Earnings call transcript: AXA reports strong Q2 2025 growth amid challenges

AXA reported robust financial performance in its Q2 2025 earnings call, achieving 7% organic top-line growth and an 8% increase in underlying earnings per share, reaching the upper end of its target range. Despite a slight decline in net income, the company demonstrated resilience across its business lines. The stock experienced a minor decline of 0.06% in post-market trading, closing at 39.28, reflecting a cautious investor sentiment amid complex geopolitical environments. According to InvestingPro data, AXA currently trades with a P/E ratio of 624, suggesting a premium valuation relative to near-term earnings growth expectations.

Key Takeaways

• AXA achieved 7% organic growth in revenue, driven by strong performance across all business lines.
• Underlying earnings per share grew by 8%, aligning with the company’s strategic targets.
• The company maintained a strong Solvency II ratio of 220%.
• AXA’s net income decreased by 2% to 3.9 billion euros.
• Strategic acquisitions and investments in technology and AI are expected to drive future growth.

Company Performance

AXA’s Q2 2025 results underscore its ability to navigate a challenging economic landscape. The company reported strong growth across its Property & Casualty (P&C), Life, and Health segments, with respective growth rates of 6%, 9%, and 6%. This balanced performance highlights AXA’s diversified business model and its strategic focus on expanding its direct insurance channels, particularly in digitally savvy markets.

Financial Highlights

• Revenue: 7% organic growth year-over-year
• Earnings per share: 8% growth, reaching the top of the target range
• Solvency II ratio: 220%
• Net income: Down 2% to 3.9 billion euros

Outlook & Guidance

Looking forward, AXA remains confident in meeting its financial targets, focusing on rejuvenating its Life business and investing in healthcare delivery and prevention. The company aims to strengthen its distribution channels and enhance customer retention through strategic partnerships and technological advancements.

Executive Commentary

Thomas Buberl, AXA’s Group CEO, stated, "Our model is well placed to deliver sustained earnings momentum in a challenging and changing world." Frédéric de Courtois, Group Deputy CEO, emphasized the strategic importance of the Prima acquisition, describing it as a significant disruption in personal lines insurance in Europe.

Risks and Challenges

• Geopolitical tensions and economic uncertainties may impact market dynamics.
• The integration of new acquisitions, such as Prima, could pose operational challenges.
• Competitive pressures in the insurance sector may affect pricing strategies.
• Regulatory changes in key markets could influence business operations.
• Technological disruptions necessitate continuous investment in innovation.

Q&A

During the earnings call, analysts inquired about the details of the Prima acquisition and its expected impact on AXA’s market position. The management provided insights into the currency impact on earnings and discussed the performance of its UK retail and health businesses. Additionally, questions were raised regarding commercial lines pricing and reserving strategies, highlighting investor interest in AXA’s future growth prospects.

Full transcript - AXA (CSP) Q2 2025:

Moderator, AXA: Good morning and welcome to AXA’s first.

Thomas Buberl, Group CEO, AXA: Half 2025 results call presenting today are Group CEO Thomas Buberl, Group Deputy CEO Frédéric de Courtois and Group CFO Alban de Mailly Nesle.

Moderator, AXA: Also in the room are Guillaume Borie.

Thomas Buberl, Group CEO, AXA: CEO of AXA France, Patrick Cohen, CEO.

Moderator, AXA: Of AXA Europe and Scott Gunter, CEO of AXA XL.

Thomas Buberl, Group CEO, AXA: With that, I turn it over to you, Thomas. Thank you, Anu. Good morning to all of you, and thank you very much for joining our first half 2025 earnings. As you can see from the results that we have published this morning, our business is in excellent shape. We have developed strong organic growth of 7% top line, and underlying earnings per share is up 8% at the top of our target range. During this plan, we are generating a very attractive return on equity while maintaining a strong capital position with a Solvency II ratio of 220%. Our results reflect the strength of our model, which is simple, balanced, and now, with the completion of the sale of AXA Investment Managers, completely focused on insurance, we are very much on track to achieve our plan targets.

This is important to say because we are in the middle of our current three-year plan. If we go to the next slide, these results reflect the quality of our franchise and show that we have executed in a disciplined manner, very much in line with our plan. Our businesses, all of them, are delivering solid organic growth. We are well balanced between pricing measures and volume growth, and we are also well balanced between the line of business. If you look at the growth of 6% in P&C, 9% in Life, and 6% growth in Health, this is not only strong top line growth, but the top line growth is also converting into higher earnings growth through a continued focus on technical excellence.

We have delivered further margin improvements, particularly in P&C and Health, and have also shown higher net flows in Life and Savings, which is reflecting the strong momentum of stronger sales and better persistency. Importantly, we have achieved these good results while continuing to invest in our business. In particular, we are investing in technology solutions and capabilities to expand our mid-market business in Europe and the Americas. We are modernizing our core tech platforms and building strong data foundation to deploy and now scale artificial intelligence, and also in particular, general artificial intelligence across the group. We are also investing in expanding our distribution networks and tools to sustain our growth momentum. In short, we’re executing on all of our priorities.

Our operating businesses across all geographies, across all lines, deliver strong results very much in line with our plan, and we have built a business that is now a reliable profit generator. If we move to the next slide. Obviously, the environment is becoming more complex with geopolitical tensions, tariffs, macroeconomic uncertainty from trade wars, and in particular also social fragmentation. We enter this environment in a position of strength. Our business is well balanced between P&C, Life and Health, and we are not overly exposed to any single geography, which is a great position to have given this growing geopolitical fragmentation. All of this gives us confidence to not only deliver our plan targets, but to also sustain future earnings growth. We see several important levers for earnings growth beyond this plan. You’ve seen in the numbers that we are rejuvenating our Life business.

This is already delivering results with strong sales momentum and accelerating positive net flows. This will clearly drive earnings growth over time. Secondly, in Health, we are investing in care delivery, care coordination, and prevention to become more than just a pure play of our health competitors. This should drive more margin improvement, building on what we expect in this plan by reducing fraud, waste, and abuse in claims and improving patient outcomes to drive higher customer retention. This specialization will further improve our competitive positioning in order to capture growth opportunities in Health and Employee Benefits. We are also strengthening our distribution to expand our addressable market and capture market share. What does it mean exactly? We are adding to our proprietary agent distribution and invest in their digital capabilities in order to better serve our core mass affluent customer base.

We have also at the same time forged more strategic partnerships such as the one with Correas in Spain, which represents the Spanish postal system, and it expands our reach to rural customers and those with modest incomes. We have also struck an exclusive partnership with Lloyds Bank in the UK for personal motor covering roughly 20 million customers. As you can see from the acquisition of Prima, we are also strengthening our direct distribution. This channel is not in competition but complementary to our traditional sales channel, which is targeting digitally savvy and price sensitive customers. Frédéric in a moment will talk more about this.

While we are already operating with a very high NPS across our markets, we see the opportunity to further increase our customer retention and to improve cross-selling through investments in customer service, in digitization and artificial intelligence, to improve customer experience through a more tailored way of offerings and by reducing, obviously, the cost to improve customer value more broadly. We see a great and significant opportunity to increase productivity, claims, and operational efficiency in order to enhance our pricing and underwriting. From scaling artificial intelligence, we started a test and learn approach within AXA and identified a selected number of cases that we have deployed across the entire group. Leveraging this experience, now we are pivoting to transform four areas. One is customer contact centers, second is claims, third is underwriting, and fourth is software engineering. The benefits from these initiatives are still to come.

If I have to summarize, our model is well placed to deliver sustained earnings momentum in a challenging and changing world. Secondly, we see catalysts for future growth beyond this plan. Thirdly, we are very confident that our strategy will drive value creation for our shareholders, including through disciplined capital deployment. If I come to the next page, which is my conclusion, our focus on execution has delivered strong results with an underlying earnings per share growth at the top end of our range. The businesses are delivering and all of them in line with our plan. We are well positioned to sustain this earnings momentum with clear catalysts for future growth beyond this current plan. We are committed to continuing a very disciplined capital deployment and we are confident that our strategy will deliver long-term shareholder value. Thank you. I’ll now hand over to Frédéric.

Frédéric de Courtois, Group Deputy CEO, AXA: Thank you, Thomas. Good morning to all. We are, as you’ve seen, we are pleased to announce the acquisition of Prima, a quality company, the leading direct player in Italy with strong growth, superior technical excellence, an internally developed and smart tech platform, and a team with strong entrepreneurial spirit. According to us, this acquisition has two main dimensions. The first one is to bring scale in Italy, one of our core and strategic markets. The second one is that it reinforces our existing direct franchise. If I look at Prima, Prima has grown significantly since its launch in 2015, generating €1.2 billion of premium in 2024. With a modern, scalable technology platform, Prima sells not only via price comparison websites representing about 40% of the business, but also directly through its own website, about 30% of its business, and through multi-tied agents, about 30% of the business.

It has captured 20% share of new business and an overall market share of 10% in motor. This market share gain has continued in first half 2025 with premiums up 47%. With Prima, AXA will almost double the size of its motor book in Italy. It positions the group at the level of the top three players in the Italian market on the motor business. It has delivered this growth while generating an underwriting profit with an excellent combined ratio of 90% in 2024. Prima has sophisticated pricing capabilities leveraging external data sources and behavioral models to capture the right customers and consistently achieve a claim frequency that is lower than market levels. It also has a competitive expense ratio supported by modern technology and lean processes, including end-to-end digitalization.

It is important to understand that Prima is the first real disruption that we are seeing in personal lines in continental Europe. Prima has a winning model delivering growth and profitability. All of this is validated by our extensive due diligence on the loss ratio and an extensive due diligence on the reserves booked by Prima reinsurers. Management and founder absolutely wanted to stay on board, further reinforcing the confidence in the business. In one word, Prima is an attractive business that brings us scale in Italy and additional know-how on the direct business. Moving to the next page on our direct franchise. This is something we’ve not discussed in the past and I think it’s good that we discuss it a bit now. Prima will strengthen our direct franchise and you know, you don’t know that AXA is already a major direct player.

The Group currently writes €3.5 billion of premium across eight geographies with top positions in four markets and profitability in line with overall personal line margins where we have scale. Except in the UK, direct penetration remains relatively low in our core P&C markets. Nevertheless, we expect this channel to show high growth in the future. It targets a growing customer base of young, digitally savvy and/or price sensitive customers and will contribute to addressing the protection gap by offering more affordable solutions to customers with modest incomes. In Motor but also beyond Motor, the direct channel supplements our traditional distribution to widen our customer reach. Prima will further enhance our direct franchise by bringing a modern digital omnichannel platform that offers seamless user experience for customers and agents.

A very tech-focused organization with nearly 40% of the workforce comprising software engineers and data scientists and an entrepreneurial and experienced team that can support the development of our overall direct business in Italy and beyond. Italy, as a conclusion, I would say that Prima is an attractive acquisition for us and totally in line with our M&A policy. It brings scale in Italy and capabilities to enhance our direct franchise. We paid €0.5 billion as a consideration for 51% of the company. We have put and call options in a few years for the remaining 49%. The price of this put and call is tied to earnings and includes the capital required to recapture the business currently underwritten by third party insurers and reinsurers. The total consideration corresponds to a price-earnings ratio of 11 times.

We are investing to strengthen our direct franchise and we are well positioned overall at AXA and even more now to capture market share in direct and accelerate growth. Thank you and I leave the word to Alban.

Moderator, AXA: Thank you, Frédéric. Good morning to all. I will not comment on every slide of this section so that we have more time for the Q&A. I’ll start on page 14 with the P&C earnings. P&C earnings grew by 7% driven both by an excellent underwriting result from higher volumes and an improved all-year combined ratio and an increase in investment income from higher net cash flows and reinvestment yields, which more than offset the impact from unwind. Our P&C business has delivered an attractive combined ratio at 90% in line with our plan, reflecting first an improvement in the attritional loss ratio minus 0.2 points, a better expense ratio minus 0.1 point mainly coming from non-commission expense ratio, and that reflects our efficiency measures. NatCat stood below our 4.5 points budget and reliance on PAYD was also low at minus 1.1 point.

All our lines of business are performing well. To give you more color, in P&C Personal we are expanding our customer base in a really conducive pricing environment with revenues up 7%. That has allowed us to improve the attritional loss ratio by 110 bps versus 2024, and we expect margins to further increase as pricing is earned through and inflation moderates. Commercial lines excluding AXA XL Insurance, you know that they consist mainly of SME and mid-market businesses in France and Europe and therefore are less cyclical. For that part of the business, pricing conditions remained at good levels. Revenues were up 4% and attritional loss ratio has improved by 30 bps in 1H 2025. We had excellent profitability there at 89.8% combined ratio with margin improvement to continue. At AXA XL Insurance we remained focused on retention and disciplined growth with revenues up 6% in 1H.

Margins there again remain at attractive levels. At 90% combined ratio with no PYDs, earnings were stable with return well above cost of capital. We see market softening in some lines of business. Very importantly, we believe we can maintain the level of profitability in dollar terms for this plan, including through better investment income and by managing expenses while continuing to invest in our growth initiatives. Lastly, at AXA XL Reinsurance, gross revenues grew 11% with growth supported by alternative capital. This distorts a bit the reported combined ratio. On a net earned premium basis, the margin improved by 90 bps. Overall, strong numbers with good top-line growth, improving margins, and good prospects. If I move now to page 18 for Life and Health earnings, they were up 5% versus 1.24 with contribution from higher technical and financial results and CSM release.

Short term Life and Health business continued to perform well in the first half with revenues up 8% and margin improvement of 40 bps in line with the plan. We are in a good position to grow from here and we expect margins to further expand thanks to the combination of our actions on pricing, underwriting, and claims management. In long term Life and Health, technical results were up 4% including CSM release growth of 2% and we are continuing to build good momentum. Revenues in Protection, in GA Savings, and in Unit Linked were up 9% each and we saw increased momentum in Life net flows with positive net flows in Life and Savings of €2.1 billion. This drove a normalized CSM growth of 3%. Lastly, financial results were also higher, largely driven by better reinvestment yields.

We are confident that we can grow from here with short term technical results expected to drive near term earnings growth while the positive momentum in long term Life and Health business will fuel CSM growth and lead to higher CSM release over time. Moving to the next slide on page 19. At group level, we have delivered 6% underlying earnings growth. Strong performance as I’ve just described from our P&C and Life and Health operating businesses. Asset Management U.S., you know that it’s the last semester that we consolidate AXA Investment Managers. Asset Management earnings were down 14% due to a higher cost income ratio and holding costs were stable versus 2024. Overall, thanks to this, we have an 8% growth in UEPS at the higher end of the target range of 6% to 8% that we have for this plan.

This includes obviously the 6% underlying earnings growth plus the benefit, 3% from share buybacks and lower interest expense on undated debt, and an unfavorable forex impact of -1%. Net income was down 2% at €3.9 billion as the increase in underlying earnings was offset by unfavorable effects. Just a word on this because it’s roughly an impact of €300 million and it’s due to non-locally denominated assets in local balance sheets. We have roughly €3 billion of assets that are not denominated in the same currency as their balance sheet. €3 billion out of €450 billion. That was mainly an impact coming from the dollar, which roughly went down by 10%. €3 billion times 10%. That was €300 million that you see here in net income. A word also on the FX impact on underlying earnings, still on the dollar.

If you look at the average FX, and you know that for P&L we take average FX between 1H24 and 1H25, there was little difference. If the dollar stays around its current level of, let’s say, 1.16, 1.17—it’s a bit higher these days, but let’s say 1.16, 1.17—it would mean that on average for the year, the U.S. dollar FX rate will be down 5% compared to full year 2024, 5%. That’s an impact on our underlying earnings per share of 1.5 percentage points, so highly manageable. That’s what we should have in mind. One, the impact is ahead of us, but second, the impact is really minimal and manageable. Moving on to page 21 on Solvency II. Our solvency ratio stands at 220% at the end of the first half. Fifteen points from normalized capital generation reflect strong earnings and limited capital needs to fund our growth.

You know that our group guidance for the year is 25 to 30 points, and as we saw the other years, there is a bit of seasonality similar to earnings. We have minus 12 points from dividend and annual share buyback to come in 2026, but provisioned already in the first half, plus 8 points from the issuance of €1 billion of RT1 and €1 billion of Tier 2 sub debt that we did in May. You know that we will continue to manage actively our stock of debt. Those plus 8 points were offset to some extent by the share buyback that we did in June in relation to the AXA share plan that we will launch in September and certain stock-based compensation that, as you know, we offset through buybacks. There was also in those numbers the impact of the Nobis Group acquisition in Italy.

Overall, market effects were neutral, reflecting small impact from the widening of spreads, notably in Japan, offset by lower interest rates. Importantly, you see also that FX had no impact simply because the numerator and the denominator in local currencies move in sync. When the numerator comes down, the denominator comes also down. That’s why we don’t have an impact of FX on our solvency. We have limited changes in our sensitivities, but you will notice that some of them have come down, especially European sovereign spreads and listed equity. Overall, we have a strong balance sheet with a very capital-efficient model, a high-quality asset mix with most of our assets in liquid fixed income invested at the high end of the rating spectrum. The group is in good shape both in terms of earnings and in terms of balance sheet.

We are therefore confident that we can navigate the changing environment that Thomas described from a position of strength. A few more thoughts on what’s to come in the second half and that you should have in mind. Obviously, we will carry on with our consistent execution in P&C and Health where we will see further margin improvement as I said, and that’s in line with our plan. We will keep on investing in tech, data, and artificial intelligence, and we will see also continued positive momentum in Savings net flows that will drive over time CSM. We expect holdco costs to remain stable at this stage. We are keeping our 4.5 points of normalized nat cat load for the year. You should bear in mind that there is always some seasonality, investment income, and discount benefit which are slightly more skewed towards one horizon.

You know that we started the €3.8 billion share buyback associated with the sale of AXA Investment Managers to BNP Paribas, but we will not have the full benefit in 2025 in terms of anti-dilution given the time it will take to complete the buyback. Overall, we expect underlying earnings per share growth in 2025, taking into account what I’ve just said, to be in line with the planned target. I’m now leaving the floor to Thomas for his conclusion.

Thomas Buberl, Group CEO, AXA: Thank you, Alban. As you have seen from Frédéric and Alban, we are executing well on our priorities. We are focusing on really making sure that the business is delivering in line with our plan. That is why we believe we are well positioned to sustain this earnings momentum despite the fact that there are some negative FX developments coming from a weaker dollar. The fact that our franchise is diversified, that we are in many geographies across many lines of business, gives us the confidence to deliver on our plan and certainly to continue to drive a strategy of disciplined capital deployment. Thank you very much. We are now going to your questions.

Patrick Cohen, CEO AXA France, AXA: The first question is from David Barma from Bank of America.

Thomas Buberl, Group CEO, AXA: David, please switch on your microphone and go ahead.

Good morning. Thanks for taking my questions. Firstly, I wanted to kick off with Prima please. What kind of run rate earnings contribution are you expecting from the business once the full underwriting is recaptured? If you can also comment on the synergy potential from the deal, which I don’t think is included in the multiple you’ve disclosed. Secondly, on commercial line pricing at AXA XL, could you please unpack a bit the +1.1%? If you could talk about the trends in the main business lines. Lastly, on Life and Health and the short term results, I guess I would have expected the combined ratio improvement to be a bit more front end loaded than it seems to be. Could you please talk a little bit about the speed of improvement in the short term combined ratio and whether you expect most of the target to be achieved this year?

Thank you.

Thank you, David, for your three questions. I suggest that Patrick will talk about Prima run rate, earnings contribution, and synergy potential. It’s true that we have not included a lot because we also want to leave the Prima business completely separate. Secondly, on the commercial line pricing, Scott, if you could talk about the outlook and the trends, and then Alban, if you could talk about Life and Health because we see within the numbers a currently different trend between Health and the Life part, that is protection. So, Patrick, Prima.

Patrick Cohen, CEO AXA France, AXA: Thank you. Thank you, David, for the question. As it has been highlighted by Frédéric, I just want to go back to what makes the strong strengths of Prima. I want to give you some numbers. First, policies sold in 2015, in 2024 they had 4 million customers. It’s one of the, I would say, the greatest disruption we have seen from a digital model in Europe. When we look at what we consider being the earnings fully captured with the underwriting piece, we are at $87 million, and we have a CAGR growth in that business that has been around 40%. It’s pretty impressive. Our calculations give us an undiscounted core of around 90%. This stems, as Frédéric said, from, I think, three or four sources of competitive advantage. First, superior pricing capabilities.

They’ve really managed to anti-select, if you will, the market with a very technical pricing, far less mutualization than what you see in other players. The second one is the lean organization structure with non-commission expenses, which is best in class in the market, and the expense ratio as well. A very strong cross seller of ancillaries, far greater, almost double what you would see in the market, with ancillaries such as assistance, personal accident, or legal protection. The synergies. We are also very excited about what we can do because fundamentally you don’t have an overlap with our business. Today in Italy, we have a very strong P&C business through our agents. We have, through the acquisition of Nobis, a specialized play in the automotive part of the business. Now we have with Prima the possibility to be the market leader in direct with 40% market share.

No overlap and great synergies. We are thinking in three directions in particular. When we sum up all of that, we’ll have more than 7 million customers. Imagine what we can do from a claims procurement standpoint, imagine what we could do by cross-selling on our customer base, and very importantly as well, complementing the product range of each of those channels with the offer of Prima and the offer, our classic offer within Prima. A lot of, I’d say, standalone potential, fabulous momentum, a very profitable business that stems from competitive edge and some good synergies that we see ahead.

Thomas Buberl, Group CEO, AXA: Thank you, Patrick. Just to add a few more numbers when it comes to the run rate, 2024 was a result of €87 million. The top line growth is 40%. If you look at Q1 this year compared to Q1 last year, sorry, H1 this year versus H1 last year, their result has doubled. It’s as Patrick said, a very disruptive model with a very interesting and good dynamic. Scott, on the commercial line, pricing.

Sure, Thomas. Thank you.

David.

Just to give you a sense of the color for our business, for casualty at the half year, rates continue to meet or exceed trend. We’re still around the plus 8% for the overall casualty portfolio at the half year. We consider that to be slightly better than trend and we’re doing well there. On pricing, property has gone slightly negative mainly because of the mix. It’s a little heavier in the U.S. in the second half, in the second quarter, slightly negative, although that’s coming off of five, six, seven years of double-digit rate increases. That particular business is performing very, very well. It’s not overly surprising. There’s been a slight pricing moderation on the property portfolio and then for financial lines business or professional business, it’s still negative but we’re starting to see signs that that’s starting to ameliorate.

Our sort of thinking going forward is that while it continues to remain negative, it’ll start to get better as we work through the back half of the year. All up we’re pretty comfortable in the portfolio and where the pricing’s at today.

Moderator, AXA: David, I think you had also a question on the retail improvement and I will comment on Life and Health. Retail improvement, that’s across the board. In Europe, what you see is very strong price increases around 5% except in the UK. You do see the benefit of that across the board. Even in the UK, we see an improvement of our loss ratio in retail. That’s, as I said, really across the board that we benefit from those higher margins. On your question of Life and Health, you’re right, it could have been better. The way it goes is the following. On the health side, there was a strong focus, as we described, on improving the margins and pure short term health. The loss ratio went down by 80 bps between 1H24 and 1H25.

In Life and Health, we also have the protection, the short term protection book, which is mainly French. On this, we saw deterioration of 70 bps. That comes from more sick leaves in France that we have to indemnify. We need to reprice that book and that will be done for next year. In the meantime, we have that slight deterioration when you mix the two. Obviously, the health book is much larger than the protection book. You have that improvement of 40 bps overall.

Thomas Buberl, Group CEO, AXA: Thank you to all of you. We go to the next question.

Patrick Cohen, CEO AXA France, AXA: Next question is from Will Hercastle from UBS. Will, you can turn on your microphone and go ahead.

Thomas Buberl, Group CEO, AXA: Thank you.

Thanks very much. The first question is thinking you’re both a buyer and a seller of reinsurance. Could you discuss whether you view a softening market in reinsurance as a positive or negative from a group basis? Do you buy retro perhaps for the reinsurance that can help dampen some impacts? The second question is regarding the P&C reinvestment yield. It’s 4.3% in a half year. It’s still well in excess of the average book yield. What does the 4.3% dilute down to when you consider other assets outside of fixed income? I’m trying to essentially understand if there’s still a spread to move up from here. The third one is just looking at the low levels of PYD coming out of both personal lines and AXA XL. Can you discuss if there’s anything specific to call out or is it just more good results elsewhere? Anything specifically on U.S.

social inflation? Thank you.

Thank you, Will, for your three questions. I guess they are all for Alban. Maybe a quick comment on the low PYD. You should see that as extremely positive. I mean they are really low. I would like to point out that at AXA XL the PYD is zero. It really shows the very good quality of our results. Alban will go into more detail.

Moderator, AXA: As you said, we are both a buyer and seller of reinsurance. To put things in perspective, you see that on an annual basis, accelerate earnings are around $500 million. We seed more than $2.5 billion of margins through ceded reinsurance. Those two are not directly comparable, but that gives a view on the importance of both. I would say overall we will benefit more than we would lose with softer rates on the reinvestment yield. Yes, we are investing at a higher rate than the current book yield and we believe we can continue doing so. We are confident in our ability to keep on investing our invest and return in P&C and what we call non-VFA business. That is investment income that you directly see in your P&L.

There is always a bit of volatility around this coming from PE fund distribution, but the trend is clearly positive on investment income thanks to our higher investment yield. Finally, on PYDs, at the end of the day you saw that we had a good semester on cat, a good semester on discount. We saw absolutely no need to have higher PYDs.

Thomas Buberl, Group CEO, AXA: Thank you, Alban. Thanks, Will, for your question. We go to the next one.

Patrick Cohen, CEO AXA France, AXA: Next question is from William Hawkins from KBW. William, you can turn on your microphone and go ahead.

Thank you very much. Hello all. At the full year you showed a slide to demonstrate how you are compounding value for shareholders. That pointed to growing book value to €24.5 at the end of last year. That figure was €22 at the end of June. It’s back to 2022 levels. I know that’s largely FX, but FX is still real. I’m wondering how, when you’re thinking about value creation, how does building book value fit into the wider framework of the metrics that you highlight in the presentation? Second question please. More numbers based. The €4.8 billion of normalized CAPGEN in the solvency walk, how much of that was non-life and how much was life, please? Can you also just give me a bit of an outlook for required capital? The €400 million seemed a bit on the high side after €600 million for all of last year.

Should I just annualize it or is there some seasonality? Lastly, a very short question. Frédéric, in passing, you mentioned that you’re already top three in four direct markets. Can you just tell me what those four markets are, please? Thank you.

Thomas Buberl, Group CEO, AXA: Good. I suggest Frédéric does the first question around the compounding shareholder value. Alban, you take the second and third one around required capital and the split Life non-Life of the $4.8 billion, and on the markets directly it is France, Belgium, Ireland, and Spain as well. That’s the fourth one. Exactly. Frédéric, on the first question.

Frédéric de Courtois, Group Deputy CEO, AXA: Yes, on the net asset value, what I can tell you is the following. First, as you’ve noticed, the negative impact we have is the currency impact, and we are a heavily diversified group, so it doesn’t worry us at all. I would say it happens, and I think one of the beauties of AXA is to have this diversification. Second comment is that yes, we have at AXA now a higher focus on the growth of the net asset value. We believe that over the long term this is an important KPI for us, and we will continue to focus on growing the net asset value in the future despite the short term currency movements, if I may say.

Moderator, AXA: On the operating return, the 4.8, you have $3.1 billion coming from P&C. You have minus $0.6 billion coming from holding, which is our holdings earnings. You obviously have $0.2 billion positive coming from Asset Management, and the rest comes from Life and Health and the increase in required capital. It’s true that it’s slightly higher than half of last year. I would say it can depend on the mix of business, but we have good organic growth, and that’s the reflection of that.

Thomas Buberl, Group CEO, AXA: Thank you Alban and Frédéric. We go to the next question.

Patrick Cohen, CEO AXA France, AXA: Next question is from Hadley Cohen from Morgan Stanley. Hadley, please turn on your microphone and go ahead.

Hi, morning everyone. Thanks very much. First question is around Solvency II. Please can you give us an update.

Of how you’re thinking about the I.

Guess the pro forma Solvency II ratio. We have a 6% hit from the Prima acquisition, but can you also give us an update on how you’re thinking around the effect of the loss of the grandfathered debt from the beginning of next year, and then maybe remind us on how much of that is offset by the solvency review benefit from the beginning of 2027, particularly in the context of the Commission’s report a couple of weeks ago.

That’s my first question.

Second question is more of a clarification point, please. Thanks, Alban. For the sensitivity of the impact of the dollar on earnings, does that include currencies that are sort of pegged to the dollar? I’m thinking like Hong Kong dollar and what have you. On top of that, I guess.

I’m also cognizant AXA has been strong.

Against most currencies in the first half of the year, if currencies stay where they are.

Now for the second half.

Year, what’s the overall sort of FX impact that we should think about? Thanks very much.

Thomas Buberl, Group CEO, AXA: Thank you, Hadley, for both questions. Alban, I guess these are both for you, bearing in mind that on the Solvency II revision, it is obviously too early to give any indication or concrete indication of what it means because we are talking about 2027.

Moderator, AXA: On Prima, as we said, it’s going to be 4 points at closing. I just want to highlight the fact that this includes not only the impact of the acquisition of the 51% stake but also the impact of the put and call options that we have over time. It’s the best because that’s the way accounting works, and that’s the best estimate of the cost that we will have when we exercise those options. That’s the first point. On the grandfather debt, you may not know, but the amount of grandfather debt is €4.3 billion. You can do the math on the impact. Obviously, we have issued €2 billion of sub debt in May in anticipation of that, and we will keep on managing that grandfather debt and issuance to mitigate the impact on our solvency.

Last, on the Solvency II review, as Thomas said, it’s way too early to give a definitive number. I would repeat what we said in previous periods, which is that overall for every player on the market it should be a positive impact between +10% and +20%. That’s what we can say at this stage on the FX. What I said on the dollar does include our operations in Hong Kong that are obviously denominated in the Hong Kong dollar with the peg, and we have no other operation with the peg to the dollar. I cannot give you immediately what the impact would be for the yen, but you have the sensitivities of that in our URD, and Anu very kindly gave that to me a second ago so I can comment on that. On the yen, a 10% variation is 1% of our underlying earnings group share.

Thank you, Anu.

Thomas Buberl, Group CEO, AXA: Thank you. I want to remind you again these ethics movements are happening, but this will not lead to any change in our ambition and target delivery. We will make sure that we will compensate this through operational measures. Next question.

Patrick Cohen, CEO AXA France, AXA: Next question is from James Schuck from Citi. James, please turn on your microphone and go ahead.

Thank you and good morning. I just wanted to ask first off, around the commercial lines, P&C development, I’m looking at the attritional loss ratio which kind of ticked up 30 basis points at 1H. I think the plan, the plan period was for commercial lines attritional loss ratio to remain broadly stable. We’re talking about XL being pretty flat and SME getting a bit better. Is that kind of still how you see it? Obviously XL seems to be deteriorating and we’re seeing rate that slowed in 2Q running about 2.6% at one point. Claims inflation is probably more than that. It looks like to me as if the commercial lines attritional might be getting worse over the planned period than perhaps you anticipated. Just some comments there would be helpful.

Secondly, on Prima, if you’re able to give me a split of the expense ratio, please, into the, I suppose it’s commission and non-commission expenses, that’d be very helpful. Just keen to understand the size of their expense ratio advantage. I’d imagine the acquisition costs are still quite high, but if they are low, then what’s keeping that low? Finally, Thomas, how do you see something like Prima, which is the greatest disruptor you’ve seen in the sector currently, as you just highlighted? What does that say about your existing direct business? Because you’re bringing all of these things in house and you’ve got massive scale advantage, but then you have this new upstart that comes along and shows you how to do it. You mentioned you could keep the platforms separate, but is there something that doesn’t work in this direct business as part of a large conglomerate?

Thank you.

Thomas Buberl, Group CEO, AXA: Very good. Thank you, James. Just a few comments and then I hand over to Alban for the combined ratio question and then on Prima, to Frédéric on the combined ratio improvement in general. Remember we always said that we look at P&C commercial and personal lines together when it comes to the improvement. We are not at the end of the plan yet. Our aim is clearly to achieve the improvements that we have put forward. Secondly, when it comes to Prima, Prima is today mainly in Italy. It has started in Spain and the UK. When you look at what we said earlier, the question that William was asking, it is not by coincidence that in four markets we are in the top positions of our direct business, where Prima is not. These businesses in France, in Belgium, in Ireland, in Spain work extremely well.

Moderator, AXA: Thank you, Thomas. Hello, James. If you remember what we said at the moment of the plan, we said that we would improve our combined ratio in P&C by 200 bps. Part of that was loss ratio, part of that was expense ratio. Clearly, when we designed our plan a couple of years ago, we had in mind that the large commercial lines market would probably plateau or slightly deteriorate. That is what we see in some lines of business today. We see also improvement and good momentum in some of the lines. I’m thinking, for instance, of casualty in the U.S. When you look at XL, the XL loss ratio attritional has deteriorated by 80 bps, but 20 bps in that is purely a mix effect because as casualty prices increase more than the rest, casualty takes also a bit more weight in the overall loss ratio.

What we are saying very clearly is that XL again over the planned period should maintain its underlying earnings in dollar terms because that potential deterioration in the loss ratio can be offset by better investment income, better expenses, and growth. On the other commercial lines that some of our competitors put in retail, notably the SME, we saw an improvement of steady bps in the loss ratio and we see potential for further improvement.

Frédéric de Courtois, Group Deputy CEO, AXA: On the expense ratio. Before answering your question on the expense ratio, I’d like to enlarge the answer saying that first, our physical distribution channels are doing extremely well, and this is important to have this in mind, especially our agents. Why are they doing extremely well when we hear about bank branches in difficulties and so on? First, because our agents are entrepreneurs, which changes a lot, and they do not close at 3:00 P.M., and they work on weekends. They provide the right service and the right advice to our customers. This is about the overall picture, about our agents. Having said that, we believe that we may be at an inflection point and that direct in the coming years will grow more than other distribution channels for many reasons, especially because of new generation. We see that also in the banking business, as you know.

What does a direct player offer? A direct player offers lower prices, and direct players offer convenience. You can buy a motor policy during the night without moving from your home and so on. These are the two key critical points and the two added values that the direct business brings, more specifically on the price. For price sensitive clients, it is clear that for specific business lines, especially motor, but true also for the home business, with direct you can offer lower prices, and you can offer lower prices for two reasons. The first one is direct players have lower expense ratios. If I look at the expense ratio of Prima, it’s about 16%. If I look at the expense ratio of other direct operations, we are always below 20%. If you look at the expense ratio of intermediated retail businesses, I would say it’s overall 30%.

If you’re a market leader, it can be at 28%. Let’s say that direct players have a 10 points competitive advantage compared to intermediated players. Direct players are also more segmented, and they are focused on. They are extremely segmented with the high pricing sophistication which generalist players cannot be. In other words, of course we are segmented, but usually the client that comes to our agents has many different products with us and so on, so you cannot be very segmented. Again, 16% for Prima, highly competitive and probably can still improve. This is a real disruption.

Thomas Buberl, Group CEO, AXA: Thank you Frédéric and Alban. Let’s move to the next question.

Patrick Cohen, CEO AXA France, AXA: Next question is from Michael Hutner from Berenberg. Michael, please turn on your microphone and go ahead.

Yeah, fantastic. A big phrase. I follow lots of companies. The fact that you deliver 8% half year on half year and say whatever happens constant is, given some of the companies I cover, I’m beginning to realize how hard that is. That takes me to my first question, which is, and I hope that you will answer, Thomas, you seem very quiet today. The first question is, clearly you could have said no, we’ll do 10% EPS growth or 9% or whatever the figure might be because there was a lot of buffers you’re building. Can you talk about, my guess is what you’re implicitly thinking is that you’re saying, I’ll invest for growth. I deliver the earnings, but I’ll invest for growth. I think the introductory remarks, you stress the long-term nature of the growth outlook rather than delivering more.

I just wondered whether you can articulate if that’s right, if you can articulate this a little bit better and also give us some figures on how much you’re investing or what the investment amount is. We can have a figure for the payback if you like. The second question is a really silly one and is maybe more for Alban. You kind of brushed away, you say yeah, FX 1.2% or 1% or 2%. I can do it. Where’s the fat? Can you, I mean I’d love to be able to offset, it sounds like $140 million or maybe $200 million. I don’t think I’ll ever be able to do that, but it may be some idea that, and then the last question is a pure number one. I apologize for that, 11 times. Can you unpack what it’s a ratio of?

I still don’t know how much you’re paying for premium. I mean I know $500 million, but the rest is, I don’t know. I’ve heard $1.1 billion and then linked to Prima, you’re only related to the Italian premiums. It looks as if you’re throwing away the remaining $200 million. That’s it. Thanks.

Thomas Buberl, Group CEO, AXA: Thank you, Michael, for your question. We do as you said. Alban will tackle the second one, and we give the third one to Patrick because we are, as you’ve seen, only buying 51%, which represents €500 million. The total value is €1.1 billion, but Patrick will explain a bit more in detail. On your first question, for me it’s important that we have, if you look at the transition of AXA, we have shifted the portfolio to more earnings predictability, to more cash-related earnings. You can see with our earnings power that this has worked very well. We are in the phase now of focusing mainly on organic growth development.

You’ve also seen, given the fact that all geographies, all lines of business are contributing, we are very well executing on our priorities and have found back to a good growth momentum because if you go back to 2016, we were not at 7% growth of our revenues. We were probably in slight minus territory, and I think this should make us all very proud that we have created this momentum. We are not, you know, looking at three-year plans and then we don’t know what is happening afterwards. For us, the three-year plan is just an intermediate target that we want to achieve. As you heard from my comments, we are already looking beyond how does the story continue. In order to fuel a continuous growth story, you also need to invest, and therefore we try and balance these investments for growth and the delivery well.

Where do we invest for growth today and what is already in these numbers? You have a big initiative that is happening in the U.S. where we want to accelerate with AXA XL. We have a big initiative in Asia, in Hong Kong, around wealth management. You have a lot of initiatives in Europe, around mid-market and other areas. Our numbers do include the investments already for tomorrow, and I think that is also what a responsible company should do to sustain earnings. We do believe that we have the capacity to deliver our plan in the range of 6% to 8%.

Yes, we have enough margin to swallow negative effects because if you remember last year, we had many adverse effects from the discounting, from the OECD tax, and we also managed to cover it because when you look at also our reserve base, when you look at how prudent we are, we have the necessary comfort to deliver our plan and swallow those negative FX impacts. Alban, second question around how to offset the €1.2 billion, you can go into.

Detail.

Maybe you also do the Prima one because I have probably given half the answer already, and then you can go into a bit more detail.

Moderator, AXA: Thank you, Thomas. On the effects, obviously it has an impact. What we are saying is that we feel strongly about our earnings in the first half and that we are confident that we would be able to offset the impact of FX in the second half with the magnitude that we have described during this call with better earnings. That’s what we are saying. There is no magic behind that. On Prima, when we say it’s 11 times, that’s the sum of three things. It’s the price that we are paying today for 51%, so €0.5 billion. That’s the fact that when we recapture the premiums, because as you know Prima is an MGA, we will have to inject roughly €0.2 billion in the carrier. That will do that.

Last, that’s the best estimate of what we will pay in four or five years when we exercise the call options, discounted to today. When I do the sum of all this and compare that to today’s earnings of Prima, it’s 11 times. I think what really matters is what was said earlier on Prima’s earnings growth capacity, which is extremely impressive. The 11 times is from my point of view more than reasonable.

Frédéric de Courtois, Group Deputy CEO, AXA: I think Alban de Mailly Nesle has been extremely clear, but I want to reinforce his point. I’ll say it in the following way: a half year result for a half year results. We’ve done the cautious closing, and this cautious closing makes us confident that we can compensate for future FX negative impacts and that we can continue to invest in our future growth, having in mind the next plan.

Thomas Buberl, Group CEO, AXA: Thank you, Michael, for your question. Let’s move to the next one.

Patrick Cohen, CEO AXA France, AXA: Next question is from Farooq Hanif from JP Morgan.

Thomas Buberl, Group CEO, AXA: Please.

Patrick Cohen, CEO AXA France, AXA: Farooq, turn on your microphone and go ahead.

Hi everybody, thanks so much. Just going back to firstly the point on casualty in AXA XL. Can you tell us how much of your premium is in casualty in XL now? It will have grown because of pricing. Are you sort of chasing share there in any form? Secondly, on the point about your reserving strengths, I’m looking at slide 32 in your appendix. I know you can’t really use claims reserves ratios. They’re a very blunt tool and they don’t really always mean anything. I note that your incurred claims to net earned premium is down at a low point compared to back at full year 2018 levels. I was wondering whether we need to read anything into that. My last question is on the financial result, the investment margin.

Going back to Will’s question, it feels like investment income can improve but your financial result is a spread. Having said that, in the first half it looked like that spread was also stronger. I was wondering if you think that kind of net between investment income and discount rate unwind going forward will continue to be also growing.

Thank you.

Thomas Buberl, Group CEO, AXA: Thank you, Farouk, for your questions. I suggest Scott will take the first one on casualty, and then Alban will talk about the reserving piece, obviously making sure that we’re treating 2019 and prior differently to post 2019. Then, Alban, if you could also talk about investment income at the end. Scott, thank you.

You, Thomas, on the casualty portfolio for AXA XL insurance, it’s approximately 30% of our business, and it’s been pretty steady around that number over the last four or five years. We’re not, quote unquote, chasing anything here. What we do is we look at each risk and we determine if the pricing is adequate, and if the particular product line pricing is adequate, we might write a little bit more of that. In today’s, the mix number has stayed pretty steady over the last four or five years in terms of casualty relative to the rest of the insurance portfolio.

Moderator, AXA: On the reserving. Exactly as you said, Farouk, looking at page 32 is a very gross indication, and especially when you have top line growth of 7% in P&C, 6% in P&C, that brings your ratio down mechanically because your reserves do not grow at the same pace, and that’s normal. I would just say that on casualty at XL we have obviously very sophisticated ways to look at it, but a very simple way is to say how much IBNR for how much case reserve, and we have significantly increased that ratio over the last three years. Last, on investment income, you’re right, I was commenting on investment income, not the spread between investment income and unwind. I think it can nevertheless increase, but at a lower pace than investment income itself.

Frédéric de Courtois, Group Deputy CEO, AXA: Even if your question was focused on casualty U.S., I’d like to make a comment on casualty outside of the U.S. because we never discuss it. Casualty in Europe and emerging markets is an extremely good, an extremely good business, and we have a specific initiative at AXA to grow this business because again this is a business which is well priced, good underwriting, and this is very often in many geographies our most profitable business, be it in Europe but also in emerging markets. We should have this view that there is casualty U.S., and we are happy with our casualty business in the U.S., and we’re also happy with the level we underwrite in the U.S., but we also have a business in Europe and emerging markets in casualty which is extremely good.

Thomas Buberl, Group CEO, AXA: Thank you. Thank you, Farouk. Let’s go to the next question.

Patrick Cohen, CEO AXA France, AXA: Next question is from Dominic Omani from BNP Paribas. Dominic, please turn on your microphone and go ahead.

Hello folks, thanks for taking questions. I’ve got one main question and then a couple of details left. Just on the discounting in P&C flat versus H1 last year, I was really positively surprised by that, and I was expecting quite a, quite a deterioration given what’s happened to yields. I wonder if you could just unpack how you’ve managed to keep it flat and the extent to which that’s a secular function of business mix which means it will persist, or are there some one-off factors in there which mean that we should look through the particular print. More detailed question. We’ve talked quite a lot about currency effects on the financials. I’m really just wondering whether you observe any change in the actual business sales. For instance, is there any sign that appetite for U.S.

dollar denominated policies in Asian markets, that customers are wary of those products in light of the currency volatility? Finally, Alban, I think you said, correct me if I’m wrong, that UK retail margins improved in the period versus first half 2024. Clearly the pricing dynamic is weaker in the UK, as you mentioned, versus continental Europe. What’s driving that improvement in the performance? Thank you.

Thomas Buberl, Group CEO, AXA: Thank you, Dominic, for your questions. On the discounting P&C, I suggest Alban will talk about this. When it comes to the currency, I think we need to differentiate two types of business. One is obviously the commercial business; Scott should talk about that. The other one is more the Life Insurance business in Asian markets, in particular in Japan, because that’s where you had the phenomenon of U.S. dollar denominated Life Insurance. On this one, we see that demand has actually weakened for it for a couple of reasons. Number one, the interest rate situation in Japan has changed, even though it hasn’t dramatically changed. Secondly, some tax advantages on what’s called KOLI products in Japan have changed, which has driven more demand towards yen denominated policies. The same is true if you have, for example, Mexico, where you have some health policies in U.S.

dollar because the delta between health costs in Mexico and the U.S. has certainly gone apart. These products are less offered and therefore less sold. I think on the third piece around U.K. retail, Patrick will talk about it. When Alban was referring to U.K. retail, he was referring to health earlier. What is important is that maybe Patrick gives a little more detail around health, motor, and household because the trends are relatively different. Alban, on the first one, discounting factor.

Moderator, AXA: Thank you, Thomas. Hello, Dominique. On the discounting, we don’t manage the discount effect because it’s simply mechanical and not manageable. What happened is a mix of two things. One that everyone has in mind is it’s a function of the discount rate, which is the market rate. There is something else, which is also the amount of unpaid claims for the business written in this first half. It’s a question of business mix. If you write more casualty, more financial lines for which typically the amount of claims paid in the current year is low, you will have more unpaid claims and therefore more discount benefit. I hope that clarifies. Thank you, Alban.

Thomas Buberl, Group CEO, AXA: On the second question, Scott, on the currency effects, do you see anything in commercial when it comes to programs and so on that people switch currencies?

Sure.

Thank you, Thomas. Dominic, we’re not seeing any changes relative to the denomination in our policies, and I just want to be clear when we underwrite, we have a very clear rule that your limits that you buy have to match the premium that you pay in the currency in the sense. If you’re buying U.S. limits, for example a property policy, the premium is also paid in U.S. dollars. We always match the currency of the exposure that we’re insuring relative to the premium payment. Generally speaking, the clients aren’t really focused on that piece of FX. It’s just making sure you’re insured to value in whatever country that you’re operating in. We’re not seeing, and it’s not typical when we see currency movements, we really don’t usually see movements of the currency within our policies.

Thank you, Scott. Patrick, on UK retail, if you could then differentiate as well health, motor, and non-motor.

Absolutely.

Patrick Cohen, CEO AXA France, AXA: Thanks Dominic for the question. I will start with UK health and give you a little bit the dynamics and the reason behind a very, very positive development. We have a massive increase of our earnings on the UK health above 170% versus year. If you remember, in 2023 we told you no stone would be unturned to bring this book back to its profitability. It’s a great business, got 20% market share and that’s exactly what we did. No stones were unturned. We’ve put in very strong price increases, we’ve sophisticated our pricing, we’ve enhanced our ability to price more frequently. Very, very, very importantly, we’ve totally reshuffled our claims activities, which means we have a steering to our preferred networks that moved from 45% end of 2023 to now 80%. We invested heavily in fraud, waste and abuse.

Very importantly, we acquired a small company that helps us developing medical pathways, that is medical protocols that we put in place to make sure that on one end you have the best medical outcome for the customers. There is also a cost efficiency process that enables to remove the waste. You know that in health, 30% globally, I’m not talking here about AXA, but 30% of all spending is wasted. You add to this some expense reduction efforts that we’re doing through AI and GenAI, in particular in our call centers, and you add up to this result with a very significant improvement in the combined ratio of around five points. I said it’s a great business.

We believe there is still more to be earned in 2H 2025, get the full impact of the price increase we had in 2024, but also the impact of the pricing increase that we’ve put in 2025 from 8% to 15% pending the lines, we see a top line rebound. I’m very pleased with that. We have a top line growth of 6% and we feel this is a good momentum that will continue and we will continue to be totally obsessed with claims and get very strong benefit from that perspective. That’s for the health bit. On the UK retail, you’re right. You talked about, I believe in your question, the market softening. It’s true the market softens around 5% in the first half of the year. We are very clear on what we need to do in the UK, which is to prioritize profitability and customer retention.

That’s what we’re doing. I’m super pleased to see on one end that if you look back to 2023, combined ratio improved more than 17 points. If you look half year versus half year, it’s an improvement of 4 points. This is almost all driven by attritional, which means, you know, greater quality obviously of the portfolio. That’s on one end the profitability, on the other end we’re regaining net new customers. We’re growing our customers, our customer base. This is stemming from in part the new deal we have with Lloyds Banking Group, which is a leading banking group in the UK with 28 million customers. We feel there’s a lot of potential to be captured and we’re very interested also by that partnership because it’s data rich and enables us to sophisticate our pricing and to select well the risks back from the turnaround.

It’s things that I had explained in previous sessions. Again, here it has been a totally reshuffling of our pricing capabilities from the pricing sophistication to the pricing tools, that is our ability to have full deployment of our models in rating engines and sophistication between linear and nonlinear. Madison, I wouldn’t get in that detail. Again, claims, huge effort from fraud detection to procurement to also re-internalization of our intervention team. If you look at the rate of capture from that perspective, it has moved from 16% to 25%. We really move the needle on what makes the technical excellence and we’ll keep being very, very disciplined in prioritizing profitability, customer retention, and fueling the top line through that very interesting deal we have with Lloyds.

Thomas Buberl, Group CEO, AXA: Thank you, Patrick. We take one last question. I think Andrew Crean is next in line. If there are any further questions beyond Andrew’s questions, our team is obviously ready to answer all of them, but the time is advanced. Andrew, last question.

Thomas, couple of questions. Firstly, you talked in your opening remarks about improving the ambition and the combined ratio that you want out of Health beyond this plan. Could you enumerate a little bit as to how big an improvement you’re targeting? Secondly, in terms of AXA XL insurance, you quoted the rates in both casualty and property, but I wanted to understand what the rate movement was in the U.S. because half AXA XL insurance business is outside the state. Could you talk a little bit about rate in the states in casualty and property and whether you see that as, you know, are you building margin, holding margin, or losing margin?

Thank you, Andrew, for your two questions. I suggest Scott will answer the second question. On the first question, what I said is, and this goes very much also back to the question we had around Michael’s first question. When we think about the health business, we are looking at it in the long term, not only given this plan. What we have seen in many markets, notably in Spain, Mexico, Egypt, and others, is that if you do partner or operate in health with medical facilities, so clinics—not hospitals, but clinics that handle 70% to 80% of the base load—you can have a very strong influence on the one hand around your claims cost because you make sure that you help the customer from very early on to find the right doctor in the medical jungles that do exist today.

Secondly, you can also reduce fraud, waste, and abuse through this. We have decided to continue this investment plan and to continue investing in those clinic facilities in order to make sure that in all of our markets where this applies and where we have a positive impact on health, and it’s mainly in markets where you have a high, what we call out-of-pocket pay, where there is no sufficient state system and the customer has to pay a certain amount, him or herself. When we talk about how big is the improvement, I guess I will have to defer you until the end of next year when we launch our next plan. Clearly, health is an important business for us and a strategic business.

You will see in the next plan an ambition around growth and profit improvement around this based on the strategy of more assets in vertical integration. Scott, on your question around the insurance, sorry, the rates in the U.S. on casualty and property and how is rate and margin movement.

Sure.

Thank you, Thomas. Andrew, to give you a little more color on the difference, you understand that a lot of our business written outside the U.S. can have obviously U.S. exposures to it, and we would price that business obviously in consideration of the U.S. exposures that they have. To give you perspective, for example, excess casualty for us from a pricing standpoint is up around 15% in the U.S., and that compares, for example, with our essentially non-U.S. generated casualty business of around 6% and change. That gives you a little perspective of those differences. In terms of property, it’s a little closer. The all-up portfolio we talked about being slightly negative of a couple of points. The U.S. for the first half year is around minus 5%. It’s a little bit more than what we’re seeing in the non-U.S. business.

That business was heavily skewed to the first quarter. The market’s moved a little bit since then. It’s not surprising that the U.S. book, which is more of a second quarter book than the first quarter, would be a little bit lower on the rate number.

Thank you, Scott. Thank you for your participation and all your questions. As I said, if there are questions remaining, our team is there to answer all of the remaining questions. In the meantime, I wish you a great summer and hope to see you soon. Thank you very much.

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