Swiss Re Specialty Insurance (UK) Limited Solvency and Financial Condition Report For the year ended 31 December 2016 1
Contents Directors' report... 3 Independent Auditors' Report... 4 Executive summary... 6 Section A Business and performance... 7 A1: General business information... 7 A2: Underwriting performance... 9 A3: Investment performance... 9 A4: Performance of other activities... 9 A5: Any other material information... 9 Section B System of governance...10 B1: Governance structure... 10 B2: Fit and proper requirements... 13 B3: Risk management system... 13 B4: Internal control system... 16 B5 Internal Audit function... 17 B6: Actuarial function... 18 B7: Outsourcing... 18 B8: Assessment of adequacy... 18 Section C: Risk profile...19 C1: Underwriting risk... 19 C2: Financial Market risk... 20 C3: Credit risk... 20 C4: Liquidity risk... 21 C5: Operational risk... 21 C6: Other material risks... 22 C7: Other information... 22 Section D: Valuation for solvency purposes...23 D1: Assets... 23 D2: Technical provisions... 25 D3: Other liabilities... 27 D4: Alternative methods of valuation... 28 D5: Any other material information... 28 Section E: Capital management...29 E1: Own funds... 29 E2: Solvency Capital Requirement and Minimum Capital Requirement... 30 E3: Duration-based equity risk... 31 E4: Differences between the standard formula and the internal model... 31 E5: Non-compliance... 32 E6: Any other material information... 32 Appendix: Glossary...33 Appendix: Quantitative Reporting Templates...35 2
Independent Auditors' Report Report of the external independent auditors to the Directors of Swiss Re Specialty Insurance (UK) Limited ( the Company ) pursuant to Rule 4.1 (2) of the External Audit Part of the PRA Rulebook applicable to Solvency II firms Report on the Audit of the relevant elements of the Solvency and Financial Condition Report Opinion Except as stated below, we have audited the following documents prepared by the Company as at 31 December 2016: The Valuation for solvency purposes and Capital Management sections of the Solvency and Financial Condition Report of the Company as at 31 December 2016, ( the Narrative Disclosures subject to audit ); and Company templates S.02.01.02, S.17.01.02, S.23.01.01, S.25.01.21 and S.28.01.01 ( the Templates subject to audit ). The Narrative Disclosures subject to audit and the Templates subject to audit are collectively referred to as the relevant elements of the Solvency and Financial Condition Report. We are not required to audit, nor have we audited, and as a consequence do not express an opinion on the Other Information which comprises: The Business and performance, System of governance and Risk profile elements of the Solvency and Financial Condition Report; Company templates S.05.01.02, S.05.02.01 and S.19.01.21; The written acknowledgement by management of their responsibilities, including for the preparation of the Solvency and Financial Condition Report ( the Responsibility Statement ). In our opinion, the information subject to audit in the relevant elements of the Solvency and Financial Condition Report of the Company as at 31 December 2016 is prepared, in all material respects, in accordance with the financial reporting provisions of the PRA Rules and Solvency II regulations on which they are based. Basis for opinion We conducted our audit in accordance with International Standards on Auditing (UK and Ireland) (ISAs (UK & I)), International Standard on Auditing (UK) 800 and International Standard on Auditing (UK) 805, and applicable law. Our responsibilities under those standards are further described in the Auditors Responsibilities for the Audit of the relevant elements of the Group Solvency and Financial Condition Report section of our report. Emphasis of Matter - Basis of Accounting We draw attention to the Valuation for solvency purposes and Capital Management sections of the Solvency and Financial Condition Report, which describe the basis of accounting. The Solvency and Financial Condition Report is prepared in compliance with the financial reporting provisions of the PRA Rules and Solvency II regulations, and therefore in accordance with a special purpose financial reporting framework. The Solvency and Financial Condition Report is required to be published, and intended users include but are not limited to the Prudential Regulation Authority. As a result, the Solvency and Financial Condition Report may not be suitable for another purpose. Our opinion is not modified in respect of this matter. Responsibilities of Directors for the Solvency and Financial Condition Report The Directors are responsible for the preparation of the Solvency and Financial Condition Report in accordance with the financial reporting provisions of the PRA rules and Solvency II regulations. The Directors are also responsible for such internal control as they determine is necessary to enable the preparation of a Solvency and Financial Condition Report that is free from material misstatement, whether due to fraud or error. 4
Executive summary Business and performance The Company ceased to accept new business in 2007. It continues to run off its existing liabilities until expiry or settlement. The run-off continues to progress on a solvent basis and is expected to continue to do so in the future. System of governance There were no significant changes to the system of governance for the Company in 2016. Risk profile There were no material changes in the Company's risk profile during 2016. Valuation for solvency purposes Non-life technical provisions The value of inwards best estimate liabilities including risk margin were GBP 11,747 thousand at 31 December 2016. Other assets and liabilities No material changes to other assets and liabilities during 2016. Capital management Own Funds were GBP 16,865 thousand at 31 December 2016. The Solvency II capital requirement is the Absolute Floor of the Minimum Capital Requirement which remains unchanged at EUR 3,700 thousand. On translation to GBP the Absolute Floor was GBP 3,332 thousand at 31 December 2016. The solvency ratio expressed as eligible own funds as a percentage of the MCR Absolute Floor as at 31 December 2016 was equal to 506%. 6
Section A Business and performance A1: General business information 1. Full name and legal form Swiss Re Specialty Insurance (UK) Limited (the Company) is an insurance company incorporated in England and Wales as a private limited company under United Kingdom law. 2. Supervisory authority and group supervisor Swiss Re Specialty Insurance (UK) Limited is authorised and regulated in the UK by the Prudential Regulation Authority (PRA) and the Financial Conduct Authority (FCA) to conduct insurance business. It operates through an office in the United Kingdom, Prudential Regulation Authority 20 Moorgate London, EC2R 6DA Phone: +44 (0)20 7601 4444 Fax: +44 (0)20 7601 4771 www.bankofengland.co.uk/pra Financial Conduct Authority 25 The North Colonnade Canary Wharf London, E14 5HS Phone: +44 (0)20 7066 1000 http://www.fca.org.uk/ The ultimate parent company is Swiss Re Ltd, which is incorporated in Switzerland. For the purposes of this report, the ultimate parent company and all its subsidiaries are referred to as Swiss Re or the Swiss Re Group. The Group supervisor is the Swiss Financial Market Supervisory Authority. Financial Market Supervisory Authority 27 Laupenstrasse CH 3003 Berne Switzerland Telephone: +41 31 327 91 00 Fax: +41 31 327 91 01 www.finma.ch 3. External auditor The external auditor appointed by the shareholder of the Company is PricewaterhouseCoopers. PricewaterhouseCoopers LLP 7 More London Riverside London SE1 2RT Tel: +44 (0) 20 7583 5000 www.pwc.co.uk 7
4. Holding company The parent company of the Company is Swiss Re Corporate Solutions Ltd (the parent company), a company incorporated in Switzerland as a limited liability company. The ownership is 100%. 5. Ultimate parent company Please refer point "2 Supervisory authority and group supervisor" on page 7 for details of the ultimate parent company. 6. Material subsidiaries As at 31 December 2016, the Company does not have any investments in subsidiaries. 7. Structure chart of the Company The Company's parent and ultimate parent company as at 31 December 2016 were as follows: Swiss Re Ltd Swiss Re Corporate Solutions Ltd 100% Swiss Re Specialty Insurance (UK) Limited 100% 8. Material lines of business and geographical split Material lines of business and geographic areas The Company ceased to accept new business in 2007. It continues to run off its existing liabilities until expiry or settlement. The remaining liabilities are predominantly in the following lines of business: Marine, aviation and transport insurance General liability insurance Proportional marine, aviation, and transport reinsurance The major geographic areas of the remaining liabilities are USA and UK. 9. Significant business or other events No significant business or other events have occurred during the year that had a material impact on the Company in terms of risks or management. 8
A2: Underwriting performance 10. Underwriting performance The net technical account as per QRT S.05.01, by material lines of business, for the year ended 31 December was as follows: Underwriting performance GBP thousands 2016 Marine, aviation and transport (direct and proportional) -12 Fire and other damage to property (direct and proportional) -6 General liability (direct and proportional) -134 Casualty (non-proportional) 4 Total -148 The underwriting performance by material countries, based on QRT S.05.02.01, for the years ended 31 December, were as follows: Underwriting performance GBP thousands 2016 Bermuda 4 United Kingdom -157 United States 5 Total -148 A3: Investment performance 11. Investment results Investment income and expenses by investment assets category, as at 31 December, were as follows: GBP thousands Income Expenses Asset category 2016 2016 Government bonds 64-20 Sundry interest 1 - Total 65-20 12. Gains and losses recognised directly in equity The Company does not recognise any gains or losses directly in equity. 13. Investments in securitisation The Company does not have any investments in tradable securities or other financial instruments based on repackaged loans. A4: Performance of other activities 14. Material leasing arrangements The Company has no material leasing arrangements. 15. Other material income and expenses incurred during 2016 No other material income and expenses were incurred during 2016. A5: Any other material information 16. Other material information There is no other material information to report for 2016. 9
Section B System of governance B1: Governance structure 1. Organisational structure and system of governance The Corporate Governance of the Company is set out in the Swiss Re Specialty Insurance (UK) Corporate Governance document. This document confirms that governance should be proportionate to the relatively small size of the reserves and the runoff status of the Company and lays out the principles under which the Board operates. Board The Board's duty is to manage the Company in the best possible way to achieve the Company's purpose and within the Company's best interests. The Board is responsible for the sound and prudent management of the Company. The members of the Board bear ultimate responsibility and liability for meeting applicable legal obligations. They therefore have the right and obligation to take all measures to fulfil their legal duties. The members of the Board are individuals with the abilities, professional background and personal character (including honesty and financial soundness) necessary and required to ensure an independent decision-making process in a critical exchange of ideas with the executive management. Board Composition As at 31 December 2016, the Board had four members, D. Scasbrook, M Lyons, N. Parton and S. Lake. All four are Swiss Re employees. Delegation and retained responsibilities of the Board The Board retains all responsibility for the oversight and control of the Company and makes no delegation of its responsibilities to any board committees. Key functions The Board is responsible for adopting appropriate measures to implement Group guidelines or policies relating to the key functions. There is a clear separation between the risk-taking and risk controlling (assurance) roles. The role of the assurance functions defined as key or critical under the Solvency II framework, are as follows: Risk Management Please refer to point "10 Implementation and integration of the Risk Management function" on page 15 for details of the Risk Management function. Compliance Please refer to point "20 Implementation of the compliance function" on page 17 for details of the Compliance function. Internal Audit Please refer to point "21 Internal Audit function implementation" on page 17 for details of the Internal Audit function. Actuarial Please refer to point "23 Implementation of the Actuarial function" on page 18 for details of the Actuarial function. Key functions holders The Board nominates key function holders and monitors the key functions to ensure they are adequately staffed with professionals possessing the requisite professional qualifications, knowledge and experience. Key functions holders operate under the oversight of the Board of the Company. 10
Reporting and access to information The Board has full authority to investigate any matters within its duties. It is authorised to obtain independent professional advice, request external advisors to undertake specific tasks or to obtain any information from any director, officer or employee acting on behalf of the Company and to secure their attendance at relevant meetings when necessary. The key functions shall have operational independence in performing their reporting functions with the exception of Internal Audit, which has complete independence in performing its reporting function. Key function holders will report directly to the Board on any issues that could have an impact on the Company. 2. Material changes in the system of governance There were no significant changes to the system of governance in 2016. 3. Remuneration policy and practices There are no personnel with contracts of employment with the Company. Other personnel who contributed to the operations of the Company are employed by other Swiss Re Group companies which may make recharges to the Company for the services provided. The Swiss Re Group Compensation Policy captures Swiss Re's compensation framework and governance. Furthermore, the policy governs the compensation processes and provides key guidelines for the execution of individual compensation actions. The aim is to reward sustained performance as well as providing for closer alignment of the interests of shareholders and employees. Swiss Re's compensation framework compromises of core elements such as base salary, pensions and benefits and short and long-term incentives. These incentive programmes reflect the long-term nature of the business: both the Value Alignment Incentive plan (VAI) as the deferred part of the Annual Performance Incentive (API) and the Leadership Performance Plan (LPP) aim to reward sustained performance rather than short-term results. Overview of the compensation components Fixed compensation Base salary Base salary is fixed compensation paid to employees for carrying out their role and is established based on the following factors: scope and responsibilities of the role and qualifications required to perform the role; market value of the role in the location in which Swiss Re competes for talent performance, skills and skills and expertise of the individual in the role. Variable compensation Annual Performance Incentive The API is a discretionary, variable component of compensation. Combined with the base salary, it provides competitive total cash compensation when both business and individual performance targets are achieved. When the variable annual compensation level for an employee exceeds a pre-defined amount, the variable pay is delivered in two components: an immediate cash incentive payment (cash API) and a deferred API (in the form of a VAI). Value Alignment Incentive The VAI is a mandatory deferral of a portion of the API and introduces a time component to this discretionary variable compensation. This supports the Group's business model by aligning a portion of variable compensation with sustained longterm results. Leadership Performance Plan The purpose of the LPP is to provide an incentive for Swiss Re's senior management to create successful and sustainable company performance over the long-term. For Group Executive Committee members and other key executives, the duration 11
of the LPP is five years, comprising a three-year vesting and performance measurement period and an additional two-year holding requirement. For all other participants, the vesting and performance measurement period is three years with no additional holding requirement. Participation plans Incentive Share Plan The Incentive Share Plan (ISP) provides employees with an opportunity to purchase with some or all of their immediate cash API Swiss Re Ltd shares. Shares are offered with a 10% discount on the Fair Market Value and are subject to a one-year blocking period. Full shareholder rights apply during this blocking period. The ISP encourages alignment with shareholder interests. At the end of the one-year period, the employee assumes full ownership of the shares. Global Share Participation Plan The Global Share Participation Plan (GSPP) provides employees with an opportunity to directly participate in the long-term success of the Group by purchasing Swiss Re shares (up to a maximum of CHF 7000 per year and capped at 10% of base salary). Swiss Re provides a 30% match on the number of shares held by employees at the end of the three-year plan cycle. The match is subject to forfeiture rules in case of termination of employment before the end of the plan cycle. The GSPP has the same core design in all locations. Compensation framework for the Board Directors receive no additional fees for their services as members of the Board. 4. Performance criteria Annual Performance Incentive A target API (TAPI) is set for each eligible employee based on multiple factors, but primarily on the role being performed and market benchmarks. The actual API payout is based on Swiss Re's financial results and other qualitative criteria as well as the achievement of individual objectives and the demonstration of desired behaviours. Value Alignment Incentive The pay-out factor of the VAI is calculated based on the three year average EVM previous years' business profit margin for all prior underwriting years. EVM is Swiss Re's proprietary integrated economic valuation and accounting framework for planning, pricing, reserving and steering the business.. Leadership Performance Plan At grant date, the LPP award amount is split equally into two underlying components: Restricted Share Units The performance condition for Restricted Share Units (RSUs) is RoE with a linear vesting line. Vesting is at 0% for a RoE at the risk free rate and at 100% for a RoE at a predefined premium above the risk free rate. The premium is set at the beginning of the plan period and for LPP 2016, this premium has been set at 900 basis points above the annual risk-free rate which is determined as the average of 12 monthly rates for 10-year US Treasury Bonds of the corresponding performance year. At the end of each year, the performance against the RoE condition is assessed and one third of the RSUs are locked in within a range from 0% to 100%. At the end of the three-year period, the total number of units locked in at each measurement period will vest (capped at 100% 1 ). Performance Share Units The performance condition for Performance Share Units (PSUs) is relative total shareholder return (TSR) measured over three years. Swiss Re's TSR performance is assessed relative to the TSR of the pre-defined peer group. This peer group consists of companies that are similar in scale, have a global footprint or a similar business mix as Swiss Re. 5. Supplementary pension or early retirement schemes for key individuals Swiss Re does not have a policy of offering supplementary or enhanced early retirement to key individuals. 1 Maximum vesting percentage excludes share price fluctuation until vesting. 12
6. Material transactions During 2016, there were no material transactions with shareholders, with persons who exercise a significant influence on the Company, or with members of the administrative, management and supervisory bodies. B2: Fit and proper requirements 7. Policy framework for fit and proper The Company s compliance with fit and proper requirements is assured through a combination of policies and related procedures at both the Group and the Company level. In particular, the Board follow special procedures related to appointments (nominations or changes), performance review and training. A set of tools and templates facilitates the implementation of these policies, which collectively ensure that those who effectively run the undertaking possess the requisite skills, knowledge and expertise for their roles. 8. Process for assessing fitness and propriety Compliance with fit and proper requirements of the Board is reviewed at various stages, as shown in table below. Stage Nomination Induction Training Collective Assessment Ongoing and ad-hoc assessment Activities The Company adheres to the Swiss Re Corporate Governance Guidelines which take into account the nature, size and complexity of the Group's legal entities when applying governance standards and requirements. In particular, amongst other things, the Guidelines establish procedures for the appointment and onboarding of Board of Directors and management members. Approval is required from the Financial Conduct Authority and the appointment is confirmed only after the necessary Board, regulatory and internal approvals have been received. Newly appointed members receive information including a guide to Directors' Duties under the Companies Act 2006, the Company's most recent accounts, Articles Of Association and past year's minutes.. Recent Finance, Legal and Compliance and Risk Management reports are available on request. Training sessions are held by Compliance to support directors' understanding of their duties as needed. A formal performance review is conducted annually to ensure the legal entity complies with the Group Corporate Governance Guidelines. Board members complete a self-assessment questionnaire and checklist which makes specific reference to Fit and Proper requirements. Gaps and action items (eg, training needs) are documented for follow-up. All individuals subject to Fit & Proper requirements have to complete an annual fit and proper declaration, which focuses on the validation of the propriety to cover the assigned position. Re-assessments are performed if (a) additional responsibilities are assigned to a concerned individual, (b) if a concerned individual becomes aware that he/she is no longer meets the Company's fit and proper criteria, or (c) if the performance or the behaviour of a concerned individual raises serious doubts about this person meeting the fit and proper criteria. B3: Risk management system 9. Risk management system The Company aligns its risk management system to the global framework that governs risk management practices throughout the Swiss Re Group. Risk policies, standards and guidelines established at Group and Business Unit level form a large part of the Company's risk management system; significant documents are reviewed for appropriateness by the Company and 13
subsequently adopted. The Company establishes additional risk governance where needed as an addendum to the respective Group, Business Unit governance. Specifically, the Company relies on group processes and controls that are in operation and reported to Swiss Re International S.E (SRI), a fellow group undertaking. Both Companies are fully owned by Swiss Re Corporate Solutions Ltd. A key objective of the Risk Management function is to enable controlled risk-taking and the efficient, risk-adjusted allocation of capital. Risk management is based on four guiding principles: controlled risk-taking; clear accountability; independent risk controlling; and open risk culture. Swiss Re fosters and maintains a strong and sustainable risk culture across the Group to promote risk awareness and support appropriate attitudes and behaviours towards risk taking and risk management. A key element of risk culture is risk transparency. The central goal of risk transparency is to create a culture of mutual trust, and reduce the likelihood of surprises in the source and potential magnitude of losses. For its risk identification process, the Company applies Swiss Re's Group and Business Unit frameworks, under which risk takers are responsible for identifying, assessing, managing, controlling and reporting all relevant information on risks they are exposed to or undertake. In addition, the Company benefits from the results of Swiss Re's emerging risk process. The emerging risk process provides a Group-wide platform for raising emerging risks and reporting early warning signals; this information is complemented with external expertise and reported to internal and external stakeholders. Transparency into potential risks affecting the Company is achieved through providing reports on key risks with mitigating actions and recommendations based on reports submitted to the Board of Swiss Re International SE and noting any exceptional items in respect of the Company. Dialogue between the Company's key functions using these reports and other identification processes support the Company in identifying, monitoring and managing risks to which it is exposed. Underwriting risk The Company accepted underwriting risk in accordance with frameworks applicable at the time of acceptance prior to ceasing to write new or renew business with effect from June 30 2007. The Company's run-off portfolio is monitored to determine future claims trends and ensure the Company has an appropriate reserving strategy with estimates prepared on a "best estimate" basis, The Company manages its exposure to insurance risk by use of intra-group risk transfer and external reinsurance. Financial market risk Limits are in place to ensure the Company's financial market risk is managed and monitored in line with its risk appetite as described in the Company's Investment Guidelines. This includes a governance framework which describes appropriate actions to be taken when limits are near to or being breached. Swiss Re Asset Management provide regular reports on compliance with the Investment Guidelines., which are reviewed by Finance. Foreign exchange risk arising from technical reserves and currency claims settlements are monitored in accordance with the Company's Credit and Financial Risk Guidelines. The Company manages its exposure to currency mismatching by a quota share reinsurance arrangement. The Company has immaterial exposure to interest rate risk on its investment portfolio. Credit risk The Company monitors the overall risk profile of its major reinsurance counterparties using analysis prepared by the Risk Management function responsible for monitoring corporate counterparty credit quality and exposures, and compiling watch lists of cases that merit close attention. 14
Operational risk The Company identifies and manages operational risks based on Swiss Re's Group Operational Risk Management Standards and the associated co-ordinated assurance framework, which provides the basis for the Company's internal system of control. Please refer to point "19 Internal control system" on page 16. Risk Management supports senior management in establishing an appropriate control framework and by promoting risk awareness to all employees as well as creating risk transparency through risk reporting. The Company monitors operational risk through routine management information. Liquidity risk The Company's management of liquidity complies with the Group's Funding Liquidity Risk Management Standard given the Company's run-off status and allows for sufficient liquidity to ensure it can meet potential funding requirements. Strategic risk The Board has determined that the long term objective of the Company is to run off the business in an orderly fashion, whilst ensuring that the business is managed in a prudent manner and that claimants are treated fairly. Regulatory risk Regulatory developments and related risks that may affect the Company are monitored by Swiss Re experts as part of regular oversight activities and reported to the Board in regular Compliance updates. Political risk The Company uses Swiss Re Group processes to identify, manage and monitor potential adverse political developments. Swiss Re experts provide specific country ratings that cover political, economic and security-related country risks; these ratings complement sovereign credit ratings and are used by the Company in internal decision-making processes. Reputational risk The Company mitigates potential damage to its reputation through clear corporate values, robust internal controls and active dialogue with external stakeholders. All employees of the Group are required to commit to and comply with the values and rules of behaviour defined in the Group Code of Conduct which has been adopted by the Board. 10. Implementation and integration of the Risk Management function Under the Company's Corporate Governance document, the Board assumes the oversight role for risk and capital steering supported by the Finance team and the Risk Officer. The Company's risk management is supported by both Swiss Re's global risk management units that provide risk modelling and reporting services, regulatory relations management and central risk governance framework development as well as by the Business Unit Risk Management function which provides specialised risk category expertise and accumulation control. 11. Internal model The Company applies the Standard Formula in calculating its Minimum Capital Requirement and its Solvency Capital Requirement. 12. Process for accepting changes to the internal model Not applicable to the Company 13. Material changes to internal model governance Not applicable to the Company 14. Validation tools and processes Not applicable to the Company 15
Other risks The Company has reviewed whether there are any additional risks faced as a consequence of being part of Swiss Re Group; the Company does not see there are additional risks to be considered. 15. The prudent person principle The general principle governing the management of the Company's investments is, given its status as a run-off company, to ensure that there is sufficient capital preservation and liquidity in relation to its investments to ensure liabilities are met as they fall due. 16. Own Risk and Solvency Assessment (ORSA) Process The ORSA is an ongoing process, with critical risk control and reporting activities being carried out on a regular basis as outlined in Section B3 on page 13. ORSA is an iterative process within the annual business planning exercise and is used to assess risk inherent in the plan and the resilience of the Company solvency and balance sheet over a three year horizon. Anticipated significant changes in risk profiles are included in assessing the future solvency position. Scenarios are used to provide insights into the strength of the balance sheet and assess future potential solvency positions. Where exceptionally adverse scenarios are identified; mitigation actions and control measures are contemplated but would require Board approval prior to actions being taken. The Risk Officer maintains operational responsibility for carrying out the ORSA process and delivering ORSA reports to the Board. 17. Review of ORSA The ultimate responsibility for the ORSA rests with the Board, which reviews and approves at least annually the results of the ORSA process. 18. Solvency assessment The Company applies the Standard Formula. The plan is stressed by scenarios within the ORSA process to ensure that the calculated target capital still holds under those scenarios. B4: Internal control system 19. Internal control system Co-ordinated assurance framework Swiss Re's co-ordinated assurance framework is used by the Company to identify the principal operational risks to the organisation and the relevant key controls to manage them, as well as to demonstrate that a sufficient level of assurance is gained from the effectiveness of those controls. The framework comprises of three lines of defence: First line of defence The first line of defence refers to those who carry out risk control activities at or close to the source of the risk and comprises risk owners and risk takers of the Company. Second line of defence The second line of defence refers to a layer of independent risk controlling and oversight. This is principally provided by Risk Management, although oversight and control tasks are also performed in Compliance, Group Underwriting, Finance, Legal and Operations. Third line of defence The third line of defence comprises the independent review of processes and procedures by Internal Audit who are tasked with providing independent assurance to Board of Directors at the Group, Business Unit or Legal Entity Level. 16
Assurance function interactions While all functions retain their specific mandates and areas of expertise by working together and relying where possible on each other s work, a holistic approach is assured under the coordinated assurance framework. Information, planning and execution of assurance work are coordinated and results are shared, reducing overlap between assurance units, increasing mutual reliance and providing an increased focus on pre-emptive assurance. The integrated approach is deployed within the following activities: risk scoping and assurance planning; coordination between assurance functions in business interactions; issue and action management interactions; monitoring across assurance functions, and reporting. 20. Implementation of the compliance function The Compliance Charter sets out the objective and purpose of the Compliance function, as well as the overall roles and responsibilities for compliance with all applicable legal and regulatory requirements, the highest professional and ethical standards and its stated corporate values. The Compliance Charter applies to all Swiss Re legal entities. To ensure that the compliance objectives are met consistent with the expectations of regulatory authorities, shareholders, clients and other stakeholders, the Board supports best compliance practices and an appropriately resourced Compliance function. The Company Compliance function is responsible for: providing primary assurance oversight and assisting Management in the design of remedial actions and overseeing their implementation. overseeing compliance-related policies, guidelines and the Code of Conduct, and ensuring that these are regularly reviewed and up to date overseeing, as well as providing, appropriate compliance training to the Company's directors, officers and employees covering the Code of Conduct and certain related legal and regulatory compliance obligations. The Compliance function is authorised to review all areas and to have full, unrestricted access to all activities, records, property and personnel, including, without limitation, access to employee email records, subject in all cases to applicable law. In addition, the Compliance function is operationally independent.. B5 Internal Audit function 21. Internal Audit function implementation Group Internal Audit (GIA) assists the Board in protecting the assets, reputation and sustainability of the Company. GIA performs audit activities designed to assess the adequacy and effectiveness of the Company's internal control systems, and to add value through improving the Company's operations. GIA provides written audit reports, identifying issues and management actions to the Group Audit Committee, the Company's Board and the external auditor on a regular basis. GIA monitors and verifies that management s actions are effectively implemented. Significant issues, and issues that have not been effectively corrected, are highlighted to the Group Audit Committee and the Company's Board. 17
22. Independence of the Internal Audit function GIA performs its internal audit activities with independence and objectivity. Activities are coordinated with the other assurance functions. GIA has no direct operational responsibility or authority over any of the activities it reviews. Authority is granted for full, free and unrestricted access to any and all of the Group s property and personnel relevant to any function under review. All employees are required to assist GIA in fulfilling their duty. GIA staff govern themselves by adherence to The Institute of Internal Auditors Code of Ethics. The Institute of Internal Auditors' International Standards for the Professional Practice of Internal Auditing shall constitute the operating guidance for the department. In addition, GIA adheres to the Group s guidelines and procedures, and GIA's organisation and processes, manuals and guidelines. B6: Actuarial function 23. Implementation of the Actuarial function The tasks of the Actuarial function under the Solvency II framework are allocated across various functions: the calculation of technical provisions for underwriting years is performed by qualified actuaries within the P&C Business Management unit with peer review by Group Actuarial Control; the adequacy of the Reinsurance arrangements are monitored by the Board B7: Outsourcing 24. Outsourcing policy The Company has adopted Swiss Re's comprehensive Global Outsourcing Policy. The policy covers two types of outsourcing arrangements: third-party outsourcing, where the mandate is given to an external service provider; intra-group outsourcing between Swiss Re entities. The policy includes an approval process for critical or important outsourcing arrangements based on a pre-defined due diligence selection process and requires a set of standard terms to be included in the outsourcing agreement. Requirements for post-approval control and monitoring, documentation and reporting are described. The Board approves the outsourcing of critical and important outsourcing arrangements. B8: Assessment of adequacy 25. Adequacy of governance The Board carries out an annual certification of its system of governance against relevant best practice standards. During the reviews performed in May 2016, the Board concluded that the system of governance is adequate to the nature, scale and complexity of the risks inherent in its business. 26. Other material information There is no other material information to report for 2016. 18
Section C: Risk profile 1. Overview of risk exposure The Company is exposed to a broad landscape of risks. These include core risks that were taken on as part of past insurance taking activities or are taken on as part of its asset management operations activities. Sections (C1 to C7) provide quantitative and qualitative information on the specific risk categories. 2. Measures used to assess risks and material changes The Company uses the results of the standard formula calculations to assess risk categories; The Solvency Capital Requirement is calculated in line with the definitions provided under Solvency II. 3. Quantification of risks by risk category The table below quantifies the Company's risk categories as at 31 December for the average exposure for the next year. Due to diversification, the total risk of the Company is lower than the sum of the individual categories. GBP thousands 2016 Underwriting risk Property and casualty risk 106 Life and health risk - Credit underwriting risk - Financial market risk 65 Credit risk 1 065 Operational risk 327 Total risk net of external and internal risk transfer 1 468 4. Risk concentration The most significant risk concentration for the Company derives from counterparty default risk arising from external reinsurance with Riverstone Insurance (UK) Ltd and intra-group reinsurance with other entities of the Group, namely Swiss Reinsurance Europe S.A. Under Solvency II, based on Swiss Re's internal risk model*, Swiss Reinsurance Europe S.A.. is well capitalised. Riverstone Insurance (UK) Ltd, who is a significant reinsurance counterparty for the 1992 and prior underwriting years, is monitored closely. The probability of default is considered within the stress scenarios as part of the annual ORSA process. * Swiss Re's internal risk model was approved by the Commissariat aux Assurances (CAA) on December 17th 2015 for use by Swiss Reinsurance Europe S.A.. C1: Underwriting risk Risk exposure Underwriting risk relates to exposures taken on by the Company prior to the cessation of underwriting in 2007, when it wrote primary and excess insurance, proportional and non-proportional reinsurance business. Property and casualty risk Underwriting risk comprises exposures taken on by the Company when it wrote primary aviation, marine and commercial lines as well as non-proportional marine and proportional aviation, marine, transport and financial lines. Given the run off nature of the Company, the Company is exposed to inherent risk from the business it wrote such as inflation or uncertainty in reserving (reserve risk). 19
Life and health risk The Company has no life and health exposure. Credit underwriting risk The Company has no credit underwriting exposure. Material risk developments over the reporting period There were no material changes over the reporting period. Risk mitigation Underwriting risk is largely mitigated by external and internal reinsurance. Counterparty risk is regularly monitored. Sensitivity analysis and stress testing Given the run off status of the Company, underwriting risk mainly relates to reserve risk. A sensitivity analysis has been performed to assess the probability and impact of under-reserving however the probability of significant under-reserving is considered remote. Special Purpose Vehicles The Company does not use special purpose vehicles. C2: Financial Market risk Risk exposure The value of the Company's assets or liabilities may be affected by movements in financial market prices or rates, such as interest rates or foreign exchange rates. The Company is exposed to interest rate risk on its investment portfolio of government bonds, but given the continuing low level of investment return the Company's potential loss in the event of a fall in interest rates is minimal. The Company's foreign currency exposures on technical liabilities and claims settlements are mitigated by the reinsurance arrangements which keep foreign exchange risk to a minimum. Material risk developments over the reporting period There were no material changes over the reporting period. Risk mitigation The Company uses a prudent and effective asset and liability matching process to mitigate market risks and regular reporting of the monitoring the effectiveness of the asset and liability matching process is in place. Sensitivity analysis and stress testing The Company stress tests its sensitivity to market risk by assessing the probability and impact on net asset value of a range of changes in interest and foreign exchange rates and has concluded that the results are immaterial. C3: Credit risk Risk exposure Credit risk primarily reflects the risk of incurring a financial loss from the default of counterparties or of third parties. In addition, it takes account of the increase in risk represented by any deterioration in credit ratings. This risk arises directly from investment activities, as well as from counterparty risk both related to external credit risk and to intra-group counterparties which is reflected in the counterparty default risk. 20
Material risk developments over the reporting period Over the reporting period, the Company reviewed the assumptions applied within the standard formula model counterparty default risk calculated under the standard formula. Risk mitigation Risk Management monitors corporate counterparty credit quality and exposures and compiles watch lists of cases that merit close attention. Sensitivity analysis and stress testing An assessment of likelihood of default is made for the significant counterparties to which the Company is exposed. This is reviewed by the Board of the Company during the annual ORSA process taking into account internal credit risk management counterparty credit quality assessments. C4: Liquidity risk Risk exposure The Company's exposure to liquidity risk stems mainly from the need to meet potential funding requirements arising from claims settlements and expenses. However, given the high liquidity of the Company's invested assets, the risk to its solvency due to not being able to fund claims payments is very remote. Material risk developments over the reporting period There were no material changes over the reporting period. Risk mitigation The Company controls liquidity risk to ensure that it can satisfy claims payments and settle expenses. To manage liquidity risk, the Company maintains balances in current bank accounts and holds Treasury Bills which are readily realisable in a relatively short period of time. Sensitivity analysis and stress testing The Company has experienced a continuing trend of low levels of claims settlements in terms of value and frequency in recent years as the run off progresses, and considers that the risk of failure to meet its obligations is low. Therefore no specific stress testing or sensitivity analysis is performed at present Amount of expected profit in future premiums Not applicable to the Company. C5: Operational risk Risk exposure Operational risk represents the risk of a change in value caused by the fact that actual losses, incurred for inadequate or failed internal processes, people or systems risks or from external events (including legal risk) differ from the expected losses. Operational risks are assessed and monitored qualitatively based on the Company's co-ordinated assurance framework. Material risk developments over the reporting period Operational risk calculated under the standard formula increased in line with the increase in counterparty default risk. Risk mitigation The Company's coordinated assurance framework outlined in point "19 Internal control system" on page 16, is used to manage and mitigate operational risk. 21
Sensitivity analysis and stress testing The Company takes note of exercises undertaken by Group Operational Risk Management to re-evaluate its exposure to operational risk. The team conducts workshops where business experts (first line risk takers) and second line of defence risk managers exchange views and outlooks of the potential for one-in-two hundred year operational events and the expected financial impact if these risks should materialize under various scenarios. Whilst the outcome of this review is used to recalibrate the Swiss Re Group Risk Model which is not used by the Company, the understanding of events and how they could impact the Company is taken into account in the broader risk management context. C6: Other material risks There were no other material risks over the reporting period. C7: Other information All material information has been disclosed above. 22
Section D: Valuation for solvency purposes D1: Assets 1. Methods applied for valuation of material assets Material assets as at 31 December 2016 were as follows: (based on QRT Balance Sheet S.02.01) GBP thousands Solvency II Company statutory Difference Investments 17 171 17 173-2 Reinsurance recoverables 10 539 12 430-1 891 Total of all other assets not listed above 1 063 1 064-1 Total assets 28 773 30 667-1 894 The following valuation bases were used to value material assets for Solvency II purposes: Investments quoted market price valuation Reinsurance recoverables alternative valuation Investments Solvency II: Investments in government bonds are valued at fair value, determined by reference to observable market prices. Company statutory: Investments in government bonds are valued at amortised cost. Reinsurance recoverables Solvency II: The share of reinsurance technical provisions is determined with reference to the contractual agreement and the underlying gross Solvency II best estimate liability per treaty. Company statutory: The share of reinsurance technical provisions is determined with reference to the contractual agreement and the underlying gross business data per treaty. The difference between Solvency II and Company statutory is mostly attributable to the discounting approach where the future cash flows are discounted using the Solvency II discount rates, and the allowance for counterparty default. 2. Assumptions and judgements applied for the valuation of material assets Investments are valued at market value which is determined to the extent possible by reference to observable market prices. There are no major sources of estimation uncertainty when using judgments to determine valuations. Since Solvency II follows fair value (through profit and loss methodology), the securities are not carried at more than recoverable amounts. 3. Changes made to the recognition and valuation basis of material assets during the year No changes were made to the recognition and valuation basis or to estimation assumptions during 2016. 4. Drivers of differences between Solvency II and Company statutory accounts The differences between Solvency II balance sheet and the Company statutory balance sheet are explained by the different valuation methodologies used as described in the paragraph '1 Methods applied for valuation of material assets' on page 23. 5. Property (held for own use) The Company does not hold any investments in property as at 31 December 2016. 6. Inventories The Company did not hold any inventories as at 31 December 2016. 23