APOLLO

APOLLO Elysium Re Investment Overview June 2014 EFTA01101193 Table of Contents 1. Overview of Elysium Re 2. Business Plan Overview 3. Investment Portfolio & Rating Agency Overview 4. Key Next Steps EFTA01101194 A p O L [. O Overview of Elysium Re EFTA01101195 APOLLO Elysium Re Business Model Overview ­ Elysium Re will establish itself with $750-1,000 million of capital — 50% in cash, 50% in other equity capital (existing assets such as Apollo stock, fund positions, other cash flowing assets) ­ On this capital base, Elysium Re will then write $300-500 of premium per year (in a conservative base case model) — Premium will be written in a variety of different property and casualty lines - opportunistic areas where rates are hardening and pricing is attractive ­ Elysium Re will then earn a -9-10% annual investment yield on these assets — both the equity capital and the income on the premium written — Equity capital invested in alternatives earning —10-15% Premium income invested in a diverse mix of liquid credit, real estate, and structured securities earning —3-5% ­ Over time Elysium Re will incur losses on the premium its writes at an estimated 50-60%of premium written —known as the loss ratio" — These incurred losses will not all actually be paid out when incurred, but rather over the course of 2-3 years from the time of being incurred ­ Elysium Re will also absorb additional brokerage and SG&A expenses associated with the writing of premium and the managing of claims and day-to day business operations Brokerage costs of -20-25% of premium written — known as "acquisition or brokerage ratio" Other SG&A costs of -10% of premium written — known as "SG&A or cost ratio" ­ To the extent that its combined ratio — the sum of the loss ratio, the brokerage ratio, and the cost ratio — is less than 100%, Elysium Re will generate additional earnings from underwriting income — as it will effectively be borrowing money at a negative costs of funds where the underwriting cash flows received are greater than underwriting cash flows paid out ­ Elysium Re will thus generate value from several different sources — Return on invested capital — Underwriting income / Negative cost of funds • Best-in class underwriting with targeted loss ratio of 50-60% of premium written • Operating structures with combined brokerage and SG&A costs of 30-35% of premium written - Return on float ( float is the time between which an insurance policy is written and when it is paid out) EFTA01101196 APOLLO Elysium Re Business Model Overview (Cont'd) > Elysium Re will try to combine the twin principles of value underwriting and value investing, that seeks the best value opportunities available on both sides of the balance sheet - Value Underwriting: Hire a management team that underwrites based on a value-oriented, "margin-of-safety" approach across a variety of property and casualty business lines and that can consistently produce overall combined ratios below 100% - generating leverage with a negative cost of funds • Opportunistic liability sourcing in a broad range of property and casualty businesses, with a focus on more flexible and price-attractive E&S / non-admitted business - Value Investing: Hire Apollo/Athene (or another leading asset manager) with a proven track record of outperformance and a diversified and broad investing platform in liquid credit - Opportunities on Both Sides of Balance Sheet: Elysium Re will seek the best value opportunities on both the asset and liability sides of the balance sheet. > Elysium Re will be further complemented by additional operating and structural enhancements - Non-Correlated Risk: Property and casualty insurance is a non-correlated source of value that is not heavily exposed to capital market based volatility - Clean Balance Sheet: De novo structure with no exposure to harmful legacy investments or liabilities - Broker-Based Operating Model: Broker-focused operating model that allows management to pursue its strategy with fewer employees and less fixed costs - Tax & Regulatory Efficient Structure: Elysium Re will be [domiciled as a Caymans / Bermuda entity, allowing it further enhance returns through tax and regulatory optimization] > Elysium Re will target an A- financial strength rating from A.M. Best in line with other highly capitalized and well-respected property and casualty insurers and reinsurers — Rating underpinned by a diversified book of business and by rigorous stress testing on both sides of the balance sheet EFTA01101197 APOLLO P&C Liability Funding: Negative Cost of Funds A key aspect of the investment thesis is producing underwriting income and thereby a negative cost of funds — Combined ratio / cost of funds will vary by line of business, but Elysium Re will target a -90% combined ratio over 3-5 years, which equates to a - (10)% cost of funds ­ If the combined ratio of the premium written is below 100% (negative cost of funds), Elysium Re can earn even more significant profits by earning on both sides of the balance sheet $ in millions Key Assumptions Initial Premiwn Written Life of Liabilities Loss Ratio Brokerage Ratio SO&A $ 250 4.00 55% 25% 10% Combined Ratio 90% Annual Pay-Out (Premium/ WAL) 34 Year Year Year Year Cash Cost of Funds Projections (0-3) 0 1 2 3 Premium Written $ 250 $ 250 $ 250 $ 250 Brokerage Costs (63) (63) (63) (63) Other SG&A Costs (25) (25) (25) (25) Losses & Loss Adjustment Expense (34) (69) (103) (138) Total Underwriting Cash Flows $ 128 $ 94 $ 59 $ 25 Year Year Year Year Cash Cost of Funds Projections (4-7) 4 5 6 7 Total Premium Written $ - $ - $ - $ - $ 1,000 Brokerage Costs (250) Other SG&A Costs (100) Losses & Loss Adjustment Expense (103) (69) (34) (550) Total Underwriting Cash Flows $(103) $ (69) $ (34) $ 100 Cost of Ftuxts EFTA01101198 APOLLO P&C Liability Funding: Float Generation • Elysium Re will utilize the concept of float to generate consistent liability funding with a relatively long WAL • Float is the time between which an insurance policy is written and when it is paid out — Float will vary by line of business, but Elysium Re will target 3-5 years of WAL on its liabilities, resulting in -$400 million of run-rate float • By utilizing float, Elysium Re can efficiently finance its investments • Even when the combined ratio of the premium written is 100% (i.e. 0% cost of funds) or above 100% (positive cost of funds), Elysium Re can still earn significant profits just by earning a higher yield on its invested assets $ in millions Key Assumptions Initial Prenium Written $ 250 Life of Liabilities 4.00 Investment Yield 10% Combined Loss Ratio 65% Ratio Brokerage Ratio 25% SG&A 10% 100% Premium, Related to Policyholder Pay-Out $ 163 Annual Pay-Out (Premium / WAL) 41 Year Year Year Year 0 1 2 3 Float Waterfall Projections $ 163 S 122 $ 81 $ 41 163 122 81 163 122 163 Total Float $ 163 $ 284 $ 366 $ 406 Cash Flow Projections BoP Cash $ 163 $ 301 $ 405 Plus: Float Generation / (Reduction) 122 81 41 Plus: Investment Income Generated on Float 16 23 35 EoP Cash $ 163 $ 301 $ 405 $ 481 Run-Rate Float From Prenium -$400 % of Initial Premium Written 160% Cost of Funds 0% Annual Run-Rate Profit on Float $ 40 EFTA01101199 APOLLO P&G Re: Illustrative High-Level Business Projections D Elysium Re will generate value from three core value sources — Underwriting income / negative costs of funds — Return on float — Return on invested capital D This business model enables Elysium Re to be both a spread lender at a negative cost of funds and an efficient user of float arbitrage Underwriting Brom / Negative Cost of Funds at 90% Combined Rath Return on Float With 4 Year Life of Liabilities dial 10% Investment Ykld Premium Written / Equity Leverage on $1 Bilkm Capital Base Premium Written Prolit ROI1 Impact I:k)a1 11:.)(11 Imp.1.1 Overall ROE With 10% Return on Invested Capital a 0.25x $250 S, 5 S400 S40 4.0' 16.5 0.50x 500 5.115 S00 SO 8.01i 23.01I 0.75x 75(1 75 7.5% 1.200 120 12.0% 29.51I 1.00x 1.000 100 10.0(i 1.600 160 16.0rc 36.0'I EFTA01101200 APOLLO Fixed Annuity (Re) Insurance vs. P&C (Re) Insurance: Comparative Overview Fixed Annuity (Re) Insurance Underwriting Leverage 11-15x assets / equity P&C (Re) Insurance Varied: key ratios include assets / equity (2-3x) and premiums written / avg. equity (0.1-1.0x) WAL of Liabilities 5-10 years 1-3 years for property catastrophe: 4-6 years for commercial / liability Cost of Funds - 4-8% depending on crediting rate and policyholder behavior Vanes depending on line of business and underwriting ability (combined ratio): can range from (25%) to 10% Depends on i.) average life of liabilities and ii.) focus on Investment Yield 5-7% asset vs. liability risk: focus on asset performance (10.15%) vs. underwriting performance (2-7%) Investment Flexibility Longer WAL, less liquid assets permitted: More regulatory oversight on investments. Greater focus on ALM Shorter 'NAL. need more liquidity: Less regulatory ovens -ant on nvestmerts: Less oorre!ation between assets & liabilities Regulation Pnmanly focused on assets Pnmanly focused on liabilities and asset liquidity: Need A- rating to compete Compemior Le :e Low Medium to High Business Model Spread Lending Float Arbitrage I Spread Lending / P&C Underwriting Primary Liability Sourcing Ceitiants brokers Key Risks Longevity. Rate Underwriting. Asset Performance EFTA01101201 APOLLO Elysium Re Structure Elysium Re would ideally be set up as an entity that could both fund its own operations, as well as produce additional cash flow for investments unrelated to Elysium Re's business Elysium Holding Co. Elysian Non-Insurance Elysian Non-Insurance Elysian Non-Insurance Elysium Re Holding Co. Investment #1 Investment #2 Investment #3 (Bermuda / Caymans) Athene Asset Management or Other Asset Manager Investment Management Agreement Elysium Re Insurance Co. (Bermuda / Caymans) Can retain cash at insurance HoldCo or dividend up to non- insurance HoldCo for funding of other non- insurance investments Can retain cash flow at insurance OpCo or dividend up to insurance HoldCo Insurance company planning to write 53004500 million of annual premium with a \VAL of 3-5 years EFTA01101202 APOLLO Business Plan Overview EFTA01101203 APOLLO Overview of Business Plan: Overall Approach ­ Will need to hire a full management team with significant insurance experience to run general business and underwriting operations — Outsource asset management to AAM or another third-party asset manager ­ Value on both sides of balance sheet — value underwriting and value investing — Assets and liabilities will compete for capital; depending on market dynamics, either investing or underwriting could be the business's value driver — and capital allocation will shift as environments change — A- rating with at least $750 million of starting capital ­ Operations will based on a broker-focused model — less reliance on direct model — Lean operating team that concentrates primarily on underwriting and utilizes extensive broker networks to minimize agency-based fixed costs — Layer of distance between customer and P&C Re (e.g. Munich Re, Swiss Re) — makes it easier to "say no" — Greater flexibility to be opportunistic and move in and out of different markets as pricing environments shift ­ Flexibility with regard to underwriting structures, lines of business, and geographies • Open to any opportunities as long as they offer attractive risk / reward and a sufficient "margin of safety" • Collateralized and non-collateralized structures (mostly non-collateralized at first) ­ Focus more on E&S and non-admitted business where regulation is less strict and rates are more fluid — Prefer to stay away from the admitted business / commodity products — Don't want to take on large balance sheets (i.e. Travelers, ACE); rather, looking to take advantage of the niches 10 EFTA01101204 APOLLO Overview of Business Plan: Overall Approach (Cont'd) ­ Underwriting will target an overall combined ratio of 80-90% - - 50% loss ratio with a standard deviation of 20-30% • Large upside, but significant "margin of safety" provides downside protection • Concept of "present value of combined ratio" key determinant of underwriting and development of float • Finding the right team of disciplined, but risk tolerant underwriters in crucial - 20-30% expense ratio trending downwards as business matures • Additional OpEx expenses upfront to hire good talent and invest in right underwriting systems — Compensation structure should be based on return on equity / profits, not premium volume • Broker-focused model minimizes fixed costs and will be key driver for expense optimization • Broker-focused model makes it much easier to move in and out of the markets with brokers than direct model...but must be prudent with broker relationships (who hold a lot of power inherently with their distribution networks) — Put limits on (in hard and soft markets), so business isn't moving brokers around all the time and can build some credibility • Migrate out over time when markets soften and new entrants enter • Migrate in when markets harden and favorable supply / demand dynamic develops (easier to get data requests from brokers because they need you more) • Team should also establish a rigorous risk management function — Chief Risk Officer / Chief Actuary — AM Best BCAR maintenance and analysis — including key focus on a diversified book — Oversight from Black Family / Elysium Partners 11 EFTA01101205 APOLLO Overview of Business Plan: Organizational Straw Man ­ Organization needs to be driven by a culture of underwriting sophistication and by an opportunistic mindset ­ Broker-focused model that help minimize fixed costs and allows core team to focus on underwriting with most back-office functions being outsourced ­ Compensation structure will be based on return on equity / profits, not premium volume ­ Especially for top underwriters, may consider paying more per person for top talent, but fewer overall employees (12-15 people initially) - Estimate -$11 million of starting compensation expenses ­ Post initial upfront costs for systems, target a mid to low 20's expense ratio — in line with the better peer comparables (like Ren Re) CEO I COO/CFO Accounting / Risk Officer Accounting Officer IT Officers (1-2 people) Underwriting team (3-4 people) Claims Officer I General Counsel 12 EFTA01101206 Overview of Business Plan: Lines of Business • Underwriting will target an overall combined ratio of 80-90% with a 20-30% standard deviation on loss ratio > Diverse business mix so that overall volatility is mitigated > Will need to develop an updated detailed block by block business plan with management that balances risk level, type of insurance, duration of claims, and frequency & severity of claims • For sample reference, attractive opportunities that existed in the market when AGM explored P&C Re 18 months ago included: - Property CAT • Direct Reinsurance in the US: Focus on more super regional writers, including substantial exposure to Florida stand alone companies • Direct Reinsurance ex-US: Focus on areas that have suffered losses in 2011 and 2010 and for which rates have not come down that significantly (yet). Book will be heavily targeted to Japan, Australia, NZ and Caribbean • Retrocessional Treaties: Focus on more bespoke treaties where exposure is being curtailed by the client or where a client sustained a loss in 2011. The attachment point would be at a relatively significant level for outside-the-US events to avoid small 'nuisance' cats - Mortgage Insurance • Significant opportunities to write quota shares for distressed US based monoline companies and some non-US treaties - Crop and MPCI • The poor experience of 2012 should open up opportunities for any entrant. A combination of quota share and XOL, at the lower attachment points is where management team would look to write business — Specialty Casualty lines • Some quality high excess D&O insurance providers, select few D&O/E&O middle markets programs and more unique lines (e.g. Environmental Liability) will be considered. There is some rate increase in the sector and the best way to participate will be side-by-side with clients, on a quota share basis — Terror, Political Risk and War • Smaller niche markets that allow some value-added underwriting; typically these are London based product lines 13 EFTA01101207 APOLLO Overview of Business Plan: Lines of Business (Cont'd) ­ Previous plan with AGM contemplated a flexible approach with a focus on traditional reinsurance and insurance ­ There could be attractive additional growth opportunities to explore, once the base business has been fully established — Additional potential opportunity in alternative, more bespoke structures include: • Legacy run-off blocks — Estimated European Non-Life run-off market is currently more than $200 billion — Key opportunities in asbestos trusts and related ailment XOL treaties (i.e. Mesothelioma) — Deals in this segment are hard to predict, model and plan for. Estimate that a few large transactions can be done over the next 4 to 5 years — their occurrence will be unpredictable. Expertise in the segment is key in identifying opportunities and there are only a few players in the segment (including an existing Apollo investment in Catalina) - expertise is a high barrier to entry • Third party P&C asset management (i.e. sidecars) — The market for "alternative capital" has clearly evolved significantly in recent years — Over the last 5 years, most traditional rated reinsurers that have tried to build third party managed funds have been wholly unsuccessful (Ren Re is the one exception). We believe that having both a rated vehicle and un-rated vehicle from the outset will provide P&C Re with a significant advantage • Non-annuity life insurance products — Simple products like term and whole life insurance with fixed liability structure, and which don't compete with Athene — Would likely require significant additional cost in terms of infrastructure and separate team of life insurance underwriters 14 EFTA01101208 APOLLO Overview of Business Plan: Operating Expenses ­ Upfront non-compensation operating expenses of -$10 million ­ —$1 million in spend on CAT modeling technology and analytics ­ —$9 million in other operating expenses — $2 million for information & technology (very important to have best-in-class systems) — $1 million to outsource back-office functions — $3-4 million in T&E, other office operations, and taxes — $2 million in general other (cushion for start-up costs of business) ($ in millions) OpEx For Models Cat modeling $1,000 Other OpEx IT Outsource T&E Office Operations Taxes Other Sub-Total: Other Opex $2,000 1,000 1,500 1,500 700 2,000 $8,700 15 EFTA01101209 APOLLO Overview of Business Plan: Overview of Operating Model ). General — Assumes stable underwriting environment where rates do not further harden — Cost optimization from broker-focused model Y Underwriting Revenue - — $260 million in premium written in Year 1 ramping up to —$2 billion Year 5 as balance sheet grows and underwriting leverage increase from - Premium earned over a two year period - —$400 million of run-rate float premium — -2.4 WAL of liabilities written Loss Expenses - 60-65% of premium earned — Paid out over a three year period (25%, 50%, 25%) Acquisition Expenses — 10-15% of premium written paid to brokers in year written SG&A Expenses - —15% of premium written in Year 1 — primarily due to elevated OpEx from investments in core underwriting systems — Trends down to -5% of premium written as business matures and fixed costs optimized due to broker-focused model Y Investment Income - Allocation: 1% Cash, 49% Non-Alternatives, 49% Alternatives — NIER: 0.30% Cash, 4.00% Non-Alternatives, 10.00% Alternatives • In Apollo NIER Cases: 0.30% Cash, 4A % Non-Alternatives, 15% Alternatives Taxes & Other — 1% excise tax, no federal income tax - LOC charge of 50 bps - $200 million liquidity facility with 100 bps commitment fee, 450 bps interest rate on drawn capital —0.25x to - 1.00x equity 16 EFTA01101210 APOLLO Operating Model Projections $ in millions Balance Sheet Key Asp. Year 0 Year 1 Year 2 Year 3 Year 4 Year 5 Assets Cash & Cash Equivalents 1.00% $10 $13 $17 $23 $31 $39 Non-Alternatives Portfolio 49.50% 495 619 826 1,119 1,531 1,946 Alternatives Portfolio 49.50% 495 619 826 1,119 1.531 1.946 Total Assets $1,000 $1,251 $1,669 $2,261 $3,093 $3,931 Liabilities Loss & LAE Reserves $0 $70 $225 $445 $754 $1.057 Unearned Premium Reserves 0 104 229 395 627 764 Total Liabilities $0 $174 $455 $841 $1,381 $1,821 Equity Common Equity $1.000 $1.000 $1,000 $1,000 $1.000 $1.000 $1.000 Retained Earnings 0 77 215 420 713 1,110 Total Equity $1,000 $1,077 $1,215 $1,420 $1,713 $2,110 Total Liabilities & Equity $1,000 $1,251 $1,669 $2,261 $3,093 $3,931 Key Statistics Underwriting Leverage Premium Written /Average Equity 0.25x 0.50x 0.75x 1.00x 1.00x Loss & LAE Reserves / Equity 0.06x 0.19x 0.31x 0.44x 0.50x All Reserves / Equity 0.16x 0.37x 0.59x 0.81x 0.86x Assets / Equity 1.16x 1.37x 1.59x 1.81 x 1.86x Profitability Loss Ratio 59.9% 60.2% 61.3% 62.7% 63.7% Expense Ratio 35.1% 28.5% 27.5% 26.7% 25.3% Combined Ratio 95.0% 88.7% 88.9% 89.4% 89.0% Earned Premium / Total Revenue 67.4% 82.0% 86.2% 88.1% 88.3% Return on Average Equity 7.4% 12.0% 15.6% 18.7% 20.8% NIER 6.9% 6.9% 6.9% 6.9% 6.9% 17 EFTA01101211 APOLLO Operating Model Projections (Cont'd) $ in millions Income Statement Key Assumptions Year 1 Year 2 Year 3 Year 4 Year 5 Premium Written $260 $573 $988 $1,566 $1,911 Less: Change in UPR (104) (125) (166) (231) (138) Premium Earned $156 $448 $822 $1,335 $1,773 Incurred Loss & LAE (93) (269) (504) (837) (1,130) Acquisition Expenses (23) (74) (143) (242) (308) General & Administrative Expenses (32) (54) (84) (115) (140) Federal Excise Tax (3) (6) (10) (16) (19) Sub-Total: Underwriting Income $5 $45 $82 $125 $176 Investment Income - Cash & Cash Equivalents $0 $0 $0 $0 $0 Investment Income - Non-Alternatives 22 28 38 51 67 Investment Income - Alternatives 54 70 94 128 168 Sub-Total: Investment Income $76 $98 $132 $180 $236 Total Operating Income $81 $143 $214 $305 $412 LOC & Liquidity Facility Charge (3) (6) (8) (13) (16) Tax 0 0 0 0 0 Total Net Income $77 $137 $205 $293 $397 18 EFTA01101212 APOLLO Operating Model Projections (Cont'd) $ in millions Cash Flow Statement Key Assumptions Year 1 Year 2 Year 3 Year 4 Year 5 Memo: Target Underwriting Leverage (PW /Avg. Equity) Premium Written Loss & LAE Paid Acquisition Costs Paid General & Administrative Costs Paid Start-Up Expenses Federal Excise Tax Paid LOC & Liquidity Facility Charge Investment Income - Cash & Cash Equivalents Investment Income - Non-Alternatives Investment Income - Alternatives Tax Liq. Fac. 0.25x $260 (23) (23) (32) 0 (3) (3) 0 22 54 0 0.50x $573 (114) (74) (54) 0 (6) (6) 0 28 70 0 0.75x $988 (284) (143) (84) 0 (10) (8) 0 38 94 0 1.OOx $1,566 (529) (242) (115) 0 (16) (13) 0 51 128 0 1.OOx $1,911 (827) (308) (140) 0 (19) (16) 0 67 168 0 1.00% 1.00% 0.50% 0.00% Total Cash Flow $251 $418 $591 $833 $837 All-In Cash Flows Year 0 Year 1 Year 2 Year 3 Year 4 Year 5 CASH FLOWS $1,000.0 CASH ON CASH RETURNS PAYBACK % $251 25.1% 25.1% $418 41.8% 66.9% $591 59.1% 126.1% $833 83.3% 209.3% $837 83.7% 293.1% 19 EFTA01101213 APOLLO Overview of Key Risks Liabilities ­ Disintermediation / Liquidity — accident events occur and Elysium Re does not have ample liquidity to pay for losses — Mitigated by the time lag between the incurrence of an event and the actual pay-out of an event > Pricing — Business mispriced and Elysium Re does not have sufficient premium and investment income to fund losses - Mitigated by ability to re-price out of soft markets in short order as premiums / pricing typically set annually - Catastrophe risk and other low frequency / highs severity business lines are particularly exposed subsequent losses to large iris-pricings and large Assets ­ Credit — Investments perform significantly worse than expected and impair Elysium Re's balance sheet and earnings power Capital > Solvency — Elysium Re's capital ratios fall below sufficient levels > Regulatory — Regulators force Elysium Re to hold more capital against the risks in its business, resulting in reduced underwriting leverage and return on equity Ratings r Rating Agency — Rating agencies downgrade Elysium Re's ratings and / or refuse to give Elysium Re an A- rating and thereby substantially impair Elysium Re's ability to write incremental premium and i I1N est in higher yielding assets Taxes > Regulatory — New regulations force Elysium Re to lose the tax advantages of its off-shore structure Mitigants > Diversified book of business — less volatility > Non-correlated returns EFTA01101214 A () I. I. () Investment Portfolio & Rating Agency Overview EFTA01101215 APOLLO Overview of Elysium Re Investment Portfolio ­ As with Athene, Elysium Re will look to utilize Apollo and AAM (or another third-party asset manager) to take advantage of arbitrages in market illiquidity and industry asset regulation (i.e. RMBS, CML), as well as by leveraging Apollo's alternative asset expertise and overall investment acumen Liquidity and Shorter Duration ­ However, unlike Athene, Elysium Re will be dealing with a regulatory and rating system (AM Best being the most powerful agency) that puts much greater focus on liquidity and shorter duration While property and casualty liabilities offer Elysium Re the chance to source liabilities at a potentially much lower cost of funds than Athene can source with life and annuity liabilities, the greater uncertainty of the property and casualty liabilities' payout patterns cause regulators and rating agencies to focus more heavily on having ample liquidity and often shorter duration in assets ­ As evidenced by vehicles like Greenlight Re and SAC Re, it is possible for P&C insurers to invest in riskier and more volatile assets — but this is much easier to do with highly liquid, short-duration, assets than with illiquid, long-duration, assets For example, Greenlight Re's investment guidelines require that at least 80% of the invested assets will be held in publicly traded debt or equity, governments, cash, cash equivalents and gold • — 75% of Greenlight Re's portfolio is currently invested in listed equity securities Asset Leverage ­ Additionally, so as to please regulators and rating agencies, these same vehicles sometimes also appear to give up some underwriting leverage in exchange for putting more heavily risk-weighted assets on their balance sheets — and effectively rely more heavily on outsized investment returns and are less able to leverage the benefits of a spread-lending model For example, Greenlight Re is levered at less than lx equity • Allocates finite amount of volatility allowed by rating agencies to asset side of balance sheet so as to invest in high-return, hedge-fund type assets Hedging ­ Lastly, the precedents for alternative asset managers in the P&C reinsurance space are mostly hedge funds — who get some credit from rating agencies for the risk benefits of a "hedged" portfolio — an attribute that Elysium Re's portfolio might not get credit for The challenge will be finding a way to generate yields in assets that are more liquid and of .shorter duration, but at the same time can produce enough yield to sustain returns that will not have the benefit of 10-14x embedded leverage (although these returns will have the advantage of a low /negative cost offunds) — as a result, model requires additional "return juice" on underwriting side and may also require that Elysium Re migrate to higher risk, and more liquid assets than what Athene holds zz EFTA01101216 APOLLO P&C Re Sponsor: Hedge Fund vs. Elysium Re Hedge Fund Sponsored P&C Vehicle > Highly liquid portfolio D Asset portfolios with 0-2 year in duration (heavy weighting to equity) D Focus on shorter-duration securities D Focus on publicly traded securities D Limited longer duration investments D Limited illiquid investments > Modest leverage (for some like Greenlight Re) > Benefit of a "hedged" portfolio Elysium P&C Vehicle — Illustrative Straw Man > - $1 billion starting total balance sheet > — $500 million in equity capital — existing alternatives - -$250 million in illiquid alternatives - -$250 million in liquid / hedge fund alternatives - 15% investment yield — WAL of 3-7 years > — $500 million in cash to be invested in a diversified portfolio of credit, real estate, and structured securities - Yield range of 3.0-5.5% • WAL range of 3-7 years > Total portfolio expected to yield 9-10% 23 EFTA01101217 APOLLO AM Best Stress Tested BCAR Analysis Overview ­ Capital raise of $1 billion ­ PML charges assumed to be 250% of 2 CATs premium in year 1 falling to 235%, 225%, 220%, 220% in years 2 through 5 respectively as the portfolio is better optimized over time - This translates into a $ amount of PML of $101, $240, $288, $303, and $338 million (Years 1— 5 respectively) - These PML amounts as a % of year end equity are 9.4%, 19.2%, 19.4%, 17.1%, and 16.1% (Years 1— 5 respectively) ­ Investment portfolio mix for base case analysis: — 1-5% cash (most likely -2%) - 49.5% non-alternatives portfolio - 49.5% alternatives portfolio ­ Capital charges applied to base case investment portfolio: - Very conservative 40% charge applied to the entire investment portfolio (excluding cash) ­ AM Best requires a minimum stressed BCAR for the first five years of any NewCo business plan of at least 175% and will often require 200% - therefore targeting a minimum of 200% for all years — should translate to an A- rating Note: These assumptions and scenario output are preliniinary and are subject to change. 24 EFTA01101218 APOLLO Illustrative Overview of BCAR Calculation Adjusted Capital Calculation %Charge Year 1 $ Amount A.) Reported Equity $1.084,645 B.) Less: Unearned Premium Reserve Charge 24% (1,876) C.) Less: Probable Maximum Loss (I) 19% (203,975) D.) Plus: Reserve Equity 2,029 Adjusted Capital $880,822 Required Capital Calculation A.) Assets- C1 Fixed Income Investments Risk Charge 40% $220,247 Equity Investments Risk Charge 40% 220,247 B.) Reserves - C2 Reserve Risk Charge 29% 29,360 Premium Risk Charge 34% 68,307 C.) Market Risk - C3 Interest Rate Risk Charge 10% 4,004 Credit Risk Charge 5% 1,663 D.) Business Risk - O4 0% 0 Gross Required Capital $543,828 E.) Less: Covariance Adjustment (2) (223,498) Net Required Capital $320,330 BCAR - ADJUSTED CAPITAL %NET REQUIRED CAPITAL 275% (1) Probable Macintunt Loss ("PAIL") is the maximum loss (usually a 1 in 100 event on a catastrophe line written) that the insurer could face from premium written. Generally. 2 in 100 events needs to equatea PML of less than 25% of total capital for insurers to comply with AM Best's calculation. (2) Covariance adjustment is the de-risk benefit given to an insurer for diversity of risk (on both sides of balance sheet). which gives credit to the insurer for spreading out risk so that it is de-concentrated. EFTA01101219 APOLLO Key Next Steps a7 EFTA01101220 APOLLO Key Next Steps ­ Find And Structure Legacy Assets — Detailed walk-through of all available assets of Elysium / Black Family — Determine which assets appropriate from tax, liquidity, rating agency/regulatory, and Apollo conflicts perspective — Source necessary cash funds for vehicle ­ Find Management Team For Underwriting & General Operations - Option 1: Reach out to precedent prospective team that AGM vehicle worked with (i.e. Marc Grandisson) - Option 2: Source team through FIG investment banking and internal Apollo relationships - Option 3: Source team through professional search firms ­ Determine Asset Manager of Portfolio - Option 1: Use Athene/Apollo as asset managers - Option 2: Approach existing Elysium investment managers about managing a larger portfolio (i.e. Lone Pine, Millennium) - Option 3: Partner through other existing relationships / family offices Note: These assumptions and scenario output are preliminary and are subject to change. 27 EFTA01101221 A F 0 I. E. () 1 Appendix 1: Former Prospective AGM Vehicle Management Team Track Record EFTA01101222 APOLLO Management Biographies Marc Grandisson Marc Grandisson is the Chairman and CEO of Arch Worldwide Reinsurance Group. Joined Arch Reinsurance in October 2001 as part of the new underwriting initiative of Arch Capital. Marc began his career in 1990 as an actuarial assistant with Tillinghast/Towers Perrin, first in Bermuda, subsequently transferring two years later to their Atlanta, GA office. In July 1994, he took up the position of Vice President at F&G Re, Inc. where he was responsible for non-traditional underwriting. He joined the Berkshire Hathaway Group in March 1999 where he served as a Vice President & Actuary until joining Arch Re in October 2001. Marc held the position of Chief Underwriting Officer and Actuary at Arch Re until his promotion to President and Chief Operating Officer in April 2004. Effective March 2005, and in keeping with the corporate structure at Arch, Mr. Grandisson's title changed to President & CEO. Marc was promoted to his current position in November 2005. Mr. Grandisson holds a B.Sc. in Actuarial Science from the University Laval in Canada and an M.B.A. from The Wharton School of the University of Pennsylvania. Since 1993, he has been a Member of the American Academy of Actuaries and in 1995 became a Fellow of the Casualty Actuarial Society. William O'Farrell With nearly 20 years of experience in the insurance and reinsurance industry, William O'Farrell has served as Chief Reinsurance Officer for the ACE Group since 2005. In this role, he has management responsibility for the design and purchase of reinsurance programs for ACE and its business units globally, managing the company's reinsurance recoverable asset and overseeing relationships with its reinsurers and reinsurance brokers. He also serves as Chairman of ACE's Reinsurance Security Committee and is a member of its Global Credit Committee. Mr. O'Farrell joined ACE in 2003 as Senior Vice President of Reinsurance Recoverables with global responsibility for managing the company's reinsurance asset. Prior to joining ACE, he was Vice President and Legal Counsel with the Berkshire Hathaway Insurance Group, where he held a number of senior positions during his more than 10-year tenure with the company. Earlier in his career, Mr. O'Farrell served as a U.S. Army officer in Operation Desert Storm. Mr. O'Farrell holds a Bachelor of Science degree in Business Administration with a major in Finance from Creighton University. He also holds a Juris Doctorate from Creighton University's School of Law and is admitted to practice in Connecticut. EFTA01101223 A P O L L Premium Management Team: Underwriting Track Record Loss Ratio Comparison: Arch Capital Group Ltd. vs. Reinsurance Peers 2002Y 2003Y 2004Y 2005Y 2006Y 2007Y 2008Y 2009Y 2010Y 2011Y Loss Ratio Loss Ratio Loss Ratio Loss Ratio Loss Ratio Loss Ratio Loss Ratio Loss Ratio Loss Ratio Loss Ratio Company Name (%) (%) (%) (%) (%) (%) (%) (%) (%) (%) Arch Capital Group Ltd. 63.0 63.1 63.5 66.3 52.2 45.6 55.9 44.6 44.4 58.2 Alterra Capital Holdings Ltd. 83.3 74.3 74.6 93.4 67.7 64.0 68.9 62.4 56.1 96.7 Aspen Insurance Holdings Ltd. 64.0 52.7 58.7 90.1 53.1 53.1 65.8 52.0 65.8 NA AXIS Capital Holdings Ltd. 42.7 51.1 61.4 80.3 52.9 50.1 63.7 51.0 56.9 58.6 Endurance Specialty Hldg Ltd. 55.3 56.5 57.4 95.8 50.5 47.0 64.3 53.1 59.6 86.7 Everest Re Group, Ltd. 71.7 69.6 74.4 94.0 63.2 63.7 66.0 61.0 74.9 20.3 Flagstone Reinsurance NA NA NA NA 13.9 40.4 58.1 37.3 62.4 NA Green' Ight Capital Re, Ltd. NA NA NA 0.0 36.4 40.3 48.3 55.4 61.5 NA Maiden Holdings, Ltd. NA NA NA NA NA 59.0 62.8 66.2 64.6 NA Montpelier Re Holdings Ltd. 40.4 23.3 51.4 178.0 29.6 31.8 55.8 24.2 48.3 NA Pa rtne rRe Ltd. 69.3 65.6 65.6 87.3 548 50.8 63.9 52.7 65.9 199.9 Platinum Underwriters 56.4 54.7 70.4 87.8 56.9 55.9 64.4 51.0 59.9 NA RenaissanceRe Holdings Ltd. 38.1 33.0 81.9 116.6 29 2 33.6 54.8 -8.0 15.0 NA Validus Holdings, Ltd. NA NA NA NA 298 33.1 61.5 36.1 56.1 NA XL Group plc 68.6 75.6 68.8 107.4 622 59.8 66.2 61.5 63.8 NA Note: Data for Arch is for its reinsurance operations only Standard Average Deviation Arch Re 56% 8% Poor Group 61% 26% Sourtm SM.. AM Best Premium Spill Mita is for U.S slat:truly operations EFTA01101224 APOLLO Premium Management Team: Underwriting Track Record (Cont'd) Expense Ratio Comparison: Arch Capital Group Ltd. vs. Reinsurance Peers 2002Y 2003Y 2004Y 2005Y 2006Y 2007Y 2008Y 2009Y 2010Y 2011Y Company Name Expense Expense Expense Expense Expense Expense Expense Expense Expense Expense Ratio (%) Ratio (%) Ratio (%) Ratio (%) Ratio (%) Ratio (%) Ratio (%) Ratio (%) Ratio (%) Ratio (%) Arch Capital Group Ltd. 24.8 26.1 28.9 31.2 28.5 28.9 29.4 29.1 29.9 29.1 Alterra Capital Holdings Ltd. 27.9 25.9 19.2 12.6 18.7 24.2 23.0 25.7 29.6 96.7 Aspen Insurance Holdings Ltd. 25.0 25.3 24.7 27.1 29.3 29.9 29.8 32.1 30.9 NA AXIS Capital Holdings Ltd. 27.7 22.5 23.0 21.5 24.4 25.2 26.1 28.2 31.8 58.6 Endurance Specialty Holdings Ltd. 30.9 28.2 28.4 27.7 31.0 32.9 29.2 30.9 29.1 86.7 Everest Re Group, Ltd. 27.4 25.7 24.6 26.2 26.5 27.9 29.2 28.1 27.9 20.3 Flagstone Reinsurance Holdings, S.A. NA NA NA NA 33.7 32.4 31.3 37.4 37.5 NA Greenlight Capital Re, Ltd. NA NA NA 0.0 73.2 51.9 48.2 41.1 41.3 NA Maiden Holdings, Ltd. NA NA NA NA NA 34.9 32.0 29.7 32.3 NA Montpelier Re Holdings Ltd. 27.0 27.0 26.4 22.7 30.7 29.5 35.2 38.0 33.7 NA Pa rtnerRe Ltd. 27.5 27.8 29.0 29.0 29.6 29.6 30.2 29.1 29.1 199.9 Platinum Underwriters Holdings, Ltd. 35.2 30.0 26.3 26.7 26.7 25.1 27.5 25.7 26.1 NA RenaissanceRe Holdings Ltd. 19.0 23.4 22.5 23.1 25.5 25.7 24.2 29.2 30.1 NA Validus Holdings, Ltd. NA NA NA NA 26.9 28.9 30.7 32.8 30.1 NA XL Group plc 28.9 27.1 27.3 25.6 27.3 29.0 28.7 32.1 31.0 NA Note: Data for Arch is for its reinsurance operations only 31 Swine: SWF_ AM Rem. Premium split data is Jnr US mummy operwions EFTA01101225 APOLLO Premium Management Team: Underwriting Track Record (Cont'd) Combined Ratio Comparison: Arch Capital Group Ltd. vs. Reinsurance Peers 2002Y 2003Y 2004Y 2005Y 2006Y 2007Y 2008Y 2009V 2010Y 2011Y Combined Combined Combined Combined Combined Combined Combined Combined Combined Combined Company Name Ratio (%) Ratio (%) Ratio (%) Ratio (%) Ratio (%) Ratio (%) Ratio (%) Ratio (%) Ratio (%) Ratio (%) Arch Capital Group Ltd. 87.8 89.2 92.4 97.5 80.7 74.5 85.3 73.7 74.3 87.3 Alterra Capital Holdings Ltd. 111.2 100.2 93.8 106.0 86.4 88.2 91.9 88.1 85.7 193.4 Aspen Insurance Holdings Ltd. 89.0 78.0 83.4 117.2 82.4 83.0 95.6 84.1 96.7 n.a. AXIS Capital Holdings Ltd. 70.4 73.6 84.4 101.8 77.3 75.3 89.9 79.2 88.7 117.2 Endurance Specialty Holdings Ltd. 86.2 84.7 85.8 123.5 81.5 79.9 93.5 84.0 88.7 173.4 Everest Re Group, Ltd. 99.1 95.3 99.0 120.2 89.7 91.6 95.2 89.1 102.8 40.6 Flagstone Reinsurance Holdings, S.A. n.a. n.a. n.a. n.a. 47.6 72.8 89.4 74.7 99.9 n.a. Greenlight Capital Re, Ltd. n.a. n.a. n.a. 0.0 109.6 92.2 96.5 96.5 102.8 n.a. Maiden Holdings, Ltd. n.a. n.a. n.a. n.a. n.a. 93.9 94.8 95.9 96.9 n.a. Montpelier Re Holdings Ltd. 67.4 50.3 77.8 200.7 60.3 61.3 91.0 62.2 82.0 n.a. Partne rRe Ltd. 96.8 93.4 94.6 116.3 84.4 80.4 94.1 81.8 95.0 399.8 Platinum Underwriters Holdings, Ltd. 91.6 84.7 96.7 114.5 83.6 81.0 91.9 76.7 86.0 n.a. RenaissanceRe Holdings Ltd. 57.1 56.4 104.4 139.7 54.7 59.3 79.0 21.2 45.1 n.a. Validus Holdings, Ltd. n.a. n.a. n.a. n.a. 56.7 62.0 92.2 68.9 86.2 n.a. XL Group plc 97.5 102.7 96.1 133.0 89.5 88.8 94.9 93.6 94.8 n.a. Note: Data for Arch is for its reinsurance operations only 32 Sourie: SAE. AM Best. Premium split data is few U.S summits operadints EFTA01101226 APOLLO Premium Management Team: Underwriting Track Record (Cont'd) Summary: Arch Capital Group Ltd. vs. Reinsurance Peers 2002Y 2003Y 2004Y 2005Y 2006Y 2007Y 2008Y 20097 2010Y 2011Y Arch Capital Group Ltd. Loss Ratio (%) 63.0 63.1 63.5 66.3 52.2 45.6 55.9 44.6 444 58.2 • Peer Group Average Loss Ratio (%) 59.0 55.6 66.5 93.7 46.2 48.8 61.8 46.9 57.9 92.4 Arch Capital Group Ltd. Expense Ratio (%) 24.8 26.1 28.9 31.2 28.5 28.9 29.4 29.1 29.9 29.1 Peer Group Average Expense Ratio (%) 27.7 26.3 25.1 22.0 31.0 30.5 30.4 31.4 31.5 92.4 Arch Capital Group Ltd. Combined Ratio (% 87.8 89.2 92.4 97.5 80.7 74.5 85.3 73.7 74.3 87.3 Peer Group Average Combined Ratio (% 86.7 82.6 91.7 114.2 77.5 78.9 91.7 78.0 88.4 168.6 Note: Data for Arch is for its reinsurance operations only 33 Sourie: SNL. AM Best. Premium split (IOW is for US shuutors operations EFTA01101227 A F 0 L L() 1 Appendix 2: Additional P&C Industry Materials EFTA01101228 APOLLO Case Study: Greenlight Capital Re Valuation Overview Tracing sLabs5cs Pace (02'081121 525.97 Martel cap (runt 5972 52-week ngn 529.25 52-week low 520.01 P 2012 EPS 6.8x P 12013 EPS 5.7x Muted PM3V 1.32x DNIderid yield Stock once perrorrraroe Feb2ri: sap scc Company overview - Greerilgrt Capita Re, Ltd. IrG_RE*) is a special property and casualty rensurer rased in the Cayman !wands - Founded n August 200: through 5212mm ornate placement - princioa vestal incltxted David Elrhorn (16.8%). MonMelle IMernaaonai (9.3%). xeren Off Lanoar (7.0%), United Concregacon MerfrOcan (7.0%), Seneca Capital (5.8%) aid Sceggin International (5.1%) (pre-IPO ownershp from prospectus) Completed Mmurtaneous 5224mm IPO and $,SCImrn prvate placement Tern David amour In May 2007 - !PO corsurnrtired a: 12xx 331/2007 pm forma diluted prce book - Linclerwres ror-com Tocfled. customized property aid casual) reinsurance roams n areas ma: are underservec cr excenence capacity snortages and provide favorab1e ong-terT reams or eadta - Renswance business operates through two cZegcries: - frequency busmess' criaractertzed 5y contacts *ft a occennaiy large nteroer or smaller losses Ternary 'usurer diems tyolca big tNs to ircrease tedervirtng capacity severity btruness. charactenzed dy corm= wr.n ;marital for significant 'asses erraratng Tom an event prmary insurers looking to reduce catance sneet volatity buy ms pod= L potential Mr higher long-tern returns at me excerse at ircreased voimity - GLRE compernents urdervinng wit a nor-traltorai irvestmert approach Mcusect or vaue-onenteo long-snort investments n a vartely V asset classes 'Mtn ponary rows or pm le equity secunees - imestrent pontoto is maraged by DYE Advisors. al enTy cordate's ply :avid E rrorn Majority ° busiress sourced through reinsurance brokers - Current), has an A (Ey:corlti Inancai saergin rating t upgraded n September 2011) aitn a static ouloot freer A.1.1. Best - Employs 21 ful-tme litedualS In criceS in :he Cayman Islands and Dubin, Ireland Price I book value 0,ax May2007 uu 2008 Sep2009 Dec2010 Feb2012 - P: BV ftrierage Price / NTM eamingslal 15.0x 12.0x 0.0x 6.0X 3.0x 04k May2007 Jul2006 Sep2009 Dec2010 Feb2012 — Pt NTM EPS Average Source: Company filings. Wall Street Research. Capital IQ. SNL 35 EFTA01101229 The P&C sector can be broadly divided into personal and commercial lines coverage served by both insurance and reinsurance carriers The P&C sector includes many types of coverage Property & casualty coverage (Insurance and Reinsurance) 4, "Short tail" <1 year "Medium tail" < 1 — 3 years "Long tail" > 3 years Commercial lines Personal lines Ocean marine Inland marine Commercial auto Aircraft Fidelity Earthquake Surety Commercial multiple peril Errors & omissions - Product liability - Medical malpractice - Workers' compensation Directors & officers Financial guaranty Mortgage guaranty Title - Personal auto - Homeowners multiple peril - Accident and health - Umbrella - Warranty - Credit Deutsche Bank Corporate & Investment Bank 16 EFTA01101230 Weighted average life of liability by P&C product line WAL I Homeowners & Farmowners Weighted average life of liability (years) <1 Private passenger auto liability 1 - 2 Commercial auto liability 2 - 3 Worker's comp 5 - 6 Commercial multiple peril 2 - 3 Medical professional liability 4 - 5 Marine, aircraft and boiler & machinery 2 - 3 Other liability 4 - 5 Product liability 5 - 6 Note: Other liabilities include but are not Sneed to Errors & Omissions. Directors & Officers. Environmental. and Umbrella coverage. Soume: SNL Deutsche Bank Corporate & Investment Bank 37 EFTA01101231 Given the longer maturity profile of the investment portfolio, FA industry's portfolio yield is on average higher than P&C industry by —1.5% Historical investment yield Annuities vs P&C insurers Investment yield Investment yield 8.0% 7.1% 7.0% 6.5% 6.5% 6.1% 6.2% 6.1% 6.1% 6.0% 5.7% 5.9% 5.7% 5.8% Avg. 5.9% 0.bIo 5.3% 4.8% 4.9% 5.0% 5% 4.5% 4.2% 4.5% 5.2% 4 1% .4% 4.3% 4.0% 3.8%Avg. 3.6% 3.0% 2.0% 1.0% 1.0% 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 LTM Median FA t Median P&C Note: Averages calculated on the median of the constituents. LTM as of latest available financial data. Source: SNL Financial Deutsche Bank Corporate & Investment Bank 38 EFTA01101232 P&C underwriting is inherently more volatile than FA because of differences in the risk profile of the underlying business Historical cost of insurance Annuities vs P&C insurers Cost of insurance Over the long-term, the P&C universe we analyzed has experienced negative cost of z insurance, i.e., underwriting profit 6.0% 4.0% 2.0% (2.0%) (4.0%) (6.0%) 5.7% 5.0% 4.9% 5.1% 4.3 3.9% 9/11 terrorist attacks (1.9%) (2.4%) 4.9% 4.4% 4.3% 4.4% Avg: 4.7% 3.7% 4.2% 4.4% 1.4% (5.6%) 5.1% Hurricane Katrina 2.7% Japan tsunami and Australasia floods (4.9%) (4.8%) 2%) Avg. (1 1' (1.6%) 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 LTM —4— Median FA Median P&C Note: Averages calculated on the median of the constituents. Cost of insurance defined as total policy income less total policy expense less underwriting expenses over reserves. LTM as of latest available financial data. Source: SM. Financial Deutsche Bank Corporate & Investment Bank 39 EFTA01101233 The net spread for P&C has exceeded FA despite the lower yield due to the lower cost of insurance Volatility in the P&C insurance's cost of insurance directly contributes to volatility in net spread Implied historical net spread Annuities vs P&C insurers Net spread I 12.0% 10.0% 10.0% 9.5% 8.8% 8.0% 7.7% 8.0% 6.1% 6.0% 6.0% Avg: 5.5% 4.1% 4.0% 2.9% 3.4% 3.5% 2.0% - 1.4% 1.6% 1.5% 1.5% 2.0% 1.9% 1.7% 1.0% 1.0% 1.1% 1.6% A 1.3% 0.1% 0.1% 1.1 0.7% 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 LTM -0- Median FA -0- Median ps4c Note: Averages calculated on the median of the constituents. LTM as of latest available financial data. Source: SNL Emanuel Deutsche Bank Corporate & Investment Bank 40 EFTA01101234 Volatility in underwriting necessitates a higher equity cushion for P&C businesses As a result, P&C businesses employ lower operating leverage compared to FA businesses Deutsche Bank Corporate & Investment Bank Historical leverage Annuities vs P&C insurers Reserves / equity 1' Reserves / equity 16.0x 14.0x 12.0x 10.0x 8.0x - 6.0x 4.0x - 2.0x - 0.0x 8.0x 8.0x 3.0x 2.4x 2.6x 2.Ox 14.8x Credit crisis results in substantial erosion in book value of life insurers Avg: 7.1x 5.2x 2x 2.Ox 2. 1.8x 1.9x 2.0x 1.9x Avg. 2.2x 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 acri2 Note: Averages calculated on the median of the constituents. Source: SNL Financial —io—Median FA —.—Median 41 EFTA01101235 Invested assets Annuities vs P&C insurers Annuity Bonds Preferred stock Common stock Other invested assets Mortgage loans Other 83.2% 0.8% 0.3% 0.2% 11.2% 4.3% Protective Life Conseco Symetra FBL Financial tat American Equity Investment Life National Western Life Citizens Kansas City Life Presidential Life 92.4% 0.1% 0.3% 0.1% 4.9% 2.2% 82.4% 0.5% 1.9% 1.2% 13.2% 0.8% 85.6% 0.7% 0.5% 1.7% 6.9% 4.6% 79.2% 0.2% 0.1% 2.0% 11.9% 6.6% 94.3% 0.1% 1.1% 4.5% 80.6% 0.2% 5.3% 0.1% 13.7% 75.1% 0.5% 0.2% 2.3% 17.1% 4.8% 88.3% 1.7% 8.0% 2.0% Mean Median 84.6% 83.2% OS% 0.5% 1.0% 0.3% 1.7% 1.2% 7.4% 6.9% 4.8% 4.5% P&C ACE Limited Ailed World Assurance Holdings Allstate Arch Capital Group A)ds Capital Holdings Chubb CNA Financial Endurance Specialty Holdings Everest Re Group Hanover HCC Insurance Holdings Infinity Property and Casualty Markel Mercury General Montpelier Re Holdings Platinum Underwriters Holdings Progressive The Travelers Companies Validus Holdings W.R. Berkley Corporation 87.2% 12.8% 81.0% 7.1% 12.0% 80.7% 0.2% 8.7% 8.1% 1.5% 0.9% 89.2% 0.1% 10.7% 88.7% 2.6% 0.1% 8.6% 86.1% 4.9% 6.8% 2.1% 88.8% 0.8% 0.1% 6.1% 0.8% 3.4% 87.9% 12.1% 80.3% 0.2% OA% 7.0% 12.1% 90.3% 0.3% 6.8% 1.9% 0.1% 0.7% 94.8% 5.2% 92.1% 3.4% 4.5% 66.1% 27.2% 0.1% 6.6% 77.4% 0.2% 12.9% 0.8% 8.7% 94.3% 0.7% 0.7% 1.5% 2.8% 82.0% 18.0% 72.9% 1.6% 12.3% 0.0% 13.2% 92.3% 0.2% 0.6% 4.3% 0.1% 2.5% 86.1% 13.9% 79.4% 1.4% 4.7% 5.2% 1.5% 1.9% Mean Median 84.9% 86.7% 0.3% 0.0% 4.6% 1.7% 2.8% 0.5% 1.1% 0.0% 6.0% 44% Deutsche Bank Corporate & Investment Bank Note: Financial data as of most recent available (as of 9/30/12 or mom). (a) Investment portfolio breakdown is for Farm Bureau Life Insurance. the nsurance subsidiary of FBL. Source: SNL Financial 42 EFTA01101236 Deutsche Bank Corporate & Investment Bank Maturities profile of bonds Annuities vs P&G insurers 4, 1 year 1- 5 years 5 - 10 years 10 - 20 years 204. years Annuity 5.8% 18.8% 28.8% 10.2% 36.5% Protective Life Conseco 4.0% 16.9% 27.1% 14.0% 38.0% Symetra 6.4% 26.4% 39.1% 15.0% 13.1% FBL Financial (a) 7.6% 22.2% 31.3% 18.9% 20.0% American Equity Investment Life 3.4% 8.2% 19.8% 27.1% 41.5% National Western Life 10.4% 34.9% 49.0% 5.7% 0.1% Citizens 0.9% 6.8% 17.4% 58.8% 16.2% Kansas City Life 8.0% 31.2% 40.9% 14.3% 5.6% Presidential Life 7.1% 23.7% 32.1% 26.5% 10.6% Mean Median 8.0% 6.4% 21.0% 222% 21.2% 15.0% 20.2% 16.2% PAX 16.7% 39.5% 30.4% 8.4% 5.1% ACE Limited Ailed World Assurance Holdings 17.2% 71.9% 9.2% 1.4% 0.4% Allstate 7.6% 43.0% 31.2% 14.0% 4.2% Arch Capital Group 11.7% 56.0% 30.1% 2.2% 0.1% Ats Capital Holdings 15.8% 49.9% 29.1% 2.8% 2.4% Chubb 10.6% 37.9% 28.9% 18.9% 3.8% CNA Financial 7.9% 34.3% 22.7% 14.2% 20.9% Endurance Specialty Holdings 24.6% 60.4% 11.9% 2.2% 1.0% Everest Re Group 17.8% 56.6% 14.3% 5.2% 6.1% Hanover 11.4% 37.3% 37.5% 10.5% 3.3% HCC Insurance Holdings 13.0% 41.3% 31.4% 9.6% 4.6% Infinity Property and Casualty 14.3% 46.6% 20.0% 6.2% 12.9% Marks 12.6% 48.5% 32.5% 6.4% 0.0% Mercury General 21.4% 40.8% 24.2% 11.2% 2.5% Montpelier Re Holdings NA NA NA NA NA Platinum Underwriters Holdings NA NA NA NA NA Progressive 17.6% 70.4% 10.7% 0.9% 0.4% The Travelers Companies 11.3% 34.4% 30.6% 22.2% 1.6% Validus Holdings NA NA NA NA NA W.R. Berkley Corporation 19.5% 36.9% 26.5% 11.8% 5.4% Mon Median 14.6% 14.3% 47.4% 43.0% 2411% 28.9% 8.7% 8.4% 4.4% 3.3% Note: Data as of 12/31/2011. (a) Investment portfolio breakdown is for Farm Bureau Life Insurance. the insurance subsidiary of FBL. Source: SNL Financial 43 EFTA01101237 Different lines of P&C businesses generate varying levels of ultimate losses per dollar of premium earned; the level of volatility also varies On this page, we have assigned frequency and severity scores to various P&C business lines Frequency business entails insurance that is characterized by contracts containing a potential large number of smaller losses emanating from multiple events (e.g., auto, workers comp., etc.) Severity business entails insurance that is characterized by contracts containing the potential for significant losses emanating from one event (e.g., aircraft insurance, marine insurance, etc.) Deutsche Bank Corporate & Investment Bank Additional detail on P&C risks by product line Historical incurred losses by product line (% of premiums earned) 5 year 2010 2009 2008 2007 2006 average Frequency Severity Private passenger auto liability 66.6 66.7 64.4 62.8 58.8 63.9 CP Auto physical damage 58.5 57.8 60.4 57.6 55.3 57.9 • ED Homeowners 66.0 64.9 74.4 55.1 50.0 62.3 a • Workers' Comp 72.1 69.4 62.4 62.7 61.7 65.1 a a Commercial multi peril 51.9 48.3 56.2 43.5 45.0 48.9 0 • Commerical auto liability 53.9 54.9 54.3 52.6 53.7 53.8 0 0 Allied lines 54.5 52.9 79.2 38.2 57.0 57.0 • 0 Fire 42.0 41.3 56.6 47.8 42.1 46.0 0 Medical professional liability 32.5 35.5 32.7 37.1 42.7 36.3 • • Aircraft 63.6 65.1 66.9 52.6 52.2 60.1 • • Marine 55.8 55.1 64.6 57.1 53.4 57.2 • • Source: 2017 Bests ()ventilating Analysis Repon. SNL. DB estimates Legend • Maximum • Minimum 44 EFTA01101238