Table of Contents

RenaissanceRe

2009 Annual Report

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FINANCIAL HIGHLIGHTS

RenaissanceRe Holdings Ltd. and Subsidiaries

(In thousands of United States dollars, except per share amounts and percentages)

2009

2008

2007

2006

2005

Gross premiums written

$1,728,932

$1,736,028

$1,809,637

$1,943,647

$1,809,128

Operating income (loss) available (attributable) to RenaissanceRe common shareholders(1)

768,177

193,034

735,453

796,099

(274,451)

Net income (loss) available (attributable) to RenaissanceRe common shareholders

838,858

(13,280)

569,575

761,635

(281,413)

Total assets

$7,801,041

$7,984,051

$8,286,355

$7,769,026

$6,871,261

Total shareholders’ equity

$3,840,786

$3,032,743

$3,477,503

$3,280,497

$2,253,840

Per common share amounts

Operating income (loss) available (attributable) to RenaissanceRe common shareholders per common share - diluted(1)

$12.25

$3.04

$10.24

$11.05

$(3.89)

Net income (loss) available (attributable) to RenaissanceRe common shareholders - diluted

$13.40

$(0.21)

$7.93

$10.57

$(3.99)

Tangible book value per common share(1)

$49.73

$36.73

$40.94

$34.30

$24.52

Dividends per common share

$0.96

$0.92

$0.88

$0.84

$0.80

Operating ratios

Operating return on average common equity (1)

27.6%

7.4%

27.0%

37.9%

(13.3%)

Net claims and claim expense ratio

15.5%

54.8%

33.6%

29.2%

116.6%

Underwriting expense ratio

29.8%

24.2%

25.7%

25.5%

23.1%

Combined ratio

45.3%

79.0%

59.3%

54.7%

139.7%

Gross Managed Premiums Written

by Line(1)

($) millions

2,000

1,500

1,000

500

0

‘05

‘06

,07

,08

,09

Individual Risk

Specialty

Managed Catastrophe

Tangible Book Value Per Common

Share Plus Accumulated Dividends(1)

60

45

30

15

0

‘05

‘06

,07

,08

,09

Accumulated Dividends

Tangible Book Value

(1) In this Annual Report, we refer to various non-GAAP measures, which are explained in the Comments on Regulation G on pages 21 and 22.

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COMPANY OVERVIEW

RenaissanceRe is a leading provider of property catastrophe reinsurance and insurance worldwide. Founded in Bermuda in 1993, the Company has gained recognition for excellence in the industry through disciplined underwriting, capital management expertise, sophisticated risk modeling and responsive client service. RenaissanceRe is traded on the New York Stock Exchange under the ticker symbol ‘RNR’.

PROPERTY CATASTROPHE AND SPECIALTY REINSURANCE

We underwrite our Reinsurance business principally through Renaissance Reinsurance Ltd. and DaVinci Reinsurance Ltd., two of the world’s leading reinsurers specializing in property catastrophe and specialty reinsurance products. We have been a pioneer in the use of sophisticated computer modeling for risk analysis and management. Using proprietary technology, our seasoned team of underwriters seeks to construct a superior risk portfolio, while cultivating long-term relationships with clients who appreciate our problem-solving capabilities. In addition to our expertise in property catastrophe reinsurance, our coverages include aviation, casualty clash, medical malpractice, political risk and trade credit, surety, terrorism and catastrophe-exposed workers’ compensation reinsurance.

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INDIVIDUAL RISK

RenaissanceRe’s Individual Risk business is written by RenRe Insurance through its operating subsidiaries. Individual Risk products primarily comprise commercial and homeowners’ property coverages including catastrophe-exposed products, crop, commercial liability coverages including general liability, automobile and various specialty products. Individual Risk business is produced through several distribution channels: wholly-owned program managers, third-party program managers, quota share partners and brokers.

VENTURES

RenaissanceRe’s Ventures unit structures and manages joint ventures and other strategic relationships that leverage the Company’s underwriting expertise and experience. We manage several property catastrophe joint ventures that provide additional high-quality capacity to our clients and generate fee income for RenaissanceRe. Our principal joint ventures include Top Layer Reinsurance Ltd. and DaVinci Reinsurance Ltd., and we structure other joint ventures when market opportunities arise. We make strategic investments to provide capital to existing clients in forms other than reinsurance. We also structure new ventures in partnership with other market participants in non-catastrophe classes of risk.

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TO OUR SHAREHOLDERS

We had an outstanding year in 2009, with the highest net income in our history. We were nimble yet disciplined – precisely as we have always sought to be. Aided by light catastrophe losses and a jump in the value of our investment portfolio, the Company’s tangible book value per share, plus the change in accumulated dividends – the most important metric by which we measure shareholder value – grew by 38% for the year.

Of course, one cannot expect such an exceptional performance every year. Ours is a volatile business, but we are willing to accept volatility in order to pursue superior returns over time. Our business model seeks to produce a portfolio of risks that we believe will produce attractive expected returns, with the potential of achieving outsized returns in the good years. At the same time, we seek to manage our exposures so that in the bad years our losses will be manageable and our franchise will endure. Since the formation of our Company, we have been able to grow tangible book value plus the change in accumulated dividends by a compounded annual growth rate of over 21%.

The strategy underlying our strong track record is grounded in perpetuating a culture of excellence, and as I reflect on the events of 2009, the components of our culture clearly served us well.

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SERVICE AT A TIME OF DISLOCATION

I must admit that 2009 did not unfold as I initially imagined. The year commenced with the financial markets in crisis and a climate of fear. Credit was scarce and financial assets had fallen precipitously in value. This left many of our customers in challenging circumstances.

In contrast, RenaissanceRe emerged from the financial melt-down with a strong balance sheet and ample capital, enabling us to be there for our clients when they needed us. In fact, the ratings of our reinsurance entities were affirmed and those of our insurance segment were upgraded. Standard & Poor’s reaffirmed its “Excellent” rating for our Enterprise Risk Management, a tribute received by only a handful of companies, all the more meaningful given the prevailing environment. This was the result of our prudent risk and investment management, our low degree of leverage, and the short-tail nature of our business.

Credit Ratings

At December 31, 2009

A.M. Best

S&P

Moody’s

Fitch

Reinsurance Segment1

Renaissance Reinsurance

A+

AA-

A1

A

DaVinci

A

A+

-

-

Top Layer Re

A+

AA

-

-

Renaissance Reinsurance of Europe

A+

AA-

-

-

Individual Risk Segment1

Glencoe

A

A+

-

-

Stonington

A

A+

-

-

Stonington Lloyds

A

A+

-

-

Lantana

A

A+

-

-

RenaissanceRe2

a-

A

A3

BBB+

RenaissanceRe3

-

Excellent

-

-

1 The A.M. Best, S&P, Moody’s and Fitch ratings for the companies in the Reinsurance and Individual Risk segments reflect the insurer’s financial strength rating.

2 The A.M. Best, S&P, Moody’s and Fitch ratings for RenaissanceRe represent the credit ratings on its senior unsecured debt.

3 This S&P rating for RenaissanceRe represents the rating on its Enterprise Risk Management practices.

As is often the case, difficult times spell opportunity for us. At a time when many found themselves with less capital, and unable to access additional capital, we brought increased amounts of capacity and solutions to our customers.

During the January 2009 renewal season, we were able to assemble an excellent portfolio in our largest book of business, catastrophe reinsurance. For the year, our managed catastrophe gross premiums written grew 15% after excluding the impact of the 2008 loss-related premiums. We were heavily committed to Atlantic hurricane risk, where demand was high and we believed the risk/reward trade-off was attractive. Unusually low catastrophe activity in 2009 led our portfolio to outperform our already high expectations. For 2009, our catastrophe reinsurance unit achieved a remarkable combined ratio of 8%.

“Strong franchises and skillful risk selection separate good performance from average in changing market conditions. We remain particularly focused on aligning our underwriting operations to maintain the risk management excellence that has been at the foundation of our success.”

KEVIN J. O’DONNELL

Executive Vice President, Global Chief Underwriting Officer, RenaissanceRe Holdings Ltd.

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“When we set up Syndicate 1458, an early success from a risk-taking perspective was the seamless cultural alignment of that team with the rest of the organization.”

IAN D. BRANAGAN

Senior Vice President, Chief Risk Officer, RenaissanceRe Holdings Ltd..

We launched a new sidecar called Timicuan Re II, similar to our successful sidecars of prior years. Timicuan Re II enabled investors to provide approximately $96 million of additional hurricane reinsurance capacity to the Florida marketplace and attracted both new and former investors.

BALANCING DISCIPLINE WITH NIMBLENESS

By springtime, the financial markets began to stabilize and turn upward, more quickly than most had predicted. Our customers’ assets began to recover in value, and major but weakened industry players were backstopped by government funding. These conditions made capital more accessible once again, and drove pricing lower. As the year progressed, our markets became increasingly competitive.

Tangible Book Value Per Common

Share Plus Accumulated Dividends(1)

($)

60

45

30

15

0 ‘93 ‘94 ‘95 ‘96 ‘97 ‘98 ‘99 ‘00 ‘01 ‘02 ‘03 ‘04 ‘05 ‘06 ‘07 ‘08 ‘09

Accumulated Dividends

Tangible Book Value

(1) In this Annual Report, we refer to various non-GAAP measures, which are explained in the Comments on Regulation G on pages 21 and 22.

Our specialty reinsurance unit succeeded in finding pockets of dislocated market opportunity, but in general, conditions in most of these lines were soft with increasing competition. While our specialty reinsurance gross premiums written contracted by 28%, we saw good deal flow and recruited excellent new talent in anticipation of better opportunities ahead.

On the primary insurance side, the year’s challenges included a softer market environment for insurance than for reinsurance, and an unusual series of Nebraska hailstorms that took a heavy toll on our crop insurance results. Although it was not a banner year for profitability, we were able to learn from the hailstorm events. In a very short period of time, we were able to convene a meeting of our agribusiness team and our modelers, refine our data and our modeling, and adjust our underwriting strategy for hail going forward.

MEASURED EXPANSION AND DIVERSIFICATION

Our entry into the Lloyd’s market in London signaled an important expansion effort. The new RenaissanceRe Syndicate 1458 provides property and specialty products in both insurance and reinsurance. We believe that the extensive distribution network and worldwide licenses of the Lloyd’s marketplace further enhance our global underwriting platform. In tandem,

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we acquired Spectrum Syndicate Management Ltd. (“Spectrum”) as our managing agent at Lloyd’s. Although we envision that our Lloyd’s underwriting activity will build slowly, given the current environment and our disciplined underwriting approach, we believe this expansion presents significant long-term potential.

In Individual Risk, during 2009, we augmented systems and staff to enhance our risk management and further integrate our newer operations. We opened new offices in Hartford and Atlanta, where we created teams in modeling and underwriting.

Our location in these major insurance hubs enabled us to tap into a talented pool of people and provides access to major distribution channels.

In our crop business, we successfully integrated the prior year’s acquisition of Agro National, our long-term managing general agent, and markedly grew our presence in this market.

We will continue to seek lines of primary insurance business that are diversifying to our catastrophe portfolio and can both reduce volatility in our overall results and increase the efficient use of Company capital.

FINANCIAL AND CAPITAL MANAGEMENT STRENGTH

For the year, operating income was $768 million – an extraordinary result. Net income rose to $839 million, or $13.40 per fully diluted common share. Our earnings include $245 million of favorable development on prior year reserves. Operating return on equity was over 27%, and growth in tangible book value per share, plus the change in accumulated dividends, was 38%.

Operating Return on Average Common Equity(1)

(%)

40

30

20

10

0

-10

‘00 ‘01 ‘02 ‘03 ‘04 ‘05 ‘06 ‘07 ‘08 ‘09

(1) In this Annual Report, we refer to various non-GAAP measures, which are explained in the Comments on Regulation G on pages 21 and 22.

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“2008 and 2009 were remarkable for what amounted to the consecutive occurrence of two low-probability events in the financial markets – one of the largest widenings in spreads in history, followed by one of the biggest rallies. The fourth quarter of 2008 and the second quarter of 2009 were extraordinary for the speed at which people reassessed risk.”

TODD R. FONNER

Senior Vice President, Chief Investment Officer & Treasurer, RenaissanceRe Holdings Ltd.

We achieved these results even though gross premiums written were only marginally higher. As I have stated many times, when we write business, we focus on the potential for profitability, not simply on generating revenue or increasing market share.

Our investments performed unusually well, returning approximately

7%. This was better than we had expected, especially given our decision to reduce risk in the investment portfolio in the fourth quarter of 2008. We did this to preserve capital in response to the uncertainty of the ongoing financial crisis. At that time, we were anticipating an increase in demand for our products given that the capital bases of many in our industry had been reduced by underwriting and investment losses.

When the fixed income markets recovered in 2009, we benefited from the rally in spreads and the recovery in mark-to-market valuations in many of the sectors in which we were deployed. Much of our return in 2009 was driven by a modest allocation to high yield, which rebounded substantially from the losses sustained in 2008, and strong returns in investment grade debt. In 2009 we also saw a return to profitability in our hedge fund and private equity allocations. We do not expect to produce investment returns like those of 2009 in most years, given that our investment strategy is designed to preserve capital and maintain robust levels of liquidity while producing diversifying but relatively conservative returns.

With the stabilization of the economy, we have modestly increased our allocations to high-quality credit, focusing mainly on investment grade corporate debt. We are maintaining a relatively short duration profile for the portfolio as we remain concerned about the potential for an increase in interest rates. Overall, our investment portfolio remains conservatively positioned. We have also begun the process of shifting the accounting for our fixed maturity investment portfolio to a trading basis to increase the transparency of our investment results.

Fundamental to our strategy has always been the return of excess capital to shareholders. In 2008 we suspended our share repurchase program to preserve capital, but beginning late in 2009, we resumed buying back our stock to take advantage of its unusual and historically low price-to-book value.

LEVERAGING OUR EXPERTISE THROUGH VENTURES

2009 was an active and productive year for our Ventures group, which offers alternative ways to provide capital to clients and leverages our core expertise into additional avenues of revenue. We increased our investment in DaVinciRe, formed Timicuan Re II, and further enhanced our understanding of earthquake and storm surge exposure through the work of WeatherPredict Consulting.

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“The real competitive advantage of our Company lies not so much in the sophistication of its risk modeling and risk management, but more in the seamless integration of these functions within the firm’s risk-taking process.”

JEFFREY D. KELLY

Executive Vice President, Chief Financial Officer, RenaissanceRe Holdings Ltd.

DaVinciRe, one of our flagship managed joint ventures participating alongside the Company in natural catastrophe risk, had a very strong year. In 2009, our stake in DaVinciRe increased to 38% as certain shareholders elected to reduce or exit their investment, and as we determined to increase our participation in light of client and market needs. These decisions had the effect of increasing our share of DaVinciRe’s profitable results for 2009. In the future, it is possible DaVinciRe will accept new investors and that our percentage ownership will fluctuate.

Top Layer Re, our 50%-owned joint venture providing remote layers of catastrophe coverage for regions outside the United States, was profitable and loss-free for the eleventh consecutive year.

Our energy advisory group, RenRe Energy Advisors Ltd., (“REAL”), had an outstanding year. This team provides hedging and risk management solutions to clients in the energy industry (ranging from large utilities to small heating oil distributors) to help them manage risk from fluctuations in temperature and commodity prices. REAL is a recognized leader in the field. Bringing to bear its extensive market knowledge, expertise in both weather-related analysis and risk management, in 2009 REAL was able to expand its product and services suite, enhance its risk management systems and personnel, and produce diversifying, positive returns.

MAINTAINING OUR RISK MANAGEMENT EDGE

We believe that one of RenaissanceRe’s key differentiators has always been our risk management and modeling capability. This year, we continued to invest heavily in both our risk management models and data analytics as well as in our business processing systems. This has become particularly important as we have evolved, with more people in more locations worldwide.

We undertook a significant upgrade of our proprietary REMS© risk modeling system, which we anticipate will continue to meet our needs well into the future. As an early innovator in risk aggregation and ‘roll-up’, through which we generate an accurate snapshot of our reinsurance portfolios and capital management in real time on a daily basis, we focused this year on extending this capability across a more diverse set of risks underwritten in more locations.

We are mindful, however, that technology alone does not translate into underwriting success. It is the thorough understanding of the strengths and weaknesses of models, of their varying assumptions and biases, that enables us to sharpen the underwriting decisions we base upon them.

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PEOPLE, CULTURE AND COMMUNICATION

Over the years, the Company has grown – deliberately and carefully, but steadily. Today we have almost twice as many employees than just three years ago. A large part of this increase is due to the acquisition last year of Agro National and Claims Management Services, as well as the growth of our commercial property risk operations, the start-up of our Lloyd’s syndicate and purchase of its managing agent, Spectrum. With culture so essential to our success, this presents a challenge. As we add people, and spread ourselves across more locations worldwide, we need to work hard at maintaining those precious qualities that generate our competitive advantages.

This year, we expended significant energy thinking about the perpetuation of our core culture and its consistency throughout the organization. We refreshed our mission and vision statements, making them meaningful and understandable to all employees. We expanded centers of excellence, like our Dublin office, whose expertise in modeling and deal analytics can be leveraged across the business units. We increased the practice of moving people from one office into another to help carry our culture around the Company.

We made tremendous progress in company-wide communication. An example of this was setting up a new project management office to allow anyone within the organization to see the different activities we are working on, so they can offer advice, share best ideas and profit from experience already gained elsewhere in the Company. I continue to be convinced that a significant contributor to our success to date has been the openness with which our people share ideas with one another. We must never lose this trait.

Above all, our focus is always on developing our people: training them to grow, challenging them to assume new responsibilities, and nurturing their leadership skills. At RenaissanceRe, we have a rigorous hiring process to ensure that those who come aboard possess not only the technical skills and work ethic we expect, but also personalities that will mesh with their colleagues. We seek to maintain a unified environment that is demanding, open-minded, innovative, collaborative, profit-driven and, at the same time, where our people have fun.

“As we expand, we are concentrating more skills and capacity in regional centers. This is maximizing efficiency, accelerating learning and promoting cultural integration.”

PETER C. DURHAGER

Executive Vice President, Chief Administrative Officer, RenaissanceRe Holdings Ltd.

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“We will address any changes in the regulatory and legislative environment in which we operate with the same commitment, discipline and rigor with which we have responded to the evolution of the markets we serve.”

STEPHEN H. WEINSTEIN

Senior Vice President, General Counsel, Chief Compliance Officer & Secretary, RenaissanceRe Holdings Ltd.

THANKS AND APPRECIATION

I want to thank our employees for their hard work during this eventful year. I also want to welcome the newcomers and express my appreciation of, and gratitude to, those leaving us.

Specifically, I’d like to welcome Jeff Kelly, our new Chief Financial Officer. We have already seen the benefits of his significant executive experience, and I look forward to working closely with him over the coming years.

At the same time, we will miss two individuals who recently announced their intention to retire and who have played important roles in our history – Jay Nichols and Bill Ashley. Jay has been a valued member of our team almost since our inception and we celebrate his creativity and accomplishments as an innovative pioneer in our industry. Bill has played a critical role in establishing and building our Individual Risk segment, recently driving the acquisition and integration of Agro National, our integrated crop insurance platform. I wish them both all the very best in the future.

OUTLOOK AND FUTURE DIRECTION

Looking ahead, we enter 2010 optimistic about our new initiatives and the portfolio of business we have assembled. We are conscious, however, of the challenges that lie ahead. As is usual following a low-catastrophe year, eager capital providers are crowding into the market, while some customers

are willing to retain more risk in order to retain more profits if loss activity is low. On the insurance side, the markets continue to exhibit competitive pressure on pricing.

In addition, we are carefully monitoring governmental, regulatory and legislative developments and the range of outcomes we may see there. We remain engaged in sharing our scientific and risk mitigation research not only with policy-makers and legislators but also with the general public, and in doing our part in promoting knowledge that can ultimately save lives and reduce the economic losses of the inevitable natural catastrophes of the future.

Our long term strategy will be to lead in whatever business sectors we choose to engage – in ideas and skill, not necessarily in size. At the same time, we will stay lean and flexible. We will refuse to write business that does not meet our hurdles for profitability. And, as we have done since the formation of our Company, we will manage our business to the market cycles.

Thank you for your continuing support.

Sincerely,

Neill A. Currie

President and Chief Executive Officer

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MESSAGE FROM THE CHAIRMAN

On behalf of the Board of Directors, I would like to thank the global team at RenaissanceRe for an outstanding year. The Board is proud of the Company’s achievements in 2009, accomplished against a backdrop of economic upheaval, financial uncertainty, and other severe challenges. RenaissanceRe’s performance under these circumstances has reinforced our conviction that diligent, continuously evolving risk management is essential to the welfare of any enterprise, and especially to one with our strategy and vision. In particular, we are pleased by the degree to which high risk management standards, and the related cultural attributes described by Neill in his letter, have been transmitted to and embraced throughout the organization.

I would also like to acknowledge the key role played by my fellow Directors in providing careful, collaborative oversight to the Company’s risk-related policies and practices. As regulators, rating agencies and other stakeholders continue to expand the scope of a board’s risk oversight obligations, I am confident our Directors will continue to meet these demands.

We were pleased to announce in 2009 that our CEO renewed his contract for an additional four years. It is noteworthy that the contract incorporates new performance-based

compensation elements. In particular, a meaningful amount of target compensation will be at risk if our total shareholder return substantially lags the peer group determined by the Board. The entire Executive Committee has also agreed to similar arrangements. While these specific features are new, they perpetuate a consistent commitment at RenaissanceRe to align executive compensation with robust risk management and long-term shareholder results.

Finally, together with Neill and our fellow Directors, we are grateful to our customers, partners, shareholders and employees for their continuing support. We look forward to serving you in the future.

Sincerely,

W. James MacGinnitie Chairman of the Board

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EXECUTIVE COMMITTEE

“I continue to be pleased with the depth and breadth of our senior management team and our culture of open discourse, data-grounded discussion and rational decision making.”

NEILL A. CURRIE

President & Chief Executive Officer, RenaissanceRe Holdings Ltd.

NEILL A. CURRIE

President & Chief Executive Officer,

RenaissanceRe Holdings Ltd.

PETER C. DURHAGER

Executive Vice President,

Chief Administrative Officer,

RenaissanceRe Holdings Ltd.

JEFFREY D. KELLY

Executive Vice President,

Chief Financial Officer,

RenaissanceRe Holdings Ltd.

KEVIN J. O’DONNELL

Executive Vice President,

Global Chief Underwriting Officer,

RenaissanceRe Holdings Ltd.

IAN D. BRANAGAN

Senior Vice President,

Chief Risk Officer,

RenaissanceRe Holdings Ltd.

TODD R. FONNER

Senior Vice President,

Chief Investment Officer & Treasurer,

RenaissanceRe Holdings Ltd.

STEPHEN H. WEINSTEIN

Senior Vice President,

General Counsel,

Chief Compliance Officer & Secretary,

RenaissanceRe Holdings Ltd.

Opposite Page

Seated front: Neill Currie

Clockwise from left:

Ian Branagan, Jeff Kelly,

Todd Fonner, Stephen Weinstein

Kevin O’Donnell (seated)

and Peter Durhager

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16 YEARS OF ENTERPRISE RISK

MANAGEMENT (ERM)

We are in the business of assuming risk, and there is a strong and direct relationship between the amount of well-priced risk we take and our long term profitability. Consequently, since our founding 16 years ago, we have focused relentlessly on developing and consistently applying as rigorous a risk management process as possible.

Formed in the wake of Hurricane Andrew, we started with the idea that rigorous, state of the art analytics could be incorporated into the broader underwriting process to both assess risk at the individual deal level and to achieve capital-efficient portfolio optimization across the entire organization. As we have grown over the years, we have stayed true to this risk and capital management framework, striving to consistently integrate new lines of business and new operations as they have been added. As a result, we are now a multi-line, multi-location organization focused on maintaining the same rigorous and holistic approach to risk analysis, aggregation and management we had when we wrote one line of business from a single location.

PERPETUATING EXCELLENCE IN ERM

It is one thing to know the strategic importance of ERM and to understand what it entails; to execute it well is another. We are pleased to be one of the few companies in our industry to have

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received an ERM classification of “Excellent” from Standard & Poor’s. We believe this achievement is due to our focus on the ‘four C’s’ of risk management – culture, capability, consistency and coordination.

We have always had a strong culture of risk management, which starts with tone at the top. But tone is not enough. At RenaissanceRe, risk management has always been the responsibility of every person. This culture is transmitted through training and reinforced through incentives, which reward our people for assuming well-priced risks and not growth for growth’s sake.

We are pleased to be one of the few companies in our industry to have received an ERM classification of “Excellent” from Standard & Poor’s.

Excellent risk management demands the capability to price and track risks appropriately, which requires experienced people using good systems expertly, with well-understood data. We have just completed a substantial enhancement of our industry-leading pricing and exposure management system (REMS©) to incorporate the last 16 years’ worth of development and extension in a new technology platform, which will accommodate potential tools of the future and enable us to maintain our leading edge. But the real value of tools comes from having people trained to understand both their uses and

Core Risk Technology Timeline

Vendor Cat Models

First Use of County-Level Exposure Data REMS© Marginal ROE (Return on Risk-Adjusted Capital)

Probabilistic & Deterministic Capital Management

Multi-Model Analysis Internal Worldwide Catastrophe Model

REMS© Assumed & Ceded Retrocessional Tools

Hurricane Forecasts / “Live Cat” Trading / Superensemble™

Multiple Balance Sheet Portfolio Aggregation 500 Thousand & 1 Million Year Simulations

Addition of Weather Predict-Generated Data

Multi-Model Exposure Data Import / Export & Analysis Tools

Probabilistic “Haircuts” (Counterparty Contingent & Recoverables)

1993 1994 1995 1996 1997 1998 1999 2000 2001

Models are enhanced and revised on an ongoing basis and new models are built in according to business needs.

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their limitations. We devote considerable resources to developing tools, scrubbing data and training people to ensure that we evaluate risk in a rigorous, consistent fashion – with the aim that actual outcomes are within our modeled ranges. Our multiple models/multiple views approach to risk analysis is a core part of this strategy. Every model approaches risk differently and has its strengths and weaknesses, so rather than blindly trusting the output of one model, we prefer to use multiple models and rely on our knowledge and experience to interpret the results. We constantly augment this knowledge and experience base with new research and learning from actual outcomes. When there is no commercially available model, we will build our own and refine it over time.

We believe there should be a consistency of approach to risk evaluation and assumption across all business units. One of our underwriting principles is to continually compare deals in an effort to increase on the best and decrease on the worst. To do this effectively across our organization, we need to have a consistent view of risk, and that view needs to be consistently applied. Our ultimate goal is to build the most efficient portfolio of risk possible for the Company as a whole, with every deal evaluated against the same metrics.

Finally, coordination across all operating entities is critical – people and units should not operate in silos. Each decision to assume risk carries a capital cost that affects every other deal that we underwrite, and we seek to optimize our capital use as

Specialty REMS© Quarterly DFA

MGA Partner Marginal Portfolio Pricing

Quarterly Rating Agency Model Runs

Real Time Adjustment of Hurricane Models

Nightly Portfolio Aggregation

Nightly Multiple Binding Constraints Analysis Including Rating Agency

Nightly DFA

Complete Redesign of REMS© Framework

REMS© Insurance (Primary Marginal Deal Pricing Tool)

2002 2003 2004 2005 2006 2007 2008 2009

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an organization. Therefore, each underwriting decision must be validated at the group level. To achieve this, we seek to subject every deal of import to multiple layers of review, including a review of its impact at the operating company level and on RenaissanceRe as a whole. For significant decisions, we frequently deploy a peer review prior to binding, which we refer to as the “second set of eyes.” Each day, or when required, we aggregate our underwriting risks across the Company from all sources into our consolidated portfolio, allowing us to monitor the underwriting process in real time. And on a quarterly basis, we bring together our business units to discuss our underwriting position, our capital allocation, and quality of our individual and consolidated portfolios. We focus relentlessly on identifying underperforming deals, managing risk across our business units and obtaining the best possible overall portfolio for the Company.

THE PROPER ROLE FOR ERM

In our industry, risk management should not be confused with risk avoidance. We are risk-takers, and it is our job to pick the best risks. The proper role of enterprise risk management is to allow us, when picking risks, to make deliberate decisions rather than having to react to accidental outcomes. Our goal is to avoid being surprised by an outcome; we aim to capture and quantify all the risks to which we are exposed. We accept that exact estimation of the probability of a particular risk may not always be feasible, but nonetheless strive to include all risks in our modeled distributions of potential outcomes.

BUSINESS AND OPERATIONAL RISKS

While the risks we knowingly assume as part of our reinsurance, insurance and other businesses constitute a significant portion of the risks we face as an organization, we are also subject to other risks related to our business and operating environments. These are risks that we are not paid to assume, and therefore we attempt to mitigate them as much as possible. We have worked hard to bring our management of these important risks up to the high standards we have set for ourselves generally. In doing so, we believe we have built world-class legal, accounting and internal audit functions. We continually assess these business and operational risks and try to ensure that appropriate mitigation strategies are in place.

We are risk-takers, and it is our job to pick the best risks.

SUMMARY

A history of strong risk management does not automatically propagate into the future. Retaining our excellence in risk management as we evolve will require the ongoing implementation of the ‘four C’s’. Our culture of risk management excellence constitutes a key competitive advantage and is the result of 16 years of committed effort and resources. We will do everything within our capabilities to safeguard and enhance it. This is our commitment to you.

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COMMENTS ON REGULATION G

In addition to the Generally Accepted Accounting Principles (“GAAP”) financial measures set forth in this Annual Report, the Company has included certain non-GAAP financial measures in this Annual Report within the meaning of Regulation G. The Company has provided these financial measurements in previous investor communications and the Company’s management believes that these measurements are important to investors and other interested persons, and that investors and such other persons benefit from having a consistent basis for comparison between quarters and for the comparison with other companies within the industry. These measures may not, however, be comparable to similarly titled measures used by companies outside of the insurance industry. Investors are cautioned not to place undue reliance on these non-GAAP measures in assessing the Company’s overall financial performance.

The Company uses “operating income (loss) available (attributable) to RenaissanceRe common shareholders” as a measure to evaluate the underlying fundamentals of its operations and believes it to be a useful measure of its corporate performance. “Operating income (loss) available (attributable) to RenaissanceRe common shareholders” as used herein differs from “net income (loss) available (attributable) to RenaissanceRe common shareholders,” which the Company believes is the most directly comparable GAAP measure, by the exclusion of net realized and unrealized gains and losses on fixed maturity investments, net other-than-temporary impairments, net unrealized gains and losses on credit derivatives issued by entities included in investments in other ventures, under equity method and the cumulative effect of a change in accounting principle – goodwill. In the presentation below, the only adjustments in respect of unrealized gains and losses on credit derivatives reflect unrealized mark-to-market losses on credit derivatives and other credit-related products issued by ChannelRe Holdings Ltd. (“ChannelRe”), a financial guarantee reinsurer whose investment is accounted for by the Company under the equity method of accounting. The Company believes that the prevailing convention among financial guarantee insurers, reinsurers and other market participants, such as ChannelRe, is to exclude from “operating income (loss) available (attributable) to RenaissanceRe common shareholders” such unrealized gains and losses attributable to credit derivatives and other credit-related products. The Company’s management believes that “operating income (loss) available (attributable) to RenaissanceRe common shareholders” is useful to investors because it more accurately measures and predicts the Company’s results of operations by removing the variability arising from fluctuations in the Company’s fixed maturity investment portfolio. The Company also uses “operating income (loss) available (attributable) to RenaissanceRe common shareholders” to calculate “operating income (loss) available (attributable) to RenaissanceRe common shareholders per common share – diluted” and “operating return on average common equity”. The following is a reconciliation of: 1) net income (loss) available (attributable) to RenaissanceRe common shareholders to operating income (loss) available (attributable) to RenaissanceRe common shareholders; 2) net income (loss) available (attributable) to RenaissanceRe common shareholders per common share – diluted to operating income (loss) available (attributable) to RenaissanceRe common shareholders per common share – diluted; and 3) return on average common equity to operating return on average common equity:

Year Ended

(In thousands of United States dollars, except per share amounts and percentages)

2009 2008 2007 2006 2005 2004 2003 2002 2001 2000

Net income (loss) available (attributable) to RenaissanceRe common shareholders

$838,858 $(13,280) $569,575 $761,635 $(281,413) $133,108 $605,992 $342,879 $184,956 $127,228

Adjustment for net realized and unrealized (gains) losses on fixed maturity investments

(93,162) (10,700) (26,806) 34,464 6,962 (23,442) (80,504) (10,177) (18,096) 7,151

Adjustment for net other-than-temporary impairments*

22,481 217,014 25,513 - - - - - - -

Adjustment for net unrealized losses on credit derivatives issued by entities included in investments in other ventures, under equity method

- - 167,171 - - - - - - -

Adjustment for cumulative effect of a change in accounting principle - FAS 142 - Goodwill

- - - - - - - 9,187 - -

Operating income (loss) available (attributable) to RenaissanceRe common shareholders

$768,177 $193,034 $735,453 $796,099 $(274,451) $109,666 $525,488 $341,889 $166,860 $134,379

Net income (loss) available (attributable) to RenaissanceRe common shareholders per common share - diluted

$13.40 $(0.21) $7.93 $10.57 $(3.99) $1.85 $8.53 $4.88 $2.96 $2.17

Adjustment for net realized and unrealized (gains) losses on fixed maturity investments

(1.52) (0.17) (0.38) 0.48 0.10 (0.32) (1.13) (0.14) (0.29) 0.12

Adjustment for net other-than-temporary impairments*

0.37 3.42 0.36 - - - - - - -

Adjustment for net unrealized losses on credit derivatives issued by entities included in investments in other ventures, under equity method

- - 2.33 - - - - - - -

Adjustment for cumulative effect of a change in accounting principle - FAS 142 - Goodwill

- - - - - - - 0.13 - -

Operating income (loss) available (attributable) to RenaissanceRe common shareholders per common share - diluted

$12.25 $3.04 $10.24 $11.05 $(3.89) $1.53 $7.40 $4.87 $2.67 $2.29

Return on average common equity

30.2% (0.5%) 20.9% 36.3% (13.6%) 6.2% 33.8% 27.0% 22.1% 19.9%

Adjustment for net realized and unrealized (gains) losses on fixed maturity investments

(3.4%) (0.4%) (1.0%) 1.6% 0.3% (1.1%) (4.5%) (0.8%) (2.2%) 1.1%

Adjustment for net other-than-temporary impairments*

0.8% 8.3% 0.9% - - - - - - -

Adjustment for net unrealized losses on credit derivatives issued by entities included in investments in other ventures, under equity method

- - 6.2% - - - - - - -

Adjustment for cumulative effect of a change in accounting principle - FAS 142 - Goodwill

- - - - - - - 0.7% - -

Operating return on average common equity

27.6% 7.4% 27.0% 37.9% (13.3%) 5.1% 29.3% 26.9% 19.9% 21.0%

* For the years ending December 31, 2006 and prior, the Company included net other-than-temporary impairments in net realized and unrealized (gains) losses on fixed maturity investments.

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The Company has also included in this Annual Report “gross managed premiums written” and “managed catastrophe premiums.” “Gross managed premiums written” differs from gross premiums written, which the Company believes is the most directly comparable GAAP measure, due to the inclusion of premiums written on behalf of our joint venture, Top Layer Reinsurance Ltd. (“Top Layer Re”), which is accounted for under the equity method of accounting. “Managed catastrophe premiums” is defined as gross catastrophe premiums written by Renaissance Reinsurance and its related joint ventures, excluding catastrophe premiums assumed from the Company’s Individual Risk segment. “Managed catastrophe premiums” differ from total catastrophe premiums, which the Company believes is the most directly comparable GAAP measure, due to the inclusion of catastrophe premiums written on behalf of the Company’s joint venture Top Layer Re, which is accounted for under the equity method of accounting, and the exclusion of catastrophe premiums assumed from the Company’s Individual Risk segment. The Company’s management believes “gross managed premiums written” and “managed catastrophe premiums” are useful to investors and other interested parties because they provide a measure of total catastrophe reinsurance premiums assumed by the Company through its consolidated subsidiaries and related joint ventures. The following is a reconciliation of 1) total catastrophe premiums to managed catastrophe premiums and 2) gross premiums written to gross managed premiums written:

Year Ended

(In thousands of U.S. dollars)

2009 2008 2007 2006 2005

Total catastrophe premiums

$1,096,449 $994,621 $1,003,104 $1,099,114 $775,573

Catastrophe premiums assumed from the Individual Risk segment

(12,650) (5,672) (36,968) (64,573) (43,594)

Catastrophe premiums written by Top Layer Re

51,974 55,370 66,436 51,244 59,908

Managed catastrophe premiums

$1,135,773 $1,044,319 $1,032,572 $1,085,785 $791,887

Gross premiums written

$1,728,932 $1,736,028 $1,809,637 $1,943,647 $1,809,128

Premiums written by Top Layer Re

51,974 55,370 66,436 51,244 59,908

Gross managed premiums written

$1,780,906 $1,791,398 $1,876,073 $1,994,891 $1,869,036

The Company has also included in this Annual Report “tangible book value per common share plus accumulated dividends.” This is defined as book value per common share excluding goodwill and intangible assets, plus accumulated dividends. “Tangible book value per common share plus accumulated dividends” differs from book value per common share, which the Company believes is the most directly comparable GAAP measure, due to the exclusion of goodwill and intangible assets and the inclusion of accumulated dividends. The following is a reconciliation of book value per common share to tangible book value per common share plus accumulated dividends:

Year Ended 2009 2008 2007 2006 2005 2004 2003 2002 2001

Book value per common share

$51.68 $38.74 $41.03 $34.38 $24.52 $30.19 $29.61 $21.37 $16.14

Adjustment for goodwill and other intangibles(1)

(1.95) (2.01) (0.09) (0.08) - - - - (0.14)

Tangible book value per common share

49.73 36.73 40.94 34.30 24.52 30.19 29.61 21.37 16.00

Adjustment for accumulated dividends

8.88 7.92 7.00 6.12 5.28 4.48 3.72 3.12 2.55

Tangible book value per common share plus accumulated dividends

$58.61 $44.65 $47.94 $40.42 $29.80 $34.67 $33.33 $24.49 $18.55

Year Ended

2000 1999 1998 1997 1996 1995 1994 1993

Book value per common share

$11.91 $10.17 $9.43 $8.89 $7.74 $6.33 $3.93 $2.56

Adjustment for goodwill and other intangibles(1)

(0.17) (0.11) (0.23) - - - - -

Tangible book value per common share

11.74 10.06 9.20 8.89 7.74 6.33 3.93 2.56

Adjustment for accumulated dividends

2.05 1.53 1.05 0.65 0.33 0.05 - -

Tangible book value per common share plus accumulated dividends

$13.79 $11.59 $10.25 $9.54 $8.07 $6.38 $3.93 $2.56

(1) For 2009 and 2008, goodwill and other intangibles includes $43.8 million and $49.8 million, respectively, of goodwill and other intangibles included in investments in other ventures, under equity method.

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UNITED STATES

SECURITIES AND EXCHANGE COMMISSION

WASHINGTON, D.C. 20549

FORM 10-K

x    ANNUAL REPORT PURSUANT TO SECTION 13 OR 15(d) OF

THE SECURITIES EXCHANGE ACT OF 1934

For The Fiscal Year Ended December 31, 2009

OR

¨    TRANSITION REPORT PURSUANT TO SECTION 13 OR 15(d) OF

THE SECURITIES EXCHANGE ACT OF 1934

For the transition period from                      to                     

Commission File No. 001-14428

RENAISSANCERE HOLDINGS LTD.

(Exact Name Of Registrant As Specified In Its Charter)

Renaissance House, 8-20 East Broadway, Pembroke HM 19 Bermuda

(Address of Principal Executive Offices)

(441) 295-4513

(Registrant’s telephone number)

Securities registered pursuant to Section 12(b) of the Act:

Securities registered pursuant to Section 12(g) of the Act: None

Indicate by check mark if the registrant is a well-known seasoned issuer, as defined in Rule 405 of the Act.

Yes x    No ¨

Indicate by check mark if the registrant is not required to file reports pursuant to Section 13 or Section 15(d) of the Act.

Yes ¨    No x

Indicate by check mark whether the registrant (1) has filed all reports required to be filed by Section 13 or 15(d) of the Securities Exchange Act of 1934 during the preceding 12 months (or for such shorter period that the registrant was required to file such reports), and (2) has been subject to such filing requirements for the past 90 days.

Yes x    No ¨

Indicate by check mark whether the registrant has submitted electronically and posted on its corporate Web site, if any, every Interactive Data File required to be submitted and posted pursuant to Rule 405 of Regulation S-T (§232.405 of this chapter) during the preceding 12 months (or for such shorter period that the registrant was required to submit and post such files).

Yes ¨    No ¨

Indicate by check mark if disclosure of delinquent filers pursuant to Item 405 of Regulation S-K (§229.405 of this chapter) is not contained herein, and will not be contained, to the best of registrant’s knowledge, in definitive proxy or information statements incorporated by reference in Part III of this Form 10-K or any amendment to this Form 10-K. ¨

Indicate by check mark whether the registrant is a large accelerated filer, an accelerated filer, a non-accelerated filer, or a smaller reporting company, as defined in Rule 12b-2 of the Act. Large accelerated filer x, Accelerated filer ¨, Non-accelerated filer ¨, Smaller reporting company ¨

Indicate by check mark whether the registrant is a shell company (as defined in Rule 12b-2 of the Act).

Yes ¨    No x

The aggregate market value of Common Shares held by nonaffiliates of the registrant at June 30, 2009 was $2,758.1 million based on the closing sale price of the Common Shares on the New York Stock Exchange on that date.

The number of Common Shares outstanding at February 10, 2010 was 60,058,112.

The information required by Part III of this report, to the extent not set forth herein, is incorporated by reference to the registrant’s Definitive Proxy Statement to be filed in respect of our 2010 Annual General Meeting of Shareholders.

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RENAISSANCERE HOLDINGS LTD.

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NOTE ON FORWARD-LOOKING STATEMENTS

This Form 10-K contains forward-looking statements within the meaning of Section 27A of the Securities Act of 1933, as amended, and Section 21E of the Securities Exchange Act of 1934, as amended (the “Exchange Act”). Forward-looking statements are necessarily based on estimates and assumptions that are inherently subject to significant business, economic and competitive uncertainties and contingencies, many of which, with respect to future business decisions, are subject to change. These uncertainties and contingencies can affect actual results and could cause actual results to differ materially from those expressed in any forward-looking statements made by, or on behalf of, us.

In particular, statements using words such as “may”, “should”, “estimate”, “expect”, “anticipate”, “intends”, “believe”, “predict”, “potential”, or words of similar import generally involve forward-looking statements. For example, we may include certain forward-looking statements in “Management’s Discussion and Analysis of Financial Condition and Results of Operations” with regard to trends in results, prices, volumes, operations, investment results, margins, combined ratios, reserves, overall market trends, risk management and exchange rates. This Form 10-K also contains forward-looking statements with respect to our business and industry, such as those relating to our strategy and management objectives, trends in market conditions, market standing and product volumes, investment results, government initiatives and regulatory matters, and pricing conditions in the reinsurance and insurance industries.

In light of the risks and uncertainties inherent in all future projections, the inclusion of forward-looking statements in this report should not be considered as a representation by us or any other person that our objectives or plans will be achieved. Numerous factors could cause our actual results to differ materially from those addressed by the forward-looking statements, including the following:

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The factors listed above should not be construed as exhaustive. Certain of these risk factors and others are described in more detail in “Item 1A. Risk Factors” below. We undertake no obligation to release publicly the results of any future revisions we may make to forward-looking statements to reflect events or circumstances after the date hereof or to reflect the occurrence of unanticipated events.

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PART I

ITEM 1.    BUSINESS

Unless the context otherwise requires, references in this Form 10-K to “RenaissanceRe” or the “Company” mean RenaissanceRe Holdings Ltd. and its subsidiaries, which principally include, but are not limited to, Renaissance Reinsurance, RenRe Insurance Holdings Ltd. and its subsidiaries (“RenRe Insurance”), Renaissance Trading Ltd. (“Renaissance Trading”), RenRe Energy Advisors Ltd. (“REAL”) and the Company’s Lloyd’s syndicate, RenaissanceRe Syndicate 1458 (“Syndicate 1458”).

We also underwrite reinsurance on behalf of joint ventures, principally including Top Layer Reinsurance Ltd. (“Top Layer Re”), recorded under the equity method of accounting, and DaVinci Reinsurance Ltd. (“DaVinci”). The financial results of DaVinci and DaVinci’s parent company, DaVinciRe Holdings Ltd. (“DaVinciRe”), are consolidated in our financial statements. For your convenience, we have included a glossary beginning on page 53 of selected insurance and reinsurance terms. All dollar amounts referred to in this Form 10-K are in U.S. dollars unless otherwise indicated. Any discrepancies in the tables included herein between the amounts listed and the totals thereof are due to rounding.

GENERAL

RenaissanceRe, established in Bermuda in 1993 to write principally property catastrophe reinsurance, is today a leading global provider of reinsurance and insurance coverages and related services. Through our operating subsidiaries, we seek to produce superior returns for our shareholders by being a trusted, long-term partner to our customers for assessing and managing risk, delivering responsive solutions, and keeping our promises. We accomplish this by leveraging our core capabilities of risk assessment and information management, and by investing in our capabilities to serve our customers across the cycles that have historically characterized our markets. Overall, our strategy focuses on superior risk selection, marketing, capital management and joint ventures. We provide value to our customers and joint venture partners in the form of financial security, innovative products, and responsive service. We are known as a leader in paying valid reinsurance claims promptly. We principally measure our financial success through long-term growth in tangible book value per common share plus the change in accumulated dividends, which we believe is the most appropriate measure of our Company’s performance, and believe we have delivered superior performance in respect of this measure over time.

Our core products include property catastrophe reinsurance, which we write through our principal operating subsidiary Renaissance Reinsurance and joint ventures, principally DaVinci and Top Layer Re; specialty reinsurance risks written through Renaissance Reinsurance and DaVinci; and primary insurance and quota share reinsurance, which we write through the operating subsidiaries of RenRe Insurance. We believe that we are one of the world’s leading providers of property catastrophe reinsurance. We also believe we have a strong position in certain specialty reinsurance lines of business and are building a franchise in the U.S. insurance and crop insurance business. Our reinsurance and insurance products are principally distributed through intermediaries, with whom we seek to cultivate strong relationships.

We currently conduct our business through two reportable segments, Reinsurance and Individual Risk. For the year ended December 31, 2009, our Reinsurance and Individual Risk segments accounted for 69.3% and 30.7%, respectively, of our total consolidated gross premiums written. Our segments are more fully described in “Business Segments” below.

CORPORATE STRATEGY

Our mission is to produce superior returns for our shareholders by being a trusted, long-term partner to our customers for assessing and managing risk, delivering responsive solutions, and keeping our promises. Our vision is to seek to generate long-term growth in tangible book value per common share plus the change in accumulated dividends for our shareholders by being a leader in select financial services through our people and culture, executing our expertise in risk, and having a passion for exceeding our customers’ expectations.

Since our inception, we have cultivated and endeavor to preserve certain competitive advantages that position us to fulfill our strategic objectives. We believe these competitive advantages are:

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We believe we are well positioned to fulfill these objectives by virtue of the experience and skill of our management team, our significant financial strength, and our strong relationships with brokers and customers. In addition, we believe our superior service, our proprietary modeling technology, and our extensive business relationships, which have enabled us to become a leader in the property catastrophe reinsurance market, will be instrumental in allowing us to achieve our strategic objectives. In particular, we believe our strategy, high performance culture, and commitment to our customers and joint venture partners permit us to differentiate ourselves by offering specialized services and products at times and in markets where capacity and alternatives may be limited.

BUSINESS SEGMENTS

We currently conduct our business through two reportable segments, Reinsurance and Individual Risk. Financial data relating to our two segments is included in “Item 7. Management’s Discussion and Analysis of Financial Condition and Results of Operations.”

Reinsurance Segment

Our Reinsurance operations are comprised of three units: 1) property catastrophe reinsurance, primarily written through Renaissance Reinsurance and DaVinci; 2) specialty reinsurance, primarily written through Renaissance Reinsurance and DaVinci; and 3) certain other activities of ventures as described herein. Our Reinsurance operations are managed by the Global Chief Underwriting Officer, who leads a team of underwriters, risk modelers and other industry professionals, who have access to our proprietary risk management, underwriting and modeling resources and tools. We believe the expertise of our underwriting and modeling team and our proprietary analytic tools, together with superior customer service, provide us with a significant competitive advantage.

Our portfolio of business has continued to be increasingly characterized by relatively large transactions with ceding companies with whom we do business, although no current relationship exceeds 15% of our gross premiums written. Accordingly, our gross premiums written are subject to significant fluctuations depending on our success in maintaining or expanding our relationships with these large customers. We market our reinsurance products worldwide exclusively through brokers, whose market has become extremely consolidated in recent years. In 2009, three brokerage firms accounted for 90.1% of our Reinsurance segment gross premiums written. We believe that recent market dynamics, and trends in our industry in respect of potential future consolidation, have increased our exposure to the risks of broker, client and counterparty concentration.

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The following table shows our total catastrophe and specialty reinsurance gross premiums written:

Property Catastrophe Reinsurance

We believe we are one of the largest providers of property catastrophe reinsurance in the world, based on our total catastrophe premium. Our principal property catastrophe reinsurance products include catastrophe excess of loss reinsurance and excess of loss retrocessional reinsurance as described below:

Catastrophe Excess of Loss Reinsurance.    We principally write catastrophe reinsurance on an excess of loss basis, which means we provide coverage to our insureds when aggregate claims and claim expenses from a single occurrence of a covered peril exceed the attachment point specified in a particular contract. Under these contracts, we indemnify an insurer for a portion of the losses on insurance policies in excess of a specified loss amount, and up to an amount per loss specified in the contract. The coverage provided under excess of loss reinsurance contracts may be on a worldwide basis or limited in scope to selected geographic areas. Coverage can also vary from “all property” perils to limited coverage on selected perils, such as “earthquake only” coverage.

Excess of Loss Retrocessional Reinsurance.    We also write retrocessional reinsurance contracts that provide property catastrophe coverage to other reinsurers or retrocedants. In providing retrocessional reinsurance, we focus on property catastrophe retrocessional reinsurance, which covers the retrocedant on an excess of loss basis when aggregate claims and claim expenses from a single occurrence of a covered peril and from a multiple number of reinsureds exceed a specified attachment point. The coverage provided under excess of loss retrocessional contracts may be on a worldwide basis or limited in scope to selected geographic areas. Coverage can also vary from “all property” perils to limited coverage on selected perils, such as “earthquake only” coverage. The information available to retrocessional underwriters concerning the original primary risk can be less precise than the information received from primary companies directly. Moreover, exposures from retrocessional business can change within a contract term as the underwriters of a retrocedant alter their book of business after retrocessional coverage has been bound.

Our property catastrophe reinsurance contracts are generally “all risk” in nature. Our most significant exposure is to losses from earthquakes and hurricanes and other windstorms, although we are also exposed to claims arising from other catastrophes, such as tsunamis, freezes, floods, fires, tornadoes, explosions and acts of terrorism in connection with the coverages we provide. Our predominant exposure under such coverage is to property damage. However, other risks, including business interruption and other non-property losses, may also be covered under our property reinsurance contracts when arising from a covered peril. We offer our coverages on a worldwide basis.

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Because of the wide range of possible catastrophic events to which we are exposed, including the size of such events and because of the potential for multiple events to occur in the same time period, our catastrophe reinsurance business is volatile and our results of operations reflect this volatility. Further, our financial condition may be impacted by this volatility over time or at any point in time. The effects of claims from one or a number of severe catastrophic events could have a material adverse effect on us. We expect that increases in the values and concentrations of insured property and the effects of inflation will increase the severity of such occurrences in the future.

Catastrophe-Linked Securities.    We also invest in catastrophe-linked securities (“cat-linked securities”). Cat-linked securities are generally privately placed fixed income securities as to which all or a portion of the repayment of the principal is linked to catastrophic events; for example, the occurrence of one or more hurricanes or earthquakes producing industry losses exceeding certain specified thresholds. We underwrite, model, evaluate and monitor these securities using the same tools and techniques used to evaluate our more traditional property catastrophe reinsurance business assumed. In addition, we may enter into derivative transactions, such as total return swaps, that are based on or referenced to underlying cat-linked securities. Based on an evaluation of the specific features of each cat-linked security, we account for these securities as reinsurance or at fair value, as applicable, in accordance with U.S. generally accepted accounting principles (“GAAP”). In addition, in future periods we may utilize the growing market for cat-linked securities to expand our ceded reinsurance buying if we find the pricing and terms of such coverage attractive.

We seek to moderate the volatility of our risk portfolio through superior risk selection, diversification and the purchase of retrocessional coverages and other protections. In furtherance of our strategy, we may increase or decrease our presence in the catastrophe reinsurance business based on market conditions and our assessment of risk-adjusted pricing adequacy. We frequently seek to purchase reinsurance or other protection for our own account to further reduce the financial impact that a large catastrophe or a series of catastrophes could have on our results.

As a result of our position in the market and reputation for superior customer service, we believe we have superior access to reinsurance business we view as desirable compared to the market as a whole. As described above, we use our proprietary underwriting tools and guidelines to attempt to construct an attractive portfolio from these opportunities. We dynamically model policy submissions against our current in-force underwriting portfolio, comparing our estimate of the modeled expected returns of the contract against the amount of capital that we allocate to the contract, based on our estimate of its marginal impact on our overall risk portfolio. At times, our approach to portfolio management has resulted and may result in the future in our having a relatively large market share of catastrophe reinsurance exposure in a particular geographic region, such as Florida, or to a particular peril, such as U.S. hurricane risk, where we believe supply and demand characteristics promote our providing significant capacity, or where the risks or class of risks otherwise adds efficiency to our portfolio. Conversely, from time to time we may have a disproportionately low market share in certain regions or perils where we believe our capital would be less effectively deployed.

Specialty Reinsurance

We write a number of lines of reinsurance other than property catastrophe, such as catastrophe exposed workers’ compensation, surety, terrorism, political risk, trade credit, medical malpractice, catastrophe exposed personal lines property, casualty clash, certain other casualty lines and other specialty lines of reinsurance, which we collectively refer to as specialty reinsurance. As with our catastrophe business, our team of experienced professionals seek to underwrite these lines using a disciplined underwriting approach and sophisticated analytical tools.

We generally target lines of business where we believe we can adequately quantify the risks assumed and where potential losses could be characterized as low frequency and high severity, similar to our catastrophe reinsurance coverages. We also seek to identify market dislocations and write new lines of business whose risk and return characteristics are estimated to exceed our hurdle rates. We also seek to manage the correlations of this business with our overall portfolio, including our aggregate exposure to single and aggregated catastrophe events. We believe that our underwriting and analytical capabilities have positioned us well to manage this business.

We offer our specialty reinsurance products principally on an excess of loss basis, as described above with respect to our catastrophe reinsurance products, and also provide some proportional coverage. In a proportional reinsurance arrangement (also referred to as quota share reinsurance and pro-rata reinsurance), the reinsurer

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shares a proportional part of the original premiums and losses of the reinsured. The reinsurer pays the cedant a commission which is generally based on the cedant’s cost of acquiring the business being reinsured (including commissions, premium taxes, assessments and miscellaneous administrative expenses) and may also include a profit factor. Our products frequently include tailored features such as limits or sub-limits which we believe help us manage our exposures. Any liability exceeding, or otherwise not subject to, such limits reverts to the cedant. As with our catastrophe reinsurance business, our specialty reinsurance frequently provides coverage for relatively large limits or exposures, and thus we are subject to potential significant claims volatility.

We generally seek to write significant lines on our specialty reinsurance treaties. As a result of our financial strength, we have the ability to offer significant capacity and, for select risks, we have made available significant limits. In 2009, we added experienced underwriting and support executives to our specialty reinsurance unit, and invested in new and enhanced risk management tools and processes. In addition, we believe that the launch of Syndicate 1458 will help us grow our market presence over time in respect of select lines of business we find attractive. While we believe that these and other initiatives will support growth in our specialty reinsurance unit in due course, we intend to continue to apply our disciplined underwriting approach which, together with currently prevailing market conditions, is likely to temper our growth in current and near term-term periods.

We believe these capabilities, the strength of our specialty reinsurance underwriting team, and our demonstrated ability and willingness to pay valid claims are competitive advantages of our specialty reinsurance business.

Ventures

We pursue a number of other opportunities through our ventures unit, which has responsibility for managing our joint venture relationships, executing customized reinsurance transactions to assume or cede risk and managing certain investments directed at classes of risk other than catastrophe reinsurance. We also provide customized weather and energy risk management solutions to various customers on a worldwide basis.

Property Catastrophe Managed Joint Ventures.    We actively manage property catastrophe-oriented joint ventures, which provide us with an additional presence in the market, enhance our client relationships and generate fee income. These joint ventures allow us to leverage our access to business and our underwriting capabilities on a larger capital base. Currently, our joint ventures include Top Layer Re and DaVinci. Renaissance Underwriting Managers, Ltd. (“RUM”), a wholly owned subsidiary of the Company, acts as the exclusive underwriting manager for each of these joint ventures.

DaVinci was established in 2001 and principally writes property catastrophe reinsurance and certain low frequency, high severity specialty reinsurance lines of business on a global basis. In general, we seek to construct for DaVinci a property catastrophe reinsurance portfolio with risk characteristics similar to those of Renaissance Reinsurance’s property catastrophe reinsurance portfolio and certain lines of specialty reinsurance such as terrorism and catastrophe exposed workers’ compensation. In accordance with DaVinci’s underwriting guidelines, it can only participate in business that is underwritten by Renaissance Reinsurance. We maintain majority voting control of DaVinciRe and, accordingly, consolidate the results of DaVinciRe into our consolidated results of operations and financial position. We seek to manage DaVinci’s capital efficiently over time in light of the market opportunities and needs we perceive and believe we are able to serve. Our ownership in DaVinciRe was 38.2% and 22.8% at December 31, 2009 and 2008, respectively. In January 2010, DaVinciRe redeemed the shares of certain third party DaVinciRe shareholders and in a separate transaction, we sold a portion of our shares in DaVinciRe to a third party shareholder. As a result of these transactions, our ownership interest in DaVinciRe increased to 41.2%. We expect our ownership in DaVinciRe to fluctuate over time.

Top Layer Re writes high excess non-U.S. property catastrophe reinsurance. Top Layer Re is owned 50% by State Farm Mutual Automobile Insurance Company (“State Farm”) and 50% by Renaissance Reinsurance, a wholly owned subsidiary of the Company. State Farm provides $3.9 billion of stop loss reinsurance coverage to Top Layer Re. We account for our equity ownership in Top Layer Re under the equity method of accounting and our proportionate share of its results are reflected in equity in earnings (losses) of other ventures in our consolidated statements of operations.

During 2009, we formed and launched a new managed joint venture, Timicuan Reinsurance II Ltd. (“Tim Re II”), which provided additional capacity to the Florida property catastrophe market for the 2009 wind season. In conjunction with the formation and launch of Tim Re II, $49.5 million of non-voting Class B shares were sold to external investors, and we also invested an additional $10.0 million in Tim Re II’s non-voting Class B shares, representing a 16.8% ownership interest. We ceded a defined portfolio of property catastrophe excess of loss

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reinsurance contracts incepting June 1, 2009 to Tim Re II under a fully-collateralized facultative retrocessional reinsurance contract in return for a potential underwriting profit commission. The Class B shareholders participated in substantially all of the profits or losses of Tim Re II while the Class B shares remained outstanding. Tim Re II, a wholly owned subsidiary, is considered a variable interest entity and is consolidated by the Company. Tim Re II repurchased the Class B shares subsequent to December 31, 2009, which was the end of the contract period.

During 2007 and 2006, we participated in the formation of Starbound Reinsurance II Ltd. (“Starbound II”) and Starbound Reinsurance Ltd. (“Starbound Re”), respectively. These joint ventures provided capacity to the U.S. property catastrophe market, primarily for the 2007 and 2006 U.S. hurricane seasons, respectively. While these joint ventures were active, we owned a minority interest share of the entities and accounted for them as investments in other ventures, under equity method. These joint ventures have subsequently terminated and have returned capital to the joint venture shareholders. Effective July 31, 2008 and August 31, 2007, we repurchased all of the issued and outstanding share capital of Starbound II and Starbound Re, respectively. We now account for these entities as consolidated subsidiaries.

In addition, during 2006, we sold third party capital in Timicuan Reinsurance Ltd. (“Tim Re”) to provide additional capacity to accept property catastrophe excess of loss reinsurance business for the 2006 hurricane season, in return for a profit commission. In January 2007, the Company purchased all of the issued and outstanding equity securities of Tim Re and now accounts for Tim Re as a consolidated subsidiary.

Ventures works on a range of other customized reinsurance transactions. For example, we have participated in and continuously analyze, other attractive opportunities in the market for cat-linked securities and derivatives. We believe our products contain a number of customized features designed to fit the needs of our partners, as well as our risk management objectives.

Strategic Investments.    Ventures also pursues strategic investments where, rather than assuming exclusive management responsibilities ourselves, we instead partner with other market participants. These investments are directed at classes of risk other than catastrophe, and at times may also be directed at non-insurance risks. We find these investments attractive both for their expected returns, and also because they provide us diversification benefits and information and exposure to other aspects of the market.

Examples of these investments include our investments in Tower Hill Insurance Group, LLC (“THIG”), Tower Hill Claims Services, LLC (“THCS”) and Tower Hill Claims Management, LLC (“THCM”) (collectively, the “Tower Hill Companies”), which operate primarily in the State of Florida, Essent Group Ltd. (“Essent”) and Platinum Underwriters Holdings Ltd. (“Platinum”). THIG is a managing general agency specializing in insurance coverage for site built and manufactured homes. THCS and THCM provide claim adjustment services through exclusive agreements with THIG. During the third quarter of 2008, we invested $50.0 million in the Tower Hill Companies, representing a 25.0% ownership interest, to expand our core platforms by obtaining ownership in an additional distribution channel for the Florida homeowners market and to enhance our relationships with other stakeholders. Essent provides mortgage insurance and reinsurance coverage for mortgages located in the U.S. Platinum is a Bermuda-domiciled reinsurance company listed on the New York Stock Exchange.

Weather Operations.    We undertake weather related consulting activities through our operating companies, principally including Weather Predict Inc. (“Weather Predict”), WeatherPredict Consulting Inc. (“WP Consulting”) and Accurate Environmental Forecasting Inc. (“AEF”). Through these subsidiaries we provide fee-based consulting services, sell weather-related information and forecasts, and engage in education, research and development, and loss mitigation activities, such as the RenaissanceRe Wall of Wind research facility located in southern Florida and the Stormstruck^® interactive weather experience at the Walt Disney World^® Resort in Florida.

Weather and Energy Risk Management Operations.    We provide energy related risk management solutions and financial products through Renaissance Trading and REAL and sell certain financial products primarily to address weather risks, and engage in certain weather, energy and commodity derivatives trading activities. Principally through REAL, we expect that our participation will increase in the trading markets for securities and derivatives linked to energy, commodities, weather, other natural phenomena, and/or products or indices linked in part to such phenomena. While our activities focus on financial products that allow various energy, utility and other customers to manage their exposures to energy related commodities, we expect our own results in this area to potentially be volatile over time. As this unit grows, we will seek to continue to invest in operating and control environment systems and procedures, hire staff and develop and install management information and other systems.

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Business activities that appear in our consolidated underwriting results, such as DaVinci and certain reinsurance transactions, are included in our Reinsurance segment results; the results of our investments, such as Top Layer Re, and Platinum, our weather and energy related activities and other ventures are included in the “Other” category of our segment results.

Competition

The markets in which we operate are highly competitive, and we believe that competition is increasing and becoming more robust. Our competitors include independent reinsurance and insurance companies, subsidiaries and/or affiliates of globally recognized insurance companies, reinsurance divisions of certain insurance companies and domestic and international underwriting operations, including underwriting syndicates at Lloyd’s. As our business evolves over time we expect our competitors to change as well.

In 2009, enhanced competition from new entrants in the reinsurance market appears to have been deferred to a degree due to the issues that faced the capital and credit markets. However, these issues have somewhat subsided and we anticipate renewed competition from entities such as hedge funds, investment banks, exchanges and other capital market participants that had shown interest over the past several years in entering the reinsurance market. In addition, we continue to anticipate further, and perhaps accelerating, growth in financial products such as exchange traded catastrophe options, cat-linked securities, unrated privately held reinsurance companies providing collateralized reinsurance, catastrophe-linked derivative agreements and other financial products, intended to compete with traditional reinsurance. We believe that competition from non-traditional sources such as these will increase in the future. Many of these competitors have greater financial, marketing and management resources than we do. In addition, the tax policies of the countries where our customers operate, as well as government sponsored or backed catastrophe funds, affect demand for reinsurance. We are unable to predict the extent to which the foregoing new, proposed or potential initiatives may affect the demand for our products or the risks which may be available for us when providing coverage.

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Individual Risk Segment

We define our Individual Risk segment to include underwriting that involves understanding the characteristics of the original underlying insurance policy. Our Individual Risk segment is managed, effective January 2010, by the Global Chief Underwriting Officer. Our Individual Risk operations seek to identify and write classes of business which we believe to be attractively priced relative to the risk exposure and where our capabilities in modeling, analytical tools and information systems may provide a competitive advantage. In 2009, our crop insurance business was the most significant contributor to the results of our Individual Risk segment, as shown in the table below. We currently expect this relationship to continue in 2010, as a result of factors including expected further softening of market conditions in respect of other lines of primary insurance business we had historically targeted, among other factors.

The following table shows our Individual Risk gross premiums written by major type of business:

Our Individual Risk business is written by RenRe Insurance through its principal operating subsidiaries:

Our principal contracts currently include insurance policies and quota share reinsurance with respect to risks including: 1) crop insurance, which includes multi-peril crop insurance, crop hail and other named peril agriculture risk management products; 2) commercial property, which principally includes catastrophe-exposed commercial property products; 3) commercial multi-line, which includes commercial property and liability coverage, such as general liability, automobile liability and physical damage, building and contents, professional liability and various specialty products; and 4) personal lines property, which principally includes homeowners personal lines property coverage and catastrophe exposed personal lines property coverage.

Our Individual Risk business is currently produced primarily through four distribution channels:

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The following table shows the percentage of our Individual Risk gross premiums written by distribution channel:

We underwrite crop insurance primarily through Agro National, whose business we acquired in 2008 through an asset acquisition, and which previously had been our long-term managing general agent, and through Stonington, which participates in the U.S. federally sponsored MPCI Program. Agro National and Stonington focus on traditional multi-peril crop insurance, crop hail, and other agriculture risk management products, all offered through independent agents. In 2009, our crop insurance business saw an increase in appointed agents, policy count and insured acres, offset by declines in commodity prices used in determining the policy premium. In future periods, while we plan to continue to seek operational expansion of our crop insurance business, we anticipate that our gross premiums written will be impacted by our disciplined underwriting approach and subject to fluctuations from a number of factors including the impact of relevant commodity prices, and the potential changes to the SRA which may come into effect for the 2011 crop insurance underwriting year.

In respect of other lines of business in our Individual Risk segment, we seek to identify and do business with third party program managers and quota share reinsurance cedants whom we believe utilize superior underwriting methodologies. We rely on these third parties for services including policy issuance, premium collection, claims processing, and compliance with various state laws and regulations including licensing. We seek to work closely with these partners, attempting to employ our analytical methodologies and, where appropriate, our expertise in catastrophe risk, to arrive at adequate pricing for the risks being underwritten. We seek to structure these relationships to provide value to both parties and meaningful protections to us. Historically, our strategy relating to third party program manager relationships has been to pursue a relatively small number of relatively large relationships. We launched our commercial insurance operations during 2009.

We actively oversee our third party relationships through a program operations team at RenRe North America Inc. and through the use of proprietary tools such as PACeR. Our program operations team includes professionals from diverse disciplines. This group assists with the initial due diligence as well as the ongoing monitoring of these third parties. Our ongoing monitoring includes periodic audits of our third party program managers and third party administrators. In addition, for our large third party program managers we generally maintain an employee in an underwriting capacity on-site at the program manager to oversee the program manager’s compliance with our prescribed underwriting guidelines. We generally seek to have contractual performance standards for each of our programs and third party administrators whose compensation is subject to adjustment based on meeting these standards. The program operations team audits compliance with our underwriting guidelines and contractually agreed operating guidelines and performance standards. The program operations team also seeks to ensure corrective action is taken quickly to resolve issues identified during the audit process.

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Competition

In our Individual Risk business, we face competition from independent insurance companies, subsidiaries or affiliates of major worldwide companies and others, some of which have greater financial and other resources than we do. Primary insurers compete on the basis of various factors including distribution channels, product, price, service, financial strength and reputation. In our Individual Risk business, we compete not only in respect of the insurance and reinsurance products we offer, but in respect of the contractual relationships with the third party program managers with whom we seek to partner. Increased competition in respect of our products could result in decreased premium rates, less attractive terms and conditions, and a decrease in our share of programs we believe to be attractive. Increased competition in respect of our program manager partners, as to whom we seek to be extremely selective and whose relationship we seek to tightly manage in a disciplined, consistent fashion, could result in less favorable terms and conditions in respect of our contractual arrangements with our partners, the loss of existing program manager relationships, or constrain our ability to add new relationships to our operations. Competition in the crop insurance business is also impacted by changes in the terms of the SRA or other program alterations implemented by the RMA, which could adversely impact the market, and could shift the focus of competition from underwriting and quality services, where we believe our operations to be strong, to other avenues where our ability to compete for customers may be lessened. In addition, there has been a growing trend of insurance and reinsurance companies acquiring third party program managers. Acquisitions of third party program managers with whom we do business by other insurance or reinsurance companies could result in us losing that program manager relationship. Any of the foregoing could adversely impact the prospects for potential growth and for profitability of our Individual Risk segment.

RATINGS

Financial strength ratings are an important factor in respect of the competitive position of reinsurance and insurance companies. Rating organizations continually review the financial positions of our reinsurers and insurers. We continue to receive high claims-paying and financial strength ratings from A.M. Best Co. (“A.M. Best”), Standard & Poor’s Rating Agency (“S&P”), Moody’s and Fitch. These ratings represent independent opinions of an insurer’s financial strength, operating performance and ability to meet policyholder obligations, and are not an evaluation directed toward the protection of investors or a recommendation to buy, sell or hold any of our securities.

Presented below are the ratings of our principal operating subsidiaries and joint ventures by segment and the senior debt ratings and enterprise risk management (“ERM”) rating of RenaissanceRe as of February 10, 2010. See “Management’s Discussion and Analysis of Financial Condition and Results of Operations, Capital Resources, Credit Ratings” for information about recent ratings actions.

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A.M. Best.    “A+” is the second highest designation of A.M. Best’s sixteen rating levels. “A+” rated insurance companies are defined as “Superior” companies and are considered by A.M. Best to have a very strong ability to meet their obligations to policyholders. “A” is the third highest designation assigned by A.M. Best, representing A.M. Best’s opinion that the insurer has an excellent ability to meet its ongoing obligations to policyholders.

In addition, A.M. Best assigns an issuer credit rating (“ICR”) to an entity which is an opinion on the ability of an entity to meet its senior obligations.

On January 29, 2009, A.M. Best affirmed the financial strength rating (the “FSR”) of “A+” (Superior) of Renaissance Reinsurance and Renaissance Europe. A.M. Best also affirmed the ICR of “a-” on the Company’s senior notes. Concurrently, A.M. Best upgraded the FSR to “A” (Excellent) from “A-” (Excellent) for Glencoe, Lantana, Stonington and Stonington Lloyds. Additionally, the FSR of DaVinci was affirmed at “A” (Excellent). The outlook is stable for these ratings.

S&P.    The “AA” range (“AA+”, “AA”, AA-”), which has been assigned by S&P to Renaissance Reinsurance, Renaissance Reinsurance of Europe (“Renaissance Europe”) and Top Layer Re, is the second highest rating assigned by S&P, and indicates that S&P believes the insurers have very strong financial security characteristics, differing only slightly from those rated higher. S&P assigns an issuer credit rating to an entity which is an opinion on the credit worthiness of obligor with respect to a specific financial obligation.

On August 14, 2009, S&P initiated coverage on certain insurance subsidiaries of RenRe Insurance, namely, Glencoe, Stonington, Stonington Lloyd’s and Lantana, assigning a counterparty credit rating (“CCR”) and FSR of A+. The outlook is stable for these ratings.

On January 21, 2009, S&P initiated coverage of Renaissance Europe, assigning a rating of “AA-” for both its CCR and FSR. The outlook on Renaissance Europe is stable.

On December 13, 2007, S&P raised its CCR on RenaissanceRe to “A” from “A-”. At the same time, S&P raised its CCR and FSR on Renaissance Reinsurance to “AA-” from “A+”. In addition, S&P raised its CCR on DaVinci to “A+” from “A”. The outlook is stable for these ratings.

In addition, S&P assesses companies Enterprise Risk Management (“ERM”) practices, which is an opinion on the many critical dimensions of risk that determine overall creditworthiness. RenaissanceRe has been assigned an ERM rating of “Excellent”, which is the highest rating assigned by S&P, and indicates that S&P believes the Company has extremely strong capabilities to consistently identify, measure, and manage risk exposures and losses within the Company’s predetermined tolerance guidelines.

Moody’s.    Moody’s Insurance Financial Strength Ratings and Moody’s Credit Ratings represent its opinions of the ability of insurance companies to pay punctually policyholder claims and obligations and senior unsecured debt instruments. Moody’s believes that insurance companies rated A1, such as Renaissance Reinsurance, and companies rated A3, such as RenaissanceRe, offer good financial security. However, Moody’s believes that elements may be present which suggest a susceptibility to impairment sometime in the future.

On November 2, 2009, Moody’s raised the insurance FSR of Renaissance Reinsurance to A1 from A2 and the senior debt rating of RenaissanceRe to A3 from Baa1. The outlook is stable for these ratings.

Fitch.    Fitch Ratings Ltd. Issuer Financial Strength ratings provide an assessment of the financial strength of an insurance organization. Fitch believes that insurance companies rated “A”, such as Renaissance Reinsurance, have “Strong” capacity to meet policyholders and contract obligations on a timely basis with a low expectation of ceased or interrupted payments. Fitch also provides Long-Term Credit Ratings, used as a benchmark measure of probability of default; these were formerly described as Issuer Default Ratings. RenaissanceRe has been rated “BBB+”, meaning there are currently expectations of low credit risk.

While the ratings of our principal operating subsidiaries and joint ventures within our Reinsurance segment remain among the highest in our business, adverse ratings actions could have a negative effect on our ability to fully realize current or future market opportunities. In addition, it is common for our reinsurance contracts to contain provisions permitting our customers to cancel coverage pro-rata if our relevant operating subsidiary is downgraded below a certain rating level. Whether a client would exercise this right would depend, among other factors, on the reason for such a downgrade, the extent of the downgrade, the prevailing market conditions and the pricing and availability of replacement reinsurance coverage. Therefore, in the event of a downgrade, it is not possible to predict in advance the extent to which this cancellation right would be exercised, if at all, or what

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effect such cancellations would have on the financial condition or future operations, but such effect potentially could be material. To date we are not aware that we have experienced such a cancellation. Our ratings are subject to periodic review and may be revised or revoked by the agencies which issue them.

UNDERWRITING AND ENTERPRISE RISK MANAGEMENT

Underwriting

Our primary underwriting goal is to construct a portfolio of reinsurance and insurance contracts and other financial risks that maximizes our return on shareholders’ equity, subject to prudent risk constraints, and to generate long-term growth in tangible book value per common share plus the change in accumulated dividends. We assess each new (re)insurance contract on the basis of the expected incremental return relative to the incremental contribution to portfolio risk.

Reinsurance

We have developed a proprietary, computer-based pricing and exposure management system, REMS^©. Since inception, we have continued to invest in and improve REMS^©, incorporating our underwriting and modeling experience, additional proprietary software and a significant amount of new industry data. REMS^© has analytic and modeling capabilities that help us to assess the risk and return of each incremental reinsurance contract in relation to our overall portfolio of reinsurance contracts. We combine the analyses generated by REMS^© with other information available to us, including our own knowledge of the client submitting the proposed program, to assess the premium offered against the risk of loss and the cost of consumed capital which the program presents. We utilize a multiple model and multiple risk approach combining both probabilistic and deterministic techniques. The underlying risk models integrated into our underwriting and REMS^© framework are a combination of internally constructed and commercially available models. We use commercially available natural hazard catastrophe models to assist with validating and stress testing our base model and REMS^© results. We continually strive to improve our analytical techniques for both natural hazard and non-natural hazard models in REMS^© and while our experience is most developed for analyzing natural hazard catastrophe risks, we continue to make significant advances in our capabilities for assessing non-natural hazards catastrophe risks.

We believe that REMS^© is a robust underwriting and risk management system that has been successfully integrated into our business processes and culture. Before we bind a reinsurance risk, exposure data, historical loss information and other risk data is gathered from customers. The exposure data is input into the REMS^© modeling system and used as a base to create risk distributions to represent the risk being evaluated. We believe that the REMS^© modeling system helps us to analyze each policy on a consistent basis, assisting our determination of what we believe to be an appropriate price to charge for each policy based upon the risk that is assumed. REMS^© combines computer-generated statistical simulations that estimate event probabilities with exposure and coverage information on each client’s reinsurance contract to produce expected claims for reinsurance programs submitted to us. Operationally, on a deal-by-deal basis, our models employ simulation techniques that have the ability to generate 40,000 years of loss activity. When deemed necessary, we stress test the 40,000 year simulations with simulations of up to 1,000,000 years. At a consolidated level, we routinely utilize simulations of 500,000 years to incorporate investment risk, expense risk and operational risk at a portfolio and risk assuming entity level. For natural hazards, we have modeled certain simulated events in excess of $400 billion in insured losses. From this simulation, we generate a probability distribution of potential outcomes for each policy in our portfolio and for our total portfolio. In part, through the utilization of REMS^©, we seek to compare our estimate of the expected returns in respect of a contract with the amount of capital that we notionally allocate to the contract based on our estimate of its marginal impact on our portfolio of risks. We have also customized REMS^© by including additional perils, risks and geographic areas that may not be captured in the commercially available models.

We periodically review the estimates and assumptions that are reflected in REMS^© and our other tools. For example, in the second half of 2009 we assessed recent U.S. Geological Survey research updates and independently evaluated and revised our assumptions relating to U.S. earthquake risks. In 2005, we revised our assumptions on Atlantic basin hurricane frequency and severity. The publicly available commercial catastrophe models historically base their frequency and severity distributions on the last 100 years of hurricane activity, assuming that this time frame is an appropriate framework on which to base estimates of the hurricane risk to which the insurance industry is exposed. We currently do not believe, based on our review of the scientific literature, private research, and discussions with climatologists, meteorologists and other weather scientists, including those at Weather Predict, that the past 100 years of data is reflective of current climatological risks. In

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particular, we believe there has been an increase in the frequency and severity of hurricanes that have the potential to make landfall in the U.S., potentially as a result of decadal ocean water temperature cyclical trends, a longer-term trend towards global warming, or both or other factors. We started using these revised assumptions in REMS^© to model and evaluate our portfolio of risk in the latter part of 2005, whereas commercially available models did not release updated models until late 2006. The process of updating all of the underlying risk models is continuous, and many of the assumptions involve significant judgment on our part, and further experience or scientific research may lead us to further adjust these assumptions. Changes in our modeled assumptions may impact from time to time the amount of capacity we are prepared to offer.

Our catastrophe reinsurance underwriters use REMS^© in their pricing decisions, which we believe provides them with several competitive advantages. These include the ability:

As part of our risk management process, we also use REMS^© to assist us with the purchase of reinsurance coverage for our own account.

Our underwriting and risk management process, in conjunction with REMS^©, quantifies and manages our exposure to claims from any single catastrophic event and the exposure to losses from a series of catastrophic events. As part of our pricing and underwriting process, we also assess a variety of other factors, including:

In order to estimate the risk profile of each line of non-natural hazard reinsurance (i.e. lines of business within our specialty unit), we establish probability distributions and assess the correlations with the rest of our portfolio. In lines with catastrophe risk, such as excess workers’ compensation and terrorism, we are directly leveraging our skill in modeling for our property catastrophe reinsurance risks, and seek to appropriately estimate and manage the correlations between these specialty lines and our catastrophe reinsurance portfolio. For other classes of business, in which we believe we have little or no natural catastrophe exposure, and therefore less correlation with our property catastrophe reinsurance coverages, we derive probability distributions from a variety of underlying information sources, including recent historical experience, and the application of judgment as appropriate. The nature of some of these businesses lends itself less to the analysis that we use for our property catastrophe reinsurance coverages, reflecting both the nature of available exposure information, and the impact of human factors such as tort exposure. We produce probability distributions to represent our estimates of the related underlying risks which our products cover, which we believe helps us to make consistent underwriting decisions and to manage our total risk portfolio.

Individual Risk

For our catastrophe-exposed business in our Individual Risk segment, we generally seek to utilize proprietary modeling tools similar to those that have been developed in our Reinsurance operations, as described above. We have modified these tools to create proprietary ways to price and understand risk on a primary insurance level. We also combine these analyses with those of our Reinsurance segment to monitor our aggregate group catastrophic exposures. Although we have made significant investments in our systems, tools and procedures for our Individual Risk operations, we do not believe these to be as developed as our underwriting systems for our Reinsurance operations.

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For the business produced through third party program managers, we combine an evaluation process with ongoing periodic auditing and monitoring for those program managers that we utilize. When evaluating a potential new program manager, we consider numerous factors including: (i) whether the program manager can provide and help us analyze historic loss and other business data; (ii) whether the program manager has the ability to provide us with appropriately detailed information about the risks being assumed so that we can adequately analyze and model the portfolio; (iii) whether the program manager will agree to accept a portion of their compensation based on the underwriting performance of their program and provide us with the other terms and conditions we require; (iv) whether the program manager has the infrastructure to process the business produced for us; (v) our assessment of the integrity and experience of the program manager’s management team; (vi) the potential profitability of the program to us; and (vii) the availability of our internal resources to appropriately execute transaction terms, and provide the ongoing monitoring we require. In considering pricing for the products to be offered by the program manager, we evaluate the expected frequency and severity of losses, the costs of providing the necessary coverage (including the cost of administering policy benefits, claims handling expenses, sales and other administrative and overhead costs), and the necessity of third party reinsurance. All of these factors are evaluated to develop both a stand-alone view on expected profitability over the life of the program, as well as the marginal effect on the overall portfolio of risk being assumed by the Company.

We provide our third party program managers with written underwriting guidelines and seek to regularly monitor their compliance with our guidelines. Also, our contracts generally provide that a portion of the commission payable to our third party program managers will be on a retrospective basis, which is intended to permit us to adjust commissions based on our profitability and claims experience as they develop. We rely on our third party program managers to perform underwriting pursuant to these contractual guidelines, and believe we benefit from their proximity to the customer, developed distribution channels and expertise in niche areas.

In addition to utilizing REMS^© within our Individual Risk operations, we have developed a proprietary information management and analytical database, PACeR. All policy, claims and risk data for each program is housed within this database. We use this data for a range of activities, including but not limited to exposure-weighted price monitoring, peak zone exposure management, predictive analytics, actuarial analyses, new product development, claims operations management, and accounting. By compiling this detailed data over time we hope to create a competitive advantage.

In our crop insurance business, we have invested in an experienced team of crop, commodity and economic analysts who have developed proprietary tools to manage risk, pricing and exposure in this business. These proprietary tools are constructed from databases that involve a comprehensive set of historical profit and loss experience data developed at a crop, state, and in some cases, county and farm level of detail. We augment this with stochastic simulation techniques similar to those used in our property catastrophe reinsurance business and also incorporate proprietary weather forecast information to support our efforts to build a portfolio of risks we estimate to have a likelihood of producing attractive returns based on modeled outcomes.

Enterprise Risk Management

We have sought to develop and utilize a series of tools and processes that support a robust system of ERM within our organization. We consider ERM to be a key process, managed by our senior executive team under the oversight of our Board of Directors, and implemented by personnel from across our organization. We believe that ERM helps us to identify potential events that may affect us, to quantify, evaluate and manage the risks to which we are exposed, and to provide reasonable assurance regarding the achievement of our objectives. We believe that effective ERM can provide us with a significant competitive advantage. We also believe that effective ERM assists our efforts to minimize the likelihood of suffering financial outcomes in excess of the ranges which we have estimated in respect of specific investments, underwriting decisions, or other operating or business activities. We believe that our risk management tools support our strategy of pursuing opportunities and help us to identify opportunities that we believe to be the most attractive. In particular, we utilize our risk management tools to support our efforts to monitor our capital position, on a consolidated basis and for each of our major operating subsidiaries, and to allocate an appropriate amount of capital to support the risks that we have assumed in the aggregate and for each of our major operating subsidiaries. We believe that our risk management efforts are essential to our corporate strategy and our goal of achieving long-term growth in tangible book value per share plus the change in accumulated dividends for our shareholders.

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Our ERM framework comprises three primary areas of focus, as set forth below:

Embedded within our consideration of assumed risk is our management of the Company’s aggregate risk profile. In part through the utilization of REMS^© and our other systems and procedures, we seek to analyze our in-force aggregate assumed risk portfolio on a daily basis. We believe this capability helps us to manage our aggregate exposures, as well as to rigorously analyze individual proposed transactions and evaluate them in the context of our in-force portfolio. This aggregation process captures line of business, segment and corporate risk profiles, calculates internal and external capital tests and explicitly models ceded reinsurance. Generally, additional data is added quarterly to our aggregate risk framework to reflect updated or new information or estimates relating to matters such as interest rate risk, credit risk, capital adequacy and liquidity. This information is used in day-to-day decision making for underwriting, investments and operations and is also reviewed quarterly from both a unit level and in respect of our consolidated financial position.

Identification and monitoring of business environment risk and operational risk is coordinated by senior personnel including our Chief Financial Officer (“CFO”), General Counsel and Chief Compliance Officer (“CCO”), Corporate Controller and Chief Accounting Officer (“CAO”), Chief Administrative Officer, Chief Risk Officer (“CRO”) and Internal Audit, utilizing resources within the Company.

In an effort to identify and reduce operational and regulatory risk, we have significantly enhanced our control environment and have added additional finance, legal and back-office resources, to keep pace with the rate of growth experienced by the Company and will continue to do so in the future as appropriate. For example:

Although financial reporting is a key area of our focus, other operational risks are addressed through our disaster recovery program, human resource practices such as motivating and retaining top talent, and our strict compliance with legal and tax protocols.

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Controls and Compliance Committee.    We believe that a key component of our current operational risk management platform is our Controls and Compliance Committee. The Controls and Compliance Committee is comprised of our CFO, CCO, CAO, Chief Administrative Officer, CRO, staff compliance professionals and representatives from our business units. The purpose of the Controls and Compliance Committee is to establish, assess the effectiveness of, and enforce policies, procedures and practices relating to accounting, financial reporting, internal controls, regulatory, legal, compliance and related matters, for ensuring compliance with applicable laws, regulations, the Company’s Code of Ethics and Conduct, and other relevant standards. In addition, the Controls and Compliance Committee is charged with reviewing certain transactions that potentially contain complex and/or significant underwriting, tax, legal, accounting, regulatory, reputational or compliance issues.

Ongoing Development and Enhancement.    We frequently seek to accurately capture, reflect and categorize risks we monitor in part through quantitative risk distributions, even where we believe that such quantitative analysis is not as robust or well developed as our tools and models for measuring and evaluating other risks, such as catastrophe and market risks. We also seek to improve the methods by which we measure risks. We believe effective risk management is a core attribute of our culture and is a continual process that requires ongoing improvement and development. We seek from time to time to identify new best practices or additional developments both from within our industry and from other sectors. We believe that our ongoing efforts to embed ERM throughout our organization are important to our efforts to produce and maintain a competitive advantage to achieve our corporate goals.

GEOGRAPHIC BREAKDOWN

Our exposures are generally diversified across geographic zones, but are also a function of market conditions and opportunities. The Company’s largest exposure has historically been to the U.S. and Caribbean property catastrophe market, which represented 47.2% of the Company’s gross premiums written for the year ended December 31, 2009. A significant amount of our U.S. and Caribbean premium provides coverage against windstorms, mainly U.S. Atlantic hurricanes, as well as earthquakes and other natural and man-made catastrophes. The following table sets forth the percentage of our gross premiums written allocated to the territory of coverage exposure:

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RESERVES FOR CLAIMS AND CLAIM EXPENSES

We believe the most significant accounting judgment made by management is our estimate of claims and claim expense reserves. Claims and claim expense reserves represent estimates, including actuarial and statistical projections at a given point in time, of the ultimate settlement and administration costs for unpaid claims and claim expenses arising from the insurance and reinsurance contracts we sell. We establish our claims and claim expense reserves by taking claims reported to us by insureds and ceding companies, but which have not yet been paid (“case reserves”), adding the costs for additional case reserves (“additional case reserves”) which represent our estimates for claims previously reported to us which we believe may not be adequately reserved as of that date, and adding estimates for the anticipated cost of claims incurred but not yet reported to us (“IBNR”).

The following table summarizes our claims and claim expense reserves by line of business and split between case reserves, additional case reserves and IBNR at December 31, 2009 and 2008:

Our gross claims and claim expense reserves decreased $458.6 million in 2009, from $2.2 billion at December 31, 2008 to $1.7 billion at December 31, 2009, as shown in the table above. The decrease was driven by $284.2 million of claims and claims expenses incurred during 2009, including $548.2 million of current accident year claims and claim expenses, which was more than offset by a $264.0 million reduction of prior accident year claims and claim expenses and $742.8 million of paid losses during 2009. The paid losses in 2009 include $183.9 million of losses on current accident year claims and claim reserves and $558.9 million on prior accident year claims and claims expense reserves.

Our estimates of claims and claim expense reserves are not precise in that, among other matters, they are based on predictions of future developments and estimates of future trends and other variable factors. Some, but not all, of our reserves are further subject to the uncertainty inherent in actuarial methodologies and estimates. Because a reserve estimate is simply an insurer’s estimate at a point in time of its ultimate liability, and because there are numerous factors which affect reserves and claims payments that cannot be determined with certainty in advance, our ultimate payments will vary, perhaps materially, from our estimates of reserves. If we determine in a subsequent period that adjustments to our previously established reserves are appropriate, such adjustments are recorded in the period in which they are identified. During the year ended December 31, 2009, changes to prior year estimated claims reserves increased our net income by $244.5 million (2008 – $234.8 million, 2007 – $233.2 million), excluding the consideration of changes in reinstatement premium, profit commissions, redeemable noncontrolling interest – DaVinciRe and income tax expense.

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Our reserving methodology for each line of business uses a loss reserving process that calculates a point estimate for the Company’s ultimate settlement and administration costs for claims and claim expenses. We do not calculate a range of estimates. We use this point estimate, along with paid claims and case reserves, to record our best estimate of additional case reserves and IBNR in our financial statements. Under GAAP, we are not permitted to establish estimates for catastrophe claims and claim expense reserves until an event occurs that gives rise to a loss.

Reserving for our reinsurance claims involves other uncertainties, such as the dependence on information from ceding companies, which among other matters, includes the time lag inherent in reporting information from the primary insurer to us or to our ceding companies and differing reserving practices among ceding companies. The information received from ceding companies is typically in the form of bordereaux, broker notifications of loss and/or discussions with ceding companies or their brokers. This information can be received on a monthly, quarterly or transactional basis and normally includes estimates of paid claims and case reserves. We sometimes also receive an estimate or provision for IBNR. This information is often updated and adjusted from time-to-time during the loss settlement period as new data or facts in respect of initial claims, client accounts, industry or event trends may be reported or emerge in addition to changes in applicable statutory and case laws.

We recorded $586.3 million of gross claims and claim expenses incurred in the third quarter of 2008 as a result of losses arising from hurricanes Gustav and Ike which struck the United States (“U.S.”) in the third quarter of 2008. Our estimates of losses from hurricanes Gustav and Ike are based on factors including currently available information derived from the Company’s preliminary claims information from certain customers and brokers, industry assessments of losses from the events, proprietary models, and the terms and conditions of our contracts. Given the magnitude and relatively recent occurrence of these events, as well as the large storms of 2005, including hurricane Katrina, meaningful uncertainty remains regarding total covered losses for the insurance industry and, accordingly, several of the key assumptions underlying our loss estimates. In addition, our actual net losses from these events may increase if our reinsurers or other obligors fail to meet their obligations. Our actual losses from these events will likely vary, perhaps materially, from these current estimates due to the inherent uncertainties in reserving for such losses, including the preliminary nature of the available information, the potential inaccuracies and inadequacies in the data provided by customers and brokers, the inherent uncertainty of modeling techniques and the application of such techniques, the effects of any demand surge on claims activity and complex coverage and other legal issues.

Because of the inherent uncertainties discussed above, we have developed a reserving philosophy which attempts to incorporate prudent assumptions and estimates, and we have generally experienced favorable net development on prior year reserves in the last several years. However, there is no assurance that this will occur in future periods.

Our reserving techniques, assumptions and processes differ between our Reinsurance and Individual Risk segments, as well as between our property catastrophe reinsurance and specialty reinsurance businesses within our Reinsurance segment. Refer to our “Claims and Claim Expense Reserves Critical Accounting Estimates” discussion in “Item 7. Management’s Discussion and Analysis of Financial Condition and Results of Operations” for more information on the risks we insure and reinsure, the reserving techniques, assumptions and processes we follow to estimate our claims and claim expense reserves, and our current estimates versus our initial estimates of our claims reserves, for each of these units.

The following table represents the development of our GAAP balance sheet reserves for December 31, 1999 through December 31, 2009. This table does not present accident or policy year development data. The top line of the table shows the gross reserves for claims and claim expenses at the balance sheet date for each of the indicated years. This represents the estimated amounts of claims and claim expenses arising in the current year and all prior years that are unpaid at the balance sheet date, including additional case reserves and IBNR reserves. The table also shows the re-estimated amount of the previously recorded reserves based on experience as of the end of each succeeding year. The estimate changes as more information becomes known about the frequency and severity of claims for individual years. The “cumulative redundancy on net reserves” represents the aggregate change to date from the indicated estimate of the gross reserve for claims and claim expenses, net of losses recoverable on the second line of the table. The table also shows the cumulative net paid amounts as of successive years with respect to the net reserve liability. At the bottom of the table is a reconciliation of the gross reserve for claims and claim expenses to the net reserve for claims and claim expenses, the gross re-estimated liability to the net re-estimated liability for claims and claim expenses, and the cumulative redundancy on gross reserves.

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With respect to the information in the table below, it should be noted that each amount includes the effects of all changes in amounts for prior periods, including the effect of foreign exchange rates.