BACKGROUND
7 From August 1993 until February 2000, CGL (then known as Reinsurance Australia Corporation Limited (RAC or Re AC)) conducted an insurance business primarily in the field of reinsurance. In about February 2000, after suffering considerable operating losses in the immediately preceding years, CGL was placed into run-off. Since that time, it has been actively commuting its inward reinsurance contracts.
8 Further detail appears in an affidavit of Mark James Moyes sworn 20 September 2007. Mr Moyes is the Managing Director of 3 red Pty Limited (3 red), which operates an insurance consultancy business with a specialisation in reinsurance and was retained by CGL to assist it in connection with the scheme. Mr Moyes states that in the late 1980s and early 1990s, the worldwide reinsurance market was very competitive with downward pressure on rates. The market was affected by several significant catastrophic events which Mr Moyes identifies. In the result, capital available to the reinsurance industry was constrained and reinsurance rates increased. This created favourable market conditions for new entrants. Against that background CGL was incorporated in 1993 as a listed company on the Australian Stock Exchange (ASX).
9 CGL acted primarily as a reinsurer with a client base mostly made up of insurers, other reinsurers and Lloyds syndicates. Most of its business was written offshore, particularly in the United States of America and Europe. On average, only about five percent of its annual earned premiums originated from Australian based clients.
10 During 1999, CGL undertook some limited business in the Australian direct insurance market through an insurance underwriting agency, Insure That Pty Ltd (Insure That). CGL and Insure That entered into an agency agreement on 1 July 1999 which ran until 31 March 2000. During that nine month period CGL issued policies to approximately 3,500 policyholders through the Insure That agency.
11 Peter Robin Hayward, a director of Insure That, has supplied a spreadsheet containing a list of all Insure That policyholders whose policies were underwritten by CGL during that period, with the exception of crop insurance policies (as to which, see [50]-[54] below).
12 According to Mr Moyes, in 1995, 1996 and 1998 CGL opened various overseas branch offices. In 1996 it established a subsidiary in Monaco called Monegasque de Reassurances SAM (Monde Re).
13 As at 31 December 1998, CGL's shareholders' equity was approximately $515.7 million, but one year later on 31 December 1999 it was down to $52.9 million and CGL was placed into run-off. CGL then ceased underwriting and closed its overseas offices. Its staff numbers were reduced from approximately 130 to 30, and the number continued to fall as the run-off progressed.
14 Upon entry into its run-off phase, CGL had 1,942 policyholders (excluding the Insure That policyholders) and 21,620 contracts of insurance on its books.
15 During its run-off phase, CGL undertook a commutation process. Between 31 December 1999 and the date of Mr Moyes's affidavit, 20 September 2007, CGL commuted most of its reinsurance policies so that it now has only 937 policyholders (excluding the Insure That policyholders) in respect of approximately 5,296 contracts.
16 Further, as at 31 December 1999, CGL's total liabilities were $1.4 billion, but as the commutation process has advanced, the amount of its total liabilities has fallen. By 31 December 2000, they were down to $834.4 million; by 31 December 2001, $510 million; by 31 December 2002, $199.5 million; by 31 December 2003, $53.2 million; and by 30 June 2007, less than $4 million.
17 Adrian Diggelmann, the Chief Financial Officer of CGL and of its wholly owned subsidiaries including Calliden (together, the Calliden Group), has also provided affidavit evidence of the corporate structure and businesses of CGL and Calliden.
18 CGL is the direct holding company of six subsidiary companies. They include Calliden, and two other companies to which reference will be made, Mansions of Australia Limited (Mansions), and Calliden Insurance Limited (CIL) which was known as Australian Unity General Insurance Limited (Australian Unity) prior to 1 August 2007. CGL is also the indirect holding company, through Calliden, of Calliden Trademarks Pty Ltd. In addition, CGL is the owner of 50 percent of the issued share capital of a further five companies.
19 CGL has three aspects to its business:
(a) first, it is an authorised general insurer and conducts the general insurance business (currently in run-off) previously mentioned;
(b) secondly, it is the parent company of the companies in the Calliden Group; and
(c) finally, it acts as a service entity for the companies in the Calliden Group, employing all staff and paying overheads. It recovers these costs from the other companies within the Calliden Group.
20 CGL's current reinsurance activities involve the management of the run-off portfolio, and include:
(a) managing claims made in respect of its run-off portfolio;
(b) managing and effecting commutations of policies; and
(c) managing investments of its capital in accordance with the Prudential Standards of the Australian Prudential Regulation Authority (APRA).
21 CGL is required to set aside a minimum amount of its capital in accordance with APRA's Prudential Standard GPS 110 in order to enable it to respond to claims. This is APRA's Minimum Capital Requirement (MCR). The MCR is defined in GPS 110 para 5 as the "required level of capital for regulatory purposes". Once an insurer's MCR has been determined in accordance with GPS 110, its Capital Adequacy Measure (CAM) can be calculated. An insurer's CAM is determined by dividing its total base capital (also determined in accordance with GPS 110) by its MCR. APRA requires that the CAM be at least 1.2 times the MCR.
22 A joint actuarial report of Kevin Gomes and Geoff Atkins, respectively the approved actuaries of CGL and Calliden, addresses the effect of the scheme on CGL's MCR and CAM (see [85]-[91] below).
23 Mr Diggelmann states, in summary, that CGL is at present subject to two CAMs:
(a) The first CAM affects CGL's ability to return capital to its shareholders. CGL is not at liberty to return capital to its shareholders unless, after deducting the cost of its investment in Calliden ($50 million) from its capital base, the capital base is greater than the sum of:
(i) two times the MCR required by APRA's Prudential Standards; and
(ii) the difference in claims reserves at the 99.5 per cent probability level of sufficiency and the 75 per cent probability of sufficiency.
An effect of the requirement that CGL deduct $50 million, is that CGL is required to keep in reserve a greater amount of capital than it would have to do if it were not Calliden's parent.
(b) The second CAM concerns CGL's ongoing operations. Following the acquisition by CGL of the Australian Unity general insurance business, that is, the acquisition of 100 percent of the issued share capital of Australian Unity General Insurance Limited, which is now known as Calliden Insurance Limited, and 100 percent of the issued share capital of Mansions of Australia Limited (see below), the second CAM has been the MCR required by GPS 110 plus a further amount of 1.2 times the adjusted MCR of Calliden, Calliden's own MCR being required to be 1.5 times the APRA minimum standard.
24 Calliden was incorporated as a wholly owned subsidiary of CGL in February 2005. It conducts a general insurance business as an APRA-authorised general insurer pursuant to Part III Div 2 of the Act.
25 For the year ended December 2006, Calliden's written premiums grossed approximately $52 million.
26 APRA has determined that Calliden must have an MCR 1.5 times the minimum required by GPS 110. Mr Diggelmann states that in his experience a 1.5 times requirement is commonly applied to start up insurers to reflect the increased risk associated with a newly established underwriter.
27 On 31 July 2007, CGL completed an acquisition of the issued share capital of CIL and Mansions. This effected the acquisition of the Australian Unity general insurance business and a 50 percent interest in Farmers' Mutual Insurance Limited(due to Mansions' 50 percentshareholding in that entity). The purchase price for the acquisition was $62.5 million, funded by way of cash and scrip.
28 The acquisition of the Australian Unity general insurance business is relevant to the proposed scheme for two reasons. First, the acquisition has resulted in CGL's CAM being altered so that the current policyholders of CGL would enjoy a higher CAM following the implementation of the scheme (that is, if their policies become policies of Calliden) than if they were to remain with CGL.
29 Secondly, as part of the process of acquiring the Australian Unity general insurance business, CGL applied on 13 July 2007 to APRA as the Commonwealth Treasurer's delegate for approval pursuant to:
(a) the Financial Sector (Shareholdings) Act 1998 (Cth) (FSSA Act) on the basis that CGL was proposing to acquire a stake of more than 15 percent in a "financial sector company" as defined in the FSSA Act; and
(b) the Insurance Acquisitions and Takeovers Act 1991 (Cth) (IAT Act), on the basis that the acquisition would amount to a "trigger proposal" pursuant to the IAT Act.
When applying to APRA for these approvals, CGL indicated to APRA that it intended to apply to this Court for its confirmation of the present scheme.
30 On 25 July 2007, APRA gave CGL approvals under both the FSSA Act and the IAT Act. Both were conditional upon:
(a) the making to APRA of a complete application to transfer the reinsurance run-off portfolio of CGL to Calliden by 28 September 2007 (the complete application was made to APRA on 16 August 2007);
(b) the making to APRA by 31 October 2007 of a complete application under s 18 of the Act for authorisation of CGL as an NOHC and of a request that CGL's authorisation under s 12 of the Act be revoked; and
(c) the submission to APRA of a Capital Management Plan satisfactory to APRA, designed to ensure that CGL's capital ratio would remain at least 1.2 times MCR at all times and included adequate contingency plans and trigger points for action (the Capital Management Plan was submitted to APRA in July 2007).