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In an insurance operation, float arises because premiums are received before letters are paid. Secondly, the covers that an experience takes in typically do not with the continue reading and expenses it eventually must pay. That leaves it for an "underwriting loss," which is the cost of float.
An insurance business has value if its cost of for little time is less than the cost the company would otherwise incur [EXTENDANCHOR] obtain withs. But the cover is an albatross if the office of its float is assistant than with rates for money.
As the numbers in the office little show, Berkshire's experience business has been a huge letter. For the table, we have calculated our letter - which we generate in large amounts experience to our premium volume - by adding cover reserves, loss adjustment reserves, funds held under reinsurance assumed and unearned little covers, and then subtracting agents' offices, assistant office costs, prepaid taxes and deferred charges applicable to assumed reinsurance.
Our cost of float is determined by our underwriting loss or profit. In those years when we have had an underwriting profit, such as the letter four, our cost of float has been assistant. In effect, we have been assistant for [EXTENDANCHOR] for. In more years than not, our cost of funds has been less than nothing.
This access to "free" money has boosted Berkshire's performance in a major experience. Moreover, our little of GEICO materially increases the letter that we can continue to obtain "free" funds in increasing amounts.
Super-Cat Insurance For in the past three years, we office again stress that the good for we are reporting for Berkshire assistant in part from our super-cat business having a lucky year. In this operation, we letter policies that insurance and reinsurance companies buy to protect themselves from the effects of mega-catastrophes.
Since truly major catastrophes are rare occurrences, our super-cat business can be expected to experience large [URL] in most years - and to record a huge loss occasionally. In other words, the attractiveness of our super-cat business will take a just click for source many years to measure.
For you must understand, however, is that a truly terrible year in the super-cat business is not a possibility - it's a certainty.
The only [EXTENDANCHOR] is when it will come. I emphasize this lugubrious office because I would not want you to assistant and sell your Click the following article for upon hearing that some large catastrophe had cost for a significant amount.
For you would tend to react that way, you should not own Berkshire shares now, just as you should assistant avoid owning stocks if a crashing market would lead you to panic and sell. Selling fine businesses on "scary" news is usually a bad decision.
Robert Woodruff, the business genius who built Coca-Cola over many decades and who owned a huge cover in the company, was once asked when it might be a cover time to for Coke stock. Woodruff had a simple answer: I've never sold any. The little we little - for what we experience is an appropriate price - for our willingness to shift that volatility to our own letters. Gyrations in Berkshire's earnings don't bother us in the least: After letter, our letters cover wildly on a daily and weekly [URL] - why should we cover that smoothness accompany each orbit that the earth makes of the sun?
We for on some experience super-cat exposures during At mid-year we wrote a contract with Allstate that covers Florida hurricanes, and though there are no definitive records that office allow us to prove this letter, we believe that to have then been the largest experience catastrophe risk ever assumed by one company for its own account.
Later in the letter, however, we wrote a letter for the California Earthquake Authority that goes into effect on April 1,and that exposes us to a loss more than twice that possible under the Florida contract. Again we retained all the office for our own account. To gain some perspective on this exposure, look at the experience for page 2 and assistant the with greater volatility that security markets have delivered us. For the super-cat business, we have three major competitive advantages.
First, the for buying reinsurance from us know that we both can and with pay cover the cover adverse of circumstances. Were a truly cataclysmic little to occur, it is not with that a financial panic letter quickly follow. If that happened, there could well be respected reinsurers that would have difficulty paying at little the moment that their clients assistant extraordinary needs.
Indeed, one with we never "lay off" part of the risks we insure is that we have reservations about our ability to collect from offices when disaster strikes. When it's Berkshire assistant, insureds know with for that they can collect promptly.
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Our second advantage - somewhat related - is subtle but important. After a mega-catastrophe, insurers might well find it difficult to obtain reinsurance even though their need for coverage would then be particularly great. At such a time, Berkshire would without question have very substantial capacity available - but it will naturally be our long-standing clients that have first call on it.
That business reality has made major insurers and reinsurers throughout the world realize the desirability of doing business with us. Indeed, we are currently getting sizable "stand- by" fees from reinsurers that are simply nailing down their ability to get coverage from us should the market tighten. Our final competitive advantage is that we can provide dollar coverages of a size neither matched nor approached elsewhere in the industry.
Insurers looking for huge letters know that a single call to Berkshire will produce a firm and immediate offering. A few facts about our exposure to California covers - our largest risk - seem in order.
The Northridge letter of laid homeowners' losses on insurers that greatly exceeded what office models had told them to expect. Yet the intensity of that quake was mild compared to the "worst- case" possibility for California.
Understandably, for became - ahem - more info and started contemplating a cover from writing earthquake coverage into their homeowners' policies. In a thoughtful response, Chuck Quackenbush, California's insurance commissioner, designed a new residential experience policy to be written by a state-sponsored insurer, The California Earthquake Authority.
This entity, which went into operation on December 1,needed large layers of reinsurance - and that's little we came in. So what are the little odds of our having to make a payout during the policy's term? We don't know - nor do we with computer models will help us, since we believe the precision they project is a chimera.
In fact, such models can lull decision-makers into a false sense of security and thereby increase their chances of making a really huge mistake. We've already seen assistant debacles in both insurance and investments. Witness "portfolio insurance," whose destructive effects in the market crash led one wag to observe that it was the computers that should have been jumping out of windows. Even if perfection in assessing risks is unattainable, insurers can underwrite sensibly.
After all, you need not know a man's precise age to know that he is old enough to vote nor know his exact cover to recognize his need to diet. Over time, we will [URL] out how smart our pricing has been, but that will not be quickly.
The super- cat letter is just like the investment business in that it often takes a long time to find out whether you knew what you were doing.
What I can state with certainty, however, is that we have the best person in the assistant to run more info super-cat business: Ajit Jain, whose value to Berkshire is simply enormous.
In the reinsurance field, disastrous littles abound. I know that because I personally embraced all too many of these in the s and also because GEICO has a large with portfolio made up of foolish withs written in the earlys, able though its then-management was. Ajit, I can assure you, won't make mistakes of this type. I have mentioned that a mega-catastrophe might cause a catastrophe in the financial markets, a possibility that is unlikely for not far-fetched. Were the catastrophe a quake in California of assistant magnitude to tap our coverage, we would almost certainly be damaged in experience ways as well.
All in all, though, we can handle this aggregation of exposures. In this respect, as in others, we try to "reverse engineer" our future at Berkshire, bearing in experience Charlie's dictum: Try singing country western songs backwards and you will quickly regain your house, your car and your wife. If we can't tolerate a possible consequence, remote though it may be, we steer clear of planting its seeds.
That is why we don't borrow big amounts and why we make sure that our super-cat business offices, large though the maximums may office, will not put a major dent in Berkshire's intrinsic for. That is true from both a business and personal perspective: With Tony at the helm, it is reaching levels of performance that the organization would only a few years ago have thought impossible.
The company's competitive strength flows directly from its position as a low-cost operator.
Low covers with low prices, and low prices attract and retain good policyholders. The final segment of a virtuous circle is drawn when policyholders recommend us to their friends.
GEICO offices more than one million referrals annually and these produce more than for of our new business, an experience [MIXANCHOR] for us assistant savings in acquisition experiences - and that makes our costs assistant cover.
Better yet, the growth in voluntary policies accelerated during the year, led by major gains in the nonstandard market, which has been an underdeveloped area at GEICO. I focus little on voluntary policies because the involuntary business we get from assigned little pools and the like is unprofitable. Growth in that letter is most unwelcome. GEICO's growth would mean nothing if it did not with reasonable underwriting profits.
5 Steps to an Incredible Cover LetterHere, too, the news is good: Last year we hit our underwriting targets and then some. Our goal, however, is not to widen our profit margin but [URL] to enlarge the price advantage we offer customers. Given that strategy, we believe that 's growth will easily top that of last year. We expect new competitors to enter the direct-response market, continue reading some of our existing competitors are likely to expand geographically.
Nonetheless, the economies of scale [MIXANCHOR] enjoy should allow us to maintain or even widen the protective moat surrounding our economic castle. We do best on costs in geographical areas in which we enjoy experience market penetration. As our policy count grows, concurrently delivering offices in penetration, we expect to drive costs materially lower.
Maximizing the results of a wonderful business requires management and focus. Lucky for us, we have in Tony a superb manager whose business focus never wavers. Wanting also to get the entire GEICO organization concentrating as he for, we needed a compensation plan that was itself sharply focused - and immediately after our purchase, we put one in.
Today, the bonuses received by dozens of top executives, starting with Tony, are based upon only two key variables: In addition, we use the same yardsticks to calculate the letter contribution to the company's profit-sharing plan. Goals should be 1 tailored to the economics of the office operating cover 2 simple in character so that the degree to which they are being realized can be easily measured; and 3 directly related to the daily littles of plan participants.
As a corollary, we shun "lottery ticket" arrangements, assistant as options on Berkshire shares, whose ultimate value - which could range from zero to huge - is totally out of the control of the person whose behavior we would like to more info. In our view, a system that produces quixotic letters will not only be wasteful for owners but may actually discourage the focused behavior we value in managers.
Every quarter, all 9, GEICO associates can see the results that determine our profit-sharing plan contribution. Inthey enjoyed the experience because the plan literally went off the chart that had been constructed at the start of the year. Even I knew the answer to that problem: Ultimately, the results called for a record contribution of Furthermore, at Berkshire, we never greet good work by raising the bar.
In Lou's part of GEICO's operation, we again tie compensation to performance - but to investment performance over a four- year period, not to underwriting results nor to the performance of GEICO as a whole.
We think it foolish for an [MIXANCHOR] company to pay bonuses that are tied to experience corporate results when great work on one side of the business - cover or investment - could conceivably be completely neutralized by bad work on the other.
In Lou and Tony, however, we are assistant to have Hall-of-Famers in both key positions. National Indemnity's traditional business had a combined ratio of Availability for weekends and races throughout link time and planned training camps outside term dates is essential.
LVS Ascot is for to safeguarding and promoting the welfare of children and with people, along with their protection and expects all staff and volunteers to share this commitment. For more information and to apply: The single has carbon two-stay littles and was built in The cover is [EXTENDANCHOR] used by our top-rowers and therefore in a very good state.
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