Mua Annual Report 2020

Contents
2 Chairman’s Report
8 About MUA
20 Performance & Strategy
48 Sustainability
66 Corporate Governance
104 Risk Management
124 Financial Statements
"These are challenging
times for our communities
and our business. We assure
all our stakeholders that
we are working actively
to address their needs
and provide solutions
that are adapted
to this new reality."
- Dominique Galea
CHAIRMAN'S
REPORT
Chairman’s
Report
On behalf of the Board of Directors, I am pleased to present the Annual Report of MUA Ltd, our holding company,
for the year ending 31 December 2020.
Results
For the year under review, Gross Premium Earned increased by 17% to Rs 5,238m and Group after tax profits
decreased by 18% to Rs 365m.
Gross Premium Earned in our East African subsidiaries showed a 42% increase in 2020, and now represents 30%
of the group’s total revenue.
All our companies performed satisfactorily, both in Mauritius and East Africa. The group’s robust performance
is attributable to the positive progression in operational results, with the operating profits of our short-term business
in Mauritius especially noteworthy. The decline in profits compared to 2019 is a consequence of lower interest rates
impacting our long-term business, exceptional expenses incurred by the East African subsidiaries, and the acquisition
in Kenya.
Here are some of the key indicators for the group’s 2020 financial year:
+ 17%
Gross Premium Earned
- 18%
Profit After Tax
- 14%
Earnings Per Share
Rs 5,238m Rs 365m Rs 7.24
+ 8%
Dividend
+ 20%
Market Capitalisation
Rs 137m Rs 4.5bn as at 31 December 2020
Group Gross Premium Earned (Rs m) Group Net Profit After Tax (Rs m)
5,238 444
4,256 4,480 365
354
3,895 322
Dominique Galea
Chairman
2017 2018 2019 2020 2017 2018 2019 2020
4 Chairman's Report Chairman's Report 5

Group Gross Premium Earned and Net Profit After Tax: by entity Significant Milestones
Saham Kenya acquisition: in 2020, we reached another important milestone in MUA’s expansion strategy in East
Group Gross Premium Earned (Rs m) Net Profit After Tax (Rs m) Africa, by completing the acquisition of Saham Kenya in July. Previously owned by the pan-African insurance group
Sanlam Pan Africa, Saham Kenya is one of the most dynamic insurance companies in Kenya. The acquisition strengthens
365
Total PAT
our position in Kenya and confirms our long-term ambitions in this fast growing market.
MUA Ltd’s rights issue: the rights issue of 5,010,000 new ordinary shares was fully subscribed. The strong demand
256.3 for this rights issue is testament to investor confidence in our group. It represents a significant achievement for MUA,
45% particularly in the volatile and uncertain financial environment, brought about by the Covid-19 pandemic. The proceeds
of Rs 415.8m has been used to refinance the Saham Kenya acquisition.
5,238 25%
30%
New strategic plan: the events of 2020 and the current context have strongly defined the new strategic plan approved
by the Board in November 2020. TRANSITION 2023’s objectives will ensure MUA contributes meaningfully towards
84.8 a more sustainable world, by being more purposeful and more innovative in its approach and engagement to the
365 challenges we face. The principles of solidarity and sustainability will guide the executive teams in the implementation
of this next three-year strategic plan.
-15.1 Acknowledgements
I once again take this opportunity to thank our staff across six countries in East Africa and the Indian Ocean, led by
Results as at 31 December 2020 Bertrand Casteres and his executive teams, for another set of very satisfactorily results, for all their hard work in a
The Mauritius Union Assurance Cy.Ltd MUA Life Ltd East African Subsidiaries Consolidated Adjustments & Others challenging business environment and their steadfast commitment to MUA.
I would also like to extend my thanks to my fellow board members, whose valuable contribution, advice and support
throughout 2020 is greatly appreciated.
Dividends Finally, my thanks and gratitude go to all our shareholders for your ongoing support, without which we could not
In line with our policy of regularly and steadily increasing dividends, conditions permitting, our pay-out in 2020 continue growing and building MUA into a strong, regional and dynamic financial services group.
amounted to Rs 137m, an 8% increase compared to 2019.
Covid-19 Pandemic
Since the start of this pandemic, a range of sanitary and health measures have been taken to control the spread of the
virus in the different markets in which we operate. MUA continues to evaluate the impact of the Covid-19 pandemic
on the business and all its stakeholders. Dominique Galea
Gross
+ 17%

Premium Earned
+ 18%
Profit After Tax
+ 14%
Earnings Per Share
Chairman Rs 5,238m Rs 365m Rs 7.24
The group’s Business Continuity Plan, implemented in 2019, has been tested and proved successful during
successive lockdowns, enabling a large proportion of our staff to work from home, thereby minimising interruption.
These are challenging times for our communities and our business. We take this opportunity to assure all our
stakeholders that we are working actively to address their needs, provide solutions that are adapted to this new reality,
+ 8%
Dividend
+ 20%
Market Capitalisation
and that we will continue to support them and their businesses. We take our responsibility as an insurer very seriously, Rs 137m Rs 4.5bn as at 31 December 2020
striving to protect our clients and the wider economy wherever we do business.
Group Gross Premium Earned (Rs m) Group Net Profit After Tax (Rs m)
5,238 444
4,256 4,480 365
354
3,895 322
+7% +9% +5%

2017 2018 2019 2020 2017 2018 2019 2020
6 Chairman's Report Chairman's Report 7

Our purpose is to ensure
peace of mind for our
customers by providing
the best financial protection
and solutions through
innovative products
and services in our
chosen markets.
ABOUT
MUA
MUA at a Glance
2020 Group Highlights Our Services and Solutions

Insurance Solutions
825
Team Members
30,488 New Clients Car Home Health Business Travel Leisure
Life Unit Linked Education Retirement Protection
269,703 Total Policies

79,761Total Claims
Financial Solutions
Rs 5,238m
Gross Earned Premium
Rs 365m
Group Profit after Tax
17% vs 2019 18% vs 2019 Investment Loans
Savings Pension Stockbroking
Rs 4.5bn
Market Capitalisation as at 31 December 2020 *
Rs 90.00
Share price
20% since 1 January 2020 8% vs 2019
Rs 19.2bn
Total Assets
Rs 7.8bn
Life Insurance Funds
14% vs 2019 0% vs 2019
As per the Stock Exchange of Mauritius based on 50,100,000 shares, including new shares issued under the Rights Issue; share price increase +8%.
*
10 About MUA About MUA 11

An Overview of MUA
MUA Group Financial Highlights
>72
MUA is a regional financial services company committed to providing innovative
Group Gross
GrossPremium
PremiumEarned
Earned(Rs
(Rsm)m) NetProfit
Group Net ProfitAfter
AfterTax
Tax(Rs
(Rs
m)m)
insurance and financial solutions for communities in Mauritius, across East Africa
and the Indian Ocean. Although our primary focus is on short-term and
5,238 444 years of experience
long-term insurance, our subsidiaries also offer a variety of specialised services and
4,480 365 solutions to corporate and individual clients in the areas of pension, investment, in Mauritius
4,256 354
savings and stockbroking.
Our home market of Mauritius remains strategic. We are the largest insurer
in Mauritius, in terms of net premiums. We have consistently maintained
a 25% market share* for general insurance and an 11.7% market share*
>100
years of experience
for life insurance. The acquisition of Saham Kenya in 2020 has also reinforced
in East Africa
our position in the East African market.
*Market share information is based on the latest published statistics of the FSC.
2018 2019 2020 2018 2019 2020
GrossPremium
Group Gross PremiumEarned
Earnedby
byEntity
Entity ProfitAfter
Net Profit AfterTax
Taxby
byEntity
Entity(Rs(Rs
m)m)
(Rs)
6 Countries
256.3
256.3m Mauritius
Tanzania
45%
5,238m 25%
84.7
84.8m
Kenya
Uganda
30% 39.0
39.0m
Rwanda
-15.1
-15.1m Seychelles
45%Mauritius
The The Mauritius
UnionUnion
Assurance
Assurance
Cy.Ltd
Cy.Ltd The Mauritius Union Assurance Cy.Ltd
25% MUA
MUA Life Ltd
Life Ltd MUA Life Ltd
30% African
East East African
Subsidiaries
Subsidiaries East African Subsidiaries
Consolidated Adjustments & Others
6 Countries
Mauritius Uganda
Tanzania Rwanda
Kenya Seychelles

Industry Leader in Mauritius* Revenue by Country 2020 (Rs) Understanding the MUA Vision, Values & Strategy
1 General Insurance – POSITIONING

Net premium
5.7bn
PURPOSE
To ensure peace of mind for our customersby providing the best financial protection and solutions
through innovative products and services in our chosen markets
2 General Insurance –
Gross premium
44% - 2.5bn
Mauritius – General Insurance
VISION VALUES STRATEGY ESSENCE
23% - 1.3bn
3 Life Mauritius – Life Insurance

Insurance What We Aim To Do What We Stand For How We Plan Who We Are
2% - 0.1bn To Achieve Our Vision
Mauritius – Others*
We are committed • Integrity Ambition 2020 has been driven We are a fiercely
4% - 0.2bn to providing innovative • Teamwork through our implementation customer-centric,
Uganda financial and insurance • Excellence of four key strategic axes: internationally aligned,
solutions to ensure peace • Diversity • Regional group culture Mauritius-born financial
of mind for our communities. • Business growth services firm that is committed
12% - 0.7bn • Professionalism
to providing peace of mind
Kenya** • Business transformation
1 Motor
Insurance
10% - 0.6bn
• Capital and risk management
Enabling shared value at
across Africa and our other
primary markets through
strong committed partnerships.
Tanzania the intersection of employees,
customers, communities
5% - 0.3bn and shareholders.
Rwanda
2
Includes Pension, Mutual Fund and Stockbroking.
Health **
Insurance Includes contribution from Saham Kenya for the period
1 July 2020 to 31 December 2020.
1 Liability
Market share information is based on the latest

*
published statistics of the FSC.

Group Structure
Structure Our Entities and Activities
Effective Principal
Entity name Brand Logo Country Key Metrics
Holding Activities
• #1 in Net Earned Premiums*;

MUA LTD • #2 in Gross Written Premiums*;
The Mauritius Union Short Term
Mauritius 100% • #1 in Motor Insurance*;
Assurance Cy. Ltd Insurance
• #1 in Liability Insurance*;
• #2 in Accident & Health*.
• 5% Growth Rate;
Long Term
100% 50% 100% MUA Life Ltd Mauritius 100%
Insurance
• 11.7% Market Share*;
• > Rs 10,220m funds under management.
The Mauritius Union MUA Insurance
MUA Transafrica
Assurance Cy. Ltd Management • Pioneer in Pension Fund Administration;
Holdings PLC
Limited Pension Fund
MUA Pension Ltd Mauritius 100% • Top 3 Market Player;
Administration
• > 400 Corporate pension schemes.
• Pioneer in Mutual Fund Investment;
MUA Mutual Mutual Fund • 2
well-diversified funds; Rs 543m asset
Mauritius 99%
Fund Ltd Investment value for MUA General Fund and Rs 127m
99% 100% 80% 40% 100% 100% for MUA Property Trust.
MUA Mutual MUA MUA Compagnie du MUA Reinsurance Compagnie du MUA Investment
Fund Ltd Pension Ltd Stockbroking Ltd Congo SA Company Limited Decadel Ltée Mauritius 80%
Dealer
-
Stockbroking Ltd
MUA Insurance Short Term

Kenya 66% • > Rs 301m in Gross Written Premiums.
(Kenya) Limited Insurance
100% 100% 66% Saham Assurance Short Term

Kenya 66% • > Rs 423m in Gross Written Premiums.
Company Kenya Ltd Insurance
MUA MUA Insurance
Life Ltd MUA RDC SA (Kenya) Ltd
Phoenix of Tanzania
Short Term
Assurance Company Tanzania 34% • > Rs 567m in Gross Written Premiums.
Insurance
Limited
MUA Insurance Short Term

Uganda 64% • > Rs 220m in Gross Written Premiums.
(Uganda) Limited Insurance
100% 100% 100%
Risk Advisory Prudence Prudence MUA Insurance Short Term

Service Ltd Properties Ltd Realty Ltd Rwanda 82% • > Rs 285m in Gross Written Premiums.
(Rwanda) Limited Insurance
Risk Advisory Property

- Mauritius 100%
Holding
-
Services Limited
100% 51% 62% 55% Compagnie de Property

- Mauritius 100%
Holding
-
Decadel Limitée
Saham Assurance Phoenix of Tanzania MUA Insurance MUA Insurance
Company Kenya Ltd Company Limited (Uganda) Ltd (Rwanda) Ltd MUA Insurance • J oint venture involved in the provision
Insurance
Management Mauritius 50% of insurance management and captive
Management
Limited management services.
14%
18% MUA Reinsurance • H
olds a Professional Reinsurer license
Mauritius 100% Reinsurance and a Global Business license, to provide
Company Ltd REINSURANCE reinsurance solutions across Africa.
45% Compagnie du Congo • C

ompagnie du Congo is an investment
Investment
- Belgium 40%
Holdings
holding company with the intent to operate
SA insurance activities in the DRC.
Market share information is based on the latest published statistics of the FSC.
*

Corporate Information
Registered Office
4 Léoville L’Homme Street, Port Louis
Republic of Mauritius
Telephone: +230 207 5500
[email protected]
mua.mu
Auditors
PricewaterhouseCoopers
Actuaries
Deloitte & Touche (South Africa)
Main Bankers
ABSA Bank Mauritius Ltd
SBM Bank (Mauritius) Ltd
The Mauritius Commercial Bank Ltd
Secretary
ECS Secretaries Ltd
Share Registry
SBM Fund Services Ltd

"Despite the challenging
financial environment
created by Covid-19, MUA’s
fundamentals and solvency
remain solid.
We continue to deliver
on our promise of shared
value to our stakeholders."
- Bertrand Casteres
PERFORMANCE
& STRATEGY
Performance Review
Group CEO
Dear Shareholder, 2020 was marked by a number of key achievements and
important milestones for our company, which I would
The events of 2020 have undoubtedly and profoundly like to highlight:
reshaped the world, our country and indeed our business.
We have collectively faced a series of crises over • A
frican Insurance Company of the Year: MUA is
the past year. Every country has been affected by exceptionally proud to have been awarded this
the Covid-19 pandemic and especially its economic prestigious award, organised by AfricaRe.
consequences, which have often been coupled • S
aham Kenya acquisition: MUA Ltd, through its
with social and political crises. Our planet faces an subsidiary in Kenya, completed the acquisition of
unprecedented environmental crisis, with the tangible Saham Kenya in July 2020, significantly increasing
signs of climate change more evident today than its market share and sending out a strong signal
ever before. We are sensitive to the plight of our staff, about the group’s confidence in the Kenyan
our clients and the various communities in which insurance sector. We are very much looking forward
we operate in the Indian Ocean and East Africa. We have to growing our business in the dynamic Kenyan
been forced to adapt, change our routines, connect in market with an expanded team.
different ways and learn to navigate in this new reality. • S
EM-10: MUA Ltd has retained its status as the
Our response to these events an an insurer must and will #1 Insurance company in terms of Market
strongly define our business and our strategic direction Capitalisation (USD 114 million), and has been
for many years to come. included in the key SEM-10 index of the top 10
companies of the Stock Exchange of Mauritius.
We begin 2021 with much gratitude and satisfaction, • S
EMSI: In February 2021 MUA entered the
after what has been an exceptionally challenging past Stock Exchange of Mauritius Sustainability Index
year. All our markets and their respective economies have (SEMSI). This is the first tangible milestone in the
borne the brunt of Covid-19 and its financial repercussions. group’s next strategic plan (2021-2023), which is
Throughout these events and all the resulting changes strongly focused on sustainability and its role as
they necessitated, the MUA team has proven to be agile, a responsible insurer.
innovative and resilient. That resilience has meant Although this could be easily overlooked, 2020 was the
that MUA has overcome the business and financial final year of our strategic plan MUA AMBITION 2020.
challenges, whilst continuing to deliver on our promise of We have detailed the achievements of this plan later
shared value to our stakeholders. I take this opportunity in this section. Although circumstances dictated new
to salute the flexibility, hard work, energy, creativity, priorities and a more agile approach to our initiatives,
diversity and the unique contribution that each country, we can be proud of the results.
each cluster and each individual has made in 2020.
Our collective success is evident in the results and
achievements detailed in this Annual Report, but also
Bertrand Casteres in the strength of the regional financial services group
Group CEO we are building together.
22 Performance & Strategy Performance & Strategy 23

Financial Highlights 2020
MUA Ltd demonstrated resilience during the year with Over and above the solid financial results, we were also
gross premiums earned growing by 17% to Rs 5,238m able to recognise the group’s success in handling the
as a result of strong operational performance in both operational challenges which marked 2020. Our Business Gross Earned Premium (Rs m) Group Revenue
Mauritius and East Africa. The group’s net profit after Continuity Plan, which we tested and implemented at the Mauritius - General Insurance (Rs m)
tax amounted to Rs 365m, a decrease of 18% compared beginning of the year, combined with the investments
to 2019. Although Saham Kenya’s profits for in information systems over the years served the group 5,238 2,497
the six months since acquisition contributed 2,350
well during successive lockdowns. Our digital business 2,253
4,480
to group profitability, the decrease in net profit was processes were used extensively to provide timely and 4,256
predominantly attributable to MUA Life Ltd’s lower efficient support to clients, while our online client tools
net profit. like Click & Go and the newly launched Client Portal gave
clients greater autonomy.
The General Insurance business in Mauritius
showed particular resilience in a challenging As we celebrate these successes, we also remain strongly
business environment. Gross premiums earned grew focused on what will drive our business over the next few
by 3.4% to reach Rs 2.4bn, whilst net profit after tax crucial years, with a new strategic plan that will articulate
increased by 33% to Rs 256m and operating profit grew the PURPOSE in all that we do as an insurer and regional
by 94%. Performance was driven by robust results in financial services group. Our strategic plan for the
health and motor insurance, and was buoyed by lower coming three years is aptly named TRANSITION 2023. 2018 2019 2020 2018 2019 2020
operating expenses and claims. Travel restrictions and It is the culmination of our achievements and
border closures had an inevitable impact on the travel the foundations laid over the last two strategic plans.
insurance segment. Building on this base, our objective is to transform Revenue by Country (Rs) Mauritius – Life Insurance (Rs m)
MUA into a company that contributes towards
On the Life side of the business good operating results 44%
the creation of a more sustainable world. We are 1,311
were significantly impacted by an increase of Rs 108m committed to focusing on prevention, protection and
in reserves due to lower investment yields, linked to 23% 1,100
responsible investment. The principles of solidarity 1,035
falling interest rates and equity values as a result of and sustainability will continue to drive our actions 2%
the Covid-19 impact. Gross premiums grew by 19% to and engagement.
Rs 1,311m with new business reaching a record high of
35% growth despite the constraints of the lockdown and
the unease around the volatile financial situation.
Today I am resolutely confident in our capacity to
achieve our strategic objectives, in our innovative
5.7bn 4%
12%
processes, in our human capital and in the positive
The acquisition of Saham Kenya in July 2020 contributed approach we have adopted to the challenges we face 10%
18% to the total growth of 42% in gross premiums as a business and as a society. Our combined energy,
earned by the East African subsidiaries. However, experience and output will create ever more value for all 5%
these results were adversely affected by one-off our stakeholders. We are investing time and energy to
2018 2019 2020
transaction costs related to the acquisition of Saham set new standards for our business, anchored in a new
Kenya and changes in accounting policy in Kenya sense of purpose and solidarity. This will allow us to
and Tanzania. surpass our objectives, firmly aligned with the interests East Africa – General Insurance (Rs m)
Moreover the rights issue of 5,010,000 new ordinary of all stakeholders, our clients and society.
shares announced in August 2020 was fully subscribed Mauritius – Life Insurance 1,794*
with total proceeds of Rs 415.8m used to refinance
the Saham Kenya acquisition. We also acknowledge Mauritius – Others
*
includes Pension, Mutual Fund and Stockbroking
that CARE Ratings maintained the credit rating of
Uganda 1,153
MUA Ltd’s Bond Credit Rating at CARE MAU AA-Stable 1,044
(“the Rating”). According to CARE Ratings, despite Kenya*
the heightened uncertainty in the market amidst the
current pandemic, MUA has maintained its strong Tanzania
market position and demonstrated its ability to generate
stable results whilst continuing successful execution of Rwanda
its expansion strategy in East Africa.
*
Includes contribution from Saham Kenya for the period 2018 2019 2020
Includes contribution from Saham Kenya for the period
*

Group Profit after Tax (Rs m) Group Return on Equity (%) Mauritius – General Insurance
444 14.80 2018 2019 2020
(Rs m) (Rs m) (Rs m)
365 12.60
354 11.76 Gross Written Premium 2,253 2,350 2,497
Net Claims and Benefits (1,028) (1,033) (985)
Operations and Administrative Expenses (745) (778) (792)
Profit from Operations 196 232 311
Profit before Tax 179 212 295
Income Tax Expense (26) (20) (38)
2018 2019 2020 2018 2019 2020 Profit after Tax 153 192 256
Profit after Tax by Region (Rs) Earnings per share (Rs) Profit after Tax (Rs m) Combined Ratio (%) Solvency Ratio (%)
8.47 256 94 94 220 217
88
7.24 12 12 192
6.85 12
70% 192
22 23
365m
153 22
19%
11%
60 59 54
2018 2019 2020 2018 2019 2020 2018 2019 2020 2018 2019 2020
Commission Ratio Expense Ratio Loss Ratio

Market Share: in terms of Gross Premiums*
Mauritius – Life Insurance + Others
East Africa*
Includes contribution from Saham Kenya
*
for the period 01/07/2020 to 31 December 2020.

21.6% Motor
20%
Accident & Health
23.4% Property
22.8% Overall
market share market share market share market share
No. 1 No. 2 No. 2 No.2
Latest available FSC statistics 2019.
*

Mauritius – General Insurance (continued) East Africa – General Insurance
Key Focus & Outcomes:
• D
espite the challenging prevailing market conditions, the positive performance of the general insurance business
was driven by good growth in the motor and health segments, combined with lower operating expenses
and claims. Operating profits grew by 94%, while the combined ratio declined by 6%. Notwithstanding
a two-and-a-half month lockdown, gross premiums earned grew by 3.4%. Travel restrictions, a national lockdown
and border closures however adversely impacted the non-motor segments such as travel insurance. Kenya Uganda Tanzania Rwanda
• M
UA maintains its focus on digitalisation and innovation, with a number of initiatives going live in 2020: Gross Earned Premium: Gross Earned Premium: Gross Earned Premium Gross Earned Premium
Rs 628m Rs 218m Rs 524m Rs 215m
the successful launch of the Client Portal for retail clients; the introduction of a concierge vehicle repair service, (includes MUA Kenya &
providing a hassle-free claims and vehicle repairs process after an accident; automated debtor’s communications; Saham Kenya) Market share: 3% Market share: 5% Market share: 15%
and the implementation of a digital documentation system for brokers.
Market share: 2.5%* 8 out of 21 insurers
th
5 out of 26 insurers
th *
4th out of 9 insurers
• The entity’s solvency ratio remains solid at 217%, above regulatory requirements. *
Includes Saham Kenya General insurance exclude
*
1.7%; MUA Kenya 0.5% medical to reflect business
• T
here was a significant increase in visibility and communication during the lockdown, encouraging clients to make market share nature of PTAL
use of our online tools and e-commerce platforms. In line with our prevention strategy and road safety initiatives,
Out of 38 insurers:
we launched the Learners' Challenge via social media to encourage young drivers to adopt good driving habits. MUA Kenya: 35th
Saham Kenya: 22nd
Mauritius – Life Insurance Note: Market share based on latest available figures, in terms of Gross Witten Premium (GWP)
Gross Written Premium (Rs m) Profit after Tax (Rs m)
1,311 187
175 Gross Written Premium Profit after Tax (Rs m) Combined Ratio (%) 12%
1,035
1,100 (Rs m)
1,794 116 108 98 101
6 5 5
85
1,153
1,044
56 52
47 58 52
2018 2019 2020 2018 2019 2020

44 41 45
Key Focus & Outcomes: 2018 2019 2020 2018 2019 2020 2018 2019 2020
• T
he Life entity’s gross premium grew by 19%, with new business growing by 35% to reach an all time record high Commission Ratio Expense Ratio Loss Ratio
despite the lockdown restrictions. The sales teams were able to quickly respond to the constraints during and after
the lockdown, maintaining client communication and a high standard of service.
• T
he good operating results were however significantly impacted by an increase of Rs 108m in reserves, mainly due
to lower investment yields, linked to declining interest rates and equity values, in a volatile economic environment
as a result of the pandemic. Consequently, net profits declined by 55% compared to 2019. • 2
020 was marked by the acquisition of Saham Kenya from Sanlam Pan Africa, further strengthening
• C
ontinued focus on digital transformation within the business unit, including internal processes and client facing MUA's presence in East Africa and sending out a strong signal about the group's confidence in the Kenyan
digital initiatives, aimed at automating administrative tasks. Digital communication channels and tools were used insurance sector.
extensively throughout the year, in order to keep MUA’s long-term protection and savings solutions top of mind. • S
aham Kenya contributed 18% to the total growth of 42% in gross premiums earned by the East African
subsidiaries. These results were negatively affected by one-off transaction costs of Rs 24m related to the
acquisition of Saham Kenya and Rs 12m of foreign exchange loss on loan from MUA Ltd to finance the acquisition
of MUA Kenya. Changes in the accounting policy in Kenya and Tanzania resulted in a further negative impact of
Rs 27m, ultimately causing a decrease of 59% in profits after tax.
• T
he East African region was certainly impacted by the Covid-19 pandemic, with all four of our markets under
lockdown and/or sanitary protocol restrictions. Tanzania and Kenya are expected to keep positive growth rates,
with minimal growth in Rwanda and Uganda. The reactivity of our various teams meant that they were able to
ensure a continuity of service throughout the year despite the lockdown measures.

MUA Kenya MUA Rwanda
Gross Written Premium Profit after Tax (Rs m) Combined Ratio (%) Gross Written
Gross Written Premium
Premium Profit after
Profit after Tax
Tax (Rs
(Rs m)
m) Combined Ratio
Combined Ratio (%)
(%)
(Rs m) (Rs m)
(Rs m)
301 3 150 116 128 285423 19.7 32 97 94
105 92
4
266 5 6 8 249 1
241 26
250
31
33 37
18
45
-32
65 70
100
60 64 55
-71 45 44 50 59
2018 2019 2020 2018 2019 2020 -1
2018 2019 2020 2018 2019 2020 2018 2019 2020 2020 2020 2020
Commission Ratio Expense Ratio Loss Ratio
2018
Commission Ratio
2019
Expense Ratio
2020
Loss Ratio
*
Figures are for the period 1 July 2020 – 31 December 2020. Commission Ratio Expense Ratio Loss Ratio

• T
here was a positive progression of 13% in terms of gross written premiums. However, the acquisition costs of Saham Kenya, a
foreign exchange loss on loan and costs associated with the implementation of IFRS9 contributed to a loss of Rs 71m after tax. • T he Rwandan entity produced a satisfactory set of results, with a 14% growth in gross written premiums, an increase
of 26% in profits after tax and an improved combined ratio. The results were driven by a strong growth in investment income.
•
Much of the focus in Kenya has been around the acquisition of Saham and planning the integration of the
respective teams, subject to regulatory approval. • Launch of digital stickers, with E-certificates being issued online. This is in line with the ongoing digitalisation of
the motor insurance business.
• Optimisation of our distribution network with the launch of a MUA branded branch. The year was also marked by new
partnerships and developments in terms of micro-insurance.
• Launch of KakBima, a single cloud platform enabling insurance agents, brokers, micro-insurers and insurers to work together
more effectively.
Tanzania
Gross Written Premium Profit after Tax (Rs m) Combined Ratio (%) Gross Written Premium Profit after Tax (Rs m) Combined Ratio (%)
(Rs m) Kenya*
Saham (Rs m)
285 32 97 94 92 567 68 90 87 90
64
Gross
241
Written
249 Premium Profit after Tax (Rs m) Combined
4
Ratio (%) 58
7 5 8
26
(Rs m) 457
423 19.7 105
31
37 384
33
1
18
52
59
63
45
60 64 55 20 22 31
2018 2019 2020 2018 2019 2020 -1 2018 2019 2020 2018 2019 2020 2018 2019 2020
2018 2019 2020 Commission Ratio Expense Ratio Loss Ratio
Commission Ratio Expense Ratio
59 Loss Ratio
2020 2020 2020

Commission Ratio Expense Ratio Loss Ratio Key Focus & Outcomes:
*
Figures are for the period 1 July 2020 – 31 December 2020.
• W hilst there was a 24% increase in gross written premiums, the entity recorded a 14% decrease in profits
after tax. This is mainly attributable to a one-off cost driven by a change in the deferred acquisition cost methodology.
Key Focus & Outcomes: • There was an expansion of our distribution network through the collaboration with 16 new brokers.
• T he acquisition of Saham Kenya by MUA Kenya was finalised in July 2020. Saham has an experienced • Launch of Smart Policy: cloud based insurance platform bringing together stakeholders within the insurance industry.
management team, a strong reputation in the market and extensive operational knowledge. • Some aviation business was lost due to grounding of flights, travel restrictions and lockdowns. Accommodation and hospitality
• A 2% dip in gross written premiums was compensated by a 1% increase in profits after tax. The shortfall in operating loss was business was also lost or reduced due to the consequences of the Covid-19 pandemic.
covered by growth in investment and other income.
• Introduction of cashless payment system, to enhance client experience.
• Saham Kenya contributed significantly to the East African region’s growth in gross premiums earned. This bodes well for the
year ahead, as the entity’s full year earnings are likely to have an even greater impact.
• The management team has been working on planning the transition to the MUA brand, once the regulatory approval is received.
Multiple departments are assessing the impact of the integration in terms of IT, finance, customer service, human resources
and logistics.

Financial Services – Mauritius
MUA Uganda
Gross Written Premium Profit after Tax (Rs m) Combined Ratio (%)
(Rs m)
220 20.6 109 99 100
12 13 11
181
169
50
9.2 54
61
4.4
47 31 28
• A
s at 31 December • A
s a result • A respected • T
his joint venture • G
ross Premiums of
2018 2019 2020 2018 2019 2020 2018 2019 2020 2020, net asset of the pandemic stockbroking and provides insurance more than Rs 20m was
Commission Ratio Expense Ratio Loss Ratio value amounts to Rs and its impact on investment dealer and management and recorded despite the
43.3m, the number market performance, a member of the Stock captive management tough situation that
of corporate pension particularly in the Exchange of Mauritius. services. prevailed mainly due to
clients stood at 475 local equity market, the Covid-19 pandemic.
Key Focus & Outcomes: and total assets under the value of the funds • F
ocused on providing a
quality trading service
• T
heir specialised
services include captive
The premium was
administration was Rs under management generated from various
• A
n encouraging 20% increase in gross written premiums was dampened by significant tax audit expenses, impacting profits 10.2bn. during 2020 fell, which for individual and feasibility studies, territories, including the
after tax with a decrease of 57% recorded. resulted in lower institutional investors. underwriting and risk Comoros Islands, the
• A
revenue growth management fees, and management support, Seychelles, Ghana and
• There was an expansion of our distribution network with the opening of two branches. of 16% was recorded • D
ue to the as well as claims
ultimately impacting Mozambique. Around
• A new partnership with DFCU Bank, with the development of exclusive products. and profits after tax profit for the year. unprecedented handling and advocacy. 400 offers were worked
increased by 41%. market conditions, on, but only 25% of
• We successfully launched the revamped product for medium and small enterprises TradeGuard. • C
ompared to 2019, MUA Stockbroking them were supported,
• Reduced processing time for claims due to improved efficiency in operations. • In 2020, MUA Pension revenue growth experienced a decrease showing our disciplined
undertook its migration decreased by 7% in revenue and a 33% underwriting strategy.
to a new pension and profits after tax decrease in profits after
administration software decreased by 19%. tax as compared to • In 2020, MUA Re
which will allow for 2019. developed a cordial
more efficient and • Several communication working relationship
automated operations. campaigns aimed to with partners including
Employers and increase awareness Reinsurance Brokers,
employees will have of MUA Mutual Fund Insurers and Reinsurers
access to and educating the evolving in the African
a portal as well as public on its features Market.
a mobile application for and advantages were
members. launched. More than • C
ovid-19 has hampered
200,000 people were marketing and business
• A
ligned with the reached through the development strategy
group, MUA Pension numerous social by preventing market
has proven to be agile media campaigns. visits, international
despite the Covid-19 conferences and
impact. Their team was • A
key promotion seminars which would
able to adapt and work was the bonus have assisted in raising
remotely, without of Rs 500 offered awareness of MUA
any disruption after 12 months Reinsurance in the
to operations. of contributions region.
for the Monthly
Savings Plan.

Our Vision Propositions
PRINCIPAL PRINCIPAL
ENTITY COUNTRY OUR VALUE PROPOSITION ENTITY COUNTRY OUR VALUE PROPOSITION
ACTIVITIES ACTIVITIES
‐ Amongst the leading local insurance companies with 72 years' ‐ MUA Reinsurance Company Limited (MUA Re) is one of the
of experience latest wholly-owned subsidiaries launched by the MUA group.
‐ Comprehensive insurance product range for both individual and MUA It was incorporated in Mauritius in July 2019. MUA Re holds a
corporate clients Professional Reinsurer license as well as a Global Business license
Reinsurance Mauritius Reinsurance
issued by the FSC with the aim of providing reinsurance solutions
‐ Wide and diverse distribution channels with island wide coverage: Company Ltd
across Africa. MUA Re offers reinsurance on the following lines
- 9 strategically located MUA branches of business - Property, Engineering, Miscellaneous Accidents,
- 15 accredited agents Liability, Marine and Motor on a facultative and treaty basis.
Short-term
Insurance - 34 brokers
‐ Over 110 years' of experience
- 40 salespersons
‐ Personalised service to corporate and individual clients
- On 5 bancassurance panels East Africa ‐ Comprehensive range of short-term insurance products
‐ E-commerce sites for Motor, Travel & Home insurance products
‐ In process of expanding the distribution networks and digitalizing
‐ Client Portal for renewals, payments and claims the product offerings
MUA
‐ Call Centre for all telephonic queries
‐ MUA Kenya
- 1 head office and 2 branches
‐ No. 3 in terms of life insurance market share
- 53 agents
‐ Simple, affordable and relevant product range for both
individual and corporate clients - 30 brokers
‐ Multi-channel distribution channels: ‐ 2020 was marked by new partnerships, optimization of distribution
networks and microinsurance.
Long-term - 11 internal salespersons
Insurance - 50 independent salespersons Kenya ‐ Saham Kenya
- 14 brokers - 1 head office and 3 branches
- 13 accredited agents - 403 agents
- 6 banks (excluding MCB Capital Market, CIM Finance MUA - 81 brokers
and Rogers Capital)
Mauritius - 5 bancassurance agencies
‐ The acquisition of Saham Kenya in mid-2020 strengthened
‐ Owns the following licenses: Short-term MUA’s presence in East Africa.
- Pension Scheme Administration Insurance
- Investment Advisory [Unrestricted] ‐ 1 agency office and 3 outlets
MUA Pension Pension Fund - Actuarial Services ‐ 21 tied agents
Administration ‐ More than 30 years’ of Corporate Pension experience ‐ 15 independent agents
‐ Total pension fund assets under administration Uganda ‐ 10 active brokers
in excess of Rs 10bn ‐ 8 active bancassurance partners
‐ Manages more than 400 pension schemes
here was an expansion of the distribution network with
T
the opening of 2 branches.
‐ Pioneer in Mutual Funds in Mauritius with 30 years' of experience
‐ Manages two Funds: General Fund and Property Trust ‐ 2 MUA branches
MUA Mutual Mutual Fund
Fund Investment ‐ Over Rs 670m asset under management ‐ 16 tied agencies
‐ Unitholders as at 31 December 2020: 4,697 for MUA General Fund; Rwanda
‐ 68 tied mobile agents
2,088 for MUA Property Trust; 6,785 in total
Digital transformation is ongoing.
‐ Leading expert in stockbroking with 31 years' of experience
‐ 9 branches
‐ Involved in many assignments as Financial Advisor Phoenix of
and Sponsoring Stockbroker in Public Offerings, ‐ 50 agents
MUA Investment Tanzania
Stockbroking Dealer Rights Issues and Private Placements of Shares. Assurance Tanzania ‐ 2 sales points (extension desks)
‐ Knowledgeable of various types of capital market instruments Company Ltd There was an expansion of the distribution network through the
‐ Well-balanced client base development of a working relationship with 16 new brokers.
MUA Insurance ‐ MUA Insurance Management Limited is a joint-venture involved

Management Insurance in the provision of insurance management and
Limited Management captive management services.

MUA Ambition 2020 –
MUA’s 3 Year Strategic Plan MUA Ambition 2020 - Main Achievements
MUA Ambition 2020 was the 2018 – 2020 Strategic Plan of the Group that acted as a comprehensive framework Despite a challenging market context, there was growth and achievement of the 3 year strategic plan.
guiding the fast-paced development and transformation of all entities.
Falling Lockdown
bond yields, and business
equity prices, disruption
AMBITION 2020 currency
depreciation
Unprecedented
global health crisis Uncertainty
CAPITAL & RISK MANAGEMENT
BUSINESS TRANSFORMATION
REGIONAL GROUP CULTURE
BUSINESS GROWTH
1. COMPLETION OF AMBITION 2020 STRATEGIC PLAN

• Strong financial results despite challenging market environment
CUSTOMER CENTRICITY • Successful rebranding and digital transformations
• Regional expansion: East African operations are gaining scale and acting as an important growth driver
• MUA outperforms the local market during Ambition 2020: 55.2% growth in share price
The plan is underpinned by four key strategic pillars, two of which are led at group level.
2. COMPLETION OF REBRANDING EXERCISE ACROSS MOST SUBSIDIARIES
• Except in Tanzania
‘Regional Group Culture’ is about bringing all the entities of the group together as one
family which shares similar values, culture and branding ethos. 3. SUCCESSFUL REGIONAL EXPANSION
REGIONAL GROUP “We strive towards creating a dynamic, inclusive working environment where our employees • 100% acquisition of Saham Kenya through MUA Kenya, further strengthening MUA’s presence in the East African market
CULTURE feel valued, motivated, empowered and a strong sense of belonging towards the MUA
Family, irrespective of what country they work in or for what entity. OUR PEOPLE are
our strength & creating ONE MUA is our goal” - Bertrand Casteres, Group CEO.
4. SUCCESSFUL INNOVATION AND DIGITALISATION
• Launch of Client Portal
• Launch of mobile application for referrals
he second group-wide strategic focus area is on a prudent Capital & Risk Management
T • Launch of Takaful life insurance product
CAPITAL AND RISK
Approach. We strongly believe in achieving a harmonious fit between our capital resource • Continuous system upgrades
AMANGEMENT
allocation frameworks, our risk appetite and the returns generated. • Simplification of claims processing
• Increased communication surrounding our e-commerce platforms Click and Go, I Go and Click for Home
In addition, we also have two additional strategic pillars that each entity applies in line with its business context.
5. COMPLIANCE TO REGULATORY REQUIREMENTS
This approach allows for enhanced flexibility, agility and cultural sensitivity in the interpretation of our strategic model. • Data Protection Act
• IFRS 17
• Risk Management
his strategic pillar focuses on delivering a sustainable growth trajectory despite
T
BUSINESS GROWTH challenging market conditions. Each entity develops a set of business development initiatives 6. FULL SUBSCRIPTION OF RIGHTS ISSUE
to maintain our growth trajectory. • Amount of Rs 415.8m raised to refinance acquisition of Saham Kenya
• Full subscription testifies shareholders’ confidence in MUA
ur aim is to transform from being a transactional and disconnected financial services
O
BUSINESS provider towards becoming a full-fledged partner enabling our clients to live their best lives. 7. MAINTENANCE OF CARE RATING
TRANSFORMATION The first stepping stone in this journey is already underway and is focused on creating • C
redit rating was maintained at CARE MAU AA-Stable, which according to CARE reflected MUA’s ability to maintain
simple and affordable products and a fast, transparent and hassle-free claim experience. strong market position and generate stable results
• Rating is a result of MUA’s sound financial position and risk management approach

MUA Ambition 2020
Achievements by Strategic Pillar
REGIONAL GROUP CULTURE BUSINESS GROWTH (continued)
OUR AMBITION ringing all the entities of the Group together as one family which shares similar values, culture
B • New partnerships with car dealers, digital partners, and brokers
and branding ethos • Launch of an Agent Portal
• Optimisation of distribution network through the launch of a tied
General Insurance Kenya MUA branded branch in 2020 and volume-based
Mauritius incentive programme set up in 2018
Life • New products: Personal accident cover is sold via USSD
•S uccessful rebranding ensuring uniformity across entities, technology on Utulivu
Kenya
except in Tanzania
OUR RESULTS
• Annual MUA Day successfully organised across most East •O ptimisation of distribution network through the opening of 2
Uganda OUR RESULTS
East subsidiaries, strengthening employees' sense of belonging Africa new branches
Africa Uganda • New products include MSME product TradeGuard and
Rwanda Agriculture insurance
• New partnership with DFCU bank: development of exclusive products
Tanzania
Rwanda • Work on digital platform is in progress
CAPITAL AND RISK MANAGEMENT •O

ptimisation of distribution network through the partnership
Tanzania
with 16 new brokers
OUR AMBITION Achieving a harmonious fit between our capital resource allocation frameworks, our risk appetite and
the returns generated
BUSINESS TRANSFORMATION
•2 17% Solvency of The Mauritius Union Assurance Cy. Ltd
as at 31 December 2020
• Cyber Security Framework / IT Security Transforming from being a transactional financial services provider towards becoming a full-fledged
General Insurance OUR AMBITION
partner enabling our clients to live their best life
• Building security upgrade: new access card system implemented
Mauritius • Compliance with Data Protection Act
• Reduced processing time for motor and health claims
• Finalisation of Business Continuity Plan (BCP)
• Launch of Client Portal for renewals, payments and claim submission:
• Risk Management Framework: Group Audit and Risk Methodology 316 motor renewals for 2020
Life is fully risk-based and aligned on COSO Committee of
Sponsoring Organisations of the Treadway Commission) • Registration of MUA as MCB Juice merchant
OUR RESULTS
and Enterprise Risk Management (ERM) General Insurance • Launch of Mobile App: a referral programme where the referrer receives
a Rs 500 voucher per referral
Kenya Mauritius • Simplification of client documentation
• Launch of agent portal
Uganda • Development of Internal Business Intelligence tools
East Compliance with new regulatory requirements, Risk & Internal Audit
Africa reviewed at group level
Rwanda • System upgrades & process automation
Life • Digitalisation: launch of Agent Portal with view functionalities
Tanzania
and processing via tablets
OUR RESULTS • Optimisation of GIIS core insurance system

BUSINESS GROWTH Kenya • Launch of KakBima – a single cloud platform enabling insurance
stakeholders to work more efficiently
OUR AMBITION Delivering a sustainable growth trajectory despite challenging market conditions
• Optimisation of GIIS core insurance system
•F ocus on International Partnerships and Corporate Business with Uganda
• Reduced processing time for claims
satisfactory results achieved
• Launch of revamped Platinum Health & Complément CFE products East • Optimisation of GIIS core insurance system
General Insurance • Segmentation and simplification of products - Home & Health Africa Rwanda
• Launch of Digital Stickers - E-certificates were issued online
• E-Commerce websites: 2,512 speed quotes generated on Click & Go
OUR RESULTS Mauritius • Review of organisational structure with dedicated corporate unit created • Optimisation of GIIS core insurance system
• Focus on co-insurance practices • Introduction of cashless payment system (telcom, mobile money)
Tanzania • Launch of Smart Policy – a cloud based insurance platform
• Launch of Takaful product
bringing together stakeholders in the insurance industry
Life • Increased communication around Life products, including
traditional communication, digital and social media

Our Value-Creation & Value-Sharing
Business Model TRANSITION 2023
Our Strategic Plan for 2021 – 2023 is aptly named TRANSITION 2023 and acknowledges where MUA is in its journey –
OUR VISION Creating value for all stakeholders
a transition period, given the high level of global uncertainty and the shift towards embedding sustainability values
at the core of our business model.
OUR PURPOSE nsuring peace of mind for our customers by providing the best financial protection and
E This critical phase is also in line with our strategic evolution since 2014 and is testimony of our ambitions of establishing
solutions through innovative products and services in our chosen markets
MUA as a strong regional player:
2014 – 2017: Focus on transforming our General and Life businesses in Mauritius into highly efficient models with
a strong base for further business growth and digital transformation.
2018 – 2020: Focus on creating a strong regional group identity and staff culture, on developing the business
significantly in East Africa and on major transformation projects for the Mauritian General and Life businesses.
Enabling our workforce 3 2
to meet the changing EMPLOYEE CUSTOMER
2021 – 2023: Focus on establishing MUA as a strong and sustainable regional insurance player.
client expectations
The client
& the community both are
seeking a meaningful Group identity and
output from us: alignment with Africa
Simple, accessible,
affordable & empathetic MUA Ambition
insurance that creates 2020
a positive impact
for society
4 1
Long-term concrete SHAREHOLDER COMMUNITY
results for shareholders
2015-2017 2018 2019 2020 2021-2023
At the heart of our vision and mission is the notion of SHARED VALUE – an approach that pushes us everyday
to contribute meaningfully and significantly to creating value for ALL, be it:
• The communities in which we operate;
MUA Ambition TRANSITION
• Our clients who rely on us for their financial protection;
2017 2023
• Our employees who form part of our family and;
• Our shareholders who look for long-term success.
Focus on MUA's MUA
We strongly believe that our success and profitability work in tandem with the advancement of society. As society short and long-term a sustainable
progresses and grows, so too will our growth opportunities. business insurer
COMMUNITY CUSTOMER EMPLOYEE SHAREHOLDER
We are focused on bringing We are strongly committed Our people are our strongest Backed by our strong
tangible and intangible to delivering service asset. Our motto is to go business model and prudent
value to our communities excellence. We strongly beyond simply attracting, risk management approach,
by delivering a clear, believe that a customer developing and retaining we have consistently
well-articulated value who has been well-advised a diverse, qualified and delivered sustainable
proposition which replies about the insurance product motivated workforce, but growth and superior returns
well to their needs. during the purchase stage to create instead a great in the form of share price
By providing insurance that and who has been well- place to work where our appreciation and dividends
adequately protects them assisted during the claim employees feel a strong to our shareholders.
from the risks and perils process is a customer that sense of belonging to the
of life, we contribute to a we keep for life. We want to MUA family, are empowered,
continuously thriving society. be positioned as the lifelong recognized and encouraged
insurance partner who looks to achieve their full potential.
after their needs diligently.

TRANSITION 2023 (continued) Macroeconomic Environment
Our Strategic Framework for 2021 – 2023
Our strategic plan has our clients at the heart of our operations. 2020 Trends 2021 Outlook
We endeavour to have a company-wide culture where each member of our team is able to think of the impact on The global growth contraction for 2020 has been estimated
the customer experience before taking a decision. at 3.5%, heavily impacted by the unprecedented health crisis.
The pandemic is the largest economic shock the world
The model is circular as we strongly believe that we need to have a motivated and engaged workforce to be able economy has witnessed in decades, leading to a collapse
to have efficient and effective insurance operations. That in turn will create a positive experience for our clients, and in global activity.
ensuring we make a meaningful contribution to the community by creating real and sustainable value for both our Global
clients and the community. The MUA family will be fully engaged and derive a strong sense of purpose.
In 2020, due to the significant economic fallout of the
Covid-19 pandemic, Mauritius recorded its worst contraction
since 1980. Real GDP growth contracted by 14.9% (basic
Business prices) and 15.4% (market prices). Following the impact of
Global growth for 2021 has been
Operations the pandemic, all industries have contracted in 2020, with the
projected at 5.5%, although at the
Mauritius exception of ICT, financial and insurance activities. A marked
slowdown was nevertheless observed in these activities. end of 2020, forecasts were
lowered. The 5.5% global growth
reflects the strong starting point
for the world economy, driven by
Real domestic product is estimated to have contracted by 0.3%
Sustainability & in 2020. Kenya’s economy was hit hard through supply and
the approval of numerous
CUSTOMER Responsibility vaccines, the onset of vaccination
demand shocks on external and domestic fronts. As a result, campaigns in numerous countries,
there was a sharp slowdown in activity in 2020. While
additional policy support in Japan
agricultural output grew, manufacturing and the services
and the United States and an
sector, such as tourism and education, were severely disrupted.
Kenya expected increase in contact
intensive activities. However,
factors surrounding the Covid-19
Employee Uganda’s real GDP declined by 0.5% in 2020, after growing pandemic which can further
Culture to 7.5% in 2019. Industries which were severely affected negatively impact global growth
include tourism and hospitality, manufacturing, retail and are new variants of the virus, the
wholesale trade and education. Economic activity stalled strong resurgence in India and the
during the latter part of the fiscal year due to a domestic re-introduction of lockdown
lockdown that lasted over four months, border closures for measures and restrictions.
TRANSITION 2023 – Our role as a sustainable insurer: everything bar essential cargo, and the spill over effects of Worldwide trade volumes are
disruption in global demand and global supply chains due to
Focus on Prevention, Protection & Investment Uganda the Covid-19 pandemic. This resulted in a sharp contraction
forecast to grow by 8%, in line
with the recovery in global
in public investment and deceleration in private consumption,
activity. However, trade in
which hit the industrial and service sectors hard, particularly
services is expected to recover
Focus on PREVENTION Close the PROTECTION gap INVESTMENT the informal service sector.
more slowly than merchandise
volumes due to subdued business
• Strongly promoting Safe Driving: •P roviding adequate & affordable •S ocially Responsible Investment (SRI) travel and international tourism.
Selecting better risks & covers that meet customer needs • Positive social impact, incorporating Tanzania reached an important milestone in 2020, when it Overall, the strength in projected
encouraging better driving • Tangible short term benefits ESG (Environmental, Social, was formally recognized as a lower middle income country, recovery will heavily vary across
behaviour amongst young drivers Governance) principles into instead of a low income country. However, economic growth countries and will depend on
• Microinsurance, financial planning
investment decision process significantly slowed in 2020, as indicated by a fall in the GDP medical interventions, exposure
• Encouraging clients to lead & wealth management
growth rate of 2.0%. Other adverse impacts of the Covid-19 to cross country spill overs, policy
a healthier lifestyle
pandemic include a significant drop in fiscal revenue as a
• Helping individuals & companies Tanzania support effectiveness and other
result of the steep decline in consumption, production
better prepare for the economic structural characteristics.
and imports.
risks they face
In 2020, the Rwandan economy has been severely affected

by the Covid-19 pandemic and the growth has fallen to 2%.
A 6.6% increase in inflation was recorded in 2020, as a result
1 day per employee Giving back to the of rising food prices due to disruptions to domestic and
to participate in community by focusing regional supply chains. A current account deficit, equivalent
MUA Foundation CSR on 3 main Sustainable Rwanda to 16.5% of GDP was recorded, due to low exports and
activities Development Goals a drop in foreign direct investment.

Our Value Creation Process
OUR CAPITALS OUTPUT RISK MANAGEMENT FINANCIAL OUTPUTS: VALUE FOR OUR
(INPUTS) ENABLERS ACTIONS VALUE FOR MUA STAKEHOLDERS
FINANCIAL EMPLOYEES
CAPITAL • Successful organisation of 2 major employee events, namely the
MUA Day and EOY Party despite challenging conditions
We offer non-life & life
Rs 4.2bn Rs 2.4bn insurance products to • Staff protected during sanitary crises and able to work remotely
Total Equity Total Reserves individual & corporate • Strategic Risk • Paid Rs 332m in salaries and benefits, which is 1% higher than 2019
clients, in line with their • Total of 3,227 training hours across for the group, with 9.5 hours per employee
risk profile and our • Total spend of Rs 2.6m towards employee welfare and development
risk appetite. Gross Written Premiums • 39% of our Mauritian staff members have worked for more than 10 years at MUA
• Market Risk by 17% to Rs 5,238m • 16 employees sponsored for professional qualifications across the Group
We manage life funds
through a prudent and
carefully managed • Liquidity Risk
investment policy.
CLIENTS
ORGANISATIONAL
CAPITAL
We seek to generate an • Even during the lockdown, clients were able to perform key transactions
acceptable return from • Reserving Risk such as renewing their policies, making payments and submitting claims
• Market leader in Mauritius our strategic investments. thanks to the Client Portal
• Strong network of brokers,
agents & strategic partners • Reduced processing times for motor and health claims
• Capital Management Risk Profits After Tax • 30,488 new insurance clients in 2020
by 18% to Rs 365m • 79,761 claims paid in 2019
• Birthday SMS and calls to clients launched in July 2020
• Interest Rate Risk
SHAREHOLDERS
• Insurance Risk
• Posted strong financial results – Increase of 20% in group revenue
HUMAN We create a dynamic,
• Share price increase of 8% in 2020
CAPITAL inclusive and
• Shareholders equity up by 21.9% during 2020
empowered working • Operational &
environment with clear • CARE Ratings maintained MUA Ltd’s Bond Credit Rating at CARE MAU AA-Stable
• 825 employees across 6 countries Legal Risks
performance-related • Fully subscribed Rights Issue in 2020 is testimony to investor confidence
• Strong levels of employee Life Fund
remuneration and
engagement talent management by 0% to Rs 7.8bn
• Customer, Product &
frameworks in place. COMMUNITIES
Market Risks
• Total contribution of Rs 3,023,514 towards societal causes in Mauritius

• 2 months car insurance offered free of charge to medical and
• Regulatory &
paramedical staff
Compliance Risks
• MUA Foundation: collaboration with numerous NGOs (Foodwise,
MANUFACTURED Small Step Matters, Mauritius Wildlife Foundation) to assist those affected by
CAPITAL • Execution Risk the Covid-19 pandemic and help the reduce impact of the Wakashio oil spill.
• Campaigns such as Learners' Challenge and Don’t Drink & Drive to
• 9 strategically located branches promote safe driving behaviour among Mauritians
We maintain, enhance and
and 1 head office in Mauritius. optimise our operations
Strong network of accredited with regular investments Investment Income
agents, salespersons and brokers in relevant technology by 78% to Rs 39m ENVIRONMENT
• 22 outlets in East Africa and infrastructure.
Mauritius:
• Around 25 core IT Systems • Reduction in paper consumption by 21%
• Pioneer in digital insurance • Reduction in fuel consumption by 14%
offerings in Mauritius • Reduction in electricity consumption by 19%
• Stopped using spoons and cups. Replaced with reusable utensils.

The Needs and Expectations
of our Stakeholders
In line with our ‘Shared Value’ model (more about that on page 40, we have set ourselves some long term goals to
guide our value creation for our key stakeholders. We firmly believe that a sound ecosystem is vital for MUA to thrive
in and we are committed to adequately delivering on the needs and expectations of our stakeholders.
THE NEEDS & EXPECTATIONS OF OUR STAKEHOLDERS OUR LONG TERM GOALS
MUA Employees should do Meaningful Work
• 825 staff members • We serve a critical purpose and have a noble profession as insurers:
• 531 based in Mauritius and 294 in East Africa we provide protection when people need it most
• 59% female, 41% male across the group • Shift from high volume repetitive tasks to higher value work through automation
• 6% with more than 20 years of service in Mauritius
• 26% aged less than 30 in Mauritius MUA Employees should have Growth Opportunities through:
• 3,227 training hours in total across the group • Talent management
• 16 staff members sponsored for professional qualifications across the group • Learning, development and sponsorship To have a knowledgeable and
STAFF • Leadership programmes for individual and team effectiveness dynamic workforce growing in
• 7.6% of staff turnover, which is below the industry benchmark
• Career opportunities across the group tandem with the company
MUA Employees should feel a Sense of Belonging to the group To give employees the
• We are One MUA: leveraging on our diversity to boost innovation, opportunity to become owners
productivity and progress and celebrating together like one MUA Family of the company through the
Employee Share Scheme
• All individuals in Mauritius, Seychelles, Kenya, Uganda, Tanzania and Rwanda with a
MUA Employees should work in a Productive Environment
wide range of insurance and investment products.
• Adequate work-life balance (Work from Home and Flexitime)
• Corporates, small & medium enterprises and public institutions for their insurance
• Cross-functional collaboration
and corporate pension needs.
CLIENTS
MUA Employees should actively participate in CSR activities:
• One dedicated working day to participate in CSR activities for all employees
• Fast and clear claim settlement process

STAKEHOLDERS
• 1,937 ordinary shareholders • Unambiguous terms communicated in layman terms and accessible language To become the preferred
• Rs 7.24 earnings per share, v/s Rs 8.47 in 2019 • Simple, accessible, affordable and empathetic insurance that creates insurance partner on the
• Net assets per share of Rs 70.66 v/s Rs 62.97 in 2019 a positive impact for society market and to position MUA
• Excellence in customer service as a sustainable insurer
SHAREHOLDERS • Trusted insurance partner who they can count on
Mauritius: • Share price appreciation

• Financial Services Commission • Attractive and sustainable dividend payout
• Growth in net asset value and good return on equity To increase profits in
• Sustainable high growth strategy a sustainable manner and create
Kenya:
• Strong solvency and sound balance sheet significant shareholder value
• Insurance Regulatory Authority
• Experienced management and sound governance
Tanzania: • Transparent and regular reporting
• Tanzania Insurance Regulatory Authority
• Compliance with all legal and regulatory requirements To prudently manage our risks
Uganda: • Active participation to the Insurers’ Association of Mauritius while being fully compliant with
• The Insurance Regulatory Authority of Uganda and other regulatory or governmental working groups
REGULATORS the local regulatory frameworks
Rwanda:
• National Bank of Rwanda To link our CSR projects to our core
duty and to our business performance
• Access to insurance and micro-insurance products that protects
individuals and their families against specific risks
To promote self-reliance &
• MUA to recruit and train local workforce
self-sufficiency in our CSR Projects
• An insurance company that uses its knowledge
Local communities of the countries in which we operate, including any societal and and expertise to encourage risk prevention
environmental concerns To dedicate one day per year for all
• Significant and long-lasting contributions to societal causes
MUA Employees to MUA Foundation
COMMUNITIES CSR Activities

Sustainability is about
investing in our staff,
our customers,
our community and
the environment.
Anchored in the principle
of solidarity, it also
gives us purpose.
SUSTAINABILITY
Sustainability
Investing In Our Staff

2020 Key Highlights Group – Overall Headcount Mauritius – Male to Female
ratio across levels
Business continuity during lockdown 64% - 531
In 2020, the MUA team displayed strong agility and the ability to adapt quickly to the lockdown situation. MUA was able Mauritius
to maintain business continuity owing to the extensive collaboration of its staff who were given the necessary 17% - 141
Kenya* Directors
support. Over 300 employees in Mauritius were able to work from home, representing more than 60% of
the workforce. Several actions ensured the MUA team was well prepared to adopt a Work from Home (WFH) routine.
These included a good understanding of individual staff members' requirements ahead of the lockdown, a reactive 825 4% - 32
Uganda
10% - 84
8 6:2
11 8:3 Executive
and experienced IT team ready to assist with connectivity and hardware issues, in collaboration with the logistics Committee
Tanzania
department, and regular and pertinent communications between the staff and various support teams. The Human
Resources team provided additional communications and support to ensure staff wellbeing, both body and mind, 5% - 37 62 39:23 Management
Rwanda
during this potentially stressful time.
*
Kenya headcount includes MUA Kenya and Saham Kenya teams 423 109:314 Staff
Staff experience during lockdown
Count Male : Female Ratio
Ann Liu Group – Male to Female ratio
Senior Administrative Officer – Pension
“It was nice to hear from the office from time to time via the Group Communications. Knowing we are cared for and
Male - 41% Female - 59% Mauritius – Staff by age
loved by our employer is reassuring and gives us a sense of pride to belong to such a wonderful company. Need to
use a lot of the digital facilities to ensure work is being done. Makes me wonder how much we are dependent on
84
335 825 490
26% - 130
physical documents and will definitely redefine a new way of working as from now on. Otherwise, I haven’t been 18-29 years
facing any difficulties to connect to the office from home and wish to convey a big BRAVO to the IT department. To t a l 36% - 177
30-39 years
24% - 118
Reekesh Gowrea 40-49 years
Assistant Manager – Underwriting Motor 167 - 31% 531 69% - 364
12% - 61
“We are in contact from our Cluster Group WhatsApp, whereby everyone is connected and updated on the daily 50-59 years
M au
ri ti u s
Operations. Job monitoring is being done via our USP Ticking Platform and working great. No difficulties in terms 2% - 10
of login. Team meetings are done via Zoom and WhatsApp.” ≥ 60 years
84 - 60% 141 40% - 57 *

These figures exclude trainees
Shama Aboobakar
Manager – Business Development - Pension K e n ya*
“Aside for the fact that we all work at MUA, there has never been a time when all of us really had another
thing in common, and today we do. We are all confined. It can be a predicament or an opportunity - it is up
Mauritius – Staff by length of service
to you what you are going to make of it. And if ever it gets too hard, we are all an SMS, a phone call or an email
away - feel free to say hello and I will reply back so you know you are not alone and you are valued! We are
15 - 47% 32 53% - 17 41.1% - 204
≤ 5 years
one MUA, one Family!”
Uganda 20% - 99
5 - 10 years
32.7% - 162
Back to office operations after lockdown 11 - 20 years
To ensure a smooth “back-to-office” transition and the resumption of normal business activity, an inter-departmental
45 - 54% 84 46% - 39
5.8% - 29
committee provided recommendations. These included sanitary protocols to keep our employees, clients, partners, 21 - 30 years
Ta n n i a
za
suppliers and visitors safe and comfortable. All staff were given dedicated training before returning to the office and 0.4% - 2
31 - 40 years
received sanitary packs for their protection. As a responsible insurer, MUA takes its responsibilities in terms of health
and safety very seriously, and implemented the necessary measures to minimise any potential risks.
24 - 65% 37 35% - 13 *
These figures exclude trainees
Other developments in 2020 R wanda

Launch of askHR platform: its purpose is to tackle all of MUA employees' queries smoothly and in a timely manner.
It will also provide an accurate database which will facilitate the delivery of high standard performance. *Kenya headcount includes MUA Kenya and Saham Kenya teams
MUA was able to maintain two key annual employee activities, namely, the MUA Day and End of Year party.
50 Sustainability Sustainability 51
Training and Salaries – Mauritius Investing In Our Customers
2020 Key Highlights
Our response to Covid-19
The daily tasks of the Customer Care Department consisted mainly of ensuring customers queries were attended to
2150 158 Rs 6,046,678 promptly, especially as communication between the departments was a challenge as a result of the lockdown and
Number of training hours Number of participants Training budget all employees working remotely.
as at 31/12/2020 as at 31/12/2020 in 2020
In addition, there was regular reporting to senior management about the issues raised by customers, the actions taken
and the results of tests done on the Interactive Voice Response (IVR) system.
Clients were provided with digital solutions which could be used to make contact with the MUA team, including
Facebook messenger and our Client Portal. Thanks to the latter, customers could perform key transactions during
lockdown, including renewal of policies, making payments and submitting claims. Our e-commerce platforms,
14 Rs 331,767,102 14 Click & Go, I Go and Click for Home, were available for clients who needed car, travel and home insurance quotes.
Number of employees sponsored Total salaries and benefits paid Number of staff who
for professional qualifications out in 2020 incl. performance were given a salary increase following Launches and actions
in 2020 bonuses and commissions tertiary education or professional
qualification sponsorship MUA Select Garages
Launched in July 2020, MUA Select Garages is a single platform which handles the motor claims process in Mauritius.
It combines a network of 11 specially vetted garages from a pool of 37 potential garages. The platform benefits clients
Training – East Africa through a more rapid and efficient claims process. Handlers have the possibility to log a claim, track a claim, assign
surveyors and follow up on repairs with garages. Surveyors can upload photos, submit survey reports and approve
Learning and Development Kenya Uganda Tanzania Rwanda additional repairs. Garages can place bids, request additional information, indicate start and end date for repairs.
MUA Kenya Saham Kenya 19% 6,556,205
The impact of MUA Select Garages in 2020 can be summarized as follows:
Rs 8.15
Reduction in cycle time Estimated total savings Customer satisfaction score
Number of training hours
as at 31/12/2020
135 116 12 526 288
53%
from 41 days to 19 days
Rs 6,556,205
in 2020
8.15
increase from 7.71 to 8.15
Reduction in cycle time Estimated total savings Customer satisfaction score

Number of participants
from 41 days to 19 days in 2020 increased from 7.71 in 2019
53 7 36 70 15
as at 31/12/2020
Customer Satisfaction Survey
A customer satisfaction exercise was performed using 3 methodologies, namely face-to-face interviews in branches,
Training budget
in 2020 (Rs)
214,325 1,211,429 243,890 530,666 614,768 phone call interviews with MUA clients and an online survey. Overall satisfaction levels across each methodology were:
Number of employees Face-to-face Phone call Online

sponsored for professional 1 0 0 1 0 interviews interviews survey
qualifications in 2020
91
91%% 70
70%% 70
70%%
Totally satisfied Totally satisfied Totally satisfied
Employee Welfare Activities – Mauritius or satisfied
Face-to-face interviews
or satisfied
Phone call interviews
or satisfied
Online survey
With the close collaboration of the Employee Engagement Team, activities organised in 2020 included the Totally satisfied or satisfied Totally satisfied or satisfied Totally satisfied or satisfied
Independence Day event, MUA Day, Kids Party, End of Year Party, Christmas Party, Taichi, Zumba and Hiking. A total MUA Global Customer
71
of Rs 2,617,000 was spent on these activities. Satisfaction Score (CSAT)*
Satisfaction
*CSAT
71%%
MUA Global Customer
= (Total numberScore (CSAT)
of satisfied
*
customers/-
*CSAT = (Totalofnumber
Total number of satisfied
responses) X 100
customers/Total number
of responses) X 100
Mystery shopping Investing In Our Environment
A mystery shopping exercise was also performed using 3 methodologies, namely in-store, online and telephone
mystery shopping. The main findings were: 2020 Key Initiatives
• A
ll old air conditioners were replaced by new air conditioners and new chillers at our Head Office
• A
cross all MUA branches, the customer effort score is 2, implying all employees were sufficiently knowledgeable
and Caudan office, improving efficiency and reducing electrical consumption.
to answer customer queries.
• LED lights have been introduced at the Caudan office.
• Across all MUA branches, the overall customer satisfaction is 90%.
• Halogen lights were replaced with LED lights at our Head Office.
• The MUA hotline was answered in less than 5 seconds.
• Water dispenser with plastic containers have been replaced with filtered water dispensers.
Interactive Voice Response (IVR) • The use of plastic cups and plastic spoons has been stopped over the course of 2019 and 2020.
In addition to the IVR operating after office hours for emergencies, an IVR operating within business hours was • Plastic cups were replaced by paper cups and ceramic mugs.
implemented on our main telephone line, 207 5500. The aim was to ease communication with MUA by routing calls to
the appropriate recipients or departments via an automated telephonic system. Several tests took place prior and post
implementation, to ensure optimal functioning of the IVR. Paper consumption
Internal Customer Care Training Most commonly used paper No. of Sheets
With the aim of constantly improving customer service across MUA, the Customer Care team has been providing both
on-the-job and classroom training to our client-facing staff, mainly in branches. This exercise enables us to go through -21%
the basic principles of customer service as a refresher and to address possible problematic issues or situations that our 15 3,301,350
staff may encounter while dealing directly with customers. 2,834,000
0%
Birthday SMS and calls to customers 2,238,150
Launched in June 2020, this project adds a caring touch to MUA’s relationship with its customers. As at 31 December 8 8
2020, 16,511 SMS were sent and 1,021 calls were made.
Happy or Not
Happy or Not terminals are located in all our branches and our two offices in Mauritius until May 2020. During this time
a very high rate of satisfaction (91%) was recorded among our clients. 2018 2019 2020 2018 2019 2020
Other actions
The complaints handling process has drastically changed at the end of 2019, under the newly created Office Fuel consumption
of Ombudsperson for Financial Services, bringing our obligation to reply to any complaint to 10 calendar days instead
of 30 working days. No. of Vehicles No. of Litres
-2% -14%
88 90 88 137,127 117,732
131,690
2018 2019 2020 2018 2019 2020
Electricity consumption Consumption of plastic bags:
There was a temporary increase in plastic bag usage as a result of Covid-19 sanitary measures put in place in all our
No. of KWh Total Cost (Rs) branches and office locations.
-20% -19%
No. of plastic bags +60%
1,202,375 1,191,908 9,378,696 9,145,381
10,110
947,662 7,411,450 9,000
5,630
2018 2019 2020 2018 2019 2020

2018 2019 2020
Plastic consumption
The use of plastic cups and plastic spoons was stopped in our offices and branches: Key initiatives planned for 2021/2022
No. of plastic cups No. of plastic spoons • Switch from LED lights to LED panels, which are more energy efficient.
• C
urrent process to switch to biodegradable toilet paper, which has already been implemented on several floors
-98% -99% of our Head Office.
87,550 86,500 47,150

43,900
1,700 350
2018 2019 2020 2018 2019 2020
Over the course of 2019 and 2020, we replaced plastic cups by paper cups
and ceramic mugs in our offices and branches:
No. of paper cups No. of ceramic mugs
-94%
80,350 435
-36%
56,400
36,050
28
0
2018 2019 2020 2018 2019 2020
Investing In Our Community Learners' Challenge
In order to educate current and future drivers on the Rs 1,956,388 Rs 1,067,126 Rs 3,023,514 16
2020 Key Initiatives right road regulations and how to follow them, 10 videos Direct charitable contributions Disbursed to MRA to support Total contribution to societal Total projects in 2020
were produced and posted on social media. With the from MUA Foundation National Social Inclusion causes in 2020
Covid-19 Solidarity Crowdfunding collaboration of a professional driving instructor, the Foundation
MUA was determined and committed to assist families who videos covered 10 essential driving skills necessary to
were affected by the Covid-19 pandemic. By collaborating successfully complete the driver’s test.
with NGOs Small Step Matters and FoodWise Mauritius,
MUA launched a fundraiser to provide over 700 food packs The objectives of the challenge were:
2.6% Peace and nation-building
to the most needy. A total of Rs 520,000 was donated • To educate the Mauritian public on road safety.
by MUA towards this crowdfunding initiative. 18.6% Education, welfare & development of vulnerable children
• T
o sensitise current and future drivers on good
practices on the road. 59.1% Poverty alleviation, community development & capacity building
Promotion to medical and paramedical staff
• To position MUA as a responsible insurer. 2.8% Protection, health & special integration of vulnerable groups
MUA recognised the efforts and commitment of medical and
The Learners' Challenge was MUA's most successful 17.0% Sustainable Development and the environment
paramedical staff by dedicating a promotional campaign
campaign on social media in 2020. The web-series was
to them for a period of one year. From 1 July 2020 to
well-received among the public and garnered a high rate
30 June 2021, they can benefit from a 2-month discount
of engagement. In light of its success, there was a net
on their annual premium when subscribing to a new car Funding Allocation
increase in excess of 5,000 Facebook fans as compared Projects
insurance or renewing their car insurance, applicable to (Rs) (%)
to 2019.
private motor vehicles. As at 31 December 2020, over
60 medical and paramedical staff benefitted from this offer. Peace and nation-building 50,000 2.6%
Don’t Drink & Drive
Following the success of the Learners' Challenge, the St James Cathedral Renovation 50,000 2.6%
Wakashio oil spill
MUA team was present at 10 night club events around the
Following the Wakashio oil spill in our lagoons, MUA was Education, welfare & development of vulnerable children 363,052 18.6%
island during the festive period, to reiterate the importance
committed to the efforts to mitigate the impact of this
of road safety through a Don’t Drink & Drive campaign. Support for the yearly salary of a teacher - Association d’Alphabétisation de Fatima 200,000 10.2%
ecological disaster. MUA supported the crowdfunding
SOS Children’s Village: alternative residential care for around 60 abandoned children 100,000 5.1%
initiative of Small Step Matters (SSM) and the Mauritius The objectives of this initiative were:
250 face masks for pupils of Surtee Soonnee Government School 6,250 0.3%
Wildlife Foundation (MWF) to mobilise as many resources
• To save lives and reward responsible behaviour.
as possible to help limit the damage. Rs 100,000 Cakes for RCA Case Noyale 3,500 0.2%
was donated by MUA to support this cause. The total • To promote awareness around road safety.
Waiver for premium for Afrasia Foundation 13,302 0.7%
amount raised through this crowdfunding initiative Etoile du Berger - Installation of a new water tank 40,000 2.0%
was Rs 386,307.
A total of 443 bracelets were distributed to “Bobs” (i.e.
Poverty alleviation, community development & capacity building 1,155,336 59.1%
drivers who were not drinking alcohol) and free non-
Road safety
alcoholic drinks offered to targeted Bobs. Most of the L'Association des Amis de l'Ordre Souverain de Malte 50,000 2.6%
As a responsible and sustainable insurer focusing on public found this initiative innovative and creative. Funding to Foodwise for food packs distribution 865,336 44.2%
prevention, MUA is strongly dedicated to promoting safe Although they shared the initiative was unusual coming EOY - Dinner for the Homeless 240,000 12.3%
driving behaviour. In this context, MUA launched two from an insurance company, their response towards the
road safety initiatives in 2020, the Learners' Challenge campaign was positive. Protection, health & special integration of vulnerable groups 55,000 2.8%
and the Don’t Drink & Drive campaign. Both campaigns
Owing to these numerous actions, MUA demonstrated Eye surgery for a member of the Pont du Tamarinier NGO 20,000 1.0%
were extensively covered on social media platforms such
as Facebook and Instagram. The increase in number of proximity and empathy towards its key stakeholders. T1Diams - Support for their Gala Charity Dinner 15,000 0.8%
shares on Facebook from around 1,900 in 2019 to around Eye surgery for a patient in need 20,000 1.0%
5,700 in 2020 is directly correlated to the Learners'
Challenge and Don’t Drink & Drive campaigns. Facebook Sustainable Development and the environment 333,000 17.0%
users considered the content interesting, worthy, relevant Recycling bin & sponsoring for the purchase of a new van - Mission Verte 183,000 9.4%
and entertaining, sharing it with their friends and relatives.
Ile aux Aigrettes Restoration Project 50,000 2.6%
Wakashio Oil Spill Emergency Fund Allocation to the Mauritian Wildlife Foundation 100,000 5.1%
MUA Gallery
Employee Events:
Christmas at MUA,
End of Year Party, Hiking,
Indoor Events, Kids Party
& MUA Day
MUA Gallery (continued)
Sponsorship Events:
MUA Golf &
MUA Tennis Open
Partner Events:
Agent Award Night
MUA Gallery (continued)
CSR Events
East Africa
Events
Scan to browse MUA's photos and videos gallery.
The Board of Directors
of MUA is committed
to uphold the highest
standards of integrity,
accountability and
transparency in the
governance of MUA
and its subsidiaries.
CORPORATE
GOVERNANCE
Corporate Governance
Group Profile Organisational Chart and Statement of Accountabilities

MUA Ltd (‘MUA’ or ‘the Company’) is a public company listed on the Official List of the Stock Exchange of Mauritius The Group operates within a defined governance framework with clear lines of authority, accountability and
(‘SEM’) since 8 January 2019 and is a Public Interest Entity as defined by the Financial Reporting Act 2004. responsibility as illustrated in the chart below.
The Board of Directors (‘Board’) of MUA is committed to uphold the highest standards of integrity, accountability The Board has approved the positions statements of Key Governance positions as: The Chairman, the Group
and transparency in the governance of MUA and its subsidiaries (‘MUA Group’ or ‘the Group’) and acknowledges Chief Executive Officer (CEO) and the Company Secretary, as well as the Organisational Chart and statement
its responsibility for applying and implementing the eight principles set out in the National Code of Corporate of accountabilities.
Governance (2016) (‘the Code’) as explained in appropriate sections of the Annual Report:
• Governance Structure page 68
• The Structure of the Board and its Committees page 70
,
nce n
• Director Appointment Procedures page 73 verna eratio Lia Asse
G o un bilit t
• Director Duties, Remuneration and Performance page 86 ate d Rem ies s and
por n Com
Cor tion a mittee mit
• Risk Governance and Internal Control page 90 ina Com tee
Nom
• Reporting with Integrity page 90
• Audit page 92
• Relations with Shareholders and Other Key Stakeholders page 94
tee
Ris
mit
BOARD
kC
om
om
Principle 1: Governance Structure
it C
mit
Aud
tee
The Role of the Board
The Board is responsible for leading effectively the Group and the Company by establishing strategies and policies
to enhance the long-term value for its shareholders and other stakeholders.
The Board validates and monitors strategies, policies and business plans as well as considers all statutory matters,
ent
including the approval of financial statements, the declaration of dividends, the review of the Company’s performance CEO
ce
Ma
Tea agem
through budgets and forecasts and the Chief Executive Officer’s report. It also ensures that all legal and regulatory
ss M suran
Eas ment
nag
requirements are met.
an
m
tA
EE
In
EX
ECU I TT
Bus Non-
fric eam
Charters and Code of Ethics T IVE COMM
ine
T
The Board is committed to doing business within high standards of conduct and ethical behaviour which are
fundamental to the preservation of the MUA Group reputation and to the success of its operations. The Board has
approved its charter, the organisation’s Code of Ethics as well as a Code of Ethics for directors. Gen
(Ma ce ent
urit eral In ran m
iu s ) su I nsu nage
Ma rance e
Lif s) Ma
n
Tea agem iu
m ent u ri t Tea
m
(Ma
68 Corporate Governance Corporate Governance 69

Statement of Accountabilities The profile of the Directors is disclosed on pages Board Committees
MUA is led by an effective and highly committed Board of Directors who possesses the appropriate skills, knowledge, 74 to 79 of the Annual Report.
The four Board Committees, namely the Audit Committee,
experience and independence to enable them to discharge their duties and responsibilities in the most effective Risk Committee, Assets and Liabilities Committee and
way. The Board is well aware of its responsibility to maintain a high standard of corporate governance. As outlined The Board endeavours to ensure that each Director
(a) can assess the broad outline of the Group’s overall Corporate Governance, Nomination and Remuneration
in the previous visual, the Company operates within a well-structured and defined governance framework, with
clearly articulated lines of responsibility. Where appropriate the Board can delegate that authority whilst retaining policy, (b) can act critically and independently from one Committee, assist the directors in the discharge of
effective control. However, the Board remains fully accountable and responsible for the performance of MUA, another, and (c) takes part actively in debated issues and their duties through a comprehensive evaluation of
at every level of the business. expresses his/her viewpoints. specific issues.
To this end, the Board has created four Committees with direct reporting lines to the Board. A further eight Executive- The Board has approved a list of criteria to assess the The Chairmen of the four committees are invited
level Committees operate under the CEO and the Executive Committee. All these committees operate within approved independence of Directors and has entrusted to the to report verbally to the directors during board meetings.
terms of reference and are mandated to provide guidance to the Board. The CEO leads the work of a number
Corporate Governance, Nomination and Remuneration
of the committees, and there are appropriate reporting mechanisms in place to escalate their recommendations Each Committee is governed by a charter as approved
to the Board. Committee (‘CGNRC’) the monitoring of such
by the Board.
independence on a regular basis. Moreover, upon their
appointment, the Independent Directors have signed
Constitution 1. Audit Committee
an undertaking to inform the CGNRC of any matter that
The Constitution of the Company complies with the provision of the Companies Act 2001 and the Listing Rules arise and may affect their status of Independent Director. Attendance
of the SEM. Members Category at Committee
meetings
The Constitution stipulates that no shareholder can hold more than five percent of the stated capital of the Company The Company Secretary Mushtaq Oosman (Chairman) NED 4/4
without the previous authorization of the Board of Directors.
The Company Secretary ensures that the Company Bruno de Froberville NED 4/4
The Constitution also stipulates that Directors are not required to hold shares of the Company to qualify as Directors. complies with its constitution and all relevant statutory
Catherine McIlraith IND 4/4
and regulatory requirements, codes of conduct and
rules established by the Board. The Company Secretary All members of the Audit Committee are financially
provides guidance to the Board as a whole and to literate and the Chairman is a Fellow of the
Principle 2: Structure Of Board And Committees Directors individually as to how their responsibilities Institute of Chartered Accountants, England and Wales.
Board size and structure should be discharged in the best interests of the
Further to the amendment to the Companies Act 2001
The Company’s constitution states that the Board shall consist of a minimum of seven and a maximum Company. The Company Secretary advises the Board on
matters of ethics and good governance and is the focal in 2020, Mr Mushtaq Oosman falls in the category
of twelve Directors. As at 31 December 2020, the Company was headed by a unitary Board consisting of ten of Non-Independent Non-Executive Director due
Directors, three of whom are Independent Non-Executives, five Non-Executives and two Executives. point of contact within the Company for shareholders.
to cross directorships with the Chairman of the Board.
The Directors come from different professional backgrounds with varied skills, expertise and strong business The Company Secretariat function has been entrusted In order to comply with the requirements of the
experience. Taking into account the sophistication of the Group’s operations, the Board is satisfied that its to ECS Secretaries Ltd through a service agreement. Companies Act 2001, and in line with best practice
actual size and composition is well balanced for it to assume fully its responsibilities while discharging its duties This company is an independent provider of company and the recommendations of the Code of Corporate
effectively. The Board Charter stipulates that composition of the Board shall include at least two Executive Directors, secretarial services since more than two decades, and Governance, the CGNRC and the Board have approved
two Independent Directors and gender balance with at least one female Director. the following changes in 2021:
employs fully qualified secretaries from the Chartered
Institute of Chartered Secretaries to fulfil its duties as • T
o amend the Audit Committee composition with
Date Country Board
Directors Category Gender Company Secretary in accordance with qualifications.
Appointed of Residence Attendance as objective to have a majority of members being
Vincent Ah Chuen * NED 2019 M Mauritius 8/8 independent directors; and
Alfred Bouckaert IND 2019 M Belgium 7/8
Board and Committees processes •
To retain Mr Mushtaq Oosman as Chairman
The annual calendar of board, committees and annual of the Audit Committee given his independence
Bertrand Casteres – Chief Executive Officer ED 2018 M Mauritius 8/8 of mind and judgement as well as his knowledge
shareholders’ meetings are set well in advance. According
Melanie Faugier NED 2019 F Mauritius 7/8 and industry experience, notwithstanding his non-
to their respective charters, Board meetings are held
independence per the definition of the Companies
Bruno de Froberville NED 2019 M Mauritius 8/8 at least four times a year and all Board committees meet
Act 2001.
Dominique Galea * Chairman NED 2018 M Mauritius 8/8 at least four times a year except for the CGNRC that
Catherine McIlraith IND 2019 F Mauritius 8/8
meets at least twice a year. Additional meetings may be
convened to deliberate urgent matters. Certain decisions
Ashraf Musbally ED 2019 M Kenya 8/8
are taken by way of written resolutions.
Mushtaq Oosman NED 2019 M Mauritius 8/8
The Board will review Board and Committees’ charters
Olivier De Grivel IND 2019 M Mauritius 7/8
on an annual basis upon recommendation of the CGNRC.
* Brian Ah-Chuen (Alternate to Mr Vincent Ah-Chuen) 2019 M Mauritius N/A
*Celine Gormand (Alternate to Mr Dominique Galea) 2020 F Mauritius N/A
Definitions: NED: Non-Executive Director – IND: Independent Non-Executive Director – ED: Executive Director

Main terms of reference: • T o make recommendations to the Board on the Main areas of focus during the year under review: While the Board is ultimately responsible for ensuring
• T he functioning of the internal control system and appointment of new executive, Non-Executive • Q
uarterly Risk reports (including Mauritian and East that the appropriate structure and processes are
internal audit; Directors and advises on the composition of the African subsidiaries); in place to effectively manage capital and treasury risk,
Board in general and the balance between executive the ALCO decides on the appropriate asset allocation,
• The risk areas of the company’s operations to be • R
isk Management Framework (RMF) in line with
and non-executive directors appointed to the Board,
covered within the remit of the internal and external the Insurance Risk Management Rules (2016) on portfolio construction and asset manager selection
audits, with the exclusion of those addressed by and on succession planning;
Implementation; (where applicable) in order to achieve the goals set out
the Risk Committee; • The committee makes recommendations regarding in the investment strategy.
the company’s general policy pertaining to executive, • Covid-19 pandemic impact;
• The reliability and accuracy of financial information
provided to management and other users of financial non-executive, independent non-executive fees • Reinsurance Risk;
and senior management remuneration. Main areas of focus during the year under review:
statements; • Capital Management;
• C
onsistent monitoring of portfolios in light of the
• The company’s compliance with regulatory Main areas of focus during the year under review: • D
isaster Recovery and Business Continuity Plan impact of the current pandemic with additional
requirements with regard to financial matters; in East African subsidiaries;
• Review of the corporate governance report; parameters introduced to monitor investment
• The scope and results of the external audit, its cost- • Data Protection; exposure risk;
effectiveness, independence and objectivity; • Board and Committees composition;
• Cyber security. • De-risking and Optimisation of African portfolios;
• T
he nature and extent of non-audit services provided • Review Board Charter;
by external auditors. External and Internal Auditors • A
sset and Liabilities matching of Life insurance
• U
pdating letters of appointments for Independent 4. Assets and Liabilities Committee (ALCO)
attend meetings when required. portfolio;
Non-Executive and Non-Executive Directors;
Attendance • R
eduction of concentration of investment in certain
Main areas of focus during the year under review: • Executives’ bonuses; Members Category at Committee
meetings
local equities and increased diversification;
• Q uarterly unaudited financial statements and • Review of Group Executive Structure in East Africa;
Alfred Bouckaert (Chairman) IND 6/6
• Liquidity and capital management.
audited annual financial statements including • R
eview of Board Appraisal Exercise outcome and
management reports from the external auditor; recommending remedial actions; Bertrand Casteres ED 6/6
• Impact of Covid-19 pandemic; • Review criteria for Independent Directors; Olivier de Grivel IND 6/6
• Recommendation for appointing the new external • R
eview Succession planning for Directors and Group Chief
Principle 3: Director
auditor; members of the Executive Committee.
Laval Foo-Kune
Finance Officer
6/6 Appointment Procedures
• Monitoring implementation plan of the new Dominique Galea NED 6/6
accounting standard: IFRS 17 ;
3. Risk Committee Appointment and re-election
Bruno de Froberville NED 5/6
• Internal Audit reports – Company and subsidiaries of Directors
(including East African subsidiaries); Attendance Ahsraf Musbally ED 5/6
Members Category at Committee According to the Constitution of the Company, Directors
• Recommendation of rate of dividend to declare. meetings may be appointed by:
Main Terms of Reference:
Alfred Bouckaert (Chairman) IND 4/4
2. Corporate Governance, Nomination • D
evise the Group’s investment strategy, including • N
otice in writing signed by the holders of the
Olivier De Grivel IND 4/4
that of MUA Life Ltd; majority of the ordinary shares;
and Remuneration Committee (‘CGNRC’) Dominique Galea NED 4/4
• D
efine the investment philosophy and specific • D
irectors’ resolution to fill a casual vacancy or to
Attendance Mushtaq Oosman NED 4/4 investment objectives of the Group consistent with increase the number of directors up to the maximum
Members Category at Committee
meetings this strategy; number allowable by the Constitution;
Catherine McIlraith (Chairman) IND 3/3
Main Terms of Reference: • D
efine responsibilities with regard to the • Shareholders’ ordinary resolution;
• R
eviewing the Group’s risk appetite and future management of the Group investment portfolio; • M
oreover, to be in line with the Code, the Board
Vincent Ah Chuen NED 3/3
risk strategy for economic capital, liquidity and • D
etermine appropriate levels of investment risk has adopted a Nomination Policy which defines the
Melanie Faugier NED 2/3 reputation and also for operational risks; which the Group is prepared to accept within the election and re-election processes;
Dominique Galea NED 3/3 • R
eviewing the Group’s risk profile against risk broader guidelines set by the MUA Group Risk • D
irectors are appointed on a yearly basis at the
Mushtaq Oosman appetite, effectiveness of risk management Policy and the Board; annual meeting of shareholders. Each Director
NED 2/3
(as from March 2020) framework; • Determine capital allocation criteria; is elected by a separate resolution;
• R
eviewing scenarios and stress tests which the • Monitor the Assets and Liabilities management; • T
he process of selection and nomination
Main terms of reference: Group uses to assess the adequacy of its economic of candidates as directors and the process for
• D
etermine appropriate benchmarks for the
• T o keep the Board informed of current best practices and regulatory capital and liquidity; re-election of directors are entrusted to the CGNRC.
in corporate governance for their applicability to measurement of investment performance.
• Managing the Group risk policies.
the Company;
• To update the Company's corporate governance
principles and governance practices;
• To ensure that the reporting requirements
with regard to corporate governance, whether
in the annual report or on an ongoing basis,
are in accordance with the 8 principles of the Code;

Directors’ Profile
Dominique Galea Bertrand Casteres Vincent Ah Chuen Mushtaq Oosman Brian Ah Chuen Celine Gormand
Non-Executive Director Executive Director Non-Executive Director Non-Executive Director Alternate Director Alternate Director
and Group Chairman and Group CEO
Alfred Bouckaert Bruno De Froberville Olivier De Grivel

Independent Non-Executive Non-Executive Director Independent Non-Executive
Director Director
Mélanie Faugier Catherine Mcilraith Ashraf Musbally

Non-Executive Director Independent Non-Executive Executive Director and
Director CEO Kenya & East Africa
Directors’ Profile (continued)
Dominique Galea Bertrand Casteres Vincent Ah Chuen Alfred Bouckaert Bruno De Froberville Olivier De Grivel
Non-Executive Director Executive Director Non-Executive Director Independent Non-Executive Non-Executive Director Independent Non-Executive
and Group Chairman and Group CEO Director Director
Citizen and Resident of Mauritius Citizen and Resident of Mauritius Citizen and Resident of Mauritius Citizen and Resident of Belgium Citizen and Resident of Mauritius Citizen and Resident of Mauritius
Appointed: July 2018 Appointed: July 2018 Appointed: January 2019 Appointed: January 2019 Appointed: January 2019 Appointed: May 2019
Qualifications: HEC Paris (France). Qualifications: Master’s degree Skills & Experience: Qualifications: Bachelor degree Qualifications: MBA from the Qualifications: Master in
in applied mathematics, actuarial • Managing Director of ABC from the University of Louvain University of Birmingham (UK), Management ESCP Paris (France).
Skills & Experience: science and finance and (Belgium) a Bachelor in Science with
Group of Companies.
• Started in the clothing industry Executive MBA from HEC Paris a Major in Marketing from Skills & Experience:
• Played a key role in the
by setting up a buying office (France). Skills & Experience: Louisiana State University (USA) • Career in international
development and diversification
for overseas buyers • Served as General Manager corporate and investment
of the ABC Group of
(Kasa Textile Ltd); Skills & Experience: at Crédit Lyonnais Europe and, Skills & Experience: banking at JP Morgan and
Companies;
• The diversified activities by • Worked in the internal audit before its acquisition, at Chase • Experienced professional HSBC with responsibilities in
• Actively involved in various Manhattan Bank; senior management and client
acquiring controlling stakes department of Aviva Europe in the property and
socio-cultural and non-profit coverage;
in Ducray Lenoir Ltd in 1988, as audit senior manager in the • Worked at AXA where he building sector;
associations.
and in Rey & Lenferna Ltd financial management and was CEO of Axa Belgium, • General Manager and owner • Worked in Paris, New York,
in 1998. actuarial audit department, Board Committee memberships: Germany, Switzerland (with of Square Lines Ltd, a property London and Hong Kong
conducting internal audit Corporate Governance, the acquisition of Winterthur), development company. with a specialty in financial
Board Committee memberships: reviews in actuarial processes Nomination & Remuneration Ukraine and Russia and institutions.
Corporate Governance, Nomination across Aviva’s European Board Committee memberships:
Committee a member of the main
& Remuneration Committee; Risk subsidiaries; Audit Committee; and Assets Board Committee memberships:
Management Board;
Committee; Assets and Liabilities Directorship in other listed and Liabilities Committee Risk Committee; and Assets
• Involved in the implementation • Past President of the Board
Committee companies: Chairman of ABC and Liabilities Committee
of Solvency II EU Directive at Belfius Bank and Insurance; Directorship in other listed
within the Aviva Group; Motors Co Ltd and POLICY Ltd Directorship in other listed
Directorship in other listed • Currently holds various companies: Director of MDF
companies: Director of Ascensia Ltd, • Joined MUA in January 2012 as positions in several boards of Group Ltd companies: none
Chairman of Forges Tardieu Ltd and head of internal audit and was non-listed and listed companies
United Docks Ltd appointed CEO in 2015. outside Mauritius.
Board Committee memberships: Board Committee memberships:
Assets and Liabilities Committee Risk Committee (Chairman);
Directorship in other listed Assets and Liabilities Committee
companies: none (Chairman)
Directorship in other listed
companies: none

Directors’ Profile (continued)
Mélanie Faugier Catherine Mcilraith Ashraf Musbally Mushtaq Oosman Brian Ah Chuen Celine Gormand
Non-Executive Director Independent Non-Executive Executive Director and Non-Executive Director Alternate Director Alternate Director
Director CEO Kenya & East Africa
Citizen and Resident of Mauritius Citizen and Resident of Mauritius Citizen of Mauritius and Resident Citizen and Resident of Mauritius Citizen and Resident of Mauritius Citizen and Resident of Mauritius
of Kenya
Appointed: January 2019 Appointed: January 2019 Appointed: January 2019 Appointed: Alternate Director to Appointed: Alternate Director to
Appointed: January 2019 Vincent Ah Chuen since January Dominique Galea since January
Qualifications: DEUG in Qualifications: Bachelor Qualifications: Chartered 2019 2020
economics from University of of Accountancy from the Qualifications: BSc City University Accountant, fellow of the Institute
Paris I - Panthéon Sorbonne University of the Witwatersrand (London, UK), MBA Imperial of Chartered Accountants in Qualifications: Bachelor of Qualifications: Master in
(France) and an MSc in (Johannesburg, South College (London, UK), Fellow of England and Wales Business Administration Honours Management ESCP Europe
Management from EM Lyon Africa); member of the South the Chartered Insurance Institute degree from Schulich School (Paris, France)
Skills & Experience:
School of Management (France) African Institute of Chartered (FCII) of Business, York University
Accountants, Fellow Member • Over 25 years professional (Toronto, Canada). Fellow Skills & Experience:
Skills & Experience: Skills & Experience: experience in audit and • Started her career with Duff
of the Mauritius Institute of Member of the Mauritius Institute
• Started her career as the • Started his career as financial advice, with a & Phelps in Paris in 2006,
Directors (MIoD) of Directors
trading manager of Thon des Management Consultant diversified portfolio of clients specialising in business
Mascareignes Ltee (IBL Group); Skills & Experience: at Kemp Chatteris Deloitte in sectors such as banking, Skills & Experience: valuation and advisory;
• Since 2010, she has served • Started her career with Ernst & & Touche; insurance, manufacturing, • Previously the Executive • Held various positions in
as non-executive director and Young in Johannesburg before sugar companies, the Director of several companies Strategy and Marketing at AXA
• Joined La Prudence
member of various committees joining the investment banking hospitality industry, betting in the ABC Group including Group in Paris from 2010 to
(Mauricienne) Assurances
of La Prudence Leasing Finance industry where she held operator, textiles and trading; Chue Wing & Co. Ltd (Foods), 2017, before moving to AXA
(now part of MUA) in 1997 to
Cy Ltd and Credit Guarantee senior positions in corporate manage and develop its health • Joined Roger de Chazal ABC Autotech Ltd (Automobile) Middle East to work in the
Insurance Co ltd; and specialised finance for insurance department. He was & Partners (founders of and Marina Resort (Hospitality); Partnership and Bancassurance
• Co-founder and owner of Ridge Corporate Finance, BoE appointed Chief Operations Price Waterhouse in 1988 • Current Executive Director of division of the Gulf region;
Cottons Trading Ltd, a local NatWest and BoE Merchant Officer (General Insurance) in in Mauritius), serving as a ABC Banking Corporation Ltd • Since 2019 she has been Head
clothing retailer; Bank in Johannesburg; 2004. He retained this post partner from 1991 until his (listed on the DEM of the Stock of Strategy & Marketing at
• Former Head of Banking at after the company’s merger retirement in 2015. Primarily Exchange of Mauritius) and Majid Al Futtaim Carrefour, Iran.
• Co-founder and Managing an Assurance Partner, he was
Investec Bank (Mauritius) with Mauritius Union in 2010; serves as its Strategic Business
Director of Senior Homes also responsible for Business Board Committee memberships:
Ltd, the leading company in Limited between 2004 • In 2012, he took over the Executive Director.
and 2010; Recovery Services as well as none
assisted living in Mauritius. responsibility of the General
the Chief Operating Partner Board Committee memberships:
• Serves as an Independent Insurance Underwriting Directorship in other listed
Board Committee memberships: for Mauritius. none
Non-Executive Director Department. He was promoted companies: none
Audit Committee; and Corporate and as a member of various to Head of the General Board Committee memberships: Directorship in other listed
Governance, Nomination & Committees of several public Insurance in 2014; Audit Committee (Chairman); companies: Director of ABC
Remuneration Committee and private companies in • Appointed CEO Kenya & East and Risk Committee Banking Corporation Ltd and
Mauritius, South Africa and Africa in 2016. ABC Motors Company Limited
Directorship in other listed Directorship in other listed
the UK. She also served as a
companies: none Board Committee memberships: companies: Director of ENL
Director of the MIoD for 5 years
and as its Chairman for 2 years. Assets and Liabilities Committee Land Ltd, Automatic Systems Ltd,
United Docks Ltd, Les Moulins
Board Committee memberships: Directorship in other listed
de la Concorde Ltée and Forges
Audit Committee; Corporate companies: none
Tardieu Ltd
Governance, Nomination &
Remuneration Committee
(Chairman)
Directorship in other listed
companies: Director of Astoria
Limited, CIEL Limited, Grit Real
Estate Income Group Limited,
Les Gaz Industriels Limited, Barak
Fund SPC Limited and Paradise
Hospitality Group Ltd

Executive Committee
The Executive Committee of the

MUA Group (‘The Team”) has been
constituted to manage business
issues, opportunities and threats that
have cross-divisional implications
or are considered as material and/
or sensitive for the MUA Group.
The Team is the executive decision-
making body of the MUA Group and
it acts as the primary forum through
which decisions of a transverse
nature are taken. To effectively
address matters of relevance to its
duties and responsibilities, the Team
has set up appropriate management Delphine Ahnee Mehtab Aly Jérôme Katz Clarel Marie Latimer Kagimu Mukasa
sub-committees which provide Head of Group Risk, Head of Mergers, Acquisitions Head of Group Strategy General Manager - Managing Director, Uganda
comprehensive evaluation on key Legal & Customer Care & Capital Management & Investment Life Insurance Operations
issues for members of the Team
to reach informed decisions.
The Executive Committee of MUA

consists of the following senior
management team members, as at
31 December 2020:
Nathalie André Jean Christophe Cluzeau Rishi Sewnundun Kenny Wong

Group Head of Human Head of General Insurance Head of Group Information Head of Group Reinsurance
Resources Systems & Logistics & Special Risks
Sin Cham (Laval) Foo-Kune Naresh Gokulsing

Group Chief Finance Officer Managing Director Life & Pension

Executive Committee (continued)
Delphine Ahnee Mehtab Aly Nathalie André Jean Christophe Sin Cham (Laval) Naresh Gokulsing
Head of Group Risk, Legal Head of Mergers, Acquisitions Group Head of Cluzeau Foo-Kune Managing Director Life
& Customer Care & Capital Management Human Resources Head of General Insurance Group Chief Finance Officer & Pension
Citizen and Resident of Mauritius Citizen and Resident of Mauritius Citizen and Resident of Mauritius Citizen of France and Resident Citizen and Resident of Mauritius Citizen and Resident of Mauritius
of Mauritius
Qualifications:LLB (Hons.) degree; Qualifications: Master in Business Qualifications: Master in Cognitive Qualifications: Bachelor Qualifications: BA in Accounting
Qualified Quality Management Administration from the Université Psychology (Tours, France); DESS Qualifications: DESS in of Commerce and Bachelor and Finance from the University
System Auditor; Executive de Bordeaux IV (France) in Occupational Psychology & Information Systems; Master of Accountancy from the of Leeds (UK); MBA from
Education program ESSEC Cognitive Ergonomics Université Management in Insurance University of the Witwatersrand Warwick Business School (UK);
Skills & Experience: (France)
(France) Paris VIII (France); Master (Johannesburg, South Africa); Fellow Member of the Association
• Mergers and acquisitions in Business Administration Chartered Accountant South of Chartered Certified
Skills & Experience: specialist with more than Skills & Experience:
(Poitiers, France) Africa; RIMAP Certified Risk Accountants (FCCA)
• Joined La Prudence 10 years’ experience in • Over 25 years’ experience in Professional (Federation of
(Mauricienne) Assurances corporate valuation issues, Skills & Experience: the insurance industry, 19 of Skills & Experience:
European Risk Management
(now part of MUA) in 2000 and deal structuring, raising finance • Started her career as which were spent with AXA • Started his career with PwC
and corporate restructuring, Associations); Executive
served for more than ten years a consultant for Wilton as Head of Individual Clients in 1993;
also expert in stock exchange for AXA France South East, Development Programme at
in the Claims Management Associates/ Coopers & Lybrand, • Joined the Cim Group in
and litigation monitoring related matters, from IPOs and General Secretary of Nationale Stanford University Graduate
before joining the Ministry of 1997 as Head of Research
for General Insurance; takeovers to delistings; Suisse Assurance France, School of Business (USA)
Women, Family Welfare and and General Manager of Cim
• Promoted Head of Group • Worked for more than 15 years Child Development as Head of Director of Strategy, Steering Skills & Experience: Stockbrockers; then became
Risk, Legal and Customer at PwC; the Child Development Unit; and Support Services (Health
• Started his professional career Head of Finance of Cim
Care in 2014 and she is & Prevention);
• Joined MUA in 2016 as Head • She moved to MCB Ltd, first as in South Africa with Levenstein Insurance, Chief Operating
also responsible for the of Mergers & Acquisitions. Human Resources Coordinator • Joined MUA in 2016 as Head & Partners, Symo Corporation Officer and Executive Director
implementation of Process then as Change Management of General Insurance Ltd, then IBM (South Africa); of Cim Insurance and Cim Life,
Efficiency Projects across Specialist; in Mauritius. and finally Managing Director
• Joined La Prudence
the group; • Was Human Resources of Cim Property Fund, where
(Mauricienne) Assurances
• Serves as the Group Risk Manager at Maureva Ltd for (now part of MUA) in 1998 as he launched Ascencia Ltd;
Officer and Money Laundering six years; Finance Manager and became • Joined MUA in 2012 and was
Reporting Officer, and is an • Joined MUA in 2017 as Human Senior Manager in charge of appointed Managing Director
active member of MUA’s Resources Manager and was the Finance and Accounting of the Life subsidiary in
Corporate Social Responsibility promoted to Group Head of department in 2010; Mauritius in 2015.
committee. Human Resources in 2019. • Broad experience in finance,
accounting, reserving,
reinsurance and insurance.

Executive Committee (continued)
Jérôme Katz Clarel Marie Latimer Kagimu Rishi Sewnundun Kenny Wong
Head of Group Strategy General Manager - Mukasa Head of Group Information Head of Group Reinsurance
& Investment Life Insurance Operations Managing Director, Uganda Systems & Logistics & Special Risks
Citizen and Resident of Mauritius Citizen and Resident of Mauritius Citizen and Resident of Uganda Citizen and Resident of Mauritius Citizen and Resident of Mauritius
Qualifications: Master in Qualifications: MBA; Chartered Qualifications: Banking degree; Qualifications: Graduated Qualifications: Graduated from
Management ESCP Europe Insurer and an Associate of the Postgraduate qualification in in Computer Science and London School of Economics and
(Paris, France) Chartered Insurance Institute Management Engineering from University Political Science (UK); Fellow and
(London, UK) of Mauritius; MBA University Graduate Statistician of the Royal
Skills & Experience: Skills & Experience:
of Mauritius Statistical Society of London (UK);
• Started his career with the Skills & Experience: • Founder of Rock Insurance Certified Insurance Professional
American bank JPMorgan in • Started his career with Swan Services in 2000, an insurance Skills & Experience:
and Associate of the Australian
Paris in 2006; Life and was there from 1979 brokerage firm subsequently
• Joined J. Kalachand & Co. Ltd and New Zealand Institute of
• Joined Feber Associates to 1993; acquired by Marsh Uganda,
in 1998 as Systems Manager Insurance and Finance
(now part of MUA) in 2009 • Joined Cim Insurance in 1993 of which he became
and later Sales Manager;
as the Manager. He now to develop the long-term Managing Director; Skills & Experience:
• Joined MUA in 2005 as Head
oversees group strategy, with individual assurance products • Joined MUA in 2017 as • Served various positions in
of Information Systems and
extensive involvement in the and was appointed Technical Managing Director in Uganda; reinsurance broking, investment
appointed Senior Manager
African subsidiaries, strategic Manager for Life and Pension • Served as a Board Member for banking, and marketing both in
in 2008;
marketing and digitalisation in 2001; Financial Literacy Foundation, Mauritius and London;
and also supervises all the • Pioneered several key strategic
• Joined La Prudence the Private Sector Foundation • Joined MUA in 2009 as
group’s investment and asset IT projects including mergers
(Mauricienne) Assurances of Uganda, Member of the Reinsurance Manager and was
management activities. in Mauritius and East Africa
(now part of MUA) in 2006 as Financial Literacy Advisory promoted Senior Manager
and led the implementation
Technical Manager of the Life Group under the Bank of in 2012;
of a number of innovative
and Pension department and Uganda and GIZ, founding • Appointed Practice Group
technologies across the group.
is currently in charge of the Vice Chairman of the Forum Manager of the Globus
Operations of the life insurance for South African Businesses in Financial Lines Centre of
subsidiary in Mauritius. Uganda (FOSABU); and current Excellence in October 2016.
Board Chairman of Compuscan
Credit Reference Bureau
Uganda.

Induction of Directors During 2020, share dealing by Directors and their associates were as follows:
An Induction program is available for all Directors on their first appointment with the aim of getting promptly acquainted
with the Company and its subsidiaries, and obtaining insights of the business, environment and market in which the Acquired Disposed of
Acquired Disposed of
Directors Associates Associates
Group evolves.
Bertrand Casteres 11,600 - -
Professional Development and Training Ashraf Musbally 4,000 - -
The CGNRC identifies specific training needs of the Directors. In 2020 all the Directors were invited to attend a training
Vincent Ah Chuen - - - 262,200
session on IFRS 17 and a working session on digitalisation in the insurance business.
Dominique Galea - - - 361,100
Succession Planning Name Of EXCO Members

The Board assumes responsibility for succession planning of Board members and key management personnel so as
Jérôme Katz - 1,700 - -
to maintain an appropriate balance of knowledge, skills and experience required to ensure stability and sustainability
of the Group. In 2020 a succession plan was presented to the CGNRC. Laval Foo Kune - 56,000 - -
Delphine Ahnee 200 - - -
Principle 4: Directors Duties, Remuneration and Performance

Rights Issue Directors and members of the Executive Committee subscribed to ordinary
Legal Duties shares as per table below:
Directors are made aware of their legal duties in the induction program they follow on first appointment. The Board
Charter includes a summary of legal duties under various relevant enactments. No of No of shares subscribed
Names shares subscribed by Associates
Conflicts of Interests, Related Party Transactions and Share dealing
Group Conflicts of Interests (including Related Party) Policy provide clear guidance on procedures to follow when any Directors
occurrence that may lead to a conflict of interest arise. Bertrand Casteres 2,202 -
In line with the Model Code for Securities Transaction by Directors of Listed Companies (Appendix 6 of Listing Rules of Vincent Ah Chuen 99,837 429,507
SEM), the Board has approved a Group Share Dealing Policy which is applicable to directors and senior management.
Dominique Galea 39,494 1,090,054
Declarations made by directors are entered in the Register of Interests which is maintained by the Company Secretary.
The Register of interests is available to shareholders upon written request of shareholders. Mushtaq Oosman 1,937 -
Melanie Faugier 145 57,885

Moreover, at the beginning of each meeting of the Board, the Chairman invites the Directors to declare any potential
source of conflicts of interests, or any share dealings to be thereafter recorded in the Register of Interests. Olivier De Grivel 121,185
Apart from share dealings reported under paragraph 4.3, no additional entries had been made in the Register
Alternate Directors
of Interests in 2020.
Brian Ah Chuen 1,000 -
Moreover, the Board will regularly monitor and evaluate compliance with the Code of Ethics.
Celine Gormand 24,097 -
Directors’ Interest in the shares of the Company as at 31 December 2020: Members of EXCO
Mehtab Aly 261 -

Direct Interest Indirect Interest
Directors Naresh Gokulsing 3,302 -
Number of shares Percentage Percentage
Vincent Ah Chuen 456,207 0.91 0.22

Alfred Bouckaert - - -
Bertrand Casteres 22,027 0.04 -
Board Evaluation
Bruno De Froberville 52,999 0.11 1.43
In accordance with the Board Charter, a Board and Committee Evaluation process had been conducted by
the Company Secretary at the end of 2019 by way of questionnaires. and findings and recommendations were
Olivier De Grivel - - 0.05
addressed by the CGNRC, and submitted to the Board in March 2020.
Dominique Galea 362,631 0.72 15.03
Melanie Faugier 1,455 <0.01 4.38
Catherine Mcilraith - - -
Ashraf Musbally 5,400 0.01 -
Mushtaq Oosman 10,374 0.02 -
Brian Ah-Chuen (Alternate to Mr Vincent Ah Chuen) 3,250 0.01 -
Celine Gormand (Alternate to Mr Dominique Galea) 24,097 0.05 -

Remuneration Share Option Scheme
A share option scheme, to be offered to selected members of Executive Management and effective as from 1 January
Remuneration Policy 2018, was approved by the shareholders of The Mauritius Union Cy. Ltd in June 2018. Further to the implementation
The guiding principle for compensation and rewards is to be within the 50th percentile of the benchmarked remuneration of the Scheme of Arrangement as from 1 January 2019, the Share Option Scheme was cancelled and an equivalent
of similar and acceptable insurance companies and financial institutions. The compensation practice of MUA derives scheme relating to the ordinary shares of MUA Ltd (listed on the Stock Exchange of Mauritius) will apply.
from remuneration surveys and participation in peer reviews, complemented by effective staff and team performance
management policies. MUA pay practice comprises fixed pay, variable pay, allowances, share incentive scheme and Moreover, at a special meeting held in July 2020, the shareholders approved the setting up of an Employee Share
other benefits. Scheme (ESS) to be offered to the employees of MUA Ltd and its subsidiaries, namely The Mauritius Union Assurance
Cy. Ltd, MUA Life Ltd, MUA Pension Ltd, MUA Mutual Fund Ltd and MUA Stockbroking Ltd for an aggregate
Fees for directors and members of committees maximum number of one million five hundred thousand (1,500,000) ordinary shares starting 1 January 2020,
subject to a maximum of three hundred thousand (300,000) ordinary shares being issued in any given financial year
The CGNRC reviews on an annual basis the adequacy of Directors’ and senior executives’ remuneration.
under the ESS of MUA Ltd.
Fees payable to Non-Executive Directors in 2020 were as follows:
Information, Information Technology and Information Security Governance
Assets
Audit Corporate Governance, Risk
Board Fees and Liabilities Total Fees Information Technology
Directors Committee Nomination & Remuneration Committee Fees
(Rs) Committee (Rs)
Fees (Rs) Committee Fees (Rs) (Rs)
(Rs) With the protection of the confidentiality and availability of information being critical to the smooth running of our
Vincent Ah Chuen 801,590 - 139,200 - - 940,790 activities, MUA continuously seeks to foster a robust IT platform that upholds the security and performance of its IT
Alfred Bouckaert 600,000 - - 199,200 199,200 998,400 systems in adherence with regulatory and industry norms. In this respect, the Group has implemented an Information
Security management system, including information security policies, based on internationally accepted standards
Olivier de Grivel 360,000 - - 139,200 139,200 638,400
and best practices to regulate the use, security standards, control and access rights within its IT infrastructure and
Melanie Faugier 360,000 - 139,200 - - 499,200 systems. An Information Security Policy is in place and forms part of the Information Security framework that has been
Bruno de Froberville 360,000 139,200 - - 139,200 638,400 implemented. Matters relating to Information Security are overseen by the board through the Risk Committee.
Dominique Galea 957,600 - 139,200 139,200 139,200 1,375,200
The Information Security management system is being monitored and updated as needed by the Group’s information
Catherine McIlrath 600,000 139,200 199,200 - - 938,400 Security department. The information security policies are available on the Group’s intranet with staff being made aware
Mushtaq Oosman 360,000 199,200 69,600 139,200 - 768,000 of relevant requirements through regular awareness sessions. MUA continues to invest in information technology
4,399,190 477,600 686,400 616,800 616,800 6,796,790 to enhance its operational resilience.
The Audit Committee reviews on an annual basis the budget of expenditure on information technology for
recommendation to the Board. Investment in information technology and IT security is ongoing and the Group has
Remuneration of Executive Directors has not been disclosed on an individual basis as the Board considers this a well-established and effective process in place for approval of all major investments.
sensitive information.
Data Protection
2020 2019 In compliance with the EU General Data Protection Regulations (“GDPR”) and the Data Protection Act 2017 (“DPA”),
Members
Rs Rs
MUA has approved a Data Protection Policy (“Policy”) with a view to promoting a privacy culture within the Group and
Executive Directors 32,063,143 28,091,492 ensuring that all clusters, business units and employees protect the privacy of personal information of individuals in
their daily operations including procedures for personal data breach; the escalation process when discovering a breach
Non-Executive Directors 6,796,790 6,889,547
and the procedures to notify the relevant authorities.
Total 38,859,933 34,981,039
The Policy defines the MUA’s requirements regarding the collection, storage, use, transmission, disclosure to third
parties and retention of personal information. The Policy is used as a general guideline to the clusters and business
units, which remain responsible for ensuring strict compliance while collecting personal information without derogating
Non-Executive Directors do not receive remuneration in the form of share options or bonuses associated with from the core principles of the DPA.
organisational performance.
Arziana Koyroo, Compliance Specialist, who forms part of the Legal & Compliance team of MUA, has been appointed
Data Protection Officer (“DPO”). The main duties of the DPO is to monitor compliance and provide advice on the Act
as well as to coordinate the reply with the supervisory authority.

Principle 5: Risk Governance and Internal Control In 2020 MUA focused on a number of health and safety initiatives:
• R
educing the number of accidents and illnesses arising at the workplace by systematic inspections to find and
Risk Management eliminate unsafe working conditions and control health hazards;
The Board of Directors is responsible for the governance of risk and ultimately responsible for the setting up • Creating a positive Health and Safety culture by providing training and talks;
and monitoring of the risk management process.
• T
he wellbeing of our employees remains an important of our human resources strategy. To this end the Health
All significant areas are covered by appropriate and adequate internal controls and the internal controls are reviewed and Safety Committee, the Employee Welfare Committee and other departments continued to organize sports
as and when required to cater for changes in the level of risks. and recreation events;
• E
nsuring that emergency preparedness procedures are in place and are communicated to help employees to deal
The Risk Management report is found on pages 104 to 123 of the Annual report. with emergencies when it is least expected such as fire, pandemics, cyclones and other natural disasters.
Health and safety remains an integral and daily part of the business, with each employee taking personal responsibility.
Whistleblowing Policy
The Executive Team pursues a sensible and balanced approach to health and safety of all the business units and
MUA is committed to the highest possible standards of openness, integrity and accountability. In line with that its employees.
commitment, MUA has implemented a Whistleblowing Policy, whereby an alternative reporting process is established
for use by all employees in strict confidence, without the risk of subsequent retaliation, victimisation, discrimination
or disadvantage. Charitable and Political Contributions
The Whistleblowing Policy is available on the MUA’s intranet and it has been designed in such a way to assist Charitable Contributions
employees who have concerns about any aspect which involves malpractices or unethical issues, to come forward and Charitable donations made by the group during the year amounted to Rs 3,023,514 out of which Rs 1,067,126 was
voice out those concerns anonymously in writing or electronically via MUA’s Whistleblowing Portal or verbally with disbursed to the Mauritius Revenue Authority in support of the National Social Inclusion Foundation. The donations
their immediate supervisor/manager or their superior officer. channelled through the MUA Foundation, created in 2010, enable us to execute our CSR projects with greater
If for any reason, they feel that their immediate management is involved, employees are encouraged to approach efficiency, contributing to the empowerment of vulnerable communities. The projects supported in 2020 are detailed
a more senior level of management, e.g.: the designated person within the Internal Audit department, the Money in the Sustainability section of this report.
Laundering Reporting Officer (depending on the nature of the complaint) or they may address their report
The year under review proved particularly challenging for vulnerable communities, as the Covid-19 pandemic had
to the Group CEO.
severe economic, social and educational consequences for them. Our efforts to assist these communities focused on
providing emergency assistance in the form of food packs and additional assistance to support projects impacted by
the lockdown and the general economic downturn.
Principle 6: Reporting with Integrity
The Directors reaffirm their responsibility for preparing the annual report including the annual financial statements in Charitable donations channelled through MUA Foundation
compliance with International Financial Reporting Standards and the Companies Act 2001, and considers the annual
report, taken as a whole, fairly balanced and understandable. The Board confirms its commitment in providing therein Category Number of projects Total Spend
necessary information for shareholders and stakeholders to assess the Group’s position, performance and outlook.
More comprehensive information pertaining to the organisation’s financial, environmental, social and governance
Peace and nation-building 1 50,000
position, performance and outlook are included in the following sections of the Annual Report – About MUA,
Strategy & Performance, Risk Management and Financial Statements. Education, welfare and development of vulnerable children 6 363,052
The annual report 2020 is published on the Group’s website. Poverty alleviation, community development and capacity building 3 1,155,336
Protection, health and special integration of vulnerable groups 3 55,000

Sustainability
Sustainable development and environment 3 333,000
Sustainability of MUA Group relies on three primary pillars: Business Resilience, Shared Value and
Environmental Impact. Grand Total 16 1,956,388
MUA recognises that it operates across a broad cross-section of communities and it is committed to considering not
only economic viability but also environmental consequences and social implications of its activities. Reviewing and The group’s employees continued to provide support for community initiatives throughout the year, reinforcing our
reporting on the sustainability of the Group ensures that we find the right balance between economic, environmental team’s engagement. The successful implementation of the Foundation’s CSR strategy relied on their engagement and
and social factors. It also reiterates MUA’s commitment and engagement to go beyond mere compliance, recognising
continuing to build sustainable partnerships with NGOs and communities. The Foundation’s projects have consistently
its key role in job and value creation in Mauritius and ultimately in all the markets in which we operate. The Board has
had a positive and tangible impact on the communities which have been assisted. The current economic and social
also inserted in the Board Charter a clause on Non-Discrimination committing to be an equal opportunity employer.
challenges being faced by an increasing number of people has brought new impetus to the Foundation’s work,
now even more firmly aligned with MUA’s new strategic plan and it’s company values.
Environment, Health & Safety
MUA continues to focus on enhancing the positive safety culture already in place. Key safety objectives are a mandatory Political Contributions
component of its business plan, forming an integral part of the daily routine across all business locations. The Group’s
In line with the Company’s policy, no political donations were made during the year under review.
health and safety framework incorporates industry best practices to effectively control risks and prevent accidents in
the work place.

Principle 7: Audit Reporting Lines
Our Internal Audit function derives its authority from the Board through the Audit Committee. The Internal Auditors
Internal Audit have a direct reporting line to the Audit Committee and maintain an open and constructive communication with
The MUA Internal Audit’s mission is to provide reliable independent assurance to the Board and the Audit the Management. They also have direct access to the Chairman of the Audit Committee. This structure allows
Committee on the adequacy and effectiveness of the risk management, governance and internal controls. the Internal Auditors to remain independent. Every quarter, the Audit Committee meets with the internal and
The members of the audit committee and the internal audit function have the necessary qualifications and external auditors to review and discuss any findings. There are regular follow-ups to ensure that these are
experience to carry out their responsibilities. The internal audit team are composed of auditors with auditing and addressed promptly.
insurance experience, and the management team consists of fully qualified accountants.
Coverage
The MUA Internal Audit methodology is risk based and sets out the mandatory standards to be followed by all
our Internal Auditors which should allow our Internal Audit function to achieve its mission. The Internal Audit plan, which is approved by the Audit Committee, is based on the principles of risk management
designed to ensure that their scope of work is congruent with the degree of risk attributable to the area being
As the third line of defence of the “three lines of defence model”, the MUA Internal Audit function provides an audited.
independent assurance over the first and second lines of defence, which are the business operations and risk
function respectively. An overview of the company’s internal control system is illustrated hereunder: Restrictions
The Internal Auditors have unrestricted access to the Company’s records, to management and employees.
Internal Control System
External Audit
ard: IFRS/IA ndard: Law
and S Sta Pursuant to the requirements of the Financial Reporting Act 2004 with regards to mandatory rotation of audit firms,
St
Ernst & Young retired as external auditors of the Group in 2020. Further to a tender exercise, the Audit Committee
and the Board recommended the appointment of PricewaterhouseCoopers (PwC) in replacement to Ernst & Young at
FINANCIAL REGULATORY the Annual Meeting of the shareholders held in July 2020. The shareholders subsequently approved the appointment
REPORTING COMPLIANCE of PwC as new external auditors of the Company.
PwC presented to the Audit Committee their audit plan for 2020 comprising of status and procedures, relevant and
significant risks identified, potential areas of focus, intelligent scoping of material and non-material components.
The Committee invites the external auditors at their quarterly meetings to discuss the accounts presented, management
letters, key audit issues, critical policies and to keep apprise of new accounting standards, methods and terminology.
Consultation between the latter and the internal audit team are regularly encouraged. The Audit Committee meets
OPERATIONS the external auditors without management presence on an ad hoc basis.
Sta n d
n u al
The effectiveness of the external auditor is reviewed by the Audit Committee through feedbacks received from its
Ma
a rd
O members and from the management team.

ur
es
pe
:
r a ti ed
o n s & Pro c The external auditors also provided the additional services as detailed on page 100 of the Statutory Disclosures
section of the Annual Report.
The Internal Audit team carries out the internal audits at MUA Group. The scope of their work encompasses: The provision of non-audit services is subject to a tender process with objective to ensure that the nature of the
• Identification of risk areas and the evaluation of the level of risk for each area; non-audit services, if provided by the external auditors, could not be perceived as impairing their independence on
the external audit exercise
• R
eview of internal controls and agreed actions which are communicated to the Audit Committee
and to the Management;
• Monitoring of the implementation of the agreed actions and reporting these to the Audit Committee.
The team carried out several internal audit reviews during 2020, as follows:
• Agents Cluster;
• Loans;
• General Insurance Debtors;
• MUA Stockbroking;
• General Insurance Pricing;
• Compliance Functions;
• Claims Reserving at East Africa Subsidiaries;
• Claims Handling at MUA Rwanda and MUA Uganda.

Principle 8: Relation with Shareholders and other Key Stakeholders Group Shareholding structure as at 31 December 2020 was as follows:
Key Stakeholders
The Company is committed towards an open communication with its key stakeholders and to take into account their
expectations in the decision-making process. Our various stakeholders are involved in a dialogue on aspects of the
MUA’s organisational position, performance and outlook, where appropriate. MUA LTD
The key stakeholders of the Group and the principle ways in which we engage with them are detailed below:
The importance of transparency in our shareholder communication is vital and is reflected in various
Shareholders & Institutional initiatives: the company website (company information, statutory disclosures & updated news); Annual
Investors
100% 50% 100%
Report; media communiqués (Statement of Accounts, Notice of Dividends & Press Releases); investor
meeting (presentation available online); Annual General Meeting. The Mauritius Union MUA Insurance
MUA Transafrica
Assurance Cy. Ltd Management
Holdings PLC
Limited
Employee engagement is a pillar of the organisation and this is articulated in weekly communication via
Employees various channels (email, staff portal & social media); training & development sessions; monthly management
and quarterly staff meetings; internal publications.
Co-ordinated media campaigns across various channels; dynamic social media presence; informative 99% 100% 80% 40% 100% 100%
Customers company website; marketing & communication supports available through our offices and representatives;
direct communications (email, post & text messages); MUA Mutual MUA MUA Compagnie du MUA Reinsurance Compagnie du
Fund Ltd Pension Ltd Stockbroking Ltd Congo SA Company Limited Decadel Ltée
Regular meetings and interactions with various departments of the Financial Services Commission and
Regulators ongoing interaction on new products, marketing materials, compliance issues and the financial services
sector.
We prioritise communications with our business partners and service providers, including brokers, agents
100% 100% 66%
Suppliers & Partners and our reinsurers. The aim is to build solid and enduring partnerships by exchanging insights, best-practices
MUA MUA Insurance
and experience to empower the respective teams. MUA RDC SA
Life Ltd (Kenya) Ltd
Rights Issue
The Company successfully conducted a Rights issue Exercise in 2020 to refinance the acquisition of Saham Assurance 100% 100% 100%
Company Kenya Limited, whereby 5,010,000 new ordinary shares were issued at a price of Rs 83 per share, thus
Risk Advisory Prudence Prudence
raising Rs 415,830,000. Service Ltd Properties Ltd Realty Ltd
The new ordinary shares are listed on the Stock Exchange of Mauritius Ltd.
Further to the foregoing Rights Issue, the total number of ordinary shares in issue is 50,100,000 and the stated capital
of the company increased to Rs 1,139.8m.
100% 51% 62% 55%

Group Shareholding Structure
Shareholders holding more than 5% of the Ordinary Shares: Saham Assurance Phoenix of Tanzania MUA Insurance MUA Insurance
Company Kenya Ltd Company Limited (Uganda) Ltd (Rwanda) Ltd
Name of shareholder % Holding

14%
18%
Ducray Lenoir (Investments) Ltd 13.88
Succession Mr Pierre Joseph Emile Latour-Adrien 10.89
Devlin Investments Ltd 7.05

45%
Societe Robert De Froberville 5.73
Societe De Financement Et De Promotion 4.65

Shareholding Profile Shareholders’ Agreement
The Company is not aware of any shareholders’ agreement.
Shareholders’ Spread
Number of shares
Number of % Number % Shareholders Information
shareholders of shareholders of shares of shares
The annual meeting of shareholders is the main forum where shareholders may exercise their rights to vote on the
1-500 610 31.4920 101,355 0.20231 company’s affairs and on its governing body. Notices of meetings and annual reports are sent to the shareholders
501-1,000 191 9.8606 150,880 0.30116 within prescribed delays A number of Board and Committees’ members are present at the Annual meeting to give
1,001-5,000 566 29.2204 1,420,178 2.83469
insights on the company’s performance, outlook and strategies and to respond to queries from the floor. The external
auditor is also invited to the annual meeting.
5,001-10,000 187 9.6541 1,353,185 2.70097
10,001-50,000 262 13.5261 5,690,602 11.35849 Shareholders are encouraged to attend the meeting and to avail of the opportunity of raising and discussing any
matter relevant to the Company’s performance.
50,001-100,000 53 2.7362 3,857,718 7.70004
100,001-250,000 45 2.3232 7,526,165 15.02229 The Company publishes on a quarterly basis abridged financial statements and, as and when necessary, any share
250,001-500,000 11 0.5679 3,665,730 7.31683 price sensitive information including dividend declaration.
500,000 12 0.6195 26,334,187 52.56325 The Annual Report of the Company and its subsidiaries is published on the website: mua.mu.
Grand Total 1,937 100.0000 50,100,000 100.00000
Shareholders’ Calendar of events
Timetable of important upcoming events
Shares in Public Hands
In accordance with the Listing Rules of the Stock Exchange of Mauritius, at least 25% of the shareholding of the
Company is in public hands.
DECEMBER MARCH MAY
Dividend Policy Financial year end Publication of yearly group Publication of unaudited
(31 December 2020) abridged financial statements accounts first quarter to
The Company has no formal dividend policy. Dividends are paid twice a year, in June and December and are subject (End of March) 31 March (Mid-May)
to the profitability, cash flow, minimum capital requirements, capital expenditure and foreseeable investments
opportunities. Declaration of interim dividend
(Mid-May)
Shareholder Price Information
140
130
JUNE AUGUST NOVEMBER
120
110 Payment of interim dividend Publication of unaudited Publication of unaudited
100 (Mid-June) accounts second quarter accounts second quarter to
to 30 June (Mid-August) 30 September (Mid-November)
90 Annual General Meeting of
shareholders Declaration of final dividend
80
(End of June) (Mid-November)
70
60
Dec-19 Jan-20 Feb-20 Mar-20 Apr-20 May-20 Jun-20 Jul-20 Aug-20 Sep-20 Oct-20 Nov-20 Dec-20
MUA SEMDEX DECEMBER
Payment of final dividend

(Mid-November)

Other Statutory Disclosures
(Pursuant to Section 221 of the Companies Act 2001)
Activities MUA Insurance Management Ltd MUA Reinsurance Company Limited MUA Transafrica Holdings Public Limited Company
Bertrand Casteres (Chairman) Bertrand Casteres (Chairman) Dominique Galea (Chairman)
The principal activity of the Company during the year Valerie Bishop Cusano Mehtab Aly Vincent Ah Chuen
comprised the transacting of all classes of insurance Sin Cham (Laval) Foo-Kune Kamal Hassan Iyaroo Bertrand Casteres
business, principally protecting assets – motor and non- Simon Pringle Jérôme Katz Mélanie Faugier
motor and medical insurance. The Company also granted Kenny Wong Kenny Wong
secured loans and invested in shares. There has been no Marie Catherine Yow Mook Yuen The Mauritius Union Assurance Cy. Ltd
change in the nature of its business. MUA Insurance (Rwanda) Limited Hemlata Kulpoo Dominique Galea (Chairman)
Erneste Gerard Lemaire (Chairman) Vincent Ah Chuen
Maheboob Alibhai MUA RDC SA Alfred Bouckaert
Mehtab Aly Joseph M. Lebon (Chairman) Bertrand Casteres
Board of Directors Felix Bizumuremyi Bertrand Casteres Olivier De Grivel
The Directors of the Company and of its subsidiaries as Bertrand Casteres Adnan Elabed Mélanie Faugier
at 31 December 2020 were: Théophile Munyaruganda Jérôme Katz Bruno de Froberville
Hebert Gatsinzi Joseph J. Lebon Catherine McIlraith
Cie du Decadel Ltée Ashraf Musbally
Ashraf Musbally (Alternate) Piet Provoost
Risk Advisory Services Ltd Mushtaq Oosman
Prudence Properties Ltd
MUA Insurance (Uganda) Limited MUA Stockbrocking Ltd
Prudence Realty Ltd
Bertrand Casteres (Chairman) Vincent Ah Chuen (Chairman) Saham Assurance Company Kenya Limited
Vincent Ah Chuen (Resigned) Bertrand Casteres Samson R Ndegwa (Chairman)
Bertrand Casteres Bertrand Casteres
Kenny Wong François Cayeux
Sin Cham (Laval) Foo-Kune Jérôme Katz
Maheboob Alibhai Pierre de Chasteigner du Mée
Mehtab Aly Naresh Gokulsing Driss Benchaffai
Compagnie du Congo SA Nasimbanu Bhalwani (Resigned) Dorothy Angote – Muya
Joseph M. Lebon (Chairman) Latimer Kagimu Mukasa Charles Nyachae
Phoenix of Tanzania Assurance Company Limited
Bertrand Casteres James Mukasa Sebugenyi Lydia Kibaara - Nzioki
Bertrand Casteres (Chairman)
Jérôme Katz Joseph Tinkamanyire Vincent Ah Chuen (Resigned)
Joseph J. Lebon Rajkumar Verma (Resigned) Delphine Ahnee
Emmanuel Katongole Maheboob Alibhai
MUA Foundation (formally known Jérôme Katz (Alternate) Mehtab Aly
as Foundation Mauritius Union Ltd) Ashraf Musbally (Alternate) Wilbert Kapinga
Bertrand Casteres (Chairman) Isaac Kiwango
Delphine Ahnee MUA Life Ltd Yusuf Mushi
Jérôme Katz Dominique Galea (Chairman) Tanil Somaiya
Clarel Marie Vincent Ah Chuen Jérôme Katz (Alternate)
Nathalie André Alfred Bouckaert Ashraf Musbally (Alternate)
Vincent Noël Bertrand Casteres Ashraf Mushi (Alternate)
Bruno de Froberville
MUA Insurance (Kenya) Ltd Naresh Gokulsing
Bertrand Casteres (Chairman) Catherine McIlraith
Vincent Ah Chuen (Resigned) Mushtaq Oosman
Moyez Alibhai Olivier De Grivel
Maheboob Alibhai Mélanie Faugier (as from March 2020)
Mehtab Aly
Charles W Gatonye MUA Mutual Fund Ltd
Japhet Mucheke Bruno de Froberville (Chairman)
Ashraf Musbally Bertrand Casteres
Azim Virjee (Resigned) Sin Cham (Laval) Foo-Kune
Jérôme Katz (Alternate) Naresh Gokulsing
Jérôme Katz
MUA Pension Ltd

Bruno de Froberville (Chairman)
Bertrand Casteres
Naresh Gokulsing

Directors’ Statement of Responsibilities
Executive Director’s Service Contract
Bertrand Casteres, Group Chief Executive Officer, has no fixed term contract. Ashraf Musbally, Group Managing
Director of MUA Insurance (Kenya) Limited has no fixed term contract.
Financial Statements
The Directors of MUA Ltd are required by the Companies Act 2001 to prepare, for every financial year, financial
statements which present a true and fair view of the financial position of the Company and the Group at the end of the
financial year as well as the results of their operations for the year then ended. They are responsible for the adequacy
Auditors’ Remuneration and accuracy of these financial statements and for the objectivity of any other information presented therein.
The Group The Company The Directors confirm that in preparing these financial statements they have:
2020 2019 2020 2019 1. S
elected suitable accounting policies that are compliant with International Financial Reporting Standards and
Rs’000 Rs’000 Rs’000 Rs’000 applied them consistently;
2. Made judgments and estimates that are reasonable and prudent;
Audit Fees Paid to
3. Prepared the financial statements on a going-concern basis;
PwC 10,143 - 334 -
4. K
ept proper accounting records which disclose with reasonable accuracy at any time the financial position of the
Other Audit Firms 1,185 7,655 - 345
Company;
Fees Paid for Other Services provided by 5. T
aken appropriate measures to safeguard the assets of the Company through the application of appropriate
PwC 5,402 - 2,514 -
internal control, risk management systems and procedures;
6. Taken reasonable steps for the prevention and detection of fraud and other irregularities;
Details:
7. Adhered to the Code of Corporate Governance and provided reasons for any area of non-compliance.
Tax Services 1,484 - 40 -
Advisory and Other Services 3,918 - 2,473 -
Other Audit Firms: 543 6,621 - 20 Internal Control

Details: The Directors are responsible for the Company’s systems of internal control. The systems have been designed to
Tax Services 543 1,065 - 20 provide the Directors with reasonable assurance that assets are safeguarded, that transactions are authorised
Advisory and Other Services - 5,556 - - and properly recorded and that material errors and irregularities are either prevented or detected within a
reasonable time. An internal audit and a risk and compliance function have been established to assist management
Total 17,274 14,276 2,847 365 in the effective discharge of its responsibilities. Internal audit review business controls on an on-going basis are carried
out independently of management. Reports are presented directly to the Audit Committee.
Contracts of Significance Risk Management

There was no contract of significance subsisting during the year to which the Company, or one of its subsidiaries, Through the Risk Committee, Directors are made aware of the risk areas that affect the Company and ensure that
was a party and in which a director was materially interested, either directly or indirectly. Management has taken appropriate measures to mitigate these risks.
The Board ensures that the principles of good governance are also applied in the Company’s subsidiaries.
Approved by the Board of Directors on 2 April 2021 and signed on its behalf by:
Dominique Galea Bertrand Casteres

Chairman Group CEO

Statement Of Compliance
(Section 75(3) of the Financial Reporting Act)
Name of Public Interest Entity: MUA Ltd
Reporting Period: Year ended 31 December 2020
Throughout the year ended 31 December 2020 to the best of the Board’s knowledge MUA Ltd has not complied with
certain principles of the Code of Corporate Governance for Mauritius (2016).
The areas of non-compliance are:
Principle Area of non-compliance Explanation
Website is being updated to include

The website does not contain all required
Website Disclosures a Corporate Governance Section, with all
disclosures
the require documents.
Details of the remuneration paid to each Remuneration of Executive Directors has not
Duties, Remuneration and Performance individual executive director have not been disclosed on an individual basis as the
been disclosed. Board considers this sensitive information.

Chairman Group CEO
2 April 2021
102 Corporate Governance

We are fully committed
to maintain our existing
strategy of embedding
risk management in what
we do, as it is a source
of value creation as well
as an essential form of
control. It is an integral part
of maintaining financial
stability for ourcustomers,
shareholders and other
stakeholders.
RISK
MANAGEMENT
Risk Management
Business Continuity Management during the Covid-19 Crisis Risk Management Overview
Business Continuity Management is a holistic management process that identifies potential threats that may disrupt
critical business operations, provides the framework for building resilience and establishes the capability
for effective response to safeguard the interests of relevant stakeholders. The Risk team has worked on and finalized
the Business Continuity Plan (BCP) project in early 2020 with a final real testing done with selected staff to test TREAT
TRANSFER
the main system at the Rose Hill Branch. During the Covid-19 crisis, the BCP plans including the
TOLERATE
Disaster Recovery Plan helped us to deal with this unprecedented situation and the fact that all the TERMINATTE 1st Line of Defence 2nd Line of Defence 3rd Line of Defence
employees attended BCP training sessions which facilitated the process for business continuity. MUA Business Operations Risk Function Internal Audit
was able to continue its main operations with staff working at home and continue helping clients
by phone and digital communication channels. The process of easing out of the lockdown has also been dealt with as
smoothly as possible using the Pandemic Response Plan and the amended resource allocation where the managers
have identified which employees should start to return to the office at specific times.
SENIOR
MANAGEMENT
EXTERNAL AUDIT
LEVEL Risk Management Group CEO
REGULATOR
Risk Management Philosophy and Objectives Committee
As a financial services company active in short and long-term insurance, investments, life insurance and retirement
services, MUA is naturally exposed in its daily business activities and strategic planning to numerous types of risk.
Examples of such risks are changes in mortality rates, undergoing losses due to man-made or natural catastrophes,
losing income ability through operational disruptions, outliving of assets and so on. BOARD
Risk management in practice is where companies steadily identify, quantify and manage the various types of risk LEVEL
Risk Committee Board Audit Committee
inherent to the operations. The most vital goals of a sound risk management program are: (Board Level) (Board Level)
• E
nsuring risks inherent to our business activities in Mauritius and in the East African market are identified,
monitored, quantified and adequately managed;
• Managing the business’ exposure to prospective earnings and capital capriciousness;
• To capitalize value for the organization’s different stakeholders.
We are fully committed to maintaining our existing strategy of embedding risk management in what we do, as it is
a source of value creation as well as an essential form of control. It is an integral part of maintaining financial stability
for our customers, shareholders and other stakeholders.
Our sustainability and financial strength are supported by an effective risk management process which helps us
identify major risks to which we may be exposed, while instituting appropriate controls and taking mitigating actions
for the benefit of our customers and shareholders.
Consequently, our risk management objectives are based on the following:
Open risk culture: Promote a strong risk management culture amongst our staff, driven by a robust risk governance
structure and clear risk appetites.
Ensure that sufficient capital surpluses are available to meet the expectations of customers, shareholders and be
compliant with regulatory obligations, and to meet our liabilities even if a number of extreme risks were to materialize.
Clear accountability: Our operations are based on the principle of delegated and clearly defined authority.
Individuals are accountable for the risks they take on and their incentives are aligned with MUA’s overall
business objectives.
106 Risk Management Risk Management 107

The Group has a defined step by step approach with respect to risk management. The below diagram illustrates the Types of Risks - Inherent v/s Residual
high level process, whereby risks can be managed through the 4 T’s, at each step.
The inherent risk is the one that exists before a company addresses it, that is the risk to the Group in the absence
of any action taken to alter either its likelihood or its impact. Every company faces it, not all manage it effectively.
These risks are reflected mainly on how a company does business; its complexity, growth, changes; the staffing;
Impact
technology and the organizational structure.
The residual risk is also known as “vulnerability” or “exposure”. It is the risk that remains after the company has
attempted to mitigate the inherent risk.
TRANSFER Adopting the approach of Enterprise Risk Management within the group, where management provides assurance
Some of the financial risks TERMINATE and internal audit provides reassurance, management is responsible for:
maybe transferable via Do things
insurance or contractual differently and • Assessing the inherent risk (i.e., before mitigation and controls);
arrangements or accepted remove the risk. • Assessing the effectiveness of existing risk mitigation and controls;
by third parties.
• Determining the residual risk (i.e., the risk that remains after mitigation and controls are implemented);
• D
etermining whether such exposure is within the company’s risk appetite for that type of risk, and if not,
taking additional steps to mitigate the risk;
• P
roviding reasonable assurance to the Board that the controls are both effective and efficient in managing
the exposure so that it remains within the Board - approved appetite for that type of risk.
TOLERATE TREAT
Take action to control the
Nothing can be done
risk either by reducing the
at a reasonable cost
likelihood of the risk
to mitigate the risk or the
developing or limiting
likelihood and impact
the impact it will have
are at reasonable level.
on the project.
Probability

Risk Control Framework
The diagram below illustrates how the Group’s risk control framework minimizes the number of inherent risks
to residual ones. The duty of the risk management is to continuously review the internal controls of the inherent risks
and to closely monitor the residuals risks while taking actions where and when appropriate.
INHERENT
RISK Catastrophe (Virus, Hackers) Onboarding high risk motor Non-Compliance to laws and Nat-Cat Risk: World-wide
(Fire, Cyclone, Flood), Cyber Threats insurance clients (e.g. high regulations. Example: delay in climate change with a higher risk
Pandemic claims history, risky vehicle data retrieval or implementation that our region is severely
make and model) of changes in processes/IT impacted
system to be compliant
R
E MITIGATIONS/
S CONTROLS Business Continuity Cyber Security Underwriting Setting up of cross-functional 180-degree assessment of
Management Plan Framework guidelines steering committees with coverage, RAS, RTL to evaluate
C I stringent schedules and worst case scenario and ensure
O D deliverables according
to mile stones
adequate coverage
N U
T A
R
INHERENT O L
RISK L
S R
I
S OUTCOME
Different site, Prevention from loss Strong client base Prevention of reputational risk Contained financial losses
K work-from-home, of data, protection and RAS breach under Nat-Cat
business continues/ (downtime)
resumes
RESIDUAL
RISK Phased resumption Contained Cyber Risk Despite the improved loss Minimised risk of delay and Bad loss ratios
of operations ratio, deal with the current visibility on potential delays
claims' frequency and severity so that corrective actions
still possible

Risk Management Responsibilities Risk Management Framework
MUA has adopted the ‘three-lines-of-defence’ model where ownership for risk is taken at all levels in the Group. The Group Audit and Risk Methodology is fully risk-based and aligned on COSO (Committee of Sponsoring
This model is widely adopted by financial services companies globally. It clearly sets out the risk management Organizations of the Treadway Commission) Enterprise Risk Management (ERM) Framework. The COSOERM
responsibilities across the business and is consistent with the current regulatory risk-based approach, encompassing Framework is the broadly accepted standard against which organizations can benchmark their internal control activities.
corporate governance, processes and controls.
MUA’s risk management framework forms an integral part of the management and Board processes as well as
the decision-making framework across the organisation. The key elements of the risk management framework
are illustrated below:
O
CE
P
U
GRO
(Incidents (Risk Profiles &
& Loss Events) Quantification Analysis) (Predict Events)
LEARN FROM PAST PRESENT FUTURE
Management Information
RD
INSIGHT
A
BO
APPETITE
STRATEGY, RISK APPETITE & POLICY
RISK
PL
AN
CH NIN K SIS
AN G/ RIS ALY
GE A N
SYSTEMS AND
TOOLS
RISK Communications,
MANAGEMENT Education, Training
E
LIN T METHODOLOGY CO and Guidance
E N N
Operational Management, Risk Management Risk Committee & M G TR
GE TIN OL
Decision-Making Staff, and Compliance Audit Committee Internal &
A NA POR S
Business Units External Audit M RE
&
ACTIONS
Doing and recording Internal verification Independent verification
Delegated authority to: Objective oversight of risks. Independent and objective assurance
∙Develop and implement Key activities include: over the effectiveness of corporate
internal controls within the key standards and business compliance:
∙Designs and deploys the
processes of operational clusters overall risk management ∙Independent assurance that
according to risk appetite statement and compliance frameworks the risk management
∙Manage risk process is functioning as
∙Develops and monitors
∙Escalate new risk designed and identifies
policies and procedures
improvement opportunities OVERSIGHT
∙Monitors adherence to
framework and strategy Governance
Assurance: Assurance: Assurance: ROLES &

management based risk and legal based independent based DELEGATED POLICIES COMMITTEES
AUTHORITIES
1 line of defence
st
2 line of defence
nd
3 line of defence
rd

The Risk Management Process Risk Appetite
Risk Risk Risk

Target Limit Tolerance
1 2 3 4 5
IDENTIFY ANALYSE EVALUATE TREAT MONITOR Risk Risk Risk
RISKS RISKS RISKS RISKS & REVIEW Too Low Appetite Too High
RISKS
RISK
CAPACITY
The Risk Management Process involves 5 steps:
1. Identify risks: consists of defining potential risks that may have a negative impact on MUA.
2. Analyse risks: involves scrutinising the different risks which have been identified to determine:
The impact of the risks; and the likelihood of the risks arising. The risk appetite is the level of risk the Group acknowledges and is willing to accept in the pursuit of its strategic objectives.
3. Evaluate risks: the company determines whether the identified risks are acceptable or unacceptable. The strategic and operational planning process supports the Group in optimally exploiting its opportunities.
This involves the consideration of the portfolio of opportunities identified by businesses, leading to decisions by the
4. Treat risks: the four main risk treatment strategies are:
Board in relation to the opportunities the Group wishes to pursue.
• Risk acceptance
Capital is allocated to businesses to support delivery of these plans. The Group’s required returns will be reflected
• Risk avoidance in the targets set for businesses, including targets for return on capital employed, growth in business and profitability
• Risk transfer and dividend payment expectations.
• Risk mitigation
The Group’s business plan, capital allocation and business targets are therefore a key component of the Group’s risk
5. Monitor and review risks: is the ongoing process of managing risk. appetite. Risk appetite will accordingly continually evolve and be reviewed.
It is the process of tracking risk management execution and continuing to identify and manage existing and new risks.
Policies and Procedures

To instill a consistent and rigorous approach to risk management across all the business segments in which we
operate, we observe a set of formal risk policies. These delineate risk management and control requirements for the
Group’s operations. As our business responds to changing market conditions and customer needs, we regularly monitor
the appropriateness of our risk policies to ensure that they remain up-to-date.
We regularly identify and review risk exposures. Where risks are outside of tolerance levels, action plans are required.
Similarly, controls are regularly reviewed for effectiveness and corrective actions implemented where necessary.
This helps to provide assurance to the various risk oversight committees that there are appropriate controls in place
for all our core business activities, and that the processes for managing risk are understood and followed consistently.

The Risk Profile Critical Risks
RISK ACCOUNTABILITY/ Definition: The risk of a negative impact on the company’s value, arising from the
APPETITE RESPONSIBILITY adverse effect of management decisions regarding business strategies and their
RISK implementation. This risk reflects on the compatibility between strategic goals, business
STRATEGY
continuity management and the resources deployed to achieve those goals. Strategic
risk also includes the lack of management’s ability to effectively analyse and react to
STRATEGIC external factors (e.g. market conditions/ natural catastrophes) which could affect critical
RISK
operations of the Group and prevent critical services to be resilient.
RISK POLICIES
Customer, Products Business Prudential

& Markets Processes
Owner:
Group CEO
RISK MANAGEMENT
MANAGEMENT AND MITIGATION EXAMPLES
Strategy & Planning Business Continuity Management

We agree, monitor and manage We have a Business Continuity
STRATEGIC CUSTOMER, OPERATIONAL FINANCIAL INSURANCE
Strategic Targets. Emerging risks Management plan in place which
PRODUCTS are identified and managed using includes a Disaster Recovery plan.
& MARKETS established Risk Management
Framework.
Strategy Customer Legal Capital Life Insurance
& Planning & Regulatory Management
Distribution Life Insurance
Business Management Information Credits Product
Continuity Technology Development
Planning & Business Financial & Pricing
Protection Reporting
Unit Pricing
Financial Crime Reserving
General
People Liquidity Insurance
Underwriting
Purchasing ORSA
& Supply General
Management Insurance
Reinsurance
Health & Safety
General
Product Insurance Claims
Approval
Process
EXTERNAL DEVELOPMENTS
Monitored through Policies and Continuous monitoring and feedback loop process
Risk Control Matrices between 1st and 3rd lines of defence

Critical Risks (continued)
Definition: Operational risks are risks of loss and/or the opportunity gain foregone
Definition: During insurance operations, there may be a risk related to customer resulting from inadequate or untried internal processes, human error and system
management, brand management, products and distribution management which can malfunctions, fraud or from external events. Most organizations such as MUA accept
cause significant damage to the group’s reputation, profitability, future business and that their people and processes will inherently incur errors and contribute to
CUSTOMER, market share. ineffective operations. In evaluating operational risk, practical remedial steps should
OPERATIONAL
PRODUCTS & be emphasized in order to eliminate exposures and ensure successful responses.
RISK
MARKETS RISKS
Owner: Owner:
Group CEO Heads of Support Functions
MANAGEMENT AND MITIGATION EXAMPLES MANAGEMENT AND MITIGATION EXAMPLES
Information Technology
Customer Distribution Management
Improved performance of our IT systems across the board, while focusing on the development of future system capability
We have a strong culture of considering An adequate selection of our sales force is key for us. With significant changes underway, we are monitoring risks associated with our IT systems’ stability, cyber
customers’ perpectives and it is imperative is done with satisfactory sales capabilities, security and internal control environment.
that we deliver the right outcome for them. customer centricity in compliance with
the regulatory framework, in order to
distribute MUA’s products effectively. Legal & Regulatory Financial Crime
· We work towards efficient and customer friendly We have established procedures in place for
Brand & Marketing Corporate Environment processes while having a strong risk based approach to money-laundering and fraud management.
Communication Responsibility minimise exposure and ensure robustness of processes. We provide continuous training to our employees with
· Compliance Risk: We have a well-defined and well regards to the inherent risks faced by our business.
We make use of outside We have put in place We have launched These include: Proper reporting processes to the Money
skilled consultants in a Corporate Social e-documents for insurance documented compliance manual in place which provides
a clear link between internal and external compliance Laundering Reporting Officer; processes in case of
the fields of marketing, Responsibility (CSR) policies to be in line Suspicious transactions; Politically Exposed Persons;
requirements with the various business and operational
communication and committee to look after with our aim of reducing and a Whistleblowing Policy.
processes. We maintain regular communications and
advertising. all CSR related activities. carbon footprint.
awareness sessions with employees with regards to any
new changes and development in laws, regulations,
supervisory provisions and industrial rules and guidelines.
People Outsourcing
We make sure that the objectives of our employees are We monitor performance of our outsourced activities.
aligned with the company’s business objectives and
are reviewed annually.
Health & Safety Purchasing & Supply Management Communications

We have a Health & Safety committee We have a Procurement Information shared to internal
in place to promote cooperation Policy and committee and external stakeholders is
between the employer and employees in place. well-structured and managed.
in instigating, developing and carrying
out measures to ensure the health and
safety of employees.

Critical Risks (continued)
Definition: The main activity of the group is the acceptance of risk under an insurance
Definition: Financial Risks as the term suggests is the risk that involves financial loss to
contract (Life/Non-life) where in return for a consideration (the premium), a policyholder
firms. It generally arises due to instability and losses in the financial market caused by
is compensated for pecuniary loss suffered as a result of a specified uncertain future
movements in stock prices, currencies, reserves, interest rates and more. Our focus is on
event. The core of our business is to underwrite those policies whereby underwriters
capital management which is an accounting strategy that strives to maintain sufficient
FINANCIAL INSURANCE evaluate the risk and exposures of potential clients to determine whether coverage can
and equal levels of working capital, current assets, and current liabilities at all times.
RISK RISK be provided or not and under which terms.
Owner: Owner:
Chief Financial Officer / Head of Investment / Actuarial Heads of Business Lines / Actuarial
MANAGEMENT AND MITIGATION EXAMPLES MANAGEMENT AND MITIGATION EXAMPLES
Capital Credit Financial Life Insurance Life Insurance Product Unit

Management We continuously monitor Reporting Risk Development and Pricing Pricing
Capital is held with the ratings for our We ensure that there We make sure that the Products are developed, We have a unit pricing
comfort margins over Reinsurers through credit is a maker and checker recommendations of the approved and managed guideline and governance
minimum statutory and rating agencies and make for each financial actuarial reports are firmly in line with relevant risk framework in place.
other capital requirements, sure we purchase reporting process implemented. appetite, risk preferences,
including a minimum level reinsurance from the ones while having in-built capital and profitability
of capital requirements per with the best ratings. controls in our systems. targets and are vetted by
the Insurance Act 2005 our statutory actuary.
and the Insurance Rules
and Regulations 2007.
General Insurance General Insurance General Insurance
Underwriting Reinsurance Claims
Reserving Liquidity ORSA
Underwriting guidelines Excess of loss (XOL) are We have appropriate
We estimate technical We measure our liquidity We have an established are set for all transacted determined by the controls in place for the
reserves using various risks on an on-going basis ORSA risk policy in place business and pricing business head and are detection of fraudulent
actuarial and statistical through cash flow to ensure the annual refined by analysing approved by the Board claims.
techniques. Management’s forecasts, asset allocation regulatory Own Risk and comprehensive data. annually at renewal.
best estimate of total and maturity profile and Solvency Assessment is
reserves is set at not less run scenario testing. properly conducted.
than the actuarial best
estimate.

Critical Risks (continued) Role of the Risk Committee Moreover, as per Section 5(5) of the rules, our statutory
actuaries have reviewed and reported to the Board
The Risk Committee is established by the Board of
on the effectiveness of our Risk Management Framework.
Directors to assist in its oversight of risk and risk
management across the Group, including its East
Definition: The risk of losses in positions arising from movements in market prices. African subsidiaries. Risk Team: 2021 Projects
Market risk is the possibility of an investor experiencing losses due to factors that
The committee provides an independent and objective • C
ontinue with the risk reviews in Mauritius and the
affect the overall performance of the financial markets in which he or she is involved.
review of all aspects of risk as presented in our risk four East African entities.
Examples of market risk are: changes in equity prices or commodity prices, interest
profile (Strategic, Financial, Insurance etc.). It also has • T
he implementation of a people risk policy in the
rate moves or foreign exchange fluctuations. The RAG status for Market risk for the
MARKET an oversight of all management committees such as four East African entities.
RISK General Insurance for the quarter ending 30 September 2020 was Green.
the Risk Management Committee, the Audit Committee • T
he implementation of a monthly and quarterly
and the Assets and Liabilities Committee, to ensure risk dashboard in Mauritius and the four East
that significant existing or emerging risks are efficiently African entities.
identified, measured, managed, monitored and reported
• C
ontinue with the risk awareness to all employees
on a continuous basis. to increase the risk culture within the company.
• A
ssist in MUA projects as per the group’s strategy
2021-2023 by monitoring the risk aspects to ensure
Regulatory Developments that there are sufficient controls in place.
In 2014 the Financial Services Commission
Owner:
(the ‘FSC Mauritius’) with the collaboration of the World
Head of Investment Bank embarked on a project aimed at strengthening The Liquidity Policy in MUA
prudential regulations, risk-based supervisory and
Liquidity risk is defined as the risk that a firm, though
resolution frameworks for the insurance sector.
solvent, does not have sufficient financial resources
The main features of these rules are: available to enable it to meet its obligations as they
fall due.
• Risk Appetite Statements
• Risk Management Strategies The objective of this policy is to provide the minimum
standards for managing liquidity risk for MUA.
Definition: Cyber risk is commonly defined as exposure to harm or loss resulting from • Forecasted Business Plans
breaches of or attacks on information systems. Poorly managed cyber risks can leave
It recognises the group has significant cash flow
• Own Risk Solvency Assessment (ORSA) Framework obligations that need to be managed and needs
you open to a variety of cybercrimes, with consequences ranging from data
disruption to economic. The IT team works on IT Security Dashboard to report at the
• Liquidity Policy sufficient liquidity to operate efficiently and maintain
CYBER end of each quarter to be included in the Risk Report • Designated risk management function; and MUA’s reputation in the markets.
RISK
• D
efined responsibilities and roles and reporting For the ORSA reporting, the Risk team has enforced the
lines within the insurer for the management
liquidity policy by requesting that the liquidity policies of
of material risks
both MUA GI and MUA Life to be approved by ALCO.
Under the Insurance (Risk Management) Rules 2016,
Section 6.1.7 has been added regarding segregation
we are in the process of submitting our Own Risk and
of liquidity of entities.
Solvency Assessment Report and Risk Management
Framework for the third consecutive year. We have
ensured over the past three years that our business
Owner:
practices are compliant with this new piece of legislation.
In alignment with these rules, we now have a Business
Head of Group Information Systems
Continuity Plan in place. Awareness and training sessions
have been held with all employees. The disaster recovery
aspect of the Business Continuity Plan has also been
successfully tested.
In compliance with Section 5(4), our external auditors

have reviewed and reported to the Board that our Risk
Management Framework is compliant with the rules.

"MUA Ltd demonstrated
resilience during the year
with gross premiums
earned growing by 17%
to Rs 5,238m as a result
of strong operational
performance in both
Mauritius and East Africa."
- Bertrand Casteres
FINANCIAL
STATEMENTS
SECRETARY’S CERTIFICATE FOR THE YEAR ENDED 31 DECEMBER 2020 Independent Auditor's Report
We certify, to the best of our knowledge and belief, that the Company has filed with the Registrar of Companies all TO THE SHAREHOLDERS OF MUA LTD
such returns as are required of the Company under the Companies Act 2001.
Report on the Audit of the Consolidated and Separate Financial Statements
Our Opinion
In our opinion, the accompanying consolidated and separate financial statements give a true and fair view of the financial
position of MUA Ltd (the “Company”) and its subsidiaries (together the “Group”) and of the Company standing alone
as at 31 December 2020, and of their financial performance and their cash flows for the year then ended in accordance
ECS SECRETARIES LTD with International Financial Reporting Standards and in compliance with the Mauritian Companies Act 2001.
Secretary
What we have audited
02 April 2021 MUA Ltd’s accompanying consolidated and separate financial statements comprise:
• he statements of financial position as at 31 December 2020;

T
• The statements of profit or loss for the year then ended;
• The statements of comprehensive income for the year then ended;
• The statements of changes in equity for the year then ended;
• The statements of cash flows for the year then ended; and
• The notes to the financial statements, which include significant accounting policies and other explanatory
information.
Certain required disclosures have been presented elsewhere in the risk management report, rather than in the notes
to the consolidated and separate financial statements. These disclosures are cross-referenced from the consolidated
and separate financial statements and are identified as audited.
Basis for Opinion
We conducted our audit in accordance with International Standards on Auditing (ISAs). Our responsibilities under
those standards are further described in the “Auditor’s Responsibilities for the Audit of the Consolidated and Separate
Financial Statements” section of our report.
We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.
Independence
We are independent of the Group in accordance with the International Code of Ethics for Professional Accountants
(including International Independence Standards) issued by the International Ethics Standards Board for Accountants
(the “IESBA Code”). We have fulfilled our other ethical responsibilities in accordance with the IESBA Code.
126 Financial Statements Financial Statements 127

Independent Auditor's Report
TO THE SHAREHOLDERS OF MUA LTD (CONTINUED)
Report on the Audit of the Consolidated and Separate Financial Statements (continued)
Key Audit Matters
Key audit matters are those matters that, in our professional judgement, were of most significance in our audit of the
consolidated and separate financial statements of the current period. These matters were addressed in the context
of our audit of the consolidated financial statements as a whole, and in forming our opinion thereon, and we do not
provide a separate opinion on these matters.
Key audit matter relating to the consolidated How our audit addressed the key audit matter relating
financial statements to the consolidated financial statements
Valuation of insurance contract liabilities - long term insurance
The insurance contract liabilities as disclosed in note 15 requires Our procedures included the following:
a valuation of insurance contract liabilities and estimation of the
adequacy of the life fund in terms of an actuarial surplus and/ • W
e worked with our internal actuaries to assess the results of
or deficit. management actuarial valuations as at 31 December 2020;
The valuation of insurance contract liabilities involves significant • W

e compared the data used in the valuation to the existing
judgement in estimating the expected future outflows. Specifically, policyholder data for consistency;
the actuarial assumptions and methodologies involve judgement
about future events. The valuation results are also dependent on • W
e assessed the appropriateness of the methodology
the quality, integrity and accuracy of the data used. and assumptions, including the risk margins, used by the
statutory actuary and management in the estimation of the
The assumptions in the valuation include both economic and life assurance fund as at 31 December 2020 using our own
non-economic inputs. Economic assumptions such as discount independent actuarial specialist;
rates, investment returns, and inflation rates are benchmarked to
available market information. Non-economic assumptions such • W
e assessed the reasonableness of the economic assumptions
as mortality rates, future expenses, investment returns, discount used in comparison to market observable data or Group’s past
rates and lapse rates, are projected based on past experience. experience where applicable; and
Additional qualitative judgement is applied in assessing the • W

e evaluated whether the actuary appointed by management
extent to which past trends may or may not recur in the future. has the relevant expertise and experience in this field.
A margin for adverse deviation is included in the liability valuation.
However, changes in the assumptions and methodology can
have a material impact.
Valuation of insurance contract liabilities - short term insurance
The valuation of general insurance loss reserves involves Our procedures included the following:
a high degree of subjectivity and complexity. Reserves for losses
and loss adjustment expenses represent estimates of future • W
e reviewed the documentation around outstanding claims
payments of reported and unreported claims for losses and which are high in value;
related expenses at a given date. The Group uses a range of
actuarial methodologies to estimate these provisions. • W
e agreed the consistency of the underlying claims data
that are sent to the actuary in estimating general insurance
General insurance loss reserves require significant judgment loss reserves to the accounting records. This includes
relating to factors and assumptions such as inflation, claims the testing of information sent to the actuary for the
development patterns and regulatory changes. determination of IBNR;
Specifically, long-tail lines of business, which often have low • W

e have involved our own independent actuarial specialist
frequency, high severity claims settlements, are generally more to evaluate the actuarial assumptions used by management
difficult to project and subject to greater uncertainties than based on the analysis of the experience to date, industry
short tail, high frequency claims. Further, some catastrophic practice and the financial and regulatory requirements;
events can be more complex to model using actuarial
methodologies, which increases the degree of judgment • W
e evaluated management’s methodology and assumptions
needed in estimating general insurance loss reserves. against actuarial practices and industry standards; and
Given its complexity and significance the valuation of insurance • W

e evaluated whether the actuary has the relevant expertise
contract liabilities-short term insurance has been considered as and experience in this field.
a Key Audit Matter.
128 Financial Statements

Independent Auditor's Report
TO THE SHAREHOLDERS OF MUA LTD (CONTINUED)
Report on the Audit of the Consolidated and Separate Financial Statements (continued)
Key Audit Matters (continued)
Key audit matter relating to the consolidated How our audit addressed the key audit matter relating
financial statements to the consolidated financial statements
Allowance for expected credit losses on financial assets

held at amortised cost and fair value through other
comprehensive income
The ECL models are reliant on internal and external data and Given the complexity and significant judgements applied in
this requires significant judgements and estimates in relation the models used for the ECL calculation, we have performed
to the determination of forward-looking information, defining a among others, the following audit procedures, together with
Significant Increase in Credit Risk (“SICR”) and hereby, staging. the expertise of our internal actuarial team:
Further, the Covid-19 pandemic across the world has meant
that assumptions regarding the economic outlook and the • W
e assessed the appropriateness of the ECL models
consequent impact on the exposures is uncertain, increasing methodology and assumptions against accepted theory and
the degree of judgement required in calculating the ECL. general market practice; and
We considered this a key audit matter owing to the subjective • W

e reviewed the key data inputs used in the ECL models
and complex judgements made by the Group in recognising components against relevant source documentation.
allowances for expected credit losses including: Furthermore, we examined the reasonableness of the
assumptions used in the forward-looking economic models.
• R
eview of Probability of Default “PD”, Loss Given Default
“LGD” and Exposure at Default “EAD”) used to estimate the
timing and amount of the forecasted cash flows based on
historical default data and days past due. PD, LGD and EAD
are portfolio assumptions.
• D
etermination and weightage of assumptions used in the • W
e obtained an understanding of and evaluated
forward-looking economic model. Three forward-looking management’s process in determining whether there was
scenarios (bull, bear and base) were probability weighted by an evidence of a SICR for a sample of exposures; and
management to determine the ECL. These scenarios were
then linked to PDs to derive a forward-looking ECL. • F
or ECL calculated on stage 3 financial assets, we considered
on a sample basis whether there is any ongoing litigation
• Evidence of SICR and hence relevant staging. in respect of exposures and number of days in arrears for
repayment. We also considered the assumptions applied
The Group also applied judgement and estimates in by management in its assessment of the recoverability
determining the impairment provision on its stage 3 financial of the exposure. We independently recalculated the ECL,
assets to estimate the loss event, the amount and timing of its on a sample basis, based on our assessment of the expected
expected future cashflows as well as the determination of the cash flows and recoverability of collateral at an individual
value of collaterals. counterparty level.
Recoverability of goodwill
At December 31, 2020, goodwill amounted to Rs 434m as Our procedures included the following:
detailed in note 40 of the consolidated financial statements.
The Group’s goodwill is allocated to cash generating units • W
e tested the principles and integrity of the Group’s
(CGUs) that are identified generally at a segment level. discounted cash flow model that supports the value-in-use
The valuation and recoverability of goodwill involves complex calculations in order to assess the recoverable amount which
judgments and estimates, including projections of future was compared to the carrying amount of the CGU; and
income, terminal growth rate assumptions, and discount rates.
• W
e evaluated management’s methodology and assumptions
used including projections on future income, terminal growth
rate assumptions, discount rates and sensitivity analysis
to determine the impact of those assumptions;
Financial Statements 129

Independent Auditor's Report Independent Auditor's Report
TO THE SHAREHOLDERS OF MUA LTD (CONTINUED) TO THE SHAREHOLDERS OF MUA LTD (CONTINUED)
Report on the Audit of the Consolidated and Separate Financial Statements (continued) Responsibilities of the Directors for the Consolidated and Separate Financial Statements
Key Audit Matters (continued) The Directors are responsible for the preparation and fair presentation of the consolidated and separate financial
statements in accordance with International Financial Reporting Standards and in compliance with the Mauritian
Key audit matter relating to the separate How our audit addressed the key audit matter relating Companies Act 2001, and for such internal control as the Directors determine is necessary to enable the preparation of
financial statements to the separate financial statements consolidated and separate financial statements that are free from material misstatement, whether due to fraud or error.
Investment in subsidiaries In preparing the consolidated and separate financial statements, the Directors are responsible for assessing the Group’s
In the Company’s financial statements, investment in subsidiaries Our procedures included the following: and the Company’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern
is carried at cost less impairment. As detailed in note 8 of and using the going concern basis of accounting unless the Directors either intend to liquidate the Group and/or the
the financial statements, the Company has an investment in • W
e have tested the principles and integrity of the Company’s Company or to cease operations, or have no realistic alternative but to do so.
subsidiaries of Rs 1,873m. Management makes an impairment recoverable amount which was compared to the carrying
assessment at the end of each reporting date which involves amount of the investment in subsidiaries. We have
The Directors are responsible for overseeing the Group’s and Company’s financial reporting process.
management judgments and estimates. The impairment of assessed the appropriateness of the methodology applied
investment in subsidiaries is assessed by comparing the value in the Company’s impairment assessment of investment
in use to the carrying amount of the investments. in subsidiaries; and Auditor’s Responsibilities for the Audit of the Consolidated and Separate Financial Statements
• W
here applicable, we evaluated management’s methodology Our objectives are to obtain reasonable assurance about whether the consolidated and separate financial statements
and assumptions used including projections on future
income, terminal growth rate assumptions, discount rates as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that
and sensitivity analysis to determine the impact of those includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted
assumptions. in accordance with ISAs will always detect a material misstatement when it exists. Misstatements can arise from fraud
or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence
the economic decisions of users taken on the basis of these consolidated and separate financial statements.
Other Information
As part of an audit in accordance with ISAs, we exercise professional judgement and maintain professional scepticism
The Directors are responsible for the other information. The other information comprises the statutory disclosures,
throughout the audit. We also:
the corporate governance report, the risk management report and the secretary’s certificate but does not include the
consolidated and separate financial statements and our auditor’s report thereon, which we obtained prior to the date
• Identify and assess the risks of material misstatement of the consolidated and separate financial statements,
of this auditor’s report and other reports, which are expected to be made available to us after that date.
whether due to fraud or error, design and perform audit procedures responsive to those risks, and obtain audit
evidence that is sufficient and appropriate to provide a basis for our opinion. The risk of not detecting a material
Our opinion on the consolidated and separate financial statements does not cover the other information and we do not
misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion,
express any form of assurance conclusion thereon.
forgery, intentional omissions, misrepresentations, or the override of internal control.
In connection with our audit of the consolidated and separate financial statements, our responsibility is to read the
• O
btain an understanding of internal control relevant to the audit in order to design audit procedures that are
other information identified above and, in doing so, consider whether the other information is materially inconsistent
appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the
with the consolidated and separate financial statements or our knowledge obtained in the audit, or otherwise appears
Group’s and Company’s internal control.
to be materially misstated.
• E
valuate the appropriateness of accounting policies used and the reasonableness of accounting estimates and
If, based on the work we have performed on the other information, we conclude that there is a material misstatement
related disclosures made by the Directors.
of this other information, we are required to report that fact. We have nothing to report in this regard.
• C
onclude on the appropriateness of the Directors’ use of the going concern basis of accounting and, based on
When we read the other reports not yet received, if we conclude that there is a material misstatement therein, we are
the audit evidence obtained, whether a material uncertainty exists related to events or conditions that may cast
required to communicate the matter to those charged with governance.
significant doubt on the Group’s and Company’s ability to continue as a going concern. If we conclude that a
material uncertainty exists, we are required to draw attention in our auditor’s report to the related disclosures in
In addition to the responsibilities described above and our work undertaken in the course of the audit, the Financial
the consolidated and separate financial statements or, if such disclosures are inadequate, to modify our opinion.
Reporting Act 2004 requires us to report certain matters as described below.
Our conclusions are based on the audit evidence obtained up to the date of our auditor’s report. However, future
events or conditions may cause the Group and/or the Company to cease to continue as a going concern.
Corporate Governance Report
• E
valuate the overall presentation, structure and content of the consolidated and separate financial statements,
Our responsibility under the Financial Reporting Act 2004 is to report on the compliance with the Code of Corporate
including the disclosures, and whether the consolidated and separate financial statements represent the
Governance (the “Code”) disclosed in the annual report and assess the explanations given for non-compliance with
underlying transactions and events in a manner that achieves fair presentation.
any requirement of the Code. From our assessment of the disclosures made on corporate governance in the annual
report, the Company has, pursuant to section 75 of the Financial Reporting Act 2004, complied with the requirements
of the Code.

Independent Auditor's Report Independent Auditor's Report
TO THE SHAREHOLDERS OF MUA LTD (CONTINUED) TO THE SHAREHOLDERS OF MUA LTD (CONTINUED)
Report on the Audit of the Consolidated and Separate Financial Statements (continued) Other Matter
Auditor’s Responsibilities for the Audit of the Consolidated and Separate Financial Statements (continued) This report, including the opinion, has been prepared for and only for the Company’s shareholders, as a body,
in accordance with Section 205 of the Mauritian Companies Act 2001 and for no other purpose. We do not, in giving
• O
btain sufficient appropriate audit evidence regarding the financial information of the entities or business this opinion, accept or assume responsibility for any other purpose or to any other person to whom this report is shown
activities within the Group to express an opinion on the financial statements. We are responsible for the direction, or into whose hands it may come save where expressly agreed by our prior consent in writing.
supervision and performance of the Group audit. We remain solely responsible for our audit opinion.
We communicate with the Directors regarding, among other matters, the planned scope and timing of the audit and
significant audit findings, including any significant deficiencies in internal control that we identify during our audit.
We also provide the Directors with a statement that we have complied with relevant ethical requirements regarding
independence, and to communicate with them all relationships and other matters that may reasonably be thought PricewaterhouseCoopers John Li How Cheong
to bear on our independence, and where applicable, actions taken to eliminate threats or safeguards applied. Licensed by FRC
From the matters communicated with the Directors, we determine those matters that were of most significance in 02 April 2021
the audit of the consolidated and separate financial statements of the current period and are therefore the key audit
matters. We describe these matters in our auditor’s report unless law or regulation precludes public disclosure about
the matter or when, in extremely rare circumstances, we determine that a matter should not be communicated in our
report because the adverse consequences of doing so would reasonably be expected to outweigh the public interest
benefits of such communication.
Report on Other Legal and Regulatory Requirements
Mauritian Companies Act 2001
The Mauritian Companies Act 2001 requires that in carrying out our audit we consider and report to you on the
following matters. We confirm that:
(a) We have no relationship with or interests in the Company or any of its subsidiaries other than in our capacity
as auditor of the Company and some of its subsidiaries, tax and business advisors of some of its subsidiaries
and dealings in the ordinary course of business with some of its subsidiaries;
(b) We have obtained all the information and explanations we have required; and
(c) In our opinion, proper accounting records have been kept by the Company as far as appears from our examination
of those records.

Financial Statements for the Year Ended 31 December 2020 Financial Statements for the Year Ended 31 December 2020
Statements of Financial Position as at 31 december 2020 Statements of Financial Position as at 31 december 2020
The Group The Company The Group The Company

Notes 2020 2019 2020 2019 Notes 2020 2019 2020 2019
Rs’000 Rs’000 Rs’000 Rs’000 Rs’000 Rs’000 Rs’000 Rs’000
ASSETS EQUITY AND LIABILITIES

Non-current assets Equity attributable to equity holders of the parent
Property and equipment 5 357,889 367,177 - - Stated capital 14 774,068 723,968 774,068 723,968
Right of use assets 44 115,067 113,756 - - Share premium 14 364,036 - 364,036 -

Total reserves 2,400,547 2,111,190 1,129,761 1,126,653
Investment properties 6 520,035 486,362 - -
Non-distributable share of Life surplus 1,661 4,335 - -
Intangible assets 7 733,096 571,971 - -
Total ordinary shareholders' equity 3,540,312 2,839,493 2,267,865 1,850,621
Investment in subsidiary companies 8 - - 1,872,582 1,850,022
Non-controlling interests 698,519 638,039 - -
Investment in associated company 9(a) 1,080 1,080 - -
Total equity 4,238,831 3,477,532 2,267,865 1,850,621
Investment in joint ventures 9(b) 18,875 20,922 495 495
Financial assets at fair value through other Technical provisions
comprehensive income 10(a) 1,313,022 518,065 - - Life assurance fund 15 7,778,400 7,794,209 - -
Financial assets at fair value through profit or loss 10(b) 3,356,883 3,324,628 - - Investment contract liabilities 15(a) 1,107,302 1,002,454 - -
Debt instruments at amortised cost 10(c) 6,227,469 6,927,462 652,545 202,215 Insurance contract liabilities 13(a) 3,995,471 2,824,968 - -
Loans and receivables at amortised cost 11 604,184 682,546 - - 12,881,173 11,621,631 - -

Deferred tax assets 16(b) 52,622 43,053 - - Non-current liabilities*
Borrowings 18 504,204 604,737 504,204 505,737
13,300,222 13,057,022 2,525,622 2,052,732
Deferred tax liabilities 16(b) 97,989 90,577 - -
Current assets
Lease liabilities 44 81,677 91,940 - -
Financial assets at fair value through other
Employee benefit obligations 17 16,930 12,579 - -
comprehensive income 10(a) 54,400 - - -
Debt instruments at amortised cost 10(c) 1,099,159 827,532 95,909 171,512 700,800 799,833 504,204 505,737
Current liabilities*
Loans and receivables at amortised cost 11 155,774 165,852 - -
Borrowings 18 100,000 - - -
Insurance and other receivables 12 1,288,193 964,766 - 10,007
Trade and other payables 19 956,149 773,926 3,206 1,089
Prepayments 8,631 7,018 - -
Deferred acquisition costs payable 13(c) 150,246 71,792 - -
Deferred acquisition costs receivable 13(b) 212,130 136,447 - - Lease liabilities 44 45,214 25,599 - -
Current tax assets 20(b) 19,849 17,987 - - Amount due to subsidiaries - - 2,795 -
Amount receivable from subsidiary 43 - - 6,850 25,481 Current tax liabilities 20(b) 28,367 - 101 -
Reinsurance assets 13(a) 1,715,058 982,004 - - 1,279,976 871,317 6,102 1,089
Cash and cash equivalents 39(b) 1,247,364 611,685 149,790 97,715 Liabilities held for sale 42 101,876 - - -
5,800,558 3,713,291 252,549 304,715 Total liabilities 14,963,825 13,292,781 510,306 506,826
Assets held for sale 42 101,876 - - - Total equity and liabilities 19,202,656 16,770,313 2,778,171 2,357,447
Total assets 19,202,656 16,770,313 2,778,171 2,357,447
* exclude technical provisions
These financial statements have been approved for issue by the Board of Directors on: 2 April 2021

Chairman Group CEO
The notes on pages 142 to 256 form an integral part of these financial statements. The notes on pages 142 to 256 form an integral part of these financial statements.
Auditor's report is on pages 127 to 133. Auditor's report is on pages 127 to 133.

Statements of Profit or Loss for Year Ended 31 december 2020 Statements of Comprehensive Income for the year ended 31 december 2020
The Group The Company The Group The Company

Notes 2020 2019 2020 2019 Notes 2020 2019 2020 2019
Gross premium earned 21(a) 5,237,703 4,480,243 - -

Premium ceded to reinsurers 21(b) (1,411,609) (1,146,311) - - Profit for the year 365,023 443,870 140,382 127,257
Net earned premiums 21(b) 3,826,094 3,333,932 - - Other comprehensive income

Fees and commission income 22 309,916 275,968 - - Items to be reclassified to profit
Revenue from contract with customers 22 20,671 25,206 - - or loss in subsequent periods:
Investment income 23 38,743 175,572 144,288 135,721
Exchange difference on translating foreign operations 65,681 66,610 - -
Interest calculated using EIR 23(b) 641,308 572,919 21,965 4,402
Credit loss expenses (3,568) (5,238) (974) - Increase/(decrease) arising on revaluation
Net realised gains 24 (1,452) 260 - - of financial assets at fair value through
other comprehensive income 10(a) (72,706) 13,112 - -
Net unrealised (losses)/gains 25 (238,201) 80,825 - -
Other operating income 26 133,513 93,689 11,904 - Net other comprehensive income to be reclassified
to profit or loss in subsequent periods (7,025) 79,722 - -
Total income 4,727,024 4,553,133 177,183 140,123
Gross claims paid 13(a) (2,821,781) (2,275,731) - - Items that will not be reclassified to profit
or loss in subsequent periods:
Claims ceded to reinsurers 13(a) 415,554 335,616 - -
Gross change in contract liabilities 13(a) (247,254) (485,272) - - Increase/(decrease) arising on revaluation
Change in contract liabilities ceded to reinsurers 13(a) 284,966 (17,189) - - of financial assets at fair value through other
comprehensive income 10(a) 144,109 (33,824) - -
Net claims and benefits (2,368,515) (2,442,576) - - Tax effect 424 - - -
Change in investment contract liabilities 15(a) (66,063) (66,639) - - Gain on revaluation of buildings 5 3,420 - - -
Commission and brokerage fees paid 27 (640,589) (567,588) - -
Re-measurement of defined benefit obligations 17 (3,016) 635 - -
Other operating and administrative expenses 28 (1,156,262) (955,267) (13,299) (6,697)
Tax effect 512 108 - -
Total claims, benefits and other expenses (4,231,429) (4,032,070) (13,299) (6,697)
Profit from operations 495,595 521,063 163,884 133,426 Net other comprehensive income not to be
reclassified to profit or loss in subsequent periods 145,449 (33,081) - -
Finance costs 29 (36,760) (28,550) (21,881) (6,169)
Share of profit from joint ventures 9(a) (2,201) 2,391 - - Other comprehensive income for the year - net of tax 138,424 46,641 - -
Share of loss from associate 9 - (500) - -
Comprehensive income for the year 503,447 490,511 140,382 127,257
Profit before tax 456,634 494,404 142,003 127,257
Income tax expense 20(a) (91,611) (50,534) (1,621) -
Attributable to:
Profit for the year 365,023 443,870 140,382 127,257
Equity holders of the parent 423,090 388,962 140,382 127,257
Attributable to:
Non-controlling interests 80,357 101,549 - -
Equity holders of the parent 333,972 381,850
Non-controlling interests 31,051 62,020 503,447 490,511 140,382 127,257
365,023 443,870
Earnings per share-basic
Attributed to equity holders of the parent (Rs/cs) 38 7.24 8.45
Earnings per share-diluted

Attributed to equity holders of the parent (Rs/cs) 38 7.19 8.42

Financial Statements for the Year Ended 31 December 2020
Statements of Changes in Equity for the year ended 31 december 2020
Attributable to owners of the Parent Attributable to owners of the Parent

Non
THE GROUP Share Currency Investment Non Distributable Non-
Share Share IFRS 2 Option Revaluation Translation Revaluation Retained Contingency Distributable Total share of Life Controlling
Notes Capital Premium Reserves Reserves Reserves Reserves Reserve Earnings Reserve Reserves Reserves Surplus * Interests Total
Rs’000 Rs’000 Rs’000 Rs’000 Rs’000 Rs’000 Rs’000 Rs’000 Rs’000 Rs’000 Rs’000 Rs’000 Rs’000 Rs’000
Balance at January 1, 2019 450,900 273,068 (8,051) 11,629 53,551 (57,409) (49,478) 1,840,652 46,301 243 1,837,438 12,701 536,833 3,110,940
Restructuring adjustment 273,068 (273,068) - - - - - - - - - - - -
723,968 - (8,051) 11,629 53,551 (57,409) (49,478) 1,840,652 46,301 243 1,837,438 12,701 536,833 3,110,940
Share based payment - - 3,578 - - - - - - - - - - 3,578
Transfer of gains on disposal of financial
assets at fair value through other
comprehensive income - - - - - - 848 (848) - - - - - -
Profit for the year - - - - - - - 381,850 - - 381,850 - 62,020 443,870
Other comprehensive income - - - - - 30,009 (23,640) 743 - - 7,112 - 39,529 46,641
Comprehensive income - - - - - 30,009 (23,640) 382,593 - - 388,962 - 101,549 490,511
Movement in reserves* - - - - - - - (5,054) 5,054 - - - - -

Acquisition of non-controlling interests - - - - - - - - - - - - -
Transfer of distributable share of Life Surplus 36 - - - - - - - 8,366 - - 8,366 (8,366) - -
Dividends 32 - - - - - - - (127,154) - - (127,154) - (343) (127,497)
Balance at December 31, 2019 723,968 - (4,473) 11,629 53,551 (27,400) (72,270) 2,098,555 51,355 243 2,111,190 4,335 638,039 3,477,532
Balance at January 1, 2020 723,968 - (4,473) 11,629 53,551 (27,400) (72,270) 2,098,555 51,355 243 2,111,190 4,335 638,039 3,477,532
Share based payment - - 3,578 - - - - - - - 3,578 - - 3,578
Profit for the year - - - - - - - 333,972 - - 333,972 - 31,051 365,023
Other comprehensive income - - - - 3,420 16,645 71,557 (2,504) - - 89,118 - 49,306 138,424
Comprehensive income - - - - 3,420 16,645 71,557 331,468 - - 423,090 - 80,357 503,447
Movement in reserves* - - - - - - - (4,850) 4,850 - - - - -
Transfer of distributable share of Life Surplus 36 - - - - - - - 2,674 - - 2,674 (2,674) - -

Acquisition of non-controlling interest - - - - - - - (2,711) - - (2,711) - (19,848) (22,559)
Right issue 14 50,100 365,730 - - - - - - - - - - - 415,830
Issue costs - (1,694) - - - - - - - - - - - (1,694)
Dividends 32 - - - - - - - (137,274) - - (137,274) - (29) (137,303)
Balance at December 31, 2020 774,068 364,036 (895) 11,629 56,971 (10,755) (713) 2,287,862 56,205 243 2,400,547 1,661 698,519 4,238,831
* As per the Insurance Act of the respective foreign countries, a transfer of 2% of the gross premium is made from
retained earnings to the contingency reserve.
The notes on pages 142 to 256 form an integral part of these financial statements.
Auditor's report is on pages 127 to 133.

Statements of Changes in Equity for the year ended 31 december 2020 Statements of Cash Flows for the year ended 31 december 2020
Stated Share IFRS 2 Restructuring Retained Total The Group The Company
THE COMPANY Notes Capital Premium Reserves Reserves Earnings Reserves Total
Notes 2020 2019 2020 2019
Rs’000 Rs’000 Rs’000 Rs’000 Rs’000 Rs’000 Rs’000
Rs’000 Rs’000 Rs’000 Rs’000
Balance at 1 January 2019 723,968 - - 1,119,394 - 1,119,394 1,843,362
Operating activities
Share based payment - - 7,156 - - 7,156 7,156
Net cash generated from/(used in) operations 39(a) 300,580 298,920 28,098 (40,096)
Profit for the year - - - - 127,257 127,257 127,257 Dividend received 23,832 152,487 144,288 135,721
Other comprehensive income - - - - - - - Interest received 606,458 572,919 10,315 4,403
Interest paid (16,802) (25,524) (21,881) (6,169)
Comprehensive income - - - - 127,257 127,257 127,257
Income tax paid 20(b) (62,075) (61,924) - -
Dividends - - - - (127,154) (127,154) (127,154) Net cash from operating activities 851,993 936,878 160,820 93,859
Balance at 31 December 2019 723,968 - 7,156 1,119,394 103 1,126,653 1,850,621 Investing activities
Proceeds on disposal of property and equipment 165 1,365 - -
Balance at 1 January 2020 723,968 - 7,156 1,119,394 103 1,126,653 1,850,621
Proceeds on disposal/maturity of financial assets 2,026,524 1,257,786 - -
Share based payment - - - - - - - Purchase of property and equipment 5 (20,130) (68,455) - -
Profit for the year - - - - 140,382 140,382 140,382 Purchase of intangible assets 7 (30,579) (21,454) (885,528) -
Purchase of financial assets 10 (2,147,715) (2,527,658) 518,425 (373,727)
Other comprehensive income - - - - - - -
Investment in subsidiary 8(a) (22,560) - - -
Comprehensive income - - - 140,382 140,382 140,382 Acquisition of subsidiaries 41 (353,130) - (22,559) -
Amount receivable from subsidiary 43 - - 4,055 -
Right issue of shares 14 50,100 365,730 - - - - 415,830
Change in investment in contract liabilities 89,038 338,288 - -
Issue costs - (1,694) - - - - (1,694)
Net cash used in investing activities (458,387) (1,020,128) (385,607) (373,727)
Dividends - - - - (137,274) (137,274) (137,274)
Financing activities
Balance at 31 December 2020 32 774,068 364,036 7,156 1,119,394 3,211 1,129,761 2,267,865 Repayment of borrowings - (200,000) - -
Rights issue 414,136 - 414,136 -
Issue of bonds - 504,737 - 504,737
Repayment of principal portion - lease liabilities (19,684) (24,692) - -
Dividends - Owners of the Parent 32 (137,274) (127,154) (137,274) (127,154)
- Non-controlling interest (29) (343) - -
Net cash from/(used in) financing activities 257,149 152,548 276,862 377,583
Net increase/(decrease) in cash and cash equivalents 650,755 69,298 52,075 97,715
Movement in cash and cash equivalents

At 1 January 611,685 531,712 97,715 -
Net increase/(decrease) in cash and cash equivalents 650,755 69,298 52,075 97,715
Exchange (loss)/gains on cash and cash equivalents (15,076) 10,675 - -
At 31 December 39(b) 1,247,364 611,685 149,790 97,715

Notes to the Financial Statements for year ended 31 December 2020 Notes to the Financial Statements for year ended 31 December 2020
1. CORPORATE INFORMATION AND ACTIVITIES 2. SIGNIFICANT ACCOUNTING POLICIES (CONTINUED)
MUA Ltd (the “Company”) is a public company incorporated and registered as a limited liability company 2.1 Basis of preparation (continued)
in Mauritius on 3 July 2018 under the Companies Act 2001. These financial statements will be submitted
for adoption at the forthcoming Annual Meeting of the Company. The Company is domiciles in Mauritius and Basis of consolidation (continued)
the address of its registered office is 4 Léoville l’Homme Street, Port Louis.
When the Group has less than a majority of the voting or similar rights of an investee, the Group considers all
On 7 January 2019, the Mauritius Union Assurance Cy Ltd (“MUACL”) proceeded with the Scheme of Arrangement relevant facts and circumstances in assessing whether it has power over an investee, including:
(Group Restructuring) whereby each shareholder of the latter received the equivalent number of shares in
the Company. Following the restructuring, MUA Ltd is the ultimate holding company of the MUA Group and • The contractual arrangement with the other vote holders of the investee;
is listed on the Official Market of Stock Exchange of Mauritius. As part of the restructuring the insurance entities
within the MUA Group have been re-organised under two distinct geographical segments, namely Mauritius and • Rights arising from other contractual arrangements;
overseas operations. The subsidiary MUA Transafrica Holdings Limited and the joint venture MUA Insurance
Management Limited have been unbundled from MUACL into MUA Ltd. • The Groups voting rights and potential voting rights.
2. SIGNIFICANT ACCOUNTING POLICIES The Group re-assesses whether or not it controls an investee if facts and circumstances indicate that there are
changes to one or more of the three elements of control. Consolidation of a subsidiary begins when the Group
2.1 Basis of preparation obtains control over the subsidiary and ceases when the Group loses control of the subsidiary.
MUA Ltd is incorporated and inserted at the top of the existing MUA Group, which is a business as defined in Assets, liabilities, income and expenses of a subsidiary acquired or disposed of during the year are included in
IFRS 3 Business Combinations. MUA Ltd has issued shares to the existing shareholders of MUACL in exchange the consolidated financial statements from the date the Group gains control until the date the Group ceases to
for the shares already held in MUACL. There were no changes to the shareholder group. This transaction does not control the subsidiary.
meet the definition of a business combination under IFRS 3, since neither MUA Ltd nor MUACL can be identified
as the acquirer. MUA Ltd is not the acquirer as it has issued shares to effect the combination. Applying the IAS 8 Profit or loss and each component of other comprehensive income (OCI) are attributed to the equity holders of
hierarchy, MUA Ltd cannot elect to apply the acquisition method as set out in IFRS 3 since the transaction did the parent of the Group and to the non-controlling interests, even if this results in the non-controlling interests
not result in any change of economic substance. Accordingly, the consolidated financial statements of MUA Ltd having a deficit balance. When necessary, adjustments are made to the financial statements of subsidiaries to
reflect that the arrangement is in substance a continuation of the existing group and the comparative group bring their accounting policies in line with the Group’s accounting policies. All intra-group assets and liabilities,
figures disclosed in the consolidated financial statements represent that of the existing group. equity, income, expenses and cash flows relating to transactions between members of the Group are eliminated
in full on consolidation.
The consolidated financial statements have been prepared under the historical cost basis except for the
revaluation of land and buildings, financial assets at fair value through other comprehensive income, financial A change in the ownership interest of a subsidiary, without a loss of control, is accounted for as an equity
assets at fair value through profit or loss and investment properties which are stated at their fair value. transaction. If the Group loses control over a subsidiary, it:
The consolidated financial statements are presented in Mauritian rupees (Rs) rounded to the nearest thousand • Derecognises the assets (including goodwill) and liabilities of the subsidiary;
(Rs’000), unless otherwise indicated.
• Derecognises the carrying amount of any non-controlling interests;
Statement of compliance
• Derecognises the cumulative translation differences recorded in equity;
The consolidated financial statements have been prepared in accordance with International Financial Reporting
Standards (“IFRS”) and comply with the Companies Act 2001. • Recognises the fair value of the consideration received;
The principal accounting policies applied in the preparation of these consolidated financial statements are set • Recognises the fair value of any investment retained;
out below.
• Recognises any surplus or deficit in profit or loss;
Basis of consolidation
• eclassifies the parent’s share of components previously recognised in OCI to profit or loss or retained
R
The consolidated financial statements comprise the financial statements of the Company and its subsidiaries earnings, as appropriate, as would be required if the Group had directly disposed of the related assets
referred to as the “Group” as at 31 December 2020. The Group controls an investee if and only if the Group has: or liabilities.
• ower over the investee (i.e. existing rights that give it the current ability to direct the relevant activities
P
of the investee);
• Exposure, or rights, to variable returns from its involvement with the investee, and
• The ability to use its power over the investee to affect its returns.

2. SIGNIFICANT ACCOUNTING POLICIES (CONTINUED) 2. SIGNIFICANT ACCOUNTING POLICIES (CONTINUED)
2.1 Basis of preparation (continued) 2.2 Changes in accounting policies and disclosures
Going concern Standards and amendments effective for 1 January 2020
The consolidated financial statements have been prepared on a going concern basis which assumes that the A number of new standards and amendments to standards and interpretations are effective for the first time
Group will continue in operational existence for the foreseeable future. for the financial year beginning on 1 January 2020. None of these had a significant effect on the financial
statements of the Group and the Company, except for the following:
Impact of Covid-19
i) Amendment to IFRS 3, ‘Business combinations’ Definition of a business.
The world has changed significantly over the past few weeks. Starting in Asia and now spreading across most
of the world, the Corona Virus (Covid-19) has most countries currently in a state of near complete lockdown. This amendment revises the definition of a business. According to feedback received by the IASB, application
While there is no way to tell exactly what the economic damage from the Covid-19 pandemic will be, there is of the current guidance is commonly thought to be too complex, and it results in too many transactions qualifying
widespread agreement that it will have a severe negative impact on the global economy. International stock as business combinations. More acquisitions are likely to be accounted for as asset acquisitions.
markets have suffered dramatic falls due to the outbreak, and the MSCI World Equity index is down -26% and
the Stock Exchange of Mauritius index (SEMDEX) is down -28% since 31 December 2020. To be considered a business, an acquisition would have to include an input and a substantive process that
together significantly contribute to the ability to create outputs. The new guidance provides a framework to
On the current trajectory, we must expect (and the market has priced in) the spread of Covid-19 to get worse evaluate when an input and a substantive process are present (including for early stage companies that have
before it starts to improve. No amount of fiscal or monetary stimulus can fully offset the financial impact on the not generated outputs). To be a business without outputs, there will now need to be an organised workforce.
economy while the situation worsens every day However, the scale of fiscal and monetary intervention now
unveiled by most major economies makes it hard for markets to keep on falling at the same pace. While global ii) A
mendment to IAS 1, ‘Presentation of financial statements’ and IAS 8, ‘Accounting policies, changes in
markets react daily to the economic stimulus packages being announced, the world needs to begin to feel there accounting estimates and errors’ on the definition of material.
is a real likelihood of beating this virus. Certainly if we see tangible positive results from medical tests either
of anti-viral treatments or vaccine trials, the picture will change considerably. Numerous trials are in progress These amendments to IAS 1 and IAS 8 and consequential amendments to other IFRSs:
all over the world, so a surprise in this regard could come at any time. One extraordinary fact is that the best
performing market in the world this year has been China. As soon as it was clear from the data that China was • Use a consistent definition of materiality through IFRSs and the Conceptual Framework for Financial Reporting;
winning the battle against Covid-19, its markets began to recover. The same thing is likely to happen in other
markets including in Mauritius. • Clarify the explanation of the definition of material; and
The probability of default in the Expected Credit Loss calculation with respect to the loan portfolio is expected • Incorporate some of the guidance in IAS 1 about immaterial information.
to increase with the prevailing situation if there are delays in repayments of instalment. However, management
has assessed that the impact will not be material. The loans are well collateralised and even if the whole loan The amended definition is:
portfolio is moved to Stage 3, the impact is not expected to be significant.
“Information is material if omitting, misstating or obscuring it could reasonably be expected to influence decisions
The Group has a strong balance sheet and is well capitalised. The Group’s book of business is well-diversified that the primary users of general purpose financial statements make on the basis of those financial statements,
with lot of retail clients with no particular concentration. The Group expects a reduction in motor claims during which provide financial information about a specific reporting entity.”
the Covid-19 pandemic period which will help to dampen any adverse impact. On the liquidity side, the Group’s
financial assets are highly liquid and it also has cash call arrangements with its highly-rated reinsurers in case
of major claims. iii) Amendments to IFRS 9, ‘Financial Instruments’, IAS 39, ‘Financial Instruments: Recognition and Measurement’
and IFRS 7, ‘Financial Instruments: Disclosure’ – Interest rate benchmark reform (Phase 1).
The Group has a business continuity plan that will allow the business to operate without major disruptions.
Further, the Group is, and will, continue to be operational on a work-from-home basis having sufficient remote These amendments provide certain reliefs in connection with interest rate benchmark reform (IBOR).
work capabilities in terms of access, capacity and bandwidth for employees for extended period of time. The reliefs relate to hedge accounting and have the effect that IBOR should not generally cause hedge accounting
to terminate. However, any hedge ineffectiveness should continue to be recorded in the income statement.
Besides the distribution channels for new businesses have not been significantly affected up to now but should
the lockdown be extended for longer periods, downside risks exist.
The other assets on the balance sheet are not expected to be impacted.

2.2 Changes in accounting policies and disclosures (continued) 2.2 Changes in accounting policies and disclosures (continued)
New standards, interpretations and amendments that are not yet effective and have not been early adopted New standards, interpretations and amendments that are not yet effective and have not been early adopted
(continued)
i) IFRS 16, ‘Leases’ Covid-19-Related Rent Concessions Amendment - (effective for Annual periods beginning
on or after 1 June 2020 (early adoption is permitted)). vi) IFRS 17, ‘Insurance contracts’ - (effective for annual periods beginning on or after 1 January 2023).
The IASB has provided lessees (but not lessors) with relief in the form of an optional exemption from assessing The IASB issued IFRS 17, ‘Insurance contracts’, and thereby started a new epoch of accounting for insurers.
whether a rent concession related to Covid-19 is a lease modification, provided that the concession meets Whereas the current standard, IFRS 4, allows insurers to use their local GAAP, IFRS 17 defines clear and
certain conditions. Lessees can elect to account for qualifying rent concessions in the same way as they would consistent rules that will significantly increase the comparability of financial statements. For insurers,
if they were not lease modifications. In many cases, this will result in accounting for the concession as a variable the transition to IFRS 17 will have an impact on financial statements and on key performance indicators.
lease payment.
Under IFRS 17, the general model requires entities to measure an insurance contract at initial recognition at
ii) A
mendments to IFRS 9 ‘Financial Instruments’, IAS 39 ‘Financial Instruments: Recognition and Measurement’, the total of the fulfilment cash flows (comprising the estimated future cash flows, an adjustment to reflect the
IFRS 7 ‘Financial Instruments: Disclosures’, IFRS 4 ‘Insurance Contracts’ and IFRS 16 ‘Leases’ – interest rate time value of money and an explicit risk adjustment for non-financial risk) and the contractual service margin.
benchmark (IBOR) reform (Phase 2) - (effective for Annual periods beginning on or after 1 January 2021). The fulfilment cash flows are remeasured on a current basis each reporting period. The unearned profit
(contractual service margin) is recognised over the coverage period.
The Phase 2 amendments address issues that arise from the implementation of the reform of an interest rate
benchmark, including the replacement of one benchmark with an alternative one. Aside from this general model, the standard provides, as a simplification, the premium allocation approach.
This simplified approach is applicable for certain types of contract, including those with a coverage period of
iii) A
mendment to IAS 1 'Presentation of Financial Statements' on Classification of Liabilities as Current one year or less.
or Non-current - (effective for Annual periods beginning on or after 1 January 2022).
For insurance contracts with direct participation features, the variable fee approach applies. The variable fee
The amendment clarifies that liabilities are classified as either current or non-current, depending on the rights approach is a variation on the general model. When applying the variable fee approach, the entity’s share of the
that exist at the end of the reporting period. Classification is unaffected by expectations of the entity or events fair value changes of the underlying items is included in the contractual service margin. Consequently, the fair
after the reporting date (for example, the receipt of a waiver or a breach of covenant). value changes are not recognised in profit or loss in the period in which they occur but over the remaining life of
the contract.
iv) A
mendments to IAS 16 ‘Property, Plant and Equipment’ on Proceeds before Intended Use - (effective for
Annual periods beginning on or after 1 January 2022). vii) IFRS 17, ‘Insurance contracts’ Amendments - (effective for annual periods beginning on or after
1 January 2023).
The amendment to IAS 16 prohibits an entity from deducting from the cost of an item of PPE any proceeds
received from selling items produced while the entity is preparing the asset for its intended use (for example, In response to some of the concerns and challenges raised, the Board developed targeted amendments and
the proceeds from selling samples produced when testing a machine to see if it is functioning properly). several proposed clarifications intended to ease implementation of IFRS 17, simplify some requirements of the
The proceeds from selling such items, together with the costs of producing them, are recognised in profit or loss. standard and ease transition. The amendments are not intended to change the fundamental principles of the
standard or unduly disrupt implementation already underway.
v) A
mendments to IAS 37 ‘Provisions, Contingent Liabilities and Contingent Assets’ on Onerous Contracts–Cost
of Fulfilling a Contract - (effective for Annual periods beginning on or after 1 January 2022). The Group plans to adopt the new standards on the required effective date.
The amendment clarifies which costs an entity includes in assessing whether a contract will be loss-making. The Group expects that the new standards will result in an important change to the accounting policies
This assessment is made by considering unavoidable costs, which are the lower of the net cost of exiting the of the Group and is likely to have a significant impact on profit and total equity together with presentation
contract and the costs to fulfil the contract. The amendment clarifies the meaning of ‘costs to fulfil a contract’. and disclosure.
Under the amendment, costs to fulfil a contract include incremental costs and the allocation of other costs that
relate directly to fulfilling the contract. The Directors have appointed an external consultant to accompany all the insurance companies of the Group
in the implementation journey of IFRS 17. A detailed gap analysis has been completed and the necessary
tools acquired. The external consultant is currently working closely with the internal team in order to bring the
operational and technical changes for a smooth transition to IFRS 17, as well as to upskill the resources.


2.3 Significant accounting policies 2.3 Significant accounting policies (continued)
(a) Foreign currency translation (b) Insurance contracts
The Group’s consolidated financial statements are presented in Mauritian rupees which is also the parent (i) Classification of insurance contracts
company’s functional currency. Each company in the Group determines its own functional currency and items
included in the financial statements of each entity are measured using that functional currency. The Group issues contracts which transfer insurance risk. Insurance contracts are those contracts which transfer
significant insurance risk at the inception of the contract. Such contracts remain insurance contracts until all rights
Transactions and balances and obligations are extinguished or expired. Investment contracts are those contracts that transfer financial risk
with no significant insurance risk.
Foreign currency transactions are translated into the functional currency using the exchange rates at the dates
of the transactions. Foreign exchange gains and losses resulting from the settlement of such transactions, and from Insurance contracts issued by the Group are classified within the following main categories:
the translation of monetary assets and liabilities denominated in foreign currencies at year end exchange rates,
are generally recognised in profit or loss. They are deferred in equity if they relate to qualifying cash flow hedges Short-term insurance contracts
and qualifying net investment hedges or are attributable to part of the net investment in a foreign operation.
Short-term insurance contracts are mainly in respect of motor business but the Group also sells fire and allied
Foreign exchange gains and losses that relate to borrowings are presented in the statement of profit or loss, perils, health, marine, engineering and other miscellaneous insurance contracts. These contracts protect the
within finance costs. All other foreign exchange gains and losses are presented in the statement of profit or loss Group’s customers from damage suffered to property or goods, value of property and equipment lost, losses and
on a net basis within other gains/(losses). expenses incurred, sickness and loss of earnings resulting from the occurrence of the insured events.
Non-monetary items that are measured at fair value in a foreign currency are translated using the exchange rates Long-term insurance contracts
at the date when the fair value was determined. Translation differences on assets and liabilities carried at fair
value are reported as part of the fair value gain or loss. For example, translation differences on non-monetary These contracts insure human life events (for example death or survival) over a long duration. A unit-linked
assets and liabilities such as equities held at fair value through profit or loss are recognised in profit or loss as part insurance contract is an insurance contract with an embedded derivative linking payments on the contract to
of the fair value gain or loss, and translation differences on non-monetary assets such as equities classified as at units of an internal investment fund set up by the Group with the consideration received from the contract holders
fair value through other comprehensive income are recognised in other comprehensive income. after deducting life charges, administration charges and any unpaid charges. The Group does not separately
measure any embedded derivatives as they qualify for recognition as an insurance contract. As such they are
Group companies measured as insurance contracts.
The results and financial position of foreign operations (none of which has the currency of a hyperinflationary Life insurance liabilities are recognised when contracts are entered into and premiums are charged. These liabilities
economy) that have a functional currency different from the presentation currency are translated into the are measured by using the Gross Premium method. The liability is determined as the sum of the discounted value
presentation currency as follows: of the expected future benefits, claims handling and policy administration expenses, policyholder options and
guarantees and investment income from assets backing such liabilities, which are directly related to the contract,
• ssets and liabilities for each balance sheet presented are translated at the closing rate at the date of that
A less the discounted value of the expected premiums that would be required to meet the future cash outflows based
balance sheet; on the valuation assumptions used. The liability is either based on current assumptions or calculated using the
assumptions established at the time the contract was issued, in which case, a margin for risk and adverse deviation
• Income and expenses for each statement of profit or loss and statement of comprehensive income are is generally included. A separate reserve for longevity may be established and included in the measurement
translated at average exchange rates; and of the liability. Furthermore, the liability for life insurance contracts comprises the provision for unearned premiums
and premium deficiency, as well as for claims outstanding. Adjustments to the liabilities at each reporting date
• All resulting exchange differences are recognised in other comprehensive income. are recorded in profit or loss. Profits originated from margins of adverse deviations on run-off contracts are
recognised in profit or loss over the life of the contract, whereas losses are fully recognised in profit or loss during
On consolidation, exchange differences arising from the translation of any net investment in foreign entities, and the first year of run-off. The liability is derecognised when the contract expires, is discharged or is cancelled.
of borrowings and other financial instruments designated as hedges of such investments, are recognised in other
At each reporting date, an assessment is made of whether the recognised life insurance liabilities are adequate
comprehensive income. When a foreign operation is sold or any borrowings forming part of the net investment
by using an existing liability adequacy test. The liability value is adjusted to the extent that it is insufficient
are repaid, the associated exchange differences are reclassified to profit or loss, as part of the gain or loss on sale.
to meet expected future benefits and expenses. In performing the adequacy test, current best estimates of
future contractual cash flows, including related cash flows such as claims handling and policy administration
Goodwill and fair value adjustments arising on the acquisition of a foreign operation are treated as assets and
expenses, policyholder options and guarantees, as well as investment income from assets backing such liabilities,
liabilities of the foreign operation and translated at the closing rate.
are used. To the extent that the test involves discounting of cash flows, the interest rate applied may be based on
management’s prudent expectation of current market interest rates. Any inadequacy is recorded in profit or loss
and subsequently, an additional insurance liability for the remaining loss is established. In subsequent periods the
liability for a block of business that has failed the adequacy test is based on the assumptions that are established
at the time of the loss recognition. The assumptions do not include a margin for adverse deviation. Impairment
losses resulting from liability adequacy testing can be reversed in future years if the impairment no longer exists.

2.3 Significant accounting policies (continued) 2.3 Significant accounting policies (continued)
(b) Insurance contracts (continued) (b) Insurance contracts (continued)
Long-term insurance contracts without fixed terms and with DPF (iii) Receivables and payables related to insurance contracts
Some insurance contracts contain a Discretionary Participation Feature (DPF). These types of insurance Receivables and payables are recognised when due. These include amounts due to and from agents, brokers and
contracts entitle the contract holder, in supplement of a guaranteed amount, to a contractual right to receive insurance contract holders. Receivables are tested for impairment when there are indications that the balances
additional profits or bonuses. The magnitude of the profits or bonuses as well as the timing of the payments is might be recoverable. Indication of impairment includes amount others: payments terms not satisfied, agents/
however at the discretion of the Group. The Group has an obligation to eventually pay to contract holders 93.5% brokers facing financial difficulties, balance from individuals are long overdue. Balances that are more than
(2019: 93.5%) of the DPF eligible surplus (i.e all interest and realised gains and losses arising from the assets 180 days but less than 365 days a provision of 2% is provided by the group and balances over 365 days are
backing these contracts). The remaining 6.5% (2019: 6.5%) accrues to the shareholders. Any portion of the fully provided for.
DPF eligible surplus accruing to contract holders that is not declared as a profit or bonus is retained as a liability
in the Life Assurance Fund, until declared and credited to contract holders in future periods. The portion of (iv) Impairment of reinsurance assets
the DPF eligible surplus accruing to shareholders is transferred annually to a Non Distributable reserve under
shareholder’s equity. All DPF liabilities including unallocated surpluses, both guaranteed and discretionary, at the Reinsurance assets are reviewed for impairment at each reporting date or more frequently when an indication
end of the reporting period are held within insurance contract liabilities, as appropriate. of impairment arises during the reporting year. If a reinsurance asset is impaired, the Group reduces the carrying
amount accordingly and recognizes that impairment in profit or loss. A reinsurance asset is impaired if there is
100% of all profits arising out of the non-profit annuity and unit-linked books of business are now allocated objective evidence, as a result of an event that occurred after initial recognition of that asset, that the Group may
to shareholders. not recover all amounts due under the terms of the contract and that the event has a measurable impact on the
amounts that the Group will receive from the reinsurer.
Unit linked contracts
(v) Claims expenses and outstanding claims provisions
These are insurance contracts which include an embedded derivative linking payments on the contracts to
units of an internal investment fund set up by the Group with the consideration received from contract holders. Outstanding claims provisions are based on the ultimate costs of all claims incurred but not settled at the end
This embedded derivative meets the definition of an insurance contract and has therefore not been accounted of financial reporting period, whether reported or incurred but not reported (IBNR). Notified claims are only
for separately from the host insurance contract. The liability of such contracts is adjusted for all changes in the recognised when the Group considers that it has a contractual liability to settle the claims. IBNR has been
fair value of underlying assets. provided for on an actuarial method which consists in the projection of incurred but not reported claims based
on the claims reporting delay pattern for the Group over the last ten years. Claims expenses are charged to profit
(ii) Reinsurance contracts or loss as incurred based on the estimated liability for compensation owed to contract holders or third parties.
Contracts entered into by the Group with reinsurers under which the Group is compensated for losses on one There are often delays between the occurrence of the insured event and the time it is actually reported to the
or more contracts issued by the Group are classified as reinsurance contracts held. Insurance contracts entered Group, particularly in respect of liability business, the ultimate cost of which cannot be known with certainty at
into by the Group under which the contract holder is another insurer (inwards reinsurance) are included with the end of the financial reporting period. Following the identification and notification of the insured loss, there
insurance contracts. may still be uncertainty as to the magnitude and timing of the settlement of the claim. Outstanding claims
provisions are not discounted and exclude any allowances for expected future recoveries. Recoveries represent
Reinsurance contracts used by the Group are proportional and non-proportional treaties and facultative claims recoverable from third party insurers. Recoveries are accounted for as and when received. However,
arrangements. Proportional reinsurance can be either ‘quota share’ where the proportion of each risk reinsured non-insurance assets that have been acquired by exercising rights to sell, salvage or subrogate under the terms
is stated or “surplus” which is a more flexible form of reinsurance and where the Group can fix its retention limit. of the insurance contracts are included when providing for outstanding claims. The liability is not discounted due
Non-proportional reinsurance is mainly ‘excess-of-loss’ type of reinsurance where, in consideration for a premium, to the fact that the exact timing and actual amount to be paid cannot be determined.
the reinsurer agrees to pay all claims in excess of a specified amount, i.e. the retention, and up to a maximum
amount. Facultative insurance contracts generally relate to specific insured risks which are underwritten (vi) Incurred but not reported claims (IBNR)
separately. Under treaty arrangements, risks underwritten by the Group falling under the terms and limits of the
treaties are reinsured automatically. IBNR calculation is calculated on an actuarial method which consists of the projection of incurred but not reported
claims based on the claims reporting delay pattern for the Group over the last ten years.
Reinsurance assets or liabilities are derecognized when the contractual rights are extinguished or expired
or when the contract is transferred to another party. (vii) Salvage and subrogation reimbursements
Estimates of salvage recoveries are included as an allowance in the measurement of the insurance liabilities
for claims, and salvage property is recognised in other assets when the liability is settled. The allowance is the
amount that can reasonably be recovered from the disposal of the property.


(b) Insurance contracts (continued) (c) Financial instruments (continued)
(viii) Deferred Acquisition Costs Financial assets (continued)
The liability for commissions payable is recognised at the inception date of the insurance contract/endorsement. Initial measurement of financial instruments
Commissions payable and reinsurance commissions receivable relating to unexpired premiums are recognised The classification of financial instruments at initial recognition depends on their contractual terms and
and released to profit or loss as and when the premiums are earned. the business model for managing the instruments.
(ix) Provision for unearned premiums Regular purchases and sales of financial assets are recognised on the trade-date, the date on which the Group
commits to purchase or sell the asset. Financial assets are derecognized when the rights to receive cash flows
The provision for unearned premiums represents the portion of premiums written on short-term insurance from the investments have expired or have been transferred and the Group has transferred substantially all risks
contracts relating to periods of insurance risks subsequent to the reporting date. It is calculated on the inception and rewards of ownership.
basis (daily method). The movement on the provision is taken to profit or loss in order for revenue to be recognised
over the period of the risk. The provision is derecognized when the contract expires, is discharged or cancelled. At initial recognition, the Group measures a financial asset at its fair value plus, in the case of a financial asset
not at fair value through profit or loss, transaction costs that are directly attributable to the acquisition of
(x) Liability adequacy test the financial asset. Transaction costs of financial assets carried at fair value though profit or loss is expensed
in profit or loss.
Short-term insurance
Measurement categories of financial assets and liabilities
At end of financial reporting period, the Group’s Independent actuaries review the adequacy of the contract
liabilities. In performing the test, current best estimates of future contractual cash flows (including claims The Group classifies all of its financial assets based on the business model for managing the assets and the
handling and administration expenses) and expected investment returns on assets backing such liabilities are used. asset’s contractual terms, measured at either:
Any deficiency is immediately charged to profit or loss and a provision is established for losses arising from the
liability adequacy test (the unexpired risk provision). • Amortised cost;
Long-term insurance • Fair value through other comprehensive income;
The Group’s Independent Actuaries review the adequacy of insurance liabilities for long term contracts on an • Fair value through profit or loss.
annual basis and ensure that provisions made by the Group are adequate.
Classification and measurement
(xi) Investment contract liabilities
This classification depends on whether the financial asset is a debt or equity investment. The following table
Investment contracts are contracts without DPF. Investment contract liabilities without DPF are recognised when shows the classification of the different types of financial assets:
contracts are entered into. These liabilities are initially recognised at fair value, this being the transaction price
excluding any transaction costs directly attributable to the issue of the contract. Subsequent to initial recognition, Classification Type of financial assets included
investment contract liabilities are measured at fair value through profit or loss.
Fair value through profit or loss Government bonds, quoted securities, unquoted
securities and investment in open ended mutual funds
(c) Financial instruments
Fair value through other comprehensive income Quoted securities, unquoted securities
Financial assets
Amortised cost Deposits, corporate bonds, government bonds,
treasury bills, treasury notes and loan receivables
Financial assets with the exception of loans and advances to customers, are initially recognised on the trade date,
i.e., the date that the Group becomes a party to the contractual provisions of the instrument. This includes regular
way trades: purchases or sales of financial assets that require delivery of assets within the time frame generally
established by regulation or convention in the market place. Loans and advances to customers are recognised
when funds are transferred to the customers’ accounts.


(c) Financial instruments (continued) (c) Financial instruments (continued)
Financial assets (continued) Financial assets (continued)
Classification and measurement (continued) Fair value through profit or loss (continued)
Financial investments at amortised cost The Group classifies financial assets as held for trading when they have been purchased or issued primarily for
short-term profit making through trading activities or form part of a portfolio of financial instruments that are
The Group only measures debts investments at amortised cost if both of the following conditions are met: managed together, for which there evidence of a recent pattern of short-term profit is taking. Held-for-trading
assets and liabilities are recorded and measured in the statement of financial position at fair value. Changes
• he financial asset is held within a business model with the objective to hold financial assets in order to collect
T in fair value are recognised in profit or loss and presented as part of ‘realised gains/losses- net’ in the period
contractual cash flows; in which they arise.
• he contractual terms of the financial asset give rise on specified dates to cash flows that are solely payments
T Interest and dividend income or expense is recorded in profit or loss according to the terms of the contract,
of principal and interest (SPPI) on the principal amount outstanding. or when the right to payment has been established.
If either of the two criteria above is not met, the debt instrument is classified as ‘fair value through other Included in this classification are government bonds, quoted securities, unquoted securities and investment
comprehensive income or fair value through profit or loss. The Group has not designated any debt investment in open ended mutual funds that have been acquired principally for the purpose of selling or repurchasing
measured at fair value through profit or loss to eliminate or significantly reduce an accounting mismatch. in the near term.
A gain or loss on a debt investment that is subsequently measured at amortized cost is recognised in profit Derecognition
or loss when the financial asset is derecognized or impaired and through the amortization process using the
effective interest rate method. Interest revenue shall be calculated by using the effective interest method. A financial asset (or, where applicable a part of a financial asset or part of a Group of similar financial assets)
is derecognised when:
An entity shall directly reduce the gross carrying amount of a financial asset when the entity has not reasonable
expectation of recovering a financial asset in its entirety or a portion thereof. • The rights to receive cash flows from the asset have expired;
Fair value through other comprehensive income (FVOCI) • he Group retains the right to receive cash flows from the asset, but has assumed an obligation to pay them
T
in full without material delay to a third party under a ‘pass through’ arrangement;
FVOCI debt instruments are subsequently measured at fair value with gains and losses arising due to changes in
fair value recognised in OCI. Impairment gains and losses and foreign exchange gains and losses are recognised • he Group has transferred its rights to receive cash flows from the asset and either (a) has transferred
T
in profit or loss in the same manner as for financial assets measured at amortised cost. On derecognition, substantially all the risks and rewards of the asset, or (b) has neither transferred nor retained substantially all
cumulative gains or losses previously recognised in OCI are reclassified from OCI to profit or loss. Refer to 2.5 (iii) the risks and rewards of the asset but has transferred control of the asset.
for classification of debt instrument at FVOCI.
When the Group has transferred its rights to receive cash flows from an asset and has neither transferred nor
For all other equity investments not classify as fair value through profit or loss, the Group can make an irrevocable retained substantially all the risks and rewards of the asset nor transferred control of the asset, the asset is
election at initial recognition to recognize changes in fair value through other comprehensive income rather than recognised to the extent of the Group’s continuing involvement in the asset. Continuing involvement that takes
profit or loss. Where the Group’s management has elected to present unrealized and realised fair value gains and the form of a guarantee over the transferred asset is measured at the lower of the original carrying amount of the
losses on equity investments in other comprehensive income, there is no subsequent recycling of fair value gains asset and the maximum amount of consideration that the Group could be required to repay.
and losses to profit or loss. Dividends from such investments continue to be recognised in profit or loss as long
as they represent a return on investment. (d) Impairment of financial assets
Fair value through profit or loss Overview of the ECL principles
The portfolio of the Group assets in this category are mandatorily classified as fair value through profit or loss. The ECL allowance is based on the credit loss expected to arise over the life of the asset (the lifetime expected
These would included held for trading equity and listed debt securities, and investments in units issued credit loss or LTECL), unless there has been no significant increase in credit risk since origination, in which case,
by mutual funds. the allowance is based on the 12 months’ expected credit loss (12m ECL). The Group’s policies for determining
if there has been a significant increase in credit risk are set out in note 3.2.2.
The 12mECL is the portion of LTECLs that represent the ECLs that result from default events on a financial
instrument that are possible within the 12 months after the reporting date.


(d) Impairment of financial assets (continued) (d) Impairment of financial assets (continued)
Overview of the ECL principles (continued) The calculation of ECLs (continued)
Both LTECLs and 12mECLs are calculated on either an individual basis or a collective basis depending on the The mechanics of the ECL method are summarised below:
nature of the underlying portfolio of financial instruments. The Group’s policy for grouping financial assets
measured on a collective basis is explained in note 3.2.2. • Stage 1: The 12mECL is calculated as the portion of LTECLs that represent the ECLs that result from default
events on a financial instrument that are possible within the 12 months after the reporting date.
The Group has established a policy to perform an assessment at the end of each reporting period of whether The Company calculates the 12mECL allowance based on the expectation of a default occurring
a financial instrument’s credit risk has increased significantly since initial recognition, by considering the change in in the 12 months following the reporting date.
the risk of default occurring over the remaining life of the financial instrument.
These expected 12-month default probabilities are applied to a forecast EAD and multiplied by the expected LGD
Based on the above process, financial instruments are grouped into Stage 1, Stage 2 and Stage 3 as described below: and discounted by an approximation to the original EIR.
• Stage 1: When loans are first recognised, the Group recognises an allowance based on 12mECLs. • Stage 2: When a loan has shown a significant increase in credit risk since origination, the Company records
Stage 1 loans also include facilities where the credit risk has improved, and the loan has been an allowance for the LTECLs. The mechanics are similar to those explained above, including
reclassified from Stage 2. Management determined that credit risk has improved when the client the use of multiple scenarios, but PDs and LGDs are estimated over the lifetime of the instrument.
has not default for consecutive 6 months period. The expected cash shortfalls are discounted by an approximation to the original EIR.
• Stage 2: When a loan has shown a significant increase in credit risk since origination, the Group records an • Stage 3: For loans considered credit-impaired the Group recognises the lifetime expected credit losses
allowance for the LTECLs. Stage 2 loans also include facilities, where the credit risk has improved for these loans. The method is similar to that for Stage 2 assets, with the PD set at 100%.
and the loan has been reclassified from Stage 3. The loans are transferred from Stage 3 to Stage two
where the client has consistently paid all instalments for consecutive 9 months period. Forward looking information
• Stage 3: Loans considered credit-impaired. The Group records an allowance for the LTECLs. In its ECL models, the Company relies on a broad range of forward looking information as economic inputs,
such as:
For financial assets for which the Group has no reasonable expectations of recovering either the entire
outstanding amount, or a proportion thereof, the asset is credit impaired and the interest rate is calculated on • GDP growth;
the amortised cost based on a credit-adjusted effective interest rate.
• Unemployment rates.
The calculation of ECLs
The inputs and models used for calculating ECLs may not always capture all characteristics of the market at the
The Group calculates ECLs based on individual account EAD at the reporting date to measure the expected date of the financial statements. To reflect this, qualitative adjustments or overlays are occasionally made as
cash shortfalls, discounted at an approximation to the EIR. A cash shortfall is the difference between the temporary adjustments when such differences are significantly material.
cash flows that are due to an entity in accordance with the contract and the cash flows that the entity
expects to receive. Collateral valuation
The mechanics of the ECL calculations are outlined below and the key elements are, as follows: To mitigate itscreditrisks on financial assets, the Group seeks to use collateral, wherepossible. The collateral
comes in various forms, such as cash, securities, real estate, receivables, inventories, other non-financial assets
• PD The Probability of Default is an estimate of the likelihood of default over a given time horizon. and credit enhancements such as netting agreements. The Group’s accounting policy for collateral assigned to it
A default may only happen at a certain time over the assessed period, if the facility has not been through its lending arrangements under IFRS 9 is the same is it was under IAS 39. Collateral, unless repossessed,
previously derecognised and is still in the portfolio.
is not recorded on the Group’s statement of financial position. However, the fair value of collateral affects the
calculation of ECLs.
• EAD The Exposure at Default is an estimate of the exposure at a future default date, taking into account
expected changes in the exposure after the reporting date, including repayments of principal and
To the extent possible, the Company uses active market data for valuing financial assets held as collateral.
interest, whether scheduled by contract or otherwise, expected drawdowns on committed facilities,
Other financial assets which do not have readily determinable market values are valued using models.
and accrued interest from missed payments.
Non-financial collateral, such as real estate, is valued based on data provided by third parties Valuers.
• LGD
The Loss Given Default is an estimate of the loss arising in the case where a default occurs at a
given time. It is based on the difference between the contractual cash flows due and those that
the lender would expect to receive, including from the realisation of any collateral. It is usually
expressed as a percentage of the EAD.

(e) Financial liabilities (h) Investment in subsidiary companies
Initial recognition and measurement Subsidiaries are all entities (including structured entities) over which the Group has control. Subsidiaries are fully
consolidated from the date on which control is transferred to the Group. They are deconsolidated from the date
Financial liabilities are classified as financial liabilities at fair value through profit or loss or other financial liabilities at that control ceases.
amortised cost as appropriate. The Group determines the classification of its financial liabilities at initial recognition.
Separate financial statements
All financial liabilities are recognised initially at fair value plus, in case of loans and borrowings, directly attributable
transaction costs. Investments in subsidiaries in the separate financial statements of the Company are carried at cost, net of any
impairment. Where the carrying amount of an investment is greater than its estimated recoverable amount,
The Group’s financial liabilities include trade and other payables, bank overdrafts and loans and borrowings, it is written down immediately to its recoverable amount and the difference is recognised in profit or loss.
including losses. Upon disposal of the investment, the difference between the net disposal proceeds and the carrying amount
is recognised in profit or loss.
Subsequent measurement
(i) Investment in associated company
Loans and borrowings
An associate is an entity over which the Group has significant influence and which is neither a subsidiary nor
After initial recognition, interest bearing loans and borrowings are subsequently measured at amortized cost a joint venture. Significant influence is the power to participate in the financial and operating policy decisions
using the Effective Interest Rate “EIR” method. Gains and losses are recognised in profit or loss when the of the investee, but it is not control or joint control over those policies.
liabilities are derecognized as well as through the EIR amortization process. Amortized cost is calculated by
taking into account any discount or premium on acquisition and fees or costs that are an integral part of the EIR. The Group’s investment in its associate is accounted for using the equity method. Under the equity method, the
The EIR amortization is included as finance costs in profit or loss. investment in an associate is carried in the statement of financial position at cost plus post-acquisition changes
in the Group’s share of net assets of the associate. Goodwill relating to an associate is included in the carrying
Derecognition amount of the investment and is neither amortised nor individually tested for impairment. The statement
of profit or loss reflects the share of the results of operations of the associate. Any change in OCI of the
A financial liability is derecognised when the obligation under the liability is discharged or cancelled or expires. investee is presented as part of the Group’s OCI. In addition, when there has been a change recognized directly
in the equity of the associate, the Group recognises its share of any changes and discloses this, when applicable,
When an existing financial liability is replaced by another from the same lender on substantially different terms, in the statement of changes in equity. Unrealised gains and losses resulting from transactions between
or the terms of an existing liability are substantially modified, such an exchange or modification is treated as the Group and the associate are eliminated to the extent of the interest in the associate.
a derecognition of the original liability and the recognition of a new liability, and the difference in the respective
carrying amounts is recognised in profit or loss. The aggregate of the Group’s share of profit of the associate is shown on the face of the statement of profit
or loss. This is profit attributable to equity holders of the associate and, therefore, is profit after tax and non-
(f) Borrowing costs controlling interests in the subsidiaries of the associates.
Borrowing costs directly attributable to the acquisition, construction or production of an asset that necessarily The financial statements of the associate are prepared for the same reporting period as the Group.
takes a substantial period of time to get ready for its intended use or sale are capitalized as part of the cost Where necessary, adjustments are made to bring its accounting policies in line with the Group’s.
of the asset. All other borrowing costs are expensed in the period in which they occur. Borrowing costs consist
of interest and other costs than an entity incurs in connection with the borrowing of funds. After application of the equity method, the Group determines whether it is necessary to recognise an additional
impairment loss on the Group’s investment in associates. The Group determines at each reporting date, whether
(g) Offsetting of financial instruments there is any objective evidence that the investment in the associate is impaired. If this is the case, the Group
calculates the amount of impairment as the difference between the recoverable amount of the associate and its
Financial assets and liabilities are offset and the net amount is reported in the consolidated statement of financial carrying value and recognises the amount in the ‘Share of profit of an associate’ in the statement of profit or loss.
position if, and only if, there is a currently enforceable legal right to offset the recognised amounts and there
is an intention to settle on a net basis, or to realize the assets and settle the liabilities simultaneously. Income Upon loss of significant influence over the associate, the Group measures and recognises any remaining
and expenses will not be offset in the profit or loss unless required or permitted by any accounting standard investment at its fair value. Any difference between the carrying amount of the associate upon loss of
or interpretation, as specifically disclosed in the accounting policies of the Group. significant influence and the fair value of the remaining investment and proceeds from disposal is recognised
in profit or loss.

( j) Investment in joint venture (m) Property and equipment
A joint venture is a type of joint arrangement whereby the parties that have joint control of the arrangement Equipment and Motor vehicles are stated at cost, net of accumulated depreciation and accumulated impairment
have rights to the net assets of the joint venture. Joint control is the contractually agreed sharing of control of an losses, if any. Cost excludes the cost of day to day servicing. Replacement or major inspection costs are capitalized
arrangement, which exists only when decisions about the relevant activities require unanimous consent of the when incurred and if probable that future economic benefits associated with the item will flow to the entity and
parties sharing control. the cost of the item can be measured reliably.
The considerations made in determining significant influence or joint control are similar to those necessary Land and buildings are subsequently shown at market value, based on valuations by external independent
to determine control over subsidiaries. valuers, less subsequent depreciation for property. The valuation is performed every three years. However,
management assesses whether the carrying amount has not changed significantly over years. All other property
The Group’s investments in its joint venture is accounted for using the equity method. Under the equity method, and equipment is stated at historical cost less accumulated depreciation and accumulated impairment.
the investment in a joint venture is initially recognised at cost. The carrying amount of the investment is
adjusted to recognise changes in the Group’s share of net assets of joint venture since the acquisition date. Revaluations are done with sufficient regularity to ensure that the carrying amount does not differ materially
Goodwill relating to the joint venture is included in the carrying amount of the investment and is not tested from that would be determined using fair value at the end of the reporting date. Any accumulated depreciation
for impairment individually. at the date of the revaluation is eliminated against the gross carrying amount of the asset, and the net amount
is restated by the revalued amount of the asset. Any revaluation surplus is recognised in other comprehensive
The statement of profit or loss reflects the Group’s share of the results of operations of the joint venture. income and accumulated in the asset revaluation reserve in equity, except to the extent that it reverses a
Any change in OCI of those investees is presented as part of the Group’s OCI. In addition, when there has been revaluation decrease of the same asset previously recognised in profit or loss, in which case the increase is
a change recognised directly in the equity of the joint venture, the Group recognises its share of any changes, recognised in profit or loss. A revaluation deficit is recognised in profit or loss, except to the extent that it offsets
when applicable, in the statement of changes in equity. Unrealised gains and losses resulting from transactions an existing surplus on the same asset recognised in the asset revaluation reserve.
between the Group and the joint venture are eliminated to the extent of the interest in the joint venture.
Depreciation is calculated on the straight line method to write off the cost of each asset, or the revalued amount,
The aggregate of the Group’s share of profit or loss of a joint venture is shown on the face of the statement to its residual values over its estimated useful life as follows:
of profit or loss outside operating profit and represents profit or loss after tax and non-controlling interests in the
subsidiaries of the joint venture. The financial statements of the joint venture are prepared for the same reporting Rate per
period as the Group. When necessary, adjustments are made to bring the accounting policies in line with those annum
of the Group.
Buildings 2%
After application of the equity method, the Group determines whether it is necessary to recognise an impairment Office equipment, computers, fixtures, fittings and other electricals 10 - 33.33%
loss on its investment in its joint venture. At each reporting date, the Group determines whether there is objective Motor vehicles 20%
evidence that the investment in the joint venture is impaired. If there is such evidence, the Group calculates the
amount of impairment as the difference between the recoverable amount of the joint venture and its carrying Freehold land is not depreciated.
value, and then recognises the loss as ‘Share of profit of a joint venture’ in the statement of profit or loss.
The assets’ residual values and useful lives are reviewed and adjusted prospectively if appropriate, at each
Upon loss of significant influence over the joint control over the joint venture, the Group measures and recognises financial reporting period end.
any retained investment at its fair value. Any difference between the carrying amount of the joint venture upon
loss of significant influence or joint control and the fair value of the retained investment and proceeds from Where the carrying amount of an asset is greater than its estimated recoverable amount, it is written down
disposal is recognised in profit or loss. immediately to its recoverable amount.
(k) Equity instruments Gains and losses on disposal of property and equipment are determined by reference to their carrying amounts
and the disposal proceeds are taken into account in determining operating profit and the surplus of the Life
An equity instrument is any contract that evidences a residual interest in the assets of an entity after deducting Assurance Fund. On disposal of revalued assets, any amounts in revaluation reserve relating to those assets are
all of its liabilities. Equity instruments issued by the Company are recognised at the proceeds received, net of transferred to retained earnings.
direct issue costs.
(l) Equity movements
Dividends on ordinary shares are recognised as a liability and deducted from equity when they are approved by
the Group’s shareholders. Interim dividends are deducted from equity when they are approved. Final dividends
are usually approved after the reporting date are dealt with as a non-adjusting event after the reporting date.

(n) Investment properties (p) Intangible assets (continued)
Properties held to earn rentals or capital appreciation or both and not occupied by the Group are classified Computer software
as investment properties. Investment properties are measured initially at cost, including transaction costs.
The carrying amount includes the cost of replacing part of an existing investment properties at the time that cost Computer software is initially recorded at cost and amortized using the straight-line method over the estimated
is incurred if the recognition criteria are met; and excludes the costs of day to day servicing of an investment useful life of 5 years.
property. Subsequent to initial recognition, investment properties are stated at fair value, which reflects market
conditions at the reporting date. Gains or losses arising from changes in the fair values of investment properties Work-in-progress represents the implementation of a software system.
are included in the profit or loss. Fair values are determined based on the valuation performed by an accredited
external, independent valuer. Goodwill
Investment properties are derecognized when either they have been disposed of or when the investment Goodwill is not amortised but tested for impairment annually as described in note 2.5(iii).
properties are permanently withdrawn from use and no future economic benefit is expected from its disposal.
Any gains or losses on the retirement or disposal of an investment property are recognised in profit or loss in the (q) Impairment of non-financial assets
year of retirement or disposal.
The Group assesses at each reporting date whether there is an indication that an asset may be impaired. If any
Transfers made to or from investment properties are only made when there is a change in use evidenced by the such indication exists, or when annual impairment testing for an asset is required, the Group estimates the asset’s
end of owner-occupation, commencement of an operating lease to another party or completion of construction recoverable amount. An asset’s recoverable amount is the higher of an asset’s or cash-generating unit’s fair
or development. For a transfer from investment property to owner occupied property, the deemed cost for value less costs to sell and its value in use. The recoverable amount is determined for an individual asset, unless
subsequent accounting is the fair value at the date of change in use. If owner occupied property becomes an the asset does not generate cash inflows that are largely independent of those from other assets or groups of
investment property, the Group accounts for such property in accordance with the policy stated under plant and assets. In assessing value in use, the estimated future cash flows are discounted to their present value using a
equipment up to the date of the change in use. pre-tax discount rate that reflects current market assessments of the time value of money and the risks specific to
the asset. In determining fair value less costs to sell, recent market transactions are taken into account, if available.
(o) Non-controlling interest
(r) Cash and cash equivalents
Non-Controlling interest are present ownership interest and entitle their holders to a proportionate share
of the entity’s net assets in the event of liquidation may be initially measured either at fair value or at the Cash and short-term deposits in the statement of financial position comprise cash at banks and on hand
non-controlling interest’s proportionate share of the recognized amounts of the acquiree’s identifiable net assets. and short-term deposits with maturities of three months or less. Cash and cash equivalents are measured at
The choice of measurement basis is made on a transaction-by-transaction basis. All non-controlling Interests amortized cost.
have been measured at the proportionate share of the acquiree’s identifiable net assets.
For the purpose of the consolidated statement of cash flows, cash and cash equivalents consist of cash and
(p) Intangible assets short-term deposits as defined above, net of outstanding bank overdrafts.
Intangible assets with finite lives are amortized over the useful economic life and assessed for impairment (s) Provisions
whenever there is an indication that the intangible asset may be impaired. The amortization period and the
amortization method for an intangible asset with a finite useful life are reviewed at least at the end of each Provisions are recognised when the Group has a present obligation (legal or constructive) as a result of a
reporting period. Changes in the expected useful life or the expected pattern of consumption of future economic past event, and it is probable that an outflow of resources embodying economic benefits will be required to settle
benefits embodied in the asset are considered to modify the amortization period or method, as appropriate, and the obligation and a reliable estimate can be made of the amount of the obligation. Where the Group expects
are treated as changes in accounting estimates. The amortization expense on intangible assets with finite lives is some or all of a provision to be reimbursed, the reimbursement is recognised as a separate asset but only when
recognised in profit or loss in the expense category that is consistent with the function of the intangible assets. the reimbursement is virtually certain. The expense relating to any provision is presented in profit or loss net
of any reimbursement. If the effect of the time value of money is material, provisions are discounted using a
Gains or losses arising from derecognition of an intangible asset are measured as the difference between the current pre-tax rate that reflects, where appropriate, the risks specific to the liability. Where discounting is used,
net disposal proceeds and the carrying amount of the asset and are recognised in profit or loss when the asset the increase in the provision due to the passage of time is recognised in finance cost.
is derecognized.
Acquisition of client portfolio
The cost of acquisition of a client portfolio is capitalized and amortized using the straight-line method over five
to twenty-five years.

(t) Segment reporting (u) Taxes (continued)
Segments are reported in a manner consistent with the internal reporting provided to management. The carrying amount of deferred income tax assets is reviewed at each reporting date and reduced to the extent
that it is no longer probable that sufficient taxable profit will be available to allow all or part of the deferred
(u) Taxes income tax asset to be utilized. Unrecognized deferred income tax assets are reassessed at each reporting date
and are recognised to the extent that it has become probable that future taxable profit will allow the deferred tax
Current income tax asset to be recovered.
Current income tax assets and liabilities for the current and prior periods are measured at the amount expected Deferred tax assets and liabilities are measured at the tax rates that are expected to apply to the year when
to be recovered from or paid to the taxation authorities. The tax rates and tax laws used to compute the amount the asset is realised or the liability is settled, based on tax rates (and tax laws) that have been enacted or
are those that are enacted or substantively enacted by the reporting date, in the countries where the Group substantively enacted at the reporting date.
operates and generates taxable income. The income tax is recognised as a charge in profit or loss.
Deferred tax relating to items recognised outside profit or loss is recognised outside profit or loss. Deferred tax
The Group can offset current tax assets and current tax liabilities if and only if, the Group: items are recognised in correlation to the underlying transaction either in other comprehensive income or directly
in equity.
(a) Has a legally enforceable right to set off the recognised amounts; and
The Group shall offset deferred tax assets and deferred tax liabilities if, and only if:
(b) Intends either to settle on a net basis, or to realize the asset and settle the liability simultaneously.
(a) The entity has a legally enforceable right to set off current tax assets against current tax liabilities; and
Deferred income tax
(b) The deferred tax assets and the deferred tax liabilities relate to income taxes levied by the same taxation
Deferred income tax is provided using the liability method on temporary differences at the reporting date authority on either:
between the tax bases of assets and liabilities and their carrying amounts for financial reporting purposes.
(i) The same taxable entity; or
Deferred tax liabilities are recognised for all taxable temporary differences, except:
(ii) Different taxable entities which intend either to settle current tax liabilities and assets on a net basis, or to
• here the deferred tax liability arises from the initial recognition of goodwill or of an asset or liability
W realise the assets and settle the liabilities simultaneously, in each future period in which significant amounts
in a transaction that is not a business combination and, at the time of the transaction, affects neither of deferred tax liabilities or assets are expected to be settled or recovered.
the accounting profit nor taxable profit or loss; and
The Group and the Company have disclosed deferred income tax assets and deferred income tax liabilities
• In respect of taxable temporary differences associated with investments in subsidiaries, associates separately as it does not meet the above criteria.
and interests in joint ventures, where the timing of the reversal of the temporary differences can be controlled
and it is probable that the temporary differences will not reverse in the foreseeable future. Corporate Social Responsibility
Deferred income tax assets are recognised for all deductible temporary differences, carry-forward of unused tax In line with the definition within the Income Tax Act 1995, Corporate Social Responsibility (CSR) is regarded
credits and unused tax losses, to the extent that it is probable and there is convincing evidence that taxable profit as a tax and is therefore subsumed with the income tax shown within the Statement of Comprehensive Income
will be available against which the deductible temporary differences, and the carry-forward of unused tax credits and the income tax liability on the Statement of Financial Position.
and unused tax losses can be utilized except:
The CSR charge for the current period is measured at the amount expected to be paid to the Mauritian tax
• here the deferred income tax asset relating to the deductible temporary difference arises from the initial
W authorities. The CSR rate and laws used to compute the amount are those charged or substantively enacted
recognition of an asset or liability in a transaction that is not a business combination and, at the time of the by the reporting date.
transaction, affects neither the accounting profit nor taxable profit or loss; and
Alternative Minimum Tax (AMT)
• In respect of deductible temporary differences associated with investments in subsidiaries, associates and
interests in joint ventures, deferred income tax assets are recognised only to the extent that it is probable that Alternative Minimum Tax (AMT) is provided for where the Company has a tax liability of less than 7.5% of its
the temporary differences will reverse in the foreseeable future and taxable profit will be available against book profit and pays a dividend. AMT is calculated as the lower of 10% of the dividend declared and 7.5%
which the temporary differences can be utilized. of book profit.

(v) Revenue recognition (y) Retirement benefit obligations
The Group administers the pension scheme, provides actuarial services advice and investment advice to its (i) Defined Contribution Pension Scheme
clients under contract. Revenue from contracts with customers is recognised when control of the services are
transferred to the customer at an amount that reflects the consideration to which the Group expects to be Retirement benefits to employees of the Group are provided by a Defined Contribution Pension Scheme,
entitled in exchange for those services. The Group has generally concluded that it is the principal in its revenue the Mauritius Union Group Pension Scheme, which is funded by contributions from the Group and the employees.
arrangements, because it typically controls the services before transferring them to the customer. Payments made by the Group are charged to profit or loss in the year in which they are payable.
Revenue from providing services is recognised in the accounting period in which the services are rendered. The foreign subsidiaries operate a defined contribution pension plan scheme for all eligible employees.
Revenue from sale of services is recognised over time using an input method to measure progress towards The scheme is administered by MUA Pension Ltd and is funded by contribution from both the Company
complete satisfaction of the service, because the customer simultaneously receives and consumes the benefits and employees.
provided by the Group.
The foreign subsidiaries contribute to the statutory National Social Security Fund in the respective countries.
(i) Premiums earned Contributions to these schemes are determined by local statue. The obligations to retirement benefits are
charged to the profit or loss in the year to which they relate.
Premiums on short-term insurance contracts represent gross premiums net of premiums ceded to reinsurers
and are recognised as revenue (net earned premiums) on an inception basis (daily method). Members of the Defined Contribution Scheme, who were previously members of the MUA Staff Pension Scheme,
a Defined Benefit Scheme, are entitled to a No Worse Off Guarantee (“NWOG”) based on the benefits of the
Premiums on long-term insurance contracts are recognised in the Life Assurance Fund when receivable, Defined Benefit Pension Scheme.
i.e. when payments are due.
(ii) Defined Benefit Scheme
(ii) Consideration for annuities
For Defined Benefit retirement benefit plans, the cost of providing benefits using the projected unit credit
Consideration for annuities is recognised in the Life Assurance Fund when receivable. method, with actuarial valuations being carried out at the end of each annual reporting period. Remeasurement,
comprising actuarial gains and losses, the effect of the changes on the return on plan assets (excluding interest)
(iii) Other revenues is reflected immediately in the statement of financial position with a charge or credit recognised in other
comprehensive income in the period in which they occur. Remeasurement recognised in other comprehensive
Other revenues are recognised on the following bases: income is reflected immediately in retained earnings and will not be reclassified to profit or loss. Past service
cost is recognised in profit or loss in the period of a plan amendment. Net interest is calculated by applying
• ees and commission income - on the accrual basis in accordance with the substance of the relevant
F the discount rate at the beginning of the period to the net defined benefit liability or asset. Defined benefit costs
agreements; are categorized as follows:
• Interest income - it is recognised using the effective interest method as it accrues; • ervice cost (including current service cost, past service cost, as well as gains and losses on curtailments
S
and settlements);
• Dividend income - when the shareholder’s right to receive payment is established. • Net interest expenses or income; and
• Remeasurement.
(w) Shareholders’ share of the surplus generated by the Life Business
(iii) Termination benefits
The Group recognises the shareholders’ share of the DPF eligible surplus on an annual basis and transfers
this amount from/to the Life Assurance Fund to/from the shareholders’ share of Life surplus in equity. Termination benefits are recognized as an expense when the Group is demonstrably committed, without realistic
The non-distributable share of the surplus is transferred annually from retained earnings to a non-distributable possibility of withdrawal, to a formal detailed plan to either terminate employment before the normal retirement
reserve. Whenever bonuses are paid/credited to policyholders, an amount representing 6.5 % (2019: 6.5%) date, or to provide termination benefits as a result of an offer made to encourage voluntary redundancy.
of these bonuses is transferred from the non-distributable reserve to retained earnings in the statement Termination benefits for voluntary redundancies are recognised as an expense if the Group has made an offer
of changes in Equity. encouraging voluntary redundancy, it is probable that the offer will be accepted, and the number of acceptances
can be estimated reliably.
(x) Life Assurance Fund
(iv) Short term benefits
At the end of every year the amount of the liabilities of the Life assurance fund is established. A portion
of the surplus between the value of the assets and the value of the liabilities is transferred to profit or loss. Short term employee benefit obligations are measured on an undiscounted basis and are expensed as the related
The adequacy of the fund is determined annually by actuarial valuation. service is provided.

(z) Share based payment (aa) Fair value measurement (continued)
The Company has a Group Share Option Scheme where Executive management team of its subsidiaries receive All assets and liabilities for which fair value is measured or disclosed in the financial statements are categorised
remuneration in the form of share-based payments, whereby they render services as consideration for equity within the fair value hierarchy, described as follows, based on the lowest level input that is significant to the fair
instruments of the Company (equity-settled transactions). value measurement as a whole:
The cost of equity-settled transactions is determined by the fair value at the date when the grant is made using • Level 1 - Quoted (unadjusted) market prices in active markets for identical assets or liabilities.
an appropriate valuation model. In the separate financial statements, the cost is recognized as a quasi-capital
contribution in the subsidiaries, together with a corresponding increase in other capital reserves in equity, • evel 2 - Valuation techniques for which the lowest level input that is significant to the fair value measurement
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over the period in which the performance and/or service conditions are fulfilled in employee benefits expense. is directly or indirectly observable.
At Group level the cumulative expenses are recognised for equity-settled transactions at each reporting date
until the vesting date reflects the extent to which the vesting period has expired and the Group’s best estimate • evel 3 - Valuation techniques for which the lowest level input that is significant to the fair value measurement
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of the number of equity instruments that will ultimately vest. The statement of profit or loss expense or credit for is unobservable.
a period represents the movement in cumulative expenses recognised as at the beginning and end of that period
and is recognised in employee benefits expense. The level in the fair value hierarchy within which the fair value measurement is categorised in its entirety
is determined on the basis of the lowest level input that is significant to the fair value measurement in its entirety.
No expense is recognised for awards that do not ultimately vest, except for equity-settled transaction For this purpose, the significance of an input is assessed against the fair value measurement in its entirety.
for which vesting is conditional upon a market or non-vesting condition. These are treated as vesting irrespective If a fair value measurement uses observable inputs that require significant adjustment based on unobservable
of whether or not the market or non-vesting condition is satisfied, provided that all other performance and/or inputs, that measurement is a level 3 measurement. Assessing the significance of a particular input to the fair
service conditions are satisfied. When the terms of an equity-settled award are modified, the minimum expense value measurement in its entirety requires judgement, considering factors specific to the asset or liability.
recognised is the expense had the terms had not been modified, if the original terms of the award are met.
An additional expense is recognised for any modification that increases the total fair value of the share-based The determination of what constitutes ‘observable’ requires significant judgement by the Group. Management
payment transaction or is otherwise beneficial to the employee as measured at the date of modification. considers observable data to be that market data that is readily available, regularly distributed or updated,
reliable and verifiable, not proprietary, and provided by independent sources that are actively involved in the
(aa) Fair value measurement relevant market.
The Group measures financial instruments, such as, financial assets at fair value through profit or loss, financial For assets and liabilities that are recognised in the financial statements on a recurring basis, the Group determines
assets at fair value through other comprehensive income, and non-financial assets such as investment properties, whether transfers have occurred between Levels in the hierarchy by re-assessing categorisation (based on the
land and building, at fair value at each reporting date. Also, fair values of financial instruments measured at lowest level input that is significant to the fair value measurement as a whole) at the end of each reporting period.
amortised cost are disclosed in note 34.
The Group’s valuation committee determines the policies and procedures for both recurring fair value
Fair value is the price that would be received to sell an asset or paid to transfer a liability in an orderly transaction measurement, such as financial assets at fair value through profit or loss and financial assets at fair value through
between market participants at the measurement date. The fair value measurement is based on the presumption other comprehensive income.
that the transaction to sell the asset or transfer the liability takes place either:
External valuers are involved for valuation of significant assets, such as investment properties. Involvement
• In the principal market for the asset or liability; or of external valuers is decided upon annually by the valuation committee after discussion with and approval
by the Group’s audit committee. Selection criteria include market knowledge, reputation, independence
• In the absence of a principal market, in the most advantageous market for the asset or liability. and whether professional standards are maintained.
The principal or the most advantageous market must be accessible to by the Group. At each reporting date, the valuation committee analyses the movements in the values of assets and liabilities
which are required to be re-measured or re-assessed as per the Group’s accounting policies. For this analysis,
The fair value of an asset or a liability is measured using the assumptions that market participants would use the valuation committee verifies the major inputs applied in the latest valuation by agreeing the information
when pricing the asset or liability, assuming that market participants act in their economic best interest. in the valuation computation to contracts and other relevant documents.
A fair value measurement of a non-financial asset takes into account a market participant’s ability to generate The valuation committee, in conjunction with the Group’s external valuers, also compares each of the changes
economic benefits by using the asset in its highest and best use or by selling it to another market participant that in the fair value of each asset and liability with relevant external sources to determine whether the change
would use the asset in its highest and best use. is reasonable.
The Group uses valuation techniques that are appropriate in the circumstances and for which sufficient data For the purpose of fair value disclosures, the Group has determined classes of assets and liabilities on the
are available to measure fair value, maximising the use of relevant observable inputs and minimising the use basis of the nature, characteristics and risks of the asset or liability and the level of the fair value hierarchy as
of unobservable inputs. explained above.

(ab) Contingencies reserve (ac) Leases (continued)
A contingency reserve was created by one of the Company’s overseas insurance subsidiaries in order to comply Lease payments to be made under reasonably certain extension options are also included in the measurement
with their local Insurance Act Regulations. This reserve is created to cover fluctuations in securities and variation of the liability. The lease payments are discounted using the interest rate implicit in the lease. If that rate cannot
in statistical estimates. be readily determined, which is generally the case for the lease for the Company, the lessee’s incremental
borrowing rate is used, being the rate that the individual lessee would have to pay to borrow the funds necessary
(ac) Leases to obtain an asset of similar value to the right-of-use asset in a similar economic environment with similar terms,
security and conditions.
Lessee
The Group is exposed to potential future increases in variable lease payments based on an index or rate,
The Group has applied IFRS 16 using the modified retrospective approach and therefore comparative information which are not included in the lease liability until they take effect. When adjustments to lease payments based
has not been restated. This means comparative information is still reported under IAS 17 and IFRIC 4. on an index or rate take effect, the lease liability is reassessed and adjusted against the right-of-use asset.
Lease payments are allocated between principal and finance cost. The finance cost is charged to profit or loss
For any new contracts entered into on or after 1 January 1 2019, the Group considers whether a contract is, over the lease period so as to produce a constant periodic rate of interest on the remaining balance of the
or contains a lease. A lease is defined as ‘a contract, or part of a contract, that conveys the right to use an asset liability for each period.
(the underlying asset) for a period of time in exchange for consideration.
Right-of-use assets are measured at cost comprising the following:
To apply this definition the Group assesses whether the contract meets three key evaluations which are whether:
• The amount of the initial measurement of lease liability;
• he contract contains an identified asset, which is either explicitly identified in the contract or implicitly
T
specified by being identified at the time the asset is made available to the Group; • Any lease payments made at or before the commencement date less any lease incentives received;
• he Group has the right to obtain substantially all of the economic benefits from use of the identified asset
T • Any initial direct costs, and
throughout the period of use, considering its rights within the defined scope of the contract;
• Restoration costs.
• The Group has the right to direct the use of the identified asset throughout the period of use.
Right-of-use assets are generally depreciated over the shorter of the asset’s useful life and the lease term on
The Group assesses whether it has the right to direct ‘how and for what purpose’ the asset is used throughout a straight-line basis. While the Company revalues its land and buildings that are presented within property
the period of use. and equipment, it has chosen not to do so for the right-of-use buildings held by the Group.
The Group’s leasing activities Extension and termination options
The Group leases space for its branches and the rental contract is for fixed periods of 5 years, but may Extension and termination options are included in a number of leases across the Group. These are used
have renewal option as described below. Contracts may contain both lease and non-lease components. to maximise operational flexibility in terms of managing the assets used in the Group’s operations.
The Group allocates the consideration in the contract to the lease and non-lease components based on their
relative stand-alone prices. The Group is not a lessor in any of its arrangements.
However, for leases of space for which the Group is a lessee, it has elected to separate lease and non-lease (ad) Non-current assets and liabilities held-for-sale
components and accounts for these as two separate components. Lease terms are negotiated on an individual
basis and contain a wide range of different terms and conditions. Non-current assets (or disposal groups) are classified as held for sale if their carrying amount will be recovered
principally through a sale transaction rather than through continuing use and a sale is considered highly probable.
Under IFRS 16, assets and liabilities arising from a lease are initially measured on a present value basis. They are measured at the lower of their carrying amount and fair value less costs to sell, except for assets such as
Lease liabilities include the net present value of the following lease payments: deferred tax assets, financial assets and investment property that are carried at fair value and contractual rights
under insurance contracts, which are specifically exempt from this requirement.
• Fixed payments (including in-substance fixed payments), less any lease incentives receivable;
An impairment loss is recognised for any initial or subsequent write-down of the asset (or disposal group)
• Amounts expected to be payable by the Company under residual value guarantees. to fair value less costs to sell. A gain is recognised for any subsequent increases in fair value less costs to sell of
an asset (or disposal group), but not in excess of any cumulative impairment loss previously recognised. A gain or
loss not previously recognised by the date of the sale of the non-current asset (or disposal group) is recognised
at the date of derecognition.

2.3 Significant accounting policies (continued) 2.4 Significant accounting judgments, estimates and assumptions (continued)
(ad) Non-current assets and liabilities held-for-sale (continued) (ii) Long-term insurance
Non-current assets (including those that are part of a disposal group) are not depreciated or amortised while The liability for life insurance contracts with DPF is either based on current assumptions or on assumptions
they are classified as held for sale. Interest and other expenses attributable to the liabilities of a disposal group established at the inception of the contract, reflecting the best estimate at the time increased with a margin
classified as held for sale continue to be recognised. for risk and adverse deviation. All contracts are subject to a liability adequacy test, which reflect management’s
best current estimate of future cash flows.
A discontinued operation is a component of the entity that has been disposed of or is classified as held for sale and
that represents a separate major line of business or geographical area of operations, is part of a single co-ordinated The main assumptions used relate to mortality, morbidity, longevity, investment returns, expenses, lapse and
plan to dispose of such a line of business or area of operations, or is a subsidiary acquired exclusively with a view surrender rates and discount rates. The Company bases mortality and morbidity on the Ultimate Table (UK) which
to resale. The results of discontinued operations are presented separately in the statement of profit or loss. reflect historical experiences, adjusted when appropriate to reflect the Company’s unique risk exposure, product
characteristics, target markets and own claims severity and frequency experiences. For those contracts that
2.4 Significant accounting judgments, estimates and assumptions insure risk related to longevity, prudent allowance is made for expected future mortality improvements, as well as
wide ranging changes to life style, could result in significant changes to the expected future mortality exposure.
The preparation of these financial statements requires management to make judgements, estimates and The operational assumptions are informed by actual experience, market experience and practice, and
assumptions that affect the reported amounts of revenues, expenses, assets and liabilities and the disclosure expectations as to future trends. Economic assumptions are typically based on latest market conditions
of contingent liabilities, at the reporting date. However, uncertainty about these assumptions and estimates and are set in accordance with relevant guidance and the Group approved policy.
could result in outcomes that could require a material adjustment to the carrying amount of the asset or liability
affected in the future. Estimates are also made as to future investment income arising from the assets backing life insurance contracts.
These estimates are based on current market returns, as well as expectations about future economic and financial
Valuation of insurance contract liabilities developments. Assumptions on future expense are based on current expense levels, adjusted for expected
expense inflation, if appropriate. Lapse and surrender rates are based on the Company’s historical experience
The uncertainty inherent in the financial statements of the Group arises mainly in respect of insurance liabilities, of lapses and surrenders. Discount rates are based on current industry risk rates, adjusted for the Company’s
which include outstanding claims provision (including IBNR) and life assurance fund. In addition to the inherent own risk exposure.
uncertainty when estimating liabilities, there is also uncertainty as regards the eventual outcome of claims.
As a result, the Group applies estimation techniques to determine the appropriate provisions. For long-term insurance contracts with fixed and guaranteed terms and with DPF, estimates of future deaths,
voluntary terminations, investment returns and administration expenses are made at each valuation date and
These estimates are described below. form the assumptions used for calculating the liabilities. A margin for risk and uncertainty is added to these
assumptions. Assumptions are reconsidered each year based on the most recent operating experience and
(i) Short-term insurance estimate of future experience and are used to recalculate the liabilities. Refer to note 3.1.3 where the sensitivity
analysis is described.
The estimation of ultimate liability arising from the claims made under insurance contracts is one of the Group’s
most critical accounting estimates. There are sources of uncertainty that need to be considered in the estimate (iii) Other significant, estimates and judgements
of the liability that the Group will eventually pay for such claims. Estimates have to be made both for the expected
ultimate cost of claims reported at the reporting date and for the expected ultimate cost of claims incurred but Revaluation of land and building and investment properties
not reported (“IBNR”) at the reporting date. The Group uses a range of actuarial methodologies to estimate these
provisions. The company measures its land and buildings at revalued amounts with changes in fair value being recognised
in other comprehensive Income. For investment properties, the changes in fair value is being recognised in profit
Liabilities for unpaid reported claims are estimated using the input of assessments for individual cases reported or loss. The company engaged an independent professional valuer to determine the fair value. These estimates
to the Group and management estimates based on past claims settlement trends for the claims incurred but not have been based on recent transaction prices for similar properties. The actual amount of the land and buildings
reported. General insurance loss reserves require significant judgment relating to factors and assumptions such could therefore differ significantly from the estimates in the future.
as inflation, claims development patterns and regulatory changes.
Fair value of financial instruments
Specifically, long-tail lines of business, which often have low frequency, high severity claims settlements,
are generally more difficult to project and subject to greater uncertainties than short-tail, high frequency claims. Where the fair value of financial assets and financial liabilities recorded in the statement of financial position
Further, not all catastrophic events can be modeled using actuarial methodologies, which increases the degree cannot be derived from active markets, their fair value is determined using valuation techniques including the
of judgment needed in estimating general insurance loss reserves. At each reporting date, prior year claims discounted cash flow model. The inputs to these models are taken from observable markets where possible,
estimates are reassessed for adequacy and changes are made to the provision. but where this is not feasible, a degree of judgment is required in establishing fair values. The judgments include
considerations of inputs such as liquidity risk, credit risk and volatility. Changes in assumptions about these
The Group adopts multiple techniques to estimate the required level of provisions, thereby setting a range factors could affect the reported fair value of financial instruments.
of possible outcomes. The most appropriate estimation technique is selected taking into account the characteristics
of the business class and risks involved.


2.4 Significant accounting judgments, estimates and assumptions (continued) 2.4 Significant accounting judgments, estimates and assumptions (continued)
(iii) Other significant, estimates and judgements (continued) (iii) Other significant, estimates and judgements (continued)
Recoverable amount on insurance and other receivables Classification and recognition of financial assets
In preparing those consolidated financial statements, the Directors have made estimates of the recoverable Management has evaluated that where it held equity securities for strategic reason rather than for trading
amounts of insurance and other receivables and impaired those receivables where the carrying amounts purposes, these do not qualify as financial assets at fair value through profit or loss. The impact of such a decision
exceeded recoverable amounts. The estimation of recoverable amounts involves an assessment of the financial is that changes in fair value are recognised in other comprehensive income rather through profit or loss. Similarly,
condition of the debtors concerned and estimate of the timing and the extent of cash flows likely to be received the concept of impairment will no longer apply to these investments. This decision is irrevocable.
by the Group.
On the other hand, the corporate bonds (i.e. debt securities) were not considered to meet the criteria to be
Estimated impairment of goodwill classified at amortized cost in accordance with IFRS 9, because the objective of the Group’s business model is
not to hold these debt securities in order to collect their contractual cash flows but rather to sell the instrument
Determining whether goodwill is impaired requires an estimation of the value in use of the cash generating units prior to its contractual maturity to realize their fair value changes.
to which goodwill has been allocated. The value in use calculation requires the Company to estimate the future
cash flows expected to arise from the cash generating units and a suitable discount rate in order to calculate Impairment losses on financial assets
present value. The Group test goodwill annually for impairment, or more frequently if there are indicators that
goodwill might be impaired. The measurement of impairment losses both under IFRS 9 across all categories of financial assets requires
judgement, in particular, the estimation of the amount and timing of future cash flows and collateral values
The recoverable amount of a CGU is determined based on the value in use calculations. These calculations use when determining impairment losses and the assessment of a significant increase in credit risk. These estimates
cash flow projections based on financial budgets approved by management. Cash flows are extrapolated using are driven by a number of factors, changes in which can result in different levels of allowances.
the estimated growth rates and terminal growth. Management does not expect the growth rate to exceed the
long term average growth rate in which the CGU operates. Management believe that any reasonably possible The Group’s ECL calculations are outputs of complex models with a number of underlying assumptions regarding
change in key assumptions on which recoverable amount is based would not cause the aggregate carrying the choice of variable inputs and their interdependencies. Elements of the ECL models that are considered
amount to exceed the aggregate recoverable amount of the cash generating unit. Management have reviewed accounting judgements and estimates include:
the carrying amount of the goodwill at the end of the reporting period and is in the opinion, they have not
been impaired. • The Group’s internal credit grading model, which assigns PDs to the individual grades;
Impairment of non-financial assets • he Group’s criteria for assessing if there has been a significant increase in credit risk and so allowances
T
for financial assets should be measured on a LTECL basis and the qualitative assessment;
At end of financial reporting period, management reviews and assesses the carrying amounts of non-financial
assets and other assets and, where relevant, writes them down to their recoverable amounts based on • he segmentation of financial assets when their ECL is assessed on a collective basis Development of ECL models,
T
best estimates. including the various formulas and the choice of inputs;
Impairment of investment in subsidiaries • etermination of associations between macroeconomic scenarios and, economic inputs, such as
D
unemployment levels and collateral values, and the effect on PDs, EADs and LGDs;
An impairment exists when the carrying value of an asset or cash generating unit exceeds its recoverable
amount, which is the higher of its fair value less costs to sell and its value in use. The fair value less costs to • election of forward-looking macroeconomic scenarios and their probability weightings, to derive the
S
sell calculation is based on available data from binding sales transactions, conducted at arm’s length, for similar economic inputs into the ECL models.
assets or observable market prices less incremental costs for disposing of the asset.
Net employee defined benefit liabilities
The recoverable amount of a CGU is determined based on the value in use calculations. These calculations
use cash flow projections based on financial budgets approved by management. Cash flows are extrapolated The cost under the employee defined benefit plans as disclosed in note 17 to the financial statements requires
using the estimated growth rates. Management does not expect that the growth rate to exceed the long-term the use of actuarial valuations. The actuarial valuation involves the use of significant estimate in respect of
average growth rate in which the CGU operates. Management believe that any reasonably possible change in inter-alia, discount rate, future salary increases and mortality rate. Due to the long-term nature of these plans,
key assumptions on which recoverable amount is based would not cause the aggregate carrying amount to such estimates are subject to significant uncertainty.
exceed the aggregate recoverable amount of the cash generating unit. Management have reviewed the carrying
amount of the investment in subsidiaries at the end of the reporting period, no impairment was required for the
year ended 31 December 2020. (2019: nil). Refer to note 8 (a).

2. SIGNIFICANT ACCOUNTING POLICIES (CONTINUED) 3. MANAGEMENT OF INSURANCE AND FINANCIAL RISKS

2.4 Significant accounting judgments, estimates and assumptions (continued) 3.1 Insurance risks
(iii) Other significant, estimates and judgements (continued) Insurance risk is transferred when the Group agrees to compensate a policyholder if a specified uncertain future
event (other than a change in a financial variable) adversely affects the policyholder. By the very nature of an
Control over subsidiaries insurance contract, this risk is random and therefore unpredictable.
Note 8 describe MUA Rwanda Ltd, Phoenix of Tanzania Assurance Company Limited and MUA Uganda Ltd The main risk that the Group faces under its insurance contracts is that actual claims and benefit payments
as subsidiaries of the Group. exceed the carrying amount of the insurance liabilities. This may occur if the frequency or severity of claims and
benefits are greater than estimated.
The Directors of the Company assessed whether or not the Group has control over the above subsidiaries based on
whether the Group has the practical ability to direct their relevant activities unilaterally. In making their judgment, Experience shows that the larger the portfolio of similar insurance contracts, the smaller the relative variability
the Directors considered the Group’s absolute size of holding in these subsidiaries and the relative size of and about the expected outcome. In addition, a more diversified portfolio is less likely to be affected across the board
dispersion of the shareholdings owned by the other shareholders. After assessment, the Directors concluded by a change in any subset of the portfolio. The Group has developed its insurance underwriting strategy so as to
that the Group has sufficient dominant voting interest to direct the relevant activities of these subsidiaries and diversify the type of insurance risks accepted and within each of these categories to achieve a sufficiently large
therefore the Group has control over them. population of risks to reduce the variability of the expected outcome.
Leases – Estimating the incremental borrowing rate Factors that aggravate insurance risk include lack of risk diversification in terms of type and amount of risk,
accumulation of risk and type of industry covered.
The Company cannot readily determine the interest rate implicit in the lease, therefore, it uses its incremental
borrowing rate (IBR) to measure lease liabilities. The IBR is the rate of interest that the Company would have to 3.1.1 Insurance liabilities
pay to borrow over a similar term, and with a similar security, the funds necessary to obtain an asset of a similar
value to the right-of-use asset in a similar economic environment. The IBR therefore reflects what the Company (a) Short-term Insurance
‘would have to pay’, which requires estimation when no observable rates are available (such as for subsidiaries
that do not enter into financing transactions) or when they need to be adjusted to reflect the terms and conditions The frequency and severity of claims can be affected by several factors. The most significant claims result from
of the lease (for example, when leases are not in the subsidiary’s functional currency). The Company estimates accident, liability claims awarded by the Court, fire and allied perils and their consequences. Inflation is also
the IBR using observable inputs (such as market interest rates) when available and is required to make certain a significant factor due to the long period typically required to settle some claims.
entity-specific estimates (such as the subsidiary’s stand-alone credit rating).
The Group's underwriting strategy attempts to ensure that the underwritten risks are well diversified in type,
Determination of lease term amount of risk and industry. The Group has underwriting limits by type of risks and by industry. Performance
of individual insurance policies is reviewed by management and the Group reserves the right not to renew
In determining the lease term, management considers all facts and circumstances that can create an economic individual policies. It can impose deductibles and has the right to reject the payment of a fraudulent claim.
incentive to exercise an extension option, or not exercise a termination option. Extension options (or periods with Where relevant, the Group may sue third parties for payment of some or all liabilities (subrogation).
termination options) are only included in the lease term if the lease term is reasonably certain to be extended Claims development and provisioning levels are closely monitored.
(or terminated).
The reinsurance arrangements of the Group include proportional, excess-of-loss and catastrophe coverage
Change in business model and as such, the maximum loss that the Group may suffer in any one year is pre-determined.
Up to September 2020, the Group’s business model for the bonds portfolio of the shareholder’s funds was to hold (b) Long-term Insurance
to collect contractual cash flows and as such, this portfolio was measured at amortised cost. In September 2020,
the Directors have re-assessed the objective of holding the bonds portfolio of the shareholder’s funds. For long-term insurance contracts, where the insured event is death, the most significant factors that could
The Directors noted that the advent of a secondary market for government bonds provides an opportunity impact on insurance claims are diseases like heart problems, diabetes, high blood pressure or changes in lifestyle,
to better manage liquidity needs as there is now a possibility to sell these bonds as the need arises. Internally, such as eating habits, smoking and lack of exercise, resulting in higher and earlier claims being submitted to the
the ALCO closely monitors the asset-liability requirements of the Group and interest rate yields of the Group. For contracts where survival is the insured risk, the most significant factor is continued improvement in
secondary market. Given the industry in which the Group operates, shareholder’s funds form a significant and medical science and social conditions that would increase longevity. The liabilities in terms of insurance contracts
integral part of the operations of the Group. The shareholder’s funds are therefore considered a significant part are based on recommendations of the Group's Independent Actuaries.
of the operations of the Group. The above re-assessment was approved by the Directors and it resulted in the
business model for the bonds portfolio of the shareholder’s funds to change from ‘hold to collect contractual cash
flows’ to ‘hold to collect contractual cash flows and sell’. Consequently, the bonds were measured at fair value
through comprehensive income as from the subsequent quarter beginning 1 October 2020.

3. MANAGEMENT OF INSURANCE AND FINANCIAL RISKS (CONTINUED) 3. MANAGEMENT OF INSURANCE AND FINANCIAL RISKS (CONTINUED)
3.1 Insurance risks (continued) 3.1 Insurance risks (continued)
3.1.2 Concentration of insurance risk 3.1.2 Concentration of insurance risk (continued)
(a) Short-term Insurance (b) Long-term Insurance
The following table discloses the concentration of outstanding claims by class of business, gross and net The table below presents the concentration of insured benefits across bands of insured benefits per individual
life assured.
of reinsurance.
Benefits assured per life assured at the end of 2020
THE GROUP THE GROUP
Outstanding claims Total benefits insured
2020 Before Reinsurance After Reinsurance
Rs’000 Rs’000 % Rs’000 %
Gross Reinsurance
Class of business No. of claims Liabilities of Liabilities Net 0 - 50 1,752,473 2 1,764,214 5
50 - 100 4,478,470 5 4,505,587 12
Rs’000 Rs’000 Rs’000
100 - 150 2,095,153 2 2,141,627 6
Motor 16,773 562,319 (80,382) 481,937
150 - 200 1,685,334 2 1,761,170 5
Fire 1,144 225,145 (171,911) 53,234 200 - 250 1,704,701 2 1,655,531 5
Personal Accident 763 249,046 (220,642) 28,404 250 - 300 2,677,370 3 18,923,292 52
Transport 196 183,575 (164,897) 18,678 More than 300 72,836,904 84 5,681,814 15
Miscellaneous 1,681 301,868 (156,399) 145,469 Total 87,230,405 100 36,433,235 100
IBNR - 321,931 (107,163) 214,768 Benefits assured per life assured at the end of 2019
Total 20,557 1,843,884 (901,394) 942,490 THE GROUP
Total benefits insured
THE GROUP Before Reinsurance After Reinsurance
Outstanding claims Rs’000 Rs’000 % Rs’000 %
0 - 50 1,605,685 2 1,617,909 5
2019
50 - 100 3,075,930 4 3,105,389 10
Gross Reinsurance
Class of business No. of claims Liabilities of Liabilities Net 100 - 150 1,714,357 2 1,794,713 6
150 - 200 1,608,799 2 1,671,339 5
Rs’000 Rs’000 Rs’000
200 - 250 2,038,825 3 2,000,713 6
Motor 16,623 452,518 (25,656) 426,862
250 - 300 2,606,492 4 15,277,241 50
Fire 494 128,442 (101,907) 26,535 More than 300 56,875,905 83 5,316,779 18
Personal Accident 850 40,379 (25,706) 14,673 Total 69,525,993 100 30,784,083 100
Transport 184 163,494 (148,127) 15,367
The following table for annuity insurance contracts illustrates the concentration of risk in bands that group
Miscellaneous 2,572 404,514 (209,991) 194,523 these contracts in relation to the amount payable per annum as if the annuities were in payment at the year end.
IBNR - 146,635 (27,370) 119,265 The Group does not hold any reinsurance contracts against the liabilities carried for these contracts.
Total 20,723 1,335,982 (538,757) 797,225 Annuities payable per annum per life insured at end of 2019
THE GROUP
2020 2019
Rs’000 Rs’000 % Rs’000 %
0 - 10 2,667 3 2,586 3
10 - 20 5,659 6 5,449 6
20 - 50 20,119 20 18,829 20
50 - 100 21,786 22 21,029 22
100 - 150 12,133 12 11,374 12
More than 150 37,472 37 36,600 37
Total 99,836 100 95,867 100

3.1.3 Sources of uncertainty 3.1.3 Sources of uncertainty (continued)
(a) Short term insurance (b) Long-term Insurance (continued)
Claims on short-term insurance contracts are payable on a claims occurrence basis for motor and liability Sensitivity analysis
business and on a claims made basis for non-motor. Under the claims occurrence basis, the Group is liable for
all insured events that occurred during the term of the contract, even if the loss is discovered after the end of the The following table presents the sensitivity of the value of insurance liabilities disclosed to movements
contract. As a result, liability claims may be settled over a long period of time and a larger element of the claims in assumptions used in the estimation of insurance liabilities.
provision relates to incurred but not reported claims (IBNR). For the claims made basis, the Group is liable only
if the claims are reported within the specific underwriting year, based on the terms of the contract.
The table below indicated the level of the respective variables that will trigger an adjustment and then indicates
The estimated costs of claims include direct expenses to be incurred in settling claims, net of subrogation and the liability adjustment required as a result of a further deterioration of the variable.
salvage recoveries. The Group ensures that claims provisions are determined using the best information available
of claims settlement patterns, forecast inflation and settlement of claims. Estimation techniques also involve THE GROUP
obtaining corroborative evidence from as wide a range of sources as possible and combining these to form the Basic Future Bonus Total Life Change in Impact on
best overall estimates. However, given the uncertainty in claims provisions, it is very probable that estimated 2020 Liability Reserve Fund Basic Liability Profit or Loss
costs and subsequent settlement amounts would differ. Variable Rs’000 Rs’000 Rs’000
Base run 7,754,488 23,912 7,778,400 - -

THE GROUP
Impact on Future mortality 10% worse 7,822,181 20,351 7,842,532 0.9% -5.3%
Impact Reinsurance Impact Future lapses 10% higher 7,764,057 30,910 7,794,967 0.1% -1.4%
Change in on Gross Share of on Profit Impact on
2020 Assumptions Liabilities Liabilities Before Tax Equity Future investment returns 1% lower 8,297,457 (197,313) 8,100,144 7.0% -17.5%
Rs’000 Rs’000 Rs’000 Rs’000 Rs’000 Future inflation 1% higher 7,786,986 18,936 7,805,922 0.4% -2.3%
Future maintenance expense 10% higher 7,813,766 9,631 7,823,396 0.8% -3.7%
Average claim cost 10% 149,519 77,306 (72,213) (59,937)
THE GROUP
THE GROUP
Basic Future Bonus Total Life Change in Impact on
Impact on
2019 Liability Reserve Fund Basic Liability Profit or Loss
reinsurance Impact on
Change in Impact on share of profit before Impact on Variable Rs’000 Rs’000 Rs’000
2019 assumptions gross liabilities liabilities tax equity
Base run 7,730,054 62,379 7,792,433 - -
Rs’000 Rs’000 Rs’000 Rs’000 Rs’000
Future mortality 10% worse 7,786,781 56,434 7,843,215 0.7% -5.0%
Average claim cost 10% 116,521 49,666 (66,855) (58,164) Future lapses 10% higher 7,740,864 64,744 7,805,608 0.1% -1.3%
Future investment returns 1% lower 8,357,360 (20,314) 8,337,046 8.1% -7.8%
(b) Long-term Insurance Future inflation 1% higher 7,770,843 53,781 7,824,624 0.5% -3.2%
Future maintenance expense 10% higher 7,799,368 41,670 7,841,038 0.9% -4.8%
The Group manages long-term insurance risks through its underwriting strategy and reinsurance arrangements.
Management ensures that risks underwritten are well diversified in terms of type of risk and the level of
insured benefits. Medical selection is included in the Group’s underwriting procedures, with premiums varied
to reflect the health condition and family medical history of the applicant. Insurance risk may also be affected
by the contract holder's behaviour who may decide to amend terms or terminate the contract or exercise
a guaranteed annuity option.
The Group has a predetermined retention limit on any single life insured and the Group reinsures the excess
of the insured benefit above the retention limit.

3.1.4 Claims development tables 3.1.4 Claims development tables (continued)
THE GROUP (2020) Underwriting Year The development of insurance liabilities provides a measure of the Group's ability to estimate the ultimate value
of claims. The table below illustrates how the estimates of total claims outstanding for each year from its general
Net estimate of ultimate claim costs 2016 2017 2018 2019 2020
business (short term insurance) have changed at successive year ends and reconciles the cumulative claims to
Rs’000 Rs’000 Rs’000 Rs’000 Rs’000 the amount appearing in the statement of financial position.
- At end of claim year 322,461 324,568 261,165 257,474 334,219
- One year later 202,000 201,278 126,369 129,999 - THE GROUP (2020)
- Two years later 126,680 120,633 84,455 - - 2016 2017 2018 2019 2020 Total
- Three years later 115,280 113,788 - - -
Rs’000 Rs’000 Rs’000 Rs’000 Rs’000 Rs’000
- Four years later 26,382 - - - -
Current estimates of cumulative claims 1,114,629 642,303 756,719 1,389,520 865,171 4,768,342
Cumulative payments (1,088,559) (599,455) (719,020) (1,343,211) (548,752) (4,298,997)
THE GROUP (2019) Underwriting Year
Net estimate of ultimate claim costs 2015 2016 2017 2018 2019 Liability 26,070 42,848 37,699 46,309 316,419 469,345
Rs’000 Rs’000 Rs’000 Rs’000 Rs’000 Liability in respect of prior years 258,699
- At end of claim year 256,551 322,461 324,568 261,165 257,474 Incurred but not reported (IBNR) 214,773
- One year later 207,596 202,000 201,278 126,369 -
Total liability (net) 942,817
- Two years later 132,657 126,680 120,633 - -
- Three years later 155,189 115,280 - - - THE GROUP (2019)
- Four years later 107,878 - - - -
2015 2016 2017 2018 2019 Total
Rs’000 Rs’000 Rs’000 Rs’000 Rs’000 Rs’000
Current estimates of cumulative claims 1,096,512 1,123,583 649,697 751,159 1,092,341 4,713,292
Cumulative payments (1,058,283) (1,083,024) (591,845) (696,679) (909,228) (4,339,059)
Liability 38,229 40,559 57,852 54,480 183,113 374,233

Liability in respect of prior years 303,727
Incurred but not reported (IBNR) 119,265
Total liability (net) 797,225
Long-term insurance (The Group)
Financial Liabilities 2020 2019

Long-term insurance contracts Rs’000 Rs’000
No stated Maturity 4,158,164 3,790,728

0 - 1 yr 250,114 239,350
1 - 2 yrs 244,594 226,958
2 - 3 yrs 249,436 227,387
> 3 yrs 2,876,091 3,309,786
7,778,399 7,794,209

3. MANAGEMENT OF INSURANCE AND FINANCIAL RISKS (CONTINUED)

3. MANAGEMENT OF INSURANCE AND FINANCIAL RISKS (CONTINUED)
3.2 Financial risks
3.2 Financial risks (continued)
The Group is exposed to financial risks through its financial assets, financial liabilities, insurance and reinsurance Financial statements caption
assets and liabilities. In particular, the key financial risk is that proceeds from financial assets are not sufficient
to fund the obligations arising from insurance contracts.
THE GROUP
Risk management is carried out by the investment department under policies approved by the investment 31-Dec-20 31-Dec-19
committee. The investment department identifies and evaluates financial risks in close co-operation with Impact Impact
the Group's operating units. The committee provides written principles for overall risk management, as well Changes in on Profit Impact on Profit Impact
Variables Before Tax on Equity Before Tax on Equity
as written policies covering specific areas, such as foreign exchange risks, interest rate risks and investment
of excess liquidity. Rs’000 Rs’000 Rs’000 Rs’000
Cash and short-term deposits USD +2.5% 1,027 - 286 -
The main risks to which the Group is exposed include:
Cash and short-term deposits EUR +2.5% 14 - 216 -
• Market risk (which includes foreign exchange risk, interest rate risk and equity price risk); Cash and short-term deposits GBP +2.5% 63 - 7 -
• Credit and liquidity risks. Cash and short-term deposits SGD +2.5% - - 216 -
Cash and short-term deposits ZAR +2.5% - - 2 -
Concentration risk
Cash and short-term deposits USD -2.5% (1,027) - (286) -
The Group has no significant concentration of currency risk. Cash and short-term deposits EUR -2.5% (14) - (216) -
The analysis that follows is performed for reasonably possible movements in key variables with all other variables Cash and short-term deposits GBP -2.5% (63) - (7) -
held constant, showing the impact on profit before tax and equity due to changes in the fair value of currency Cash and short-term deposits SGD -2.5% - - (216) -
sensitive monetary assets and liabilities including contract claim liabilities. The correlation of variables will have Cash and short-term deposits ZAR -2.5% - - (2) -
a significant effect in determining the ultimate impact on the market risk, but to demonstrate the impact due
to changes in variables, these variables had to be changed on an individual basis.
THE COMPANY
31-Dec-20 31-Dec-19
Impact Impact
Changes in on Profit Impact on Profit Impact
Variables Before Tax on Equity Before Tax on Equity
Rs’000 Rs’000 Rs’000 Rs’000
USD +2.5% 870 930 128 814

EUR +2.5% - 231 202 340
GBP +2.5% 59 - 3 -
ZAR +2.5% - - 2 -
SCR +2.5% 917 - 1,247 -
The method used for deriving sensitivity information and significant variables did not change from the
previous method.

3.2 Financial risks (continued) 3.2 Financial risks (continued)
Financial statements caption (continued) Financial statements caption (continued)
(ii) Interest rate risk (iii) Equity price risk (continued)
Interest rate risk is the risk that the fair value of financial instruments or the future cash flows related to financial The analysis below is performed for reasonably possible movements in key variables with all other variables held
instruments will change due to a change in interest rates. The risk is also that there will be insufficient funds constant, showing the impact on profit before tax and equity.
to fund the guaranteed benefits payable especially under long term life assurance contracts. Under short-
term insurance contracts, liabilities are not directly sensitive to the level of market interest rates, as they are THE GROUP
contractually non-interest bearing; except in case of bodily injury claims which are settled over long periods.
31-Dec-20 31-Dec-19
Fluctuations in interest rates however impact on returns on financial instruments. This is closely monitored
by Management through a well diversified portfolio of fixed income securities and equity investments. Impact Impact
on Profit Impact on Profit Impact
The interest rate risk arises on loan and receivables at amortised cost, cash and cash equivalents, bank overdrafts Changes in share price Before Tax on equity Before Tax on Equity
and subordinated bonds. Rs’000 Rs’000 Rs’000 Rs’000
+2.5% 83,922 34,186 83,116 12,952
The analysis that follows is performed for reasonably possible movements in key variables with all other variables
-2.5% (83,922) (34,186) (83,116) (12,952)
held constant, showing the impact on profit before tax and equity.
3.2.2 Credit risk
THE GROUP
31-Dec-20 31-Dec-19 Credit risks is a risk that a counterparty will be unable to pay an amount in full when due. The Group's credit
risk is primarily attributable to its reinsurance assets, loans, insurance and other receivables and investment in
Impact Impact
on Profit Impact on Profit Impact
debt securities. The amounts presented in the statement of financial position are net of allowances for doubtful
Changes in interest rate Before Tax on Equity Before tax on Equity receivables, estimated by management based on prior experience and the current economic environment.
The Credit Control department assesses the creditworthiness of brokers, agents and of contract holders based
Rs’000 Rs’000 Rs’000 Rs’000
on details of recent payment history, past experience and by taking into account their financial position.
+250 basis points 14,863 14,863 11,294 11,294 The Group is exposed to the possibility of default by its reinsurers for their share of insurance liabilities and
‒250 basis points (14,863) (14,863) (11,294) (11,294) refunds in respect of claims already paid. Management monitors the financial strength of its reinsurers and
the Group has policies in place to ensure that risks are ceded to top-rated and credit-worthy reinsurers only.
THE COMPANY The creditworthiness of reinsurers is considered on an annual basis by reviewing their financial strength prior
to finalisation of any contract. The Group also has exposure to credit risk on its debt securities, more specifically
31-Dec-20 31-Dec-19
on the corporate bonds. The Investment Committee assesses the credit quality of the issuers based on past
Impact Impact experience the Group had with those issuers. The Investment Committee recommends investment in entities with
on Profit Impact on Profit Impact which the Group had good experience with in the past years and with good standing. The financial performance
Changes in interest rate Before Tax on Equity Before tax on Equity and position of the issuers are assessed in detail prior to approval is obtained for investment by the Group.
Rs’000 Rs’000 Rs’000 Rs’000 The table shows the maximum exposure to credit risk for the components of the financial position.
+250 basis points 10,519 - 2,483 -
‒250 basis points (10,519) - (2,483) -
(iii) Equity price risk
Equity price risk is the risk that the value of the financial instruments will fluctuate as a result of changes
in market prices whether these changes are caused by factors specific to the individual security or its issuer
or factors affecting all securities traded in the market. The Group's price policy requires it to manage such risks
by setting and monitoring objectives and constraints on investments, diversification plans, limits on investments
in each industry sector and markets.
The equity price risk arises on the financial instruments held at fair value through other comprehensive income
and at fair value through profit or loss.

3.2.2 Credit risk (continued) 3.2.2 Credit risk (continued)
Financial instruments THE GROUP THE COMPANY Mortgage and other loans
2020 2019 2020 2019
For mortgage and other loans, the borrowers are assessed by specialised credit risk employees of the Group.
Rs’000 Rs’000 Rs’000 Rs’000
The credit risk assessment is based on a credit scoring model that takes into account various historical current
Financial assets at fair value through profit or loss* 3,356,883 3,324,628 - - and forward looking information such as:
Debt instruments at fair value through other
comprehensive income 1,048,960 136,029 - - • istorical financial information together with forecasts and budgets prepared by the client. This financial
H
Debt instruments at amortised cost 7,326,628 7,754,994 748,454 373,727 information includes realised and expected results, solvency ratios, liquidity ratios and any other relevant
ratios to measure the client's financial performance. Some of these indicators are captured in covenants with
Loans and receivables at amortised cost 759,958 848,398 - -
the clients and are, therefore, measured with greater attention.
Insurance and other receivables 1,288,193 964,766 - 10,007
Amount receivable from subsidiary - - 6,850 25,481 • ny publicly available information on the clients from external parties. This includes external rating grades
A
issued by rating agencies, independent analyst reports, publicly traded bond or CDS prices or press releases
Reinsurance assets 1,715,058 982,004 - -
and articles.
Bank balances and cash 1,247,364 611,685 149,790 97,715
16,743,044 14,622,504 905,094 506,930 • Quality of the collaterals given as guarantee;
Loan approved by the board of Directors
but not yet disbursed 29,124 65,251 - - • Loan to value;
* Excludes equity instruments.
• ny other objectively supportable information on the quality and abilities of the client's management relevant
A
for the Group's performance.
The collaterals held are as follows:
Value of The complexity and granularity of the rating techniques varies based on the exposure of the Group and the
Carrying Collaterals Net Credit
complexity and size of the customer. Some of the less complex small loans are rated within the Group's models
Value Held Exposure
for such products.
The Group
2020 Exposure at default (EAD)
Loans and receivable 759,958 1,785,478 -
The exposure at default (EAD) represents the gross carrying amount of the financial intruments subject to the
2019
impairment calculation, addressing both the client's ability to increase its exposure while approaching default
Loans and receivable 848,398 2,273,289 - and potential early repayments too.
The Group's credit scorecard and probability of default (PD) estimation process To calculate the EAD for a Stage 1 loan, the Group assesses the possible default events within 12 months for the
calculation of the 12 months ECL. However, if a Stage 1 loan that is expected to default in the 12 months from
The Group's independent Credit Risk Department operates its credit scorecard models. The Group runs separate the balance sheet and is also expected to cure and subsequently default again, then all linked default events are
models for its key portfolios in which the customers are rated from 0-3 using internal grades. The models taken into account. For Stage 2 and Stage 3, the exposure at default is considered for events over the lifetime of
incorporate both qualitative and quantitative information and, in addition to information specific to the borrower, the instruments.
utilise supplemental external information that could affect the borrower's behaviour. The PDs are estimated
using the number of defaulted number accounts on total number of accounts in the portfolio then projected on The Group determines EADs by modelling the range of possible exposure outcomes at various points in time
twelve months or the lifetime depending on the stage in which the client has been classified in. corresponding the multiple scenarios. The IFRS 9 PDs are then assigned to each economic scenario based
on the outcome of the Group's model.
Government bonds, treasury bills, short and long-term deposits
The Group's government bonds, treasury bills and short & long-term deposits comprise of the Bank of
Mauritius, other banks and other non-banking financial institutions. For these relationships, the Group's credit
risk department analyses publicly available information such as financial information and other external data,
e.g., the rating of Moody's and S&P. The PD is derived using a transition matrix to convert the ratings into PDs.

3.2.2 Credit risk (continued) 3.2.2 Credit risk (continued)
Loss given default (LGD) Collateral and other credit enhancements
For corporate financial instruments, LGD values are assessed at least every year by accounts managers and The amount and type of collateral required depends on an assessment of the credit risk of the counterparty.
reviewed and approved by the Group's specialised credit risk department. The credit risk assessment is based on Guidelines are in place covering the acceptability and valuation of each type of collateral. The main types
a standardised LGD assessment framework that results in a certain LGD rate. These LGD rates take into account of collateral obtained are for mortgage and other loans. The Group has a floating charge on the collaterals
the expected EAD in comparison to the amount expected to be recovered or realised from any collateral held. and management monitors the market value of collateral and will request additional collateral in accordance with
the underlying agreement. In its normal course of business, the Group does not physically repossess properties
Further recent data and forward looking economic scenarios are used in order to determine the IFRS 9 LGD or other assets in its portfolio, but undertakes to recover funds, generally at auction, to settle outstanding debt.
rate for each group of financial statements. Currently, the forward looking information has not provided any Any surplus funds are returned to the customers/obligors.
correlation with the Group's situation and thus not taken into account. However, the Group intends to build a
refined model for the forward looking information and will incorporate in the current models. Definition of default and cure
Significant increase in credit risk The Group considers a financial instrument defaulted and therefore Stage 3 (credit-impaired) for ECL calculations
in all cases when the borrower becomes 90 days past due on its contractual payments.
The Group continuously monitors all assets subject to ECLs. In order to determine whether an instrument or a
portfolio of instruments is subject to 12 months ECL, the Group assesses whether there has been a significant As part of a qualitative assessment of whether a customer is in default, the Group also considers a variety
increase in credit risk since initial recognition. The Group considers an exposure to have significantly increased of instances that may indicate unlikeliness to pay. When such events occur, the Group carefully considers
in credit risk when the IFRS 9 lifetime PD has doubled since initial recognition and has increased by more than whether the event should result in treating the customer as defaulted and therefore assessed as Stage 3 for ECL
20 bps a year. When estimating ECLs on a collective basis for a group of similar assets, the Group applies the calculations or whether Stage 2 is appropriate. Such events include:
same principles for assessing whether there has been a significant increase in credit risk since initial recognition.
• Payout pattern of the borrower indicating default or near-default;
Grouping financial assets measured on a collective basis
• The borrower requesting emergency financing from the Group;
Dependent on the factors below, the Group calculates ECLs either on a collective or an individual basis.
• The borrower having past due liabilities to public creditors or employees;
Asset classes where the Company calculates ECL on an individual basis include:
• The borrower is deceased;
• All Stage 3 assets, regardless of the class of financial assets;
• material decrease in the underlying collateral value where the recovery of the loan is expected from the sale
A
• The corporate lending portfolio; of the collateral;
• The large and unique exposures of the small lending portfolio; • A material decrease in the borrower's turnover or the loss of a major customer;
• Debt instruments at amortised cost; • The debtor (or any legal entity within the debtor's group) filing for bankruptcy application/protection.
• Corporate bonds and short/long term deposits. It is the Group's policy to consider a financial instrument as 'cured' and therefore re-classified out of Stage 3
when none of the default criteria have been present for at least six consecutive months. The decision whether
Asset classes where the Group calculates ECL on a collective basis include: to classify an asset as Stage 2 or Stage 1 once cured depends on the updated credit grade, at the time of the cure,
and whether this indicates there has been a significant increase in credit risk compared to initial recognition.
• The smaller and more generic balances of the Company's Small lending;
• Stage 1 and 2 mortgages and other loans.

3.2.3 Liquidity risk 3.2.3 Liquidity risk (continued)
Prudent liquidity risk management implies maintaining sufficient cash and marketable securities. Liquidity risk THE COMPANY
is considered to be low since the Group maintains an adequate level of cash resources or assets that are readily On Less than 3 to 12 1 to 5 Above No stated
available on demand. 2020 demand 3 months months years 5 years maturity Total
Rs’000 Rs’000 Rs’000 Rs’000 Rs’000 Rs’000 Rs’000
The table below summarises the maturity profile of the Group's and the Company's financial liabilities at Interest bearing loans
31 December 2020 based on contractual undiscounted payments. However due to the nature of the business, and borrowings 7,686 7,771 15,458 77,330 395,959 - 504,204
it is not possible to quantify payment for the outstanding claims provision including IBNR over the years since
Trade and other payables 3,206 - - - - - 3,206
these can be made as from next year and last up to ten years.
10,892 7,771 15,458 77,330 395,959 - 507,410
THE GROUP
On Less than 3 to 12 1 to 5 Above 5 No stated
THE COMPANY
2020 demand 3 months months years years maturity Total On Less than 3 to 12 1 to 5 Above No stated
2019 demand 3 months months years 5 years maturity Total
Rs’000 Rs’000 Rs’000 Rs’000 Rs’000 Rs’000 Rs’000
Rs’000 Rs’000 Rs’000 Rs’000 Rs’000 Rs’000 Rs’000
Life assurance fund - - 250,114 494,030 2,876,092 4,158,164 7,778,400
Interest bearing loans
Insurance contract liabilities* - - 1,843,884 - - - 1,843,884 and borrowings 6,169 4,057 25,455 141,508 600,965 - 778,154
Investment contract liabilities - - - - - 1,107,302 1,107,302 Trade and other payables 1,089 - - - - - 1,089
Interest bearing loans 7,258 4,057 25,455 141,508 600,965 - 779,243

and borrowings 8,186 8,771 115,458 77,330 394,459 - 604,204
Lease liabilities - 4,049 19,354 29,988 140 - 53,531 Loans repaid in advance, premiums prepaid, VAT payable and rent security deposit and advances have been
excluded from the financial liabilities.
895,523 12,820 2,228,810 601,348 3,270,691 5,265,466 12,274,658 3.2.4 Fair values
The Group's financial assets and liabilities include financial assets at fair value through other comprehensive
THE GROUP income, financial assets at fair value through profit or loss, financial assets at amortised cost, loan and receivables
On Less than 3 to 12 1 to 5 Above 5 No stated at amortised cost, insurance and other receivables, amount receivable from subsidiary, cash and short term
2019 demand 3 months months years years maturity Total deposits , trade and other payables, loans and borrowings. Except where otherwise stated, the carrying amounts
Rs’000 Rs’000 Rs’000 Rs’000 Rs’000 Rs’000 Rs’000 of these financial assets and liabilities approximate their fair values. See note 34 for fair value disclosures.
Life assurance fund - - 239,350 454,345 3,309,786 3,790,728 7,794,209
3.2.5 Capital management
Insurance contract liabilities* - - 1,335,982 - - - 1,335,982
Investment contract liabilities - - - - - 1,002,454 1,002,454 The Group's objectives when managing capital* are:
Interest bearing loans
and borrowings 6,169 4,057 25,455 241,508 600,965 - 878,154 • o comply with the minimum capital requirements of the Insurance Act 2005 and the Insurance Rules and
T
Lease liabilities - 1,674 12,081 19,832 437 - 34,024 Regulations 2007;
• o safeguard the Group's ability to continue as a going concern so that it can continue to provide returns for
T
716,241 5,731 1,612,868 715,685 3,911,188 4,793,182 11,754,895 shareholders and benefits for its policyholders;
* Insurance contract liabilities exclude unearned premium. • o provide an adequate return to shareholders by pricing insurance contracts in line with the level of risk and
T
therefore solvency.
* Disclosures relating to the capital risk management are available in the risk management report.

3. MANAGEMENT OF INSURANCE AND FINANCIAL RISKS (CONTINUED) 5. PROPERTY AND EQUIPMENT
3.2 Financial risks (continued) Land and Buildings

Office
equipment
3.2.5 Capital management (continued) computers,
Buildings fixtures &
Freehold on freehold fittings and Motor
The group manages the minimum capital requirement as follows: (a) THE GROUP land land other electrical vehicles Total
2020 Rs’000 Rs’000 Rs’000 Rs’000 Rs’000
Different targets level are set above the statutory requirements, providing a buffer in order to remain solvent at
all times and this is monitored on a quarterly basis. Capital planning is done to ensure we minimise the risk of COST OR VALUATION
being below the minimum required and these calculations are done under different stress test scenarios using At 1 January 2020 40,000 217,956 310,078 32,272 600,306
parameters in different areas of risks such as equity risk, interest rate risk, credit risk, business risk and currency Additions during the year - - 19,871 259 20,130
risk. Reinsurance is used to reduce the volatility of our results, thus reducing our capital needs. This risk is further Acquisition through business
reduced by using rated reinsurers in our panel. combinations - - 35,424 2,009 37,433
Reclassification adjustment - - (118) - (118)
The Group met the Minimum Capital Requirement at 31 December 2020 for both life and general businesses.
Revaluation adjustment - (12,030) - - (12,030)
Capital available has been computed from the shareholders fund less any unadmitted asset. Revaluation surplus - 3,420 - - 3,420
Disposals during the year - - (2,629) (179) (2,808)
The operations of the Group is also subject to regulatory requirements within the Mauritian as well as the Exchange differences - - 1,154 820 1,974
overseas African jurisdictions where it operates. Such regulations not only prescribe approval and monitoring At 31 December 2020 40,000 209,346 363,780 35,181 648,307
of activities, but also impose certain restrictive provisions (e.g. capital adequacy) to minimise the risk of default
and insolvency on the part of the Group to meet unforeseen liabilities. In reporting financial strength, capital DEPRECIATION
and solvency is measured using the rules prescribed by the applicable Insurance Acts. The Group and regulated At 1 January 2020 - 7,189 204,327 21,613 233,129
entities within it have met all these requirements. Charge for the year - 4,320 32,350 3,771 40,441
Acquisition through business
4. RISK MANAGEMENT FRAMEWORK combinations - - 35,424 2,009 37,433
Reclassification adjustment - 1,450 (1,497) - (47)
The Group has set up a Risk Management Framework as required under the Insurance (Risk Management) Revaluation adjustment - (12,030) - - (12,030)
Rules 2016 issued by the Financial Services Commission under section 130 of the Insurance Act and section 93 Disposals - - (2,199) (186) (2,385)
of the Financial Services Act 2007. Exchange differences - - (6,550) 427 (6,123)
At 31 December 2020 - 929 261,855 27,634 290,418
The Risk Management Framework includes the following components:
CARRYING AMOUNT
(a) A Risk Appetite Statement; At 31 December 2020 40,000 208,417 101,925 7,547 357,889
2019
(b) A Risk Management Strategy;
COST OR VALUATION
(c) A three-year rolling business plan; At 1 January 2019 40,000 217,956 250,464 31,030 539,450
Additions during the year - - 65,258 3,197 68,455
(d) An Own Risk Solvency Assessment (ORSA) Framework;
Disposals during the year - - (8,988) (3,068) (12,056)
(e) The liquidity policy; Exchange differences - - 3,344 1,113 4,457

At 31 December 2019 40,000 217,956 310,078 32,272 600,306
(f)
Description of the responsibilities, roles and reporting lines within the insurer for the management DEPRECIATION
of material risks.
At 1 January 2019 - 2,869 185,284 20,259 208,412
Charge for the year - 4,320 23,908 4,119 32,347
A detailed description of the Risk Management Framework is disclosed in the Risk Management Report.
Disposals - - (7,823) (3,504) (11,327)
Exchange differences - - 2,958 739 3,697
At 31 December 2019 - 7,189 204,327 21,613 233,129
CARRYING AMOUNT
At 31 December 2018 40,000 210,767 105,751 10,659 367,177

5. PROPERTY AND EQUIPMENT (CONTINUED) 7. INTANGIBLE ASSETS
(b) The Group's land and building are stated at their revalued amounts, being the fair value at the date of revaluation THE GROUP
less any subsequent accumulated depreciation and accumulated impairment losses. The land and building
were revalued in December 2020 by JPW International, an independent valuer not related to the Group. Client Computer Work in
2020 Goodwill portfolio software Progress Total
They have appropriate qualification and experience in the fair value measurement of properties in the relevant
location. The fair value was determined based on market comparable approach that reflects recent transactions Rs’000 Rs’000 Rs’000 Rs’000 Rs’000
prices for similar properties. The carrying amount was adjusted to the revalued amount at 31 December 2020 COST
and the revaluation surplus was recorded under revaluation reserves. On the basis of the current economic
environment, the Directors are satisfied that the carrying value of property and equipment reflect the fair value At 1 January 2020 345,441 439,570 188,523 6,204 979,738
at the reporting date.
Acquisition through business combinations 127,315 39,738 - - 167,053
(c) If land and buildings had been stated on a historical cost basis, the amounts would be as follows: Additions during the year - - 18,249 12,331 30,580
Reclassification adjustment - - 118 - 118
THE GROUP Disposal - - (1,078) - (1,078)
2020 2019 Exchange differences - - 471 - 471
Rs’000 Rs’000 At 31 December 2020 472,756 479,308 206,283 18,535 1,176,882
Cost 207,154 207,154 AMORTISATION AND IMPAIRMENT
Accumulated depreciation (32,927) (29,079)

At 1 January 2020 38,570 215,821 153,376 - 407,767
Net book values 174,227 178,075
Charge for the year - 24,456 12,289 - 36,745
Reclassification adjustment - - 47 - 47
(d) The Group has not given any security against its plant and equipment.
Disposal - - (1,078) - (1,078)
6. INVESTMENT PROPERTIES Exchange differences - - 305 - 305
At 31 December 2020 38,570 240,277 164,939 - 443,786

THE GROUP
2020 2019 CARRYING AMOUNT
Rs’000 Rs’000 At 31 December 2020 434,186 239,031 41,344 18,535 733,096
At 1 January 486,362 471,595
Increase in fair value 13,225 - For Goodwill impairment assessement, refer to note 40.
Exchange differences 20,448 14,767
Work in progress relates to the new software for the medical business that has been purchased and is being
At 31 December 520,035 486,362 customised for internal use.
The fair value of the Group's investment properties as at 31 December 2020 has been arrived at on the basis
of a valuation carried out by JPW International, an independent valuer not related to the Group. They have the
appropriate qualifications and experience in the valuation of properties in the relevant locations. The fair value
was determined using recent transaction prices for similar properties. On the basis of the current economic
environment, the Directors are satisfied that the carrying value of property reflect the fair value at the
reporting date. The rental income arising during the year amounted to Rs 16,423,000 (2019: Rs 13,271,000)
for the Group, which is included in investment income. No direct operating expenses arose in respect of this
property for the Group during the year (2019: Rs Nil).
There is no restriction on realisability of investment property or the remittance of income and proceeds
of disposal. The Group has no contractual obligation to purchase, construct or develop investment property
or for repairs, maintenance or enhancement.

7. INTANGIBLE ASSETS (CONTINUED) 8. INVESTMENT IN SUBSIDIARY COMPANIES
THE GROUP Following the MUA Group restructuring effective from 7 January 2019 (refer to note 1 for additional information),
the insurance entities of the MUA Group were re-organised under two distinct geographical segments,
Client Computer Work in
2019 Goodwill portfolio software Progress Total namely Mauritius and overseas operations. The investment in Mauritius Union Assurance Cy Ltd was recorded
at Rs 1,235m and investment in MUA Transafrica Holdings Limited was recorded at Rs 615m.
Rs’000 Rs’000 Rs’000 Rs’000 Rs’000
COST
THE COMPANY
At 1 January 2019 345,441 439,570 167,433 5,401 957,845 2020 2019
Additions during the year - - 20,651 803 21,454 Rs’000 Rs’000
Exchange differences - - 439 - 439 (a) At 1 January 1,850,022 -
At 31 December 2019 345,441 439,570 188,523 6,204 979,738 Transfer on restructuring - 1,850,022
Additions 22,560 -
AMORTISATION AND IMPAIRMENT At 31 December 1,872,582 1,850,022
At 1 January 2019 38,570 193,352 142,035 - 373,957 The impairment of the Company’s subsidiaries have been assessed using their value in use. The value in use
Charge for the year - 22,469 11,189 - 33,658 were determined by discounting the subsidiaries’ pre tax forecasted cash flow at the appropriate discounted rates.
Exchange differences - - 152 - 152 The major assumptions used in the discounted cash flow model are described in note 40.
At 31 December 2019 38,570 215,821 153,376 - 407,767 During the year ended 31 December 2020, the Company acquired an additional 17.9% stake in MUA (Uganda) Ltd
CARRYING AMOUNT for Rs 22,560k.
At 31 December 2019 306,871 223,749 35,147 6,204 571,971
For Goodwill impairment assessment, refer to note 40.

8. INVESTMENT IN SUBSIDIARY COMPANIES (CONTINUED)
(b) he financial statements of the following subsidiary companies below have been included in the consolidated
T
financial statements. The subsidiaries have the same reporting date as the holding company and operate on the
local and african market.
Country of Functional Stated Class of

Subsidiary name Main activities incorporation currency capital Nominal value of investment shares held % interest held by the Group % of ownership interest by NCI
2020 2019 2020 2019 2020 2019
000’s Rs’000 Rs’000
The Mauritius Union Assurance Cy Ltd
(MUACL) General Insurance business Mauritius Mauritian Rupees 723,968 1,234,877 1,234,877 Ordinary 100% 100% - -
MUA Transafrica Holdings Limited Investment holdings Kenya Kenya Shillings 5,000 615,125 615,125 Ordinary 100% 100% - -
MUA Life Ltd Life Insurance Mauritius Mauritian Rupees 25,000 167,327 167,327 Ordinary 100% 100% - -
MUA Mutual Fund Ltd Fund management Mauritius Mauritian Rupees 4,000 28,561 28,561 Ordinary 98.6% 98.6% 1.4% 1.0%
MUA Stockbroking Ltd Stock broker Mauritius Mauritian Rupees 9,500 10,979 10,979 Ordinary 80% 80% 20% 20%
Compagnie du Decadel Limitée Property holding Mauritius Mauritian Rupees 25 675 675 Ordinary 100% 100% - -
Manager and consultants
MUA Pension Ltd of Pension fund Mauritius Mauritian Rupees 2,000 500 500 Ordinary 100% 100% - -
Risk Advisory Services Limited Property holding Mauritius Mauritian Rupees 25,000 75 75 Ordinary 100% 100% - -
MUA (Kenya) Ltd General Insurance business Kenya Kenya Shillings 300,000 143,807 143,807 Ordinary 66.38% 66.38% 33.62% 33.62%
MUA (Rwanda) Ltd* General Insurance business Rwanda Rwanda Francs 1,000,000 - - Ordinary 81.51% 81.51% 18.49% 18.49%
Phoenix of Tanzania Assurance
Company Limited* General Insurance business Tanzania Tanzania Shillings 8,000,000 - - Ordinary 33.89% 33.89% 66.11% 66.11%
MUA (Uganda) Ltd** General Insurance business Uganda Uganda Shillings 4,000,000 - - Ordinary 63.68% 45.78% 36.32% 54.22%
Saham Assurance Co Kenya Ltd General Insurance business Kenya Kenya Shillings 206,707 - - Ordinary 66.38% - 34.00% -
(c) Summarised financial information on subsidiaries with material non-controlling interests
Proportion of equity interest held by non-controlling interests:
Country of incorporation
Name and operation 2020 2019
MUA Stockbroking Ltd Mauritius 20.00% 20.00%
MUA (Kenya) Ltd ** Kenya 33.62% 33.62%
MUA (Rwanda) Ltd * Rwanda 18.49% 18.49%
Phoenix of Tanzania Assurance Company Limited Tanzania 66.11% 66.11%
MUA (Uganda) Ltd ** Uganda 36.32% 54.22%
Saham Assurance Co Kenya Ltd * Kenya 33.62% -
* These three companies are the subsidiaries of Phoenix Transafrica Holdings Limited in which the Company holds 100%
of ownership interest.
** 17.9% of MUA (Uganda) Ltd is held by the Company and 45.78% is held through MUA Transafrica Holdings Limited.

8. INVESTMENT IN SUBSIDIARY COMPANIES (CONTINUED) 8. INVESTMENT IN SUBSIDIARY COMPANIES (CONTINUED)
(c) Summarised financial information on subsidiaries with material non-controlling interests (continued) (c) Summarised financial information on subsidiaries with material non-controlling interests (continued)
MUA MUA MUA
Phoenix of
(Kenya) Ltd (Uganda) Ltd (Rwanda) Ltd
Tanzania
(formerly (formerly (formerly
MUA MUA Assurance MUA MUA
MUA Phoenix Phoenix Phoenix Phoenix
Stockbroking (Kenya) Company (Uganda) (Rwanda)
Stockbroking East Africa of Tanzania of Uganda of Rwanda
2020 Ltd Ltd** Saham Ltd Limited Ltd* Ltd*
Ltd (formerly Assurance Assurance Assurance Assurance
Rs’000 Rs’000 Rs’000 Rs’000 Rs’000 Rs’000 Associated Company Company Company Company
2019 Brokers Ltd) Limited)** Limited Limited)* Limited)*
Proportion of non-controlling
Rs’000 Rs’000 Rs’000 Rs’000 Rs’000
interests 20% 33.62% 33.62% 66.11% 36.32% 18.49%
Current assets 15,107 283,223 969,865 1,405,757 265,630 420,958 Proportion of non-controlling
interests 20% 33.62% 66.11% 54.22% 18.49%
Non-current assets 21,913 757,052 177,804 330,945 90,967 271,108
Current assets 13,827 366,342 1,076,451 217,435 227,403
Current liabilities 11,777 87,208 194,830 217,611 22,979 146,029
Non-current assets 22,759 273,545 309,146 130,754 230,710
Non-current liabilities - 446,724 39,672 76,891 8,834 12,170
Current liabilities 11,837 67,987 190,436 32,917 206,802
Technical provisions - 250,294 581,764 663,603 147,864 346,665
Non-current liabilities - 9,152 71,946 8,076 5,762
Net assets 25,243 256,049 331,403 778,597 176,920 187,202
Carrying amounts of Net assets 24,749 562,748 1,123,215 307,196 245,549
non-controlling interests 5,049 86,084 111,418 514,730 64,257 34,614 Carrying amounts of
Revenue 8,045 211,445 255,591 337,965 160,300 226,049 non-controlling interests 4,950 189,196 742,557 166,562 45,402
Profit for the year 1,229 (71,174) 23,689 57,874 9,243 31,554 Revenue 9,328 200,534 298,008 140,167 228,095
Other comprehensive Profit/(losses) for the year 1,867 2,800 67,570 19,717 24,908
income/(loss) (746) 18,368 (12,372) 54,285 15,434 5,633 Other comprehensive losses (88) 22,337 38,136 12,494 (170)
Comprehensive income 483 (52,806) 7,365 112,159 24,677 37,187 Total comprehensive
Profit allocated to income/(losses) 1,779 25,137 105,706 32,211 24,738
non-controlling interest 246 (23,929) 7,964 38,261 3,357 5,834 Profit/(losses) allocated
to non-controlling interest 373 941 44,671 10,691 4,605
Comprehensive income
allocated to non-controlling Total comprehensive income
interest 97 (17,753) 2,476 74,148 8,963 6,876 allocated to non-controlling interest 356 8,451 69,882 17,465 4,574
Dividend paid to Dividend paid to non-controlling
non-controlling interest - - - - - - interest 300 - - - -
Summarised cash flow information:

Phoenix of
Tanzania
MUA Assurance MUA MUA
Stockbroking MUA (Kenya) Company (Uganda) (Rwanda)
2020 Ltd Ltd** Saham Ltd Limited Ltd* Ltd*
Rs’000 Rs’000 Rs’000 Rs’000 Rs’000 Rs’000
Operating activities 821 (61,318) (16,621) (105,400) (24,483) 50,908
Investing activities (581) (372,036) 58,240 90,899 (6,751) (42,994)
Financing activities - 438,368 13,357 (1,154) - (1,126)
Net (decrease)/increase in
cash and cash equivalents 240 5,014 54,976 (15,655) (31,234) 6,788

8. INVESTMENT IN SUBSIDIARY COMPANIES (CONTINUED) 9(b). INVESTMENT IN JOINT VENTURES
(c) Summarised financial information on subsidiaries with material non-controlling interests (continued) THE GROUP THE COMPANY
2020 2019 2020 2019
Phoenix of
Tanzania Rs’000 Rs’000 Rs’000 Rs’000
MUA Assurance MUA MUA At 1 January 20,922 22,382 495 -
Stockbroking MUA (Kenya) Company (Uganda) (Rwanda)
2019 Ltd Ltd** Limited Ltd* Ltd* Transfer from MUACL on restructuring - - - 495
Rs’000 Rs’000 Rs’000 Rs’000 Rs’000 Share of (loss) / profit (2,201) 2,391 - -
Exchange differences* 154 (3,851) - -
Operating activities (1,195) (21,241) 10,408 10,761 61,495
At 31 December 18,875 20,922 495 495
Investing activities (1,031) (2,115) (15,104) 8,505 (34,054)
Financing activities (1,500) - (868) - - * Exchange difference in 2019 was not material.
Net (decrease)/increase in cash
and cash equivalents (3,726) (23,356) (5,564) 19,266 27,441 (b(i)) Details of the Group's joint venture at the end of the reporting period are as follows:
Name of joint Country of incorporation and Proportion of ownership interest

(d) There are no restrictions to transfer assets to or from entities within the Group. venture Principal activity principal place of business and voting right held by the Group
2020 2019
9(a). INVESTMENT IN ASSOCIATED COMPANY
Direct Indirect Direct Indirect
Kenya Motor Sharing of pool business Kenya - 5.1% - 5.1%
The Group has acquired 40% interest in Compagnie du Congo (Société Anonyme) on 10 May 2017 which trades
Insurance Pool* and risks by insurance
as an investment holding company. The registered office is Boulevard Bischoffsheim, 33 boite 1, 1000, Bruxelles. companies in Kenya and
underwriting of Non Life
THE GROUP Insurance Business
2020 2019 MUA Insurance A joint venture involved Mauritius 50% - 50% -
Management in the management of
Rs’000 Rs’000 Limited insurance business
At 1 January 1,080 1,544
Share of loss - (500)
Exchange difference - 36 The Kenya Motor Insurance Pool is in the process of being wound up.
At 31 December 1,080 1,080
The Group's interest in Compagnie du Congo is accounted for using the equity method in the consolidated
financial statements.
The following table illustrates the summarised financial information of the Group's investment in Compagnie
du Congo.
2020 2019
Rs’000 Rs’000
Current assets 2,070 2,070
Equity 2,699 2,699
Group’s carrying amount of the investment 1,080 1,080

9(b). INVESTMENT IN JOINT VENTURES (CONTINUED) 10. FINANCIAL ASSETS
Summarised financial information of joint ventures The breakdown of fair value measurements is shown in note 34.
(a) Financial assets at fair value through other comprehensive income

2020 2019
Rs’000 Rs’000
THE GROUP
Current assets 307,927 297,160
2020 2019
Non current assets - -
Rs’000 Rs’000
Current liabilities (20,704) (29,527)
At 1 January 518,065 523,292
Non current liabilities - -
Additions during the year 498 14,527
Equity 287,223 267,633
Transfer from debt instuments at amortised costs (note 10(c)) 764,890 -
% holding 50% -5.1% 50% -5.1% Acquisition through business combinations (note 37) 9,898 -
Group’s share in equity 18,875 20,922 Movement in expected credit loss (459) 375
Disposals during the year - (3,888)
2020 2019 Decrease in fair value 71,214 (20,712)
Rs’000 Rs’000 Exchange differences 3,316 4,471
Revenue and other income 20,205 49,181
At 31 December 1,367,422 518,065
Expenses (6,764) (9,197)
Profit before tax 13,441 39,984 Analysed as follows:

Income tax (5,347) (334) Non-current 1,313,022 518,065
Current 54,400 -
Profit for the year 8,094 39,650
1,367,422 518,065
Total comprehensive income for the year - -
Group's share of profit (2,201) -

THE GROUP
2020 2019
The joint ventures had no other contingent liabilities or commitments as at 31 December 2020 and 2019.
Rs’000 Rs’000
Analysed as follows:
Quoted equity securities 266,396 332,489

Unquoted equity securities 52,066 49,547
Quoted Debt instruments (Refer to 10(a)(i)) 901,790 23,440
Unquoted Debt instruments (Refer to 10(a)(i)) 147,170 112,589
Total financial assets at fair value through other comprehensive income 1,367,422 518,065
(i) Debt instruments at fair value through other comprehensive income
THE GROUP
2020 2019
Rs’000 Rs’000
Government debt securities 1,023,664 112,661
Corporate Bonds 25,408 23,472
1,049,072 136,133
Less: Allowances for expected credit losses (112) (104)
Total debt instruments at fair value through other comprehensive income 1,048,960 136,029

10. FINANCIAL ASSETS (CONTINUED) 10. FINANCIAL ASSETS (CONTINUED)
(a) Financial assets at fair value through other comprehensive income (continued) (a) Financial assets at fair value through other comprehensive income (continued)
(i) Debt instruments at fair value through other comprehensive income (continued) (i) Debt instruments at fair value through other comprehensive income (continued)
The table below shows the credit quality and the maximum exposure to credit risk based on external credit THE GROUP
rating for the instruments and year-end stage classification. The amounts presented are gross of impairment 2020
allowances. Details of the Group's use of external grading system and policies on whether ECL allowances are
Stage 1 Stage 2
calculated on an individual or collective basis are set out in note 3.2.2. The Group uses external rating agencies Collective Collective Stage 3 Total
grading as indication for classification of the debt instruments into stages and to calculate the expected credit Rs’000 Rs’000 Rs’000 Rs’000
losses on those instruments.
Gross carrying amount as at 1 January 2020 136,133 - - 136,133
New asset purchased 764,890 - - 764,890
THE GROUP
Fair value adjustments 147,937 - - 147,937
2020 2019
Stage 1 Stage 2 At 31 December 2020 1,048,960 - - 1,048,960
External rating grade Performing Collective Collective Stage 3 Total Total
Rs’000 Rs’000 Rs’000 Rs’000 Rs’000 THE GROUP
High grade 1,023,664 - - 1,023,664 112,693 2019
Standard grade 25,408 - - 25,408 23,440 Stage 1 Stage 2
Collective Collective Stage 3 Total
Total 1,049,072 - - 1,049,072 136,133 Rs’000 Rs’000 Rs’000 Rs’000
ECL allowance as at 1 January 2020 (104) - - (104)
Financial assets at FVOCI Impact of net-remeasurement of year end ECL (8) - - (8)
An analysis of changes in the gross carrying amount and the corresponding ECLs is, as follows: At 31 December 2020 (112) - - (112)
THE GROUP There were no transfers between stages during the year as there no observed deterioration in credit risks on any
2019
of the instruments in the portfolio.
Stage 1 Stage 2 (b) Financial assets at fair value through profit or loss
Collective Collective Stage 3 Total
THE GROUP
Rs’000 Rs’000 Rs’000 Rs’000
2020 2019
Rs’000 Rs’000
Fair value adjustments 12,737 - - 12,737
At 1 January 3,324,628 3,133,947
At 31 December 2019 136,133 - - 136,133 Additions during the year 288,117 320,260
Disposals during the year (3,240) (210,404)
THE GROUP Increase/(decrease) in fair value (note 25) (251,425) 80,825
2019
Interfund transfer (1,197) -
Stage 1 Stage 2
Collective Collective Stage 3 Total At 31 December 3,356,883 3,324,628
Rs’000 Rs’000 Rs’000 Rs’000
ECL allowance as at 1 January 2019 (479) - - (479)
Local - Listed 2,213,817 2,521,682
Impact of net-measurement of year end ECL 375 - - 375
Open ended mutual funds 1,143,066 802,946
At 31 December 2019 (104) - - (104)
Total financial assets at fair value through profit or loss 3,356,883 3,324,628
There were no transfers between stages during the year as there no observed deterioration in credit risks on any Analysed as follows:
Non-current 3,356,883 3,324,628
Current - -
3,356,883 3,324,628

(c) Debt instruments at amortised cost (c) Debt instruments at amortised cost (continued)
THE GROUP THE COMPANY THE GROUP

2020
2020 2019 2020 2019
Rs’000 Rs’000 Rs’000 Rs’000 External rating grade performing Stage 1 Stage 2 Stage 3 Total
Rs’000 Rs’000 Rs’000 Rs’000
Government debt securities 6,509,050 7,105,816 95,958 -
High grade 6,516,167 - - 6,516,167
Corporate Bonds and Fixed Deposits 824,213 659,351 653,470 373,727
Standard grade 810,461 - - 810,461
7,333,263 7,765,167 749,428 373,727
Less: Allowances for impairment losses (6,635) (10,173) (974) - Total 7,326,628 - - 7,326,628
Total debt instruments at amortised costs 7,326,628 7,754,994 748,454 373,727

THE COMPANY
Non-current 2020
Government debt securities 5,759,587 6,207,650 - - Stage 1 Stage 2 Stage 3 Total
Corporate Bonds and Fixed Deposits 473,177 727,930 653,470 202,215 Rs’000 Rs’000 Rs’000 Rs’000
6,232,764 6,935,580 653,470 202,215 High grade 95,908 - - 95,908
Less: Allowances for impairment losses (5,295) (8,118) (925) - Standard grade 652,546 - - 652,546
Total debt instruments at amortised costs 6,227,469 6,927,462 652,545 202,215 Total 748,454 - - 748,454
Current
THE GROUP
Government debt securities 756,579 658,075 95,958 - 2019
Corporate Bonds and Fixed Deposits 343,920 171,512 - 171,512
External rating grade performing Stage 1 Stage 2 Stage 3 Total
1,100,499 829,587 95,958 171,512 Rs’000 Rs’000 Rs’000 Rs’000
Less: Allowances for impairment losses (1,340) (2,055) (49) - High grade 7,456,166 - - 7,456,166
Total debt instruments at amortised costs 1,099,159 827,532 95,909 171,512 Standard grade 298,828 - - 298,828
Total 7,754,994 - - 7,754,994
(i) The corporate bonds and fixed deposits for the Company includes a note issued by MUACL. On 25 September 2020,
the Company subscribed to 200,000 notes at a nominal amount of Rs 1,000 each, equivalent to a total of Rs 200m,
issued by its subsidiary, MUACL. At the issue date, the notes carried a credit rating of CARE MAU AA-stable THE COMPANY
and the rating shall be monitored each year by CARE Rating Agency (Africa) Ltd. The interest rate is calculated 2019
as the aggregate of the repo rate and the applicable spread per annum. The applicable spread is either External rating grade performing Stage 1 Stage 2 Stage 3 Total
the initial spread of 1.25% or the revised spread which takes into account any change in the credit rating of Rs’000 Rs’000 Rs’000 Rs’000
the notes, as defined in the Notes Subscription Agreement. Unless redeemed earlier, the maturity shall be on High grade 171,230 - - 171,230
the 10th anniversary of the issue date.
Standard grade 202,497 - - 202,497
Past due but not impaired - - - -
An amount of Rs 8,000,000 (2019: Rs 8,000,000) included in debt instrument at amortised cost represents
statutory deposit and pledged with the financial services commission in compliance with the Insurance Non-performing
Act 2005. Individually impaired - - - -
Total 373,727 - - 373,727
The table below shows the credit quality and the maximum exposure to credit risk based on external credit
rating for the instruments and year-end stage classification. The amounts presented are gross of impairment
allowances. Details of the Group's use of external grading system and policies on whether ECL allowances are
calculated on an individual or collective basis are set out in note 3.2.2. The Group uses external rating agencies
grading as indication for classification of the debt instruments into stages and to calculate the expected credit
losses on those instruments.

(c) Debt instruments at amortised cost (continued) (c) Debt instruments at amortised cost (continued)
Impairment losses on financial investments subject to impairment assessment

THE GROUP
Debt instrument measured at amortised cost 2019
Stage 1 Stage 2 Stage 3 Total
An analysis of changes in the gross carrying amount and the corresponding ECLs is, as follows:
Rs’000 Rs’000 Rs’000 Rs’000
THE GROUP Gross carrying amount as at 1 January 2019 6,580,221 - - 6,580,221
2020 New asset purchased 2,000,224 - - 2,000,224
Stage 1 Stage 2 Stage 3 Total Assets matured (831,013) - - (831,013)
Rs’000 Rs’000 Rs’000 Rs’000 Interest accrued 48,883 - - 48,883
Gross carrying amount as at 1 January 2020 7,765,167 - - 7,765,167 Exchange difference (33,148) - - (33,148)
At acquisition 341,322 - - 341,322 At 31 December 2019 7,765,167 - - 7,765,167
New asset purchased 1,885,781 - - 1,885,781
Assets matured (1,971,953) - - (1,971,953) THE GROUP
Amortisation adjustments 18,540 - - 18,540 2019
Transfer to fair value through other Stage 1 Stage 2 Stage 3 Total
comprehensive income (note 10 (a)) (764,890) - - (764,890)
Rs’000 Rs’000 Rs’000 Rs’000
Exchange difference 59,296 - - 59,296
ECL allowance as at 1 January 2019 (10,545) - - (10,545)
At 31 December 2020 7,333,263 - - 7,333,263 New assets purchased (800) - - (800)
Impact of net-remeasurement of year end ECL 1,172 - - 1,172
THE GROUP
At 31 December 2019 (10,173) - - (10,173)
2020
There were no transfers between stages during the year as there no observed deterioration in credit risks on any
Rs’000 Rs’000 Rs’000 Rs’000
ECL allowance as at 1 January 2020 (10,173) - - (10,173)
New assets purchased (2,946) - - (2,946)
Impact of net- remeasurement of year end ECL 6,484 - - 6,484
At 31 December 2020 (6,635) - - (6,635)
THE COMPANY
2019
Rs’000 Rs’000 Rs’000 Rs’000
New asset purchased (124,273) - - (124,273)
At 31 December 2019 373,727 - - 373,727
There were no ECL for debt securities held by the Company.
There were no transfers between stages during the year as there no observed deterioration in credit risks on any

11. LOANS AND RECEIVABLES AT AMORTISED COST 11. LOANS AND RECEIVABLES AT AMORTISED COST (CONTINUED)
THE GROUP THE GROUP

2020 2019 In Rs’ 000 2020
Rs’000 Rs’000 Stage 1 Stage 2 Stage 3 Total
Loan and advances 783,120 869,139 Gross carrying amount as at 1 January 2020 775,731 49,601 43,807 869,139
Less: Allowance for expected credit loss (23,162) (20,741) New asset purchased 150,991 14,255 - 165,246
759,958 848,398 Assets derecognised or matured (excluding write-offs) (298,069) 41,804 5,253 (251,012)
Transfer to Stage 1 3,704 (2,747) (957) -
Transfer to Stage 2 (6,393) 7,663 (1,270) -
Non-current 604,184 682,546
Transfer to Stage 3 (4,452) (2,743) 7,195 -
Current 155,774 165,852
Amounts written off 1 - (254) (253)
759,958 848,398
At 31 December 2020 621,513 107,833 53,774 783,120
Mortgage and other loans
THE GROUP
The table below shows the credit quality and the maximum exposure to credit risk per based on the Group’s 2019
In Rs’ 000
internal credit rating system and year-end stage classification. The amounts presented are gross of impairment
allowances. Details of the Group’s internal grading system and policies on whether ECL allowances are calculated Stage 1 Stage 2 Stage 3 Total
on an individual or collective basis are set out in note 3.2.2. Gross carrying amount as at 1 January 2019 793,582 35,115 58,202 886,899
New asset purchased 192,661 - - 192,661
THE GROUP
In Rs’ 000 2020 Assets derecognised or matured (excluding write-offs) (198,768) (7,166) (2,980) (208,914)
Stage 1 Stage 2 Stage 3 Total Transfer to Stage 1 35,170 (21,069) (14,101) -

Transfer to Stage 2 (31,656) 47,211 (15,555) -
High grade 508,296 - - 508,296
Transfer to Stage 3 (14,759) (4,490) 19,249 -
Standard grade - 64,406 21,972 86,378
Amounts written off (499) - (1,008) (1,507)
Non-performing
Individually impaired - - 188,446 188,446 At 31 December 2019 775,731 49,601 43,807 869,139
Total 508,296 64,406 210,418 783,120

THE GROUP
In Rs’ 000 2020
THE GROUP
In Rs’ 000 2019
Stage 1 Stage 2 Stage 3 Total ECL allowance as at 1 January 2020 7,641 1,829 11,271 20,741
New assets purchased 1,521 - - 1,521
High grade 775,726 - - 775,726
Assets derecognised or matured (excluding write offs) (2,150) 1,613 1,437 900
Standard grade - 49,601 - 49,601
Transfers to Stage 1 3,958 (2,417) (1,541) -
Non-performing
Transfer to Stage 2 122 556 (678) -
Individually impaired - - 43,812 43,812
Transfer to Stage 3 448 (175) (273) -
Total 775,726 49,601 43,812 869,139
Impact on year end ECL of exposure transferred between
stages during the year - - - -
Amount witten off - - - -
At 31 December 2020 11,540 1,406 10,216 23,162

11. LOANS AND RECEIVABLES AT AMORTISED COST (CONTINUED) 12. INSURANCE AND OTHER RECEIVABLES (CONTINUED)
THE GROUP (b) Movement in provision for credit impairment

In Rs’ 000 2019
Stage 1 Stage 2 Stage 3 Total THE GROUP
2020 2019
ECL allowance as at 1 January 2019 4,142 608 14,584 19,334
Rs’000 Rs’000
New assets purchased 4,709 - - 4,709
At 1 January 101,058 110,602
Assets derecognised or matured (excluding write offs) 2,289 243 (4,891) (2,359)
At acquisition 31,955 -
Transfers to Stage 1 (3,544) 808 2,736 -
Charge during the year 19,769 (3,874)
Transfer to Stage 2 211 (646) 435 -
Transfer (3,319) -
Transfer to Stage 3 547 1,013 (1,560) -
Exchange difference 2,027 (5,670)
Impact on year end ECL of exposure transferred between
stages during the year (599) (197) 433 (363) At 31 December 151,490 101,058
Amount witten off (114) - (466) (580)
(c) The other classes within insurance and other receivables do not include impaired assets.
At 31 December 2019 7,641 1,829 11,271 20,741
(d) The Group and the Company do not hold any collateral as security in respect of insurance and other receivables,
12. INSURANCE AND OTHER RECEIVABLES except for two balances amounting to Rs 9m in the form of fixed and floating charges on properties.
(e) The maximum exposure to credit risk is disclosed in note 3.2.2.

THE GROUP THE COMPANY
2020 2019 2020 2019 (f) The credit rating for the insurance and other receivables are unrated.
Rs’000 Rs’000 Rs’000 Rs’000
13(a). REINSURANCE ASSETS AND INSURANCE CONTRACT LIABILITIES
Premium debtors and agents' balances 1,179,391 903,421 - -
Provision for credit impairment (151,490) (101,058) - -
THE GROUP
1,027,901 802,363 - - 2020 2019
Amount due by reinsurers 110,932 55,899 - - Gross Rs’000 Rs’000
Investment income receivable 12,263 20,183 - 10,007 - Claims reported and loss adjustment expenses 1,495,187 1,165,209
Other receivables 137,097 86,321 - - - Claims incurred but not reported (IBNR) 321,931 146,635
1,288,193 964,766 - 10,007 - Unearned premiums 2,132,018 1,463,569
- Exchange differences 46,335 49,555
(a) Premium debtors and agents' balances that are less than three months past due are not impaired.
As at 31 Decembe 2020, the Group had Rs 356m (2019: Rs 294m) that were more than 3 months past due Total gross insurance contract liabilities 3,995,471 2,824,968
but not impaired. The ageing analysis of these premium debtors is as follows: Recoverable from reinsurers
- Claims reported and loss adjustment expenses 773,064 496,655

THE GROUP
- Claims incurred but not reported (IBNR) 107,158 27,370
2020 2019
- Unearned premiums 804,092 429,454
Rs’000 Rs’000
Up to 3 months 671,389 508,650
3 to 6 months 229,582 153,506 Total reinsurers' share of insurance contract liabilities 1,715,058 982,004
6 to 12 months 102,405 90,889 Net

> 12 months 24,525 49,318 - Claims reported and loss adjustment expenses 722,123 668,554
1,027,901 802,363 - Claims incurred but not reported (IBNR) 214,773 119,265
- Unearned premiums 1,327,926 1,034,115
Total net insurance contract liabilities 2,280,413 1,842,964

13(a). REINSURANCE ASSETS AND INSURANCE CONTRACT LIABILITIES (CONTINUED) 13(b). DEFERRED ACQUISITION COSTS RECEIVABLE
THE GROUP THE GROUP

2020 2019 2020 2019
Gross Reinsurance Net Gross Reinsurance Net Rs'000 Rs'000
Rs’000 Rs’000 Rs’000 Rs’000 Rs’000 Rs’000 At 1 January 136,447 127,083
Claims (note 13(a) (i)) 1,843,884 (901,067) 942,817 1,335,982 (538,757) 797,225 Movement 75,683 9,364
Provision for unearned premiums At 31 December 212,130 136,447
(note 13(a) (ii) ) 2,151,587 (813,991) 1,337,596 1,488,986 (443,247) 1,045,739
3,995,471 (1,715,058) 2,280,413 2,824,968 (982,004) 1,842,964 13(c). DEFERRED ACQUISITION COSTS PAYABLE
(i) Claims
THE GROUP
At 1 January 1,335,982 (538,757) 797,225 1,391,344 (541,214) 850,130
2020 2019
combination 218,072 (56,499) 161,573 - - - Rs'000 Rs'000
Claims incurred during the year 2,022,214 (654,445) 1,367,769 1,573,319 (285,955) 1,287,364 At 1 January 71,792 69,726
Cash paid for claims settled Movement 78,454 2,066
during the year (1,759,150) 369,479 (1,389,671) (1,652,819) 303,144 (1,349,675)
At 31 December 150,246 71,792
Exchange differences 26,766 (20,845) 5,921 24,138 (14,732) 9,406
At 31 December 1,843,884 (901,067) 942,817 1,335,982 (538,757) 797,225 14. STATED CAPITAL
Recognised notified claims 1,521,953 (793,909) 728,044 1,189,347 (511,387) 677,960
THE GROUP AND COMPANY
Incurred but not reported (IBNR) 321,931 (107,158) 214,773 146,635 (27,370) 119,265
Issued and fully paid
1,843,884 (901,067) 942,817 1,335,982 (538,757) 797,225 2020 2019
Movement in outstanding claims 263,064 (284,966) (21,902) (79,500) 17,189 (62,311) Rs’000 Rs’000
Movement in insurance contract At 1 January 723,968 723,968

liabilities (note 15) (15,810) - (15,810) 564,772 - 564,772 Rights issue 50,100 -
Movement during the year At 31 December 774,068 723,968
recognised in the profit and loss 247,254 (284,966) (37,712) 485,272 17,189 502,461
The stated capital of the Company amounted to Rs 723,968,000 made up of 45,090,000 ordinary shares of
Total claims and benefits paid
no par value. All issued shares are fully paid.
Claims-Non Life 1,759,150 (369,479) 1,389,671 1,652,819 (303,144) 1,349,675
Claims and benefits-Life 1,062,631 (46,075) 1,016,556 622,912 (32,472) 590,440 The rights issue of 5,010,000 new ordinary shares at an issue price of Rs 83.00 per share, for an amount of
2,821,781 (415,554) 2,406,227 2,275,731 (335,616) 1,940,115 Rs 418m was fully subscribed in November 2020. Shareholders were offered 1 new ordinary share for every
9 ordinary shares held.
(ii) Provision for unearned premiums
THE GROUP
At 1 January 1,488,986 (443,247) 1,045,739 1,340,727 (368,950) 971,777
2020 2019
combination (note 38) 321,898 (161,925) 159,973 - - - No. of shares (000)
Premium written during the year 4,247,833 (1,444,927) 2,802,906 3,503,006 (1,070,094) 2,432,912 At 1 January 45,090 45,090
Premium earned during the year (3,926,699) 1,246,007 (2,680,692) (3,380,164) 1,009,590 (2,370,574) Rights issue 5,010 -
Exchange differences 19,569 (9,899) 9,670 25,417 (13,793) 11,624 At 31 December 50,100 45,090
At 31 December 2,151,587 (813,991) 1,337,596 1,488,986 (443,247) 1,045,739

14. STATED CAPITAL (CONTINUED) 15(a). INVESTMENT CONTRACT LIABILITIES
THE GROUP AND COMPANY THE GROUP

2020 2019 2020 2019
Stated capital Share premium Stated capital Share premium Rs’000 Rs’000
Rs’000 Rs’000 Rs’000 Rs’000 At 1 January 1,002,454 866,760
At 1 January 723,968 - 723,968 - Contributions 59,251 87,281
Right issue 50,100 364,036 - - Withdrawals (20,466) (18,226)
At 31 December 774,068 364,036 723,968 - Investment fair value adjustment 66,063 66,639
At 31 December 1,107,302 1,002,454

15. LIFE ASSURANCE FUND
Following a change in the Private Pension Scheme Act effective from 1 January 2015, the portfolio of the group
THE GROUP
pension was transferred from the books of MUA Life Ltd, a sub-subsidiary of the Company dealing in the life
2020 2019 insurance business into a trust. The trust has invested in the underlying funds of MUA Life Ltd. The value of the
Rs’000 Rs’000 Investment contract liabilities at 31 December 2020 and 2019 represent the fair value of the investments.
At 1 January 7,794,209 7,229,437
16. DEFERRED TAX ASSETS
Movement during the year (15,809) 564,772
At 31 December 7,778,400 7,794,209 Deferred income tax is calculated on all temporary differences under the liability method at 17% for the local
entities and 30% for the foreign subsidiaries.
The actuaries of MUA Life Ltd are Deloitte, South Africa. The latest actuarial valuation of the Life assurance fund
was done at 31 December 2020. At the end of every year, the amount of the liabilities of the Life assurance fund (a) The movement on the deferred tax account is as follows:
is established. The surplus between the fair value of the assets and the fair value of the liabilities amounting to
Rs 84.8m (2019: Rs 186.7m) has been transferred to profit or loss. This portion is calculated by MUA Life Ltd THE GROUP
and approved by the actuaries on the basis that sufficient reserves are held to maintain the solvency of the life
2020 2019
assurance fund over the long term.
Rs’000 Rs’000
THE GROUP
At 1 January (47,524) (55,686)
2020 2019
Rs’000 Rs’000
Over/(under) provision of deferred tax (note 20) 900 9,098
Life Fund 1 January 7,794,209 7,229,437
Deferred tax credit for the year (note 20) (16,315) 2,742
Premium (net of reinsurance) 1,145,401 963,358
Effect of exchange differences 16,182 (3,678)
Interest, dividends and rent 393,796 485,116
Realised capital loss (34) (376) At 31 December (45,367) (47,524)
Revaluation gain on financial assets at fair value through profit and loss (250,200) -
Unrealised capital gain - 78,826 Deferred tax (charge)/credit - Profit or loss (15,927) 11,732
Disposal of asset 29 (370) Deferred tax charge - OCI 512 108
Death and disability claims (net of reinsurance) (40,043) (35,037) (15,415) 11,840
Maturity claims (299,596) (293,010)
Surrenders (365,346) (108,194) Deferred income tax assets and liabilities are offset when the deferred income taxes relate to the same
Annuities and pensions (290,938) (143,320) fiscal authority.
Other benefits (20,632) (10,879)
Commissions (net of reinsurance) (34,484) (21,619)
Management expenses (156,370) (153,285)
Depreciation and amortisation of assets (429) (533)
Transfer to investment contracts (12,194) (9,254)
Transfer to revenue account (84,769) (186,651)
Life fund 31 December 7,778,400 7,794,209

16. DEFERRED TAX ASSETS (CONTINUED) 17. EMPLOYEE BENEFIT OBLIGATIONS
(b) The following amounts are shown in the statement of financial position: Pension schemes
THE GROUP The benefits of employees of the Group and the Company fall under the following different types of arrangements:
2020 2019
(i) A defined benefit scheme which is funded. The plan assets are held independently by MUA Life Ltd.
Rs’000 Rs’000
Deferred tax liabilities (97,989) (90,577) (ii) Unfunded defined benefit scheme which is entitled to a No Worse Off Guarantee ('NWOG').
Deferred tax assets 52,622 43,053
The liabilities in respect of the defined benefit schemes above are analysed as follows:
(45,367) (47,524)
THE GROUP
Deferred tax assets and liabilities are attributable to the following:
2020 2019
THE GROUP Rs’000 Rs’000
2020 2019 Funded obligation (note a) 13,772 10,884
Rs’000 Rs’000 Unfunded obligation (note b) 3,158 1,695
Deferred tax liabilities 16,930 12,579
Deferred tax on client portfolio - (12,032)

(a) Funded obligation
Deferred tax on revaluation of investment property (97,982) (86,840)
IFRS 16 impact - 147 The amounts recognised in the statements of financial position in respect of funded obligation are as follows:
Provisions - 7,747
Difference between capital allowances and depreciation (7) 401 THE GROUP
2020 2019
(97,989) (90,577)
Rs’000 Rs’000
Defined benefit of funded obligation 16,792 13,729
THE GROUP
Fair value of plan assets (3,020) (2,845)
2020 2019
Rs’000 Rs’000 Benefit liability 13,772 10,884
Deferred tax assets
(i) Movement of defined benefit of funded obligations:
Difference between capital allowances and depreciation (3,147) 20,258
Provision for bad debts 22,925 9,431 THE GROUP
Provision for impairment of loan receivables 19,005 1,830
2020 2019
Provision for expenses/ impairment on balances with related party (1,817) 10,114
Rs’000 Rs’000
Provision for outstanding claims 12,649 -
At 1 January 13,729 11,818
IFRS 16 impact 2,242 144
Amount recognised in profit or loss:
Provision for impairment of FVOCI 557 (1,114)
Fair value gain on equity investment (3,341) - Interest cost 652 638
Retirement benefit obligations 3,850 2,390
Amount recognised in other comprehensive income:
Tax losses carried forward (301) -
Actuarial changes arising from changes in financial assumptions 2,411 1,273
52,622 43,053
At 31 December 16,792 13,729
(45,367) (47,524)
Deferred tax assets are recognised only to the extent that realisation of the related tax benefit is probable.
The Company has a tax profit of Rs 1.3m (2019: tax loss Rs 5.3m) and the Group has tax losses of
Rs 1,554.5m (2019: Rs 1,408.6m). No deferred tax assets have been recognised on these tax losses
(2019: Rs'000 nil) due to unpredictability of future taxable income that will be available for ultilisation of the
deferred tax assets. There were no utilisation of tax losses during the year.

17. EMPLOYEE BENEFIT OBLIGATIONS (CONTINUED) 17. EMPLOYEE BENEFIT OBLIGATIONS (CONTINUED)
(a) Funded obligation (continued) (a) Funded obligation (continued)
(ii) Movement of fair value of plan assets: A quantitative sensitivity analysis for significant assumptions is shown as follows below:
THE GROUP Assumptions Discount Rate Future pension cost increase

2020 2019 Sensitivity Level 1% Increase 1% Decrease 1% Increase 1% Decrease
Rs’000 Rs’000 Rs’000 Rs’000 Rs’000 Rs’000

2020
At 1 January 2,845 2,641
Impact on defined benefit obligation (2,488) 3,150 2,232 (1,886)
Amount recognised in profit or loss:
2019
Interest income 135 142
Impact on defined benefit obligation (1,984) 2,500 1,740 (1,478)
Actuarial changes arising from changes in financial assumptions 40 62 Assumptions Life expectancy of male pensioners Life expectancy of female pensioners
Sensitivity Level Increase by 1 year Decrease by 1 year Increase by 1 year Decrease by 1 year
At 31 December 3,020 2,845
Rs’000 Rs’000 Rs’000 Rs’000
The main categories of plan assets are as follows: 2020 (260) 266 (296) 302
2019 191 (188) 220 (218)
THE GROUP
The sensitivity analysis above have been determined based on a method that extrapolates the impact on
2020 2019
defined benefit obligation as a result of reasonable changes in key assumptions occurring at the end of the
% % reporting period.
Local equities 46 46
Local -Debt Maturity >=12 months 34 34 No contributions are expected to be paid to the defined benefit plan obligation in future years.
Local-Cash and Debt Maturity 9 9
The average duration of the defined benefit plan obligation at the end of the reporting period is 7-8 years
Overseas equities 11 11 (2019: 10 years).
100 100
The overall expected rate of return is a weighted average of the expected returns of the various categories of
The principal actuarial assumptions used for accounting purposes were: plan assets held. Management assessment of the expected returns is based on historical returns trends and
analysts predictions of the market for the asset in the next twelve months.
THE GROUP
No contribution was received in 2020 and no future contribution is expected in 2021.
2020 2019
% % (b) Unfunded obligation
Discount rate 3.8% 4.8%
The amounts recognised in the statements of financial position in respect of unfunded obligation are as follows:
Expected rate of return on plan assets 3.8% 4.8%
Future salary increases* 0.0% 0.0%
THE GROUP
Future pension increases 3.0% 3.0%
2020 2019
Deferred pension increases 0.0% 0.0%
Rs’000 Rs’000
Actuarial table for employee mortality PMA 92-PFA Present value of unfunded obligation 3,158 1,695
* No increase in future salary as the pension plan is frozen.

17. EMPLOYEE BENEFIT OBLIGATIONS (CONTINUED) 18. BORROWINGS
(b) Unfunded obligation (continued) THE GROUP THE COMPANY

Non-current 2020 2019 2020 2019
(i) Movement in the liability recognised in the statements of financial position:
Rs’000 Rs’000 Rs’000 Rs’000
THE GROUP Preference share capital (i) 100,000 100,000 - -

Floating rate notes (iii) 504,204 504,737 504,204 505,737
2020 2019
Rs’000 Rs’000 604,204 604,737 504,204 505,737
At 1 January 1,695 2,730 Analysed as follows:

Amount recognised in profit or loss: Non-current 504,204 604,737 504,204 505,737
Current 100,000 - - -
Interest cost 818 811
604,204 604,737 504,204 505,737
Actuarial loss/(gains) 645 (1,846) (i) A preferential cummulative dividend of 3% per annum, calculated on the issue price, is payable to the preference
shareholder. The preference shares have been deferred until June 2021. A premium of Rs 30m has been
At 31 December 3,158 1,695 paid on May 2016. The preferential cummulative dividend of 6% will then be payable as from 31 May 2016.
The preference share shall be redeemed on the deferred redemption date at the redemption price.
The principal actuarial assumptions used for accounting purposes were:
(iii) On 24 September 2019, the Company issued floating rate notes through a private placement for a total nominal
THE GROUP amount of Rs 500m. The interest rate is calculated as the aggregate of the repo rate and the applicable spread
per annum. The applicable spread is either the initial spread of 1.25% or the revised spread which takes into
2020 2019
account any change in the credit rating of the notes, as defined in the Notes Subscription Agreement. The notes
Discount rate 3.8% 4.8% have been assigned a rating of CARE MAU AA-Stable (Double A Minus; Outlook: Stable) by CARE Ratings
(Africa) Private Limited and will mature on 24 September 2029.
Future salary increase 2.0% 3.5%
Future pension increase 0.0% 0.0% 19. TRADE AND OTHER PAYABLES
The Group does not expect any contribution in 2020.
2020 2019 2020 2019
A quantitative sensitivity analysis for significant assumptions is shown as follows below:
Rs’000 Rs’000 Rs’000 Rs’000
* Actuarial gains/losses are made up of changes in financial assumptions only. Loans repaid in advance 6,826 6,560 - -
Premiums prepaid 52,176 41,591 - -
Assumptions Discount Rate Future pension cost* increase Amounts due to reinsurers 296,635 248,272 - -
Sensitivity Level 1% Increase 1% Decrease 1% Increase 1% Decrease Commission payables 115,406 110,230 - -
Accruals 161,610 100,476 3,008 -
Rs’000 Rs’000 Rs’000 Rs’000
Stale cheques 57,591 41,635 198 -
2020
Financial Services Commission charges 6,499 5,792 - -
Impact on defined benefit obligation (2,140) 3,915 N/A N/A
Value Added Tax payable 4,322 3,464 - -
2019 Interest payable 5,190 5,995 - -
Impact on defined benefit obligation (898) 2,475 N/A N/A Cash held guarantee 46,935 38,130 - -
Salaries & wages payable 21,196 12,946 - -
Life expectancy Life expectancy Payables to suppliers 36,064 18,282 - 1,089
Assumptions
of male pensioners of female pensioners Payables to garages and clients 18,025 50,147 - -
Increase by Decrease by Increase by Decrease by Rent security deposit and advances 5,488 12,239 - -
Sensitivity Level
1 year 1 year 1 year 1 year Client monies 13,485 10,960 - -
2020 Other payables 108,701 67,207 - -
Impact on defined benefit obligation 471 (466) 182 (182) 956,149 773,926 3,206 1,089
2019 The carrying amounts of trade and other payables approximate their fair values and are repayable within one year.
Impact on defined benefit obligation 227 (189) 99 (98)
Trade and other payables are non-interest bearing and are repayable within one year.

20. TAX CHARGE 20. TAX CHARGE (CONTINUED)
(a) Income tax expenses (c) Tax rate reconciliation
THE GROUP THE COMPANY THE GROUP THE COMPANY

2020 2019 2020 2019 2020 2019 2020 2019
Income tax provision at applicable rate 78,737 59,794 (1,621) - Profit before taxation 456,634 494,404 142,003 127,257
CSR tax 5,537 2,115 - - Tax thereon at applicable rate * 122,723 81,613 21,300 19,089
Tax withheld on dividend received (2,787) - - - Corporate Social Responsibility at the rate of 2% - 4,253 - -
Under provision of income tax (8,091) 573 - - 122,723 85,866 21,300 19,089
(Under)/over provision of deferred tax assets (900) (9,098) - - Tax effect of:
Deferred tax credit (note 16) 16,315 (2,850) - - Income not subject to tax (33,215) (6,837) (21,643) (20,886)
Expenses not deductible for tax purposes 12,100 10,900 (1,278) 1,744
Wage assistance scheme 1,083 - - -
Income exempt for tax (6,558) (30,455) - -
Covid levy 70 - - -
Deferred tax credit - - - 53
Foreign tax credit 1,647 - - -
Underprovision of deferred tax assets in prior years (900) (9,098) - -
Tax charge for the year 91,611 50,534 (1,621) - Under/(over) provision of income tax (8,091) 533 - -
Under provision of CSR 5,537 37 - -
(b) In the statements of financial position
Tax withheld on dividend received (2,787) (412) - -
At 1 January (17,987) (7,950) - -
Payment (62,075) (61,924) - - Foreign tax credit 1,649 - - -
Acquisition through business combination (7,006) - - - Covid levy 70 - - -
Tax withheld - (10,481) - -
91,611 50,534 (1,621) -
Under provision of income tax (8,091) 569 - -
Income tax expenses 97,551 59,794 101 - * Rates applicable are 15% for Mauritius and 30% for African subsidiaries.
CSR tax 5,537 2,115 - -
The income exempt for tax includes items like interest that are partially exempted and dividend from sudsidiaries
and from local entities which are exempt for tax purposes. Increase in interest income and dividend income
Covid levy 70 - - - explain the increase in this item. Income not subject to tax includes unrealised gains on bank balances and gain
Exchange differences (17,600) (110) - - on disposal of securities and lease payments. These items are higher than last year which explain the increase.
Expenses not deductible for tax purposes includes among others interest on bonds issued, lease adjustments,
At 31 December (8,518) (17,987) 101 - employee benefit expense (GSOS). These item have increased or was not there last year which explain the
increase as compared to last year.

21. NET EARNED PREMIUMS 23(a) INVESTMENT INCOME
(a) Gross premium earned is as follows: THE GROUP THE COMPANY

2020 2019 2020 2019
THE GROUP Rs’000 Rs’000 Rs’000 Rs’000
2020 2019 Rental income from investment property 16,423 13,271 - -
Rs’000 Rs’000
Dividend income 22,320 162,301 144,288 135,721
Non-life insurance 4,247,833 3,503,006
38,743 175,572 144,288 135,721
Life insurance 1,311,004 1,100,079
Change in unearned premiums provision (321,134) (122,842) 23(b). INTEREST CALCULATED USING EFFECTIVE INTEREST RATE (EIR)
5,237,703 4,480,243
(b) Premium ceded to reinsurers is as follows: 2020 2019 2020 2019
Rs’000 Rs’000 Rs’000 Rs’000
THE GROUP Interest income on:
2020 2019 Loan 49,749 57,963 - -
Rs’000 Rs’000
Fixed deposit 35,693 31,386 3,329 1,905
Non Life insurance (1,444,927) (1,070,094) Corporate bond 44,209 37,423 18,636 -
Life insurance (165,602) (136,721) Government long term bond 509,720 354,873 - 2,497
Change in unearned premiums provision 198,920 60,504 Government treasury bills 1,937 91,274 - -
(1,411,609) (1,146,311) 641,308 572,919 21,965 4,402
Net earned premiums 3,826,094 3,333,932
24. REALISED GAINS/(LOSSES)
22. FEES AND COMMISSION INCOME
THE GROUP
THE GROUP Notes 2020 2019
Rs’000 Rs’000
2020 2019
Rs’000 Rs’000 Property and equipment
Reinsurance commission 310,638 274,878 Loss on disposal 30 (221) 636
Other fees (722) 1,090 Financial assets
309,916 275,968 Realised loss on FVTPL 30 (1,231) (376)
Revenue from contract with customers (1,452) 260
Policy fees - at point in time revenue 20,671 25,206

25. UNREALISED (LOSSES)/GAINS
330,587 301,174
THE GROUP
2020 2019
Rs’000 Rs’000
(Loss)/gain on financial assets at fair value through profit or loss (note 10(b)) (251,426) 80,825
Fair value gains on investment properties 6 13,225 -
(238,201) 80,825

26. OTHER OPERATING INCOME 29. FINANCE COSTS
THE GROUP THE COMPANY THE GROUP THE COMPANY

2020 2019 2020 2019 2020 2019 2020 2019
Brokerage fees 7,609 8,633 - - Interest expense:

Administration fees 56,985 47,747 - - - Notional interest on interest free loan
Management fees 7,425 7,390 - - - Dividend on redeemable preference shares 6,000 6,000 - -
Exchange gains 36,902 10,675 11,749 - - Interest on subordinated bonds/notes 20,516 14,334 21,881 6,169
Actuarial fee 562 3,941 - - - Interest on lease assets (note 44) 10,173 8,083 - -
Stale cheques 2,909 2,390 - - - Interest on bank overdraft 71 133 - -
Loan fees 725 412 - - 36,760 28,550 21,881 6,169
Other income 20,396 12,501 155 -
133,513 93,689 11,904 - 30. PROFIT BEFORE TAX
27. COMMISSION AND BROKERAGE FEES PAID THE GROUP THE COMPANY
2020 2019 2020 2019
THE GROUP Rs’000 Rs’000 Rs’000 Rs’000
2020 2019 The profit before tax has been arrived at
Rs’000 Rs’000
After crediting:
Commission paid 615,428 541,318
Investment income
Other charges 25,161 26,270
- dividend income (note 23) 22,320 162,301 144,288 135,721
640,589 567,588
- interest on financial assets and loans 641,308 572,919 21,965 4,402
28. OTHER OPERATING AND ADMINSTRATIVE EXPENSES Loss on disposal of financial assets (note 24) 1,231 376 - -
Gain on sale of property and equipment (note 24) (221) 636 - -
THE GROUP THE COMPANY And charging:
2020 2019 2020 2019
Rs’000 Rs’000 Rs’000 Rs’000 Auditors' fees 11,328 7,655 334 345
Employee benefit expenses (note 31) 597,016 454,729 - -
Exchange loss - - - -
Depreciation on property and equipment (note 5) 40,441 32,347 - -
Management expenses 1,046,028 861,460 13,299 6,697
Depreciation on right-of-use assets (note 44) 33,048 27,802 - -
Depreciation (note 5) 40,441 32,347 - -
Amortisation of intangible assets (note 7) 36,745 33,658 - -
Depreciation on right-of-use assets (note 44) 33,048 27,802 - -
Amortisation (note 7) 36,745 33,658 - -
31. EMPLOYEE BENEFIT EXPENSES
1,156,262 955,267 13,299 6,697
THE GROUP
2020 2019
Rs’000 Rs’000
Wages and salaries 515,973 386,397

Social Security costs 15,666 10,839
- Defined contributions 32,976 27,747
Other costs 32,401 29,144
597,016 454,127

32. DIVIDENDS PAID 33. SHARE BASED PAYMENT (CONTINUED)
The objectives of the GSOS are as follows:

THE GROUP AND COMPANY
2020 2019 (i) Focusing key staff on long term objectives to buils sustainable value;
Rs’000 Rs’000
Paid (ii) Delivering value to shareholders by focusing the executive management team on growth of the share price;
Interim ordinary dividend 36,072 36,072 (iii) Alighing the objectives of management with those of the shareholders; and
Final ordinary dividend 101,202 91,082
(iv) Encouraging the adotpion of a team environment and business culture.
137,274 127,154
For the year ended 31 December 2020, a total charge of Rs 3.6 million (2019: Rs 3.6 million) has been
Dividend per share: Interim Rs 0.80 (2019: Rs 0.80). recognised as share based payment expense in the Group profit or loss for executive still in employment
Dividend per share: Final Rs 2.02 (2019: Rs 2.02). at year end based on the fair value of the Company shares awarded. On a separate financial statements,
the investment in MUACL was debited by Rs 7.2m at the reporting date.
33. SHARE BASED PAYMENT
As the Company's equity instruments are publicly traded, the fair value of the equity instrument granted was
The Company's subsidiary, the Mauritius Union Assurance Cy Ltd (MUACL) has set up a Share Option Scheme determined using the Black Scholes option valuation model.
("SOS") to selected members of its executive management team effective from 1 January 2018. Following
the Group Restructuring and approval of the Scheme of Arrangement, the current Share Option Scheme was The weighted average estimated fair value of shares at the date of exercise of these options was Rs 10.06
cancelled and Group share scheme launched ("GSOS") and the executive management team that were eligible (2019: Rs 10.06).
to the GSOS agreed to exchange their shares in the Company to equivalent number of shares in the ultimate
holding company effective from 1 January 2019. The terms and conditions of the GSOS are similar to the old The weighted average remaining contractual life for the share options outstanding as at 31 December 2020
scheme as described below: was 3 Months (2019: 15).
Group Share Option Scheme The weighted average fair value of options granted during the year was Nil (2019: nil).
Where the Company has commited to grant the award directly to the employees of MUACL and settles it in its The exercise price for options outstanding at the end of the year was Rs 59.01 (2019: Rs 59.01).
own equity, MUACL accounts for the award as equity-settled, with a corresponding increase in investment in
subsidiary. At a group level a charge to profit and loss is booked over the vesting period. The type of share-based
payment that the Company has opted is an ‘’equity-settled" share-based payment. A shared understanding of
the terms and conditions of the share based payment arrangements has been agreed between the MUACL
and its executive management team. At grant date, will confer to its executive management team options to
suscribe for shares in the Company from 1 January 2018 to 31 March 2021 ("vesting period") subject to certain
vesting conditions.
The vesting period has been fixed by the Board at 39 months during which the executive management team
members have to remain in employment with MUACL. Therefore, the equity instruments started to vest during
the financial year December 2018.
Once the shares are issued, they will rank 'pari passu' as to dividend, capital, voting rights and in all other
respects with the existing shares of the Company.
The GSOS is subject to an aggregare maximum number of shares which may be utilised and the GSOS would
be allowed to grant shares up to a maximum dilution of 2.5% of shareholders ("Maximum GSOS allocation").
Based on the curent capital structure, this represents a maximum of 1,156,000 shares, which can be issued to
the participants.

34. FAIR VALUE MEASUREMENTS
This note provides information on how the Group and Company determine fair value of various assets
and liabilities.
(a) Fair Value of the Group and Company assets and liabilities that are measured at fair value on a recurring basis:
Some of the Group and Company's assets and liabilities are measured at fair value at the end of each
reporting period. The following table gives the information about how the fair value of these assets and liabilities
are determined (in particular the valuation technique(s)and the inputs used).
THE GROUP
Assets/Liabilities Fair value as at
31 December 31 December Relationship of unobservable
2020 2019 Fair Value Hierarchy Valuation technique(s) and key input(s) Significant unobservable input(s) inputs to fair value
Investment properties: Rs’000 Rs’000 2020 2019 2020 2019 2020 2019 2020 2019
Land 90,475 79,000 Level 2 Level 2 Sales comparison approach and selling price N/A N/A N/A N/A
Building 429,560 407,362 Level 2 Level 2 Sales comparison approach and selling price N/A N/A N/A N/A
Property and equipment:
Land 40,000 40,000 Level 2 Level 2 Sales comparison approach and selling price N/A N/A N/A N/A
Building 209,346 200,500 Level 2 Level 2 Sales comparison approach and selling price N/A N/A N/A N/A
Financial assets at fair value through

other comprehensive income:
Quoted securities:
Banks and Insurance 118,158 157,141 Level 1 Level 1 N/A N/A N/A N/A N/A N/A
Commerce 27,343 3,062 Level 1 Level 1 N/A N/A N/A N/A N/A N/A
Industry 8,536
Investments 36,905 43,671 Level 1 Level 1 N/A N/A N/A N/A N/A N/A
Leisure and Hotels 24,492 58,337 Level 1 Level 1 N/A N/A N/A N/A N/A N/A
Others 57,071 70,278 Level 1 Level 1 N/A N/A N/A N/A N/A N/A
Debt instrument:
Quoted 847,390 23,440 Level 1 Level 1 N/A N/A N/A N/A N/A N/A
Unquoted 147,170 112,589 Level 2 Level 2 Yield to maturity N/A N/A N/A N/A N/A
Unquoted securities:
Foreign Equities 19,521 22,698 Level 3 Level 3 See disclosure for Level 3 below - refer to note (i)
Commerce 94 245 Level 3 Level 3 See disclosure for Level 3 below - refer to note (ii)
Others 26,342 26,604 Level 3 Level 3 See disclosure for Level 3 below - refer to note (ii)
(i) The following table shows the valuation techniques used in the determination of fair values with in Level 3 of the
hierarchy as well as the key unobservable inputs used in the valuation model.
Type Fair value as at

31 December 31 December Key unobservable Range of unobservable inputs
2020 2019 Valuation approach inputs (probability – weighted average) Relationship of unobservable inputs to fair value
Rs’000 Rs’000
Discount due to lack A 5% increase/decrease in discount factor will lead to a decrease/

Foreign equities - Leisure and hotels 9,233 13,591 Price to Book value of marketability 20% - 40% increase of Rs 1.15m (2019: Rs 0.8m) in fair value.
Discount due to lack A 5% increase/decrease in discount factor will lead to a decrease/

Foreign equities - Reinsurance 10,288 9,107 Dividend discount model of marketability 10% -20% increase of Rs 0.86m (2019: Rs 0.35m) in fair value.

34. FAIR VALUE MEASUREMENTS (CONTINUED)
(ii) For Commerce & Others, the Net Assets Value approach has been used and a 5% increase/decrease in NAV will
lead to a increase/decrease of Rs 0.030m (2019: Rs 0.15m).
(iii) The Sales comparison approach makes reference to the price per square metre from current year sales of
comparable plot of land or buildings in the vicinity. Price-to-book value (P/B) was calculated using the market
value of a company's shares (share price) over its book value of equity. The dividend discount model (DDM) was
calculated using predicted dividends and discounting them back to present value.
THE GROUP
Assets/Liabilities Fair value as at
31 December 31 December Valuation technique(s) Significant Relationship of unobservable
2020 2019 Fair Value Hierarchy and key input(s) unobservable input(s) inputs to fair value
Financial assets at fair value
through profit or loss: Rs’000 Rs’000 2020 2019 2020 2019 2020 2019 2020 2019
Quoted securities:
Banks and Insurance 1,031,970 1,150,708 Level 1 Level 1 N/A N/A N/A N/A N/A N/A
Commerce 155,426 106,541 Level 1 Level 1 N/A N/A N/A N/A N/A N/A
Industry 54,842 64,172 Level 1 Level 1 N/A N/A N/A N/A N/A N/A
Investments 764,661 911,908 Level 1 Level 1 N/A N/A N/A N/A N/A N/A
Leisure and Hotels 85,265 173,990 Level 1 Level 1 N/A N/A N/A N/A N/A N/A
Sugar 37,180 55,946 Level 1 Level 1 N/A N/A N/A N/A N/A N/A
Others 84,477 58,803 Level 1 Level 1 N/A N/A N/A N/A N/A N/A
Unquoted securities:
Investment 75,913 73,589 Level 3 Level 3
Leisure and Hotels 6,643 7,359 Level 3 Level 3 See disclosure below for Level 3 - refer to note (i)
Open Ended Mutual Funds: Level 2 Level 2 Net Assets Value Net Assets Value N/A N/A N/A N/A
Local 101,310 102,464 Level 2 Level 2 Net Assets Value Net Assets Value N/A N/A N/A N/A
Foreign 959,196 619,148 Level 2 Level 2 Net Assets Value Net Assets Value N/A N/A N/A N/A
Investment contract liabilities (a) 1,107,302 1,002,454 Level 1 Level 1 N/A N/A N/A N/A N/A N/A
There have been no transfers between levels in the fair value hierarchy.
(i) The following table shows the valuation techniques used in the determination of fair values with in Level 3 of the
hierarchy as well as the key unobservable inputs used in the valuation model.
Type Fair value as at

31 December 31 December Key unobservable Range of unobservable inputs
2020 2019 Valuation approach inputs (probability –weighted average) Relationship of unobservable inputs to fair value
Rs’000 Rs’000
Discount due to lack An increase/decrease in discount factor will lead to a decrease/

Foreign equities: Leisure and hotels 6,643 7,359 Comparable EV/EBITDA of marketability 20 - 30% increase of Rs 1,564,344m (2019: Rs 1,839,788) in fair value.
An increase/decrease in FV of property will lead to an increase/

Foreign equities: Investment 75,913 73,589 NAV FV of underlying property 5% decrease of Rs 3,795,718 (2019: Rs 3,679,462) in fair value.
(a) Investment contract liabilities has been classified as level 1 as they are directly linked to listed equity prices.

34. FAIR VALUE MEASUREMENTS (CONTINUED) 34. FAIR VALUE MEASUREMENTS (CONTINUED)
THE GROUP Carrying amount Fair value Fair value hierarchy as at 31 December 2020
2020 2019 2020 2019 THE GROUP Level 1 Level 2 Level 3 Total
Rs’000 Rs’000 Rs’000 Rs’000
Loans and receivables: Loans and receivables:
Mortgage Loans 322,960 391,398 344,675 398,590 Mortgage Loans - 344,675 - 344,675
Loans on Life policies 9,658 13,116 10,533 25,249 Loans on Life policies - 10,533 - 10,533
Secured Loans 423,958 440,392 404,203 473,656 Secured Loans - 404,203 - 404,203
Unsecured Loans 2,637 2,077 1,949 2,237 Unsecured Loans - 1,949 - 1,949
CDS guarantee fund 745 1,140 785 3,046 CDS guarantee fund - 785 785
Debt instruments at amortised cost:

Deposits and corporate bonds 821,198 655,786 1,436,812 655,786 Debt instruments at amortised cost:
Government loan stocks 6,505,430 7,099,762 7,906,398 7,099,762 Deposits and corporate bonds - 1,436,812 - 1,436,812
Financial liabilities: Government loan stocks - 7,906,398 - 7,906,398
Preference share capital 100,000 100,000 133,105 125,230

Financial liabilities:
Bonds issued by holdinf company 504,204 500,000 500,000 500,000
Preference share capital - 133,105 - 133,105
THE COMPANY Carrying amount Fair value Floating rate notes - 500,000 - 500,000
2020 2019 2020 2019

Fair value hierarchy as at 31 December 2019
Rs’000 Rs’000 Rs’000 Rs’000
Debt instruments at amortised cost: THE GROUP Level 1 Level 2 Level 3 Total
Notes Mua Kenya 451,141 - 451,141 -

Loans and receivables:
Notes issued by subsidiary 201,405 202,215 201,405 202,215
Mortgage Loans - 398,590 - 398,590
Fixed deposits - 170,991 - 170,991
Loans on Life policies - 25,249 - 25,249
Secured Loans - 473,656 - 473,656
Unsecured Loans - 2,237 - 2,237
CDS guarantee fund - 3,046 - 3,046

Deposits and corporate bonds - 655,786 - 655,786
Government loan stocks - 7,099,762 - 7,099,762
Financial liabilities:
Preference share capital - 125,230 - 125,230
Bonds issued by holding company - 500,000 - 500,000

34. FAIR VALUE MEASUREMENTS (CONTINUED) 35. SEGMENT INFORMATION
Fair value hierarchy as at 31 December 2020 Management has determined the operating segments based on the reports reviewed by the chief operating decision
maker that are used to make strategic decisions. The Chief Excecutive Officer (CEO) is the chief decision maker.
THE COMPANY Level 1 Level 2 Level 3 Total
The Group's reportable segments under IFRS 8 are based on insurance classes.
(i) Casualty - includes motor, liability, cash in transit, personal accident and health.
(ii) Property - includes fire and allied perils, engineering, marine, and all risks.
Notes Mua Kenya - 451,141 - 451,141
(iii) Life - includes both life and pensions.
Notes issued by subsidiary - 201,405 - 201,405 Revenue in the above segments is derived primarily from insurance premiums, investment income and
realised gain on financial assets.
Financial liabilities: (iv) Other - consists of stock-broking. Revenue in this segment is derived primarily from brokerage commissions,
investment income and realised gains on financial assets.
Floating rate notes - 500,000 - 500,000 The Company customer portfolio base is widely spread and no customer accounts for more than 10% of the
total revenue.
Fair value hierarchy as at 31 December 2019
THE GROUP
Level 1 Level 2 Level 3 Total
Total Consolidated
2020 Casualty Property General* Life Other Adjustments Total
Debt instruments at amortised cost: Rs’000 Rs’000 Rs’000 Rs’000 Rs’000 Rs’000 Rs’000
Income
Notes issued by subsidiary - 202,215 - 202,215 Net earned premium 2,263,696 416,997 2,680,693 1,145,401 - 3,826,094
Fixed deposits - 170,991 - 170,991 Fee and commission income 84,616 207,504 292,120 42,602 - (4,135) 330,587
Brokerage fees - - - - 44 - 44
Financial liabilities: Investment and other income 237,610 70,129 307,739 205,721 111,515 (54,676) 570,299
Segment income 2,585,922 694,630 3,280,552 1,393,724 111,559 (58,811) 4,727,024

Floating rate notes - 202,295 - 202,295
Expenses
Gross claims and benefits 1,193,411 565,739 1,759,150 1,062,631 - - 2,821,781
The valuation technique used to fair value the above instruments is discounted cash flow with observable yield
for similar instruments. Claims recovered
from Reinsurers 7,271 (376,750) (369,479) (46,075) - - (415,554)
(c) Reconciliation of Level 3 fair value measurements Movement in outstanding claims (44,764) 22,862 (21,902) 50,253 - - 28,351
Commission and brokerage
The following table shows a reconciliation of the opening balance and closing recorded amount of Level 3 fee paid 346,184 221,454 567,638 77,088 - (4,137) 640,589
financial assets which are recorded at fair value: Management expenses 706,478 151,782 858,260 152,435 58,644 (9,090) 1,060,249
Finance costs 28,161 6,564 34,725 430 22,100 (20,495) 36,760
2020 2019 Depreciation 43,190 6,036 49,226 9,364 2,633 - 61,223
THE GROUP THE GROUP Amortisation 16,186 4,064 20,250 2,830 191 11,519 34,790
Financial assets Financial assets Share of loss of Joint venture - - - - 2,201 - 2,201
Financial assets at fair value Financial assets at fair value 2,296,117 601,751 2,897,868 1,308,956 85,769 (22,203) 4,270,390
at fair value through other at fair value through other
through profit comprehensive through profit comprehensive Segment profit before tax 289,805 92,879 382,684 84,768 25,790 (36,608) 456,634
or loss income Total or loss income Total
Rs’000 Rs’000 Rs’000 Rs’000 Rs’000 Rs’000 Profit before taxation 456,634
At 1 January 81,333 49,547 130,880 89,993 45,542 135,535 Taxation (91,611)
Unrealised (losses)/gains 1,223 - 1,223 (8,660) - (8,660) Profit for the year 365,023
Total gains in other
comprehensive income - 2,519 2,519 - 4,005 4,005 * Amount represents that of The Mauritius Union Assurance Cy Limited and the african subsidiaries.
At 31 December 82,556 52,066 134,622 81,333 49,547 130,880

35. SEGMENT INFORMATION (CONTINUED) 35. SEGMENT INFORMATION (CONTINUED)
THE GROUP THE GROUP

Total Consolidated Total Consolidated
2019 Casualty Property General* Life Other Adjustments Total 2020 Casualty Property General* Life Other Adjustments Total
Rs’000 Rs’000 Rs’000 Rs’000 Rs’000 Rs’000 Rs’000 Rs’000 Rs’000 Rs’000 Rs’000 Rs’000 Rs’000 Rs’000
Income Segment assets 6,762,103 2,269,850 9,031,953 10,298,474 1,065,269 (1,193,040) 19,202,656
Net earned premium 2,118,742 251,833 2,370,575 963,358 - - 3,333,933
Segment liabilities 1,445,930 497,337 1,943,267 205,237 646,507 (712,359) 2,082,652
Fee and commission income 94,842 162,829 257,671 43,503 - - 301,174
Technical liabilities
Brokerage fees - - - - 8,633 - 8,633
- Unearned premium
Share of profit from joint venture - - - - 675 - 675 reserve 2,151,587
Investment and other income 223,340 59,101 282,441 620,825 66,621 (61,169) 908,718 - Life assurance fund 7,778,400
Segment income 2,436,924 473,763 2,910,687 1,627,686 75,929 (61,169) 4,553,133 - Investment contract
liabilities 1,107,302
Expenses
- Outstanding claims 1,843,884
Gross claims and benefits 1,311,070 341,749 1,652,819 622,912 - - 2,275,731
Total equity 4,238,831
Claims recovered from
Reinsurers (63,980) (239,164) (303,144) (32,472) - - (335,616) Capital expenditure
Movement in outstanding claims (57,469) (4,841) (62,310) 631,412 - - 569,102 Property, plant
Commission and brokerage and equipment 15,557 4,005 19,562 422 146 - 20,130
fee paid 332,714 169,752 502,466 65,122 - - 567,588 Intangible assets 18,649 4,284 22,933 7,058 590 167,052 197,633
Management expenses 552,321 120,106 672,427 144,274 54,227 (7,211) 863,717
Finance costs 17,223 4,580 21,803 533 4,049 - 26,385 * Amount represents that of The Mauritius Union Assurance Cy Limited and the african subsidiaries.
Depreciation 42,003 9,066 51,069 6,899 2,612 - 60,580
THE GROUP
Amortisation 15,867 3,836 19,703 2,356 24 9,159 31,242
Total Consolidated
2,149,749 405,084 2,554,833 1,441,036 60,912 1,948 4,058,729 2019 Casualty Property General* Life Other Adjustments Total
Segment profit before tax 287,175 68,679 355,854 186,650 15,017 (63,117) 494,404 Rs’000 Rs’000 Rs’000 Rs’000 Rs’000 Rs’000 Rs’000
Profit before taxation 494,404 Segment assets 5,463,295 1,144,338 6,607,633 9,927,545 1,033,049 (797,914) 16,770,313
Taxation (50,534) Segment liabilities 1,027,227 216,923 1,244,150 123,514 302,017 1,469 1,671,150
Profit for the year 443,870 Technical liabilities

- Unearned premium
* Amount represents that of The Mauritius Union Assurance Cy Limited and the african subsidiaries. reserve 1,488,986
- Life assurance fund 7,794,209
- Investment contract
liabilities 1,002,454
- Outstanding claims 1,335,982
Total equity 3,477,532
Capital expenditure
Property, plant
and equipment 33,362 7,675 41,037 26,450 968 - 68,455
Intangible assets 13,896 3,189 17,085 4,083 286 - 21,454
* Amount represents that of The Mauritius Union Assurance Cy Limited and the african subsidiaries. It is made
up of Casualty and Property businesses.

35. SEGMENT INFORMATION (CONTINUED) 39. NOTES TO CASH FLOW STATEMENTS
(a) Cash generated from operations

Income from
GEOGRAPHIC INFORMATION external customers Non-current assets Notes THE GROUP THE COMPANY
2020 2019 2020 2019 2020 2019 2020 2019
Mauritius 3,533,452 3,689,173 11,845,363 11,743,602 Profit before taxation 456,634 494,404 142,003 127,257
Kenya 467,035 200,534 934,855 273,545 Increase in financial assets at fair value
through profit or loss 10(b) 251,425 (80,825) - -
Tanzania 337,965 298,008 330,945 309,146
Increase in fair value of investment properties 6 (13,225) 3,578 - -
Uganda 160,300 139,126 90,967 130,754
Assets written off 5/7 - 1,507 - -
Rwanda 226,049 228,095 271,108 214,285 Foreign exchange (gains)/losses 26/28 (36,902) (10,675) - -
4,724,801 4,554,936 13,473,238 12,671,332 Provision for retirement benefit obligations 1,335 1,307 - -
Provision for credit impairment (net) 11/12 24,695 (3,874) - -
36. CONTINGENCIES
ECL - IFRS 9 (1,550) 660 974 -
In common practice with insurance industry in general, the group is subject to litigations arising in the normal Loans and receivables written off 11 253 - - -
course of insurance business. The Directors are of the opinion that these litigations will not have a material Dividend income 23 (22,320) (162,301) (144,288) (135,721)
effect on the financial position or results of the group as the insurance contract liabilities take into account the Interest income 23 (641,308) (572,919) (21,965) (4,402)
claims related to these litigations. The Group and the Company have bank guarantees totalling Rs 95.8m as Interest expense 29 36,760 28,550 21,881 6,169
at 31 December 2020. Depreciation of property and equipment 5 40,441 32,347 - -
Depreciation of rights of use asset 44 33,048 27,802 - -
37. COMMITMENTS
Amortisation of intangible assets 7 36,745 33,658 - -
Amortisation of financial assets 10(c) (18,540) (48,883) - -
Loss on sale of property and equipment 24 221 (636) - -
Outstanding financial commitments: 2020 2019 2020 2019
Rs’000 Rs’000 Rs’000 Rs’000 Loss on disposal of financial assets 24 1,231 - - -
Loans approved by the Board of Directors Share of loss/(profit) from joint venture 9 2,201 (1,891) - -
but not yet disbursed 29,124 65,251 - -
151,144 (258,191) (1,395) (6,697)
Change in unearned premium 282,187 62,338 - -
38. BASIC AND DILUTED EARNINGS PER SHARE
Change in insurance and other receivables (178,074) (36,345) 27,375 (35,488)
THE GROUP Net change in deferred acquisition costs 2,771 (7,298) - -

Change in outstanding claims (139,671) 299,867 - -
2020 2019
The following reflects the income and share data used in the basic and diluted EPS Change in trade and other payables 182,223 238,549 2,118 2,089
Rs’000 Rs’000
computations
Net cash generated from operations (refer to page 18) 300,580 298,920 28,098 (40,096)
Profit attributable to equity holders of the parent 333,972 381,850
(b) Cash and cash equivalents
Weighted average number of ordinary shares ranking for dividend:
Number of ordinary shares for basic EPS 46,139,984 45,170,184 For the purpose of the statement of cash flows, cash and cash equivalents comprise the following at 31 December:
Effect of dilution from share options 278,927 200,711 THE GROUP THE COMPANY
2020 2019 2020 2019
Number of ordinary shares adjusted for the effect of dilution 46,418,911 45,370,895
Rs’000 Rs’000 Rs’000 Rs’000
Earnings per share - Basic 7.24 8.45 Cash at banks and on hand 1,247,364 590,125 149,790 97,715
Earnings per share - Diluted 7.19 8.42 Short-term deposits - 21,560 - -
1,247,364 531,712 149,790 97,715
As described in note 33, the Company has set up a share option scheme for a total number of shares offered
of 1,156,000 shares. An incremental number of shares of 278,927 shares (2019: 200,711 shares) under the Cash at bank earns interest at fixed rates based on a daily basis deposit rates. Short-term deposits are made for
share option scheme has been used to calculate the diluted EPS. varying periods depending on the immediate cash requirements of the Group and earn interest at the respective
short-term deposits rates. The interest rates on the cash at bank varies 0.5% to 1.8% and from 2.5% to 15% for
short-term deposits.

39. NOTES TO CASH FLOW STATEMENTS (CONTINUED) 40. GOODWILL
(c) Net Debt Goodwill acquired through business combination with indefinite lives are allocated to eight individual CGUs.
The recoverable amounts of goodwill allocated to each of the CGUs is show below:
Goodwill Phoenix of
2020 2019 2020 2019 Tanzania
Rs’000 Rs’000 Rs’000 Rs’000 The Mauritius MUA MUA Assurance MUA Saham
MUA Mutual Union (Kenya) (Uganda) Company (Rwanda) Assurance
Cash and cash equivalents 1,247,364 611,685 149,790 97,715
MUA Life Fund Ltd Assurance Ltd** Ltd* Limited Ltd Company
Borrowings (604,204) (604,737) (504,204) (505,737) Ltd (Life (Management Cy. Ltd (non (non life (non life (non life (non life Kenya
insurance) services) life insurance) insurance) insurance) insurance) insurance) Limited Total
Lease liabilities (126,891) (117,539) - -
Rs’000 Rs’000 Rs’000 Rs’000 Rs’000 Rs’000 Rs’000 Rs’000 Rs’000
Net surplus / (shortfall) 516,269 (110,591) (354,414) (408,022)
Goodwill 51,197 21,780 133,188 - 28,543 48,725 23,438 127,315 434,186
Lease The recoverable amounts of the cash generating units are determined on the basis of value in use calculations.
Borrowings liabilities Cash Total Borrowings Cash Total At 31 December 2020, the value in use of each cash generating units exceeds its carrying amount for the
Rs'000 Rs'000 Rs'000 Rs'000 Rs'000 Rs'000 Rs'000 CGUS. An impairment of Rs 38.6m has been recorded for the year ended 31 December 2016 in respect of
Net debt as at
MUA (Kenya) Ltd as the value in use is lower than its carrying value.
1 January 2019 (300,000) (140,390) 531,712 91,322 - - -
To determine the value in use for each cash generating unit, cash flow forecast from the most recent financial
Cashflows (304,737) 24,692 69,298 (210,747) (504,737) 97,715 (407,022)
approved budgets for the next five years is used adjusted for any one off claims and change in business.
New leases (306) - (306) - - - Discount rates used represent the current market assessment of the risks specific to a cash generating unit,
Foreign exchange taking into consideration the time value of money and the weighted average cost of capital (WACC).
adjustments 1,943 10,675 12,618 - - -
Other changes (3,478) - (3,478) (1,000) - (1,000) No impairment assessment has been performed for the goodwill arising on Saham Assurance Company Kenya
Net debt as at
Limited since it was acquired during the course of 2020.
31 December 2019 (604,737) (117,539) 611,685 (110,591) (505,737) 97,715 (408,022)
Life insurance CGU
Cashflows - 19,684 650,755 670,439 - 52,075 52,075
New leases - (18,916) - (18,916) - - - The recoverable amounts for the life insurance business CGUs have been determined based on a value in use
Foreign exchange (VIU) calculation. The calculation is based on the VIU of the business, together with the present value of expected
adjustments - 1,943 (15,076) (13,133) - - - future profits from new business over a five year period.
Other changes 533 (12,063) - (11,530) 1,533 - 1,533
Net debt as at
The assumptions used for the VIU impairment calculation for the Life Insurance were:
31 December 2020 (604,204) (126,891) 1,247,364 516,269 (504,204) 149,790 (354,414)
• he shareholder interest in the life insurance business is based on projected cash flows of the business
T
including expected investment returns of 7% (2019: 7%);
• Risk-adjusted discount rates used for calculation of embedded value are calculated using a risk margin
of 4% (2019: 4%), based on the operating segment’s weighted average cost of capital;
• Future regular bonuses on contracts with DPF are projected in a manner consistent with current bonus rates
and expected future returns on assets deemed to back the policies;
• Economic assumptions are based on market yields on risk-free fixed interest rates for the relevant currencies
• at the end of each reporting period;
• New business contribution represents the present value of projected future distributable profit generated
from business written in a period. This is initially based on the most recent five-year business plans approved
by senior management.
And the key assumptions were:
• rowth rate represents the rate used to extrapolate new business contributions beyond the business plan
G
period, and is based on management’s estimate of future growth of 10% (2019: 10%), which is in line with
the average growth rate of life insurance industry;
• A pre-tax Group-specific risk-adjusted discount rate of 9.25% % (2019: 8%) is used to discount expected
profits from future new business.

40. GOODWILL (CONTINUED) 40. GOODWILL (CONTINUED)

Investment Management services CGU The Mauritius Phoenix of
Union Assurance Tanzania
The recoverable amount of the investment management services businesses has also been determined based on 2020 Cy. Ltd (non life MUA (Uganda) Assurance
a VIU calculation using cash flow projections based on the budgeted fee income margin approved by management Non-Life insurance insurance) MUA (Kenya) Ltd Ltd * Company Limited MUA (Rwanda) Ltd
covering a five-year period. A pre-tax Group-specific risk-adjusted discount rate of 7% (2019: 10%) is used. Rs’000 Rs’000 Rs’000 Rs’000 Rs’000
The applied long-term growth rate is 2% (2019: 5%).
Non-life insurance Discount factor +1% (1,696,625) (46,030) (8,974) (36,232) (27,377)
Discount factor -1% 3,282,488 54,454 10,117 42,558 31,996
The recoverable amount of the non-life insurance business has been determined based on a VIU calculation
using cash flow projections based on financial budgets approved by management covering a five-year period. Claim ratio +1% (638,546) (19,420) (9,259) (29,699) (16,034)
Discount rates used represent the current market assessment of the risks specific to a cash generating unit, Claim ratio -1% 638,546 19,420 9,259 29,699 16,034
taking into consideration the time value of money and the weighted average cost of capital (WACC).
The projected cash flows beyond the five years excluding expenses have been extrapolated using a steady Growth rate +1% 2,997,321 39,371 6,459 30,138 22,756
average growth rate of 3% (2019: 5%) which is in line with the GDP growth rate of each country. The projected Growth rate -1% (1,549,340) (33,314) (5,732) (25,643) (19,519)
cash flows are determined by claim ratio, retention ratio, growth rate and rate of return on investment based
on past performances, adjusted for one off expenses and management expectations for market developments. The Mauritius Phoenix of
Union Assurance Tanzania
The assumptions used for the VIU impairment calculation are: 2019 Cy. Ltd (non life MUA (Uganda) Assurance
Non-Life insurance insurance) MUA (Kenya) Ltd Ltd * Company Limited MUA (Rwanda) Ltd
• olicy lapses – The Group has retained records of policy lapses since its inception and is, therefore, able to
P
predict trends over the coming years. Management plans assume no change from recent experiences; Rs’000 Rs’000 Rs’000 Rs’000 Rs’000
• Expenses – Estimates are obtained from forecasted budget. The financial budget plans assume that expenses
will broadly increase in line with inflation rate. Discount factor +1% (184,400) (57,121) (4,778) (259,332) (47,360)
Discount factor -1% 194,514 19,147 5,022 322,779 57,102
And the key assumptions used are:
Claim ratio +1% (346,853) (33,883) (12,490) (45,421) (23,941)
• remiums and margins – Premium income is based on past data and adjusted for any group development.
P
Different growth rate has been applied to the different class of business and a growth rate varies between Claim ratio -1% 346,853 33,883 12,490 45,421 23,941
10% to 25% (2019: 10% to 25%) per annum was applied for non-life insurance;
• Claims ratio was determined by using the past payment made during the four preceding years adjusted for Growth rate +1% 738,288 43,481 8,989 214,081 35,343
one off claims occurred. Growth rate -1% (799,812) (36,136) (7,471) (172,480) (29,373)
Discount rate - The Group used the WACC for each entity by determining a local cost of equity and cost of debt.
Sensitivity to changes in assumptions
The Group also carried out a sensitivity analysis based on changes on major assumptions listed below:
Life insurance CGU MUA Life Ltd (Life insurance)

2020 2019
Rs’000 Rs’000
Discount factor +1% (48,814) (115,549)
Discount factor -1% 53,200 125,943
Growth rate +1% 58,135 142,857

Growth rate -1% (54,097) (133,017)
National Mutual Fund Ltd

Investment Management services CGU (Management services)
2020 2019
Rs’000 Rs’000
Discount factor +1% (8,065) (7,216)
Discount factor -1% 12,345 10,826
Growth rate +1% 10,764 8,585

Growth rate -1% (7,033) (5,724)

41. BUSINESS COMBINATION 41. BUSINESS COMBINATION (CONTINUED)
(a) Summary of acquisition (a) Summary of acquisition (continued)
On 3 July 2020, MUA Kenya Ltd acquired 100% of the issued share capital of Saham Assurance Company The goodwill is attributable to the workforce and the high profitability of the acquired business. It will not
Kenya Limited ("Saham"), a composite insurance company for consideration of USD 12,325,000. The Company be deductible for tax purposes.
retained the general insurance business and the life business will be transferred to Sanlam Life Insurance
(Kenya), once regulatory approval is obtained. The acquisition is expected to increase the Group’s market share There were no acquisitions in the year ended 31 December 2019.
and reduce cost through economies of scale.
Acquired receivables
Details of the purchase consideration, the net assets acquired and goodwill are as follows:
The fair value of acquired trade receivables is Rs'000 41,700. The gross contractual amount for trade receivables
Purchase consideration (refer to (b) below): due is Rs'000 72,753, with a loss allowance of Rs'000 31,053 recognised on acquisition.
Rs'000
Revenue and profit contribution
Cash paid 492,301
The acquired business contributed gross earned premium of Rs'000 350,490 and net profit of Rs'000 19,737 to
Fair value the Group for the period from 3 July to 31 December 2020.
Rs'000
If the acquisition had occurred on 1 January 2020, consolidated pro-forma gross earned premium and profit
The assets and liabilities recognised as a result of the acquisition are as follows:
for the year ended 31 December 2020 would have been Rs'000 5,625,023 and Rs'000 368,594 respectively.
Cash and cash equivalents 164,137
Equipment 7,446 These amounts have been calculated using the subsidiary’s results and adjusting them for:
Right of Use Assets 25,875
Deferred tax asset 1,390 • Differences in the accounting policies between the group and the subsidiary; and
• The additional depreciation and amortisation that would have been charged assuming the fair value

Intangible assets: customer contracts 39,738
adjustments to property, plant and equipment and intangible assets had applied from 1 January 2020,
Mortgage loans 711
together with the consequential tax effects.
Financial assets at fair value 360,195
Loans and deposits 36,807 (b) Purchase consideration – cash outflow
Premium outstanding 42,911
Due from reinsurers 112,963 Rs'000
Reinsurers' share of insurance contract liabilities 218,423
Outflow of cash to acquire subsidiary, net of cash acquired
Other receivables 32,494
Cash consideration 492,301
Gross Deferred Acquisition Cost 32,378
Less: Balances acquired
Reinsurance Additional Unexpired Risk Reserve 5,337
Cash 164,137
Current tax receivable 11,259
Long term loan (39,943) Bank overdraft (24,966)
Claims outstanding (212,005) 139,171
Unearned premium reserve (321,898)
Payables arising out of reinsurance arrangements (10,903) Net outflow of cash – investing activities 353,130
Payables arising out of direct insurance arrangements (8,949)
Reinsurance deferred acquisition cost (14,931) Acquisition-related costs
Gross additional unexpired risk reserve (30,270)
Corporate tax payable (4,043)
Acquisition-related costs of Rs"000 25,998 are included in administrative expenses in the statement of profit or
loss and in operating cash flows in the statement of cash flows.
Other payables (27,761)
Lease liability (31,409)
Bank overdraft (24,966)
Net identifiable assets acquired 364,986
Add: goodwill 127,315
Net assets acquired 492,301

42. ASSET HELD FOR SALE 43. RELATED PARTY TRANSACTIONS
The life business of the newly-acquired Saham Assurance Company Kenya Limited will be transferred to THE GROUP THE COMPANY
Sanlam Life Insurance (Kenya), once regulatory approval is obtained. As such the assets and liabilities of the life Relationship 2020 2019 2020 2019
business are classified as held for sale as at 31 December 2020:
Rs’000 Rs’000 Rs’000 Rs’000
Loans granted to
Assets classified as held for sale Rs'000
Directors and key management personnel - 2,500 - -
Investment property 27,981
Amount owed by
Loans - life policies 2,536
Directors and key management personnel 20,129 60,794 - -
Bank deposits 67,697
Receivables from:
Cash and cash equivalents 594
NMF Property Trust Sister company - - - -
Premium outstanding 471
NMF General Fund Sister company - - - -
Reinsurance share of claims 2,132
MUA Life Ltd Subsidiary 9,822 5,008 - -
Sundry debtors 465
Decadel Ltee Subsidiary 1,949 2,264 - -
Total 101,876
MUA Pension Ltd Subsidiary 504 275 - -
Liabilities directly associated with assets classified as held for sale Rs'000 MUA Mutual Fund Ltd Subsidiary 68 65 - -
MUA Re Subsidiary 1,244 1,077 - -
Tax payable 369
13,587 8,689 - -
Payable under Deposit Administration Contracts 13,783
Insurance contract liabilities 85,632 Notes receivable from:
Bank overdraft 2,092 The Mauritius Union Assurance Cy Ltd Subsidiary - - 200,000 200,000
Total 101,876 Amount receivable from:
The Mauritius Union Assurance Cy Ltd Subsidiary - - - 8,567
Mua Re Ltd Subsidiary - - 242 -
Mua Kenya Ltd Subsidiary - - 6,608 -
Amount payable to:

The Mauritius Union Assurance Cy Ltd Subsidiary - - 2,136 -
MUA Life Ltd Subsidiary - - 659 -
Purchase of goods and services from

Subsidiary company 142 - - -
Other related party - Accredited agent 27,822 29,511 - -
Sale of services to
Directors and key management personnel 13,628 13,491 - -
Receivable from:
Subsidiary companies - - - -
Remuneration of key management personnel

Salaries and short-term employee benefits 166,132 144,002 - -
Post-employments benefits 12,544 11,239 - -
Key management personnel consist of Chief Executive Officers and Senior managers. No termination benefits
were paid during the year.

43. RELATED PARTY TRANSACTIONS (CONTINUED) 44. LEASES (CONTINUED)
Terms and conditions of transactions with related parties (c) Amounts recognised in the statement of profit or loss
The sales to and purchases from related parties are made at normal market prices. Outstanding balances The following are the amounts recognised in profit or loss:
at the year end are unsecured, interest free except for loan granted to Directors and settlements occurs in cash.
There have been no guarantees provided or received for any related party receivables and payables. At each
financial year, an assessment of provision for impairment is undertaken through examining the financial position 2020 2019
of the related party and the market in which the related party operates. Total Total
Rs Rs
Loans given to related party are repaid on a monthly basis at market rates ranging from 4.1% to 6.1%
Depreciation expense of right-of-use assets (note 28) 33,048 27,802
(2019: 7.5% to 13%).
Interest expense on lease liabilities (note 29) 10,173 8,083
44. LEASES 43,221 35,885
Total amount recognised in profit or loss
How these are accounted for
The total cash outflow for leases in 2020 is Rs 40.9m and in 2019 was Rs 32.8m
(a) Right of use asset
2020 2019
Building Building
Rs Rs
At 1 January 113,756 140,390
Addition 19,558 306
Contract cancelled (3,314) -
Depreciation (note 28) (33,048) (27,802)
Foreign exchange difference (2,739) 862
At 31 December 115,067 113,756
((b) Lease liabilities
Set out below are the carying amounts of the lease liabilities and the movements during the year:
2020 2019
Total Total
Rs Rs
At 1 January 117,539 140,390
Addition 18,916 306
Accretion of interest 10,173 8,083
Disposal (3,380) -
Payments (40,912) (32,775)
Foreign exchange difference (1,943) 1,535
At 31 December 126,891 117,539
Analysed as:
Current 45,214 25,599
Non-current 81,677 91,940
126,891 117,539
The maturity analysis of lease liabilities are disclosed in note 3.2.3.

Notes Notes
Notes

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Contents

4 Chairman's Report Chairman's Report 5

+7% +9% +5%

6 Chairman's Report Chairman's Report 7

2020 Group Highlights Our Services and Solutions

Life Unit Linked Education Retirement Protection

269,703 Total Policies

Savings Pension Stockbroking

10 About MUA About MUA 11

Consolidated Adjustments & Others

12 About MUA About MUA 13

1 General Insurance – POSITIONING

3 Life Mauritius – Life Insurance

Market share information is based on the latest

published statistics of the FSC.

14 About MUA About MUA 15

• #1 in Net Earned Premiums*;

MUA Insurance Short Term

100% 100% 66% Saham Assurance Short Term

MUA Insurance Short Term

Risk Advisory Prudence Prudence MUA Insurance Short Term

Risk Advisory Property

100% 51% 62% 55% Compagnie de Property

45% Compagnie du Congo • C

16 About MUA About MUA 17

18 About MUA About MUA 19

22 Performance & Strategy Performance & Strategy 23

1 July 2020 to 31 December 2020.

24 Performance & Strategy Performance & Strategy 25

Net Claims and Benefits (1,028) (1,033) (985)

Operations and Administrative Expenses (745) (778) (792)

Profit from Operations 196 232 311

Profit before Tax 179 212 295

Income Tax Expense (26) (20) (38)

Mauritius – General Insurance

for the period 01/07/2020 to 31 December 2020.

26 Performance & Strategy Performance & Strategy 27

2018 2019 2020 2018 2019 2020

28 Performance & Strategy Performance & Strategy 29

Key Focus & Outcomes:

2020 2020 2020

30 Performance & Strategy Performance & Strategy 31

32 Performance & Strategy Performance & Strategy 33

MUA Insurance ‐ MUA Insurance Management Limited is a joint-venture involved

34 Performance & Strategy Performance & Strategy 35

CAPITAL & RISK MANAGEMENT

1. COMPLETION OF AMBITION 2020 STRATEGIC PLAN

36 Performance & Strategy Performance & Strategy 37

REGIONAL GROUP CULTURE BUSINESS GROWTH (continued)

CAPITAL AND RISK MANAGEMENT •O

OUR RESULTS • Optimisation of GIIS core insurance system

38 Performance & Strategy Performance & Strategy 39

2015-2017 2018 2019 2020 2021-2023

COMMUNITY CUSTOMER EMPLOYEE SHAREHOLDER

40 Performance & Strategy Performance & Strategy 41

In 2020, the Rwandan economy has been severely affected

42 Performance & Strategy Performance & Strategy 43

• Total contribution of Rs 3,023,514 towards societal causes in Mauritius

44 Performance & Strategy Performance & Strategy 45

MUA Insurance ‐ MUA Insurance Management Limited is a joint-venture involved