Assets
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Brand & Reputation
Brand &
ReputationUnipolSai compared to the Insurance Sector:
‘Top of Mind’ December 2021*
Unipol compared to the Insurance Sector: reputation trends with the general public**
1 out of 4 Italians cites UnipolSai as the first insurance company that comes to mind (Top of Mind)- Unipol at maximum reputation levels in the insurance sector
- High credibility for innovative and evolving initiatives
* Source: First operator spontaneously mentioned - Research on the reputation and brand equity of insurance companies in Italy - Demoskopea Consulting - Research Custom Unipol 2021
** Source: The RepTrak Company™ - Research Custom Unipol 2019-2021
High brand equity and reputation as key factors to encourage customer loyalty
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Customer base
15.5 mln
Group Customers
70% Clienti con interazione digitale
4 mln di download di app
170 mln di minuti trascorsi su touch point digitali
1 comunicazione diretta con i Clienti ogni 10 gg
75% di Clienti contattabili
- The size of the Customer Base enhances the Insurance strategy and enables ecosystems approach
- Strong Customer engagement: most used app in the Italian insurance market, high levels of digital interaction and significant communication frequency
Broad Customer Base with high levels of engagement
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Data & analytics
4,000
TeraByte of Data
Over 4 mln telematic devices
11 mln telematic services provided 
3.7 bn journeys recorded
Artificial Intelligence
800 mln interactions on Digital Touch Points
25 mln logins on Digital Touch Points
Insurance Value Chain
Data and Analytics integrated along the insurance value chain and supporting the Beyond Insurance initiatives
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Motor model
Over 10 mln
vehicles insured
Distinctive Offer in terms of insurance and beyond insurance services
Over 90 variables for motor pricing 
Injuries management model
800,000 post-accident interventions provided directly
> 700,000 spare parts intermediated
2,700 UnipolService body repair shops, 215 UnipolGlass centres
- Premium positioning in terms of offering a wide range of coverages and services
- Motor TPL market leader:
- - Current year Loss Ratio* (63.5% compared to 69.6%) - Current year settlement speed** (77.3% compared to 73.9%) - Current year average cost of paid claims** (€2,607 compared to €2,843)
- Full supervision of the claims management process to ensure financial efficiency and transparency
* UnipolSai compared to industry average (excluding UnipolSai); source: ANIA, 2020 figures
** UnipolSai compared to industry average (excluding UnipolSai); source: IVASS, 2020 figures
Distinctive, integrated Motor model as a key factor in Motor TPL market leadership
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Health model
11 mln
Customers
€750m premiums
Over 500 Operators Proprietary telephone operations centre 
51 healthcare funds managed 
60 doctors in the company 
4.3 mln claims managed 
Over 20,000 affiliated medical centres in Italy and abroad
- Leading Group in the Italian Health business
- Single integrated model of insurance management and service development
- Network with the best public and private affiliated healthcare facilities
- Direct provision of services offered by UniSalute
Integrated Health Model as a key element for further development of the Group’s leadership
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Agency Network
> 2,100
Agencies
Agreement 2.0 Partnership with the Network 
30,000 professionals 
750,000 leads from digital channels 
~ 600 agents under 45
2,000 Insurance and Beyond Insurance specialists 
8,000 sales points on average reachable within 10 minutes from home
- Consolidated partnership based on shared strategy, targets and economics
- Specialisation of the Agency Network overseeing the different market segments
- High-Performing distribution network including for the Beyond Insurance initiatives
Central role of the Agency Network in the evolution of the Group’s strategies
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Banking Networks
Banking
Networks- 2,612 Number of branches
- ~5.9 mln Customers
- ~10% Non-Life Insurance penetration * span>
- Unique bancassurance model (Arca Vita and Arca Assicurazioni are dedicated companies with about 400 employees) that enhances Unipol Group assets in favour of the bancking partners
- Strong oversight of the banking channel in terms of both local presence and target customers
* Estimate based on BPER and BP Sondrio customer base
Banking networks with high growth potential in terms of insurance penetration of their customer base
Strategic guidelines
Consolidate the Group's technical and distribution excellence, through an increasingly intensive use of Data and Analytics:
- Pricing and Underwriting - Develop algorithms based on internal and external data, to improve retention, conversion and profitability models
- Settlement - Develop claims settlement model to manage injuries, performance of the settlement networks and full use of the direct and affiliated network for the direct repair
- Launch of a Digital Venture, BeRebel
- Phygital sales process – Massive generation of new opportunities through digital channels
- Targeting - Improve sophistication of commercial proposals based on data-driven algorithms
Develop a new platform for the Retail insurance offer, by exploiting the effectiveness of the leading agency network and completing the omnichannel evolution of the distribution model:
- Evolution of the retail offer which is distinctive in terms of volume and depth
- Greater richness and usability of information, to accelerate technical excellence
- Personalise the offer through needs assessments
- Full omnichannel distribution strategy with a central role of the agency network boosted by the contribution from the digital channels
- Develop a distinctive customer experience on all touch points
- Reduce time-to-market of products and services
- 24/7 availability of transactions for customers and agents
Strengthen leadership in the health business by enhancing the UniSalute centre of excellence in support of all the Group's Distribution Networks:
- Use the brand, skills and know-how of UniSalute on all the group distribution networks
- Introduce a targeting and needs assessment model based on the customer's needs at the different life-cycle stages
- Develop a supplementary health offering for the members of the funds
- Strengthen the chronic disease management programmes
- Develop digital health services including telemedicine
- Develop TPA services mainly in the welfare area
Life products offer with a Life-Cycle perspective and optimised capital absorption:
- In the savings area, focus on annual premiums and supplementary pensions
- Enhance the offer and distribution capacity in the protection business
- Focus on capital light products in the investment area
Strenghten the bancassurance business model by enhancing the Group’s distinctive capabilities for the benefit of the banking partners:
- Develop the non-life and life protection segment both on a stand-alone basis or bundled with banking products
- Maximise commercial effectiveness by creating a joint “data and event driven” targeting model
- Introduction of insurance specialists
- New incentive schemes
- Synergies among distribution networks for broader coverage of SME customer needs
- New digital tools and sales processes
Accelerate the evolution of the Group’s offer by futher extending the Mobility ecosystem and strengthening the Welfare and Property ecosystems:
- Unipol will become a 360° partner in the Mobility area, consolidating its position along the entire life cycle of Mobility Life Cycle, especially through UnipolRental and UnipolMove
- Within the scope of the Welfare ecosystem, Unipol will develop further initiatives to strengthen its own position, especially through proprietary medical centres development, digital health services including telemedicine and launch of a new flexible benefits platform
- Within the Property ecosystem, Unipol shall become a reference player in home and apartment building related services, creating standalone value and contributing to Group synergies, especially developing a network of tradespeople and managing a network of franchised administrators
Digital evolution in the operating model through intensive use of new technologies, data, automation and the evolution of the company’s organisation:
- Digitalise core systems and pursue process automation
- Develop digital platforms
- Improve application architectures and technological infrastructures
- Cybersecurity
- Artificial intelligence to further improve the operating model and reduce activities with low added value
- Generational change also through the solidarity fund which strengthens specialisation and new skills
- Extensively increase accountability on industrial plan targets
- Digital workplace
Target and KPI
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Insurance KPIs
2024 Target Δ vs 2021 Non-Life Premiums €8.9bn + 4.5% CAGR of which Motor €4.2bn + 3.1% CAGR of which non-Motor* €3.7bn + 4.7% CAGR of which Health €1.0bn + 10.0% CAGR CoR Non-Life (net of reinsurance) 92.6 % - 2.7 p.p. Life premiums €5.8bn + 2.5% CAGR Present Value Future Profit Margin 3.5 % + 0.5 p.p. * Excludes Health Business
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Financial and Sustainability KPIs
Unipol Group
2022-2024 TARGETUnipolSai
2022-2024 TARGETCumulative consolidated net profit* 2022-2024 €2,3bn €2,3bn Cumulative dividends 2022-2024 €0.75bn €1.4 bn 2024 Target Share of products with environmental and social value 30% Finance for the SDGs
(increase in amount of thematic investments for the SDGs)€1.3bn Reputational Index
(reputation score among the general public
according to RepTrak® methodology)> Average insurance sector Unipol management incentive system 20% incentive long-term system linked to ESG targets * Consolidated normalised profit (excluding Employee Solidarity Fund) calculated on the basis of current accounting standards