Modern Insurance Magazine Issue 56

ISSUE
56
ISSN 2515-3803
Open Your Eyes
Breaking
Bread
with Barbara Schönhofer MBE.
WALK THE
TALK
with Lisa Meigh
Dive In 2022:
Is Burnout
the New Normal?
INSUR.TECH.
TALK
Insurtech Insights
2022 Contributors Media Partners

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WELCOME
Hello readers - and welcome to Issue 56 of Modern Insurance
Magazine! In this edition, we are looking at Diversity, Equity and
Inclusion (DE&I) within the insurance sector.
How do we embrace it, how do we measure it, and how do we hold
ourselves accountable in the drive to make our workplace and our
wider world accessible and welcoming for all?
To begin, Inclusive Employers provide their useful insight into how businesses and
organisations can measure Diversity, Equity and Inclusion within their workplace
cultures (p.8). I am also delighted to present two astute, engaging and informed
interviews relevant to the theme of this issue, from Lord Simon Woolley, Founder
of Operation Black Vote (p.12), and Barbara Schönhofer MBE, Founder and Chair
of the ISC Group (p.14).
Amelia Barlow, Editor
As always, you will discover several unique contributions from our in-house
editorial board of specialists, with a number of thought leadership articles
dissecting current hot topics from all corners of the industry. I am also delighted to
showcase a set of exclusive feature articles on the topic of DE&I, from Lisa Meigh,
People Director at Covéa Insurance (p.45) and Carolyn Blunt, Growth & Client
Success Director at Davies (p.47).
On p.51, you can find our latest Medical and Rehabilitation Roundtable Forum, with
vital input from key players in the sector including Mind Right, Fletchers Solicitors,
Frenkel Topping, Ottobock and Stokes Case Management.
Finally, this issue returns with the fifth edition of INSUR.TECH.TALK, in partnership
with Insurtech Insights. This is where we hone in on trailblazers from the sector,
sharing observations through a series of interviews and editorial board-style
articles to bring you the very latest news and insights from the insurtech world.
I wish you all the very best as the colder nights draw in, and hope that you find
some valuable food for thought within the pages of our latest issue.
Stay safe, and until next time - happy reading!
Rachael Pearson, Project Manager
Amelia
Amelia Day Barlow,
Modern Insurance Magazine.
amelia@charltongrant.co.uk
ISSUE 56
ISSN 2515-3803
Editor
Amelia Barlow
Project Manager & Events Sales
Rachael Pearson
Modern Insurance Magazine
is published by Charlton Grant Ltd ©2022
All material is copyrighted both written and illustrated. Reproduction in part or whole is strictly
forbidden without the written permission of the publisher. All images and information is collated
from extensive research and along with advertisements is published in good faith. Although the
author and publisher have made every effort to ensure that the information in this publication
was correct at press time, the author and publisher do not assume and hereby disclaim any
liability to any party for any loss, damage, or disruption caused by errors or omissions, whether
such errors or omissions result from negligence, accident, or any other cause.
MODERN INSURANCE | 3

CONTENTS
MAGAZINE
12 14 45
INSIGHT
EDITORIAL BOARD
FEATURES
8 Inclusive Employers:
How should Diversity and
Inclusion be measured in
the workplace?
Measuring diversity and inclusion
can be challenging, but it will offer
vital and important data which can
be used to drive real change within
your organisation.
INTERVIEWS
12 Simon Says: ‘Own Your
Leadership Space’
From tackling the democratic
deficit with Operation Black Vote,
to making headlines as the first
Black male to become Principal of
an Oxbridge college, Lord Simon
Woolley draws upon his experience
in conversation with Modern
Insurance Magazine to discuss the
vital importance of diversity and
racial justice in business.
14 Barbara Schönhofer MBE.
The impact of an inclusive
community can be a powerful
thing. In this issue of Modern
Insurance Magazine, we were
delighted to sit down with Barbara
Schönhofer MBE to discuss the
revival of intimate supper clubs,
the importance of safe spaces, and
the future of Diversity, Equity and
Inclusion within the insurance and
financial services sector.
17
33
Find out what our panel
of experts have to say
in this edition of Modern
Insurance Magazine.
SECTOR SOAPBOX
45
47
Modern Insurance’s panel
of resident associations
outline the burning issues
in insurance.
FEATURES
Walk the Talk, with
Lisa Meigh
Modern Insurance Magazine got
together with Lisa Meigh, People
Director at Covéa Insurance, to
discuss what DE&I initiatives look
like in practice, and to look at
the true value behind a sense of
belonging and inclusion at work.
Balancing Diversity
and Inclusion with
Recruitment and
Apprenticeship
Programmes
49
57
Building a diverse workforce in the
insurance industry can be tricky,
especially during such challenging
times for the recruitment sector.
Nevertheless, a multitude of
factors can help you to successfully
encompass your Diversity and
Inclusion (D&I) policy in any
recruitment project. Carolyn Blunt,
Growth & Client Success Director at
Davies, is here to tell us more.
I Love Claims Celebrates
MGA Breakthrough Event
A new name joined the insurance
events sector in October when the
MGA Claims Conference was held
in London with resounding success
Just a Thought from Eddie
Longworth
The Claims Function is Not
Delivering
In this edition’s Just a Thought,’
Eddie Longworth looks at gender
balance within the industry, and
tells us how ESG incentives are
the key to unlock inclusivity and
balance within the workplace.
Disclaimer: Our publications contain advertising material submitted by third parties. Each individual advertiser is solely responsible for the content of its advertising material.
We accept no responsibility for the content of advertising material, including, without limitation, any error, omission or inaccuracy therein. We do not endorse, and are not
responsible or liable for, any advertising or products in such advertising, nor for any any damage, loss or offence caused or alleged to be caused by, or in connection with, the
use of or reliance on any such advertising or products in such advertising.
4 | MODERN INSURANCE

47 60 67
FEATURES
Insur.Tech.Talk and Editorial Board
60
51
Dive In Festival 2022: Is
burnout the new normal?
Strategies for Wellbeing
in an ‘Always On’ Culture.
On 28th September, as part of
the biggest Dive In Festival yet,
burnout was an integral area of
interest for the event’s organisers.
Sarah Sparks, an award-winning
coach, author and speaker, draws
on her own experiences and
writes about how organisations
can prevent burnout within their
workforce.
IN DISCUSSION
Medical and Rehabilitation
Roundtable Forum
In this discussion, we aim to
highlight the ever-changing world
of rehabilitation and how we can
work together as an industry to
help patients achieve their goals
after an injury.
10 MINS WITH
59 10 minutes with…
Lynn Cuffley, Senior Director,
Marketing Communications at
Crawford & Co.
66 Welcome
Bradley Collins,
Chief Commercial Officer,
Insurtech Insights
67
68
AXA Retail
Tara Foley, CEO of AXA Retail
Munich Re
Dr. Fabian Winter,
Group Chief Data Officer at
Munich Re
69 EIS
Anthony Grosso,
CMO of EIS
70 Zego
Sten Saar, CEO of Zego
71 Aon
Marguerite Soeteman-
Reijnen, Chairman Executive
Board, Aon Holdings
72
Arma Karma
Ben Smyth, CEO, Arma Karma
Revolut
Balázs Gáti, Global Head of
Insurance, Revolut
73 BIMA
Mathilda Strom, Co-Founder &
Deputy CEO, BIMA
WTW
Pardeep Bassi, Global
Proposition Leader – Data Science,
WTW
75 Insur.Tech.Talk
Editorial Board
Experts from within the Insurtech
sector and beyond share their
unique insights. In this issue, we
look at balancing automation with
customer satisfaction, the concept
of ‘digital transformation’, and how
new signals point to technology
as a solution to address economic
concerns.
INSUR.TECH.TALK BOARD
MODERN INSURANCE | 5

17
19
21
CONTENTS
Capacity management requires
a digital solution
Wayne Mason-Drust, Managing Director, Accident
Express.
Collaboration is key in order
to share the pressure and
expectation to achieve greener
targets.
Jim Loughran, CEO, e2e Total Loss Vehicle
Management
How do we manage sustained
supply chain disruption?
James Roberts, Business Development Director,
Insurance, Europcar Mobility Group UK
What new digital products or
innovations do you see coming
to the forefront in the next six
months?
Lior Koskas, CEO at Digilog UK Ltd.
How do you raise awareness of
Diversity, Equity and Inclusion
within your company ethos,
and how does this set you apart
from others?
Andrew Chandler, Sales Director, FMG
23
25
27
How can we maintain high levels
of customer satisfaction through
a longer repair journey?
Hayley Thomas, Commercial Director, Motor Repair
Network
How can innovative technology
or Insurtech play a part in
improving accessibility for
customers?
Paul Snowden, Head of Consulting and Services,
Robertson and Co
Breaking Down Barriers
Lisa Bartlett, President, UK & Ireland at Crawford
and Company.
Fraud and GAP Insurance –
We Need to Take Action
Donna Emmett, Associate Director – Desktop
Investigations, RGI Solutions
How can leaders within the
insurance sector use their
influence to embrace meaningful
and progressive diversity?
Dan Cicchetti, Senior Director, Client Engagement,
LexisNexis Risk Solutions, Insurance UK and Ireland
EDITORIAL BOARD CONTRIBUTORS
6 | MODERN INSURANCE

EUROPCAR
NEW BRAND BLOCK
Color gradient background
File: 20151645E
Date: 7/10/2015
AC/DC validation :
Client validation :
How is the continued
acceleration of electric vehicle
sales increasing concerns in
the aftermarket and recovery
sectors?
Mick Jennings, Managing Director, NWVA
35
How
29 equity are within you demonstrating
your organisation, 37
31
and what measures do you
have in place to bridge the
generational gap?
Sarah Pickerill, Head of People, Carpenters Group
Diversifying Our Personnel
Dave Sargeant, Managing Director, Gemini ARC
Diversity and Inclusion – our
differences make us successful
Dr. Natalie Wong, Marketing & Communications
Executive at BASF Automotive Refinish UK &
Ireland
Going Above and Beyond
Chris McKie, Managing Director at Vizion Network
Limited
39
41
43
SECTOR SOAPBOX
BIBA - Pam Quinn, Head of Communications at
the British Insurers Brokers’ Association
ABI - Ben Howarth, Chief Sustainability Officer
at the Association of British Insurers
CII - Alan Vallance, Chief Executive of the
Chartered Insurance Institute
MGAA - Mike Keating, CEO of the Managing
General Agents’ Association
MASS - Sue Brown, Chair of the Motor Accident
Solicitors Society
CHO - Anthony Hughes, Chairman and CEO of
the Credit Hire Organisation
APIL - John McQuater, President of the
Association of Personal Injury Lawyers
FOIL - Stuart Hardy, President of the Forum of
Insurance Lawyers and Partner at Clyde & Co.’
NBRA -Chris Weeks, Executive Director at the
National Body Repair Association
MODERN INSURANCE | 7

INSIGHT
How should
Diversity and
Inclusion be
measured
in the
workplace?
Measuring diversity and inclusion
can be challenging, but it will offer
vital and important data which can
be used to drive real change within
your organisation. Carol Buchanan,
Inclusive Employers’ Senior Inclusion
and Diversity Consultant, explains
the importance of monitoring D&I,
and how inclusion survey tools can
be the first practical step.
8 | MODERN INSURANCE

INSIGHT
Whilst inclusion is fundamental to business performance,
it’s always been hard to objectively define because it
relates to emotions, thoughts, feelings and attitudes
Qlearsite, 2022
There are growing levels of unrest in
the DE&I space, where marginalised
groups are calling out their organisation’s
approaches as performative, lacking in
substance and impact. So, all businesses
must ask themselves; are we taking action
to become more inclusive? Are we getting
the results we expected? Are we struggling
even to begin measuring diversity and
inclusion within our organisation?
When we review how much diverse talent
we have, or how diverse talent is moving
through our organisation, we are measuring
diversity. Measuring this way is an
important starting point when it comes to
understanding your organisational makeup
and tracking changes.
However, it fails to give a meaningful
measure into the reasons why.
• Why don’t we reflect our customer base?
• Why aren’t we attracting more diversity?
• Why are we losing diverse talent?
• Why aren’t we seeing more diversity in
senior roles?
While diversity is measurable - and those
numbers can help you to identify key
trends and issues - the diversity numbers
alone don’t tell the whole story. They
won’t answer your ‘why’. And without your
why, you don’t have a steer with which to
effectively course correct.
The importance of measuring
inclusion in the workplace
Diversity and inclusion measures are crucial
to seeing the impact of the work you’re
doing, or where you need to improve. There
is evidence to support this – inclusion is a
key driver of organisational performance.
It underpins the environment needed
to benefit from diverse thinking and
backgrounds. But it can also be challenging
to measure.
One way to measure inclusion is to identify
the differences in the lived experience
of employees in marginalised groups
compared to those in majority groups.
Understanding those differences can lead
you towards the right inclusion growth
interventions for your organisation. Every
D&I professional will tell you that there’s
always lots which can be done. The tricky
part comes down to choosing what to do in
order to have the biggest impact.
Gathering measurable insight into why
marginalised groups aren’t thriving as well
as majority groups will inform better D&I
choices, particularly as most organisations
have limited relevant resources available.
Also, taking action that doesn’t deliver
meaningful change can have unintended
consequences. Majority groups might
feel that lots of time is being invested in
inclusion and diversity which they don’t
see as beneficial to them, and marginalised
groups become easily disengaged as
they come to see actions as merely
performative. A lose, lose scenario.
How to measure inclusion in the
workplace
However, there are a number of ways to
quantify employee voice and understand
inclusion measurement.
• If you have good diversity demographic
data, you can apply this to existing
listening strategies – like using it
to categorise feedback from an
engagement survey or pulse surveys.
This is a good approach to getting highlevel
insight, but it can lack depth.
• Focus groups can bring depth by
listening to employee feedback directly.
They need a solid structure to objectively
sort and prioritise feedback. When using
this approach, it’s important to ensure
that you don’t assume the feedback of
one or two represents that of many.
• Triangulation is a good method to add
rigour, where a theme is only included
when it has been raised three or more
times.
Listen to what your organisation
is saying
Once the survey findings are in, focus
groups are a great way to dig deeper, to
explore the root of differences in lived
experience and gather employees’ own
ideas together for change. This dual
approach represents the employee voice
much more effectively than speaking to
a small number of people from a diverse
group.
Understanding the barriers to
effective inclusion measurement
Trust is also a big issue in gathering
inclusion and diversity data. Given that
most organisations become whiter, more
neurotypical, non-disabled, straight, and
male as roles become more senior, it isn’t
surprising that most people feel hesitant to
share any information that highlights their
differences. Add a lack of role models to
the very real experience of bias that many
in our society face, and it’s a recipe for low
disclosure rates when it comes to gathering
diversity data.
However, there are ways to overcome
these barriers and build trust. A big factor
involves clarity about what you will do
with the data, and how it will be used.
Assurances of privacy also help, as does
using an external organisation to provide
anonymity when creating an environment
in which people feel safe to share.
MODERN INSURANCE | 9

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INSIGHT
What to do after measuring
inclusion in the workplace
Getting to your desired outcome is the
first step to take when using our inclusion
survey tool. A few more steps are needed
to ensure you’re investing time in the right
places to deliver change. Once you have
the outcome of your work, the first job is to
complete any further clarification. Explore
any gaps that the survey highlights.
This will be dependent on your
organisation’s results, but here are some
examples:
• Do South Asian employees feel less
able to be themselves in the operational
team?
• Do women find the career progression
process less transparent than men?
• Do disabled employees feel less
supported to develop their skills?
Explore those gaps and deepen your
knowledge of the organisational
behaviours or barriers behind them. Once
you understand the barriers, engage
impacted groups and anyone with
specialist skills to help you think through
the right approach. Then you can get to
work, safe in the knowledge that your
efforts are underpinned by solid insights.
This quantifies inclusion by identifying the
differences in lived experiences across
both majority and marginalised groups
to measure D&I within your organisation
effectively.
What else can be done to
improve how we measure
Diversity and Inclusion?
How Inclusive Employers can help
inclusion measurement
Consider a workplace inclusion
accreditation
An inclusion accreditation, such as
the Inclusive Employers Standard,
measures the effectiveness of your D&I
practices against the six pillars of inclusion.
As part of the process, participating
organisations receive detailed feedback
and the option of a face-to-face meeting,
including practical advice to progress your
work in this field.
Explore training and consultancy
Seek support with focus groups, policy
and practice review, consultancy and
benchmarking as you use the results of
inclusion measurement to implement
positive change. An Inclusive Employers’
membership will also support you with
every step of your inclusion journey, from
measuring inclusion through to using the
results to create change. Our inclusion
survey tool also allows businesses and
organisations to gain insight across
both protected and non-protected
characteristics in a way that can be tailored
to your organisation’s priority areas.
About Inclusive Employers
Established in 2011, Inclusive Employers are
experts on workplace inclusion.
We are the first and leading membership
organisation for employers who are
committed to prioritising inclusion and
creating truly inclusive workplaces. In
inclusive workplaces all employees are
valued and contribute towards the success
of their organisation.
At Inclusive Employers, we offer
consultancy to our members and nonmembers.
If you’re interested in a
consultancy partnership to help with the
feeling of belonging, or something else, get
in touch today.
Carol Buchanan,
Senior Inclusion and Diversity Consultant
at Inclusive Employers
MODERN INSURANCE | 11

INTERVIEWS
Simon Says:
‘OWN YOUR
LEADERSHIP
SPACE’
Lord Simon Woolley
knows a thing or two about
advocating for equality.
From tackling the democratic
deficit with Operation Black
Vote, to making headlines
as the first Black male to
become Principal of an
Oxbridge college, Lord Simon
draws upon his experience
in conversation with Modern
Insurance Magazine to
discuss the vital importance
of diversity and racial justice
in business.
QHi Simon, great to meet you!
First of all, I’d like to start by
looking at the context of your
upbringing in relation to the social
landscape of the time. You were born
in Leicester in the 1960’s, a city like
many which was divided back then,
particularly in terms of class and racial
disparity. What did these formative
years teach you, and how have these
values stuck with you in both your
personal and professional life?
AThey really were formative
years, back in the late 1960’s
and particularly the 1970’s.
These were years in which I was
developing as a child into a teenager,
a family setup in which I was fostered
and then adopted by white parents - a
Welsh mother and an Irish father. The
family unit was a unit of love but also a unit
of working-class work ethic, on a council
estate at a time when there were miners
strikes for example, which led to frequent
blackouts. And you soon become aware of
other things raging, too. For example, there
were skinheads on the streets - and some
of them were real animals, real thugs. They
would look for black and brown people
to beat up, and I remember witnessing an
elderly Sikh gentleman being beaten to
the ground on one occasion, just because
of the colour of his skin. When you’re a
kid at ten or eleven years of age, and you
see an adult being hurt like that - violence
like that, it stays with you. You’re taught
very early on that you can be targeted
and hated for no other reason than the
pigmentation of your skin.
Those formative years exposed me to an
unequal world - a world of terror, on one
level. But those experiences also forced
me to ask, how do you survive? How do
you thrive? Being working class on the
estate, my friends and I always looked for
something that would give us an edge,
something that would make us money.
So, from the age of eleven I knew how to
hustle. I was a ticket tout outside Filbert
Street Football Ground, buying and selling
tickets. When you’re twelve or thirteen
years old, if you’ve got money in your
pocket, you’ve got dignity. You’ve got
respect. And even more than that, you
quickly learn that you don’t have a safety
net, and so success is down to you and
you alone. You’ve got to have a side hustle
to be respected, and this brings with it a
good set of values, decent values; because
despite the challenges, you want to be
driven and you want to work hard. These
things soon become second nature.
QTell me more about the spark
that encouraged you to set up
Operation Black Vote back in
1996. How do you measure the success of
this movement since its inception?
AWell, I’d given up a well-paid
job in order to be educated. I
went to University when I was
27 - which was fairly late back then - and
part of my degree allowed me to travel
abroad. I was studying Spanish, and so I
had the opportunity to live and study in
Columbia. Guatemala, Ecuador; all of these
Latin American and Southern American
countries were in turmoil at the time. But I
saw that these people were fighting, often
with their life, for dignity and respect.
I came back with the realisation that it
really is a noble thing to fight for justice.
I also realised that most people in life
are driven along as passengers, but you
don’t have to be. You can be a driver, but
you have to own it. When you own it you
can push back - you can do things for
the community and for others. People
were dying for the ability to be at the
12 | MODERN INSURANCE

INTERVIEWS
helm of their own lives and take control.
We said back then, the only way you
can hold people to account is through
understanding power - how it works and
where it lies. We weren’t saying ‘we win,
you lose’. We were saying ‘we win, we all
win’. We’re beating injustice.
It was - and still is - a noble cause for
societal justice and equality. There were
four Black, Asian and Minority Ethnic MPs
when we started out. Now there are sixtyfour.
This was also the first time in British
history that we’ve had a Chancellor of the
Exchequer of African descent, and nobody
batted an eyelid. I think that speaks
volumes about our progress.
QThere’s still a long way to go
in relation to promoting racial
inclusion in the UK. Looking
more towards the corporate sphere,
what ethnicity gaps do you feel need
a real focus these days within large
organisations?
AAll businesses - whether they are
big, medium or small businesses -
really must think about how they
can be the best, and I would argue that
a key ingredient towards achieving this
would be by embracing diversity. Diversity
of ideas, diversity of people, diversity of
the different social stratas. If you use the
analogy of a football team; you can’t have
eleven goalkeepers, or eleven strikers. You
have to have diversity if you want to be the
best team in the world, and it is the same
with business. Wherever you want energy,
creative dynamism and success, diversity
is that key, and to think that brilliance or
excellence only resides amongst privileged
white men – really? You can find all of these
things in council estates up and down the
country! So, the real question to ask is this:
are we providing the pathways for people
to fulfil their dreams? Are we helping
people, and facilitating people, to unleash
their potential talent? When you do that,
you will be the be the best in business.
QSo, how can we hold business
leaders and boardroom executives
accountable for ensuring there is
racial justice within their organisations?
AParticularly since the death of
George Floyd, there’s been a lot of
respite and reflection around what
our boardrooms look like. For instance,
a lot of companies initially aligned with
the sentiments of the Black Lives Matter
movement, speaking openly about their
values and ethics around racial justice. Sure,
there are plenty that talk the talk - but few
walk the walk.
So, when we see racial justice as central to
the values of an organisation, we have to
probe further by asking, is it central to their
doing? Values are empty values until they
are actioned, and companies have to be the
ones to hold themselves accountable for
this. It’s not up to us, it’s up to them. They
are the ones that need to be responsible
for looking at what is being said versus
what is being done. It mustn’t be carried
out on a charitable endeavour, or on
favours. Do yourself a favour! Be genuine in
your desire to make your company the best
it can be’.
You can even be selfish in your drive for
diversity, because there’s a self-interest
argument. New, fresh talent will only
choose companies where they know that
they can flourish; where they will be valued
and encouraged to progress. They will
have a choice, and they will not choose a
company where the boardroom looks like
the 1950’s, or where the set of values stays
on a shelf and isn’t evident in the actions
taken on a day-to-day basis. Graduates,
fresh talent, they will stay away from those
companies. So, in the end, self-interest
ought to prevail in allowing more senior
people to embrace the potential that
diversity holds.
QIn that case, how would you
advise others to inspire a genuine
commitment to Diversity, Equity
and Inclusion, rather than perhaps just
relying on tick box exercises or empty
gestures?
AYou simply have to use the same
metrics as you would when you
have a strategic plan to increase
your profits. When you want to increase
your profits, you don’t say ‘we could do
this’ or ‘we should do this’. You say, ‘we
will do this, we must do this,’ and you
give yourself a deadline. One narrative is
conditional, the other is definitive. If you
change the vernacular, the discourse, when
it comes to Diversity and Inclusion, you will
see the shift, because you’re abandoning
the ‘cross your fingers and hope’ stuff
that you just wouldn’t have in your core
strategy.
QOn a positive note, which
companies or institutions have
you come across recently that
are getting it right? What are they doing
differently, and what can we learn from
them?
AI’ve given a lot of talks to
companies recently, especially on
account of October being Black
History Month. There’s certainly a few
that stick out - and actually, these are the
companies that you might not necessarily
expect to be ahead of the curve in this
area, because their histories have often
been exclusive. Companies like Coutts
Bank, JPMorgan Chase, and the Co-Op are
all great examples.
The Wellcome Trust did something really
brave, in that they made a lot of promises
during the height of Black Lives Matter
and then went public to admit that these
promises had not been fulfilled. They
took a bit of stick for it, but I applaud
them. Honest reflection and facing up to
an uncomfortable truth can often be the
driver you need to get to where you want
to be. The companies that embrace those
difficult conversations and act upon them
will always be at the forefront of British
business, simply because they’re not hiding.
The people that work in these places will
also feel proud that their organisations
are wrestling with difficult stuff - being
bold and brave enough to ensure that the
journey is for everyone, and to the benefit
of everyone.
QFinally, what message or piece
of advice would you like to
offer to individuals from BAME
backgrounds - or other individuals from
marginalised groups - who are just
starting out in business, perhaps within
sectors that have previously been deemed
inaccessible or out of reach?
AParticularly after the death of
George Floyd - and even after
COVID-19, seeing the way that the
pandemic disproportionately affected
disadvantaged communities - I would say
that this is the time for new leaders. Young
and old, black and white, able bodied and
disabled. This is the time for a new type
of leadership, and it is the time for those
in marginalised groups to come out of the
shadows and own their leadership.
When you own your leadership, often with
the level of resilience that you have had to
adopt in order to survive in the world, and
with the level of creativity and energy that
you’ve had to put on hold in the past - now
is the time to own that space and flourish.
Believe in yourself. Believe in what you can
do. Your company will be better off, you
will be better off and society will be better
off.
Now is the time to own your leadership
space.
Lord Simon Woolley is a
political and equalities
activist. He is the
Founding Director of
Operation Black Vote,
a crossbench member
of the House of Lords,
and the first black male
to become Principal of
an Oxbridge college
(Homerton College,
Cambridge). His memoir,
‘SOAR: My Journey from
Council Estate to the
House of Lords’ was
published in April 2022 by
Manilla Press.
MODERN INSURANCE | 13

INTERVIEWS
Breaking
Bread
with Barbara Schonhofer MBE.
The impact of an inclusive community can be a
powerful thing. In this issue of Modern Insurance
Magazine, we were delighted to sit down with
Barbara Schönhofer MBE to discuss the revival of
intimate supper clubs, the importance of safe spaces
and the future of Diversity, Equity and Inclusion
within the insurance and financial services sector.
QHi Barbara, thanks so much for
joining me today. I’d like to start
by talking about your outstanding
work with the ISC Group. What inspired
you to build this community, and what
did the sector look like back then in terms
of gender parity and representation for
women?
Well, we’ve certainly come a long
way in the last fifteen years but not
A far enough by any account. It’s been
quite a journey! A central focus in my work
life has always been about inclusion in
business, different ways of thinking and
different ways of operating - and of course
it’s very important to include women
in that. When I came to set up my own
business, I had two business partners - one
of whom was in the LGBTQ+ community
- and he had a strong group of peers who
supported him in business. I thought this
was fantastic. He’d built his own network
of community to support and help him in
his career, and he supported and helped
them in return, all behind the scenes. And
so, I thought, am I missing a trick here?
Until then, I’d been a prolific networker in
my career but had never really considered
the benefits of building a community, and
so that’s where the idea for the Insurance
Supper Club came from.
I then needed to work out how to get a
group of women together who could help
each other in business and get to know
one another. I would attend city events
where there were several hundred women
present, but it became difficult to find
others from the insurance industry amongst
them. Eventually, I joined forces with half
a dozen or so women in senior leadership
roles within insurance or related financial
services, and started to build community
with them. However, it soon became
apparent that we just didn’t have enough
women in our databases and executive
searches. I think we had only around sixty
women on our databases when we first
started out, and yet we’ve since attracted
five thousand women across three separate
tiers of membership. We’re going back to
basics, and breaking bread together over
supper is a great way to do that.
QOn the topic of expansion, the ISC
Group launched initially with only a
handful of associates, and has since
expanded to more than 5,000 members
globally. How does this growth reflect
upon, or speak for, the progress made in
the sector on a wider scale?
AWell we’re in nine cities now;
we’ve just launched in Bermuda,
for example. It’s gone from an
intimate supper club for senior women
to something which has purpose. You’ve
got to grow as an organisation, and that
growth is really where things started to
change for us. As a group, we decided that
we had to do something to promote the
acceleration of women – not just ourselves,
but all women within the sector - and help
our male colleagues in the quest to keep
the insurance industry relevant, client
and customer focused. In order to do
that, you have to reflect and demonstrate
those principles within your businesses.
It is absolutely business imperative to
14 | MODERN INSURANCE

INTERVIEWS
include women in this; they can unlock
the talent that the industry so needs, and
every relationship has to evolve otherwise it
stagnates.
I couldn’t have done without the supper
club, without the international community.
It’s very different now, having a network
around the world where you can always
land somewhere friendly. The first time I
went on a business trip to Monte Carlo,
for example, I was the only woman on the
plane. It was a huge relief to meet a fellow
supper club member in that instance, to
feel a wonderful sense of belonging. That’s
really what community does. It builds the
courage to keep going; the support is
there when things get tough, and you’ve
got people to celebrate with when it goes
right! The whole ecosystem thrives when
you’re able to embrace a global network,
and I must stress that it’s the membership
truly driving the culture change here. We’re
sharing lived experiences in a safe space,
not by excluding the men but by sharing a
unity between us. We become strong in our
growth, and ultimately that’s when we can
really help in business across a variety of
sectors.
QSo what challenges have you faced
since founding the ISC Group, and
how have you overcome these
challenges?
AWe were able to reach so many
people during the pandemic by
quickly adapting to the digital space,
and so I would say the challenge now is
about asking ourselves how we can keep
evolving our membership in an interesting
and meaningful way. I’d like to see the
successful businesses in our industry take
us into the future by staying relevant,
embedding Diversity and Inclusion into
their ESG policies and welcoming different
ways of thinking. We need to emphasise
a non-judgemental approach to people
operating in different ways, through flexible
working and acknowledging that one size
doesn’t fit all. This means that leadership in
our market is changing, transitioning from
autocratic command and control through to
the holistic approach, which allows people
to be the best they can be at work without
compromising who they are. This is where
individuals from marginalised groups can
feel most comfortable and influence better
decision making; in sharing a common
vision with their leadership teams, which will
then make way for a greater output in their
ability to help the business, the clients and
the customers.
After fifty years in business, I’ve certainly
found that I reach a far better decision
when I’m challenged about my thinking
– and when this arises within a team you
get better balance, better understanding
and better service delivery for customers
and our wider society. Of course, none
of this is for the faint hearted. We know
from social media that if you put your
head above the parapet, you’re going to
get shot down. Challenges always arise
around communication, and the hardest
thing is always about articulating your
proposition in a way that is accessible to
your target audience. Everything hangs
on communication, and the more we
communicate the more we understand
about each other, yielding better results.
QOn the topic of communication,
what working groups do you have
in place at ISC Group to make a
positive impact on your members, and
individuals from marginalised groups? Tell
me more about those.
AYes, we have four working groups
all with different focuses. One
working group is geared towards
Education. Another concentrates on
Racial Justice. We have a working group
around Neurodiversity, and one for Single
Working Parents, too. We’re facilitating
that communication with one another and
that understanding. We also work with the
Group for Autism Insurance, Investment
and Neurodiversity (GAIN) by looking at
how autism can affect women, and coming
together to discuss how our community
can help. We’re proactively helping people
to realise what neurodiversity is, and we’re
looking at Black Lives Matter as well, talking
about how we can move forward with that
movement in a positive way.
By building community, you build insight,
and you build a group of people you
can ask and consult about matters of
feeling. How does it feel to be a woman
in this market? How does it feel to be a
working Mum? How does it feel to be
black? What is the impact on you? What
needs to change to make it better for
you, and to enable you to do your job
more effectively and contribute to your
company? Understanding and insight lies
at the heart of everything - and that’s really
what the ISC Group is moving towards,
because we’re looking at our membership
and asking, what knowledge can we gain
to help those members, and to help the
corporate leadership teams that employ
them? That’s really the road we’re starting
to go down now, because once you’ve built
community you’ve built knowledge. We
can look at what’s going on in the industry
and look at what’s going on with other
groups to see how we can support. We’re
not reinventing the wheel, we’re there to
see how we can play a part. It’s a conduit, a
hub for communication across the industry,
and we’re phenomenally proud to be part
of that journey. You never stop learning if
you’re receptive to it.
QSo, what are the most important
elements that facilitate the work
you do?
I would say coaching and mentoring
play a huge part, and understanding
A the difference between coaching,
mentoring and sponsorship. A sponsor
is someone who talks up for you when
you’re not in the room, who promotes
you when you can’t be there to vouch for
yourself and to challenge misconceptions
in your absence. Your mentor is someone
who helps you through the lens of their
experience, using their observations to
suggest alternative ways of thinking and
doing things. Then a coach is someone
who holds a mirror up, forcing you to
question things about yourself in a deeper,
more meaningful way. These three things
are absolutely vital to anyone’s personal
or professional development. If someone
doesn’t have any of this support and they
still manage to get to the top, they are
either an exceptional brain or they’re very
lucky! Most of these figures in my life have
been male, and I act on certain decisions in
the way I want to act but always with the
full knowledge of how they would act, too.
So, with ISC as a hub, we have tried and
tested practitioners with areas of speciality
and areas of strength where they can
deliver results. We want people to discover
what their natural position is within a team,
where they can sit back into their skin and
contribute in a way that feels comfortable,
and where growth and communication is
enabled in a safe and organic way. It’s selfdiscovery,
self-awareness, and it’s building
that community. How does my behaviour
impact other people? Coaching for women
builds courage, and then they begin to
understand that they have a right to be
in the room. This is one of the many ways
that they can be valuable to their male
colleagues.
QFinally – from what you’ve seen
in terms of Diversity, Equity and
Inclusion as a whole – are these
principles truly embedded from the top
within this sector, or is there still work
to be done in terms of strategic business
management at board level?
AYes. I think the CEO’s get it. Whether
they like it or not, they get it. Some
of their senior leadership teams
will pay lip service to it and not really get
it, perhaps they’ll grouch behind closed
doors a bit. I do think a lot of issues can
lie with the Chair, who will quite often be
white Caucasian men and of a certain age.
Of course, that’s broad brush – there are
many people in these positions who are
completely aligned. But generally speaking,
policy driven by Government, regulation,
shareholder pressure, whatever it is; all
of this means that a diverse and inclusive
approach to business has got to be a
priority, and the business leaders know this.
The issues tend to lie further down in
the organisation - often through noncommunication
- and they call it the ‘frozen
middle layer’. There will be people who
hold people down, people who think all of
this is nonsense because they’re frightened.
They’re frightened about change, they’re
frightened about their own job security,
they’re frightened about being exposed
or found out in their own prejudices. But
you cannot be a manager just by putting a
label on the door. You can’t be the leader
just by saying you are. You do it through
demonstration and through your actions.
Some men are right to feel frightened
about it, because things have been the
same way for so long, it’s a comfortable
place for them to be. But we’ve got the
right to be at the table. We’ve got the
right to be out of the house after dark, on
our own without fear of physical attack.
We have the right to go into an office and
contribute at all levels. So, let’s get over
ourselves here and find a way through this
maze. That is the part which is complex.
The ISC Group will be holding their next
discussion, ‘Making the Insurance Industry
a Haven for the Neurodiverse’ on
1st November, 2022, 3pm BST.
Barbara Schönhofer MBE,
Founder and Chair of the ISC Group
MODERN INSURANCE | 15

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EDITORIAL BOARD
Capacity management requires
a digital solution
The industry is currently grappling with
capacity issues. For as long as I can remember,
repairers have competed for insurer or AMC
contracts, which then controlled repair
cost inflation. Today we find ourselves in
unchartered territory, on a journey which may
last for some time surrounding supply and
demand for repair solutions. Without historical
circumstances, the market will have the added
challenge of unintended consequences when
creating a strategy to navigate progress.
Since new rules have been imposed by the FCA (Financial Conduct
Authority), customer retention comes at a cost, and insurers need
to recognise that claims experience plays an integral part in renewal
decisions. Stable repair capacity is no longer a given. With fewer
repairers, those trading face the same economic pressures in these
uncertain times, many of whom are on the back foot with weakened
balance sheets following COVID-19. Some may feel secure in groups
as a result, providing their short or long-term capacity requirements
with a focus on controlling the cost of repair to somehow dampen
the loss – a strategy which requires careful consideration of future
competitiveness within the repair market. Save now, pay later.
Customers waiting weeks or even months for repairs will reflect on
the service provision of the indemnity they have purchased. With
many conversations already taking place on social media, only those
with robust, flexible capacity structures will limit exposure from
dissatisfied consumers. In fact, with all the turmoil, an innovative
approach to securing on-demand capacity could be the difference
between growth or loss for years to come.
A digital solution based on smart contracts using blockchain NFT
(Non-Fungible Tokens) technology for repair capacity could be
the perfect solution. Imagine ad-hoc dip-in and out-of-capacity
strategies in an independent repair market, securing 10, 50 or 100
repair slots to be used over a 3, 6 or 12-month period at an agreed
rate and structure. Controls on service level agreements, key to key,
hire charges - the possibilities are endless. Full traceability of repair
transactions is available forever, technology solutions which add value
throughout the supply chain and provide stability into the future.
Wayne Mason Drust,
Managing Director at Accident Express
MODERN INSURANCE | 17

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EDITORIAL BOARD
Collaboration is key in order to share
the pressure and expectation to achieve
greener targets. How are you approaching
this, both internally and externally?
It is clear that the environmental situation we
face continues to be made worse by human
activity. The whole earth system is altered
by these activities; an incredibly complex
interconnected system which supports life and
stability, exposed to changing conditions.
A co-ordinated global response is required to effectively stabilise
the imbalance, using a variety of scalable and sustainable solutions.
This was clear at COP26, where 46 of the world’s eminent scientists,
engineers, physicists, biologists, and public policy experts in the
climate change arena delivered an open letter to all delegates and
stakeholders urging COP26 to adopt a resolution to develop a
restoration plan by 2023. [Healthy Planet Action Coalition Oct 25,
2021.]
This highlights the importance of collaboration at all levels, and across
all borders, to tackle the crisis and achieve the common goal. Whether
governmental, corporate, SME or individual, we all have a part to play.
It is not just a public pledge.
For the UK, ESG is the mechanism for businesses to prove their
commitment towards the net zero goal. They have an opportunity to
ensure that their plans, in addition to ESG, are goal driven towards
sustainability and collaboration.
As part of our ESG programme at e2e, we are taking the opportunity
to support and develop our membership’s commitment to the
common goal, through a multi-faceted and co-ordinated plan of
initiatives.
Technology is a key component to the development of ESG. For
example, our digital transformation initiatives are not just enhancing
our operations; they are also improving sustainability by reducing our
data centre energy demands.
ESG data is imperative to capture the right information to ensure
that all the facets of our ESG programme are supported. The unified
approach to data collection, analysis and reporting will help the
membership as a whole.
Businesses are reporting against their green targets on a best
endeavour basis. Uniformity of measurement against a legally backed
standard will provide context and a comparative benchmark to inform
future best practice for all. This is another example of how capturing
the right data at the right level is key across the supply chain, to
ensure e2e and its membership has agility in future reporting and
achievement of ESG performance.
At e2e, we use technology in a variety of ways to leverage and
deliver sustainable insight, cementing ESG as a cornerstone of e2e’s
strategy.
Jim Loughran,
CEO, e2e Total Loss Vehicle Management
How do we manage
sustained supply chain
disruption?
Vehicle supply chain disruption has been causing
a headache in the motor insurance sector for
the best part of three years, impacting the way
it works with different suppliers. The market has
started to review a lot of its processes in order
to survive, and a key element to that success
involves finding partners that will provide the
best all round support.
At Europcar Mobility Group UK, we make it a priority to meet with
insurance providers, repairer networks and key players in the industry
to help them manage their workload through continued supply chain
disruption, helping them to consider where improvements can be made
so they can remain focused on customer satisfaction and retention.
Many insurers choose a sole supplier with the belief that it is easier
to manage one relationship. In practice however, this can quickly lead
to complacency and lack of innovation. The insurance market moves
very quickly, and so being tied into a five-year deal could mean that
customers are not getting access to the most up-to-date, innovative
solutions.
Insurers dealing only with sole supplier agreements are also likely to
find limited replacement vehicle supply a bigger challenge, in contrast
to those working with a range of good partners with dedicated
insurance specialists and streamlined systems for fleet management.
Therefore, a replacement vehicle company with a wide network of
manufacturer partners is a fundamental part of this process, and
branching away from sole suppliers will ensure that insurers have
contingency against a shortage in vehicle supply whilst promoting
healthy competition within the chain.
We know that insurers want to work with suppliers capable of
removing friction from the claims process, so a supplier that supports
this industry shift in mindset will be the one to help the market
overcome different challenges. Insurers need to work within a supply
chain that presents an appetite to do things a little differently whilst
working collaboratively to achieve the best outcomes.
A big part of providing the best outcome involves being able to adapt
to new technologies and enhance the customer’s digital journey. It’s no
secret that the shortage of technicians in the market is also causing big
disruptions in the supply chain as well as the ongoing vehicle shortage.
Working alongside partners with the technology to automate certain
parts of the claims process without compromising the customer
experience means that the reliance on headcount is taken away and
pressures on the supply chain are eased.
Insurers are currently going through a re-think in terms of finding
partners to help them through disruption in the supply chain.
Ultimately, it is time for them to step away from sole supplier
agreements, and towards partners that are innovative and adaptable,
to help them reach their goals.
James Roberts,
Business Development Director, Insurance,
Europcar Mobility Group UK
MODERN INSURANCE | 19

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EDITORIAL BOARD
What new digital products /
innovations do you see coming
to the forefront in the next
six months?
We all have an aptitude for providing a firstclass
service to our clients, and thanks to
advances in modern technology, Voice Risk
Analysis is becoming more readily available.
Demonstrating futuristic excellence in speech solutions driven by AI,
many companies are seeking to join forces where their respective
technologies and innovation complement each other - Digilog
and Intelligent Voice to name one example. In the long run, such
collaborations will benefit the end users, ie. financial services or similar
industries, but ultimately and most importantly, it will benefit their
customers.
I believe that working together and merging cutting edge capabilities
into ergonomic platforms and systems is the way forward, and a
far better option than trying to reinvent the wheel. One of the main
aims being to ensure the customer journey is, as far as it can be,
uncomplicated and undemanding - let the technology do the hard
graft, not our valued customers!
Although it may appear beneficial to have an abundance of tools
or processing capabilities at your fingertips, the reality of managing
and maintaining numerous products can be somewhat challenging
to say the least. In general, an organisation will prefer to adopt
a solution or platform that satisfies as many of their business
requirements as possible, rather than using multiple service providers
or products. This facilitates budding partnerships and the ability
to work closely together in resourcefully integrating, installing and
configuring solutions - be it locally or cloud-based - focusing on core
competencies in order to deliver a winning end-to-end solution.
Furthermore, the emerging trend of organisations pursuing more
streamlined, sophisticated (and dare I say it?!) ‘automated’ processes
will only grow to the benefit of multiple business sectors, across
claims, applications etc. Undoubtedly, we have already seen significant
development in IT infrastructure across organisations in support of
remote working following the Covid-19 pandemic. Yet there is always
room for improvement, and as more and more up and coming digital
products and innovations come to the forefront, they will no doubt
assist organisations in achieving the goals they set for themselves:
• Enhanced customer service (fast-track genuine customers with
absolute confidence)
• Protection against deceptive & fraudulent behaviour (mitigate
lengthy and unnecessary processing)
• Customer & employee retention (empower staff with the latest
cutting-edge tech)
• Overall significant operational benefits (resulting in financial
saving).
Lior Koskas,
CEO at Digilog UK Ltd.
How do you raise awareness of
Diversity, Equity and Inclusion within
your company ethos, and how does this
set you apart from others?
Every workforce should reflect the
customers, colleagues and communities
it serves. However, far too often that isn’t
the case, and entire cohorts are commonly
underrepresented.
But the times they are a-changing, and Diversity, Equity and Inclusion
(DEI) is quickly becoming an essential element in corporate cultures
for the future. Just as Bob Dylan championed equality through his
music, business leaders are finding new and innovative ways to bring
DEI into greater focus.
At FMG, it’s early days in our DEI journey. We’re proud of our diverse
colleague base, and we respect our moral obligation to create a fair
and welcoming safe space for all colleagues to bring their authentic
selves to work every day. By investing in DEI, we’re intentionally
creating an environment where colleagues feel valued and respected,
where they seize opportunities and bring fresh and varying
perspectives to any situation.
DEI is a matter of ethics, yet we predict the business benefits will
also stack up as better engagement and retention ultimately drives
innovation and financial performance. For now, we’re building solid
foundations:
1. Strong backing from leadership teams will play a key role in bringing
DEI to life quickly, by setting the tone for the organisation and
aligning DEI priorities with business goals to create deep-rooted
solid foundations.
2. Rethinking recruitment, advertising strategy and training will
promote more routes into our careers for those from diverse
backgrounds and under-represented groups. Broadening our talent
pool in this way can unlock a potentially huge untapped resource.
3. Enlisting companywide support will create a good understanding of
the different cultures, preferences and priorities within our business.
We’re recruiting an employee resource group (ERG) – the DEI
Committee - with the objective to promote a culture of connection,
belonging and support at every colleague touchpoint.
4. By promoting action, not words, we’ll bring fun to the workplace
whilst embedding DEI into our culture. Creating a calendar to
celebrate cultural events and important days, such as Pride, Black
History Month, Easter and Holi is our deliberate act of welcoming and
valuing diversity, showcasing respect and appreciation of our many
differences.
The business case for DEI is stronger than ever, and it’s important for
businesses to recognise the key role they play in recovery, resilience
and financial performance.
Andrew Chandler,
Sales Director, FMG
MODERN INSURANCE | 21

EDITORIAL BOARD
How can we maintain high levels
of customer satisfaction through a
longer repair journey?
To create great customer experiences,
we need to continually adapt the claims
journey to reflect changes in the market. The
customer journey has long been a core focus
in insurance claims, and significant investment
has been made to keep up with consumer
expectations.
New channels, online solutions and strategies to pinpoint the perfect
balance between automation and the human touch have all formed
part of our drive to build trust and make the claims process easy for
policyholders. In the world of motor claims, the last 18 months have
put these strategies to the test, and a data-led approach has become
more valuable than ever in maintaining customer satisfaction.
It’s well-documented that the repair industry has faced its fair share
of challenges. In particular, repair capacity, parts delays and mobility
have had a major impact on overall repair cycle times. According to
industry data from trendtracker.com, average repair lead times across
the industry doubled between January 2020 and September 2021.
At Motor Repair Network, we’ve collaborated with customers and
suppliers to minimise the impact of these challenges; streamlining
processes, increasing resource to meet demand, and maximising
the benefit of Activate Parts, our specialist parts division. Despite
the success of these measures, we have to accept that the customer
journey has been impacted by industry challenges, and the way we
communicate is key to maintaining customer satisfaction.
The word ‘agile’ has become a buzzword of late, but when it comes
to a data-led communication strategy it really earns its status. If we
want communications to deliver on our goals of ease and trust in the
claims process, it’s vital that we adapt to fit the current situation. That
means providing support and confidence, setting realistic expectations
from the start, and offering regular, meaningful updates to reassure
policyholders throughout the journey.
Creating the right communication for the moment means having
access to the right analytics and insight from potentially multiple
sources, using data to paint a picture of the customer journey as it
is right now and highlighting areas for improvement. For example,
overlaying SLA performance with incoming call data and customer
feedback can demonstrate where more proactive communication is
needed, or identify training requirements.
At Motor Repair Network, our in-house Claims Management System
gives us the flexibility to quickly change how, when and what we
communicate. Using data and insight to inform the way we connect
allows us to adapt to the changing customer journey and continuously
improve the service we deliver.
Hayley Thomas,
Commercial Director, Motor Repair Network
How can innovative technology
or Insurtech play a part in
improving accessibility for
customers?
By leveraging technology, customers are
able to embrace a personalised service whilst
becoming more engaged in selecting their
coverage and understanding their needs.
Instead of having to travel to a branch or speak
to a representative, the future of Insurtech is
moving towards self-serve dealings online,
where customers can choose how they would
like to engage.
Policy-seekers and policy holders can often research and explore
options using the internet and apps. Without having to wait for
business hours or an available representative, many Insurtech
companies empower users to quickly access the information they need
without being bogged down by processes.
Due to the innovative nature of information gathering and data
processing, many new tools are now available to better understand
an individual’s true requirements. This not only improves pricing, but
delivers more reliable, consistent coverage based on historical data.
In the past, insurance companies relied on office locations that
necessitated a manual approach. However, Insurtech companies can
now operate remotely, with staff that engage with customers based
all around the world. The operating model of the online company is
similar, slimmer and with less overhead.
In addition, by utilising data, analytics, trend analysis and machine
learning, Insurtech companies may be able to detect fraudulent
activities if inconsistencies in data arise. Furthermore, big data may
also be able to discover potential loopholes which insurers can seek to
close to avoid exploitation.
Where certain duties previously required human interaction, artificial
intelligence functions now allow these tasks to be performed
exclusively by technology. For example, customers would previously
have had to interact with representatives to seek answers to their
questions. On the other hand developments in technology have
facilitated interactive discussions with online chat functions, which now
enables the customer to receive help without speaking to a human.
This improves accessibility to the customer in a multitude of ways
by creating an on demand service with less limitation and scope for
delays.
Paul Snowden,
Head of Consulting and Services, Robertson and Co
MODERN INSURANCE | 23

Crawford creating
opportunities to
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At Crawford, our Diversity, Equity and
Inclusion (DEI) philosophy fosters a safe
and inclusive environment where every
employee’s unique perspective and
experiences are heard, valued and respected.
From our DEI Council to our supplier diversity
policy, we want to ensure that our unique
perspectives and experiences are heard,
valued and respected.
Making everyone at Crawford feel they
belong is integral to who we are as a
company and plays a critical role in our
company’s success.
T: 020 7265 4000
E: information@crawco.co.uk
https://www.crawco.co.uk/about/global-citizenship

EDITORIAL BOARD
Breaking down barriers
There may be no silver bullet for achieving
gender equality in insurance, but everyone
needs to be a driving force towards it.
One way to drive equality is by dealing with microaggressions
head-on. We all have to become more accepting of the fact that we
have a multigenerational workforce. Here at Crawford for example,
we have five generations in the workplace. Therefore, when those
microaggressions happen, it’s an opportunity to educate and embrace
our differences.
Mentoring and coaching is key, especially when combined with an
unrelenting focus on elevating others. Surrounding yourself with
great people, and having the confidence to find people who could
potentially go further than you, creates a very different kind of
performance culture. It requires better coaching, mentoring and
feedback both ways, but I believe that’s the key to unlocking true
potential and teamwork.
My own experiences of trying to balance a career alongside adopting
two boys also gave me a deep understanding of the challenges many
working parents and carers face that are not necessarily within our
control. Having introduced our Smarter Working program at Crawford,
there has been a positive shift in our culture and a clear step change
in how we are embracing flexibility. The blending of our work and
home lives in recent years has given everyone a chance to show the
reality of their personal situations, which, in turn, has built a refreshing
sense of empathy and understanding across the business. I also feel
that this agile, considerate approach to managing work and home life
can only be a good thing for those who would like to progress within
the organisation - opening doors which may have appeared closed in
the past, and eliminating barriers like geographical location or time
constraints.
Supporting gender diversity has also been a major step for us in
eradicating the issues which may have prevented women from moving
within the business in the past. We have built a strong group of allies
for our women leaders, present and future, setting a blueprint for
others in our sector. As we go forwards, I urge everyone to keep
looking for opportunities to collaborate and work together. There has
never been a better time to take control of your own career journey,
and with the steps we have taken to build a greater understanding
of what makes our people thrive, we are already well on our way to a
richer, stronger and more inclusive workforce.
Lisa Bartlett,
Head of Counter Fraud, President, UK & Ireland at
Crawford and Company.
Fraud and GAP Insurance –
We Need to Take Action
Recently, we warned clients of the potential
for an increase in fraudulent GAP claims.
Our customers are now starting to see these
effects first-hand.
GAP Insurers are telling us of their struggles to deal with suspicious
claims. Many feel that they have no option but to pay, because motor
insurers have settled the claim prior to their involvement. In these
cases, we are advising that they should not be put off, and should
continue to look into how insurance fraud can be addressed head on.
We are also informing the claimant immediately that they must not
expect their claim to be settled without the correct validation.
Not only do RGI obtain results for our clients on the GAP insurance
side of claims, but we also help motor insurers recover their outlay.
Unfortunately, we seem to be coming across the odd claims handler
who is reluctant to assist, as they feel that there is an implication
that they are not doing their job properly or have failed to identify
fraud. This is not the case! We need them to assist in proving fraud;
after all, “sharing is caring”—especially when it comes to the sharing
of information. What we want to see is an increase of cooperation
between Insurers, outsourced claims handlers and investigation
services for the purpose of fighting fraud.
GAP claims are an extremely lucrative business for fraudsters, especially
as insurance companies are still paying these claims without proper
validation. We are now seeing repeat claimants who look to obtain
a pay out every two to four years. In addition, we are also seeing the
added value of staged accidents involving injuries. Our Intelligence
team are obtaining fantastic results in establishing links between the
claimants and third parties where statements are given to the contrary.
We are also identifying links to the recovery companies and garages,
proving these claims as part of a sophisticated fraud ring.
RGI already have extensive knowledge and experience of dealing with
GAP claims, and we are vastly increasing our database of suspicious
activity and trends. We envisage that as the cost-of-living crisis
increases, so too will fraud. It will be interesting to see whether these
fraudulent claims will continue to rise, or will drivers simply choose
to not pay the increased premiums and drive uninsured? Either way,
claims could potentially put some Insurers out of business one way or
another if we do not do more to tackle this issue.
We urge insurers to take action now, before this problem gets out
of control. Focusing on fraud prevention really could help make the
difference between profits and losses for your company.
Donna Emmett,
Associate Director – Desktop Investigations, RGI Solutions
MODERN INSURANCE | 25

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EDITORIAL BOARD
How can leaders within the insurance
sector use their influence to embrace
meaningful and progressive diversity?
The leaders in our sector are in prime positions
of influence, and many are key advocates
for the market. At a base level, they can and
do influence how people in and outside the
sector think about insurance. They can also
have strong influence on meaningful and
progressive diversity through sharing best
DE&I practices with their partners and peers,
and encouraging each other to push the
industry forward.
Innovations come from the different perspectives of a more diverse
workforce, who understand how consumers could and should be
engaging with insurance. However, despite some great role models as
well as a huge amount of transformation and disruption, this industry
has a challenge with image and has lacked representation for years.
This can make it harder to attract the diverse and talented employees
the sector needs.
We need to improve how we talk about work, even with our friends.
We need to advertise roles better, explaining what we do and why we
love it. By talking more passionately about the opportunities in the
market and banning negative language that perpetuates the image of
insurance being anything other than what it is – dynamic and exciting
- we can dispel the misconceptions that persist. This has to start from
the top and filter down. We have some fantastic leaders who are
challenging and changing views, but we need more.
People will then start to think differently about insurance, and we
will have a better chance of attracting the talent we want and need.
Leaders should also not be afraid to share best practice where DE&I
strategies are concerned – this is where greater collaboration could
have huge benefits for all those working in the market, as well as for
end customers. For example, Jeffrey Skelton, our Managing Director
for Europe, wanted to find ways to achieve a more gender balanced
business. He spoke to female leaders within the sector to ask for their
views and made important changes to our recruitment process. The
best piece of advice he received was how to write the job description,
as men and women tend to read these quite differently. A simple
adjustment to the wording encouraged a more diverse selection of
people to apply for roles. It’s on all of us working in insurance, but
especially our leaders, to take every opportunity to share knowledge
and shift perceptions to create the diverse, inclusive and equitable
sector we are all striving for.
Dan Cicchetti,
Senior Director, Client Engagement, LexisNexis Risk
Solutions, Insurance UK and Ireland
How is the continued acceleration
of electric vehicle sales increasing
concerns in the aftermarket and
recovery sectors?
The electric vehicle in all its current forms
continues to gain traction as the ultimate,
environmentally-friendly mobility solution,
especially with future developments such
as hydrogen-fuelled vehicles. We are seeing
incredible technological changes as we move
away from the combustion engine. However,
every sale of an electric vehicle brings
increasing concern that the infrastructure
in the UK, particularly around solutions for
recovery and storage after an accident, is
simply not ready for the growth that we are
seeing.
As far as the emergency services are concerned, recovery drivers are
the “authority” on what to do when an EV is involved in an accident.
We can therefore make a big impact by making sure that recovery
agents are fully trained in terms of handling the critical health and
safety processes around safely and professionally recovering a vehicle
of this type. We have been running a roadshow of training courses
across the UK to help our own teams and recovery agents become
more aware of the countless differences between traditional and EV
vehicles. These are delivered by our safety experts through our own
IMI Accredited Hybrid / Electric Vehicle Post Accident and Vehicle
Incident Management Courses, and we would be happy to hear from
anyone who would like to attend a course in order to gain a recognised
accreditation.
The need to educate can’t be underestimated. The consequences
of not doing things properly can be highly dangerous - and in some
cases, fatal. Vehicle fires can cause safety issues in particular. Aside
from needing 100,000 litres of water to extinguish an EV car fire
(as opposed to traditional cars which require only 500 litres), we
are also aware of batteries reigniting three weeks after they were
placed in storage. It’s an absolute minefield, but we are committed
to help make our sector - including our insurer-vehicle manufacturer,
accident management and repairer clients - as informed as possible,
working with them closely to guarantee that they are aware of their
responsibilities and have robust solutions in place. These issues aren’t
going away, and we know that they are going to multiply many times
as more and more customers purchase these vehicles. We would be
happy to engage with anyone with responsibility for EV’s, and anyone
who would like more guidance on accident aftercare.
Mick Jennings,
Managing Director, NWVA
MODERN INSURANCE | 27

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EDITORIAL BOARD
Research has shown that on average, modern
workplace culture spans five generations. How are
you demonstrating equity within your organisation
in light of this, and what measures do you have in
place to bridge the generational gap?
At Carpenters Group, we understand the
importance of managing and engaging our
multigenerational workforce whilst providing
a positive employee experience. We know that
no matter what age our employees are, they
all want to have a clear understanding of our
business strategy, our goals, and the role they
play in achieving them. Respected leadership
and clear channels of communication are key
to creating a positive workplace culture.
We know that benefits for different demographics need to be
attractive for all employees. This is an evolving process, as whilst
some benefits are appreciated by all, everybody has a different
interpretation of what makes a company great to work for. We
try to offer benefits which are relevant to all but likely to be more
impactful within particular demographics, such as paying for
qualifying employees to complete their driving theory test. Equally,
we have recently reviewed several policies which, whilst relevant and
applicable to all, are more likely to be demographic specific, eg. our
menopause policy. We have run menopause awareness training with
excellent engagement, showing how valuable, relevant and welcomed
it was by many.
We know technology and communication are both key to how we
manage our multigenerational workforce, integrating technology that
creates and shapes a positive and user-friendly employee experience
across all generations. Technology enables us to gain valuable
workforce insights; each generation is unique and responds differently
to tone, the type of content, the medium and communication style
that is used. At Carpenters Group, we are constantly reviewing and
evolving how we use technology to help support and engage our
people. A key focus is on getting the message across and reaching
every employee in doing so. It is important to use our wealth of
communication channels to ensure we can reach our people in a way
that works for them.
We recognise the value all of our employees can bring, no matter
what their age. We continuously promote a culture where knowledge
is shared and encouraged to freely flow within our business. At
Carpenters Group, we have several generations of the same family
employed, which is testament in itself for the ways that we are able
to offer careers which span generations, and ensure equality of
opportunity for all.
Sarah Pickerill,
Head of People, Carpenters Group
Diversifying Our Personnel
As an industry, we need to truly diversify
our personnel. For us, our ‘teams’ come first,
and valuing the differences of others is what
ultimately brings us all together to embody
the secret to a successful, thriving workplace.
It was previously known that our industry had an aging work
force issue. We have implemented our successful apprenticeship
programme - spanning over the last five years - taking the initiative
to bring in young talent through our doors. These people have
truly been our biggest asset. We have diversified our teams, and in
doing so, these individuals have fresh views and individual strengths
through which so many lessons can be learned.
Ultimately, business across our industry must work harder than ever
to narrow the skills gap and market themselves to wider recruitment,
in order to maintain a competitive edge amidst further change. This
can be achieved through apprenticeships. With an inclusive workforce
comes broader skill sets, and diversity can only be achieved if it
becomes a core value of the company.
We know that a diverse workforce benefits us all – inclusive, diverse
teams produce innovative approaches, increase creativity and are
proven to be more productive. We have noticed the importance of
taking training further than skill development necessary to the job, and
have implemented different forms of DE&I training for our employees.
This truly is the key to success.
Dave Sargeant,
Managing Director, Gemini ARC
MODERN INSURANCE | 29

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EDITORIAL BOARD
Diversity and Inclusion –
our differences make us
successful
At BASF, Diversity and Inclusion are
cornerstones of our corporate values of
creativity, openness, responsibility, and
entrepreneurial spirit. The global character of
our markets translates into different customer
requirements. We want to reflect this diversity
among our employees, too, because it enables
them to better meet our customers’ needs.
We promote diversity in the selection and development of our
leaders, and have set a global target to promote female leadership
with the aim to increase the proportion of women in leadership
positions to 30% by 2030. We value diversity in people, opinions
and experience as being crucial to creativity and innovation. We
embrace bold ideas. We help our employees to implement them. We
learn from setbacks. Our ethos is founded on an open feedback and
leadership culture based on mutual trust, respect, and dedication to
top performance. More than 80% of our employees believe that they
can develop and perform at their best at BASF.
To support these strategic principles, our BASF UK & Ireland team
has created a Diversity and Inclusion Strategy Action Group, run
by Employee Champions with Senior Leader sponsors. There are
currently three action groups focusing on Race, LGBT, and Gender,
where action areas have been defined to further enhance inclusivity
in the organisation and ensure that as a company, we are able to have
the best access to talent to be able to drive our business success.
BASF UK & Ireland partnered with Inclusive Employers for National
Inclusion Week (NIW) on September 26 – October 2, 2022, a week
dedicated to celebrating inclusion and taking action to create inclusive
workplaces. This year’s theme, ‘Time to Act: #ThePowerofNow’
encompassed the importance of taking action on inclusion in this
moment. We learned to recognise that diversity will not thrive without
an inclusive workplace. We discussed the importance of developing a
safe and open environment where we are comfortable to be our best
selves; how we work together as an organisation and how we respect
each other.
This year, BASF UK & Ireland also introduced its very first Inclusion
Award as part of Inclusion Week. The award recognises an employee
who goes out of their way to create an inclusive environment and
colleagues can nominate the individual they feel embodies an inclusive
mindset.
As an organisation, we celebrate our differences to ensure everyone
feels valued and able to achieve to their full potential. Our action
groups will continue to support this vision, engaging employees and
encouraging open conversations.
Diversity and Inclusion – our differences make us successful.
#teamBASF
Dr. Natalie Wong,
Marketing & Communications Executive at BASF
Automotive Refinish UK & Ireland
Going Above and Beyond
Recent times have presented challenges
far above those expected by any business,
but they have shown us how resilient our
collaborations are and must be. These
partnerships have meant that we have been
able to make complex changes at speed, and
on a national scale. Nothing is impossible
when Vizion, customers, repairers and partners
work together in harmony.
Vizion’s team contains expert knowledge and lifetimes of experience,
understanding the needs of repairers alongside the needs of
the industry and the customer. We embrace our responsibility,
endeavouring to lead by example, and to drive positive change
through cooperative, innovative efforts. This philosophy has helped
us to overcome challenges and create opportunities that will help our
network and customers to respond, recover and thrive in a forever
changed future. Vizion ensures all our partners have access to the
future and the tools to help them embrace and benefit from it.
Focus and collaboration is the key to success, something we
embraced long before the needs of recent times. Teams across Vizion
prioritise support and resources to help repairers build resilience, and
to revitalise and redefine their businesses for these uncertain times.
Vizion have always maintained a watchful eye on the horizon;
embracing the need for change and taking these opportunities to
evolve, whilst respecting the disruption that changes can bring. This
philosophy of ‘proactive not reactive’ change through understanding
and collaboration has delivered many firsts for Vizion. In recent
times we were the first to add COVID-19 support; the first to provide
meaningful financial support to parts and rates; the first to support
repairer energy costs with energy support payments. These actions
have paved the way for wider industry change in others, and there will
be many other ‘firsts’ to come. We have been able to collaborate to
make changes sustainable, to increase rates, to add other commercial
benefits to all parties, reduce admin costs through better systems and
thinking. We provide lasting support - not just support tailored for
short-term disruptions – mutating negative elements into catalysts for
positive and permanent change and making the entire chain stronger
for a sustainable future.
We have made it our priority to support our repairers, customers, and
the industry. Whether this occurs through technology, knowledge or
partnerships, Vizion has risen to the challenge, and through honest
collaboration we will continue to use events such as Kinetic to build a
better tomorrow.
For more information, please visit www.vizionnetwork.co.uk/
aboveandbeyond
Chris McKie,
Managing Director at Vizion Network Limited
MODERN INSURANCE | 31

EXHIBITION | CONFERENCE | NETWORKING
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within the sector.
Leading experts and organisations in their field from all associated
sectors will be in attendance discussing, amongst other things, what
is being done to enhance supply and de risk, as well as looking at the
future opportunities together as an industry.
Vizion’s drive for holding the event is based on their belief that focus
and collaboration is the key to future success. The teams across Vizion
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SECTOR SOAPBOX
WELCOME to
SECTOR
SOAPBOX
In this edition, we are delighted to have a full house of organisations and
associations bringing their unique areas of expertise to the fore.
This issue voices the thoughts of:
Pam Quinn,
Head of Communications
at the British Insurers
Brokers’ Association
(BIBA)
Ben Howarth,
Chief Sustainability
Officer at the
Association of British
Insurers (ABI)
Alan Vallance,
Chief Executive of the
Chartered Insurance
Institute (CII)
Mike Keating,
CEO of the Managing
General Agents’
Association (MGAA)
Sue Brown,
Chair of the Motor
Accident Solicitors
Society (MASS)
Anthony
Hughes,
Chairman and CEO
of the Credit Hire
Organisation (CHO)
John McQuater,
President of the
Association of Personal
Injury Lawyers (APIL)
Stuart Hardy,
President of the Forum
of Insurance Lawyers
(FOIL) and Partner at
Clyde & Co.
Chris Weeks,
Executive Director at the
National Body Repair
Association (NBRA)
MODERN INSURANCE | 33

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Pam Quinn,
Head of Communications at BIBA
This is broader than attitudes or
personality. Very few businesses target a
homogenous group of customers. Our world
is a giant melee of age, gender, race, religion,
sexual orientation, physical and mental ability
and more. Business leaders need their teams
to reflect that, or they will not create products
and services that sell to diverse markets.
Embrace diversity and inclusion, and you
take further steps towards creating a just and
sustainable world.
Happily, the financial services sector is now
a very different place compared to the 80’s
when my career began – but there is still
work to do. Key to building a diverse team
is recruitment. Our sector needs to attract
talent from all backgrounds. BIBA’s National
Young Broker Committee is passionate about
raising awareness about the great and varied
opportunities a career in insurance brings.
This in turn will help employers find more
diverse candidates. BIBA has a commitment to
work with the CII to promote apprenticeships
in insurance broking, collaborating with
our members, the CII and the Careers and
Enterprise Company in order to encourage
new and diverse talent into the insurance
broking sector.
The FCA, along with other regulators,
highlighted that there is a correlation between
diversity and inclusion and positive outcomes
in risk management, good conduct, healthy
working cultures, and innovation, as detailed
in the discussion paper (DP21/2) ‘Diversity
DEI in the insurance
and long-term
savings industry
The insurance and long-term savings industry has made huge progress with Diversity,
Equity and Inclusion. It’s vital that our workforce reflects and represents the customers
they serve - as well as the communities these customers come from - across the UK, and
we have a shared priority with our members to do all we can to achieve this.
SECTOR SOAPBOX
The best employers are
inclusive
The easing of pandemic restrictions in the UK was eagerly anticipated in July, however while
it wasn’t actually a case of “Houston we have a problem” it perhaps has not been the freedom
Nirvana expected by some.
and inclusion in the financial sector – working
together to drive change’. They argue that it is
the responsibility of everyone in the financial
services industry to focus on culture, and
they expect leaders to manage the drivers of
behaviour in their firms to create and maintain
an environment which reduces the potential
for harm to their customers. In November
2022, we look forward to hearing about the
timing of proposed rules built on feedback
to this discussion paper, which will take the
industry further forward in this very important
journey.
There’s also plenty of support out there.
Several organisations operate in our sector
to support firms seeking to expand their
own D&I. These include Dive In, Culture at
Lloyd’s, the Group for Autism, Insurance and
Neurodiversity (GAIN), the Insurance Cultural
Awareness Network (iCAN), the African
Caribbean Insurance Network (ACIN) and the
CII’s Aspire Apprenticeship programme.
While every business has
to forge their own path, at
BIBA we are committed to
supporting our members
towards creating and
maintaining an inclusive
working environment,
where all employees feel
empowered to express
their views, shape their
organisation for the future
and fulfil their true potential.
Ben Howarth,
Chief Sustainability Officer at the
Association of British Insurers (ABI)
There continues to be more work that we
can do to drive change, and that’s why we’ll
shortly be launching our industry Blueprint.
To work towards achieving this, we have
led on initiatives that have made a tangible
difference, including the Making Flexible
Work campaign which aims to increase
flexible working and narrow the gender
seniority gap across the insurance and longterm
savings sector.
Other initiatives include making information
on parental leave policies more transparent,
demonstrating our industry’s commitment
to supporting working parents and
championing inclusion. We have also
supported industry wide initiatives
to boost talent from all backgrounds,
playing a leading role in the Government
commissioned socio-economic diversity
taskforce with Progress Together, promoting
the 10,000 Black Interns programme and
taking on our own interns at the ABI. We are
also part of initiatives such as Race: Action
Through Leadership, of which Hannah
Gurga, Director General of the ABI, is an
ambassador.
However, more can certainly be done. We
are holding our third annual Diversity, Equity
and Inclusion Summit on 22nd November
2022 where we will be launching a multiyear,
sector-wide Blueprint, spelling out
how the insurance and long-term savings
industry will come together to boost the
attractiveness of our industry to people
from all backgrounds - and to create a level
playing field where career progression
is based on performance, not polish.
The Blueprint will demonstrate how the
initiatives we are already driving continue
to contribute to our wider goals, as well
as establishing clear short, medium and
long-term milestones to track our progress
towards a truly inclusive sector.
MODERN INSURANCE | 35

SECTOR SOAPBOX
Alan Vallance
Chief Executive of the Chartered
Insurance Institute
Racial Imbalance in
Insurance
George Floyd’s death from asphyxiation on 25 May 2020 saw him become a symbol of
the Black Lives Matter movement, sparking conversations about systemic racism today.
Recognising the importance of continuing
the dialogue at this year’s Dive In Festival,
the Chartered Insurance Institute hosted
a session focused on racial inclusivity in
insurance. Contributors from Tokio Marine
Kiln, Travelers and Sompo International laid
bare the journey that the profession is on by
sharing their own diverse lived experiences
of working in insurance.
No one should face prejudice. Every day,
each and every one of us must stand up
against racial prejudice and disrespectful
attitudes if we are to become an inclusive
insurance profession that we can all be
proud to be a part of. Aspiration and
conversation alone will not achieve the
cultural shift that we need. Action is
required.
The Chartered Insurance Institute
encourages professionals to engage with
the African Caribbean Insurance Network
(ACIN)’s Six Steps to Racial Inclusion,
and identify the ways that we can boost
the inclusion and equality of opportunity
for black and ethnic minority insurance
professionals, as individuals and businesses.
The six steps are as follows.
• Know, share, and target. Develop, track
and report ethnic diversity metrics in
the areas of representation, recruitment,
retention, promotion and pay gaps.
• Be committed. Ensure ethnic diversity
throughout the organisation, built on the
commitment of senior leadership.
• Recruit for now and for the future.
Improve ethnic diversity among
employees at all levels now and build a
pipeline of opportunity for the future.
• Create a culture of inclusion. Create a
workplace where race is recognised but
irrelevant.
• Train and develop. Use proven HR
tools to embed diversity in minds and
processes.
• Sponsor, partner, support and donate.
Provide resources to enable the creation
of a racially inclusive
market.
As well as braver
conversations, let’s
see some bold action
from the profession
to demonstrate real,
positive change.
Claims inflation -
why the industry must work
together to fight rising costs.
Michael Keating,
CEO, Managing General Agent’s
Association (MGAA)
It is obvious that everyone, whether a business or an individual, is feeling the impact of
current economic headwinds ripping through the UK. With inflation recently hitting a 40-
year high, increased prices across the insurance value chain have led to double-digit claims
inflation. This presents the industry with some significant challenges, the most important
of which involves how these increased costs are distributed across the value chain.
One of the ways to minimise the impact of
claims inflation is by increasing premiums
to attempt to address the increased costs
emerging from the claims supply chain,
which is naturally challenging when both
consumers and businesses are facing
increased costs themselves. It is in times
like these that MGAs demonstrate the
strength of their broker relationships
through regular and timely renewal
discussions, ensuring that the customer is
at the heart of the negotiation, especially
if the renewal is particularly challenging.
One of the other major challenges
for MGAs and the sector during this
time of economic turbulence is that of
fraud. For insurers, fraudulent activity
normally manifests as fraudulent and/
or exaggerated claims, with dishonest
customers looking for a pay-out that
significantly exceeds the genuine cost
of the claim. MGAs can play a key role in
helping to minimise the impact of fraud,
irrespective of whether they deal with
claims in-house, use a third-party claims
management company, or pass them on
to their capacity provider. The key is to
collaborate and communicate effectively
with the customer firmly at the heart of
the discussion.
MGAs have a strong oversight of claims
activity and can therefore help on
detecting fraud, ensuring that genuine
claims - especially for vulnerable
customers - are settled quickly and fairly.
In these unprecedented economic times,
the whole insurance value chain needs to
work together to help ensure the
market remains
robust, that
underwriting losses
do not spiral and
that end customers
can access the
affordable protection
they need.
MODERN INSURANCE | 37

Sue Brown,
Chair, Motor Accident Solicitors Society
(MASS)
SECTOR SOAPBOX
The tariff of damages must
be reviewed
It was always abundantly clear that the purpose of the Civil Liability Act was to reduce the
number - and cost - of motor accident claims. Indeed, the claimant sector was predicting the
outcome long before the new process was implemented. There has never been a denial of
the intention, but rather the scale of the outcome.
No-one promoting the reforms – Ministers,
officials or insurers – argued that the fall
in claims would be as dramatic as the
data has now confirmed. There are clearly
multiple reasons for this, but attempts to
excuse the fall entirely due to COVID-19 and
changing travel behaviours look increasingly
desperate.
There are still many problems with both
the complexity and operation of the OIC
Portal, conceived and designed for selflitigants,
but which largely remains unused
by self-litigants. Principal amongst the
continuing problems is the low level of
compensation. Defenders of the process will
say that 90% of claims still have professional
representation. Given that damages are
now only several hundred pounds, the
biggest surprise is how many claimants can
still find legal support at such levels. It is
clear that when faced with a complex legal
process, hundreds of thousands of potential
claimants are unable to retain legal support
to pursue the compensation to which they
may be entitled.
This makes the recent MoJ dismissal of an
early review of the tariff of damages, as
recommended by the Lord Chief Justice, all
the more of a slap down, particularly with
inflation topping 10% or more.
Can we anticipate a proportionate fall in
motor insurance premiums to match the fall in
claims? Of course not. Insurers will no doubt
successfully argue with the Financial Conduct
Authority to say that their costs have risen
in almost direct correlation with the savings
made from a reduced number of claims.
That is the point. Why should insurers’ “costs”
be more important than a fair settlement of
compensation for injured motor accident
victims? We now have plenty of hard data on
the impact of the reforms. It’s not about denial
of the legislation’s policy objectives, but about
a better balancing of the system to preserve
access to justice. The
tariff of damages should
be reviewed without
further delay.
Credit Hire Companies and
Motor Insurers agree interim
rates package
Motor insurers and credit hire companies have signed an interim agreement on increasing certain
hire rates to help both sides navigate their way through current headwinds in the motor claims
supply chain.
Anthony Hughes,
Chairman and CEO of the CHO
The agreement is for subscribers to the
GTA, an industry protocol which streamlines
and removes friction from the settlement
of credit hire claims. Under the terms of
the GTA, credit hire companies accept
lower average hire rates in return for faster
payment, with both sides saving on legal
costs.
From 1 October however, maximum daily
settlement rates for most vehicles increased
by 7.5%. Motorbikes increased by 5.0%, and
NT4 taxis also saw hire rates increased by 7.5%,
while all other taxi classes went up by 2.5%.
The interim agreement will apply until 30
June next year at the latest, by which time
it is hoped that a more comprehensive
set of rates will be finalised following the
completion of detailed rates research by
external consultants.
This will enable customers to continue
to access mobility in the time that their
own vehicle is off the road. Members of
The Credit Hire Organisation have been
significantly affected by bottlenecks in the
supply chain, including access to vehicles, a
tightening in the supply of new vehicles and
hikes across the board in hire rates - which
weren’t reflected in the GTA.
A compromise will never tick the boxes
for all our members, and this has certainly
been a tough process, but we truly feel that
this interim deal will at least ease some of
the pressure on our members, reducing the
likelihood that a customer would struggle to
access mobility in their time of need.
Steve Hiscock, who leads the Motor Insurers
Group on the GTA, has also spoken on behalf
of motor insurers in favour of the agreement
and its benefits to customers. He confirms
that this arrangement underlines the value of
the GTA as a means of achieving a consensus
approach to significant challenges through
cooperation and compromise, and it is vital
that the temporary arrangement is built upon
during the next few months to put a GTA in
place which is able to meet the challenges
posed by the rapidly changing environment
within the sector.
Credit hire companies and motor insurers
have also been meeting to explore how
the GTA can be revised to become fit for
purpose in the modern day. Hopefully, the
spirit of cooperation that we saw during
the pandemic between CHCs and motor
insurers can continue through the next series
of discussions to re-boot the GTA. Selfregulation
in the credit hire sector remains the
most appropriate
means of making
sure that the needs of
customers requiring
mobility are met.
MODERN INSURANCE | 39

Striving to make the customers
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John McQuater,
President of APIL
Outside of these controlled environments,
remotely-driven vehicles could be used
in the freight industry, or by rental firms
to get hire cars back to base. The Law
Commission is considering how the
technology would affect the law on civil
liability, and whether reform is needed.
APIL has told the Law Commission it
is essential that there is a strict liability
regime that allows injured people to bring
a claim against the insurer and receive
compensation even if the collision was
caused by a fault in the vehicle.
If the law does not adapt, there is a
danger that people injured by a vehicle
driven remotely might have to pursue
complex product liability claims against
the manufacturers. Liability can be in
dispute for a long time in such cases. The
lengthy process is a problem because
the injured person will suffer a delay
in obtaining rehabilitation, and it is
well documented that early access to
rehabilitation provides a better chance
of a full recovery. A manufacturer would
also have access to all the relevant data
and the upper hand in an investigation
Equality, Diversity and
Inclusion in Insurance
The insurance industry, like many sectors, has long had a reputation for being dominated by
white, middle-aged men. But society is changing, and research has shown that having a diverse
and inclusive workforce leads to better business results. The challenge is to realise the value and
potential of diversity and inclusion and to develop plans to do so.
SECTOR SOAPBOX
A liability regime for
driverless cars
Remotely-driven cars on UK roads are not far from becoming a reality. The technology
that enables someone to operate a vehicle from a remote location already exists, and it is
now in use on farms, in mines and warehouses.
into what caused the collision, when the
burden of proof still lies with the claimant.
The resources needed to make even a ‘low
value’ case could be disproportionately
costly, and therefore undermine access
to justice. A strict liability regime would
redress the imbalance and protect the
injured person from getting into a direct
legal fight with a manufacturer.
Once the claim is settled, it should then
be down to the insurer to pursue the
manufacturer to recover the damages.
The law will then work in the same way
as when employees are injured by faulty
equipment at work, under the Employers’
Liability (Defective Equipment) Act 1969.
Remote technology has the potential to
improve road safety and reduce collisions.
But the right processes must be in place
for when something does go wrong.
People injured in collisions with remotelydriven
cars need
the same access
to fair and timely
compensation as
other motorists.
Stuart Hardy,
President of FOIL and Partner at
Clyde & Co
We all know that simply saying you support
equality, diversity and inclusion in the
workplace isn’t good enough. The industry
needs people with varied life experiences, so
EDI must be built into a company’s strategy,
ethos, and values, with a clear plan drawn up
and concrete actions taken.
Real progress has been made in recent years
to steer the sector to more properly reflect
the wider UK population. A number of UK
insurance firms have done exceptional work
to drive change. However, more can still be
done. Although the insurance industry fares
well with female representation in entry-level
positions, there remains a challenge over
gender balance in more senior levels within
the sector. Ethnic diversity also remains
a challenge. A disproportionately small
percentage of employees are Black, Asian
and Minority Ethnic. When it comes to the
more senior positions, there are also still fewer
BAME individuals in roles at this level. The UK
also has an aging population, with more than
one-fifth over the age of 65. At one end of the
spectrum the insurance industry struggles to
attract young talent, but at the other end a tiny
fraction of the workforce is 65 years of age or
over.
So, what can be done? EDI is something
that must be put into practice every day
and should deliver measurable outcomes.
Do more to attract and retain talent from
ethnic communities. Work to better retain
middle managers and women. Seek out
talented workers with a diverse range of
backgrounds and help them to perform in
leadership roles. Make sure you invest in digital
skills for your employees, providing them with
the tools and knowledge to maximise their
career. Routinely revisit and refresh your EDI
policies. Challenge those policies – can they
go further? And remember to collect and
analyse data - one of the key challenges for the
insurance profession - covering socioeconomic
backgrounds, caring responsibilities, sexual
orientation and gender identity. As momentum
grows for mandatory reporting on a range of
diversity measures,
be prepared for
this to become
part of business in
the future.
MODERN INSURANCE | 41

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Chris Weeks,
Executive Director, NBRA
Swings and Roundabouts!
We are all familiar with the phrase, aren’t we? Some you win, some you lose - and it
all balances out! When using these words, consider who controls the park and gets to
say when swings and roundabouts get used, especially when it’s a contract vs. walk-in
consumer wanting an insurance repair.
If you talk to repairers, the examples
are endless. Total loss processing is
always a cost. Administration, the initial
outlay for recovery charges, moving
the vehicle around on-site (often on
jacks or dollys), and then a VDA has to
estimate. The actual cost of assessing,
the customer calls, moving the car
again for the recovery company, a
courtesy car for a few days, cleaning. A
conservative estimate of the cost to the
repairer is £180, yet they will be lucky
to get paid £70! Not a massive loss, but
significant when you consider that 10% of
instructions are total losses themselves.
What about the courtesy cars for
repairable jobs? In this current climate,
the costs will soon mount. There are
countless examples from members telling
of vehicles on-site for 40 days or more,
awaiting one or two crucial parts with the
customer enjoying a leased courtesy car.
Circumstances like this create up to £450
in additional costs against a net profit
per usual (no problems) job of less than
£100. That’s several rides on the swing,
wiped out by one go on the roundabout!
At this rate, no wonder some repairers
are creating their own rides, or simply not
playing in the park.
The current capacity market is evolving,
with many of the aforementioned items
becoming decision drivers for repairers
seeking stability for their businesses.
Recent events have proven that work
SECTOR SOAPBOX
contracts are altered at a moment’s notice
to move from no-volume guarantees
to zero-volume guarantees - rendering
contracts almost worthless. We are
all aware of the ABP’s Guide to Retail
Charges, which is an excellent document
and certainly recognised for credit repair
or non-fault work. For the repairer, a
starting point against which discounts
are provided in return for high volumes
of work, frictional cost removal and fast
payment.
Where repairers have lost work to moving
contracts, the NBRA urges them to be
brave, control their capacity and replace
it with work they can be sure to profit
from. Sensibility, with certainty and
sustainability in mind. Where RFPs arrive,
don’t short-sell the value repairers. Create
and reinvest the improved margins in
technology and in your people.
We need transparency now more than
ever. A contract guaranteeing zero has
zero value! In October, we celebrated
the NBRA Greener Bodyshop Awards.
We hope more stakeholders ensure
sustainability, transparency and business
ethics play a vital role in the future of the
independent supply chain. 2022 can be
the year it all changed for the better. Let
us leave swings
and roundabouts
for the children.
MODERN INSURANCE | 43

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FEATURES
QDiversity, Equality and Inclusion
initiatives are becoming
increasingly important to the
success of any organisation. How do you
Asee your role evolving in light of this?
Our Diversity, Equality and Inclusion
strategy is essential to achieving
our aim of becoming the UK’s most
trusted insurer. We introduced the idea of
‘belonging’ and the ability to be ‘free to
be me’ as central themes of the strategy.
We want to inspire our leaders to be
better allies and empower colleagues to
authentically feel ‘free to be me’ in order
to inject real momentum into what we
deliver, and it is my role to ensure that this
Qcontinues to happen at pace.
Data is key. How do you measure
progress with regards to
Diversity, Equality and Inclusion
in the workplace? How important are
HR metrics when deciding your DE&I
Astrategy?
HR metrics are critical in the DE&I
space. For example, we have
actively been encouraging our
people to self-identify by submitting
their diversity data. With support from
our community network groups, and an
impactful comms campaign about the
importance of DE&I for everyone, this year
we have reached over 70% disclosure. This
is incredible progress in comparison to one
year ago, where we achieved less than 20%
disclosure, meaning our data is now robust
enough to support important metrics such
as ethnicity pay gap reporting.
We use this information to inform our
approach to talent acquisition, develop
and update policies, and drive our DE&I
strategy. We also have plans in the pipeline
to support the Stonewall Workplace
Equality Index (2023) - drilling further into
our diversity data so we can implement
real change for the betterment of our
people and the business. Other data points
Walk
the
Talk
with Lisa Meigh
Modern Insurance Magazine got together with Lisa Meigh,
People Director at Covéa Insurance, to discuss what DE&I initiatives look
like in practice, and to look at the true value behind a sense of belonging and inclusion at work.
such as employee retention, recruitment
and leadership accountability all help to
Qbuild a culture of inclusivity.
What steps have you taken
personally to champion DE&I at
Covéa?
In addition to ensuring that our
culture remains front and centre of
A our strategic focus, I signal allyship
for our people and our business on a daily
basis. Taking the time to understand the
impacting factors on different groups and
speaking up on related issues means we
can open up conversations and can take
proactive steps to ensuring a fully inclusive
environment.
I have championed executive sponsorship
for each of our 7 community groups –
Gender Balance, Pride, Accessibility for All,
Inspiring Colour, Climate Action, Charity
and Wellbeing. I also lead the Wellbeing
community group to ensure that support is
in place for our people and our vulnerable
customers in terms of mental health
resilience, in conjunction with our customer
Qexperience team.
What activities are in place at
Covéa to support an ongoing
Acommitment to gender equality?
We have built a highly engaged
suite of 7 DE&I networks, including
Gender Balance, that collectively
champions an inclusive culture where
people feel free to be themselves. Our
gender pay gap is improving, but we
certainly have more to do in this space.
We recently introduced a menopause
policy (championed by our Gender
Balance and Wellbeing groups), and host
regular menopause cafes as part of this,
normalising conversations around this
topic and ensuring there is awareness
of symptoms amongst all our people -
not just women. We also introduced an
in-house inspire programme for female
leaders, and have established a trailblazing
new Women in Leadership apprenticeship
programme for 2022, with 17 talented
females enrolled in our launch. We are
signatories to Women in Finance targets,
and have established female coding clubs
in the business to encourage more women
to join our digital teams.
What are the biggest challenges
DE&I professionals are facing
Q at the moment in the insurance
industry?
We need to be aware of when
we are placing emotional labour
A on the communities that may
experience discrimination. Chloe Cousins
from Rainbow Noir recently presented an
inspiring talk for us as part of Pride in the
Summer, stating that ‘Racism is not the
job of black and ethnic minority people
to fix’. Rather, it needs to be led by allies
and advocates. Getting those allies and
advocates to move from bystander to
upstander, to speak out and ensure that
everyone takes responsibility for calling
out racial discrimination, is critical for us to
genuinely embed inclusivity and a sense of
belonging into our business from the top
down, but also into broader society.
Lisa Meigh,
People Director, Covéa Insurance
MODERN INSURANCE | 45

FEATURES
Hitting
the Bullseye:
Balancing Diversity and
Inclusion with Recruitment and
Apprenticeship Programmes
Building a diverse workforce in the insurance industry
can be tricky, especially during such challenging times
for the recruitment sector. Nevertheless, a multitude of
factors can help you to successfully encompass your Diversity
and Inclusion (D&I) policy in any recruitment project. A
company’s vision, mission statements and website copy alone
aren’t enough. You need demonstrable application, delivering
proof of what works and how that’s being implemented.
With this in mind, there are practical steps that insurers can
take to create meaningful cultural shifts. Key among them is
to actively generate greater engagement by putting resources
behind initiatives and being visible with the actions taken.
A recent project between Davies and a major insurer provides
the perfect demonstration of how practical application can help
to drive significant change.
The Challenges
The Davies team worked with an insurer who needed to find
11 apprentices across three sites in two months. Given size and
turnaround time, the insurer’s acquisition team were struggling
with capacity to support the project. As with all apprenticeships,
there is a window and lead time to attract and shortlist
potential hires, with two months making this a particularly tight
turnaround.
This was also the first time that the insurer had run an apprentice
programme of this size, so Davies offered support by attending
assessment days.
A Rigorous Strategy
Davies ran a Hire and Learn approach - with our resourcing
solutions team taking the lead, before learning solutions experts
took over following successful selection of the apprentices. To
ensure success with apprenticeship schemes, it’s also vital to
have a good ratio of candidates. In this case, Davies presented
the insurer with four candidates per role, all of whom were
screened and evaluated using a rigorous scoring matrix to ensure
parity for those shortlisted.
The insurer’s hiring managers attended the assessment day
and were fully engaged in the programme from the outset, a
vital aspect for retention in any apprenticeship programme.
Tremendous support was also provided to those attending
assessments, and the insurer helped with the individual’s costs
wherever possible.
Success
Davies placed all 11 roles with A-Level school leavers across
London, Birmingham and Glasgow, representing a range
of demographics whilst demonstrating a suitable mindset
for a career in insurance. 40% were from different cultural
backgrounds - a fantastic success for the project and for the
resourcing experts at Davies in particular, who used extensive
links with a large range of schools, colleges and universities
across the country.
Overall, only 20% of applicants attending the workshop - and
three successful candidates - were female, providing an indicator
of the challenges facing the industry when implementing a true
D&I strategy. Nevertheless, this is certainly a step in the right
direction for the insurance industry.
The Davies team are now supporting the apprentices as they
begin their careers in claims and underwriting within a large
and supportive global organisation. Importantly, the insurer has
showcased the opportunity from the outset, assisting with long
term retention. This project is also being used by the insurer
as a blueprint for further programmes, with Davies helping to
formulate an attraction and retention plan for the future.
The overall success of this project illustrates the importance of
a joined-up and flexible strategy, and the application of a Hire
and Learn approach. Yet most importantly of all, people are
what lies at the heart of any D&I
initiative. It’s essential to formulate
how your programme will attract
applicants from a diverse range
of backgrounds and how you
can take them on that journey,
supporting individuals throughout
the process. Most of all, nothing
provides incentive like the success
of those who have gone before.
Carolyn Blunt
Growth & Client Success
Director, Davies
MODERN INSURANCE | 47

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EVENTS | VIDEOS | PODCASTS | INSIGHTS

FEATURES
ILC celebrates
MGA breakthrough
event
A new name joined the insurance
events sector in October when
the MGA Claims Conference was
held in London with resounding
success.
Delivered by ILC in association with the Managing
General Agents’ Association (MGAA), the inaugural
event was heralded as one of the largest to take
place in the claims sector all year, with nearly 300
delegates attending.
Supported by gold sponsors Claims Consortium Group,
Clearspeed, Davies Group, DWF360 and EDAM Group - along
with silver sponsors Robertson & Co, Vitesse PSP and Wiser
Academy - the MGA Claims Conference featured keynote
interviews with the sector’s leading influencers alongside panel
debates, technology showcases and networking opportunities.
Stuart Ballantyne, co-MGA Lead at ILC and Chief Claims Officer
at Kudo, hosted the event alongside Sue Whyte, co-MGA Lead at
ILC and Founder of Clayms Ltd. About the event, Stuart said, “a
light needs to be shone on MGA claims. It’s an area that’s been
undercooked in terms of focus from a conference perspective,
but the market share and importance to customer and product is
huge. The purpose of this event was to create a forum for MGA
claims best practice discussion and debate. We want to build
a community and network for MGA claims – and to establish
ourselves as the hub for this community – and we want to
showcase the latest technology and suppliers, too.”
Debate
Among the most compelling sessions was an insource versus
outsource debate, where Simon Gallimore, CEO of EDAM Group,
and Peter Edgar, Head of Motor Claims Operations at RSA,
argued the pros and cons of keeping the claims department
inhouse or working with a third party. Simon contended
that setting up your own claims department from day one is
expensive and demands a level of expertise and resource that
an insurer may not have. Supporting this argument, he said,
“insurers think they offer the best service, but as someone who
works in the supply chain and offers those outsource services,
I’ve never been more motivated to offer excellent service
because my next contract relies on it.”
Peter agreed that outsourcing could be a good option in
certain circumstances – such as surges in demand or sudden
business growth – but suggested the data that can be gleaned
from managing your own claims department offers unrivalled
opportunity for service and product development, while also
providing scalability. “Claims departments provide great careers
and talented people, who will support business growth and
development,” Peter said. “They will also protect your business,
because management controls and regulations go up year on
year, and you can’t outsource that responsibility.”
Fraud
Meanwhile, Tom Helm, Director, Claims Practice Leader, Insurance
Consulting and Technology at WTW; Anna Collier, Head of Fraud
at Marshmallow; and Ian Carman, Director - Head of Investigation
Services at Sedgwick International, examined the rising risk of
fraud during a cost-of-living crisis, pointing out that not only do
the number of instances increase, but so too do the number of
people willing to commit fraud.
“People are going to be pushed to the edge,” Anna said. “They
will be committing representation fraud at point of purchase.
There will also be more bent metal fraud, more defaults, and
more exaggeration fraud. Internal fraud is also something we
all need to think about.” She continued, “as long as fraudsters
can make money from insurance, they will continue to do so.
We need to work across the entire industry to prevent this
happening, because if even one insurer is a victim of fraud, then
we all pay the cost.”
Data and Compliance
The conference also turned the spotlight on the untapped
potential of data within claims, with Davies Group pointing out
that 68% of all data available to companies is unused.
Suneeta Padda, Managing Director of Padda Consulting, also
held a Risk and Compliance Surgery ahead of next summer’s
introduction of new Consumer Duty regulations. Suneeta said,
“essentially, it means that everything you do and everything
you say within your organisation should be focused around
the customer, whether
that’s behaviour, product or
services.”
Following this initial success,
ILC has now confirmed plans
to establish itself in the MGA
claims events syndicate.
Stuart Ballantyne concluded,
“it is hugely exciting for us to
get into this space, and we
definitely intend to hold many
more MGA events.”
MODERN INSURANCE | 49

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Forum
In this discussion, we bring some
of the leading names from this
area of the sector together to
highlight the ever-changing world
of rehabilitation. How can we
work together as an industry to
help patients achieve their goals
after an injury? How are advances
in technology leading to improved
outcomes for patients, and how we can
continue to strive for better collaboration across the rehabilitation journey?
This issue’s opinions are from
Pete Clark,
Managing Director of Mind Right
Rhiannon Stokes,
Managing Director at Stokes
Case Management
Ged Horton,
Serious Injury Solicitor at
Fletchers Solicitors
Matthew Hughes,
Managing Director at Dorset
Orthopaedic Co Ltd
Niccola Irwin,
Managing Director of Keystone
Case Management (KCM), part of
the FrenkelTopping Group.
MODERN INSURANCE | 51

FORUM
Why is it important to continue
to promote a collaborative
approach to the delivery of
rehabilitation?
Pete Clark kicks off the discussion by drawing upon his
expertise in psychological rehabilitation. ‘Rehabilitation
simply cannot be successful without collaboration,’ Pete
says, using the example of a complex injury or collection
of symptoms that would increase the chances of
involvement from clinicians with a variety of expertise,
skills and experience. ‘A good outcome for the client is
more likely when there is a smooth relationship between
these clinicians,’ Pete adds. ‘Regardless of the number
of clinicians involved, the most important collaborative
relationship in the rehabilitation process is the one
between the client and the clinicians they are working
with. The client must be in equal partnership with the
medical team, or teams, in order for rehabilitation goals
to be achieved.’
Rhiannon Stokes is inclined to agree. ‘It really is a case
of Together Everyone Achieves More,’ she adds. ‘I think
it’s incredibly important for everyone to be involved in
the delivery of rehabilitation. It’s helpful for everyone
to know what the goals are, and how the claimant
is feeling and progressing as they move through the
rehabilitation process. Rehabilitation providers need
to know how, when and where funds come from;
everyone needs to go into the process with open eyes,
understanding of the litigation, rehabilitation and case
management nuances, prepared to really listen to the
client and their loved ones.’
Ged Horton supports this sentiment too, providing a
legal perspective to illuminate the value of collaboration.
He states that a collaborative approach should be
implemented from ‘the first discussion between the
claimant’s solicitor and insurer or compensator.’ He
proceeds by saying that ‘an agreed framework can
really be worked through’ within this initial consultation,
where a number of aspects can be considered such as
‘the preferred case manager, the funds available, the
intended nature, extent and duration of the programme,
an agreement regarding the disclosure of records, and
whether or not there will be unilateral or joint instruction.’
‘No two cases are the same,’ Ged states, ‘and care should
be taken to tailor any and all rehabilitation to the injured
individual. I’m a firm believer in the claimant being front
and centre, engaged in the process and taking ownership
of their own rehabilitative journey. Rehabilitation will
not work if it feels ‘inflicted’ on any individual, and so
communication is key. There should be regular disclosure
of records, and frequent meetings between the parties
with the case manager present to openly discuss and
reflect upon the programme.’
Ged draws upon his own experiences to add that ‘most
issues can be identified and worked through in these
very early stages. This relies on collaboration from all
parties involved when approaching the delivery of
the rehabilitation and settlement process.’ Accepting
the turbulent nature of litigation however, Ged also
acknowledges those circumstances where issues cannot
be progressed, adding that ‘even in these instances,
parties will be on advanced notice of any issues and
can progress the litigation accordingly’ when the
initial consultation is successful and conducted with
collaboration in mind.
Pete concludes the discussion around this aspect of
the discussion by alluding to the importance of holistic
goalsetting in these initial stages of the rehabilitation
process. ‘The first, and arguably most vital, part of the
collaborative process is the setting of overall rehabilitative
goals,’ he says. ‘Most clinicians will tell you that these
goals should be SMART. Whilst this is true, I believe that
the most important element of a good rehabilitation
goal is its relevance to the normal, everyday life of the
client. Goals must have real meaning or an individual
will struggle to achieve them, and so good goal setting
must also be a wholly collaborative process. The treating
clinician has no chance of making goals meaningful to
the client without having built a collaborative, therapeutic
relationship with them from the very first meeting.’
On the topic of collaboration,
how can we better bring those
involved in the rehabilitation
process together to discuss
the relationship between the
claimant, the solicitor, the case
manager, the insurer and the
rehab provider? In what ways
would this improve the overall
process and patient journey?
Rhiannon is the first to answer here, stating that from
a professional viewpoint, she would ‘like to see all
individuals brought together at the early stages in
a meeting forum as standard procedure, so the
claimant’s journey can be discussed and a plan can
be put in place from the start.’ She is keen to stress
that ’this is essential in order to ensure that all
parties can better understand how they can work
together’ adding that whilst this is ‘very rarely
seen,’ her own experience confirms this to be ‘an
effective way to improve the overall process and
patient journey.’
52 | MODERN INSURANCE

FORUM
Using her own working practices as an example, Rhiannon
continues. ‘Stokes have multidisciplinary team meetings
where the different clinical providers have an opportunity
to get together.’ Reflecting on how she can improve this
process, she continues to state that ‘it would be better if
we were able to have larger, regular meetings inclusive of
the multi-disciplinary team (MDT), alongside the claimant,
the solicitor, the insurer and the rehabilitation provider’ in
order to improve the overall patient journey.
Ged is inclined to agree. Calling on his own knowledge,
‘frequent ‘way ahead’ meetings by video conferencing
are an excellent way for representatives to discuss
and overview the rehabilitation process with the case
manager present’. Ged does however find that ‘these
meetings tend to work best without the lawyers present,’
as this ‘allows the treating professionals and the claimant
to engage more freely – avoiding an overly litigious
approach,’ where documents are ‘disclosed, reviewed and
discussed in these meetings’ as preferred practice, with
meeting minutes correctly and thoroughly documented.
Pete is also happy to contribute here, agreeing that ‘early,
honest and frank communication between all parties is
essential to achieving good recovery outcomes for the
client, whilst also providing other important stakeholders
- such as solicitors and insurers – with the tools and
information needed to progress their own individual
processes.’
He goes on to add that ‘the personal injury process by its
very nature is an adversarial one, for both the claimant,
solicitor and insurer. Good claims handlers and solicitors
can recognise this element of their relationship, respect
it, and still work together very well, achieving a good
outcome for the client which also remains fair to other
parties.’ Looking to areas where case managers and
treatment providers can really excel, Pete states that
‘a picture of the client’s pre-injury state and functional
ability’ is vital in the early stages, ‘through linking
treatment goals to a restoration of pre-injury functional
ability. These professionals can ensure that the best
possible outcomes are achieved for their client without
negatively impacting on the processes of either insurer or
claimant solicitor. Excellent case managers and treatment
providers can aid in this process by advocating for the
needs of the client whilst being respectful of the ongoing
legal processes.’ Such respect can be demonstrated ‘by
ensuring an unbiased, neutral process and communication
style, whilst acknowledging their remit and relevant limits
to their involvement.’
Following a serious lifechanging
injury, how do you
achieve high settlements and
compensation for clients,
provide ongoing care, and still
manage to safeguard the client
at every step of the process?
From a case management perspective, Niccola Irwin is
keen to look at the wider picture here by considering the
changes which are due to be coming down the tracks in
the near future. ‘There are major changes coming to the
case management sector,’ she states, ‘which are expected
to raise standards and ensure improved outcomes
for clients and service users.’ Providing additional
context, she goes on to explain that ‘case management
is a profession which remains largely unregulated, and so
essentially, any person can establish themselves as a case
manager with no qualifications, professional accreditation,
experience, or accountability. Given that they can be assisting
those at most risk, this needs to change, and I am committed to
supporting the industry in addressing that change.’
Outlining her intentions for this, Niccola elaborates further.
‘As a director of CMSUK, and as Co-Chair of the Standards
Committee of the IRCM, I am in a position to facilitate the
crucial changes that need to take place, and continue to
innovate the accreditation process within the industry. Such
monumental changes to case management practice are keenly
sought within the industry and should be welcomed by all
stakeholders.’
Addressing her own working practices, Niccola adds that
‘KCM instigates rigorous recruitment processes, ensuring
their case managers are registered health professionals as
well as demonstrating knowledge and experience of case
management. Even so, we consider a registration process to be
essential. Of utmost importance, clients will be better protected
and reassured that those delivering services are suitably
qualified, accountable and practicing to a good standard.’
Ged also contributes to this discussion from the perspective of
a Serious Injury Solicitor. ‘My first meeting in such cases can be
in very traumatic circumstances,’ he says. ‘There may often be a
sense of hopelessness, despair, and an inability to see any light
at the end of the process.’
Speaking about his approach to these circumstances, he
continues by reinforcing the importance of trust. ‘It’s important
to earn the trust of an individual claimant,’ he states. ‘It’s a
privilege to be entrusted with their case, which carries such
importance to their future quality of life. It’s a responsibility that
I do not take lightly. Each case is different, and it’s vital that I
build rapport with each individual. I always visit in person at the
outset of the case, and continue with regular meetings; often in
person, but also via video conferencing and over the telephone
if preferred. The lines of communication are always open, and
the injured individual lies firmly at the heart of the case.’
MODERN INSURANCE | 53

FORUM
greatest impact on recovery outcomes,’ he stresses, adding
that ‘protracted processes, which delay the commencement
of rehabilitative action, can have a significant impact on
eventual outcomes for the client, increasing the degree
of treatment required in order to achieve these outcomes
and causing friction in the relationship between all parties
involved.’ Speaking to an earlier point about funding,
he goes on to add that ‘such delays are also likely to
increase the costs of the rehabilitation process,’ stating
that ‘communication is usually the key to unlocking
these issues. Early identification by the solicitor or
insurer regarding the likely value of rehabilitation is
important - as is agreement to jointly instruct - which
will ease future communication and ensure a smoother
journey overall.’
So, what are the primary
challenges in the personal injury
and rehabilitation world at the
moment? What impact do these
challenges have on the claimant?
Matthew Hughes addresses this head on by discussing the
challenge of speed and timeliness when it comes to effective
rehabilitation and treatment. ‘Ultimately, if we are able to
secure funding for a claimant in a timely manner, there’s a
better opportunity to rehabilitate these individuals to a higher
level,’ he says.
Matthew elaborates on this point by referencing back to
collaboration. ‘If you look at certain examples over the years,
we’ve had some patients where there’s been this real link
of process between all parties involved. From the patient’s
perspective, this absolutely equates to success in the majority
of cases because collaboration is so important here. As soon
as there’s any fragmentation or disengagement between those
parties, it slows that whole process down. Ultimately, it’s the
claimant losing out in those cases, in terms of the quality of
their recovery and the speed at which they can rehabilitate. Of
course, this also depends on what happened to that individual
- and other mitigating factors such as age – just one of many
reasons why timely rehabilitation and treatment is vital for the
long-term outcome of an individual.’
Rhiannon supports this and also expresses concern about
funding. ‘Not being able to secure funds quickly enough has a
dramatically negative impact on the claimant’s rehab journey,’
she states. ‘Things improve drastically if we’re able to access
funds early, because delays with rehabilitation can affect the
overall function of the claimant. The earlier and faster they
can access funding, the quicker they can tackle the qualityof-life
aspects of their recovery journey – with physical and
mental benefits. Wellbeing really is significantly improved
when funded rehabilitation packages are in place at an early
stage – and I would hope we all now recognise how important
wellbeing can be to achieving long-term, positive outcomes.’
Pete is also keen to agree that timely action is vital when it
comes to rehabilitation efforts. ‘The passage of time has the
What opportunities do
new technologies offer
in relation to the way that
prosthetic products and
rehabilitation is delivered?
In response to this, Ged quickly draws upon his own
experience of working with clients that have undergone
amputations. ‘The technologies have advanced
considerably in the time that I have been practising,’ Ged
states, ‘and they will continue to develop into the future.
There is sadly a great chasm in quality of prosthetics in
the NHS when compared with private provision. Whether
it be the quality of the prosthetic limb, availability of any
microprocessor component, provision of activity limbs,
or simply the time and care needed to fit a limb properly.
If an individual has a personal injury claim, it can make a
resounding difference in the quality and availability of the
prosthetic support open to them.’
He continues, ‘I work with a number of specialist providers
in the UK who are at the cutting edge of rehabilitation and
prosthetic technology. The importance of investigating
these aspects in the duration of a claim cannot be
overstated. It’s vital that an individual has awareness of
the best technology on the market, and the opportunity to
access, trial and evidence it. With the appropriate expertise,
this can then be factored into an individual’s claim to ensure
they have the lifelong financial resources to purchase the
optimum prosthetics for them.’
Matthew also considers technology by looking through the
lens of what advancements can bring for the injured party.
‘It’s an amazing opportunity’ he says, ‘because the more
advanced technology becomes, we can get injured parties
back quicker to the same or comparable quality of life that
they’d had pre-injury. We don’t have magic wands, but we
can certainly do our best to get that individual back to
pre-accident or pre-injury status. As technology advances,
it’s giving patients better control and functionality of their
prosthetics.’
Referencing costs however, Matthew elaborates to briefly
touch on the downsides of this. ‘Unfortunately - because
it’s such a small, niche area - we often see cost challenges,
prices soaring, and it reduces accessibility to the latest
technology for so many people. This being said, technology
really has advanced massively in my twenty years of work in
this sector, and these advancements are wonderful for the
safety and quality of life of the individual.’
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FORUM
The effects of experiencing
psychological injury and ill mental
health after injury are severe. How
can this industry collaborate to
strive for better, more established
customer care?
Pete is the first to respond by recognising that there is a
psychological component to all injury. ‘That’s not to say that
everyone experiencing an injury will need psychological
treatment,’ he clarifies. ‘In fact, if we are able to recognise
and talk openly about the psychological impact of the injury,
the effect is likely to reduce the number of claimants who
eventually require full treatment intervention in the long run.’
He continues, ‘treatment providers such as Mind Right
are always happy to collaborate with other stakeholders
to explore ways in which we can intervene early; with less
intense treatment modalities that reduce the likelihood
of worsening symptoms, which will require full blown
treatment. We have digital tools at our disposal that can
triage symptoms and recommend fewer intensive pathways
that support individuals on their journey to a quicker
recovery.’
On the other hand, Ged provides an alternative outlook from
his perspective as a Serious Injury Solicitor. ‘The provision
of statutory services, particularly in managing psychological
injury and mental health, falls woefully short,’ he says. ‘I often
see injured individuals discharged from hospital too early,
into unsuitable home environments, without appropriate
care plans and with little regard for psychological wellbeing.’
He does however agree with Pete in relation to the timing
of psychological intervention. ‘The lack of appropriate
support after discharge can often heighten an individual’s
psychological anguish,’ he states. ‘Left untreated, this can
result in the development of low mood, anxiety, frustration,
stress and risk regression, into depression and other serious
mental health issues. It’s important that the parties firstly
improve the situation ‘on the ground’ with an effective
support and rehabilitation package, as well as arranging
for early psychological evaluation and obtaining suitable
recommendations for treatment. The earlier this can take
place, the better, so it often requires pursual of private
provision to avoid lengthy NHS waiting lists.’
Rhiannon complements this sentiment by stating that she
would really like to see more training and conference events
around this particular topic. She adds, ‘it would be great to
encourage claimants to come
and talk to insurers, litigators
and case managers about
mental health after severe
injury. At Stokes, we see the
positive results when mental
health is addressed – a client’s
life and their relationships
can vastly improve.
Unfortunately, a great
number of the individuals I
see post-injury and postsettlement
are really not
coping. Just because they
have a settlement and
some initial rehabilitation,
it doesn’t mean a client
is thriving. We need to
keep educating ourselves
on how we can support
people further down
the line, as if this is left
unchecked, poor mental
health can reverse anything
positive that’s already been
achieved with regards to
the physical rehabilitation of
the individual.’
Working with a claimant following
a serious or life changing injury
must have a huge emotional
impact. How do you achieve
a work/life balance and make
sure that you and your staff are
prioritising their own wellbeing?
This is a good question!’ says Matthew. ‘For one thing,
we’ve got lots of safeguarding in place across the business,
and we’re very mental health aware. We have Mental
Health First Aiders, and Employee Assistance Programmes
in place where staff can receive confidential support and
advice from external counsellors. We also spend a lot of
time talking about things amongst ourselves. Naturally, we
work really closely with the individuals that we’re trying
to help, and you can certainly become attached to what
they’re doing, and the process or the journey that they’re
going through. If a colleague is finding something difficult
or challenging, they will work through this with others
throughout the business, and feel safe and encouraged to
do so. We can get the best out of it without there being
detriment to the staff - and whilst it’s not a problem that
we encounter very often - we certainly have the tools in
place to look after staff where needed. There’s the right
balance between being engaged with that individual and
maintaining professional boundaries, and ultimately, this
something that we tend to acquire through experience.’
Niccola is quick to agree with this sense of camaraderie.
‘On the subject of health and wellbeing for those working
in the PI sector, working closely with individuals who’ve
experienced catastrophic injury can indeed be emotionally
draining. Achieving a work/life balance can be difficult too,
even more so when you work independently and on your
own.’
She continues, ‘at Keystone, our case managers are part of
a supportive team of likeminded others who are working
in similar circumstances, and are able to reflect on issues
together. That can help with emotional support, but on
a practical level this also allows for shared responsibility
and effective handovers, so that holidays can be taken
without disrupting client care. Outside of our immediate
team, we also have the support of our parent group and
sister companies – all of whom operate in the PI and clinical
negligence sector – so there is great comfort in having that
safe and understanding space to share and be heard.’
Pete is also appreciative of Mind Right’s wider network. ‘At
Mind Right, we work very hard to practice what we preach,’
he says. ‘Our management team is predominantly made
up of clinicians who constantly look out for each other, as
well as the teams working for them. We’re fortunate to be
part of the handl Group, which includes businesses such as
Robertson Cooper who are experts in employee wellbeing.
As part of the handl Group, we are all able to work closely
when it comes down to looking after each other in times of
need.’
Rhiannon is also happy to talk about staff wellbeing
to conclude the roundtable forum discussion. ‘We take
the wellbeing of our staff and case managers incredibly
seriously at Stokes,’ she says. ‘We offer peer-to-peer
supervision and one-to-one support to all of our staff and
case managers, accessible whenever they need it. We have
actually structured our business to guarantee that there are
dedicated leaders to support mentorship and the wellbeing
of our entire team. We need to be strong, creative and
proactive to keep this as an essential part of our culture and
business planning. We also encourage work-life balance. It’s
something that we talk about frequently, and we encourage
it in action, too. We have a culture that allows for time
to talk - just talking about frustrations or anything that’s
upsetting us is important, and we’re really good at doing
that across the business. We also signpost our team to
those who can offer specialist, confidential help externally.’
MODERN INSURANCE | 55

The Claims
Function
is Not
Delivering
Just a
Thought
from Eddie Longworth
FEATURES
I recently had occasion to search
LinkedIn for a list of ‘UK Claims
Directors’, and on reviewing the top
100 results I can see that only 20%
are female. Ask LinkedIn for a list of
‘Head of Claims’ and you will find
that only 15% are female. It would
seem that something is amiss…
However, the good news is that as part of an ESG (Environment,
Social & Governance) project that I recently concluded, I am
pleased to report that my TPA claims outsourcing client maintains
a full suite of equality, equal opportunities, and anti-discrimination
policies. Surely this approach will reap significant positive change
in the years to come.
But then I did something stupid; something that I will forever
regret, and which gives me nightmares to this day. I asked who had
ever actually read these policies, and what was happening in the
claims department to ensure their full implementation…
Oops! Big mistake!!
Not a Pretty Picture
I give you these illustrations to serve as a reminder that the world
of claims is not exactly at the forefront of delivering real-world
results, when we dig beneath the surface of good intentions and
grand policy statements. Like the broader insurance industry
itself, we struggle to drive the necessary changes in best practices
and internal culture that will deliver permanent and fundamental
change across the entire spectrum of Equality, Diversity &
Inclusion.
Of course, we all know that cultural change starts at the top.
Without C-suite commitment and, more importantly, C-suite
action, it could well be years down the line before we see structural
change in the leadership of the claims world. The irony is that - at
grass roots level - we see massive diversity in the claims handling
department and a rich mix of employees. Sadly however, this does
not seem to be reflected in the upper echelons of senior claims
executives.
Cultural change may start at the top, but its roots lie in the minutia
of day-to-day practices and developmental work. Achieving a
proper mix of at least the gender and ethnic characteristics of the
most senior claims personnel will only happen when the claims
department recognises the problem and consciously embarks
upon solution design and delivery. Changes of this scale do not
happen by accident.
Not Enough Sex
Perhaps one of the problems that the claims department faces
in this regard is that claims is just not seen as ‘sexy’. When the
HR department or their equivalent is deciding where to invest
monies for medium to long term reward, I wonder how high in the
pecking order the claims function lies? Sadly, claims is too often
seen as the ‘spending’ department that lies at the root of the
profitability problems/opportunities of the business. Of course,
we all know this isn’t true - but not too many Claims Directors
sit in the boardrooms of major insurers to counter this mistaken
understanding of our role.
There are honourable exceptions to my tale of woe. Direct Line
Group, Aviva, and many others lead the way in the high stakes
politics of Equality, Diversity & Inclusion. It is to be hoped that
where they lead, others will follow.
But there is no doubt that the journey will be fraught with
institutionalised resistance, ignorance, and a plain refusal to
accept a statement of the obvious
(to me, at least!). Namely, that
a claims function built around
the core structures of Equality,
Diversity, and Inclusion will surely
perform better, reflect the needs
of claimants, and play a full and
proper role in the future of the
business.
All it needs a little bit of leadership.
Eddie Longworth
is a Director at JEL Consulting.
MODERN INSURANCE | 57

Mind Right
Psychological Rehabilitation
that works the right way
At Mind Right we discovered that case managers, solicitors
and insurers were not well served by existing psychological
rehabilitation providers and mental health services.
That’s why we concentrate on a return to function and work for
the individual using a focused, stepped approach that reduces
treatment drift and keeps treatment laser-targeted on the end goal.
Mind Right. The right way to deliver psychological rehabilitation.
Call us now: 03300948733 or email: hello@mindright.co.uk

10 MINUTES WITH...
10 mins with...
Lynn
Cuffley
QWhat is your most memorable
achievement whilst working in
your current role?
A
It is hard not to focus on the
communication challenges
posed by the pandemic.
I think most people involved in
communication will say it was a
testing time with no rule book. It
was a difficult, demanding and often
an exhausting period, but without
hesitation the value to our colleagues
of maintaining that continuous flow of
communication throughout made it all
worthwhile.
That said, I am also particularly proud
to have been one of the founding
members of the Women in CILA
group, and to see how the diversity,
equity and inclusion conversation has
moved forward over recent years. It
has been inspiring to see so many
changes over the past few years at
Crawford, with recent highlights being
the launch of a smarter working policy,
an inclusive bank holiday program,
menopause support framework,
enhanced maternity and paternity
leave and adoption leave policy.
We have also launched projects to
boost social mobility, and introduced
changes to our recruitment processes
and career progression strategies
to open more doors for people,
regardless of ethnicity, gender, social
background or skills base.
QWhat’s the most valuable piece
of advice that you’ve been
given?
A
“If you don’t believe in yourself,
no-one else will.”
QWhat has been the key positive
or negative impact of change
in your area of the market?
AThe most positive thing for
me in the sector has been the
huge growth in the number
of opportunities now available to
women in insurance. It gives me great
pleasure to know that at Crawford, we
have three women presidents in Asia,
Europe and the UK.
There is still more to do if we are to
create a more diverse and inclusive
environment in which a much broader
spectrum of employees have access to
the same level of career potential that
our exciting and dynamic sector offers.
I am passionate about doing whatever
I can to make a difference.
QIf you were not in your current
position, what would you like
to be doing?
AI started writing a book about
10 years ago and I’m still trying
to finish it. I’d like to think that
I’d be a best-selling author of crime
fiction with empowered and fierce
women at their heart. I’m determined
to get there one day!
QWhat three items would you
put on display in a museum of
your life and why?
A
My Southend United scarf, my
Jane Austen book collection
and an English Bull Terrier. My
three main passions!
QWhat three guests would you
invite to a dinner party?
A
So difficult to choose three
people, but first on my list
would be my dear friend, Arthur
Rackstraw. He hosted the best lunches
and dinners, and you never knew what
he’d say next. I would dearly love one
last lunch with Arthur as I miss him
dreadfully. Apart from Arthur, it would
have to be
Emmeline
Pankhurst
and Alan
Shearer.
Lynn Cuffley,
Senior Director, Marketing
Communications, Crawford & Co.
MODERN INSURANCE | 59

FEATURES
IS
BURNOUT
THE NEW
NORMAL?
Strategies for wellbeing in
an “always on” culture.
Many organisations focus their
DEI initiatives around creating
inclusive communities, cultures
and processes - all of which
are proven to be incredibly
successful, and essential for
improving job satisfaction and
performance. However, there is
a rumbling mental health crisis
affecting modern workplaces
that very few discuss.
That crisis is burnout.
60 | MODERN INSURANCE

FEATURES
On 28th September - as part of the biggest Dive In Festival
yet - burnout was an integral area of interest for the event’s
organisers. They felt that burnout is something that people just
don’t have enough awareness about, yet this is something many
of us experience. During the event, a carefully selected panel
of speakers discussed their lived experience of burnout, the
practical steps to identify the signals, what they wish they knew
before, how they recovered, and how they continue to manage
their stress.
Sarah Sparks, an award-winning coach, author and speaker,
has bounced back from burnout herself to become an expert
in the field of mental health. Joining the event as part of an
expert panel of speakers, Sarah frequently speaks globally about
burnout prevention, working with organisations in the Financial
Services sector on a one-to-one basis, in groups, and on a much
larger scale, to help individuals prevent burnout in themselves
and others.
So, is burnout the new normal?
According to Deloitte*, burnout is among the most dangerous
and widely ignored occupational hazards, slowing productivity
and lowering job satisfaction across the board.
I woke up one day in hospital, shocked but not believing I could
change anything until my psychiatrist pointed out that work
wasn’t meant to make me ill.
That realisation was the turning point for me, though it took a
long time to recover.
What’s driving the burnout epidemic?
The biggest driver of burnout lies in the chronic imbalance
between job demands, such as workloads and deadlines, with
job resources like insufficient headcount, inefficient systems,
unsupportive working relationships and a lack of workplace
autonomy.
There’s huge pressure at work for many, and with no let up. We’re
living in an ‘always on’ culture, often dealing with hybrid working
with all of the pressures that entails, and there’s uncertainty and
change everywhere you look on top of that – job insecurity, a
cost-of-living crisis, climate change and war. No wonder people
are suffering!
A survey of full-time workers across different sectors in the
U.S. revealed that more than 77% (84% for Millennials) have
experienced burnout at their current job, with more than half
having experienced it more than once.
In the past, if someone burnt out at work, organisations would
consider this part of normal business attrition. However,
businesses cannot afford to think of burnout in this way
anymore.
What do I know about burnout?
When I was 35 and working at a prestigious Financial Services
organisation, my career was on a roll. I’d just been promoted. I
was recently married, and I was trying to be the best I could be
for everyone in my life.
From the outside, my life looked great. But I had no idea of the
toll my demanding job was having on my body. I hadn’t slept
properly in years, and my breathing was erratic. I was snappy
with everyone around me, and I couldn’t think straight.
What is burnout?
According to the World Health Organisation, occupational
burnout is a common syndrome resulting from chronic workrelated
stress. This is exactly what most people are dealing with
every day.
However, stress itself is not the problem. The real problem lies in
the lack of rest and recovery that is causing people to become
ill. Humans are designed to have acute episodes of stress,
episodes where we fight, flight, or freeze our way out of a lifethreatening
danger, and then recover in a place of safety. We are
not designed for repeated stress after stress after stress, without
allowing stress hormones like cortisol to subside.
When these stress hormones are racing around our body, all the
other systems that are not needed shut down. We don’t need
the digestive, immune, or reproductive systems in that “fight or
flight” moment, or even high cognitive function. And so it’s no
wonder we become ill if these systems are not working as they
should most of the time!
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The answer lies in bringing down these stress hormones as often
as you can. Even high performance athletes recognise the rest
and recovery phase as essential to perform at their best, and the
business world needs to recognise that too.
What are the symptoms of burnout?
Individuals experience burnout in many ways.
However, common symptoms include:
• Lack of energy and/or constant fatigue
• Trouble sleeping
• Concentration and memory problems
• Emotional outbursts or withdrawal
• Feelings of negativity or cynicism towards one’s work
• Physical illness, such as headaches, cold and flu symptoms.
Burnout can even lead to heart attacks, stroke, haemorrhage,
or palsy in extreme cases.
People who burnout also tend to think of themselves as weak,
but in actual fact, the opposite is true. These are generally
the people who are strongest, often with people pleasing and
perfectionist tendencies who want to do the right thing and
would be willing to push themselves to go the extra mile. These
characteristics all form part of the problem.
How can organisations prevent
burnout?
Many organisations are focusing their efforts on helping people
cope with, or alleviate, symptoms of burnout, rather than
resolving the actual causes.
Our live survey during the event at Dive In Festival - and many
previous surveys, for that matter - have identified some common
key issues contributing to burnout, such as workload pressure,
deadlines, unrealistic goals, conflicting priorities, over-work,
long hours, and unsupportive management.
These are not issues that individual interventions, or the
individuals on their own, can resolve. There needs to be systemic
change at an organisational level to change the company culture
as a whole. For example, some organisations are beginning to
monitor employee workloads and provide increased downtime
for their employees wherever possible. Others are using the
latest assessment tools to evaluate the risk of employee burnout
in a holistic way.
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But this is not the norm. Nor is this just about looking after staff
because it’s the right thing to do as part of your duty of care as
an employer. The most successful organisations are the ones who
can attract and retain top talent. Organisations with the right
strategy on burnout prevention - who treat the wellbeing of their
staff as a critical KPI – are consistently more successful and more
profitable. Nothing eats at profit margins like lost productivity
through sickness.
on, but what would you like me to let go of?’ Of course, this isn’t
an easy conversation to have, but the signs of burnout should
not be ignored. The price is too high to pay, so whether you’re a
leader or a manager of others or not, we must all learn to stop
and think about the demands you’re asking of others. Are these
demands reasonable? Do others have the necessary resources to
accomplish your request? We all need to play our part in solving
the burnout crisis.
In a recent McKinsey Health Institute survey of nearly 15,000
employees across 15 countries, ‘toxic workplace behaviour’ had
the biggest impact on predicting burnout symptoms within the
workforce, and an individual’s intent to leave the organisation. We
need ‘brave cultures’ to identify and call out such unacceptable
behaviour. I’m not saying that individual level interventions like
time management, mindfulness and wellness days shouldn’t
happen, but I am saying that unless there are systemic
interventions, organisations will not be getting the best return on
their investment. You can’t yoga your way out of this!
You don’t have to throw in the towel and resign, though – far from
it! The key thing is to stop and bring down the stress hormones as
frequently as you can. It’s about becoming more self-aware and
taking action every day to allow your body to recover from the
stress response. If you want to be your best, you have to rest!
How should you talk to your manager
about stress?
Ideally, you and your manager are already having regular
conversations about managing workload and deadlines. I know
that’s often not the case however, as there is still a lot of stigma
around discussing the intricacies of mental health.
If you’re starting to feel burnt out, my advice would be to take
action early. Initiate conversations with your manager, and
if you’re worried about bringing your mental health into the
conversation in case it might be career limiting, focus on making
clear requests about what you want.
For example, you could say, ‘I need definitive goals and realistic
deadlines in order to do my best.’ If you have a full plate and
you’re asked to do more, you could say, ‘I’m happy to take this
What was my biggest takeaway from
Dive In 2022?
This burnout panel had the largest sign up of all the sessions,
so it’s clear that there’s a real need and desire to talk about this
topic. It’s a huge issue to cover in just an hour-long discussion
and short Q&A. We need much more time to do justice to this
subject, and 96% of people said that they wanted to continue the
conversation further. I’d welcome the opportunity to do just that,
so why not connect with me on LinkedIn? Let’s redefine how we
work and live!
Sarah Sparks
is an award-winning coach,
author and speaker. She joined
the panel at the “Is burnout
the new normal? Strategies
for wellbeing in an ‘always on’
culture” event, as part of Dive In
2022. Her recent book, ‘STOP –
The Calmer Way to Future Proof
your Career and Wellbeing’, won
the Business Book Award 2022
for Wellness and Wellbeing.
Running for its eighth
consecutive year, Dive In is the
leading festival for DE&I in the
insurance industry. This year the
festival turned its attention to
creating Braver Cultures, with
23,000 attendees across over 90
countries. Register here to watch
the on-demand events:
https://diveinfestival.com/
*Article from March 2022
MODERN INSURANCE | 63

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INSUR.
TECH.
TALK
MODERN INSURANCE | 65

INSURTECH
WELCOME
Dear Readers,
Welcome to the latest edition of Insur.Tech.Talk.
In the midst of the exciting (and perhaps for some, rather worrying)
news of Amazon entering the UK insurance space, I interview some of
the biggest names in the industry once again to share the latest news,
insights and developments in the world of insurance.
Across the next few pages, you’ll read interviews that I have
conducted with some of the leaders speaking at our upcoming
European conference - with a focus on 1) the most exciting initiatives
taking place in insurance right now, 2) what’s keeping the industry
awake at night, and 3) how they are managing shifting market
conditions now, and planning for future changes?
To summarise some key takeaways, we learn that:
• Uncertainty is the new reality
• The prominence of ESG has caused the industry to increase its
focus on human capital issues
• Amazon’s entry to insurance will accelerate business model
transformation
• Relearning what once were the foundations of our knowledge - as
well as unlearning outdated concepts - is essential for insurers to
stay relevant
• Creating a working culture that embraces change is fundamental
to success
• Insurance will become increasingly personalised, preventative,
sustainable, connected, and embedded
• Never before has the pace of change been this fast
I really hope these interviews provide you with useful, actionable
insights and inspiration. If you would like to hear more from these
leaders, they’ll be covering more important topics at Insurtech
Insights Europe in the first week of March 2023.
Until next time…
Bradley Collins,
Chief Commercial Officer,
Insurtech Insights Advisor,
Insurtech Week
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INSURTECH
AXA
Retail
Q
A
Hi Tara, it’s a pleasure as always. I’d love to know
what’s been keeping you & your team up at night
most recently?
We recently launched Moja, our first digital-only
brand. With Moja, we aim to shake up the insurance
market by offering a simple and flexible proposition
for people who live life through their smartphone or
tablet. It’s one of the biggest deliveries of our AXA Retail
transformation strategy, and whilst it’s initially available
for motor insurance customers on Compare the Market
(and direct via mojainsurance.co.uk), we plan to roll it out
on more price comparison websites and extend into other
insurance markets, too.
It’s clear that customers increasingly want to interact
with organisations in a digital way, and they expect these
interactions to be effortless and simple. Our transformation
strategy focuses on this, and Moja was developed as a
result. We’re really proud of what we’ve achieved – the
brand was developed entirely in-house and required a
monumental effort from our teams.
Q
A
months?
As a tech and innovation champion at AXA, what
areas of the business do you see as the most
important to work on improving over the next 12
As we continue on our digital transformation journey,
we’re constantly seeking to develop propositions
that add the most value and convenience to our
customers. Moja provides us with the foundation to take
this further alongside our wider brand portfolio of AXA
and Swiftcover. We’re focused on providing customers with
more choice, ensuring their experience is frictionless and
easy to navigate. This is crucial to earning their loyalty.
Customer insight is central to our product and journey
design, and we benchmark against best in class from
other industries. We develop our digital propositions by
using data and analytics, and by leveraging more flexible
and agile technology platforms. Our people are also key,
and we are continuing to foster a culture of innovation by
empowering colleagues to take a more agile approach to
delivery. This allows them to make decisions quickly in what
is an increasingly fast-moving environment.
Q
A
Finally, what are the biggest shifts you see
happening in insurance over the next couple of
years?
The last few years have been a period of huge
change across the industry, and this has placed more
responsibility on insurers to provide customers with
the best possible service. New regulations mean insurers
have to reshape their propositions, and this in turn will result
in the development of higher quality products and services
at fair prices.
The ongoing economic turbulence and uncertainty is
increasing pressure on households, and we are seeing
people becoming more risk aware and risk averse.
Therefore, the insurance industry, along with financial
services more broadly, needs to ensure we offer products
and pricing that guarantees inclusion, support, and a safety
net for all our customers wherever possible.
Especially since the pandemic, people increasingly expect
more digital interactions, demanding an experience similar
to that provided by tech giants such as Amazon and
Uber. For this reason, the insurance industry shouldn’t shy
away from looking at, and learning from, successful firms
outside our industry. Insurance will become increasingly
personalised, preventative, sustainable, connected and
embedded, and while this transformation may be a
challenge for some, it’s also a great opportunity for us all to
better serve our customers, now and in the future.
Tara Foley,
CEO of AXA Retail
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INSURTECH
Munich Re
Hi Fabian, I’d be interested to hear about some of the most exciting
initiatives you’re working on at Munich Re at the moment.
Q
AAt Munich Re, we’re not only constantly improving our core reinsurance
business, but we are also exploring new business models beyond
the core. Naturally, this is where a lot of the most exciting innovation
happens. Many of these initiatives are driven by the way we think about AI and
technology. In our view, this can be both risk and opportunity.
Firstly, AI generates new risks – algorithms and technology may fail, and
an increasing level of regulatory requirements have to be fulfilled. With our
solution CertAI, Munich Re offers certification of AI algorithms to companies
that want to make sure that their product or AI usage fulfils the need of their
respective use case. aiSure, another example, offers start-ups an insurancebacked
performance guarantee for their AI algorithms.
Secondly, AI and technology may enable completely new use cases that
weren’t possible in the past. To leverage these opportunities at Munich Re, for
example, we are participating in the QUTAC consortium, where we collaborate
with partners from other industries to identify future use cases of quantum
computing for our business.
I’d also love to know the biggest changes you’re witnessing in insurance
right now?
Q
Society as a whole, and consequently the insurance industry, is currently
undergoing a period of major changes: in the wake of COVID-19, many
A players found themselves forced to invest in digitisation to enable new
ways of working, and to increase their digital footprint and offering. At the
same time, this makes many companies more vulnerable to cyber risks, one
of the fastest growing risk types. Additionally, already existing global risks –
especially climate change, but also pandemics, for example - will play an even
bigger role in the future.
From our perspective, much of these new or increasing risks can still be
insured in the future, but a mix of domain-specific knowledge and the right
data will increasingly be required to even better understand these risks.
Consequently, the capability to find or generate and utilise this data efficiently
will be a key differentiator in the future.
QFinally, what key piece of advice would you like to offer the insurance
industry when dealing with shifting market conditions?
AFrom my point of view, it is important to further drive digitisation and
vigorously embrace the opportunities that technology and data offer.
Due to the increasing complexity of technology and the requirements
to make efficient use of data, a single company may not be able to accomplish
all of this on its own. Instead, players will have to focus more on building and
being part of new ecosystems and networks.
Munich Re, for example, is actively involved in various industrial and academic
networks in this respect. In addition to QUTAC, we participate in other
innovation networks. This way we monitor the latest trends, use impulses for
new business models and identify potential partners. Also, we closely work
with international universities to keep our finger on the pulse of latest research
developments in the highly dynamic deep-tech area.
Another example is the valuable ecosystems we form with our primary
insurance clients. Particularly, we engage with smaller and midsize insurance
companies to co-create innovative digital solutions, which prepare them for
the challenges of shifting market conditions.
Dr. Fabian Winter,
Group Chief Data Officer at Munich Re
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INSURTECH
EIS
QHi Tony, I’d be interested to hear about
some of the most exciting initiatives
you’re working on at EIS at the moment.
AWe have just launched our CloudCore
offering to the market. CloudCore is a
dedicated SaaS platform that supports any
type of insurance: health, wealth and risk – built
on Coretech technologies. When we looked at
the market, there was not a true cloud-native
solution for large scale insurers like Desjardins
in Canada, where we are supporting over 30M
customer records across insurance and banking
with 2.5M mobile transactions per day with sub
second response rates. It just didn’t exist – so, we
built it.
Q
A
We
I’d also love to know the biggest shifts
you’re seeing in insurance right now, and
anticipating in the years ahead?
are looking at a shift that we are calling
The Great Crossover, and it goes like this:
We fully expect Life and non-Life insurance lines
to converge and provide the one-stop-shop
experience that today’s consumers are actively
seeking. Insurers will make a sustained effort to
broaden their product portfolios to become
more “sticky” with consumers. They will place
increased focus on simplified buyer journeys that
make data-driven supplementary product/service
offers that are attractive to customers, driving of
revenue growth and customer loyalty. Retention
is increased with each additional product
customers buy. Full-stack insurtechs, such as
Lemonade, and leading incumbents are pursuing
this model vigorously. And did Amazon’s
entrance into the UK market just accelerate this?
We think so.
QFinally, what key piece of advice would
you like to offer the insurance industry
when dealing with these shifting market
conditions?
ATreat the customer as the channel. It is
costly to obtain and retain a customer.
There is so much evidence in multiple
industries that when a customer has more than
one product, they become more loyal. As an
industry, we need to shift out of this productfocused
mindset and view the customer as the
channel; providing them with the products and
services that they want, when they need them,
and sometimes even before they realise that they
need them.
Our customer, Liberty Mutual, is running P&C
business lines across the European market and
also experimenting with the offer of non-P&C
products to their distribution channel. These
rather simple products of Critical Illness and
Personal Accident are important to consumers to
protect other aspects of their lives, and they are
also easy to sell. The experimentation will give
Liberty Mutual important data as they build out
a new muscle to expand beyond personal lines
products to offer their consumers the products
and services that they want.
Anthony Grosso,
CMO of EIS
MODERN INSURANCE | 69

INSURTECH
Zego
QHi Sten, it’s a pleasure as always. Partnerships have been key to your growth at Zego. I’d love to know your
approach when finding new partners, and your plans for the year ahead.
Hi Bradley. Likewise, great to catch up!
A
That’s right, partnerships have been a massive driving force behind Zego’s success. It’s a point of pride that we work
with many household names across many sectors, from food delivery, courier services, insurers, micromobility and
more.
Our approach is primarily based on value exchange. For example, what value we can bring to the given partner, and
what value can we receive back? A great example of this would be one of our earliest partnerships with Deliveroo;
Zego was born by offering flexible pay as you go insurance to their riders. Many self-employed couriers would hit a
stumbling block when they would get to the insurance stage of the application, because the only real choice they had
at the time was a costly annual policy. What if they did not like being a courier? What if they needed to become a
food delivery driver to earn money to pay for insurance? It didn’t make sense, and we were able to offer an affordable
solution. A win for our partner, a win for the courier, a win for Zego. Zego is laser-focused on growth; we have a lot
of exciting opportunities, goals, and projects in the pipeline, and partners across many sectors will play a vital role in
achieving these.
QWhat are the biggest shifts you see happening in insurance over the next couple of years? How are you
preparing for this?
A
Some passions of ours, the effectiveness of which bears out in many of the products and services we offer,
are the applications of behavioural based insurance products and active risk management. These can be seen
through our Sense app, and the Risk Management Academy which we run for existing customers – both of
which will cater for many of the shifts we’ll see across the insurance industry over the next couple years.
Pricing based on an individual driver’s risk instead of generic factors are preventing or dramatically reducing
accidents from happening in the first place, which is exciting for Zego. It is not a huge leap to predict that insurance
across the board will become more and more personalised to the individual over the coming years - where good
drivers, responsible homeowners, and people living healthy lifestyles will pay less for their motor, home, and health
insurance.
Looking further to the future, we have set out Zego’s 2040 vision for the future of mobility. At the rate of
technological advancement the likes of which we are seeing currently, fully autonomous vehicles of all shapes and
sizes will soon be operating across our towns and cities. This brings a whole new set of risks to insurers (hacking of
vehicles, software and hardware issues and so on), and the future will not be possible without insurers advancing at
the same rate as the tech itself.
QFinally, what is it that’s currently keeping you awake at night?
Naturally, like many, the wider macroeconomic situation has been on my mind. Inflation, fuel costs, and the
rising cost-of-living is affecting individuals and businesses of all sizes. At Zego’s core, we want to help people
A save time and money on their insurance. Our flexible policies were extremely helpful during the pandemic; for
example, fleets, couriers and private hire drivers who were unable to work regular shifts during the various lockdowns
only paid for insurance whilst using their vehicle for work. On the other hand, if they had a traditional annual policy,
they would’ve already paid for their vehicle to sit idle. The pandemic was difficult, and the uncertainty facing us now
is undoubtedly a concern to all of us. But we are already a long way into planning how best to support our customers
through what is likely to be a difficult winter.
Sten Saar
CEO of Zego
70 | MODERN INSURANCE

INSURTECH
AON Q
I’d also love to know the biggest changes you’re
witnessing in insurance right now?
Our insurance industry is, like many others, more
and more dependent on emerging technologies and
Adata sources to drive efficiency, expanding skills and
capabilities across organisations. Digital transformation is a
necessity to keep up with outside and inside developments,
as well as to remain relevant. One should manage
expectations of customers, and improve their experience
by both streamlining processes with automation, as well as
providing customised service where needed and required.
QHi Marguerite, I’d be interested to hear about some
of the most exciting initiatives you’re working on at
Aon at the moment?
AWe live in a world of continuous change, and
never before has the pace of change been this
fast. Uncertainty is the new reality. Businesses
are facing new forms of volatility, including geopolitical
uncertainty driving increases in inflation and interest rates,
cyber threats, increasing scrutiny of ESG incentives, and
a challenging talent market. Navigating volatility in an
unpredictable modern world with existential challenges is
key, and adapting to this continuous change is crucial.
More efficiency and innovation should be sought to
tackle the challenges. Innovation to identify unmet client
needs, looking for products and services that mitigate
risks better, faster and/or cheaper than existing solutions.
More efficiency to allow for a greater appetite to embrace
calculated risks. At Aon, we identified - and aim to take care
of - the two critical needs of our clients. They want to be
better informed, with greater access to data, analytics and
modeling, and they want to be better advised by experts
who can deliver relevant insights and solutions.
Many companies and organisations are therefore confronted
with innovation, services and expectations gaps. Keeping
up with the pace of change around them, and looking to
answer the needs of the client is a challenge. While new
technologies provide new tools at a fast pace (through
artificial intelligence, machine learning, IOT, data, analytics
and so on), companies find it challenging on the one hand
to adapt their business models, services and products
accordingly. On the other hand, they also face questions
around keeping on top of learning about how to apply new
technologies. Partnering with insurtechs might provide
solutions, but resilience and failing smart are critical. As
the Japanese saying goes, “resilience is falling down seven
times, and standing up eight times”.
Q
Finally, what key piece of advice would you like to
offer to the insurance industry when dealing with
these shifting market conditions?
The rising prominence of ESG has caused the
industry to increase their focus on human capital
A issues. Diversity and inclusion, pay equity and health
and safety are among the issues that are key priorities
to address. The pandemic has highlighted the need
for workforce agility and resilience while shaping how
employees work. Firms are increasingly challenged to be
progressive in addressing these social issues. As Doug
Conant, Former CEO of Campbell’s Soup once said, “In
order to be successful in the marketplace, you first need to
successful in the workplace.”
Therefore, I would advise others to create a culture and
working methodology which embraces the change,
fuelling experimentation, continuous learning and other
developments. This also requires mastering new skills. Yuval
Noah Harari says we need to learn to adapt to new jobs
and new job markets. This implies that we need mental
resilience to stay relevant, whilst mastering new skills. All
of this might also require us to relearn what once were
the foundations of our knowledge, as well as to unlearn
outdated concepts. Creating a vision is a key part of this.
Determine your strategy to do the right thing, and steadily
build capabilities to execute this successfully.
Marguerite Soeteman-Reijnen,
Chairman, Executive Board, Aon Holdings
MODERN INSURANCE | 71

INSURTECH
Arma Karma Revolut
Q
Hi Ben, it’s a
pleasure to
chat. I’d love
to know more about
Arma Karma and what
makes you different
from some of the
other new insurtech
players?
Before I talk
about what we
A do, it’s probably
worth mentioning why
we do it! I started my
career in insurance
about a decade
ago, through which
time I have been a
renter. Part-furnished,
fully-furnished,
unfurnished, with
flatmates, without flatmates - you name it. Never once did
I buy contents insurance or feel it was right for me, and it
turns out that this is a much larger problem. Less than half
of all renters buy contents insurance, and two-thirds of
those aged 18-30 see it as pointless.
Arma Karma intends to fix that. We are a simple monthly
insurance subscription, to protect up to five things that
actually matter to you wherever you go; inside, outside
and abroad. All the while, we are making the world around
us a better place, with ‘Karma’ representing our ‘for good’
model where 25% of what we make goes to a charity of
the customers’ choosing, helping us to earn us a B-Corp
certification.
What have been your biggest challenges & learnings
since launching?
Q
A
Since our soft-launch in April 2021 – and our main
launch in December 2021 - every day is a school
day! We are constantly learning, adapting and
tweaking. One of the biggest challenges we have as a
business is efficiently harnessing and educating first-time
insurance buyers. TikTok is a strong distribution channel
for us, and our ads have been listed three times as best-inclass
globally by TikTok themselves, with over 20M views.
Quite often, our subscribers weren’t actively looking for
insurance when they choose to follow along.
Insurance isn’t taught in schools or universities; if you’re
lucky, you may learn about it from a family member
at some stage. This gives us the mighty challenge of
explaining and educating what insurance is and does,
and why it’s a valuable purchase for them. This goes even
further however, as once this is achieved, we then need to
guide them through the process to the point of purchase,
busting as much jargon as possible along the way.
Q
A
Finally, what are the biggest shifts you see
happening in insurance over the next couple of
years?
The biggest change I see happening in Insurance -
but more specifically Insurtech - is a shift towards
building sustainable portfolios compared to
the mass-distribution at the expense of underwriting
profitability. The future Insurtech competitive landscape
will favour those taking a more active role in tackling fraud,
and delivering better results for their insurance partners.
Consequently, this allows for better prices and coverages
to be passed on to the end customer.
Ben Smyth,
CEO, Arma Karma
QBalázs, it’s really
exciting to see
Revolut enter the
insurtech space! I’d love
to hear what makes you
different from players
already in the market.
AWe are very
excited to enter
the insurtech
space and progress
towards our vision of
becoming the ultimate
Digital Insurance One-
Stop Shop for all of
our current and future
customers. Our aim is
to continuously improve
our paid plan embedded
insurance propositions like Travel Insurance and
Everyday Protection, as well as launch new standalone
insurance propositions like Pet Insurance that we
introduced to our UK customers earlier this year.
Revolut is on a mission to build a financial super app,
and offering insurance propositions is an integral part
of our ecosystem. When it comes to insurance, we are
determined to innovate on multiple levels. We radically
simplify the entire customer journey to allow our
customers to get a quote from us in only a couple of
minutes. We ensure that the onboarding journeys are as
quick and frictionless as possible while ensuring superior
UX and UI. Together with our insurance partners, we
constantly assess ways to innovate data-led solutions
to ensure our customers get the most value for their
money. Also, over time, we will integrate most of the
policy servicing and claims management processes into
the app, and we are already building these solutions with
the help of our strategic partners.
QAside from Pet, Travel, and Everyday Protection,
what are your expansion plans looking like over
the next couple of years?
AOver the coming 18 months, we will be launching
new and innovative P&C propositions for both our
Retail and Business customers. We are currently
developing products in three new insurance verticals,
and we’ll launch one new product to the UK market
before the end of the year. Additionally, we are also
in the process of developing an innovative embedded
insurance proposition which will be launched to the
market in early 2023. We also have plans to expand to
some of our other markets such as the US, Singapore,
Japan and Australia over the long term.
Q
That’s all very exciting, thanks Balázs! Finally,
what advice can you offer to other players who
are looking to enter the insurance industry?
AYou have to deliver real, innovative and
differentiated propositions that represent high
value for money. Insurers historically struggled to
achieve real breakthrough in data-led innovation, and
we believe we are in a great position to change this with
our partners over the coming 1-2 years. Build a large
and engaged customer base as rapidly as possible,
and foster a constructive dialogue with your customers
about the features they are looking for. Revolut has over
20 million Retail sign-ups to date, and this base grows
rapidly month-on-month. We make sure we continuously
talk to our customers and listen to their requests and
feedback. Finally, ensure the digital experience is truly
frictionless and customer-friendly end-to-end. Revolut
challenges itself and all of its partners to invest in
truly differentiated digital platform solutions that are
scalable across verticals and jurisdictions. Creating these
solutions requires time and heavy investment, but we
genuinely believe this is the only path to meaningfully
disrupt the traditional insurance industry.
Balázs Gáti,
Global Head of Insurance, Revolut
72 | MODERN INSURANCE

INSURTECH
BIMA
Q
I’d love to
know more
about your
expansion plans in
the foreseeable?
AThanks! We
are grateful
to have
shareholders who
really back our vision
of democratising
healthcare in
emerging markets.
In the near term,
we continue to
focus on our core
markets in Asia
and Africa, which
represents less than 5% penetration of the marketplace,
despite having 10 million beneficiaries. The funding will
be directed to enhancing our digital healthcare offerings
and technology infrastructure for a seamless end-toend
customer journey. With our new Health Wallet
integrated into our Health+ App, we look forward to more
partnerships with businesses and non-profits to make
healthcare and insurance more accessible.
Q
What are the biggest shifts you see happening in
the coming years when it comes to healthcare?
ATechnology is opening the doors for so many
breakthroughs in healthcare. For example, artificial
intelligence is creating personalised cures for
cancer, and new understanding of our DNA building blocks
is helping families with fertility. However, it is also creating
important shifts in customer experience. People who may
not have been able to access or afford specialised care
now have it at their fingertips through their smartphones.
In particular, we will see a huge shift in this respect in
emerging markets over the coming years. An example of
this are the diabetes and hypertension programmes that
BIMA is rolling out for customers who have never had a
way of managing those illnesses before.
QFinally, what advice can you offer to new players
entering the health insurance space?
AThe challenge in building a Healthcare business
is to understand where the money is, so you can
make a viable business with your ground breaking
technology or experience. Decide who your customer
is by determining who pays and who experiences the
service. The second thing is to design an experience that
is extremely relevant for each of them (if they are not
the same), and a business model that makes sense for
the payer. In Healthcare, it’s all about relevance - this can
even boil down to time of day that content is sent to you,
communication or even where you are located when you
receive it.
Mathilda Strom,
Co-Founder & Deputy CEO, BIMA
WTW
Q
Hi Pardeep.
What is your
role at WTW,
and what have you
done before? I’d be
interested to hear about
the exciting initiatives
you’re working on at the
moment at WTW.
A
I joined the
Insurance
Consulting
and Technology (ICT)
Business of WTW in
March 2022 as WTW’s
Global Proposition
Lead for Data Science,
responsible for driving WTW’s increased focus of
growth into Data Science from both a software and
consulting perspective. Prior to WTW, I was the Chief
Data Science Officer at LV= (Allianz), creating and
heading an industry leading team which transformed
the organisation via the implementation of Machine
Learning across all functions.
Data Science and Machine Learning has the potential
to revolutionise decision making across the industry,
however there is a huge gap between theory and
practice, hence very few are able to extract the full
potential value. At WTW, I am focusing on building
software for all Machine Learning practitioners
within Insurance, including Data Scientists, Actuaries,
Statisticians and everyone else, along with consulting
propositions to help extract this value efficiently and at
scale!
I’d also love to know the biggest changes you’re
witnessing in insurance right now?
Q
A
There is much to talk about, from technology,
people, culture, governance and ethics. I want
to focus on two points, both of which are not
traditionally considered Data Science problems!
1. Creation of a strategic approach driven by business
value – it is essential to combine Machine Learning
expertise with Insurance domain expertise. Insurance
is a unique problem spanning many different expert
functions, and to be successful they need to come
together via the alignment of a single common
strategy, Data Science from within rather than
application over the top.
2. The ability to execute, at scale – forming a view
on the most appropriate approach and tools that
deliver that approach will prove to be the difference
between long term success and failure. The
approach chosen needs to be scalable, governed,
reproducible, automated and standardised whilst
facilitating innovation; balancing risk and reward.
Q
Finally, what key piece of advice would you like
to offer the insurance industry when dealing
with shifting market conditions?
The time to talk about the theory, complete
POC’s and ad hoc projects influencing a small
A number of business decisions is over. It’s time to
take this seriously. Data Science and Machine Learning
is no longer a competitive advantage; efficiently
extracting value at scale is a necessity to survive!
Pardeep Bassi,
Global Proposition Leader – Data Science, WTW
MODERN INSURANCE | 73

INSURTECH
EDITORIAL
BOARD
WELCOME to the Insur.Tech.Talk
Editorial Board.
In this latest edition,
Modern Insurance
Magazine once again
assembles the thoughts,
insights and musings of
our insurtech experts.
In this issue, we look at
balancing automation
with customer
satisfaction, the concept
of ‘digital transformation’,
and how new signals
point to technology as
a solution to address
economic concerns.
This issue voices the thoughts of:
André
Symes,
CO-CEO,
Genasys
Denise
Garth,
Chief Strategy
Officer,
Majesco
Michael
Lewis,
CEO, Claim
Technology
Tim Hardcastle,
CEO and Co-
Founder at Instanda
MODERN INSURANCE | 75

Are You Future Ready?
Customer expectations. Societal challenges. Technology risks.
We cannot always predict the next major disruption, but we can prepare for it.
At Majesco we don’t believe in managing risk by avoiding change.
We embrace it. We lead with innovation to overcome risks and expectations
so customers can take hold of new opportunities.
We create your next now.

INSURTECH
The future isn’t about the
present. It deserves its own
unyielding strategy in spite of
today’s headlines. Understanding
the future is all about signals.
What do today’s macroeconomic
factors say about the
need for an adaptable framework
within an unyielding strategy?
The Future –
Understanding
the Signals
Denise Garth: Today we are facing new challenges and pressures.
Inflation, supply chain issues, rising interest rates, low unemployment and
increased societal, climate and technology risks are impacting insurer
businesses. We are seeing increasing risk gaps, declining profitability,
rising loss ratios and claims costs, increasing demand for reinsurance
capacity, lower disposable incomes and growing talent loss with
projected retirements within the industry. The challenges and pressures
are influencing strategies, priorities, plans and budgets.
However, If we have learned anything recently, the pace of change and
adoption will continue to accelerate, changing the market, customer
expectations and products offered. Even the players are changing,
with new competitors reshaping the industry, impacting growth
and innovation strategies alongside market response. Pausing plans
or backing away from transformations will only create a widening
competitive gap, placing businesses at risk.
New signals point to technology as the best answer to address economic
concerns:
• Technology is interconnected and embedded, creating an open tech
foundation to drive growth in new channels and partnerships through
Cloud, APIs, microservices, new sources of data, and next-gen
solutions that provide a platform for innovation the future.
• Risk resilience is focused on risk prevention and mitigation to avoid
or manage losses, improve underwriting profitability and customer
experiences.
• The rise of individualisation and personalisation is rewriting the
customer experience and the insurance process - from the products
offered and their pricing and underwriting, to the channels
recommended and the services provided.
• Customers are seeking simple, holistic, direct experiences within a
digitally-immersive model. Insurers can now create multi-product
customer experiences via ecosystems, focused on overall financial
wellbeing.
• New revenue models offer new options for growth. Insurers can
expand into value added services and partnerships to scale their
businesses.
• New channels, including white-label, co-branded or embedded
insurance are proving to expand market reach.
While some might be tempted to overreact in an uncertain economy by
cutting back budgets, reducing technology investments and pulling back
on innovation, leaders are doing the opposite - keeping or increasing
their resources and funding, focusing on their strategy to become
future-ready. This is the healthiest approach; proactively capturing both
efficiency and opportunity.
While we don’t know what major disruption is next, we do know that
we must be prepared. Putting the pedal to the metal, focusing on
operational and strategic transformation and innovation will make the
world of difference!
MODERN INSURANCE | 77

INSURTECH
Do we need to rethink
the concept of ‘digital
transformation?’
André Symes: Yes, absolutely! It’s obvious that digital
transformation simply isn’t working – or at least not
in the way we thought it would. With 70% of digital
projects failing to deliver on their promise*, we need
to be a lot more realistic and more humble. Let’s cut
through the hype and embrace the idea of digital
evolution instead, focusing on the needs of the endcustomer.
How do we do this? Firstly, we need to appreciate
the value of ‘scaling down’ to match an organisation’s
needs. Smaller insurance providers and brokers may
find their technology doesn’t have the depth of
functionality to grow and sustain a business. Larger
companies may struggle, because their transformation
projects are too far-reaching and complex to succeed.
The real skill lies in starting small and building up. This
doesn’t mean scaling down ambition, but developing
digital maturity at a pace that suits your business.
It’s about targeting longevity with a well-defined
foundation and room to build.
Secondly, we must make sure digital works smart for
the organisation and its customers, and not become
a victim of doing ‘technology for technology’s
sake’. Too many transformation projects deliver
technology change that provides no real benefits
for a team or their end-customer. Implementing the
technology is the easy bit; the tough part comes
in aligning objectives and outputs. Transformation
should therefore start by looking at the existing
service offering and asking “What does the endcustomer
want? How do we personalise it? How
do we improve the supply chain?” – and then using
technology to help facilitate this.
Finally, digital innovation needs to be sensitive to
how it may affect an organisation’s wider ecosystem.
Give an insurer the sudden ability to offer a daily
policy rather than an annual one, for example, and
reinsurers are left scrambling because they don’t
understand how to factor this into their own model.
Technology change has to be in sync with everyone
in the supply chain. Well-considered, planned
incremental change which enables your digital
maturity to evolve at a pace and style that works
for you, your customers and your end-customer will
always have far greater impact.
Revolution begets risk; evolution begets survival. I
think it’s time to say goodbye to the idea of digital
transformation and hello to the principle of rapid
evolution, enabled by agile technology and with the
end-user at the very heart of everything.
*Source: McKinsey & Company
MODERN INSURANCE | 79

INSURTECH
The growing interest in digitised
processes must also be balanced by
customer satisfaction. How do you see
this playing out across the sector at the
moment?
Michael Lewis: No customer wants to make an insurance claim. If you
have to, however, what you really want is to have the claim resolved
immediately, and then move on as if it never happened.
In the past, the quickest way to settle your claim involved speaking
to someone. It might take a long phone call in the middle of the day,
followed by completing forms and sending documentary evidence
by email, waiting for someone to make a decision about whether
the claim was covered. You may also have to repeat this process
a few times, answering calls from different people asking for the
same information again and again. It would be enough to make
many people give up; in fact, some might not even bother to start
the process to begin with, despite paying an insurance premium to
protect them against this very eventuality. The best-case scenario
would be for a claim to be settled in weeks, possibly even months.
Strange then that insurers will point to surveys (once, after the claim
has already settled) saying that customers are satisfied with this
service. Really? My gut tells me those surveys have been designed as
a simple tick-box exercise, and sent after the claim has been settled
and the customer has had time to calm down. Being an Englishman
to a tee, I’d be generous enough to rate the service as satisfactory
if all the insurer did was pick up the phone when I happened to call,
but if you ask me what I really think about the claims experience
as a whole, I’d say it’s probably the worst retail experience going.
Be honest, can you think of any other sector that is worse than
insurance? Ping me at hello@claimtechnology.co.uk.
Compare this to my (non-insurance related) claims experience where
one of my recent Amazon orders failed to show up. It was somewhat
difficult to find, but once I did, the Amazon Chatbot knew which order
I was concerned about, knew that delivery might be re-attempted
tomorrow and then suggested I make contact the next day if the item
still hadn’t arrived. When I contacted the chatbot the day after, it
immediately offered to refund my card there and then, as the missing
item was no longer in stock and couldn’t be re-ordered. It took all of
one minute to resolve my claim, and I didn’t speak to anyone. Bliss.
It’s unfortunate that insurers have dug themselves into a hole, pointing
to satisfaction surveys as evidence that customers want to talk to
them and claiming that somehow, digital claims solutions and claims
handlers are in competition with each other. It doesn’t need to be this
way. Like Amazon, the fastest way to solve a claim is now through
using a combination of general automation technologies combined
with industry-specific solutions designed to automate complex
claims decisions (eg. indemnity, liability, valuation and settlement).
This is exactly what Claim Technology’s automation platform and
insurtech marketplace is designed to offer, enabling insurers to
create accessible, zero-touch claims experiences without prejudice
to customers. Digital processes and claims handlers aren’t binary
alternatives. Combining the two is the key to genuine customer
satisfaction.
MODERN INSURANCE | 81

INSURTECH
Quickfire
Questions
with Tim Hardcastle
QHow is the current socioeconomic
climate affecting
usage and uptake of telematics
insurance?
AThe current economic climate
is forcing the majority of
consumers to look very closely
at everything in their household budget
to see if there are ways to decrease
their outgoings. In terms of overall
household spend, home and motor
insurance still seems to be factored into
the list, but towards the bottom of it.
That said, however, we don’t see it as
enough of a trigger for consumers to
rush out and look for cheaper options.
At renewal, they are more likely to use
the comparison sites to get the best
deal. But as it stands now, telemetry
offers are not sufficiently widespread
for it to raise its head above the parapet
of other traditional based products.
QWhat expectations does this
bring to the consumer in
relation to convenience and
simplicity?
A
There’s a growing interest in
insurance products which are
tailored for ‘you’ as an individual,
and not ‘you’ as a standardised unit
inside a larger collective. This is fuelled
in part by the insurers themselves only
offering policies with a telemetry/
monitoring device built in – say in
the case of car insurance for young
drivers - and partly through new
product offerings. Value added services
are available in the case of cyber
through prevention services or home
insurance, where internet of things
(IOT) is monitoring the home whilst
the occupant is away. One of the most
impactful telemetry-based solutions we
have seen is in the health space, where
an insurer uses their app on a watch to
provide health monitoring, incentivising
the insured client to get healthier and
extend their lives. You can’t put a price
on that!
In our opinion, this is amazing value
given the upside benefits! As insurers
say, when we get to know you and
your assets better, we can provide an
insurance cover at best value for you.
In some cases, insurers can provide a
more reassuring message with regards
to the product, and this is proving to be
valuable - particularly in rising costs of
living
Q
What benefits are there in
expanding beyond your current
market?
A
We could expand beyond
insurance into wider financial
products, but we see little
upside in the near term from doing
so. The insurance market itself is vast
and diverse. It has many pockets
of inefficiency that our technology
addresses, enabling insurers to gain
significant benefits and deliver the most
impact in the market. Our current focus
is to reach as many of those insurers as
we can, in both P&C and life and health.
82 | MODERN INSURANCE