Liberty Life and Capital Alliance integration update Myles

Liberty Life and Capital Alliance integration update Myles Ruck, Rex Tomlinson, Ian Kirk, Deon de Klerk 23 November 2005

Agenda Introduction and overall update Marketing and Distribution (Ma. D) Operations and IT Group Support Services Financial impact Summary and conclusions

Introduction and overall update From here …

Introduction and overall update To here … Asset Management Marketing and Distribution Operations Stanlib Distribution Corporate benefits Properties Products Individual life Ermitage Marketing Strategic investments Other Support services Communications CAL group risk Pref. Sure Group Support Services

Introduction and overall update What we’re trying to do Shortcomings of the old structure • Processes evolved differently leading to inefficiency • Many different products and services • Slow customer response times • Duplication of structures leading to additional costs • Varying and different customer contact points • Potentially higher operational risk environment

Introduction and overall update What we’re trying to do Benefits of the new structure • Improved efficiency • Lower unit costs • Fewer customer service contact points • Improved product-to-market time • Lower operational risk • Improved staff morale post restructure • Enhanced embedded value

Introduction and overall update Our objectives • Leading SA life assurer with a strong market share in individual life and group business • Offer a comprehensive and complementary range of “value for money” long term insurance products and services • Further enhance Liberty Life’s sales and distribution capability • Be the leading service provider in our industry

Introduction and overall update Our objectives (continued) • Develop an effective and efficient administration capability supporting the - Organic growth strategy in SA, and - Closed book integration strategy locally and internationally • Create a customer centric business through the implementation of standard platforms • New business acquisition cost and policy maintenance costs that are the lowest comparable in our industry • A definite culture that embraces the best of Liberty Life and CAL

Introduction and overall update Our objectives (continued) • Attract, retain and develop our people to be the envy of other players in our market • Leading retail brand in SA for risk and investment products • Preserve and enhance CAL’s ability to continue pursuing its acquisition growth strategy • Respected by our peers, customers and market commentators • Through centres of excellence and shared services, ensure Group Support Services deliver cost effective and appropriate support to the business

Introduction and overall update Our top priorities • Customer service • Our people - performance management, attracting and retaining the right people, employment equity balance and developing our leadership team • Implementing a single IT platform • Keeping our business simple and easy to implement • Attaining the moral high ground

Introduction and overall update Our top priorities (continued) • Wake the place up - get positive energy flowing • Leading product innovators - easy for policyholders to understand, straight forward to administer, not full of exceptions • Work better together as a team – one share price, no silos • Provide better value to our policyholders – reduced costs, improved service and efficiency, more appropriate products

Introduction and overall update Restructure plan • Phase One - Short to medium term projects to deliver quick wins (to end 2006) » Rationalise and consolidate the product offerings » Remove duplication of roles and structures » Improve process effectiveness, efficiency and management control » Increase and standardise functionality of the new business and servicing “front-end” environment » Initial systems conversion projects which reduce costs

Introduction and overall update Restructure plan (continued) • Phase Two - Medium to long term projects to deliver strategic objectives (to end 2008) » Conversion of all Individual and Group Business to a common platform

Introduction and overall update Progress made so far • Overall restructuring into Ma. D, Operations and GSS completed • Many high level people issues resolved, but more to follow • Office relocations completed • Initial projects within each division commenced • Encouraging progress so far in most areas • Budgets and plans completed in line with the new structure

Agenda Introduction and overall update Marketing and Distribution (Ma. D) Operations and IT Group Support Services 2006 Budget Summary and conclusions

Ma. D Restructure objectives • One face of Liberty Life to market • Eliminate waste and duplication • Simplicity and speed • Distribution which leverages current intermediary model, but looks to new channels • Streamline product development and launch process • Market channel focus

Ma. D The Historical Silo Model LIBERTY ACTIVE CALL CENTRE LCB LPB Product Development Marketing (Assisted) Distribution (Assisted) Consultancy Group Brand Marketing Group Product Development HEALTHCARE

Ma. D Conceptual Framework e rat o orp C a We lth m Co on x ple Risk Investment Group Embedded t Dis M EL Dir ec d IFA ti bu i r Tie Product Innovation and Technology Se Mar gm ke en t ts ta nd Pa rtn ers

Ma. D Distribution channels Business development consultants Market segments Corporate Wealth Complex Emerging Brand Communication Mass

Ma. D Distribution: Operational Drivers • Restructure group distribution model to improve both it’s strategic positioning and effectiveness, whilst structurally shrinking our cost base • Leveraging our current intermediary model, while establishing and growing new channels

Ma. D Marketing and Communication Distribution channels Business development consultants Market segments Corporate Wealth Complex Emerging Brand Communication Mass

Marketing and Communication: Operational Drivers • Build the Liberty Life brand through a consistent experience of the brand at all touch points, that clearly sets us apart from our competitors • Through a greater understanding of our markets and why people buy, drive a market channel focus

Ma. D Product Innovation Support Services Technology Operations Group Schemes Investments Risk R & D, Partners Marketing Segments

Product Innovation: Operational Drivers • Ensure that our products, while addressing specific market opportunities, are trusted and transparent in the generation of value for both Liberty Life, and the policyholder

Agenda Introduction and overall update Marketing and Distribution (Ma. D) Operations and IT Group Support Services 2006 Budget Summary and conclusions

Restructuring progress (1 of 3) Operations • Enhanced the following - Management information – Simplification of reporting and revised monitoring (end to end) – Changing escalation procedures to ensure rapid action - Customer service levels - Reduction in management expenditure (set benchmarks for renewal cost) - Start of improvement in productivity levels - Development of metrics to benchmark operational effectiveness

Restructuring progress (2 of 3) Operations • Currently developing high performance work teams - Focus on performance management • Simplification of processes, back to basics and installing discipline • Detailed plans developed for projects to improve processes and operational effectiveness - Several projects already in progress to improve processes and management control • Teambuilding exercises for management and staff, alignment, culture

Restructuring progress (3 of 3) Operations • Using “buddy system” whereby team members will be multi-skilled on all products and services - Complemented by formal training - Call centre cross-skilling programme completed • Analysis of major processes has been completed and changes will be made to improve their effectiveness and efficiency • Customer service levels will be improved to adhere to requirements and be the “best service provider” in the South African insurance industry • Communication - Newsletters developed to maintain communication to all management and staff • The major integration and restructuring to date has been in Individual Life Ops

Operations projects started (1 of 2) • Conversion of all Individual Life and Group business to Compass - Phased conversion of all policies from other systems – Liberty Life (LPB & LCB), Liberty Active, CAL (IL & Group Risk) – Peripheral systems included – Expected completion 2008 • Front end scanning, imaging and workflow combined with improved management control systems - Three phases – Phase 1 – end 2005 – Phases 2 and 3 – 2006 - To capture ALL requests from clients using various media types (telephone, fax, e-mail, document, electronic) into a central repository for processing using workflow and to enable improved management control and increased productivity • Improve the effectiveness and efficiency of all major business processes - Use best of Liberty, Liberty Active and CAL

Operations projects started (2 of 2) • Reengineering of the Call Centre processes and technology - Development of the most effective and efficient processes – Q 2 2006 - Standardisation of technology, migrating from current systems used by Liberty Life and CAL – Q 3/4 2006 • Enhance the functionality and user friendliness of the single front-end environment - Increase functionality of Blueprint Online - Retire Blueprint Mobile - Once completed will provide “breathing space” for back-end conversion to Compass • Standardised values calculations for communication and publication to policyholders and intermediaries - Requirements and specifications developed - Development in progress • Policyholder communication - Requirements and specifications being developed

IT Update Current issues • Multiple business systems, entry points, versions of data and business rules, technologies, platforms and associated skill sets Future architectural principles • Any where, any time, any place browser based (thin client) • Single roles based front-end • Single product engine and processing layer for all classes of business • Standard platforms, interfaces and tools Strategic platform • Adopt Compass as the strategic platform for all individual life and group business

Future IT Architecture Contact Centre / IVR www. Liberty. co. za “Blueprint Online” Workflow, Enquiries, Quotes, New Business and Servicing Compass (All classes of Business) Processing Layer and Underwriting Cashiering Payments Tax Reassurance Commissions (Policy Level) Sales Reward System (Intermediary Level) SAP (HR, Finance, BWH, Procurement and Properties)

Top priorities and actions for 2006 1. Operations Support • Implement Compass as the single platform for all product lines and the conversion to Compass of all current Individual Life and Group Risk business • Implementation of the “POT” processes and procedures to support IL Operations Phase 1 re-engineering 2. Marketing and Distribution (Ma. D) Support • Support launch of new products and cater for PFA and compliance requirements • Further enhancements to Sales Reward System (SRS) to support planned changes to intermediary remuneration 3. Cost management • To ensure Liberty has the lowest possible business acquisition and policy maintenance costs in our industry • To ensure the benefits contained in project business cases are driven through to realisation - Conversion to Compass and migration off the mainframe are the two major projects which will derive significant benefit

Main IT Integration Projects Phase I - Short to medium term Possible schedule • Scan/image, workflow and MCS for Ops (Phase 1) End 2005 • CAL and LA Annuities conversion to Liberty Annuities March 2006 • LCB legacy conversion to Compass (Group business) March 2006 • Product rationalisation for Ma. D March 2006 • Scan/image, workflow and MCS for Ops (Phase 2) • LA to CAL Individual Q 2 2006 • Call centre consolidated platform Phase II - Longer term Mid 2006 Q 3/4 2006 Possible schedule • Scan/image, workflow and MCS for Ops (Phase 3) • LPB Annuities to Compass End 2006 • CAL Group Risk conversion to Compass (Group business) - From March 2006 schemes converted on renewal date • Liberty Individual business (LPB) to Compass End 2007 • CAL Individual business to Compass Mid/End 2008 • Retire mainframe environment End 2009 March 2007

Agenda Introduction and overall update Marketing and Distribution (Ma. D) Operations and IT Group Support Services 2006 Budget Summary and conclusions

Group Support Services Progress • Restructure into single Group Support Services completed, including - Financial - Actuarial - Risk and Compliance - Human Resources - Legal • Removal of duplication caused by the integration of all four companies support services – in progress • Office moves completed to Liberty Life Centre • Working with Ma. D and Ops to ensure financial control is maintained • Finance and Actuarial process re-engineering underway

Agenda Introduction and overall update Marketing and Distribution (Ma. D) Operations and IT Group Support Services Financial implications Summary and conclusions

Financial implications of the restructuring and integration Cost of control Total Capital Alliance purchase consideration 3 048 Less shareholders’ assets acquired (Nav) Less value of in-force acquired (Vif) Goodwill (Cost of control) -1 791 -945 312 Note: Goodwill was impaired at 30 June 2005. This cost has therefore already been taken in the embedded value per share.

Financial implications Costs (continued) Integration costs 2005 2006 2007 Total 50 20 - 70 100 150 70 320 Infrastructure and office relocations 50 20 - 70 Consolidation of marketing and distribution 20 20 - 40 220 210 70 500 Retrenchments and other staff costs Systems and processes Total estimated costs (before tax) Note: We would have spent +-R 350 m (or potentially more) on a restructuring of the business regardless of the CAL acquisition

Financial implications Savings Potential to reduce annual cost base going forward - Rm 2007/ 2008 Individual life maintenance costs Corporate benefits maintenance costs 120 30 Acquisition costs 150 Total (before tax) 300 Note: This delivers an estimated after tax capitalised benefit of +-R 1 bn

Financial implications Summary Value enhancement - Rm Capitalised benefit of reducing annual cost base by R 300 m Less restructuring and integration costs net of tax Net embedded value enhancement Potential net embedded value per share enhancement 1 000 -324 676 R 2, 00 to R 2, 50 Notes: The net embedded value enhancement is more than twice the value of the control premium paid. The value of Capital Alliance new business is not taken into account in the calculation. No attempt has been made to place values on efficiency, customer servicing ability, the ability to bring product to market faster and a lower operational risk environment.

Agenda Introduction and overall update Marketing and Distribution (Ma. D) Operations and IT Group Support Services 2006 Budget Summary and conclusions

Summary and Conclusions • The operating environment remains challenging • The group’s restructuring and integration is on track • A net value enhancement of between R 2, 00 and R 2, 50 per share is expected once the process has been completed - Excludes any value of new business from CAHL - Excludes benefits not quantified such as efficiency, customer servicing ability, etc.