Verisk Analytics Investor Day...• Context analytics • Multi-spectral imaging Model high-level abstractions using multiple processing layers and complex structures (e.g., Bayesian

Verisk Analytics, Inc. All rights reserved.

Verisk Analytics Investor Day December 1, 2015


Verisk Analytics Investor Day

December 1, 2015


Strategy

Scott Stephenson, CEO


Forward-Looking Statements

This presentation contains forward-looking statements. These statements relate to future events or to future financial performance and involve known and unknown risks, uncertainties, and other factors that may cause our actual results, levels of activity, performance, or achievements to be materially different from any future results, levels of activity, performance, or achievements expressed or implied by these forward-looking statements. In some cases, you can identify forward-looking statements by the use of words such as “may,” “could,” “expect,” “intend,” “plan,” “target,” “seek,” “anticipate,” “believe,” “estimate,” “predict,” “potential,” or “continue” or the negative of these terms or other comparable terminology. You should not place undue reliance on forward-looking statements because they involve known and unknown risks, uncertainties, and other factors that are, in some cases, beyond our control and that could materially affect actual results, levels of activity, performance, or achievements. Other factors that could materially affect actual results, levels of activity, performance, or achievements can be found in Verisk’s quarterly reports on Form 10-Q, annual reports on Form 10-K, and current reports on Form 8-K filed with the Securities and Exchange Commission. If any of these risks or uncertainties materialize, or if our underlying assumptions prove to be incorrect, actual results may vary significantly from what we projected. Any forward-looking statement in this presentation reflects our current views with respect to future events and is subject to these and other risks, uncertainties, and assumptions relating to our operations, results of operations, growth strategy, and liquidity. We assume no obligation to publicly update or revise these forward-looking statements for any reason, whether as a result of new information, future events, or otherwise.

Notes Regarding the Use of Non-GAAP Financial Measures

The company has provided certain non-GAAP financial information as supplemental information regarding its operating results. These measures are not in accordance with, or an alternative for, GAAP and may be different from non-GAAP measures reported by other companies. The company believes that its presentation of non-GAAP measures, such as EBITDA, EBITDA margin and adjusted EBITDA, adjusted net income, and adjusted EPS, provides useful information to management and investors regarding certain financial and business trends relating to its financial condition and results of operations. In addition, the company’s management uses these measures for reviewing the financial results of the company and for budgeting and planning purposes.

3

Forward-Looking Statements, Safe Harbor, and Non-GAAP Financial Measures

Verisk Analytics, Inc. All rights reserved. 4

How Do We Achieve Leading End-Market Positions?

The Four Distinctives in The Verisk Way

Unique Data Assets

Deep Domain Expertise

First-Mover Advantage

Embedded in Customer Workflows


Stronger and Larger Company

5

The Verisk Formula

Steadily Growing Businesses Powered by Innovation, with Expanding Margins and Low Capital

Intensity

Newly Acquired Businesses at

Reasonable Prices with Similar

Characteristics

Increasing Financial Capacity


The Verisk Formula (continued)

We can continue to drive strong organic growth

• Stay close to our distinctives

• Moderate levels of transactions and services

• Innovate effectively• Globalize effectively• Expand channels

Balanced expectations for M&A spend

Strong balance sheet• Committed to 2.5x

leverage by end 2016• Maintain investment

grade

Return capital to shareholders


Verisk Strength Built on P&C foundation

• Unique data sets, enhanced over time, have enabled growth into more decision processes at our customers

− Since 1971, our P&C business has served as the industry standard

− Leveraging long-standing relationships with innovation and new solutions has enabled strong growth: 7.2% over past 5 years

• Template for how we develop new verticals at Verisk− First mover creates competitive advantage

− Become the “must-have” solutions for clients to make strategic decisions about their day-to-day business

− Build once, sell many times

• Financial model for P&C solutions sets the standard− High percentage of subscription revenue

− Limited customer concentration

− Scalable with low capex requirements


Verisk is Stronger with WoodMac

Develop a common database and GIS

platforms, in partnership with the JDE, leading to innovative new

offerings

Repackage andrepurpose Wood Mackenzie content for the insurance

sector

Focus on cross-selling of current content between Wood Mackenzie and Maplecroft

Leverage Wood Mackenzie footprint to help internationalize

Verisk

Use of aerial imagery to enhance analysis across current and

new content

Combined Growth

Opportunities

• Cross-sell• New geographic footprint and offering opportunities

Develop integrated supply chain solution

across Verisk verticals

8


Core Competencies

9

Original (ISO) Core A Different World Current and Future Verisk Core

Actuarial analysis

Regulatory process (insurance)

Templated data collection and management

Circulars and tabular output

Explosion in data volume Large-scale data integration

Multi-tier, multi-spectral imaging

Visualization and consumability with emphasis on geo-location

Stochastic methods leading to prediction

Localization of solutions

High-speed networks

Compute power

Ubiquitous GPS

Automated interpretation of imagery

Too much data, too little insight

Globalization

New form competitors


Large-Scale

Data Integration

Multi-Tier, Multi-

Spectral Imaging

Consumability and

Geo-Location

Stochastic

Modeling

Localization

Insurance

Banking/Marketing Effectiveness

Energy/Metals and Mining

Healthcare

10

Competencies by Vertical


1. Large-Scale Data Integration

11

• Geo-location represents the largest degree of potential relatedness

• We are rethinking how we structure our data assets

Observations

• Opportunities exist within categories, e.g., insurance claims

• Analyzing individuals is mostly about insurance/financial overlaps; analyzing businesses spans all of what we do

Domain Data Category Number of Data Stores

Primary Unit of Observation

Other Units of Observation

Insurance Policy RecordsClaims RecordsProperty and Location AttributesBehavioral/Criminal RecordsForms and Regulations

2527884

PolicyClaims (estimates and actual fil

i

ngs )Property/Geo-locationIndividualBusiness (insurer)

Individual/Business, Property, Geo-locationIndividual/Business, Property, Geo-locationBusinessGeo-location, PropertyGeo-location

Financial Deposit Account Attributes

Credit Account AttributesRetail Payment/Deposit Transaction Details

223

Account

AccountTransaction

Individual, Business, Geo-location

Individual, Business, Geo-locationIndividual, Merchant/Business

Oil/Gas Oil/Gas Field AttributesMetal, Mineral, Mine AttributesEnergy Distribution Attributes

777

FieldField/MineFlow

Property/Geo-location, BusinessProperty/Geo-location, BusinessProduction Geo, Businesses, Regimes

Other Catastrophic/Geopolitical Event AttributesWeather and ClimateMaterials and SafetyTelematics

9531

Geo-locationGeo-locationMaterial DetailsTrip (in car)

Property, Businesses, IndividualsProperty, BusinessesProperty/Geo-location, BusinessIndividual/Business, Property, Geo-location


2. Multi-Tier, Multi-Spectral Imaging

Nature of Data Potential Use Cases

Global25-50 cm resolution1-month revisitOrtho, multi-spectral

1. Addition of a swimming pool2. Measure corn health and recommend fertilizer

Metropolitan5-7 cm resolutionAnnual revisitStereo oblique, visible

1. Automatically identify roofs needing repair2. Automate the design of PV solar installations

Neighborhood<1 cm resolutionOn-demand revisitOblique, hyper-spectral

1. Monitor large commercial site construction2. Monitor encroachment into utility easements

Building<1 cm (gps limit)On-demand revisitExterior & interior; multi-spectral, thermal, laser

1. Crowdsource insurance inspections2. Quantify and map building interiors

for remodelers

Satellite

Aerial

Drone

Interior Sensing


3. Consumability and Geo-Location


Catastrophe Models Need to Simulate Thousands of Potential Hurricanes to Provide a View of Risk

14

4. Stochastic Modeling


5. Localization

Major steps to make Xactimate useful in Australia:

Australia Pricing Research Data

• 14 databases (~4,000 person-hours)

Local Currency and Language Support

• Tweak translations and terminology

Australia Custom Product Features (minimum viable product)

• Tendering estimates out to supply chain

• Simplification

• Appointment management

• Claim-centric approach

Process Requirements – Behave More Like an Agile Startup

• Increased responsiveness to customer requests

• Faster implementation and onboarding

• Better customer tracking and billing management


Infrastructure Enables Competencies

Competencies

Strategies

1. Large-scale data integration

2. Multi-tier, multi-spectral imaging

3. Comsumability and geo-location

4. Stochastic modeling5. Geographic localization

A. Technology and infrastructure

B. Analytic environment and resourcing

C. Regionalization


Corporate Systems Client-Facing Delivery Systems

Back-End Data Management and Processing

• Systems providing general corporatewide functionality, e.g., HR workflow, GL, e-mail

• Will need to evaluate each individually, but generally the SaaS cloud model makes most sense

• Factors to consider

− Operational efficiencies− Economics− BU integration− Internal cultural bias

• Systems providing direct client access with responses and results back to clients

• Will need to work with BUs to determine efficacy, but generally the PaaS or IaaSmodel will make the most sense


− Evaluate dev/test/prod individually

− Reliability − Scalability − Economics− Internal cultural and

client bias

• Systems providing data management, including ingestion, ETL, prep, and staging

• Will need to work with BUs to determine efficacy, but generally the PaaS or IaaSmodel will make the most sense


− Evaluate dev/test/prod individually

− Reliability − Scalability − Economics− Internal cultural and

client bias

A. Technology and Infrastructure

Example: Cloud Strategy


Multivariate regression trees and algorithms to estimate event likelihood

and cohort belonging. Serve as industrial workhorses!

B. Analytic Environment

Verisk Use Cases:

• Claims likelihood

• Consumer response propensity

• Behavioral segmentation

• Gas price estimation

Simulated Monte Carlo experiments for highly coupled nonlinear systems,

particularly with wide variability and high underlying betas.

Verisk Use Cases:

• Weather events (e.g., hurricane landfall)

• Failure rates (manufacturing)

• Bank portfolio stress test

Classical Regression & Segmentation Monte Carlo Stochastic Modeling


B. Analytic Environment, continued

Verisk Use Cases:

• Dynamic fraud identification

• Image and facial recognition

• Voice and speech recognition

• Sentiment analysis

• Context analytics

• Multi-spectral imaging

Model high-level abstractions using multiple processing layers and complex

structures (e.g., Bayesian networks, deep machine learning, NLP).

Use of network and graph theory —characterizing networked structures in terms of nodes and the ties or edges

that connect them.

Verisk Use Cases:

• Predict influence of individuals and communities on their networks (customer interactions and analysis —ads, product choices, etc.)

• Organized/multiparty financial crime (money laundering, intelligence) and fraud (check-kiting, insurance claims)

Social Network Analysis (SNA)Machine Learning Methods


C. Regionalization

Example: Possible Verisk Asia Pac Organization

KPIs from Verisk for Asia Pac

Verisk Asia Pac Chair

Shared ServicesBusiness Unit Team Members

(Asia Pac)M&A

e.g., Talent e.g., Facilities

Verisk Center Verisk BU


“Big Five” Operational Priorities

21

Focused Attention on Cross-BU Opportunities

Strong Team/Talent

Robust Technical Environment

Deeper Customer Intimacy

Global Platform


Technical Talent and Advanced Degrees Growing

22

DBA/Developer/Programmer — 79% increase

MBA — 45% increase

CAS Fellow — 71% increase

Master of Science — 55% increase

PhD — 15% increase


Total Employees: 7,500 Q3 2015 YTD Revenue: $1.6B

Global Platform

Salt Lake City

Chicago Houston

Lima

Buenos Aires

Rio de Janeiro

Ohio

Columbia

Annapolis

Jersey City

New York

Boston

Quebec

Ontario

Edinburgh

Bath

Fleet

Tel Aviv

Abuja

Guildford

London

Copenhagen

Munich

Vienna

Moscow

Astana

Nepal

Dubai

Hyderabad

Johannesburg

PerthSydney

Brisbane

Jakarta

Tokyo

Beijing

Seoul

Singapore

Kuala Lumpur

Hong Kong

San Francisco

Calgary

Minneapolis

Carlsbad

Note: includes Wood Mackenzie revenue from January through September.


Conclusion

The best benchmark for Verisk is Verisk.

Average1organic revenue growth over the past ten years

has been about 8%

• Our business is even better now than it was before• We should be able to grow over time and on average in a way

that is consistent with the past

We have expanded EBITDA margins 450bps to the high 40s, an industry leading level

• We will continue to invest in our business• There is natural scale in what we do even at the current strong

margin levels, as our incremental margins show

1Unweighted

Verisk Analytics, Inc. All rights reserved.Verisk Analytics, Inc. All rights reserved.

Questions

25


Wood MackenzieAn Introduction by Stephen Halliday, CEO


We enrich lives by empowering people with unique insight on the world’s natural

resources

Wood Mackenzie Mission Statement

27


We have evolved over 40 years to become the leading provider of commercial intelligence in the natural resources sector

28

“Follow the molecule”


Wood Mackenzie is a Verisk business with matching values

Verisk Distinctives

Subscription Revenue Model and High Customer Retention

Company-Specific Attributes

Track Record of Growth and Innovation

First-Mover Advantage

Unique Data Assets and Decision-Making Models

Embedded in Customer Workflows

Deep Domain Expertise

Global Business

Data & Analytics

Data-Rich Vertical


Key Messages for Today

More than 40 years of history with a reputation for quality and strong customer relationships built on trust

30

Industries that are perfectly suited for data and analytics

Diversified across energy, chemicals, and metals & mining

Undermarketed and undersold

Multiple avenues for growth

Verisk and Wood Mackenzie are stronger together


Wood MackenzieOil & Gas Industry—Engine of the World Economy


Oil & Gas Industry—Engine of the World Economy

What drives the demand for oil and gas?

Where are the oil and gas reserves?

Who are the key stakeholders?

How does the industry work?

What are the key themes of today’s environment?

What sets the oil price?

32


Underpins the way we live today

Energy to heat homes

Energy to power industry

Fuel to transport goods and

people

Raw materials for everyday

items

One of our most fascinating, hi-tech, and vital industries

• Cosmetics• Food• Medicine• Plastic• Gasoline • Clothing

33


0%

1%

2%

3%

4%

5%

6%

0

1,000

2,000

3,000

4,000

5,000

6,000

Coal Oil Gas Nuclear Hydro Renew. OSF*

CA

GR

20

15

–2

03

5

Wo

rld

TP

ED

(M

toe

)

Global hydrocarbon fuels underpin global energy demand

World primary energy demand by fuel, 2015–2035

Source: Wood Mackenzie. *OSF = Other Solid Fuels

Renewables: Rapid growth from

low base

33%

0.0%

0.2%

0.4%

0.6%

0.8%

1.0%

1.2%

1.4%

1.6%

1.8%

0

2,000

4,000

6,000

8,000

10,000

12,000

14,000

16,000

18,000

20,000

Total

Wo

rld

TP

ED

(M

toe

)

CA

GR

20

15

–2

03

5

2015 2020 2025 2030 2035 CAGR 2015-2035

Coal overtakes oil in 2025

34

Gas fastest-growing

hydrocarbon


Where are the oil and gas reserves?

Natural Gas

Oil

35Source: Wood Mackenzie


OPEC and New Discoveries

Russia

US

Saudi

Arabia

IranIraq

Canada

Qatar

Venezuela

United

Arab

Emirates

China

Rest of the

World

Total remaining oil & gas reserves (1,535 bnboe*)

OPEC controls ~42%

OPEC members include Algeria, Angola, Ecuador, Iran, Iraq, Kuwait, Libya, Nigeria, Qatar, Saudi Arabia, United Arab Emirates, and Venezuela.


0

10

20

30

40

50

60

2005 2007 2009 2011 2013

Dis

co

ve

red

Vo

lum

e (

bn

bo

e*)

South Iolotan

DW Brazil

East African gas

Discovered volumes over the last decade

*DW = Deepwater*bnboe = Billion barrels of oil equivalent

DW* Brazil

South Yoloten


National oil companies control reserves, only the biggest international oil companies can compete

0

50

100

150

200

250

300

NIO

C

PD

VSA

Sa

ud

i Ara

mc

o

Qa

tar

Pe

t

Ga

zpro

m

Ro

sne

ft

Ira

q G

ov

t

Exx

on

Mo

bil

CN

PC

AD

NO

C

Sh

ell

Turk

me

ng

az

Ch

evro

n

Africa Asia Europe Latin America Middle East North America Oceania Russia & Caspian

Integrated

Supply chain

Financial institutions

Professional services

NOCs

Small caps

Mid caps

Large caps

Bn

bo

e*

N N

N

NN

NN

N NN

Global reserves held by company, split by region

N = national oil company (NOC)


*Bnboe = Billion barrels of oil equivalent


0

10

20

30

40

50

60

70

80

90

100

110

120

0

40

80

120

160

200

240

280

2014

$/bbl Brent

2012 2013

Government Take US$bn

2011201020092008200720062005

Oil Price (Brent, Nominal)

Many economies around the world are dependent on oil and gas revenues (and price)

Saudi Arabia

Russia

Norway



What sets the price of oil?

Select events affecting global oil prices

(Average monthly – Brent $/bbl)

Supply

&

Demand

Cost

Geo-politics

OPEC

Demand

Supply

Speculation/ Trading

Oil Price

Factors influencing oil price benchmarks

Source: Argus Media, Wood Mackenzie 39Source: Wood Mackenzie

0

20

40

60

80

100

120

140

Jan 16Jan 12Jan 08Jan 04Jan 00

Invasion of Iraq

Global Financial Crisis

AsiaGrowth

Arab Spring

OPEC–Market Share


How does the industry work? The oil and gas value chain

Exploration Production

Upstream

Refining Marketing

Downstream

Midstream

“Global market for petroleum products”

Development

$472bn(1) $154bn(1) $52bn(1)

(1) Average annual investment 2000–2013 based on IEA Energy Investment Outlook, Year 2012 US$ 40


0

10

20

30

40

50

60

70

80

90

100

Go

ve

rnm

en

t Ta

ke

%Africa Asia Pacific

Europe Latin America

Middle East North America

Russia & Caspian

Gaining access to O&G blocks/licenses

• Various routes to being awarded a block/license– Licensing rounds– Direct negotiations with

governments

– Invitations to tender

• Generally for exploration acreage, sometimes for developments

The larger and higher-quality resources have the highest

government take

Around 50,000 active blocks around the world



Exploration and Appraisal (E&A)

Only around 1 in 5 wells make a commercial discovery

42

Oil

WaterRock grains

Oil

TrapReservoir


Development

Discovery to project sanction takes an average of 8+ years

Concept generation

Concept screening & selection

Project sanction

Concept definition



Some amazing innovation to develop increasingly difficult reserves...

R E S E R V O I R S

Empire State Building381m

0

0.5

1.0

1.5

2.0

2.5

3.0

3.5

4.0

0 0.5 1.0 1.5 2.0 2.5 3.0 3.5 4.0 4.5 5.0 5.56.0 6.5 7.07.5 8.0 8.5 9.0 9.5 10.0

Maximum lateral reach at this depth

Source: Wood Mackenzie, Shell, The Economist 44


…which has led to a high cost base for the industry

10

11

12

13

14

15

16

17

18

19

20

2008 2010 2012 2014

Ca

pe

x p

er

bo

eo

f p

rod

uc

tio

n (

rea

l te

rms)

Development costs per barrel by company type (US$ real)

0

5

10

15

20

25

30

2004 2006 2008 2010 2012 2014

Upstream industry development costs per barrel (US$ real)

NOC

IOC

0

10

20

30

40

50

60

70

80

90

100

0 100 300 600 900

Po

stta

xb

rea

ke

ve

ns

(US$

/bb

l)

Pre-FID investments (US$ billion)

Deepwater

LNG

Conventional

Cost curve pre-FID capex: (2015–2030)



Production

0

50

100

150

200

250

300

350

400

450

1976

1978

1980

1982

1984

1986

1988

1990

1992

1994

1996

1998

2000

2002

2004

2006

2008

2010

2012

2014

2016

Brent field oil production (000 b/d)

0

500

1000

1500

2000

2500

3000

2019

2021

2023

2025

2027

2029

2031

2033

2035

2037

2039

2041

2043

2045

2047

2049

2051

2053

Zohr field gas production (mmcfd)

Typical production profiles


Production from ‘unconventionals’ is driving supply growth

90

50

110

120

60

80

70

130

100

40

0

30

20

10

+2%

Mill

ion

bo

ed

2004 2014 20142004

Coalbed methane Heavy oil

Deepwater

Conventional shelfTight gas Tight oil

Conventional onshore

Shale gas

LNG

GTL

Shale oil

Acid/sour gas

Oil sands

19%8%

Production Type

Total production 2004 vs 2014 % breakdown by theme 2004 vs ‘14 OPEC oil market share


OPEC

Non-OPEC

N. America

2008

2014


Recent oil price decline results in upstream investment cuts, which lowers the oil supply outlook

Wood Mackenzie capex profile, global upstream spend

0

100

200

300

400

500

600

700

2012 2014 2016 2018 2020

Ca

pe

x (U

S$

bn

)

Pre oil price decline forecast

Onstream

NA Onshore

Under Development

Probable

5

6

7

8

01

/13

09

/13

05

/14

01

/15

09

/15

05

/16

01

/17

09

/17

Mill

ion

b/d

Onshore Lower 48

Forecast end-July 15

0

2

4

6

8

10

12

2015 2020 2025

Pre

-FID

Pro

du

ctio

n

(mb

d)

2014 forecast

current forecast

3 million b/d

Forecast change in supply following investment cuts

Onshore Lower 48

Pre-FID Project (non L-48)


Forecast end-July 15

Current Forecast


0

2

4

6

8

10

12

Mill

ion

b/d

75

80

85

90

95

100

Mill

ion

b/d

Ongoing demand growth and production decline — higher cost new developments needed

2014 Demand

Supply Gap

Demand Growth

Existing Non-OPEC Supply

Onstream- Decline

Under Develop.

Other Sources

Pre-FID Projects and New US

Tight Oil Drilling

Non-OPEC Reserve

Growth + YTF

Call on OPEC

<$50

<$70

<$90

2014 – 20 Supply Gap

Supply gap >10m b/d develops (2014 – 2020)… …requiring a greater call on OPEC, tight oil drilling, and conventional oil projects

Source: Wood Mackenzie. YTF = Yet-to-Find 49


Transportation

Massive-scale oil and LNG tankers and pipelines facilitate the global market

50


Refining & Marketing

51

Conversion into finished products for distribution and consumption


Summary

A vital, innovative, and dynamic industry—across the value chain

Demand for oil and gas will keep growing

Oil and gas found everywhere, but OPEC controls oil reserves

Capital-intensive industry—new developments are more challenging and more expensive

Production dynamics changing with emergence of “unconventionals”

Current oil price cycle removes supply from the market—new, higher-cost developments will be needed to meet growing demand

52


Wood MackenzieOverview and Opportunity


Wood Mackenzie: An Overview

54

Provide leading commercial

intelligence to the global

energy, chemicals, and metals & mining

industries

Industries are complex and

capital-intensive

Large and diverse addressable market

Multiple channels for growth

Undersold and undermarketed

Verisk and Wood Mackenzie stronger

together

Strong financial record

Subscription-based business with

industry-leading renewal rates

Diversified solution set and customer

base

Differentiated value proposition

built on proprietary information,

analysis, insight, and advice over

40 years

Embedded in customer workflows

High-performing workforce

What do we do? How do we win? How have we grown?

What will drive future growth?


We are the reference source for commercial intelligence across the natural resource value chain

Consistent and integrated view across commodities and the

value chain

Global coverage based onregional dynamics

Bottom-up approach combined with corporate/macro perspective

Commodities

Oil/oil products

Gas/LNG

Coal

Metals

Petro-chemicals

Find

Extract

Refine

Transport

End

market

MacroCorporate

GeographicAsset

Historic/forecast

The reference source


Energy is an inherently global business: We are located close to clients and industry contacts

Wood Mackenzie’s global footprint: 28 global offices in Americas, EMEARC & APAC

Total Headcount: ~1,100(1)

Headcount

(1) As of Oct 2015. Excludes contractor staff

Americas: 27% EMEARC: 54% APAC: 19%


Our clients are active in highly complex and capital-intensive industries and need our help

Complex

Dynamic

Partner-ships

Capitalintense

INSTITUTIONAL INVESTORS

COAL

INVESTMENT BANKS

E&P

INTEGRATED

METALSUTILITIES

SERVICECOMPANIES

NOC,GOVERNMENTS,

NGO

OUR CLIENTS


These features......enable these functions...

...to do this:

Global, integrated value chain coverage

Industry knowledge and insight

Accessible to clients

Independence and integrity

Bottom-up proprietary data

Reliable analysis and forecasts

Accuracy of data

Strategy and policy makers

Corporate planning groups

Business development

New ventures

Market fundamental groups

Risk management teams

Investors and advisors

Procurement teams

Understand their markets

Value assets

Reduce risk

Identify opportunities

Assess competitors

Strengthen strategy

Enhance in-house views

Negotiate effectively with third parties

Save time

Wood Mackenzie’s value proposition is compelling for multiple users with multiple needs

58


Integrated research, sales & marketing, and consulting model designed to best serve client needs

59

New business ideas

ConsultingResearch

Access & feedback

Demonstration of value

Long-term relationships

Insight & information

Database & expertise

Expert network

Bespoke solutions

Strategic dialogue

Client

IntegratedModel

Consulting

Research Sales & Marketing


Wood Mackenzie portal is the window to 60+ tools and models, 14,000 reports, and vital analysis

• December 2013 portal launch – Enhances user experience

– Facilitates access to breadth of Wood Mackenzie offerings

• Portal evolving as Wood Mackenzie client base grows

• Engagement up 58% in 2014 and 25% YTD in 2015

Portal

Upstream Data Tool

60


We have developed unrivaled breadth and depth in our assets coverage

61

Upstream Data• 30,000 oil & gas fields

(assets)

• 52,000 blocks

• 55+ million data points

Valuation• 5,500+ commercial upstream

valuations

• 1,300+ technical upstream valuations

• 1,200+ mines (coal)

• 300+ assets (iron ore)

• 200+ plants (steel)

Plus…• 500+ exploration basins

• 200 unconventional plays (uncon play service)

• 300+ LNG regasification terminals

• 105 LNG liquefaction projects

• 200+ plays/sub plays (N. American company/play tool)


We provide unique and integrated analysis and insight through trusted relationships established over 40 years…

62

Intelligence gathering Content development

Insight and services Integrated perspective

Nonpublic data,multiple sources,

asset-level information

Proprietary information,independent view,continuous updates

Asset owners/Governments/Regulators

WoodMackenzieexperts

Modeling and

analysis


…and are deeply embedded in clients’ workflows

User workflow example: Opportunity screening (oil & gas business developer)

Review and filter all regional assetsUpstream Data Tool

Understand upside potentialExploration Service

Market supply anddemand dynamics

Regional Gas & Power Service

Valuation, capex, and cashflowsGlobal Economic Model (GEM)

Understand risksCall the Analyst / GEM

Deep dive on specific asset issuesUpstream Asset

Analysis

Wood Mackenzie content/tool

63


Competitors operate across all of Wood Mackenzie’s commercial information market; we aim to be the leader in each vertical

64

Energy

Metals & Mining

Chemicals

Front-runners/leaders

Established global

Established regional

New entrants


Having a business with the right talent and culture is key to driving long-term sustainable growth

65

Wood Mackenzie has received public recognition for its investment in staff and the quality of its work environment

High-Performing, Diverse, and Engaged Team

TalentOrganization & resourcing

Rewards & recognition

Culture

Supported by effective process and systems


(1) Represents figures for FY 2014 for subscriptions only NOC = national oil company; NGO = nongovernment organization; E&P = exploration & production; Other includes utilities, manufacturing, conglomerates, and professional services

Wood Mackenzie has a diverse customer base with low customer concentration

Revenue diversified across end users(1) Low customer concentration

21%Top 10 client

subscription value (2015 YTD)

<4%Maximum individual

customer value

30%

26% 25%25%

24%

23%

21%

2009 2010 2011 2012 2013 2014 2015

Top 10 client subscription value

YTD

Metals &Mining

16%

Other

NOCs, Government & NGO

Financials

E&P andIntegrated

23%

4%

16%

41%


Growth in number of Clients

900Total Customers

7%Customer Growth CAGR since 2009

Consistently High Renewal Rates(1)

We have consistently grown our client base and have industry leading renewal rates

(1) Renewal rates for subscriptions, calculated on total value.

900

822772

735722

642590

2015 (YTD)

201420132012201120102009 2015 (YTD)

98%98%

2010 2014

98%

67


Our clients have been increasingly engaging our solutions and insights

0

20,000

40,000

60,000

80,000

100,000

120,000

0

10

20

30

40

50

60

70

80

90

100

110

120

130

140

Jan 16Jan 15Jan 14Jan 13Jan 12Jan 11Jan 10Jan 09Jan 08Jan 07Jan 06Jan 05

Brent crude $/bblNo. of visits

21% CAGR

(Jan 2005 – Sept 2015)

80% CAGR

(Jan 2014 – Sept

2015)

Number of visits to the Wood Mackenzie portal vs Brent crude price

68Based on individuals logging in to the Wood Mackenzie portal. Excludes Pathfinder and GEM solutions as they are offline.

Brent

No. of visits


Source: Management Data, Management Presentations, BvD, Annual reports, Broker reports, OC&C Survey, OC&C analysisOriginal data in GBP. Conversion rate of 1 GPB = 1.53 USD used.

Energy and commodities information has a large addressable market (circa US$ 6bn)

RT Data

Technical

Sector Vertical

Product Category

Consulting2

Co

mm

erc

ial

En

erg

y &

Co

mm

od

itie

s In

form

atio

n

Real-Time Data

Market Size: c.$0.8 – 1bn

Market Size: c.$4bn

Market Size: c.$0.9bn

Market Size:

c.$0.1bn

Oil Gas Coal UtilitiesIndustrial Markets

PetChems Renewables

Market Size:

c.$0.2bn

Tec

hn

ica

l

Commercial

Wood Mackenzie Heartland

Nascent Category

Potential Future Category

Existing Wood Mackenzie markets, emerging verticals, and adjacent categories

69


Recent dramatic drop in commodity prices has put pressure on our client base; short-term pressure on spend anticipated

70

E&P and Integrated

Financials

Metals & Mining

NOCs, Govs& NGOs

Americas

AsiaPac

EMEARC

Client Category Region

• Cost cutting to improve cash flow

• Companies waiting for market to stabilize

• Rationalization• Buying opportunities

being pushed

• Still facing malaise that started in 2012

• Domestic commitments result in cost-cutting lag

• Focus on efficiencies and attracting new investment

• Cuts in activity, especially in high-cost North American plays

• NOC concentration has lessened the negative impact for the time being

• Not reached the depths seen in Americas

• May have bottomed out for another year

H MImpact of Commodity Price Drop:


However, we have also seen the moat widening

71

Trusted relationships established over 40 years and embedded way of working are key to maintaining the moat

Year-to-Date ChangesThrough Q3 2015

+25%Portal Usage

+34%Portal Super Users

+24%Client-Facing

Calls/Meetings

+98% Use of Macro Oils

Service and Global Gas Tool


Wood Mackenzie has multiple avenues for growth in the short and long term

New Clients

M&A

ProcessImprovement

New Distribution Channels

Product Enhancement and New

Development

Wood Mackenzie is currently undersold and undermarketed

VeriskBusiness n+1 and Cross-

Sell

Investment through the cycle to capture the upside in a recovery

Principles for Growth

Expansion opportunities in emerging verticals and adjacent areas

Existing Product Up-and Cross-Sell + Consulting

Growth Avenues

72


Product development and enhancement strengthen our market position and give access to adjacent categories

4 billion datapoints from75+ sources for 2.3m wells

Integrated analysis of

costs, permits, completions & production

Visualizationtool with

interactive maps, charts, type curve generator

“Making the tool that Wood Mackenzie analysts use available to our clients”

Launched October 2015

Example: North American Well Analysis Tool (NAWAT)

73


Significant growth opportunity through New Channels

Benefits of New Channels

Increasing Brand Awareness

Accessing new clients and markets

Further embedding into client workflows

Increase penetration with existing clients

To support growth we are ‘Amplifying the Brand’

900

+4x

Potential ClientsWoodMac

WoodMac Current vs. Potential Clients

74


Verisk and Wood Mackenzie are stronger together, with both cross-sell and n+1 opportunities

GIS Platform

Developing a common database and GIS

platform, in partnership with the JDE, for innovative new

offerings

Insurance

Repackaging andrepurpose of Wood Mackenzie content

for the insurance sector

Maplecroft

Cross-sell of current content between

Wood Mackenzie and Maplecroft

Internationalization

Leverage Wood Mackenzie footprint to

help internationalize Verisk

Aerial Imagery

Use of aerial imagery to enhance analysis across current and

new content

Supply Chain

Integrated supply chain solution across

Verisk verticals

Opportunities for developing new proprietary data and strengthening growth

75


Summary

Verisk and Wood Mackenzie have matching values and distinctivesand are stronger together

76

Wood Mackenzie has strong customer relationships with high customer retention

Unique data assets and models serving energy, chemicals, and metals & mining

Current industry headwinds are increasing the need for our analysis and enabling us to become more deeply rooted in client workflows

Track record of innovation and multiple avenues for future growth


Questions

77


Financial Performance

Mark Anquillare, CFO


Historical Performance Summary

79

Key Takeaways• Summary

− Strong growth across the board

− Organic revenue growth accelerated while EBITDA margins expanded, on average, over the time period

− Cash flow growth offset by necessary capital expenditures

− Adjusted EPS growth highlights our ability to continuously deliver shareholder value

• Implications for Future− Investments in our business

have positioned us nicely for continued, strong growth

Metric 2005-2009 2010-2014

Total Revenue 10.8% 15.2% CAGR

Organic Revenue Growth 7.8% 8.4% AVG

EBITDA 12.2% 15.0% CAGR

EBITDA Margin 43.4% 46.6% AVG

Operating Profit (EBIT) 11.4% 13.5% CAGR

CapEx as % of Revenue 3.6% 6.2% AVG

Cash Flow(EBITDA less CapEx)

12.0% 11.6% CAGR

Adjusted EPS 15.1% 17.9% CAGR

Productivity

Revenue/Employee $249 k $276 k AVG

EBITDA/Employee $108 k $129 k AVG

Note: Excludes mortgage.


Organic Revenue Growth

80

11.0%

8.7%

5.7%

7.7%

5.7%

7.6%

9.1%8.2% 7.8%

9.4%

2005 2006 2007 2008 2009 2010 2011 2012 2013 2014

7.8% Average

Key Drivers:• Organic growth is a measure of our vitality• Robust innovation agenda has spurred stronger organic growth• Growth has become more consistent

Note: Excludes mortgage. Organic growth includes businesses owned for a full year or more at measurement.

8.4% Average


EBITDA

81

250289

343 367 396459

555

671745

803

41.5%42.6%

45.0% 44.2% 43.6%46.3% 46.6% 47.6% 46.7% 46.0%

35 .0%

40 .0%

45 .0%

50 .0%

55 .0%

60 .0%

65 .0%

70 .0%

75 .0%

80 .0%

0

10 0,00 0,0 00

20 0,00 0,0 00

30 0,00 0,0 00

40 0,00 0,0 00

50 0,00 0,0 00

60 0,00 0,0 00

70 0,00 0,0 00

80 0,00 0,0 00

90 0,00 0,0 00

2005 2006 2007 2008 2009 2010 2011 2012 2013 2014

(in $ millions)

12.2% CAGR

margin


Key Drivers:• 2010-2014 EBITDA growth has accelerated compared to 2005-2009• Average 2010-2014 EBITDA margin was 46.6%, up from 43.4% in 2005-2009• Evidence of strong operating leverage

− 2014 EBITDA margin was 47.6% after adjusting for prospective revenue (Healthcare), one-time FTC, and talent realignment costs

15.0% CAGR


Capital Expenditures

82

22 2132 27

38 3656

73

145 147

2005 2006 2007 2008 2009 2010 2011 2012 2013 2014

(in $ millions)

3.6% Average, as % of revenue

Hardware/Software

3.7% 3.0% 4.2% 3.2% 4.1% 3.6% 4.7% 5.2%9.1% 8.4%CapEx as a % of Revenue

non-IT (i.e. furniture)

Internally Dev. Software

6.2% Average, as % of revenue


Key Drivers:• New product innovation and data assets have led to greater capital intensity• Increased delivery of solutions through software resulting in deeper integration into customer workflows


Adjusted EPS

83

15.1% CAGR

17.9% CAGR

$0.58 $0.70$0.85 $0.91 $1.02

$1.24

$1.63

$2.03$2.22

$2.40

41.4% 20.9% 20.7% 6.9% 12.4% 21.9% 31.2% 24.2% 9.4% 8.3%1.0%

51 .0%

10 1.0%

15 1.0%

20 1.0%

25 1.0%

30 1.0%

35 1.0%

40 1.0%

45 1.0%

0.0 0

0.5 0

1.0 0

1.5 0

2.0 0

2.5 0

3.0 0

2005 2006 2007 2008 2009 2010 2011 2012 2013 2014

(in $/share)

growth


Key Drivers:• Adjusted EPS CAGR accelerated in public company period driven by execution• Effective capital deployment via acquisitions and share repurchases contributed to the performance


Productivity

84

228 243 253 266 256 266 270 279 277 287

95 103 114 117 112 123 126 133 129 132

2005 2006 2007 2008 2009 2010 2011 2012 2013 2014

(in $ thousands) EBITDA/EmployeeRevenue/Employee

2,640 2,795 3,011 3,124 3,553 3,737 4,407 5,047 5,758 6,094FTEs


Key Drivers:• Few incremental resources are required to implement and service additional customers

• Fostering a culture of continuous improvement


Risk Assessment

31%

DA Insurance

29%

Financial Services5%

Energy & Specialized

20%

Healthcare15%

3Q 2015 Revenue Distribution

Decision Analytics69%

Diverse, High Recurring Revenue Sources

Transaction Revenue25%

Subscription Revenue75%

3Q 2015 YTD Subscription Base

85


• Growth driven by a combination− New Customers

− Deeper Penetration into Existing Customers

− New Solutions

• Majority of Revenue is Prepaid Quarterly or Annually• Very high customer retention

1.8% 0.5% 2.9% 0.3% 1.6% 0.3%

10.3% 17.6%

Industry

Standard

Property

Specific

DA

Insurance

Healthcare Financial Energy &

Specialized

Acquired Total

Revenue

3Q 2015 YTD Contribution to Revenue Growth

6.1% 5.2% 8.5% 1.5% 30.2% 213.7%in Energy &Specialized 17.6%

Industry

Standard

Property

Specific

DA

Insurance

Healthcare Financial Energy &

Specialized

Acquired Total

Revenue

3Q 2015 YTD Revenue Growth

86

Insurance a Strong Foundation; New Verticals Making Important Contributions

Note: (1) After adjusting for prospective revenue, Healthcare contributed 1.5% to total revenue growth of 19.2%, and grew 9.9% 3Q 2015 YTD.

(1)

(1)

(1)


168195

223242

224 236257 260 247 262

287 300 288326

379

100

150

200

250

300

350

400

450

1Q12 2Q12 3Q12 4Q12 1Q13 2Q13 3Q13 4Q13 1Q14 2Q14 3Q14 4Q14 1Q15 2Q15 3Q15

Decision Analytics Revenue(in $ millions)

145 144 144 146153 154 155 156

162 162 161165

171 172 172

130

140

150

160

170

180

190

200


Risk Assessment Revenue(in $ millions)

Consistent Quarterly Top-Line Progression

87


• Stable, visible growth profile

• 5.2% growth in 2014, 5.9% growth in 2015

Risk Assessment: Our Heritage

462

486

514

2013 2014 2015

3Q YTD Revenue (in $ millions)

55.8%57.1%

59.2%

2013 2014 2015

3Q YTD EBITDA Margin %

• Scale economies

• Revenue growth coupled with good cost management

• Aligning talent for future growth

• 100 of top 100 P&C companies are customers• Industry-standard, mission-critical, embedded insurance solutions

− Loss cost estimates – insurers’ “cost of goods”

− Regulatory compliance

− Enable speed to market

− Leading commercial property analytics for insurers

• Founded on unique data contributed by insurers

88


• Strong top-line growth

• 11.0% growth in 2014, 24.7% growth in 2015 helped by acquisitions

Decision Analytics: Enhancing Our Future

717 796993

2013 2014 2015

3Q YTD Revenue (in $ millions)

41.5%

39.1%

41.5%

2013 2014 2015

3Q YTD EBITDA Margin%

• Critical investments to drive future growth

• Operational efficiencies contributing to margin

• New, large verticals with data analytic needs• Cross-vertical themes (antifraud, predictive modeling, benchmarking, optimization)

• Leveraging existing assets− Repurposing of data (n + 1)

− Technology infrastructure

− Replatforming

Note: 2015 margin excludes one-time items related to Wood Mackenzie acquisition and gain on sale of EVT warrants. 89


Opportunities• International expansion

• Solution line extensions

• Data exchanges

• Create new platforms to deliver our solutions

• Partnerships and third party integration

• Predictive analytics

• Repurposing solutions into adjacent and new markets

Differentiators• Unique and proprietary industry data

assets

• Brand recognition and reputation

• Deeply embedded in customer workflows

• Strong technical and industry (domain) expertise

• Broad solution set

• Ability to execute

• Advanced analytical and modeling skills

P&C: Differentiators and Opportunities

261 266 270 275 279288

296 294304

315 311320 325

337 334

250

270

290

310

330

350

370


Combined Insurance Revenue(in $ millions)

90


Strong, Stable Revenue Growth(in $ millions)

Leading EBITDA Margin(%)

Low Capital Intensity(as reported, CapEx as a % of Revenue)

1,179 1,2821,507

2013 2014 2015

Verisk’s Differentiated Financial Model3Q Year-to-Date (YTD)

47.1%45.9%

47.6%

2013 2014 2015

8.5%8.0% 7.0%

2013 2014 2015

279 276

414

2013 2014 2015

Strong Free Cash Flow(as reported, in $ millions)

Note: Free Cash Flow defined as Cash from Operations less CapEx.Note: 2015 margin excludes one-time items related to Wood Mackenzie acq. and gain on sale of EVT warrants. 91


Verisk: Disciplined Capital Allocation

(in $ millions)

$3.8 B 70%

$1.6 B 30%

Cumulative

Acquisitions and earn-outs Share Repurchase

2011 2012 2013 2014 2015

Share Repurchase $382 $163 $279 $778 $0

Acquisitions and earn-outs $143 $808 $1 $35 $2,800

Acquisitions and earn-outs Share Repurchase

Note: Cumulative from 2011 through June 2015; 2015 Acquisition amount is rounded to the nearest 0.1 billion and net of currency hedges. 92


250450 350

900

350

900

850

2015 2016 2017 2018 2019 2020 2021 2022 2025 2045

as of 9/30/2015

Public Bonds Revolver Drawn Undrawn Revolver

Debt/ EBITDA(1) 2.9xCovenant level(2) 3.75x

($ in millions)

Bonds $2,300Revolver Drawn 0,900Total Debt $3,200

Revolver expanded to $1,750M, due May 2020

Strong Capital Structure to Support Growth

Investment Grade RatingsS&P: BBB-Moody’s: Baa3Fitch: BBB+

Note: 1. Per debt covenantNote: 2. Steps down to 3.50x at the end of the fourth fiscal quarter following the acquisition of Wood Mackenzie. 93


• Recurring revenue stream and high barriers to entry− 75% of total revenue is subscription and long-term contracts

− Extremely high customer retention

− Majority of revenue is prepaid quarterly or annually

− Long-standing and deep relationships with our customers

− Deeply embedded in our customers’ critical decision-making processes

• High incremental margins on existing businesses− Business model is “build once, sell many times”

− Very little incremental cost to add a new customer

− Our business is not service or capital intensive

• Diverse client base and revenue contribution− 4 primary verticals with strong underlying demand factors

− Largest customer accounts for about 5% of revenues

− Top 10 customers account for about 21% of revenues

94

Attractive Business Model


Two Paths to Growth –Organic and M&AEva Huston, SVP and Treasurer


Long Runway Remains for Organic Revenue Growth

• While we have grown well for many years, our opportunity remains robust

− 8.4% average organic revenue growth over five years

− Multiple verticals contributing to stability of growth

− Market opportunity is large and growth can continue to exceed that of underlying vertical

• We have multiple paths to drive growth in each of our verticals− Existing customers, new solutions

− Adjacencies for new customer sets

− Adding data to create new analytics

“We are limited only by the imagination of our people.”

96


P&C Addressable Market

P&C

Current Verisk Revenue Opportunity

$7.5 Billion

Note: Revenue reflects TTM through September 2015.

97

• AIR• Commercial Lines UW• ISO Solutions• Personal Lines UW• Claims


Energy and Specialized Addressable Market

Energy


$6.0 Billion

Note: Revenue reflects TTM through September 2015, pro forma for WoodMac and Maplecroft.

98

• WM Commercial• Petrochemicals• Metals & Mining• Renewables• Insurance and Other Related


Healthcare Addressable Market

Healthcare


$5.0 Billion

99


• Revenue Solutions• Payment Solutions• Population Health Solutions• Quality Solutions


Financial Addressable Market

Consumer Financial

• Global opportunity for benchmarking studies and current analytical solutions

• Innovative solutions for existing customer base

• Media Effectiveness• Other analytics built on unique data


$2.0 Billion

100



Verisk Addressable Market

$21 Billion Addressable Market

P&C

Healthcare

Energy & Specialized

Financial

Current Verisk

Revenue

101



M&A Has Been Effective

• Driven by strategy• Valuation discipline crucial• Cash generation focused: 19% overall IRR

− 15% hurdle rate, adjusted for risk

− Analysis benchmark for measuring IRR is unlevered

− Assume conservative 10x terminal EBITDA multiple

• Exceeded WACC for all deals of size− Strong history of growth

− Track record of margin expansion post closing

102


Summary of Acquisitions

1990’s1%

2000 – 2004 4%

2005 – 200913%

2010 – 201423%

201559%

By Time Period

By VerticalBy Deal Size

> $500mm59%

$100mm -$500mm26%

Deals $25mm -$100mm13%

< $25mm2%

103Note: Deal size includes both upfront plus earn-out payments.

Total Deals~$4.8 billion

Insurance14%

Financial9%

Mortgage2%

Healthcare13%

Specialized3%

Energy59%


> 20%

10% to 20%

5% to 10%

< 5%

> 40%

30% to 40%

20% to 30%

10% to 20% < 10%

Acquisitions Have a History of Strong Growth and Margins

Acquisition Spend by Target Revenue CAGR (Yr. 1-3)

Acquisition Spend by EBITDA Margin @ Acquisition

104Note: Deal size includes both upfront plus earn-out payments. Wood Mackenzie excluded.


Revenue Growth by Vertical

Strong Acquisition Revenue Growth Across Verticals

18.5%

14.7% 14.8%

17.4%

13.7%

15.8%

Financial Healthcare Insurance Mortgage Specialized

Revenue CAGR (Year 1-3) Corp. Avg. Acquisition Revenue CAGR

105Note: Excludes Wood Mackenzie. Revenue CAGR is weighted.


Internal Rates of Return Demonstrate Shareholder Value Creation

Methodology• Size of bubble reflects purchase price

• IRR based on free cash flow and 10x terminal multiple methodology for all deals except Mortgage

• Some bubbles reflect aggregation of multiple acquisitions (e.g. Mortgage)

8% Estimated WACC

Average IRR~19%

IRR

106

MortgageSale Price~$155M


Multiple Paths to Growth

• Strong track record of both organic revenue increases and effective M&A

− 8% historical organic revenue growth

− 16% average acquisition revenue growth

• Opportunities remain large and growing− Working to execute on both organic and acquisitions to drive

growth

• Share repurchases remain valuable alternative for capital deployment

− Deployed $1.6 billion over the past five years

• Reasonable flexibility while deleveraging towards 2.5x Debt/EBITDA target

107


Senior ManagementQ & A

108

Scott G. Stephenson

President and Chief Executive Officer

Scott G. Stephenson is president and chief executive officer of Verisk Analytics.

Before becoming Verisk’s CEO, Mr. Stephenson served as president and chief operating officer, managing the day-to-day operations of Verisk Analytics and all of the company’s operating units. He joined Verisk’s ISO subsidiary in 2001 to focus on bringing new value and functionality to the company’s product offerings. In 2002, he was promoted to executive vice president. Mr. Stephenson became chief operating officer in 2008 and president in 2011.

Before joining ISO, Mr. Stephenson was a senior partner with The Boston Consulting Group (BCG), a global management consulting firm, where he served on the firm’s North American operating committee. He also served as an advisor to Silver Lake Partners, a technology-oriented private equity firm.

Mr. Stephenson is a graduate of the University of Virginia, where he received a bachelor of science degree in mechanical engineering, and the Harvard Business School, where he received a master of business administration degree. Mr. Stephenson has served on numerous civic and charitable boards.

Stephen J. Halliday

Chief Executive Officer – Wood Mackenzie

Stephen J. Halliday is chief executive officer of Wood Mackenzie, a global leader in data analytics and commercial intelligence for the energy, chemicals, metals, and mining verticals.

Mr. Halliday is responsible for setting strategy and oversee-ing worldwide operations.

Since joining Wood Mackenzie in 1989, Mr. Halliday has filled a number of leadership roles. Before assuming his current position, he was executive director of Wood Mackenzie’s Energy business, where he covered the company’s research and consulting activities for eight years. Previous roles included senior analyst in the U.K. upstream team, head of the European Energy team, and head of the Energy Consulting team. Mr. Halliday was part of the management team that led the company’s management and employee buyout in 2001. He was appointed CEO in 2007.

During his 29 years in the energy industry, Mr. Halliday has also worked for BP in the downstream oil sector and TOTAL in the downstream gas business.

Mr. Halliday holds a bachelor of science (honours) degree in chemical engineering from Edinburgh University.

SPEAKER BIOGRAPHIES

Mark V. AnquillareGroup Executive, Risk Assessment

Executive Vice President and

Chief Financial Officer

Mark V. Anquillare is executive vice president and chief financial officer of Verisk Analytics. In his role as CFO,

Mr. Anquillare is responsible for Verisk’s financial processes and systems, financial analysis, and accounting. He also manages tax reporting, treasury functions, and investor relations and plays an important role in forming Verisk’s strategic plans, acquisition strategies, and product develop-ment initiatives. Mr. Anquillare is responsible for multiple corporate departments, including marketing, information technology, and human resources. He also oversees the ISO Solutions and Underwriting Solutions businesses of Verisk Insurance Solutions.

Mr. Anquillare joined Verisk’s ISO subsidiary in 1992 as director–financial systems. He was promoted to assistant vice president in 1994 and to vice president and controller in 2000. Mr. Anquillare was promoted to senior vice president and controller in 2005, to senior vice president and chief financial officer in 2007, and to executive vice president and chief financial officer in 2011.

Before joining ISO, Mr. Anquillare was employed by the Prudential Insurance Company of America. While at Prudential, he was involved in the life and health business and property and casualty operations.

Mr. Anquillare is a graduate of the University of Notre Dame, where he received a bachelor of business administration degree, and the Rutgers Graduate School of Management, where he received a master of business administration degree. Mr. Anquillare is a Fellow of the Life Management Institute (FLMI).

Mark McCaffertyHead of Upstream Oil and Gas Research for

the EMEARC region – Wood Mackenzie

Mark McCafferty is Wood Mackenzie’s head of Upstream Oil and Gas Research for the EMEARC (Europe, Middle East, Africa, Russia, and Caspian) region.

Mr. McCafferty is responsible for the delivery of Wood Mackenzie’s EMEARC upstream content.

Since joining Wood Mackenzie in 2002, Mr. McCafferty has managed the Caspian, Russia, Australasia, and South East Asia upstream teams. He led the relocation of the South East Asia team from Edinburgh, U.K., to Singapore in 2007. Mr. McCafferty became research manager, Europe and Sub Sahara Africa, in 2011 before taking on his current role in 2014.

During his 17 years of experience in the upstream oil and gas industry, Mr. McCafferty was also a project executive in the Scottish Enterprise’s Oil and Gas team in Aberdeen, U.K.

Mr. McCafferty holds a bachelor of science (honours) degree in technology and business from Robert Gordon University in Aberdeen.

Eva F. HustonSenior Vice President, Treasurer, and

Chief Knowledge Officer

Eva F. Huston is the senior vice presi-dent, treasurer, and chief knowledge officer of Verisk Analytics. She joined the company in 2009 as head of investor

relations, playing an important role in Verisk’s initial public offering of equity. She was appointed treasurer in 2011 and led the company’s initial public debt issuance. She assumed additional operational responsibilities in 2012 and 2013.

Ms. Huston is responsible for capital structure and financial planning, corporate marketing and market intelligence, investor relations, corporate communications, customer service, and sales operations. She plays a key role in the evolution of Verisk’s product and solution vision for future growth. She also oversees relationships with the debt and equity investment communities, including both buy-side institutional investors and sell-side research analysts.

Before joining Verisk, Ms. Huston held the title of managing director in telecom, media, and technology investment banking at J.P. Morgan, where she was responsible for the marketing and information services practice. Her client base included companies providing data and analytics to a variety of industry verticals, such as consumer and media, financial services, insurance, and automotive. Ms. Huston raised more than $25 billion in equity and debt financing for her clients and advised clients on significant sector acquisitions.

Ms. Huston is a graduate of Georgetown University, where she earned a bachelor of science degree in foreign service with a concentration in international politics. She specialized in Russian area studies.

Verisk Analytics Investor Day...• Context analytics • Multi-spectral imaging Model high-level abstractions using multiple processing layers and complex structures (e.g., Bayesian

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