| (Download XLS:) |
|
Reconciliation of operational cash generation to IFRS profit | ||||||||||||
|---|---|---|---|---|---|---|---|---|---|---|---|---|
|
Year ended 31 December 2010 |
Opera- |
New |
Net |
Inter- |
Vari- |
Invest- |
Other |
IFRS profit/ (loss) after tax |
Tax expense/ (credit) |
IFRS profit/ (loss) before tax | ||
| ||||||||||||
|
Total Risk operating profit |
439 |
(10) |
429 |
– |
(26) |
– |
– |
403 |
157 |
560 | ||
|
Total Savings operating profit |
138 |
(70) |
68 |
– |
21 |
– |
(9) |
80 |
35 |
115 | ||
|
Investment management operating profit |
162 |
– |
162 |
– |
– |
– |
– |
162 |
44 |
206 | ||
|
International |
44 |
– |
44 |
33 |
– |
– |
– |
77 |
25 |
102 | ||
|
Group capital and financing |
25 |
– |
25 |
– |
– |
32 |
– |
57 |
1 |
58 | ||
|
Investment projects |
– |
– |
– |
– |
– |
– |
(28) |
(28) |
(11) |
(39) | ||
|
Operating profit |
808 |
(80) |
728 |
33 |
(5) |
32 |
(37) |
751 |
251 |
1,002 | ||
|
Investment variance |
– |
– |
– |
– |
– |
74 |
– |
74 |
16 |
90 | ||
|
Impact of change in UK tax rates |
– |
– |
– |
– |
– |
– |
– |
(5) |
5 |
– | ||
|
Total |
808 |
(80) |
728 |
33 |
(5) |
106 |
(37) |
820 |
272 |
1,092 | ||

2010 has shown excellent results in all of our cash metrics, underlining the sustainability of our cash generation. [Operational cash generation], before reinvestment in new business strain, increased 11% to £808m (2009: £726m). There has been steady 12% growth over the last four years with good diversification across our businesses. [Net cash generation] amounted to £728m in the year (2009: £699m), with 32% generated from LGIM, Group and International (2009: 24%) building a strong track record of growth across the business.
| (Download XLS:) |
|
|
Operational cash generation |
Strain |
Net cash generation |
Net cash generation |
|---|---|---|---|---|
|
Risk |
439 |
(10) |
429 |
504 |
|
Savings |
138 |
(70) |
68 |
29 |
|
LGIM |
162 |
– |
162 |
125 |
|
International |
44 |
– |
44 |
8 |
|
Group |
25 |
– |
25 |
33 |
|
Total |
808 |
(80) |
728 |
699 |

