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Aspen Insurance Holdings Ltd  (AHL)
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    Sector  Financial    Industry Property & Casualty Insurance

Aspen Insurance Holdings Ltd's Customers Performance


AHL's Source of Revenues
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Aspen Insurance Holdings Ltd's Customers have recorded an advance in their cost of revenue by 3.02 % in the 2 quarter 2017 year on year, sequentially costs of revenue grew by 3.11 %, for the same period Aspen Insurance Holdings Ltd revnue deteriorated by -14.4 % year on year, sequentially revnue fell by -3.16 %.

List of AHL Customers

Customers Net Income grew in Q2 by Customers Net margin grew to
100.17 % 5.04 %

Aspen Insurance Holdings Ltd's Customers, Q2 2017 Revenue Growth By Industry
Customers in Chemical Manufacturing Industry      15.75 %
Customers in Miscellaneous Fabricated Products Industry      14.43 %
Customers in Construction Raw Materials Industry -3.02 %   
Customers in Aerospace & Defense Industry -0.56 %   
Customers in Construction Services Industry      7.73 %
Customers in Miscellaneous Manufacturing Industry -0.16 %   
Customers in Industrial Machinery and Components Industry -3.9 %   
Customers in Conglomerates Industry      0.87 %
Customers in Appliance & Tool Industry -100 %   
Customers in Auto & Truck Parts Industry -3.48 %   
Customers in Recreational Products Industry      8.84 %
Customers in Nonalcoholic Beverages Industry    
Customers in Agriculture Production Industry      10.22 %
Customers in Food Processing Industry -11.03 %   
Customers in Oil And Gas Production Industry      35.03 %
Customers in Oil & Gas Integrated Operations Industry      15.09 %
Customers in Accident & Health Insurance Industry      25.65 %
Customers in Life Insurance Industry      1.26 %
Customers in Insurance Brokerage Industry      3 %
Customers in Property & Casualty Insurance Industry -1.87 %   
Customers in Miscellaneous Financial Services Industry -14.43 %   
Customers in Money Center Banks Industry      4.38 %
Customers in Advertising Industry -5.59 %   
Customers in Professional Services Industry      38.09 %
Customers in Transport & Logistics Industry      7.46 %
Customers in Special Transportation Services Industry      16.72 %
Customers in Railroads Industry      1246.54 %
Customers in Marine Transportation Industry -16.47 %   
Customers in Natural Gas Utilities Industry      10.83 %
Customers in Specialty Retail Industry  
Customers in Automotive Aftermarket Industry      5.14 %
• Customers Valuation • Segment Rev. Growth • Segment Inc. Growth • Customers Mgmt. Effect.

Aspen Insurance Holdings Ltd's Comment on Sales, Marketing and Customers

Our objective is to create a diversified portfolio of insurance and reinsurance risks, diversified across lines of business, products, geographic areas of coverage, cedants and sources. The acceptance of appropriately priced risk is the core of our business. Underwriting requires judgment, based on important assumptions about matters that are inherently unpredictable and beyond our control, and for which historical experience and probability analysis may not provide sufficient guidance. We view underwriting quality and risk management as critical to our success.

Our Group Chief Executive Officer is supported by our Director of Underwriting, Kate Vacher. Our Director of Underwriting assists in the management of the underwriting process by developing our underwriting control framework and acting as an independent reviewer of underwriting activity across our businesses.
We underwrite according to the following principles:

operate within agreed boundaries as defined by the Aspen Underwriting Principles for the relevant class of business;

operate within prescribed maximum underwriting authority limits, which we delegate in accordance with an understanding of each individual’s capabilities, tailored to the classes of business written by the particular underwriter;

evaluate the underlying data provided by clients and adjust such data where we believe it does not adequately reflect the underlying exposure;

price each submission based on our experience in the class of business, and where appropriate, by deploying one or more actuarial models either developed internally or licensed from third-party providers;

maintain a peer review process to sustain high standards of underwriting discipline and consistency; other than for simpler insurance risks, risks underwritten are subject to peer review, by at least one qualified peer reviewer (for reinsurance risks, peer review occurs mostly prior to risk acceptance; for complex insurance risks, peer review may occur before or after risk acceptance and for simpler insurance risks, peer review is performed using a sampling methodology);

more complex risks may involve peer review by several underwriters and input from catastrophe risk management specialists, our team of actuaries and senior management; and

risks outside of agreed underwriting authority limits are referred to the Group Chief Executive Officer as exceptions for approval before we accept the risks.
Reinsurance Purchasing. We purchase reinsurance and retrocession to mitigate and diversify our risk exposure to a level consistent with our risk appetite and to increase our insurance and reinsurance underwriting capacity. These agreements provide for recovery of a portion of our losses and loss adjustment expenses from our reinsurers. The amount and type of reinsurance that we purchase varies from year to year and is dependent on a variety of factors, including, but not limited to, the cost of a particular reinsurance contract and the nature of our gross exposures assumed, with the aim of securing cost-effective protection.

We have reinsurance covers in place for the majority of our insurance classes of business, most of which are on an excess-of-loss basis. These covers provide protection in various layers and excess of varying attachment points according to the scope of cover provided. We also have a limited number of proportional treaty arrangements on specific classes of business and we anticipate continuing with these in most instances.

In respect of our purchased non-catastrophe specific reinsurance contracts, in 2016 (similar to our approach in 2015) we intend to retain shares in most of our excess of loss and proportional reinsurance treaties in the form of co-insurance. In the event of a large loss or a series of losses, it is likely that we will retain a higher proportion of such loss(es) than would have occurred had we purchased cover for the full value of the contracts. We believe this is a more efficient way of managing our exposures, although it could lead to greater volatility of results.

With respect to natural perils coverage, we buy protections that cover both our insurance and reinsurance lines of business through a variety of products, including, but not limited to, excess of loss reinsurance, facultative reinsurance, aggregate covers, whole account covers and collaterized products which can be on either an indemnity or an index linked basis. For example, we may purchase industry loss warranty reinsurance which provides retrocessional coverage when insurance industry losses for a defined event exceed a certain level. We expect the type and level of coverage that we purchase will vary over time, reflecting our view of the changing dynamics of the underlying exposure and the reinsurance markets. We manage our risk by seeking to limit the amount of exposure assumed from any one reinsured and the amount of the aggregate exposure to catastrophe losses from a single event in any one geographical zone. Additionally, Aspen Re has quota share protection for worldwide catastrophe losses through its sidecar, Silverton, and through other collateralized reinsurance arrangements.

We have a centralized ceded reinsurance department which coordinates the placement of all of our treaty reinsurance placements. We maintain a list of authorized reinsurers graded for short, medium and long tail business which is regularly reviewed and updated by the Reinsurance Credit Committee.

Although reinsurance agreements contractually obligate our reinsurers to reimburse us for an agreed-upon portion of our gross paid losses, we remain liable to our insureds to the extent that our reinsurers do not meet their obligations under these agreements. As a result, and in line with our risk management objectives, we evaluate the financial condition of our reinsurers and monitor concentrations of credit risk on an on-going basis. In general, we seek to place our reinsurance with highly rated companies with which we have a strong trading relationship or have fully collateralized arrangements in place.

Our business is produced principally through brokers and reinsurance intermediaries. The brokerage distribution channel provides us with access to an efficient, variable cost and global distribution system without the significant time and expense which would be incurred in creating wholly-owned distribution networks. The brokers and reinsurance intermediaries typically act in the interest of ceding clients or insurers and are instrumental to our continued relationship with our clients. Aon Corporation, Marsh & McLennan Companies, Inc., Willis Group Holdings, Ltd.,

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