (FURBS) Limited (dormant company)
PG Dormant No. 1 Limited (dormant company)
Phoenix Annuities Limited (dormant company)
Phoenix Pension Scheme (Trustees) Limited
Evergreen Trustee Limited (dormant company)
Corunna Limited (dormant company)
Pearl ULA Limited (dormant company)
Scottish Mutual Nominees Limited (dormant company)
National Provident Institution (dormant company)
Phoenix & London Assurance Limited (dormant company)
Cityfourinc (dormant company)
Phoenix Life Insurance Services Limited (dormant company)
Wythall1
Wythall1
Wythall1
Wythall1
Wythall1
Wythall1
Glasgow12
Wythall1
Glasgow12
Wythall1
Wythall1
Wythall1
Wythall1
PG Dormant No 2 Holdings (holding company)
Republic of Ireland8
Wythall1
Wythall1
Wythall1
Wythall1
Glasgow10
Glasgow10
Glasgow10
Wythall1
Wythall1
Wythall1
Wythall1
Wythall1
Wythall1
Wythall1
Wythall1
Wythall1
Wythall1
Wythall1
Bushey13
London Life Limited (non-trading company)
Pearl RLG Limited (dormant company)
The London Life Association Limited (dormant company)
Pearl BULA Limited (dormant company)
The Scottish Mutual Assurance Society (dormant company)
The Phoenix Life SCP Institution (dormant company)
Alba LAS Pensions Management Limited (dormant company)
Pearl (Martineau Phase 2) Limited (dormant company)
Pearl MG Birmingham Limited (dormant company)
The Pearl Martineau Galleries Limited Partnership (dormant company)
Pearl (Martineau Phase 1) Limited (dormant company)
Pearl MP Birmingham Limited (dormant company)
The Pearl Martineau Limited Partnership (dormant company)
Pearl (Moor House 1) Limited (dormant company)
Pearl (Moor House 2) Limited (dormant company)
Pearl (Moor House) Limited (dormant company)
Phoenix ER1 Limited (finance company)
Phoenix ER2 Limited (dormant company)
CH Management Limited (investment company)
Henderson Multi-Manager Investment Fund – Henderson Diversified
Growth UK Fund
Henderson Institutional Credit Fund
Henderson Global Funds – Henderson Institutional Overseas
Bond Fund
Henderson Institutional Mainstream UK Equity Trust
Henderson Strategic Investment Funds – Henderson Institutional
European Index Opportunities Fund
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Ordinary shares
100.00%
Ordinary shares
100.00%
Ordinary shares
100.00%
Ordinary shares
100.00%
Ordinary shares
100.00%
Ordinary shares
100.00%
Ordinary shares
100.00%
Ordinary shares
100.00%
Ordinary shares
100.00%
Unlimited without
shares
N/A
Ordinary shares
100.00%
Ordinary shares
100.00%
Ordinary shares
100.00%
Ordinary shares
100.00%
Ordinary shares
100.00%
Ordinary shares
100.00%
Limited by guarantee
N/A
Ordinary shares
100.00%
Limited by guarantee
Limited by guarantee
N/A
N/A
Ordinary shares
100.00%
Ordinary shares
100.00%
Ordinary shares
100.00%
Limited Partnership
100.00%
Ordinary shares
100.00%
Ordinary shares
100.00%
Limited Partnership
100.00%
Ordinary shares
100.00%
Ordinary shares
100.00%
Ordinary shares
100.00%
Ordinary shares
100.00%
Ordinary shares
100.00%
Ordinary shares
100.00%
London14
OEIC, sub fund
79.85%
London14 Authorised unit trust
London14
OEIC, sub fund
99.96%
98.40%
London14 Authorised unit trust
100.00%
London14
OEIC, sub fund
77.93%
183
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Registered address of
incorporated entities
If unincorporated,
address of principal
place of business
Type of investment
(including class of
shares held)
% of shares/
units held
London14
OEIC, sub fund
66.21%
London14
OEIC, sub fund
85.20%
London14
OEIC, sub fund
72.32%
London14 Authorised unit trust
100.00%
London14 Authorised unit trust
80.20%
Wythall1 Authorised unit trust
100.00%
Wythall1 Authorised unit trust
99.99%
Wythall1 Authorised unit trust
100.00%
Wythall1 Authorised unit trust
99.27%
Wythall1 Authorised unit trust
100.00%
Wythall1 Authorised unit trust
Wythall1 Authorised unit trust
Wythall1 Authorised unit trust
99.88%
85.51%
98.23%
Wythall1 Authorised unit trust
100.00%
Wythall1 Authorised unit trust
Wythall1 Authorised unit trust
99.73%
97.46%
Wythall1 Authorised unit trust
100.00%
Wythall1 Authorised unit trust
99.45%
Wythall1 Authorised unit trust
100.00%
Wythall1 Authorised unit trust
99.27%
Wythall1 Authorised unit trust
100.00%
Wythall1 Authorised unit trust
Wythall1 Authorised unit trust
99.65%
98.88%
Wythall1 Authorised unit trust
100.00%
Wythall1 Authorised unit trust
97.66%
Wythall1 Authorised unit trust
100.00%
Wythall1 Authorised unit trust
Wythall1 Authorised unit trust
Wythall1 Authorised unit trust
Wythall1 Authorised unit trust
Wythall1 Authorised unit trust
Wythall1 Authorised unit trust
Wythall1 Authorised unit trust
Wythall1 Authorised unit trust
Wythall1 Authorised unit trust
Wythall1 Authorised unit trust
Wythall1 Authorised unit trust
Wythall1 Authorised unit trust
Wythall1 Authorised unit trust
99.52%
100.00%
100.00%
99.97%
99.04%
99.49%
99.74%
99.47%
99.07%
100.00%
100.00%
100.00%
99.85%
Wythall1 Authorised unit trust
100.00%
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Henderson Strategic Investment Funds – Henderson Institutional
Japan Index Opportunities Fund
Henderson Strategic Investment Funds – Henderson Institutional
North American Index Opportunities Fund
Henderson Strategic Investment Funds – Henderson Institutional Asia
Pacific Ex Japan Index Opportunities Fund
Henderson Institutional UK Equity Tracker Trust
Henderson Institutional Short Duration Bond Fund
PUTM Bothwell Floating Rate ABS Fund
PUTM Bothwell Global Credit Fund
PUTM Bothwell Fixed ABS Sterling Hedged Fund
PUTM Bothwell Asia Pacific (Excluding Japan) Fund
PUTM Bothwell Emerging Market Debt Unconstrained Fund
PUTM Bothwell Emerging Markets Equity Fund
PUTM Bothwell European Credit Fund
PUTM Bothwell Europe Fund
PUTM Bothwell Credit Financial Sterling Hedged Fund
PUTM Bothwell Global Bond Fund
PUTM Bothwell Global Equity Fund
PUTM Bothwell Index-Linked Sterling Hedged Fund
PUTM Bothwell Japan Tracker Fund
PUTM Bothwell Long Gilt Sterling Hedged Fund
PUTM Bothwell North America Fund
PUTM Bothwell Credit Non Financial Sterling Hedged Fund
PUTM Bothwell UK Equity Smaller Companies Fund
PUTM Bothwell Sterling Government Bond Fund
PUTM Bothwell Euro Sovereign Fund
PUTM Bothwell Sterling Credit Fund
PUTM Bothwell Tactical Asset Allocation Fund
PUTM Bothwell UK Equity 350 Fund
PUTM Bothwell UK Equity Income Fund
PUTM Bothwell Sub-Sovereign Bond Fund
PUTM UK All-Share Index Unit Trust
PUTM Cautious Unit Trust
PUTM European Unit Trust
PUTM Far Eastern Unit Trust
PUTM International Growth Unit Trust
PUTM North American Unit Trust
PUTM Opportunity Unit Trust
PUTM UK Stock Market Fund (Series 3)
PUTM UK Stock Market Fund
PUTM UK Equity Unit Trust
PUTM Growth Unit Trust
Ignis Liquidity Fund plc – Sterling Short Duration Cash Fund
Republic of Ireland8
OEIC, sub fund
94.74%
Ignis Strategic Solutions Funds plc – Fundamental Strategies Fund
Republic of Ireland8
OEIC, sub fund
100.00%
184
NOTES TO THE IFRS CONSOLIDATED
FINANCIAL STATEMENTS
Continued
H. INTERESTS IN SUBSIDIARIES AND ASSOCIATES continued
H5. GROUP ENTITIES continued
Ignis Strategic Solutions Funds plc – Systematic Strategies Fund
Republic of Ireland8
OEIC, sub fund
100.00%
Registered address of
incorporated entities
If unincorporated,
address of principal
place of business
Type of investment
(including class of
shares held)
% of shares/
units held
Ignis Private Equity Fund LP
Ignis Strategic Credit Fund LP
BlackRock LBG DC ‘A’ Fund
AB SICAV I – Global Factor Portfolio (SF1)
AXA Fixed Interest Investment ICVC – Sterling Strategic Bond Fund
Aberdeen Financial Equity Fund A Inc
Aberdeen Capital Trust
Associates:
UK Commercial Property Trust Limited (property investment
company)
UK Commercial Property Estates Holdings Limited (property
investment company)
UK Commercial Property Holdings Limited (property investment
company)
UK Commercial Property Estates Limited (property investment
company)
UK Commercial Property Nominee Limited (property
investment company)
UK Commercial Property GP Limited
UKCPT Limited Partnership
UK Commercial Property Finance Holdings Limited
Brixton Radlett Property Limited
Castle Hill Asset Management LLC
Significant holdings:
Henderson Global Funds – World Select Fund
Henderson Global Care Funds – Henderson Institutional Global Care
Managed Fund
Henderson Institutional High Alpha UK Equity Fund
Henderson UK & Europe Funds – Henderson Institutional UK
Gilt Fund
Henderson Institutional UK Index Opportunities Fund
Ignis Liquidity Fund plc – Sterling Liquidity Fund
Standard Life UK Real Estate Income Feeder Fund
Guernsey20
Guernsey20
Guernsey20
Guernsey20
Guernsey20
Guernsey20
Guernsey20
Guernsey20
UK21
USA9
Cayman Islands15 Limited Partnership
Cayman Islands15 Limited Partnership
London16 Authorised unit trust
Luxembourg17
OEIC, sub fund
London18
London19
OEIC, sub fund
OEIC, sub fund
London19 Authorised unit trust
100.00%
100.00%
96.30%
52.90%
57.80%
85.61%
99.48%
Ordinary shares
47.87%
Ordinary shares
47.87%
Ordinary shares
47.87%
Ordinary shares
47.87%
Ordinary shares
47.87%
Ordinary shares
Limited Partnership
Limited Partnership
Limited Partnership
47.87%
47.87%
47.87%
47.87%
Ordinary shares
40.00%
London14
OEIC, sub fund
29.66%
London14
OEIC, sub fund
London14 Authorised unit trust
London14
OEIC, sub fund
London14 Authorised unit trust
Dublin8
OEIC, sub fund
Edinburgh22
OEIC, sub fund
62.79%
34.72%
69.89%
73.19%
45.59%
37.57%
1 Wythall Green Way, Wythall, Birmingham, B47 6WG
2 Marsh Management Services (Dublin) Limited, DS-28 Adelaide Road, Dublin 2, Republic
of Ireland
3 The shares of this subsidiary undertaking are held by a trust. The Group has assessed that
it exercises overall control in respect of this subsidiary undertaking
4 These subsidiary undertakings are directly owned by Phoenix Group Holdings
5 The Argus Building, 12 Wesley Street, Hamilton, Bermuda
6 Arthur Cox Building, Earlsfort Terrace, Dublin 2, Dublin, Republic of Ireland
7 Juxon House, 100 St Paul’s Churchyard, London, EC4M 8BU
8 25–28 North Wall Quay, IFSC, Dublin 1, Republic of Ireland
9 c/o Corporation Service Company, 2711 Centerville Road, Suite 400, Wilmington, USA
10 301 St Vincent Street, Glasgow, Strathclyde, G2 5HN
11 32 Commercial Street, St Helier, Jersey, JE2 3RU
12 50 Bothwell Street, Glasgow, G2 6HR
13 19 Middle Furlong, Bushey, England, WD23 3SZ
14 201 Bishopsgate, London, EC2M 3AE
15 Ugland House, Grand Cayman, Cayman Islands, KY1-1104
16 12 Throgmorton Avenue, London, EC2N 2DL
17 2–4, Rue Eugène Ruppert, Luxembourg, L-2453
18 7 Newgate Street, London, EC1A 7NX
19 1 Bread Street, London, EC4M 9HH
20 Trafalgar Court, Les Banques, St Peter Port, Guernsey, GY1 3QL
21 100 Barbirolli Square, Manchester, M2 3AB
22 1 George Street, Edinburgh, EH2 2LL
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The following joint venture and subsidiary were fully disposed of during the period. The subsidiary was deconsolidated from the date of disposal:
– Pearl Breakfast Unit Trust (Jersey Property Unit Trust) (Joint Venture).
– Castle Hill Enhanced Floating Rate Opportunities Limited.
The following subsidiaries were reclassified as significant holdings due to the loss of effective control by the Group during the period:
– Henderson Institutional UK Enhanced Equity Trust.
– Ignis Liquidity Fund plc – Sterling Liquidity Fund.
The deconsolidation of the Ignis Liquidity Fund plc – Sterling Liquidity Fund has had a significant impact on the following line items in the statement
of consolidated financial position:
– increase in the value of collective investment schemes;
– decrease in the value of net asset value attributable to unitholders; and
– decrease in value of fixed and variable rate income securities.
The following UKCPT companies were reclassified as associates due to a loss of effective control (see note H3) in the period:
– UK Commercial Property Trust Limited.
– UK Commercial Property Estates Holdings Limited.
– UK Commercial Property Holdings Limited.
– UK Commercial Property Estates Limited.
– UK Commercial Property Nominee Limited.
– UK Commercial Property GP Limited.
– UKCPT Limited Partnership.
– UK Commercial Property Finance Holdings Limited.
– Brixton Radlett Property Limited.
The Group no longer has significant holdings in the following undertakings:
– Ignis Liquidity Fund plc – Euro Liquidity Fund.
– Henderson Global Funds – Institutional Emerging Markets Fund.
Details of subsidiaries acquired during the period are included in note H2.
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186
NOTES TO THE IFRS CONSOLIDATED
FINANCIAL STATEMENTS
Continued
I. OTHER NOTES
I1. ASSETS AND LIABILITIES HELD FOR SALE
The balances as at 31 December 2015 relate to the Part VII transfer of a
portfolio of annuity liabilities to ReAssure Limited and the agreement to
sell the Group’s interest in an investment property joint venture held by
Pearl Breakfast Unit Trust.
Assets classified as held for sale:
Reinsurers' share of insurance
contract liabilities
Investment in joint venture
Liabilities classified as held for sale:
Liabilities under insurance contracts
2016
£m
2015
£m
–
–
–
–
–
1,521
149
1,670
1,587
1,587
I1.1 Annuity liabilities transfer
On 31 July 2014, the Group entered into a reinsurance agreement,
effective from 1 January 2014 to reinsure certain portfolios of the Group’s
annuity liabilities to ReAssure Life Limited (formerly Guardian Assurance
Limited) in exchange for the transfer of financial assets of £1.7 billion.
The annuity in-payment liabilities were held in the Group’s with-profit
funds. On 30 December 2016, the reinsurance agreement was replaced
by a formal scheme under Part VII of the Financial Services and Market
Act 2000 to transfer the annuity liabilities to ReAssure Limited, a fellow
subsidiary of ReAssure Life Limited. Assets and liabilities classified
as held for sale in 2015 were extinguished at the time of transfer.
The carrying value of liabilities and assets transferred and the resulting
gain are set out below:
I1.2 Sale of Pearl Breakfast Unit Trust
At 31 December 2015 the Group invested in an investment property
joint venture which was held by the Pearl Breakfast Unit Trust. In 2015
the Group committed to selling the Pearl Breakfast Unit Trust (and
consequently its investment in the joint venture) and on 25 February
2016 the units in the Pearl Breakfast Unit Trust were sold at their fair
value to Tesco Property Holdings (No.2) Limited and Tesco Property
Holdings Limited. As part of the sale agreement Tesco plc also
purchased the Group’s investment in Tesco Property Partner (GP)
Limited. No gain or loss arose on this disposal.
I2. SHARE-BASED PAYMENT
Equity-settled share-based payments to employees and others
providing services are measured at the fair value of the equity
instruments at the grant date. The fair value excludes the effect
of non-market-based vesting conditions. Further details regarding
the determination of the fair value of equity-settled share-based
transactions are set below.
The fair value determined at the grant date of the equity-settled
share-based payments is expensed on a straight-line basis over the
vesting period, based on the Group’s estimate of equity instruments
that will eventually vest. At each period end, the Group revises its
estimate of the number of equity instruments expected to vest as a
result of the effect of non-market-based vesting conditions. The impact
of the revision of the original estimates, if any, is recognised in the
consolidated income statement such that the cumulative expense
reflects the revised estimate with a corresponding adjustment
to equity.
I2.1 Share-based payment expense
The expense recognised for employee services receivable during the
year is as follows:
2016
£m
7
2015
£m
4
Liabilities
Liabilities under insurance contracts
Assets
Reinsurers’ share of insurance contract liabilities
Net liabilities transferred
Consideration
Gain on transfer of business
£m
Expense arising from equity-settled
share-based payment transactions
1,652
1,582
70
(18)
52
As the portfolio of annuities was previously held in unsupported with-
profit funds, the gain is offset by an equivalent increase in policyholder
liabilities and there is no net impact on the Group’s result for the period.
At 31 December 2015, under the terms of this reinsurance agreement,
ReAssure Life Limited held assets in a collateral account over which the
Group had a fixed charge as disclosed in note F3.2.
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I2.2 Share-based payment schemes in issue
Long-Term Incentive Plan (‘LTIP’)
The Group implemented a long-term incentive plan to retain and motivate its senior management group. The awards under this plan are in the form
of nil-cost options to acquire an allocated number of ordinary shares. Assuming no good leavers or other events which would trigger early vesting
rights, the 2013, 2014 and 2015 LTIP awards are subject to performance conditions tied to the Company’s financial performance over a three-year
period in respect of growth in MCEV (up to 31 December 2015), growth in Own Funds (from 1 January 2016), cumulative cash generation and total
shareholder return (‘TSR’). The 2016 LTIP award is subject to performance conditions tied to the Company’s performance in respect of cumulative
cash generation and TSR.
For all LTIP awards made from 2015 onwards, a holding period applies so that any LTIP awards for which the performance vesting requirements are
satisfied will not be released for a further two years from the third anniversary of the original award date. Dividends will accrue on LTIP awards until
the end of the holding period. There are no cash settlement alternatives.
2016 LTIP awards were granted on 30 March 2016 and 2 June 2016. The number of shares for all outstanding LTIP awards has been increased to
take into account the impact of the Group’s rights issue (see note D1). This adjustment has been based on the Theoretical Ex-Rights Price. The 2013
LTIP awards vested during the year. The 2014 award will vest on 26 March 2017, the 2015 award will vest on 28 September 2018 and the 2016
awards will vest on 30 March 2019 and 2 June 2019.
The fair value of these awards is estimated at the share price at the grant date, taking into account the terms and conditions upon which
the instruments were granted. The fair value is adjusted in respect of the TSR performance condition which is deemed to be a ‘market condition’.
Sharesave scheme
The sharesave scheme allows participating employees to save up to £250 each month over a period of either three or five years. This amount was
increased to £500 each month with respect to the sharesave schemes from 2014 onwards.
Under the sharesave arrangement, participants remaining in the Group’s employment at the end of the three or five year saving period are entitled
to use their savings to purchase shares at an exercise price at a discount to the share price on the date of grant. Employees leaving the Group for
certain reasons are able to use their savings to purchase shares if they leave less than six months before the end of their three or five year periods.
The fair value of the awards has been determined using a Black-Scholes valuation model. Key assumptions within this valuation model include
expected share price volatility and expected dividend yield.
The 2011 and 2012 sharesave awards were increased during 2013, and the exercise prices updated, as a result of the equity raising on 21 February
2013. All sharesave awards were increased in November 2016 following the Group’s rights issue (see note D1). The exercise price of these awards
was also amended as a result of this issue. The 2016 sharesave awards were granted on 25 April 2016.
The following information was relevant in the determination of the fair value of the 2012 to 2016 sharesave awards in the year:
Share price (p)
Exercise price (£) (revised)
Expected life (years)
Risk-free rate (%) – based on UK government
gilts commensurate with the expected term
of the award
2016
sharesave
889.0
6.39
2015
sharesave
843.0
6.29
2014
sharesave
674.0
5.13
2013
sharesave
630.0
4.76
2012
sharesave
524.5
3.96
3.25 and 5.25
3.25 and 5.25
3.25 and 5.25
3.25 and 5.25
3.25 and 5.25
0.6 (for 3.25 year
scheme) and 1.0
(for 5.25 year
scheme)
0.8 (for 3.25 year
scheme) and 1.2
(for 5.25 year
scheme)
1.3 (for 3.25 year
scheme) and 1.9
(for 5.25 year
scheme)
0.4 (for 3.25 year
scheme) and 0.8
(for 5.25 year
scheme)
0.6 (for 3.25 year
scheme) and 1.1
(for 5.25 year
scheme)
Expected volatility (%) based on the Company’s
share price volatility to date
Dividend yield (%)
30.0
6.0
30.0
6.3
30.0
7.9
30.0
8.5
30.0
8.0
Deferred bonus share scheme (‘DBSS’)
Each year, part of the annual incentive for certain executives is deferred into Phoenix Group Holdings’ shares. This grant of shares is conditional on
the employee remaining in employment with the Group for a period of three years. For DBSS awards made in 2015 and for those to be made in
subsequent years, the three-year deferral period will run to the dealing day following the three-year anniversary of the announcement of the annual
results. Dividends will accrue for DBSS awards over the three-year deferral period. The 2016 DBSS was granted on 30 March 2016 and 2 June 2016
and is expected to vest on 24 March 2019. The number of shares for all outstanding DBSS awards has been increased to take into account the impact
of the Group’s rights issue (see note D1). This adjustment has been based on the Theoretical Ex-Rights Price. The 2013 DBSS awards vested during
the year. The 2014 awards are expected to vest on 28 March 2017 and the 2015 awards are expected to vest on 19 March 2018.
The fair value of these awards is estimated at the share price at the grant date, taking into account the terms and conditions upon which the options
were granted.
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NOTES TO THE IFRS CONSOLIDATED
FINANCIAL STATEMENTS
Continued
I. OTHER NOTES continued
I2. SHARE-BASED PAYMENT continued
I2.3 Movements in the year
The following tables illustrate the number of, and movements in, share options during the year:
Outstanding at the beginning of the year
Granted during the year1
Forfeited during the year
Cancelled during the year
Exercised during the year
Outstanding at the end of the year
1
Includes 861,845 share options granted following the Group’s rights issue
Outstanding at the beginning of the year
Granted during the year
Forfeited during the year
Cancelled during the year
Exercised during the year
Waived during the year
Outstanding at the end of the year
Number of share options 2016
LTIP
Sharesave
DBSS
2,694,173
1,438,958
–
–
832,680
388,143
(8,533)
(15,456)
529,084
279,239
–
–
(663,710)
(159,678)
(175,205)
3,469,421
1,037,156
633,118
Number of share options 2015
LTIP
Sharesave
DBSS
3,153,621
867,817
(248,865)
–
987,518
253,757
(43,738)
(21,585)
482,249
171,441
(28,732)
–
(993,902)
(343,272)
(95,874)
(84,498)
–
–
2,694,173
832,680
529,084
The weighted average fair value of options granted during the year was £6.11 (2015: £6.93).
The weighted average share price at the date of exercise for the rewards exercised is £7.69 (2015: £8.36).
The weighted average remaining contractual life for the rewards outstanding as at 31 December 2016 is 1.3 years (2015: 1.6 years).
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I3. CASH FLOWS FROM OPERATING ACTIVITIES
The following analysis gives further detail behind the ‘cash utilised by operations’ figure in the statement of consolidated cash flows.
(Loss)/profit for the period before tax
Non-cash movements in profit for the year before tax
Fair value (gains)/losses on:
Investment property
Financial assets
Change in fair value of borrowings
Amortisation and impairment of intangible assets
Change in present value of future profits
Change in unallocated surplus
Share-based payment charge
Interest expense on borrowings
Net interest (income) on Group defined benefit pension scheme asset/liability
Other costs of pension schemes
(Increase)/decrease in investment assets
Decrease/(increase) in reinsurance assets
Increase/(decrease) in insurance contract and investment contract liabilities
Increase/(decrease) in deposits received from reinsurers
Increase/(decrease) in obligation for repayment of collateral received
Net (increase)/decrease in working capital
Cash utilised by operations
I4. CAPITAL MANAGEMENT
2016
£m
(70)
(26)
(4,548)
34
90
11
(4)
7
122
(21)
5
(650)
345
2,489
14
898
(541)
(1,845)
2015
£m
152
(140)
1,125
48
163
6
(84)
4
136
(17)
3
2,468
(1,134)
(3,487)
(30)
(229)
440
(576)
This note sets out the Group's approach to managing capital, provides a description of what the Group manages as capital and explains the
regulatory requirements and capital policies of the Group and its life companies.
Risk and capital management objectives
The risk management objectives and policies of the Group are based on the requirement to protect the Group’s regulatory capital position, thereby
safeguarding policyholders’ guaranteed benefits whilst also ensuring the Group can meet its various cash flow requirements. Subject to this,
the Group seeks to use available capital to achieve increased returns, balancing risk and reward, to generate additional value for policyholders
and shareholders.
In pursuing these objectives, the Group deploys financial and other assets and incurs insurance contract liabilities and financial and other liabilities.
Financial and other assets principally comprise investments in equity securities, fixed and variable rate income securities, collective investment
schemes, property, derivatives, reinsurance, trade and other receivables, and banking deposits. Financial liabilities principally comprise investment
contracts, borrowings for financing purposes, derivative liabilities and net asset value attributable to unit-holders.
The risk management disclosures in the IFRS consolidated financial statements set out the major risks that the Group businesses are exposed to
and describe the Group’s approach to managing these. The section on financial risk is included in note E6, the section on insurance risk is included in
note F4 and the sections on risk and capital management objectives and other risks are included below. The Group’s risk management framework
is described in the Risk Management section on pages 34 to 39 of the Annual Report and Accounts.
Other risks
Customer risk
Customer risk is the risk of reductions in earnings and/or value, through inappropriate or poor customer treatment (including poor advice).
Operational risk
Operational risk is the risk of reductions in earnings and/or value, through financial or reputational loss, from inadequate or failed internal processes
and systems, or from people-related or external events.
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NOTES TO THE IFRS CONSOLIDATED
FINANCIAL STATEMENTS
Continued
I. OTHER NOTES continued
I4. CAPITAL MANAGEMENT continued
Capital management framework
The Group’s capital management framework is designed to achieve the
following objectives:
– to provide appropriate security for policyholders and meet all regulatory
capital requirements under the Solvency II regime while not retaining
unnecessary excess capital;
– to ensure sufficient liquidity to meet obligations to policyholders and
other creditors;
– to optimise the Fitch Rating’s financial leverage ratio to maintain an
investment grade credit rating; and
– to maintain a stable and sustainable dividend policy.
The framework comprises a suite of capital management policies
that govern the allocation of capital throughout the Group to achieve
the framework objectives under a range of stress conditions. The policy
suite is defined with reference to policyholder security, creditor
obligations, owner dividend policy and regulatory capital requirements.
Group capital
Following the implementation of the Solvency II Directive effective from
1 January 2016, Group capital is managed on a Solvency II basis.
Under the Solvency II framework, the primary sources of capital
managed by the Group comprise of the Group's Own Funds as
measured under the Solvency II principles, adjusted so as to exclude
surplus funds attributable to the Group's unsupported with-profit funds
and unsupported pension schemes. The Group also considers its
senior bond and revolving credit facility to represent sources of capital,
measured at their market value.
Prior to 1 January 2016 the primary sources of capital used by the Group
comprised of equity shareholder funds as measured on an MCEV basis,
the Perpetual Reset Capital Securities and shareholder borrowings.
Following the implementation of Solvency II, the Group no longer reports
financial information on an MCEV basis, and such an approach is no
longer considered relevant to the management of the Group's capital.
In addition, the Perpetual Reset Capital Securities were redeemed in
April 2016 and therefore no longer represent a source of capital.
A Solvency II capital assessment involves a valuation in line with
Solvency II principles of the Group's Own Funds and a risk-based
assessment of the Group's Solvency Capital Requirement ('SCR').
Solvency II surplus is the excess of Own Funds over the SCR.
Each UK life company and the Group will hold an amount of Own Funds
that is greater than the SCR to allow for adverse events in the future
that may use capital and might otherwise cause the company to fail the
minimum level of regulatory capital, the Minimum Capital Requirement
('MCR').
The Group aims to maintain a Solvency II surplus at least equal to its
Board-approved capital policy, which reflects board risk appetite for
meeting prevailing solvency requirements.
The capital policy of each life company is set and monitored by each life
company board. These policies ensure there is sufficient capital within
each life company to meet regulatory capital requirements under a
range of stress conditions. The capital policy of each life company varies
according to the risk profile and financial strength of the company.
The capital policy of each Group holding company is designed to ensure
that there is sufficient liquidity to meet creditor obligations through
the combination of cash buffers and cash flows from the Group’s
operating companies.
Own Funds and SCR
Basic Own Funds represents the excess of assets over liabilities from the
Solvency II balance sheet adjusted to add back any relevant subordinated
liabilities that meet the criteria to be treated as capital items.
The Basic Own Funds are classified into three Tiers based on
permanency and loss absorbency (Tier 1 being the highest quality
and Tier 3 the lowest). The Group's Own Funds are assessed for their
eligibility to cover the Group SCR with reference to both the quality of
capital and its availability and transferability. Surplus funds in with-profit
funds of the life companies and in the pension schemes are restricted
and can only be included in Eligible Own Funds up to the value of the
SCR they are used to support.
Eligible Own Funds to cover the SCR are obtained after applying the
prescribed Tiering limits and transferability restrictions to the Basic
Own Funds.
The SCR is calibrated so that the likelihood of a loss exceeding the SCR
is less than 0.5% over one year. This ensures that capital is sufficient to
withstand a broadly ‘1 in 200 year event’.
Group capital resources – unaudited
The Group capital resources is based on the Group's pro forma Own
Funds adjusted for shareholder borrowings as analysed below:
Unaudited
PGH pro forma Own Funds1,2
Remove Own Funds pertaining to unsupported
with-profit funds and the PGL pension scheme
PGH pro forma Own Funds attributable
to shareholders
Senior borrowings3:
Revolving credit facility
Senior unsecured bond
Group capital resources
2016
Pro forma
£bn
6.0
(2.0)
4.0
0.5
0.3
4.8
1 Further information on the PGH pro forma Own Funds and SCR is included on page 31.
2 Further details on the pro forma basis are provided on page 23.
3 The senior borrowings are treated as liabilities within the PGH pro forma Own Funds
as they do not qualify as Own Funds under Solvency II principles. Other shareholder
borrowings comprising the £200 million unsecured subordinated loan, the £428 million
subordinated loan and the £300 million Tier 3 bond issued in January 2017, qualify as
capital under Solvency II principles, and are included within Own Funds.
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PLHL Solvency II surplus
The Group’s Solvency II assessment and Group supervision is performed at the PLHL level as this is the highest EEA insurance holding company.
A waiver is currently in place which permits Group supervision to take place at the level of the ultimate parent, PGH, via other methods as opposed
to full Group supervision. This waiver is due to expire on 30 June 2017. As part of the ongoing simplification of the Group structure, Phoenix intends
to put in place a new UK-registered holding company which will be the ultimate holding company and the highest EEA insurance Group holding
company at which Group supervision will be performed. From 1 July 2017 and pending completion of the simplification of the Group structure, Group
supervision and the Solvency II capital adequacy assessment are expected to be performed at the PLHL and PGH level.
An analysis of the PLHL Solvency II surplus as at 31 December 2016 is provided in the Business Review section on page 29 of the Annual Report
and Accounts.
Further information on the PLHL's pro forma Own Funds, SCR and MCR is included in the additional capital disclosures on pages 211 to 213 of the
Annual Report and Accounts.
I5. RELATED PARTY TRANSACTIONS
In the ordinary course of business, the Group and its subsidiaries carry out transactions with related parties as defined by IAS 24 Related
party disclosures.
I5.1 Transactions with pension scheme and associate
During the year, the Group entered into the following transactions with one of its pension schemes and associate:
Transactions
2016
£m
Balances
outstanding
2016
£m
Transactions
2015
£m
Balances
outstanding
2015
£m
Pearl Group Staff Pension Scheme
Payment of administrative expenses
UK Commercial Property Trust Limited
Dividend income
Reduction in investment
(2)
17
12
–
–
–
(2)
–
–
I5.2 Transactions with key management personnel
The total compensation of key management personnel, being those having authority and responsibility for planning, directing and controlling the
activities of the Group, including the Executive and Non-Executive Directors, are as follows:
Salary and other short-term benefits
Equity compensation plans
2016
£m
4
2
–
–
–
2015
£m
4
2
Details of the shareholdings and emoluments of individual Directors are provided in the Remuneration report on pages 58 to 84.
I6. OPERATING LEASES
Leases, where a significant portion of the risks and rewards of ownership are retained by the lessor, are classified as operating leases. Where the
Group is the lessee, payments made 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 lease.
Operating lease rentals charged within administrative expenses amounted to £6 million (2015: £8 million).
The Group has commitments under non-cancellable operating leases as set out below:
Not later than 1 year
Later than 1 year and not later than
5 years
2016
£m
7
16
The principal operating lease commitments for 2016 concern office space located at St Vincent Street, Glasgow and Juxon House, London
(2015: St Vincent Street, Glasgow and Juxon House, London).
Disclosures of future minimum lease rental receivables in respect of non-cancellable operating leases on investment properties are included
in note G9.
2015
£m
7
22
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NOTES TO THE IFRS CONSOLIDATED
FINANCIAL STATEMENTS
Continued
I. OTHER NOTES continued
I7. COMMITMENTS
This note analyses the Group’s other commitments.
To subscribe to private equity funds
and other unlisted assets
To purchase, construct or develop
investment property
For repairs, maintenance or
enhancements of investment property
I8. CONTINGENT LIABILITIES
2016
£m
646
7
3
2015
£m
443
6
5
Where the Group has a possible future obligation as a result of a past
event, or a present legal or constructive obligation but it is not probable
that there will be an outflow of resources to settle the obligation
or the amount cannot be reliably estimated, this is disclosed as a
contingent liability.
During 2016, the FCA published the findings of its thematic reviews into
the fair treatment of long-standing customers and into the practices of
non-advised annuity sales. Following the acquisition of Abbey Life, a
provision has been recognised in respect of obligations identified as a
result of past practices adopted by the entity in the areas covered by the
two reviews. As part of this exercise, other potential exposures were
identified where it is not yet possible to conclude that the Group has
a present obligation that will require an outflow of economic benefits.
The determination of any liability arising remains dependent on the
occurrence of uncertain future events, including finalisation of the FCA’s
enforcement investigation into Abbey Life that commenced in response
to the findings of the review into the fair treatment of long-standing
customers. Further detailed information on these exposures is included
in note G1.
I9. EVENTS AFTER THE REPORTING PERIOD
The financial statements are adjusted to reflect significant events that
have a material effect on the financial results and that have occurred
between the period end and the date when the financial statements
are authorised for issue, provided they give evidence of conditions that
existed at the period end. Events that are indicative of conditions that
arise after the period end that do not result in an adjustment to the
financial statements are disclosed.
On 20 January 2017, PGH Capital plc (‘PGHC’) issued £300 million of
subordinated notes ('PGH Capital Tier 3 subordinated') due 2022 at a
coupon of 4.125%. The net proceeds from the bond issuance were used
to repay the PGH Capital revolving credit facility.
On 17 March 2017, documentation was entered into which will substitute
PGH in place of PGHC as issuer of the PGH Capital senior bond,
PGH Capital subordinated notes and PGH Capital Tier 3 subordinated
notes ('Substitutions'). The Substitutions will become effective on
20 March 2017.
On 28 February 2017, PGH became an additional borrower under the
PGH Capital revolving credit facility. On 17 March 2017, PGH irrevocably
committed to drawing down under this facility on 20 March 2017 and
PGHC is due to repay its borrowings under the PGH Capital revolving
credit facility.
On 17 March 2017, the Board recommended a final dividend of 23.9p
per share (2015: 26.7p per share) for the year ended 31 December 2016.
Payment of the final dividend is subject to shareholder approval at the
AGM. The cost of this dividend has not been recognised as a liability in
the financial statements for 2016 and will be charged to the statement
of consolidated changes in equity in 2017.
H Staunton
C Bannister
J McConville
A Barbour
I Cormack
I Hudson
W Mayall
J Pollock
N Shott
K Sorenson
D Woods
ST HELIER, JERSEY
17 MARCH 2017
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PARENT COMPANY
FINANCIAL STATEMENTS
193
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194
PARENT COMPANY FINANCIAL STATEMENTS
STATEMENT OF COMPREHENSIVE INCOME
For the year ended 31 December 2016
Net investment income
Net income
Administrative expenses
Impairment of investment in subsidiaries
Total operating expenses
Total comprehensive income for the year attributable to owners
Notes
4
5
7
2016
£m
92
92
(54)
–
(54)
38
2015
£m
620
620
(19)
(437)
(456)
164
The Company is exempt from tax in the Cayman Islands on any profits, income, gains or appreciations for a period of 30 years from 11 May 2010.
There are no other comprehensive income items for 2016 and 2015.
STATEMENT OF FINANCIAL POSITION
As at 31 December 2016
EQUITY AND LIABILITIES
Equity attributable to owners
Share capital
Share premium
Foreign currency translation reserve
Retained earnings
Total equity
Liabilities
Financial liabilities
Borrowings
Other amounts due to Group entities
Accruals and deferred income
Total equity and liabilities
ASSETS
Investments in Group entities
Financial assets
Collective investment schemes
Loans and receivables
Other amounts due from Group entities
Total assets
Notes
D1
6
14
7
8
9
14
2016
£m
2015
£m
–
1,640
89
602
2,331
–
98
1
–
858
89
557
1,504
3
123
–
2,430
1,630
1,664
25
737
4
800
11
819
–
2,430
1,630
The notes identified numerically on pages 197 to 202 are an integral part of these Company financial statements. Where items also appear in the
consolidated financial statements, reference is made to the notes (identified alphanumerically) on pages 106 to 192.
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PARENT COMPANY FINANCIAL STATEMENTS
STATEMENT OF CASH FLOWS
For the year ended 31 December 2016
Cash flows from operating activities
Cash utilised by operations
Net cash flows from operating activities
Cash flows from investing activities
Dividends received from Group entities
Loan advance to Group entities
Capital contributions to Group entities
Repayment of loans from Group entities
Interest received from Group entities
Return of share capital from Opal ReAssurance Limited (‘Opal Re’)
Net cash flows from investing activities
Cash flows from financing activities
Proceeds from issuing ordinary shares
Ordinary share dividends paid
Repayment of loan to Impala Holdings Limited
Net cash flows from financing activities
Net decrease in cash and cash equivalents
Cash and cash equivalents at the beginning of the year
Cash and cash equivalents at the end of the year
195
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£m
(28)
(28)
40
(6)
–
–
19
90
143
2
(120)
–
(118)
(3)
3
–
Note
10
2016
£m
(78)
(78)
8
(657)
(929)
775
25
77
(701)
908
(126)
(3)
779
–
–
–
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196
PARENT COMPANY FINANCIAL STATEMENTS
STATEMENT OF CHANGES IN EQUITY
For the year ended 31 December 2016
At 1 January 2016
Total comprehensive income for the year attributable to owners
Issue of ordinary share capital (note D1)
Dividends paid on ordinary shares (note B4)
Credit to equity for equity-settled share-based payments (note I2.1)
At 31 December 2016
Share capital
(note D1)
£m
–
–
–
–
–
–
Share
premium
£m
858
–
908
(126)
–
1,640
Foreign
currency
translation
reserve
£m
89
–
–
–
–
89
Retained
earnings
£m
557
38
–
–
7
602
Total
£m
1,504
38
908
(126)
7
2,331
STATEMENT OF CHANGES IN EQUITY
For the year ended 31 December 2015
At 1 January 2015
Total comprehensive income for the year attributable to owners
Issue of ordinary share capital (note D1)
Dividends paid on ordinary shares (note B4)
Credit to equity for equity-settled share-based payments (note I2.1)
At 31 December 2015
Share capital
(note D1)
£m
–
–
–
–
–
–
Share
premium
£m
976
–
2
(120)
–
858
Foreign
currency
translation
reserve
£m
89
–
–
–
–
89
Retained
earnings
£m
389
164
–
–
4
Total
£m
1,454
164
2
(120)
4
557
1,504
Phoenix Group Holdings is subject to Cayman Islands Companies Law. Under Cayman Islands Companies Law distributions can be made
out of profits or share premium subject, in each, to a solvency test. The solvency test is broadly consistent with the Group’s going concern
assessment criteria.
The notes identified numerically on pages 197 to 202 are an integral part of these Company financial statements. Where items also appear in the
consolidated financial statements, reference is made to the notes (identified alphanumerically) on pages 106 to 192.
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PARENT COMPANY FINANCIAL STATEMENTS
NOTES TO THE PARENT COMPANY
FINANCIAL STATEMENTS
197
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1. ACCOUNTING POLICIES
(A) BASIS OF PREPARATION
The financial statements have been prepared on an historical cost basis
except for those financial assets and financial liabilities that have been
measured at fair value.
STATEMENT OF COMPLIANCE
The financial statements have been prepared in accordance with
International Financial Reporting Standards (‘IFRSs’) as issued by
the International Accounting Standards Board (‘IASB’). The financial
statements are presented in sterling (£) rounded to the nearest million
unless otherwise stated.
Assets and liabilities are offset and the net amount reported in the
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 to realise the assets and settle the liabilities
simultaneously. Income and expenses are not offset in the statement
of comprehensive income unless required or permitted by an IFRS
or interpretation, as specifically disclosed in the accounting policies
of the Company.
(B) ACCOUNTING POLICIES
The accounting policies in the separate financial statements are the
same as those presented in the consolidated financial statements
on pages 106 to 108, except for the policy noted below. Where an
accounting policy can be directly attributed to a specific note to the
consolidated financial statements, the policy is presented within that
note. Each note within the Company financial statements makes
reference to the note to the consolidated financial statements containing
the applicable accounting policy. The accounting policy in relation
to foreign currency transactions is included within note A2.1 to the
consolidated financial statements.
INVESTMENTS IN GROUP ENTITIES
Investments in Group entities are carried in the statement of financial
position at cost less impairment.
The Company assesses at each reporting date whether an investment
is impaired. The Company first assesses whether objective evidence
of impairment exists. Evidence of impairment needs to be significant
or prolonged to determine that objective evidence of impairment exists.
If objective evidence of impairment exists, the Company calculates
the amount of impairment as the difference between the recoverable
amount of the Group entity and its carrying value and recognises the
amount as an expense in the statement of comprehensive income.
The recoverable amount is determined based on the cash flow
projections of the underlying entities.
The assessment of whether an investment in a Group entity is impaired
is considered to be a critical accounting judgement for the Company.
2. FINANCIAL INFORMATION
In preparing the financial statements the Company has adopted the
standards, interpretations and amendments effective 1 January 2016
which have been issued by the IASB as detailed in note A4 to the
consolidated financial statements, none of which have had a significant
impact on the Company’s financial statements. Details of standards,
interpretations and amendments to be adopted in future periods are also
detailed in note A5 to the consolidated financial statements.
3. SEGMENTAL ANALYSIS
The Company has one reportable segment, comprising its investment
in and loans to/from its subsidiaries. Its revenue principally comprises
the dividend and interest income derived from these investments and
loans. Information relating to this segment is included in the Company’s
primary financial statements on pages 194 to 196. The accounting
policy for segmental analysis is included in note B1 to the consolidated
financial statements.
Predominantly, all revenues from external customers are sourced in
the UK.
Predominantly, all assets are located in the UK.
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PARENT COMPANY FINANCIAL STATEMENTS
NOTES TO THE PARENT COMPANY
FINANCIAL STATEMENTS
Continued
4. NET INVESTMENT INCOME
The accounting policy for net investment income is included in note C1 to the consolidated financial statements.
Investment income
Dividend income from other Group entities
Interest income from other Group entities
Reversal of impairment losses on loans and receivables
Gain on return of capital from Opal Re
Net investment income
5. ADMINISTRATIVE EXPENSES
The accounting policy for administrative expenses is included in note C2 to the consolidated financial statements.
Employee costs1
Professional fees
Write down of loans due from other Group entities
Staff costs recharged from other Group entities
Other
Administrative expenses
2016
£m
8
72
80
–
12
92
2015
£m
487
58
545
75
–
620
2016
£m
2015
£m
1
25
11
10
7
54
1
1
8
4
5
19
1
In addition to the Non-Executive Directors, one employee was employed by Phoenix Group Holdings during the period (2015: one). Other Group employees are employed by other
Group entities.
6. BORROWINGS
The accounting policy for borrowings is included in note E5 to the consolidated financial statements.
Loan due to Impala Holdings Limited
Carrying value
Fair value
2016
£m
–
2015
£m
3
2016
£m
–
2015
£m
3
All borrowings are due to Group entities and are measured at amortised cost using the effective interest method.
On 16 July 2010, the Company was granted a loan from Impala Holdings Limited of £3 million which matured on 31 December 2016. The loan
accrued interest at six month LIBOR plus a margin of 3.25% which was capitalised semi-annually on 7 April and 7 October. Interest of £0.2 million
(2015: £0.1 million) was accrued during the year. The balance outstanding at the maturity date was £3 million (2015: £3 million) and has been repaid.
All borrowings are categorised as Level 3 financial instruments. The fair value of borrowings with no external market is determined by internally
developed discounted cash flow models using a risk-adjusted discount rate corroborated with external market data where possible.
Changes to the Company’s borrowings since 31 December 2016 are detailed in note I9 to the consolidated financial statements.
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7. INVESTMENTS IN GROUP ENTITIES
Cost
At 1 January
Additions
Return of share capital from Opal Re
At 31 December
Impairment
At 1 January
Charge for the year
At 31 December
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£m
1,237
929
(65)
2,101
(437)
–
(437)
2015
£m
1,317
10
(90)
1,237
–
(437)
(437)
Carrying amount at 31 December
1,664
800
During 2016, the Company made capital contributions totalling £929 million in an equal share to PGH (LCA) Limited and PGH (LCB) Limited.
On 24 March 2016, the Company received £77 million (2015: £90 million) as a result of a return of share capital from Opal Re. As the cost of the
Company’s investment in Opal Re was £65 million, a gain of £12 million was recognised on return of the capital.
On 27 April 2015, the Company received a £10 million dividend from Opal Re in the form of preference shares.
During 2015, following a restructure of the Company’s holdings in PGH (LCA) Limited, PGH (LCB) Limited, PGH (TC1) Limited and PGH (TC2) Limited,
the Company received dividends of £205 million and £232 million from PGH (TC1) Limited and PGH (TC2) Limited respectively. The Company
impaired its investments in PGH (TC1) Limited and PGH (TC2) Limited to the extent of dividends received.
For a list of principal Group entities, refer to note H5 of the consolidated financial statements. The entities directly held by Phoenix Group Holdings are
separately identified.
8. COLLECTIVE INVESTMENT SCHEMES
The accounting policy for collective investment schemes is included in note E1 to the consolidated financial statements.
Investment in collective investment schemes
Amount due for settlement after 12 months
Carrying value
Fair value
2016
£m
25
–
2015
£m
11
–
2016
£m
25
2015
£m
11
All investments are categorised as Level 1 financial instruments. Details of the factors considered in determination of the fair value are included in note
E2 to the consolidated financial statements.
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PARENT COMPANY FINANCIAL STATEMENTS
NOTES TO THE PARENT COMPANY
FINANCIAL STATEMENTS
Continued
9. LOANS AND RECEIVABLES
Loans due from PGH (LCA) Limited and PGH (LCB) Limited
Loans due from PGH (MC1) Limited and PGH (MC2) Limited
Loans due from Employee Benefit Trust
Notes due from Phoenix Life Holdings Limited
Amounts due after 12 months
Carrying value
Fair value
2016
£m
603
128
6
–
737
731
2015
£m
626
113
5
75
819
814
2016
£m
718
235
6
–
959
2015
£m
791
262
5
74
1,132
The accounting policy for loans and receivables is included in note E1 to the consolidated financial statements.
All loans and receivables balances are due from Group entities and are measured at amortised cost using the effective interest method. The fair value
of these loans and receivables are also disclosed.
On 22 March 2010, the Company subscribed for £325 million of Eurobonds which were issued equally by PGH (LCA) Limited and PGH (LCB) Limited.
On 23 March 2010, the Eurobonds were listed on the Channel Islands Stock Exchange. Interest accrues on these Eurobonds at a rate of LIBOR plus
a margin of 2.5% and the final maturity date is 30 June 2025. The Eurobonds were initially recognised at fair value and are accreted to par over the
period to 2025. At 31 December 2016 £191 million was due (2015: £175 million).
On 12 December 2011, the Company, PGH (LCA) Limited and PGH (LCB) Limited, became party to a joint £77 million loan agreement to formalise
an inter-company balance which had arisen in 2009 relating to fees payable to a syndicate of external banks. The loan accrued interest at a rate of
LIBOR plus a margin of 1.25% and matured on 30 June 2016. No interest was capitalised during the year (2015: £0.1 million). On 22 March 2016,
the outstanding balance of £5 million was written off.
In June 2015, the Company was assigned loans of £436 million issued equally by PGH (LCA) Limited and PGH (LCB) Limited. These loans
accrue interest at a rate of LIBOR plus a margin of 2.9% and mature on 5 June 2020. During the year, interest of £16 million was capitalised
(2015: £10 million) and £50 million of repayments were received (2015: £nil). At 31 December 2016 £412 million was due (2015: £446 million).
On 22 March 2010, the Company subscribed for £250 million of Eurobonds which were issued equally by PGH (MC1) Limited and PGH (MC2)
Limited. On 23 March 2010, the Eurobonds were listed on the Channel Islands Stock Exchange. Interest accrues on these Eurobonds at a rate of
LIBOR plus a margin of 2.5% and the final maturity date is 30 June 2025. The Eurobonds were initially recognised at fair value and are accreted
to par over the period to 2025. At 31 December 2016 £128 million was due (2015: £113 million).
On 16 July 2010, the Company entered into an interest free facility arrangement with Phoenix Group Holdings’ Employee Benefit Trust (‘EBT’).
In 2016, an additional £7 million was drawn down against this facility (2015: £6 million). The loan is recoverable until the point the awards held by the
EBT vest to the participants, at which point the loan is reviewed for impairment. Any impairments are determined by comparing the carrying value to
the estimated recoverable amount of the loan. Following the vesting of awards in 2016 £6 million of the loan (2015: £8 million) has been written off.
At 31 December 2016 £6 million was due (2015: £5 million).
On 22 April 2010, Pearl Group Holdings (No.1) Limited (‘PGH1’) issued a balancing instrument under which notes with a principal of £75 million were
issued to Phoenix Group Holdings. During January 2015 the notes were transferred from PGH1 to Phoenix Life Holdings Limited (‘PLHL’). The notes
have no fixed maturity. Phoenix Group Holdings paid no consideration for the notes and has waived its right to receive a coupon on the notes.
At 31 December 2015, £75 million was due. On 25 April 2016, having obtained the necessary approvals PLHL repaid the notes in full.
On 9 November 2016, the Company entered into a joint loan agreement with PGH (LCA) Limited and PGH (LCB) Limited and advanced payment
of £650 million. The loan accrued interest at LIBOR plus a margin of 0.85% and was fully repaid on 28 December 2016.
No other loans are considered to be past due or impaired.
For the purposes of the additional fair value disclosures for assets recognised at amortised cost, all loans and receivables are categorised as Level
3 financial instruments. The fair value of loans and receivables with no external market is determined by internally developed discounted cash flow
models using a risk-adjusted discount rate corroborated with external market data where possible.
Details of the factors considered in determination of fair value are included in note E2 to the consolidated financial statements.
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10. CASH FLOWS FROM OPERATING ACTIVITIES
Profit for the year before tax
Adjustments to reconcile profit for the year to cash flows from operating activities:
Interest income from other Group entities
Reversal of impairment losses on loans and receivables
Gain on return of capital from subsidiary
Dividends received
Write down of loans to Group entities
Impairment of investment in subsidiaries
Share-based payment charge
Net increase in investment assets
Net (increase)/decrease in working capital
Cash utilised by operations
11. CAPITAL AND RISK MANAGEMENT
201
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s
2016
£m
38
(72)
–
(12)
(8)
11
–
7
(14)
(28)
(78)
2015
£m
164
(58)
(75)
–
(487)
8
437
4
(29)
8
(28)
The Company’s capital comprises share capital and all reserves. At 31 December 2016 total capital was £2,331 million (2015: £1,504 million).
The movement in capital in the year comprises the total comprehensive income for the year attributable to owners of £38 million (2015: £164 million),
proceeds from the issue of ordinary share capital of £908 million (2015: £2 million) and a credit to equity for equity-settled share-based payments of
£7 million (2015: £4 million), partly offset by payment of dividends of £126 million (2015: £120 million).
There are no externally imposed capital requirements on the Company. The Company’s capital is monitored by the Directors and managed on an
ongoing basis via a monthly close process to ensure that it remains positive at all times.
Details of the Group risk management policies are outlined in notes E6 and F4 to the consolidated financial statements.
The primary operation of the Company is to manage its investment in subsidiaries. The Company’s other assets and liabilities mainly consist
of receivables due from and borrowings owed to other Group entities.
The principal risks and uncertainties facing the Company are:
– interest rate risk, since the movement in interest rates will impact the value of interest receivable and payable by the Company;
– liquidity risk, exposure to liquidity risk as a result of normal business activities, specifically the risk arising from an inability to meet short-term cash
flow requirements; and
– credit risk, arising from the default of the counterparty to a particular financial asset and is significantly reduced as assets are primarily intercompany
receivables from other Group entities.
The Company’s exposure to all these risks is monitored by the Directors, who agree policies for managing each of these risks on an ongoing basis.
12. SHARE-BASED PAYMENTS
For detailed information on the long-term incentive plans, sharesave schemes and deferred bonus share schemes refer to note I2 to the consolidated
financial statements.
13. DIRECTORS’ REMUNERATION
Details of the remuneration of the Directors’ of Phoenix Group Holdings are included in the Directors’ remuneration report on pages 58 to 84 of the
Annual Report and Accounts.
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PARENT COMPANY FINANCIAL STATEMENTS
NOTES TO THE PARENT COMPANY
FINANCIAL STATEMENTS
Continued
14. RELATED PARTY TRANSACTIONS
The Company has related party transactions with Group entities and its key management personnel. Details of the total compensation of key
management personnel, being those having authority and responsibility for planning, directing and controlling the activities of the Group, including the
Executive and Non-Executive Directors, are included in note I5 to the consolidated financial statements.
During the year ended 31 December 2016 the Company entered into the following transactions with Group entities:
Dividends received
Interest received on loans and receivables due from Group entities
Amounts due from related parties at the end of the year:
Loans due from Group entities
Other amounts due from Group entities
Amount due for settlement after 12 months
Amounts due to related parties at the end of the year:
Loans due to Group entities
Other amounts due to Group entities
Amount due for settlement after 12 months
2016
£m
8
72
80
737
4
741
731
–
98
98
–
2015
£m
487
58
545
819
–
819
814
3
123
126
–
The Company guarantees certain borrowings of PGH Capital plc as detailed in note E5 to the consolidated financial statements. These guarantees
applied up to the date of the Substitutions of debt to PGH from PGH Capital plc as detailed in note I9 to the consolidated financial statements.
15. AUDITOR’S REMUNERATION
Details of auditor’s remuneration, for Phoenix Group Holdings subsidiaries, is included in note C3 to the consolidated financial statements.
16. EVENTS AFTER THE REPORTING PERIOD
Details of events after the reporting date are included in note I9 to the consolidated financial statements.
H Staunton
C Bannister
J McConville
A Barbour
I Cormack
I Hudson
W Mayall
J Pollock
N Shott
K Sorenson
D Woods
ST HELIER, JERSEY
17 MARCH 2017
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6
ASSET DISCLOSURES
203
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c
i
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s
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204
ASSET DISCLOSURES
ADDITIONAL LIFE COMPANY
ASSET DISCLOSURES
The analysis of the asset portfolio provided below comprises the assets held by the Group’s life companies, and is stated net of derivative liabilities.
It excludes other Group assets such as cash held in the holding and service companies and the assets held by the non-controlling interests in
consolidated collective investment schemes.
The following table provides an overview of the exposure by asset category of the Group’s life companies’ shareholder and policyholder funds:
31 December 2016
Carrying value
Cash and cash equivalents
Debt securities – gilts
Debt securities – bonds
Equity securities
Property investments
Other investments4
At 31 December 2016
Cash and cash equivalents in Group holding companies
Cash and financial assets in other Group companies
Financial assets held by the non-controlling interest in
consolidated collective investment schemes
Total Group consolidated assets
Comprised of:
Investment property
Financial assets
Cash and cash equivalents
Derivative liabilities
Shareholder and
non-profit funds1
£m
Participating
supported1
£m
Participating
non-supported2
£m
Unit-linked2
£m
Total3
£m
1,239
3,121
8,645
182
144
833
14,164
2,457
425
1,878
53
74
188
5,075
4,342
6,724
6,427
5,699
802
1,849
25,843
1,858
2,163
2,926
15,747
619
7,449
30,762
9,896
12,433
19,876
21,681
1,639
10,319
75,844
570
449
931
77,794
646
77,049
1,666
(1,567)
77,794
Includes assets where shareholders of the life companies bear the investment risk.
Includes assets where policyholders bear most of the investment risk.
1
2
3 This information is presented on a look through basis to underlying funds where available.
4
Includes equity release mortgages of £433 million, policy loans of £10 million, other loans of £308 million, net derivative assets of £1,468 million, reinsurers’ share of investment contracts of
£6,808 million, and other investments of £1,292 million.
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Shareholder and
non-profit funds1
Participating
supported1
£m
1,236
1,262
5,203
186
140
266
£m
2,498
818
1,380
62
74
(31)
Participating
non-supported2
£m
Unit-linked2
£m
3,921
7,275
6,263
5,231
821
767
1,065
602
724
7,294
336
(1)
8,293
4,801
24,278
10,020
31 December 2015
Carrying value
Cash and cash equivalents
Debt securities – gilts
Debt securities – bonds
Equity securities
Property investments
Other investments5
At 31 December 2015
Cash and cash equivalents in Group holding companies
Cash and financial assets in other Group companies
Financial assets held by the non-controlling interest in the
consolidated UKCPT
Financial assets held by the non-controlling interest in
consolidated collective investment schemes
Total Group consolidated assets
Comprised of:
Investment property
Financial assets
Cash and cash equivalents
Assets held for sale
Derivative liabilities
205
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a
l
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Total3
£m
8,720
9,957
13,570
12,773
1,371
1,001
47,392
706
328
838
5,473
54,737
1,942
50,066
3,940
149
(1,360)
54,737
5
Includes equity release mortgages of £268 million, policy loans of £11 million, other loans of £15 million, net derivative assets of £139 million and other investments of £568 million.
The following table analyses by type the debt securities of the life companies:
31 December 2016
Analysis by type of debt securities
Gilts
Other government and supranational6
Corporate – financial institutions
Corporate – other
Asset backed securities (‘ABS’)
At 31 December 2016
Shareholder and
non-profit funds
£m
Participating
supported
£m
Participating
non-supported
£m
Unit-linked
£m
3,121
1,195
3,375
3,219
856
425
474
531
184
689
6,724
2,103
1,983
1,700
641
11,766
2,303
13,151
2,163
328
2,081
401
116
5,089
Total
£m
12,433
4,100
7,970
5,504
2,302
32,309
6
Includes debt issued by governments; public and statutory bodies; government backed institutions and supranationals.
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206
ASSET DISCLOSURES
ADDITIONAL LIFE COMPANY
ASSET DISCLOSURES
Continued
Total
£m
9,957
3,532
3,967
4,805
1,266
Total
£m
13,087
1,283
153
817
166
146
26
10
788
57
31 December 2015
Analysis by type of debt securities
Gilts
Other government and supranational1
Corporate – financial institutions
Corporate – other
Asset backed securities (‘ABS’)
At 31 December 2015
Shareholder and
non-profit funds
£m
Participating
supported
£m
Participating
non-supported
£m
Unit-linked
£m
1,262
713
1,859
2,079
552
6,465
818
673
367
164
176
7,275
2,058
1,588
2,121
496
602
88
153
441
42
2,198
13,538
1,326
23,527
1
Includes debt issued by governments; public and statutory bodies; government backed institutions and supranationals.
The life companies’ debt portfolio was £32.3 billion at 31 December 2016. Shareholders had direct exposure to £14.1 billion of these assets (including
supported participating funds), of which 99% of rated securities were investment grade. The shareholders’ credit risk exposure to the non-supported
participating funds is primarily limited to the shareholders’ share of future bonuses. Shareholders’ credit risk exposure to the unit-linked funds is limited
to the level of asset management fee, which is dependent on the underlying assets.
Sovereign and supranational debt represented 37% of the debt portfolio in respect of shareholder exposure, or £5.2 billion, at 31 December 2016.
The vast majority of the life companies’ exposure to sovereign and supranational debt holdings is to UK gilts.
The following table sets out a breakdown of the life companies’ sovereign and supranational debt security holdings by country:
31 December 2016
Analysis of sovereign and supranational debt security holdings
by country
Shareholder and
non-profit funds
£m
Participating
supported
£m
Participating
non-supported
£m
Unit-linked
£m
UK
Supranationals
USA
Germany
France
Netherlands
Italy
Spain
Other – non-Eurozone
Other – Eurozone
At 31 December 2016
31 December 2015
3,369
673
16
143
40
16
–
–
45
14
4,316
494
144
5
103
25
12
–
–
114
2
899
7,051
446
25
526
90
112
–
–
542
35
8,827
2,173
20
107
45
11
6
26
10
87
6
2,491
16,533
Analysis of sovereign and supranational debt security holdings
by country
UK
Supranationals
USA
Germany
France
Netherlands
Italy
Spain
Other – non-Eurozone
Other – Eurozone
At 31 December 2015
Shareholder and
non-profit funds
£m
Participating
supported
£m
Participating
non-supported
£m
Unit-linked
£m
1,400
310
1
211
31
–
–
–
22
–
905
195
12
232
50
–
–
–
87
10
1,975
1,491
7,560
553
15
593
64
1
–
–
511
36
9,333
609
17
24
14
4
1
5
3
13
–
690
Total
£m
10,474
1,075
52
1,050
149
2
5
3
633
46
13,489
All of the life companies’ debt securities are held at fair value through profit or loss under IAS 39, and therefore already reflect any reduction in value
between the date of purchase and the reporting date.
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207
F
i
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a
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i
a
l
s
The life companies have in place a comprehensive database that consolidates credit exposures across counterparties, geographies and business
lines. This database is used for credit monitoring, stress testing and scenario planning. The life companies continue to manage their balance sheets
prudently and have taken extra measures to ensure their market exposures remain within risk appetite.
The following table sets out a breakdown of the life companies’ financial institution corporate debt security holdings by country:
31 December 2016
Analysis of financial institution corporate
debt security holdings by country
Shareholder and
non-profit funds
£m
Participating
supported
£m
Participating
non-supported
£m
Unit-linked
£m
UK
USA
Germany
France
Netherlands
Italy
Ireland
Spain
Other – non-Eurozone
Other – Eurozone
At 31 December 2016
31 December 2015
1,607
602
75
165
249
15
30
1
550
81
3,375
65
56
1
6
58
–
–
–
328
17
531
736
403
27
73
190
7
–
15
499
33
924
271
34
121
112
11
29
10
516
53
1,983
2,081
Analysis of financial institution corporate
debt security holdings by country
Shareholder and
non-profit funds
£m
Participating
supported
£m
Participating
non-supported
£m
Unit-linked
£m
UK
USA
Germany
France
Netherlands
Italy
Ireland
Spain
Other – non-Eurozone
Other – Eurozone
At 31 December 2015
845
449
16
58
189
7
28
3
208
56
1,859
151
39
18
–
52
–
1
–
94
12
367
566
298
86
43
238
7
12
12
272
54
1,588
71
16
3
3
30
–
–
–
29
1
153
Total
£m
3,332
1,332
137
365
609
33
59
26
1,893
184
7,970
Total
£m
1,633
802
123
104
509
14
41
15
603
123
3,967
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6
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ASSET DISCLOSURES
ADDITIONAL LIFE COMPANY
ASSET DISCLOSURES
Continued
The life companies had £46 million (2015: £39 million) shareholder exposure to financial institution corporate debt of the Peripheral Eurozone, defined
as Portugal, Italy, Ireland, Greece, and Spain, at 31 December 2016. The £3,906 million (2015: £2,226 million) total shareholder exposure to financial
institution corporate debt comprised £2,125 million (2015: £1,742 million) senior debt, £2 million (2015: £4 million) Tier 1 debt and £1,779 million
(2015: £480 million) Tier 2 debt.
The £3,906 million shareholder exposure to financial institution corporate debt comprised £2,170 million (2015: £1,281 million) bank debt and
£1,736 million (2015: £945 million) non-bank debt.
For each of the life companies’ significant financial institution counterparties, industry and other data has been used to assess the exposure of
the individual counterparties. As part of the Group’s risk appetite framework and analysis of shareholder exposure to a potential worsening of the
economic situation, this assessment has been used to identify counterparties considered to be most at risk from defaults. The financial impact
on these counterparties, and the contagion impact on the rest of the shareholder portfolio, is assessed under various scenarios and assumptions.
This analysis is regularly reviewed to reflect the latest economic outlook, economic data and changes to asset portfolios. The results are used to
inform the Group’s views on whether any management actions are required.
The following table sets out a breakdown of the life companies’ corporate – other debt security holdings by country:
31 December 2016
Analysis of corporate – other debt security holdings by country
Shareholder and
non-profit funds
£m
Participating
supported
£m
Participating
non-supported
£m
Unit-linked
£m
UK
USA
Germany
France
Netherlands
Italy
Ireland
Spain
Other – non-Eurozone
Other – Eurozone
At 31 December 2016
31 December 2015
1,517
567
256
276
69
62
4
48
381
39
3,219
74
33
38
17
–
1
–
–
7
14
184
830
303
128
127
17
35
1
23
217
19
1,700
211
83
25
28
4
5
6
5
31
3
401
Analysis of corporate – other debt security holdings by country
Shareholder and
non-profit funds
£m
Participating
supported
£m
Participating
non-supported
£m
Unit-linked
£m
UK
USA
Germany
France
Netherlands
Italy
Ireland
Spain
Other – non-Eurozone
Other – Eurozone
At 31 December 2015
1,073
288
142
173
39
56
1
45
190
72
2,079
76
33
24
15
–
2
–
–
13
1
164
1,607
115
93
113
19
27
2
24
77
44
2,121
363
15
15
20
3
3
2
2
11
7
441
Total
£m
2,632
986
447
448
90
103
11
76
636
75
5,504
Total
£m
3,119
451
274
321
61
88
5
71
291
124
4,805
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i
A
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a
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209
F
i
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a
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c
i
a
l
s
The following table sets out a breakdown of the life companies’ ABS holdings by country:
31 December 2016
Analysis of ABS holdings by country
UK
USA
Germany
France
Netherlands
Ireland
Other – non-Eurozone
Other – Eurozone
At 31 December 2016
Shareholder and
non-profit funds
£m
Participating
supported
£m
Participating
non-supported
£m
Unit-linked
£m
729
10
–
–
9
30
78
–
488
551
108
8
74
29
84
1
2
3
4
29
–
32
18
7
–
1
–
–
1
–
3
3
Total1
£m
1,876
23
103
29
126
49
90
6
856
689
641
116
2,302
1
Improved look-through data received in respect of certain collective investment schemes has identified additional holdings in ABS as at 31 December 2016.
31 December 2015
Analysis of ABS holdings by country
UK
USA
Germany
France
Netherlands
Italy
Spain
Other – non-Eurozone
Other – Eurozone
At 31 December 2015
Shareholder and
non-profit funds
£m
Participating
supported
£m
Participating
non-supported
£m
499
172
399
Unit-linked
£m
41
Total
£m
1,111
3
–
–
10
–
–
40
–
–
–
1
–
–
–
–
3
4
28
–
20
12
1
10
22
–
–
–
1
–
–
–
–
7
28
1
31
12
1
50
25
552
176
496
42
1,266
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o
e
n
i
x
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r
o
u
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H
o
d
n
g
s
i
l
A
n
n
u
a
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R
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210
ASSET DISCLOSURES
ADDITIONAL LIFE COMPANY
ASSET DISCLOSURES
Continued
The following table sets out the credit rating analysis of the debt portfolio:
31 December 2016
Credit rating analysis of debt portfolio
Shareholder and
non-profit funds
£m
Participating
supported
£m
Participating
non-supported
£m
Unit-linked
£m
Total
£m
AAA
AA
A
BBB
BB
B and below
Non-rated
At 31 December 2016
1,333
4,578
3,358
2,274
132
16
75
935
943
287
54
4
2
78
1,626
7,962
1,312
1,624
167
117
343
11,766
2,303
13,151
519
1,415
550
360
47
11
2,187
5,089
4,413
14,898
5,507
4,312
350
146
2,683
32,309
98% of rated securities were investment grade at 31 December 2016 (2015: 97%). The percentage of rated securities that were investment grade
in relation to the shareholder and policyholders’ funds were 99% and 98% respectively (2015: 99% and 96% respectively).
31 December 2015
Credit rating analysis of debt portfolio
AAA
AA
A
BBB
BB
B and below
Non-rated
At 31 December 2015
Shareholder and
non-profit funds
£m
Participating
supported
£m
Participating
non-supported
£m
Unit-linked
£m
746
2,336
1,618
1,635
100
1
29
625
1,272
189
92
11
–
9
1,740
8,443
902
1,751
205
327
170
6,465
2,198
13,538
72
487
84
179
21
–
483
1,326
Total
£m
3,183
12,538
2,793
3,657
337
328
691
23,527
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CAPITAL DISCLOSURES
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CAPITAL DISCLOSURES
ADDITIONAL CAPITAL DISCLOSURES
The Group’s capital management framework is described in the Business Review section on pages 28 to 31 of the Annual Report and Accounts.
The Group’s capital policies and capital resources are set out on note I4 of the IFRS financial statements.
The Solvency II capital assessment and the Group’s regulatory supervision is performed at the PLHL level as this is the highest EEA insurance group
holding company. This section provides additional analysis of PLHL’s Solvency II Own Funds, SCR and MCR.
PLHL SOLVENCY II SURPLUS
The pro forma PLHL’s surplus at 31 December 2016 is £1.9 billion (2015: £1.3 billion, actual). The rationale for the use of the pro forma metric is set out
on page 23.
Own Funds
SCR
Surplus
COMPOSITION OF OWN FUNDS
31 December
2016
Pro forma
£bn
31 December
2015
Actual
£bn
6.8
(4.9)
1.9
5.7
(4.4)
1.3
Own funds items are classified into different Tiers based on the features of the specific items and the extent to which they possess the
following characteristics:
– availability to be called up on demand to fully absorb losses on a going-concern basis, as well as in the case of winding-up (‘permanent availability’);
– in the case of winding-up, the total amount that is available to absorb loses before repayment to the holder until all obligations to policyholders and
other beneficiaries have been met (‘subordination’).
PLHL’s pro forma Own Funds are analysed by Tier as follows:
Tier 1
Tier 2
Tier 3
Total Own Funds
31 December
2016
Pro forma
£bn
31 December
2015
Actual
£bn
5.8
0.6
0.4
6.8
5.0
0.6
0.1
5.7
PLHL’s Tier 1 capital accounts for 83% (2015: 86%) of total Own Funds and comprise of ordinary share capital, surplus funds of the unsupported
with-profit funds which are recognised only to a maximum of the SCR, and the accumulated profits of the remaining business.
Tier 2 capital comprise of subordinated notes whose terms enable them to qualify as Tier 2 capital for regulatory reporting purposes.
Tier 3 items include the new Tier 3 bond issued in January 2017 of £0.3 billion on a pro forma basis (2015: nil) and deferred tax asset of £0.1 billion
(2015: £0.1 billion).
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BREAKDOWN OF SCR
An analysis of the undiversified SCR of PLHL is presented below:
Longevity
Credit
Persistency
Interest rates
Operational
Swap spreads
Other market risks
Other non-market risks
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Pro forma
%
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%
33
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13
9
7
4
10
8
30
21
11
5
8
6
13
6
100%
100%
The principal risks are described in detail in note E6 and F4 in the IFRS financial statements.
MINIMUM CAPITAL REQUIREMENTS
Minimum Capital Requirement (‘MCR’) is the minimum amount of capital an insurer is required to hold below which policyholders and beneficiaries
would become exposed to an unacceptable level of risk if an insurer was allowed to continue its operations.
The MCR is calculated according to a formula prescribed by the Solvency II regulations and is subject to a floor of 25% of the SCR or EUR 3.7 million,
whichever is higher, and a cap of 45% of the SCR. The MCR formula is based on factors applied to technical provisions and capital at risk.
PLHL’s MCR at 31 December 2016 is £1.2 billion (2015: £1.1 billion) which is a sum of the underlying insurance companies’ MCRs.
PLHL’s eligible Own Funds to cover MCR is £6.0 billion (2015: £5.2 billion) leaving an excess of eligible own funds over MCR of £4.8 billion
(2015: £4.1 billion), which translates to an MCR coverage ratio of 496% (2015: 482%).
The eligible Own Funds to cover the MCR is subject to quantitative limits as shown below:
– the eligible amounts of Tier 1 items should be at least 80% of the MCR; and
– the eligible amounts of Tier 2 items shall not exceed 20% of the MCR.
Eligible own funds to cover MCR
Tier 1
Tier 2
Total eligible own funds to cover MCR
31 December
2016
Pro forma
£bn
31 December
2015
Actual
£bn
5.8
0.2
6.0
4.9
0.3
5.2
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ADDITIONAL
INFORMATION
IN THIS SECTION
Shareholder information
Glossary
215
218
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SHAREHOLDER INFORMATION
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ANNUAL GENERAL MEETING
Our Annual General Meeting (‘AGM’) will be held on 11 May 2017 at 12:30pm.
The voting results for our 2017 AGM, including proxy votes and votes withheld, will be available on the Group’s website shortly after the meeting.
SHARE PRICE PERFORMANCE
PHOENIX GROUP HOLDINGS SHARE PRICE PERFORMANCE
Price (rebased to PHNX) pence
850
800
750
700
650
600
550
500
Jan
2016
Feb
2016
Mar
2016
Apr
2016
May
2016
Jun
2016
Jul
2016
Aug
2016
Sep
2016
Oct
2016
Nov
2016
Dec
2016
Phoenix Group
FTSE 250 (excluding investment trusts)
FTSE 350 Life Assurance
SHAREHOLDER PROFILE AS AT 31 DECEMBER 2016
Range of shareholdings
1–1,000
1,001–5,000
5,001–10,000
10,001–250,000
250,001–500,000
500,001 and above
Total
No. of
shareholders
487
559
129
319
55
112
1,661
%
29.3
33.7
7.8
19.2
3.3
6.7
100
No. of
shares
229,682
1,287,888
934,583
21,857,365
18,715,782
349,824,517
392,849,817
%
0.1
0.3
0.2
5.6
4.8
89.0
100
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SHAREHOLDER INFORMATION
Continued
SHAREHOLDER SERVICES
MANAGING YOUR SHAREHOLDING
Our registrar, Computershare, maintains the Company’s register of
members. Shareholders may request a hard copy of this Annual Report
from our registrar and if you have any further queries in respect of
your shareholding, please contact directly using the contact details set
out below.
REGISTRAR DETAILS
Computershare Investor Services (Cayman) Limited
Queensway House
Hilgrove Street
St Helier
Jersey, JE1 1ES
Shareholder helpline number +44 (0) 370 702 0000
Fax number +44 (0) 370 703 6101
Shareholder helpline email address info@computershare.co.je
DIVIDEND MANDATES
Shareholders may find it convenient to have their dividends paid directly
to their bank or building society account. If you wish to take advantage
of this facility please call Computershare and request a ‘Dividend
Mandate’ form.
SCRIP DIVIDEND ALTERNATIVE
The Company does not currently offer a scrip dividend alternative.
WARNING TO SHAREHOLDERS
Over recent years, many companies have become aware that their
shareholders have received unsolicited phone calls or correspondence
concerning investment matters. These are typically from overseas-based
‘brokers’ who target UK shareholders, offering to sell them what often
turn out to be worthless or high-risk shares in US or UK investments.
These operations are commonly known as ‘boiler rooms’.
Shareholders are advised to be very wary of any unsolicited advice,
offers to buy shares at a discount or offers of free reports about
the Company.
If you receive any unsolicited investment advice:
– make sure you get the correct name of the person and organisation;
– check that they are properly authorised by the Financial Conduct
Authority (‘FCA’) before getting involved by visiting www.fca.org.uk/
firms/systems-reporting/register;
– report the matter to the FCA by calling the FCA Consumer Helpline
on 0800 111 6768; and
– if the calls persist, hang up.
If you deal with an unauthorised firm, you will not be eligible to receive
payment under the Financial Services Compensation Scheme (‘FSCS’).
The FCA can also be contacted by completing an online form available at
www.fca.org.uk/consumers/scams/investment-scams/share-fraud-and-
boiler-room-scams/reporting-form.
Details of any share dealing facilities that the Company endorses will
be included in Company mailings.
More detailed information on this or similar activity can be found
on the FCA website available at www.fca.org.uk/consumers.
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SHARE PRICE
You can access the current share price of Phoenix Group Holdings on the Group’s website together with electronic copies of the Group’s financial
reports and presentations at www.thephoenixgroup.com/investor-relations.aspx.
ORDINARY SHARES – 2016 FINAL DIVIDEND
Ex-dividend date
Record date
Payment date for the recommended final dividend
GROUP FINANCIAL CALENDAR FOR 2017
Annual General Meeting
Announcement of unaudited six months’ Interim Results
FORWARD-LOOKING STATEMENTS
30 March 2017
31 March 2017
15 May 2017
11 May 2017
24 August 2017
The 2016 Annual Report and Accounts contains, and the Group may make other statements (verbal or otherwise) containing, forward-looking
statements and other financial and/or statistical data about the Group’s current plans, goals and expectations relating to future financial conditions,
performance, results, strategy and/or objectives.
Statements containing the words: ‘believes’, ‘intends’, ‘will’, ‘may’, ‘should’, ‘expects’, ‘plans’, ‘aims’, ‘seeks’, ‘targets’, ‘continues’ and ‘anticipates’
or other words of similar meaning are forward-looking. Such forward-looking statements and other financial and/or statistical data involve risk
and uncertainty because they relate to future events and circumstances that are beyond the Group’s control. For example, certain insurance risk
disclosures are dependent on the Group’s choices about assumptions and models, which by their nature are estimates. As such, actual future gains
and losses could differ materially from those that we have estimated. Other factors which could cause actual results to differ materially from those
estimated by forward-looking statements include but are not limited to:
– domestic and global economic and business conditions;
– asset prices;
– market-related risks such as fluctuations in interest rates and exchange rates, the potential for a sustained low-interest rate environment,
and the performance of financial markets generally;
– the policies and actions of governmental and/or regulatory authorities, including, for example, new government initiatives related to the financial
crisis and the effect of the European Union’s ‘Solvency II’ requirements on the Group’s capital maintenance requirements;
– the political, legal and economic effects of the UK’s vote to leave the European Union;
– the impact of inflation and deflation;
– market competition;
– changes in assumptions in pricing and reserving for insurance business (particularly with regard to mortality and morbidity trends, gender pricing
and lapse rates);
– the timing, impact and other uncertainties of future acquisitions or combinations within relevant industries;
– risks associated with arrangements with third parties;
– inability of reinsurers to meet obligations or unavailability of reinsurance coverage; and
– the impact of changes in capital, solvency or accounting standards, and tax and other legislation and regulations in the jurisdictions in which
members of the Group operate.
As a result, the Group’s actual future financial condition, performance and results may differ materially from the plans, goals and expectations
set out in the forward-looking statements and other financial and/or statistical data within the 2016 Annual Report and Accounts.
The Group undertakes no obligation to update any of the forward-looking statements contained within the 2016 Annual Report and Accounts
or any other forward-looking statements it may make or publish.
The 2016 Annual Report and Accounts has been prepared for the members of the Company and no one else. The Company, its Directors
or agents do not accept or assume responsibility to any other person in connection with this document and any such responsibility or liability
is expressly disclaimed.
Nothing in the 2016 Annual Report and Accounts is or should be construed as a profit forecast or estimate.
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GLOSSARY
ABBEY LIFE
ABS
ALM
ALTERNATIVE PERFORMANCE
MEASURE
The companies comprising of Abbey Life Assurance Company Limited, Abbey Life Trustee Services Limited
and Abbey Life Trust Securities Limited
Asset Backed Securities – A collateralised security whose value and income payments are derived from
a specified pool of underlying assets
Asset Liability Management – Management of mismatches between assets and liabilities within risk appetite
An Alternative Performance Measure (‘APM’) is a financial measure of historic or future financial performance,
financial position,or cash flows, other than a financial measure defined under IFRS or under Solvency II
regulations. The Group uses a range of these metrics to provide a better understanding of the underlying
performance of the Group. Where appropriate, reconciliations of APMs to IFRS or Solvency II measures are
provided in the Annual Report and Accounts. All APMs are defined within this glossary.
ANNUITY POLICY
A policy that pays out regular benefit amounts, either immediately and for the remainder of a policyholder’s
lifetime (immediate annuity), or deferred to commence at some future date (deferred annuity)
ASSET MANAGEMENT
The management of assets using a structured approach to guide the act of acquiring and disposing of assets,
with the objective of meeting defined investment goals and maximising value for investors,including policyholders
AVIF
Acquired Value of In-Force business
BLACK-SCHOLES
A mathematical model used to calculate the value of an option
BREXIT
The vote by the people of the United Kingdom to leave the EU in the referendum held on 23 June 2016
CLOSED LIFE FUND
A fund that no longer accepts new business. The fund continues to be managed for the existing policyholders
DPF
EBT
Discretionary Participation Feature – A contractual right under an insurance contract to receive, as a supplement
to guaranteed benefits, additional benefits whose amount or timing is contractually at the discretion of the issuer
Employee Benefit Trust – A trust set up to enable its Trustee to purchase and hold shares to satisfy employee
share-based incentive plan awards. The Company’s EBT is the Phoenix Group Holdings Employee Benefit Trust
ECONOMIC ASSUMPTIONS
Assumptions related to future interest rates, inflation, market value movements and tax
EEA
European Economic Area – Established on 1 January 1994 and is an agreement between Norway, Iceland,
Liechtenstein and the European Union. It allows these countries to participate in the EU’s single market without
joining the EU
EXPERIENCE VARIANCES
Current period differences between the actual experience incurred and the assumptions used in the calculation
of IFRS insurance liabilities
FINANCIAL REPORTING
COUNCIL
The UK’s independent regulator responsible for promoting high-quality corporate governance and reporting
to foster investment
FREE SURPLUS
The amount of capital held in life companies in excess of that needed to support their minimum regulatory capital
requirement, plus the capital required under the Group’s capital management policy
FCA
FOS
GAR
HMRC
HOLDING COMPANIES
IFRS
IMC
Financial Conduct Authority – The body responsible for supervising the conduct of all financial services firms and
for the prudential regulation of those financial services firms not supervised by the Prudential Regulation Authority
(‘PRA’), such as asset managers and independent financial advisers
Financial Ombudsman Service – An ombudsman established in 2000, and given statutory powers in 2001 by the
Financial Services and Markets Act 2000, to help settle disputes between consumers and UK-based businesses
providing financial services
Guaranteed Annuity Rate – A rate available to certain pension policyholders to acquire an annuity at a contractually
guaranteed conversion rate
HM Revenue and Customs
Refers to Phoenix Group Holdings, PGH Capital plc, Phoenix Life Holdings Limited, Pearl Group Holdings (No. 2)
Limited, Impala Holdings Limited, Pearl Group Holdings (No. 1) Limited, PGH (TC1) Limited, PGH (TC2) Limited,
PGH (MC1) Limited, PGH (MC2) Limited, PGH (LCA) Limited, PGH (LCB) Limited, PGH (LC1) Limited, PGH (LC2)
Limited and Pearl Life Holdings Limited
International Financial Reporting Standards – Accounting standards, interpretations and the framework adopted
by the International Accounting Standards Board
Investment Management Contract – A contract between an investor and an investment manager
IN-FORCE
Long-term business written before the period end and which has not terminated before the period end
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INHERITED ESTATE
The assets of the long-term with-profit funds less the realistic reserves for non-profit policies written into the
non-profit fund, less asset shares aggregated across the with-profit policies and any additional amounts expected
at the valuation date to be paid to in-force policyholders in the future in respect of smoothing costs and guarantees
INTERNAL MODEL
The agreed methodology and model, approved by the PRA, to calculate the Group Solvency Capital Requirement
pursuant to Solvency II
LIBOR
LSE
LTIP
MSA
NON-ECONOMIC
ASSUMPTIONS
London Interbank Offer Rate – The average interbank interest rate at which a selection of banks on the London
money market are prepared to lend to one another
London Stock Exchange
Long-Term Incentive Plan – The part of an executive’s remuneration designed to incentivise long-term value
for shareholders through an award of shares with vesting contingent on employment and the satisfaction
of stretching performance conditions linked to Group strategy
Management Services Agreement – Contracts that exist between Phoenix Life and management services
companies or between management services companies and their outsource partners
Assumptions related to future levels of mortality, morbidity, persistency and expenses
NON-PROFIT FUND
A fund which is not a with-profit fund, where risks and rewards of the fund fall wholly to shareholders
OPEN ENDED INVESTMENT
COMPANIES
A type of company or a fund in the UK that is structured to invest in other companies with the ability to adjust
its investment criteria and fund size
OPERATING COMPANIES
Refers to the trading companies within Phoenix Life
OPERATING COMPANIES’
CASH GENERATION
Operating companies’ cash generation represents cash remitted by the Group’s operating companies to the
holding companies
OPERATING PROFIT
ORIGO
OWN FUNDS
Operating profit is a non-GAAP measure that is considered a more representative measure of performance
than IFRS profit or loss after tax as it provides long-term performance information unaffected by short-term
economic volatility
An electronic pensions transfer system
Basic Own Funds comprise the excess of assets over liabilities valued in accordance with the Solvency II
principles and subordinated liabilities which qualify to be included in Own Funds under the Solvency II rules.
Eligible Own Funds are the amount of Own Funds that are available to cover the Solvency Capital Requirements
after applying prescribed tiering limits and transferability restrictions to Basic Own Funds.
PART VII TRANSFER
The transfer of insurance policies under Part VII of FSMA 2000. The insurers involved can be in the same
corporate group or in different groups. Transfers require the consent of the High Court, which will consider the
views of the PRA and FCA and of an Independent Expert
PARTICIPATING BUSINESS
See with-profit fund
PERIPHERAL EUROZONE
Refers to Portugal, Ireland, Italy, Greece and Spain
PPFM
PRA
Principles and Practices of Financial Management – A publicly available document which explains how a
company’s with-profit business is run. As part of demonstrating that customers are treated fairly, the Board
certifies that the PPFM has been complied with
Prudential Regulation Authority – The body responsible for the prudential regulation and supervision of banks,
building societies, credit unions, insurers and major investment firms. The PRA and FCA use a Memorandum
of Understanding to co-ordinate and carry out their respective responsibilities
PROTECTION POLICY
A policy which provides benefits payable on certain events. The benefits may be a single lump sum or a series
of payments and may be payable on death, serious illness or sickness
SHAREHOLDER CAPITAL
COVERAGE RATIO
The Shareholder Capital Coverage Ratio represents the shareholder view of the Group solvency position and is
calculated as the ratio of Eligible Own Funds to SCR adjusted to exclude amounts relating to those unsupported
with-profit funds and Group pension schemes whose Own Funds exceed their SCR
SOLVENCY II
A new regime for the prudential regulation of European insurance companies that came into force on 1 January 2016
SOLVENCY II SURPLUS
The excess of Eligible Own Funds over the Solvency Capital Requirement
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GLOSSARY
Continued
SOLVENCY CAPITAL
REQUIREMENTS (‘SCR’)
SCR relates to the risks and obligations to which the Group is exposed, and is calibrated so that the likelihood
of a loss exceeding the SCR is less than 0.5% over one year. This ensures that capital is sufficient to withstand
a broadly ‘1 in 200 year event’
STANDARD FORMULA
A set of calculations prescribed by the Solvency II regulations for generating the SCR
TRANSITIONAL MEASURES
ON TECHNICAL PROVISIONS
Transitional Measures to Technical Provisions (‘TMTP’) is an allowance, subject to the PRA’s approval, to apply
a transitional deduction to technical provisions. The transitional deduction corresponds to the difference between
net technical provisions calculated in accordance with Solvency II principals and net technical provisions calculated
in accordance with the previous regime is expected to decrease linearly over a period of 16 years starting from
1 January 2016 to 1 January 2032
TSR
Total Shareholder Return – The total return, over a fixed period, to an investor in terms of share price growth and
dividends (assuming that dividends paid are re-invested, on the ex-dividend date, in acquiring further shares)
UK CORPORATE
GOVERNANCE CODE
Standards of good corporate governance practice in the UK relating to issues such as board composition
and development, remuneration, accountability, audit and relations with shareholders
UKCPT
UK GAAP
UNIT-LINKED POLICY
WITH-PROFIT FUND
UK Commercial Property Trust Limited – A property subsidiary of the Group which is domiciled in Guernsey
and listed on the London Stock Exchange
Generally Accepted Accounting Principles adopted within the UK
A policy where the benefits are determined by the investment performance of the underlying assets in the
unit-linked fund
A fund where policyholders are entitled to a share of the profits of the fund. Normally, policyholders receive their
share of the profits through bonuses. Also known as a participating fund as policyholders have a participating
interest in the with-profit funds and any declared bonuses. Generally, policyholder and shareholder participation
in the with-profit funds in the UK is split 90:10
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ONLINE RESOURCES
REDUCING OUR ENVIRONMENTAL IMPACT
In line with our Corporate Responsibility programme, and as part of our desire to
reduce our environmental impact, you can view key information on our website.
Go online
www.thephoenixgroup.com
INVESTOR RELATIONS
Our Investor Relations section includes information such as our most recent
news and announcements, results presentations, annual and interim reports,
share-price performance, AGM and EGM information, UK Regulatory Returns
and contact information.
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PHOENIX GROUP HOLDINGS
Registered address
Principal Place of business
Phoenix Group Holdings
Po Box 309
Ugland House
Grand Cayman Ky1-1104
Cayman Islands
Cayman Islands Registrar of
Companies Number 202172
Phoenix Group Holdings
1st Floor
32 Commercial Street
St Helier JE2 3RU
Jersey