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Introduction Dominic Burke, CEO
JLT Investor Seminar Introduction Dominic Burke, CEO

JLT Reinsurance Brokers Limited
Alan Griffin Chairman & CEO

JLT Reinsurance Brokers Ltd
Jardine Lloyd Thompson Group Risk & Insurance Employee Benefits London Market Retail Jardine Lloyd Thompson Ltd Specialty Lloyd & Partners Wholesale JLT RE Reinsurance/ Aerospace Europe Australia & NZ Asia Latin America Canada Insurance Management JLT RE JLT AEROSPACE May 2009

JLT Reinsurance Brokers Limited
Where we are today… JLT Reinsurance Brokers Limited (300) JLT Re (205) Business Research (20) JLT Aerospace (75) Europe (128) North America (55) Bermuda (2) Asia (20) UK (58) North America (17) Including staff numbers

Staff numbers Re Aero

Revenue (£’000s) Re 31,462 29,515 33,206 Aero 15,982 14,524 15,627 47,444 44,038 48,834 Trading profit and trading margin Re 2, % 3, % 4, % Aero 1, % 1, % 2, % 3, % 4, % 7, %

JLT Re

Estimated Global Market
JLT Re Started Life as… JLT Re 2006 Portfolio Non-Marine (24%) Marine (61%) Aviation (15%) A medium-size broking team imbedded in an insurance broking operation No recognised reinsurance brand Portfolio dominated by marine and energy business Lack of analytical and risk modelling capabilities Essentially, a London-based operation Estimated Global Market Non-Marine (94%) Marine (4%) Aviation (2%)

JLT Re Strategic Plan 2006 – 2010 Focus on risk and capital management, not just reinsurance/risk transfer Balanced business mix reflecting market opportunities International brand Single, client-centred global entity Effective international network with “centres of excellence” in key markets Efficient business processes – a 21st century operation Innovative advisory services and thought leadership

To date we have : Made a significant investment in analytical expertise Established a presence in USA/Bermuda Established Non-Marine Treaty practice in London through hires and acquisition of HWS We continue to: Hire individuals/teams Consider acquisitions

Estimated Global Market
JLT Re Business Mix Estimated Global Market Non-Marine (94%) Marine (4%) Aviation (2%) 2006 49% 40% 11% 2008 24% 15% 61% 33% 53% 14% 2007 Marine Aviation Non-Marine

JLT Aerospace

JLT Aerospace Acknowledged number 4 Broker in Class
Blue Chip client list

JLT Aerospace Clients

JLT Aerospace Acknowledged number 4 Broker in Class
Blue Chip client list Opportunities for growth : Asia USA 2nd and 3rd tier operators, general aviation

Providing a real alternative to clients.
Today JLT Re & JLT Aerospace Providing a real alternative to clients.

John Lloyd Chairman & CEO
Lloyd & Partners John Lloyd Chairman & CEO

What is Lloyd & Partners?
Wholesale brokerage firm providing specialised transactional / service solutions for independent brokers, worldwide but particularly in the USA and JLT retail operations, worldwide but particularly in Australasia / Canada and South America. Operating from London and Bermuda (JLT Park) 240 Staff: London: 210 Bermuda: 30

Casualty, Healthcare & Professional lines
Key Disciplines: Energy & Marine Cargo, Fine Art & Specie Property Casualty, Healthcare & Professional Lines Casualty, Healthcare & Professional lines 26% Property 22% Cargo, Fine Art & Specie 22% Energy & Marine 30%

“A sustainable growth story”
Achievement in last two years: Acquisition of Park Ltd in Bermuda to create more complete product offerings – Casualty, Financial Lines & Property. Strengthening Property capability with particular focus on mining industry. (3 hires) Creation of Fine, Art & Specie capability to add diversification to Cargo offering. (3 hires) Creation of facultative R/I capability to Energy team to create better value on premium handled. (3 hires) Acquisition of Craven & Partners to broaden Marine and Onshore Energy capability and more Cargo resource. (15 hires) Expansion of Property programme team to enhance capability. (2 hires, to date)

“A sustainable growth story”
Revenue: £41.2 million Revenue: £47.1 million Trading Margin: 17% Trading Margin: 17% Goal is continued double digit top line growth and improved trading margin.

Jardine Lloyd Thompson Ltd
Martin Hiller CEO

JLTL Business Mix Marine Oil & Gas (25%) Natural Resources (12.5%)
Construction (25%) Financial Risks (17.5%) GRS - Life Sciences, Telecoms & major accounts (10%) GCube (10%)

Actual 06 ROE’s Turnover £106.3m £119.0m £116.0m Trading Profit £8.0m £19.5m £16.5m

Revenue Growth Initiatives
New business Facilities and higher commissions Segment development / diversification Investments

Segment Development / Diversification
Construction Latam US Infrastructure European contractors GRS Clinical trials Global support Non damage BI Oil & Gas Renewable Energy International E&P Offshore Construction Financial Risks Lawyers PI Residual Value Sport Natural Resources US Casualty Latam Renewable Energy Marine P&I Special Risks Power Barges

Investments 2008 Real Estate Core Risks Middle East & North Africa
Retail Power Transportation/Utilities Future GCube Claims/Echelon PI, E&O & D&O GRS – Major Accounts Further Bolt-ons

Brian Carpenter Chairman
JLT Asia Pacific Brian Carpenter Chairman

Asia Trading Performance
₤ 2008: Revenue 40, % Trading Profit 8, % PBIT 8, % 4 Year Average Ratio 2005/08 Trading Ratio 20.17% PBIT/Revenue 21.50%

JLT Asia Historically major P&C activities
2008 review, introduction of specialties under matrix structure Objectives Grow business organically and through bolt-on acquisitions Reduce volatility Focus on emerging wealth of Asia Focus on products and services to the mass populations and small to mid-corporates

Opportunities for JLT in Asia
Creation/Enhancement of specialist teams that focus on the Asian growth drivers Private Client Services Affinity SME Personal Lines Financial Institutions Aviation Capital and Political Risks Energy Construction Employee Benefits 82

Affinity Short-term Long-term Opportunities
Mixture of challenge and opportunity in the short-term Long-term Growth opportunities within certain business lines Delivering insurance products efficiently and effectively at points of sale to support consumer purchases Opportunities Insurance products to support motor vehicle sales and service (China automobile market; Indonesia motorcycle market; extended warranty) China crop insurance Personal Accident & Health 83

Aviation Expect significant increase in aircraft deliveries to Asia over next 20 years Asia is a leader in new aircraft orders Aviation risks are transferred to insurance market – no self insurance JLT building regional capabilities to focus on aviation and ancillary insurance

Energy Direct link between energy demand and population/economic growth Growth in energy demand and power generation in Asia: 6.9% CAGR in power generation forecast through 2018* Plans in place to develop high net worth energy products Asia upstream energy projects: 75 upstream projects with total value of USD104bn in next 5 years** *Source: BMI China Power Report Q1 2009 **Source: Energy Industries Council (EIC)

Employee Benefits Retirement consulting, administration and products
Ageing population low birth rates Normal retirement age increasing Trend away from DB to DC plans Increasingly complex benefits structures Healthcare Rising medical care costs; increase in “lifestyle” diseases Ageing populations, health risks, new technologies, pharmaceuticals, consumer demand Government sponsored plans on the rise Growing interest from employers in managing EB programs effectively and economically

Australian Trading Performance
Revenue: 160, % Trading Profit: , % PBIT: , % 2005/08 Trading Ratio PBIT/Revenue JLT % % Marsh 11.95% % 2005/07 Aon % % Willis 20.63% %

Strong Business Base Approximately 60% of PBIT is derived from non-transactional clients Government Instrumentalities Provide insurance/risk management services to over 90% of Australian local councils Administration of self-insured funds State and Federal entities Echelon Consultants Claims management Enterprise risk management Environmental risk management OHS/rehabilitation services Loss adjusting

Strong Business Base Affinity
Group schemes for sporting organisations, trade associations and common interest groups Developing opportunities with Trade Unions Management of discretionary trusts Employee benefits: life/health care

General Broking - Segments
Corporate: National new business structure Recruitment of high profile executives Culture transformation from transactional to business advisor Investment in risk modelling software Natural Resources and Construction New business team employed Broader set of skills introduced to existing/new clients

General Broking - Segments
SME: Business re-engineering Delivery channels National centralisation JLT Online opportunities Regional Network: Expansion of offices in Townsville New offices in Darwin/Gold Coast

Asia Pacific Summary Re-engineering existing key segments
Identified new products/segments Recruiting specialists from Brokers/Underwriters Investing in training/education Minimizing cost base Seeking acquisitions

Mark Drummond Brady International Chairman, Risk & Insurance
International Flows Mark Drummond Brady International Chairman, Risk & Insurance

International Chairman’s Role
Breaking down barriers – internal and with The Market Developing collaboration throughout the Group Managing and developing our Global Network Expanding distribution and Global Flows Promoting and defending the JLT brand globally

International Collaboration - Brazil
Early identification of seismic market shift Selection of local partner / formation of JLT Re Education of Markets / Lloyd’s obtains reinsurance licence Flows emanate from local retail operations to local reinsurance office, to London and international markets Flows emanate from all over JLT Network™ to Brazil

JLT Network™ Retail network – we also have Wholesale, Reinsurance and Specialist businesses around the world Owned offices: more than 100, in 36 countries Network partners in 120 countries Global Support Unit in London Network Managing Director

US Broker Sales Initiative
JLT has long been a Champion for the independent sector London, Bermuda and International Markets for Wholesale and Surplus Lines The Network is a USP for JLT with brokers with international or multi-national clients Sales drive operates at all levels of the Group 35% increase in sales in ’08, over ‘07

A Sustainable Growth Story
JLT Investor Seminar A Sustainable Growth Story

JLT Latin America Vyvienne Wade CEO

What is JLT Latin America?
Why is Latin America important to JLT?

JLT LATIN AMERICA Network Members JLT Offices
Subsidiary Operations in 4 countries – Peru, Mexico, Colombia and Brazil Network partners represent in the rest of the major economies in Latin America. JLT Mexico Jardine Lloyd Thompson & Valencia e Iragorri, Bogotá JLT Corredores de Seguros & JLT Valencia e Iragorri, Medellín JLT Re Colombia, Bogotá JLT Valencia e Iragorri, Cali Risk Solutions Venezuela, Caracas Corporacion Continental, Panama Mariateguí JLT Corredores de Seguros, Lima Seguransa Meta CA, Caracas JLT do Brasil, Ribeirão Preto JLT Corredores de Reaseguros, Lima JLT Brasil (Retail and Reinsurance), Rio de Janeiro Prodese, Quito JLT Brasil (Retail and Reinsurance), São Paulo Kieffer & Associados SA, La Paz Risk Solutions Group, Santiago Network Members Middle Sea/AMR SA, Buenos Aires JLT Offices

OUR LATIN AMERICAN REGIONAL FINANCIAL STATISTICS
for subsidiary LATAM businesses RETAIL REINSURANCE* CONSOLIDATED All figures in £ ‘000’s Operation Brazil Peru Colombia Mexico LATAM REGION# Rev. Actual ’07 Trading Profit ’07 Trading Margin ’07 2,265 261 11.5% 1,910 75 3.9% 4,783 413 8.6% 2,374 (923) N/A 579 218 37.6% 4,164 1,309 31.4% 16,075 1,295 8.1% Rev. Actual ’08 Trading Profit ’08 Trading Margin ’08 2,920 380 13% 2,584 321 12.5% 6,270 629 10% 2,628 (375) 1,061 315 29.7% 5,401 2,301 42.6% 20,864 3,603 17.3% Headcount ’07 Headcount ’08 68 64 114 82 216 230 47 31 12 13 56 52 513 472 2007 2008 *JLT Brazil Re – new venture for 2008/2009 so not included in these numbers. #There are one or two central adjustments so the consolidated number is not the simple sum of these 6 businesses.

JLT LATIN MARKET POSITIONS
Shareholder Structure Partnership with strong local minority long term shareholder management partners

REGIONAL ECONOMIC ENVIRONMENT
Growth economics GDP Growth Peru Brazil Mexico Colombia 2006 7.5% 3.7% 5.1% 6.9% 2007 9% 5.9% 3.3% 2008 9.8% 1.3% 2.5% 2009 (forecast) GDP 3.8% 3% (-4%) 2% GDP 2008 US$129billion US$1.58 trillion US$893billion US$242billion Population 2008 28.4million 191million 106.7million 47.6million Major Economic Sectors within Territories. All economies which have strong growth sector match with JLT Specialisms Peru Brazil Mexico Colombia Construction Industry/Manufacture Agriculture Aviation Mining Oil & Gas Power Telecoms Transport/Roads/Infra Tourism Structure

JLT COLOMBIA Market Position
JLT both a retailer and a facultative reinsurance broker in Colombia Largest reinsurance broker & 4th largest retail broker All figures in £ ‘000’s RETAIL REINSURANCE JLT Areas of focus: Public Sector, Financial Institution, Construction, Utilities, Oil & Gas & Employment Benefits JLT Opportunities: Construction, Oil, Aviation (General), Oil & Gas sector, Employment Benefits Operation Rev. Actual ’07 Trading Profit ’07 Trading Margin ’07 Rev. Actual ’08 Trading Profit ’08 Trading Margin ’08 Headcount ’07 Headcount ’08 Colombia 4,783 413 8.6% 6,270 629 10% 216 230 Colombia 4,164 1,309 31.4% 5,401 2,301 42% 56 52

JLT MEXICO JLT Position: A facultative reinsurance broker only focusing on complex risk with international placement requirements. JLT Focus Areas: Aviation, Construction, Power & Industrial, complex risk. Market Position: 6th or 7th largest in revenue terms. All figures in £ ‘000’s REINSURANCE Operation Rev. Actual ’07 Trading Profit ’07 Trading Margin ’07 Rev. Actual ’08 Trading Profit ’08 Trading Margin ’08 Headcount ’07 Headcount ’08 Mexico 2,374 (923) N/A 2,628 (375) (N/A) 47 31 Turn Around: Lost much major business in 2006/2007, rebuilding, good growth forecast for 2009 and a return to profitability. Strategy: to seek a retail broking partner and to ‘leverage’ facultative reinsurance capability.

JLT PERU All figures in £ ‘000’s RETAIL REINSURANCE Operation Rev. Actual ’07 Trading Profit ’07 Trading Margin ’07 Rev. Actual ’08 Trading Profit ’08 Trading Margin ’08 Headcount ’07 Headcount ’08 Peru 1,910 75 3.9% 2,584 321 12.5% 114 82 Peru 579 218 37.6% 1,061 315 29.7% 12 13 JLT Position: 3rd largest combined insurance/reinsurance broker: (2nd largest reinsurance broker, 3rd/4th largest insurance broker, largest Employment Benefits broker). JLT Peru Retail Focus Areas: Employment Benefits, Mining, Construction, Power, Energy, Aviation. JLT Peru Reinsurance Focus Areas: Mining, Construction, Power, Energy, Aviation. Opportunities: Growing economy, government infrastructure investment, and inwards investment. Close working alliance between the retail and reinsurance businesses.

JLT BRAZIL Opportunity
Largest economy of South America: 191 million people: GDP US$1.58 trillion Growing foreign investment: US$18 billion 2006; US$33 billion 2007; US$45 billion 2008. Opening of the reinsurance market, previous monopoly on reinsurance placements of IRB dismantled. Local admitted reinsurer ‘monopoly’ reduced to 60% in 2008, 40% in 2011 and 0% in 2012. Operation Rev. Actual ’07 Trading Profit ’07 Trading Margin ’07 Rev. Actual ’08 Trading Profit ’08 Trading Margin ’08 Headcount ’07 Headcount ’08 Brazil 2,265 261 11.5% 2,920 380 13% 68 64 JLT Brazil Retail Established for 20 years. Focus post opening of the market on developing a strong retail business in Brazil. New MD recruited. JLT targeting both organic and acquisition growth within its retail business. Focus areas: construction, agriculture (particularly ethanol/ sugar) power, oil & gas, industrial and employee benefits. Opportunities: closer alignment with JLT reinsurance operation working together to win major accounts. Business sector areas for focus Construction, Oil & Gas, Power, together with Employee Benefits and potentially Online/Affinity. JLT Brazil Reinsurance A relatively new start up in Brazil combining previous partners. Strong first 9 months of trading and already a market leader. Focus areas: Construction, Oil & Gas, Treaty Reinsurance, aviation and specie. Opportunities: new products – opening of the market, alignment with a stronger JLT retail business in Brazil, Complex risk, Construction, Oil & Gas, Power.

WHY LATIN AMERICA FOR JLT?
Our subsidiary operations are strong profitable businesses in their own right with strong market positions within their own territory. JLT employees within Latin America are high calibre recognised professionals. The JLT Latin American shareholder structure – long term economic alignment between senior staff/local shareholders and JLT. The economies of the countries in which JLT has operations, are growing economies generally. The Latin America territories have economies which are growing in areas which coincide with JLT’s specialties: eg construction, mining, oil and energy, power, aviation, telecoms. Large complex risks and catastrophe exposures with limited local capacity give rise to business flows to JLT in London and Bermuda generating significant revenues. These are fully brokered insurance markets where the role of the broker is accepted and the norm. The middle class is growing within the Latin American territories which gives rise to good opportunities for employee benefits, affinity and potentially online insurance products. Brazil: opening of the reinsurance market – opportunities for new products in a very large economy in the most sophisticated insurance culture within the BRIC countries combined with economic growth potential thus providing many opportunities. A sustainable growth story

European Retail Adrian Girling CEO

What do we do? We are a Composite Broker, with business operating in two main areas:- Non advisory Single policies, no advice. Individuals and SME’s Simple Products. On line or Tele-sales and service. Division Advisory Clients Full service, independent advice. Mid market & Specialist Risks Products Complex Products. Service delivery Face to face with client. Slide first Our Advisory business which is in the main fee based, represents some 58% of the business with Non Advisory being predominantly brokerage based and representing some 42%

European Retail - Income growth
£m’s As you can see, the past four years has seen good growth increasing some 45% from £47m to £67m. Whilst we have made some small acquisitions, including Pavillion and The Siaci business in 2007, organic growth figures predominantly with 6% being achieved in 2008. Despite recessionary pressures we expect further growth in 2009

Last year’s financials
Actual 2007 Actual 2008 Growth on 2007 Revenue 60,051 67,242 12% Trading Profit 10,302 11,116 In 2008 we again showed growth in revenue and profit. Whilst the margin is reasonable we are developing plans to improve this over the course of the next two years by making better use of technology both traditional and online. Trading Margin 17% 17%

Geographic locations United Kingdom Poland Ireland Italy Spain Norway
Birmingham Coventry Gloucester Leeds Liverpool London Maidenhead Manchester Southampton Poland Warsaw Ireland Dublin Cork Italy Milan Turin Spain Madrid Norway Oslo Sweden Stockholm The key office locations by size would be London Birmingham Gloucester Coventry Dublin Milan All link into the JLT Network supporting Group clients around the World

Income breakdown Personal Lines is the final part of our Non Advisory sector and is represented throughout Europe. This will include Household and Motor along with specific products such as motor cycle, pedal cycle or musical instruments insurance. Distribution is both traditional and online, this being where our Online business sits. Again we offer quality, competitive products and our earnings are on a brokerage basis. I will talk more about our Online business shortly.

JLT Partnership Practice
Accountants JLT Corporate Recovery Lawyers JLT Law Capital Providers JLT Mergers & Acquisitions Accountants Lawyers Capital Providers This business is developing fast and is using relationships developed within our existing Corporate Recovery business to cross sell into other professions We have developed Corporate After The Event Insurance along with Legal & Contingency insurance for the legal professions and are providing support to a number of venture capital providers It’s clients include the likes of PwC, Grant Thornton, KPMG and Eversheds. Corporate Recovery business remains the main driver and recent appointments have included Lehman Bros and 1Car1 the leasing and self drive hire Company with 18,000 The business saw growth of 95% in 2008 and we are expecting great things in 2009

This is the Pavillion business that we bought in June 2007, now rebranded JLTOnline
It is a fully transactional business that offers Above average revenue growth Above average margins Our ambition is to develop a significant income stream, not only in the UK but elsewhere in our retail network The fact that over 80% of transactions are fully online means that the scaleability and enhancement of margin is significant

We have continued to develop the existing brands
What have we done? We have continued to develop the existing brands Photoguard Cycleguard Musicguard How do customers find us?

Each of the three main products occupy the number one position in natural search

2008 Growth year on year was at 27%
JLT Online 2008 Growth year on year was at 27% In the first full year of operation we have Rebranded the business Improved the platform Developed new complimentary products Launched into a totally new area And we still produced good growth

We have added new products
Where do we want to go? We have added new products Pets Touring caravans We have entered the micro commercial market, defined by the DTI as having 1-9 employees Represents almost 25% of UK Business Circa 1.4 million businesses within sector Target market generates gross premiums in excess of £1 billion

We have launched a new brand called
What have we done? We have launched a new brand called We have the fastest, fully transactional web site, targeting the sector I have already highlighted the fact that our three established products, Cycles, Camera Equipment and Musical Instruments are the top natural search result on Google. This is a sector where the search term Business Insurance is one of the most expensive pay per click phrases. We would prefer to generate business by natural search. There are currently 110,000 Business Insurance searches per month in the UK. That’s 1.35m per annum Natural search is therefore vital and we have been working hard on getting our site into a similar number one position Currently we are on page three ( out of circa pages) and climbing rapidly This is now an integral part of our overall UK Online initiative which has grown by some 55% in the first 4 months of 2009

We have launched a new brand called
What have we done? We have launched a new brand called We have the fastest, fully transactional web site, targeting the sector We are now planning launches into Italy and Ireland

We believe that there is opportunity to improve margin
In conclusion This business has a new business culture where we retain around 93% of our clients We are exposed to the Economic pressures but we have some counter cyclical business We are targetting further organic growth and have some exciting opportunuities JLTOnline Partnership Practice We believe that there is opportunity to improve margin Thank you for your time.

UK Employee Benefits Group
Duncan Howorth CEO

Agenda UK Employee Benefits Group – a brief overview
Market trends – Defined Benefits Market trends – Defined Contribution BenPal – The future for management of employee benefits programmes

UK Employee Benefits – key data
The Employee Benefits business has increased revenues by 72% since 2003. It makes a very significant contribution to the Group’s financial results and contributes 16% of the Group’s turnover. Turnover £M Trading margin % 100 17% 17% 20% 17% 16% 80 14% 15% 60 10% 40 £59m £71m £76m £81m £88m 5% 20 0% 2004 2005 2006 2007 2008

UK Employee Benefits – an overview
Advice Outsourcing Governance Systems/Technology Pension consulting Actuarial consulting Investment Consulting Flexible Benefits Healthcare, Life and Income Protection Annuity purchases Private Clients Defined Benefits Defined Contribution Pension and Annuity payment Flexible Benefits SIPPs and Group SIPPs Independent Trusteeship Risk and control management Data integrity Operational consulting Administration Accounting Web delivery Contribution modelling Flexible Benefits Employee Benefits

Market trends – Defined Benefits
Pensions has become a boardroom issue with deficit and liability management and reduction key issues. Schemes close to new joiners Cessation of all accrual Investment strategy Buy out options Longevity hedging The existing DB market comprised 7,400 schemes with assets of £772 billion. Capital to support buy outs is less than 5% of this. Other forms of risk management and transfer will need to form part of long term run off. Aggregate deficit of FTSE 250 stood at £50 31st March 2009 according to research conducted by Pension Capital Strategies, a JLT Company. But the true number may be nearer £200bn when bond spreads return to more normal levels.

Market trends – Defined Contribution
After the initial establishment of DC schemes in response to Defined Benefit closure, attention is now turning to long term development of these schemes Employer focus Regulator focus Market solutions Scheme structure and management cost. Internal promotion Investment options Auto enrolment and Personal Accounts Governance frameworks Member education Charges Investment options Auto enrolment Increased delivery Member “advice” Investment structures Communication strategies.

Online Benefits Jim Carlton MD

SINGLE DATABASE SINGLE ADMINISTRATION PLATFORM
Employer Zone Employee Interface Provider Zone UK Risk UK Health UK Pension Pension Modeller Reward Pack Flex Bens Cover Ex-UK SINGLE DATABASE SINGLE ADMINISTRATION PLATFORM

Dashboard Dashboard

Funds Dashboard

Modeller Dashboard

Reward Dashboard

Flex Dashboard

Mobile Dashboard

Employers Dashboard

productivity in HR/Finance/Mgt
Why choose BenPal? Improve productivity in HR/Finance/Mgt Reduce costs by outsourcing benefits admin Convert offline Trust DC to online GPP Reduce NI costs with salary sacrifice Reduce costs with No-Fee option Aggregate all UK benefits on one platform Reduce costs by rationalising legacy schemes Empower employees in UK and internationally

BenPal and JLT Unique More services New clients Revenue Scale
to existing clients New clients from different sectors Unique pension/benefits solution Revenue mix of commissions & recurring fees Scale with same headcount Alternative to Personal Accounts ‘Sticky’ business Technology-only option Empower JLT international offices

PENSION PLAN PENSION MODELLER
Deploy key elements of BenPal system Give members a personalised experience Revitalise engagement with existing benefits EMPLOYEE ENGAGEMENT SOFTWARE Company intranet or New pension microsite PENSION PLAN Online Enrolment Fund Valuations Automated Messaging PENSION MODELLER Interactive Tool Pre-populated Data DB/DC/Contract Plans

Deployment across JLT Admin Reward Flex Pension R&H Reward Flex

Personal Account from 2012 ✓ ✓ ✓ ✗ ✓ ✗ ✓ PERSONAL ACCOUNT 0.5% (est)
AUTO ENROLMENT ✓ ONLINE ✓ ✓ MEMBER CHARGE (AMC) 0.5% (est) 0.35%- 0.85% TYPE OF SCHEME Generic plan “Largest ever Trust scheme” Customised plan Fits each company profile SALARY SACRIFICE ✗ ✓ INTEGRATED BENEFITS ✗ ✓ “A COST” “AN INVESTMENT”

Internationalisation of Employee Benefits
William Nabarro International Chairman, EB

Developing Employee Benefits Internationally
The Approach Actions: this year.... Actions: ....and next Measures of success

The Approach Adding value through collaboration Without complicating the management structure Progressing through projects

Actions; this year.... Clarify what we have Engage all EB professionals Create marketing and internal communications networks Convert the immediate wins Utilise the BenPal investment

Actions; .....and next Global network serving multi-national clients Integrated international healthcare offering Sharing facilities Review segmental accounting

Measures of success Marketplace standing Top line benefit Efficiency and quality of delivery More broadly based, integrated business

James Gerry, Thistle Underwriters
JLT Investor Seminar James Gerry, Thistle Underwriters 20th May 2009

Principal aims Portfolio Underwriting Change the Business Model

A tangible difference MGAs - What went wrong? MGU End-to-end service
Profit-driven remuneration model Front edge systems Data capture & utilisation

Defining the opportunity
UK start; global ambitions JLT's embedded business Non-JLT brokers Target client base is growing Acquisitions

A Sustainable Growth Story
JLT Investor Seminar A Sustainable Growth Story

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