Issue 57

• McKinsey & Co: Are Insurers Ready for the Future of Mobility? • Interview: A Call to Action, with Sam Tiltman, Marsh McLennan • Interview: Taking the High Road, with Edmund King OBE, AA President • Interview: Mobility at the Granular Level, with Matthew Avery, Thatcham Research • Editorial Board • Associations Assemble • Health Data Drives Automated Underwriting with Alula Technologies • Getting to Know... Tom Lawrie-Fussey, Director of Automotive, LexisNexis Risk Solutions • Event Write Up: Insurance Innovators Summit 2022, QEII Centre, London • Industry Brace for Upcoming ACE Age, with I Love Claims / ARC 360 • Just a Thought with Eddie Longworth • 10 Mins with... Julia Coakley, Director of Operations, MGAA • Credit Hire Roundtable Forum, chaired and moderated by Anthony Hughes (CHO) • Insur.Tech.Talk with Bradley Collins • Insurtech Editorial Board

• McKinsey & Co: Are Insurers Ready for the Future of Mobility?
• Interview: A Call to Action, with Sam Tiltman, Marsh McLennan
• Interview: Taking the High Road, with Edmund King OBE, AA President
• Interview: Mobility at the Granular Level, with Matthew Avery, Thatcham Research
• Editorial Board
• Associations Assemble
• Health Data Drives Automated Underwriting with Alula Technologies
• Getting to Know... Tom Lawrie-Fussey, Director of Automotive, LexisNexis Risk Solutions
• Event Write Up: Insurance Innovators Summit 2022, QEII Centre, London
• Industry Brace for Upcoming ACE Age, with I Love Claims / ARC 360
• Just a Thought with Eddie Longworth
• 10 Mins with... Julia Coakley, Director of Operations, MGAA
• Credit Hire Roundtable Forum, chaired and moderated by Anthony Hughes (CHO)
• Insur.Tech.Talk with Bradley Collins
• Insurtech Editorial Board


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ISSUE<br />

<strong>57</strong><br />

ISSN 2515-3803<br />

The<br />

Future of<br />

Mobility<br />

Cover design by competition winner<br />

Alexandra Pryce, Bedale High School, Year 11<br />

A Call to<br />

Action<br />

with Sam Tiltman<br />

Taking the<br />

High Road<br />

with Edmund King OBE<br />

Insurance<br />

Innovators<br />

Summit 2022<br />

QEII Centre, London<br />


TALK<br />

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Hello readers,<br />

Welcome to <strong>Issue</strong> <strong>57</strong> of Modern Insurance Magazine, where we’ll be<br />

considering the Future of Mobility. How will the way we get from A<br />

to B change in the next five, ten, or fifteen years? What could this<br />

look like? How will risk and liability shift as technology advances,<br />

and perhaps most importantly, how might the insurance sector be<br />

affected in the long term?<br />

In the interest of championing the next generation of artists and creatives, we gave<br />

local high school students the opportunity to design our front cover for this issue in<br />

accordance with our theme. I’m sure you’ll all join me in congratulating Alexandra<br />

Pryce from Year 11, Bedale High School, for really bringing the ‘Future of Mobility’<br />

to life for us!<br />

Amelia Barlow, Editor<br />

Without further ado… on p.8, you’ll find McKinsey & Co. discussing the variety of<br />

ways in which forward-thinking motor insurers can keep their business approach<br />

fresh as mobility evolves, in order to better serve the new climate-conscious,<br />

tech-savvy consumer. I’m also proud to bring three insightful interviews together<br />

from key names in the wider Motor and Mobility landscape, with thoughts from<br />

Sam Tiltman, Marsh McLennan (p.12), AA President Edmund King OBE (p.14), and<br />

Matthew Avery, Thatcham Research (p.16).<br />

As always, you will find a wealth of thought leadership contributions from our inhouse<br />

editorial board of experts (p.19), alongside several articles from industry<br />

associations in our newly designed ‘Associations Assemble’ section (p.31). We’ve<br />

also had the pleasure of learning all about the role of health data with Ben Phillis<br />

from Alula Technologies (p.41) – and if you missed the Insurance Innovators<br />

Summit in London back in November, fear not! There’s a full event write up on p.44<br />

summarising the key highlights from both days of the conference.<br />

You might also like to check out our Credit Hire Roundtable Forum on p.53 –<br />

chaired and moderated by Anthony Hughes from the Credit Hire Organisation<br />

(CHO) - complete with some astute and insightful observations from key names<br />

in the Credit Hire industry including AX, Watermans Solicitors, Laird Assessors,<br />

Claimspace and McCartan Turkington Breen.<br />

Rachael Pearson, Project Manager<br />

This issue also returns with the sixth edition of INSUR.TECH.TALK, in partnership<br />

with Insurtech Insights. This is where we hone in on trailblazers from the sector,<br />

sharing observations through a series of interviews and editorial board-style<br />

articles to bring you the very latest news and insights from the world of insurtech.<br />

Finally, I’d just like to extend my warmest wishes to you all for the Festive season.<br />

However you choose to celebrate this time of year, I sincerely hope 2023 brings<br />

every joy and happiness your way.<br />

Until next time - happy reading!<br />

Amelia<br />

Amelia Day Barlow,<br />

Editor,<br />

Modern Insurance Magazine.<br />

amelia@charltongrant.co.uk<br />

ISSUE <strong>57</strong><br />

ISSN 2515-3803<br />

Editor<br />

Amelia Barlow<br />

Project Manager & Events Sales<br />

Rachael Pearson<br />

Modern Insurance Magazine<br />

is published by Charlton Grant Ltd ©2022<br />

All material is copyrighted both written and illustrated. Reproduction in part or whole is strictly<br />

forbidden without the written permission of the publisher. All images and information is collated<br />

from extensive research and along with advertisements is published in good faith. Although the<br />

author and publisher have made every effort to ensure that the information in this publication<br />

was correct at press time, the author and publisher do not assume and hereby disclaim any<br />

liability to any party for any loss, damage, or disruption caused by errors or omissions, whether<br />

such errors or omissions result from negligence, accident, or any other cause.<br />


14<br />

MIM<strong>57</strong>Contents<br />

12<br />

53<br />

41<br />

44<br />

64<br />


8<br />

12<br />

14<br />

16<br />

19<br />

31<br />

41<br />

43<br />

44<br />

47<br />

49<br />

51<br />

Insight<br />

McKinsey & Co: Are Insurers Ready<br />

for the Future of Mobility?<br />

Interviews<br />

A Call to Action with Sam Tiltman,<br />

Sharing Economy and Mobility<br />

Industry Leader, UK and Ireland,<br />

Marsh McLennan<br />

Taking the High Road with Edmund<br />

King OBE, AA President<br />

Mobility at the Granular Level,<br />

Matthew Avery, Director of<br />

Research, Thatcham Research<br />

Editorial Board<br />

Find out what our editorial board<br />

panel of experts have to say in<br />

this edition of Modern Insurance<br />

Magazine.<br />

Associations<br />

Assemble<br />

Modern Insurance’s panel of resident<br />

associations outline the burning<br />

issues in insurance.<br />

Features<br />

‘Health data drives automated<br />

underwriting’ with Ben Phillis.<br />

Commercial Director, Alula<br />

Technologies<br />

Getting to know… Tom Lawrie-<br />

Fussey, Director of Automotive,<br />

LexisNexis Risk Solutions, Insurance,<br />

U.K. and Ireland<br />

Event Round Up: Insurance<br />

Innovator’s Summit 2022, QEII<br />

Centre, London<br />

Industry braced for coming ACE<br />

age, with I Love Claims / ARC 360<br />

Better Ways to Find the Right<br />

Suppliers, with Eddie Longworth<br />

10 Mins With...<br />

10 minutes with...<br />

Julia Coakley, Director of Operations<br />

at the Managing General Agents’<br />

Association (MGAA)<br />

In Discussion<br />

64<br />

65<br />

66<br />

67<br />

68<br />

69<br />

71<br />

73<br />

75<br />

Insur.Tech.Talk<br />

Interviews<br />

Welcome - Bradley Collins, Chief<br />

Commercial Officer, Insurtech<br />

Insights<br />

Allianz Technology - Bob Crozier,<br />

Chief Architect, Allianz Technology<br />

Lemonade - Sarvesh Ramachandran,<br />

UK Country Manager, Lemonade<br />

Alchemy Crew - Sabine<br />

Vanderlinden, CEO, Alchemy Crew<br />

Suited - Jana Kejvalova, Director,<br />

Suited<br />

Munich Re - Massimo Cavadini,<br />

Senior Executive Partner, Global<br />

Leader of Insurance Solutions,<br />

Munich Re (Group)<br />

Hippo - Richard L. McCathron,<br />

President & CEO, Hippo<br />

FinTLV - Gil Arazi, Founder, FinTLV<br />

Planck - David Schapiro, CEO, Planck<br />

Mile Auto & Porche Auto Insurance<br />

Fred Blumer, CEO, Mile Auto &<br />

Porsche Auto Insurance<br />

The Rideshare Guy - Harry Campbell,<br />

CEO, The Rideshare Guy<br />

Insur.Tech.Talk<br />

Editorial Board<br />

Insur.Tech.Talk Editorial Board<br />

Experts from within the Insurtech<br />

sector and beyond join us once more<br />

to share their unique insights!<br />


53 Credit Hire Roundtable Forum MODERN INSURANCE | 5<br />

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Editorial Board<br />

19<br />

21<br />





James Roberts, Business<br />

Development Director, Insurance,<br />

Europcar Mobility Group UK.<br />











Jim Loughran, CEO, e2e Total<br />

Loss Vehicle Management.<br />







AND WHY?<br />

Stuart Hancock, Head of<br />

Business Implementation,<br />

Carpenters Group.<br />

23<br />

25<br />






Lior Koskas, CEO, Digilog UK Ltd.<br />




Robin Lang, Insurance Services<br />

Director, FMG.<br />






Pete Thompson, Director of<br />

Product, Activate Group.<br />






Daryn Robinson, Technical<br />

Director – CX Transformations,<br />

AllThingsCX.<br />

Editorial Board Contributors<br />




Color gradient background<br />

File: 20151645E<br />

Date: 7/10/2015<br />

AC/DC validation :<br />

Client validation :<br />

Insur.tech. talk and<br />

Editorial Board<br />

27<br />

29<br />


GOOD ON<br />



Michelle Tucker, Sustainability<br />

Manager, UK & Ireland,<br />

Crawford & Co.<br />







Jason Harris, Recruitment<br />

Services Director at<br />

Robertson & Co.<br />




NWVA<br />

Mick Jennings, Managing<br />

Director, Nationwide Vehicle<br />

Recovery Assistance.<br />




Jason Lea, Strategic Account<br />

Manager, BASF Automotive<br />

Refinish UK & Ireland.<br />

66<br />

67<br />

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71<br />

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73<br />

75<br />

Welcome - Bradley Collins, Chief<br />

Commercial Officer, Insurtech<br />

Insights<br />

AXA Retail - Tara Foley, CEO of AXA<br />

Retail<br />

Munich Re - Dr. Fabian Winter, Group<br />

Chief Data Officer at Munich Re<br />

EIS - Anthony Grosso, CMO of EIS<br />

Zego - Sten Saar, CEO of Zego<br />

33 NBRA<br />

Aon - Marguerite Soeteman-Reijnen,<br />

Chairman<br />

Bodyshops<br />

Executive<br />

of the<br />

Board,<br />

Future<br />

Aon<br />

Chris Weeks, Executive Director NBRA<br />

Holdings<br />

ABI<br />

35 CII<br />

Arma Motor Karma insurance - Ben remains Smyth, CEO, competitive<br />

Arma despite Karma cost pressures<br />

Jonathan Fong, Senior Policy Adviser,<br />

Revolut General - Balázs Insurance, Gáti, Association Global Head of British<br />

Insurance, Insurers Revolut (ABI)<br />

BIMA - Mathilda Strom, Co-Founder<br />

& Deputy CEO, BIMA<br />

Dr Insurance Matthew Evolves Connell, with Director, Mobility<br />

Policy<br />

WTW and - Public Pardeep Affairs, Bassi, Chartered Global Insurance<br />

Proposition Institute (CII) Leader – Data Science,<br />

WTW MGAA<br />

The industry must do more to attract<br />

Insur.Tech.Talk<br />

young talent<br />

Mike Keating, CEO of the Managing<br />

General Agents’ Association (MGAA)<br />

Editorial Board<br />

37 MASS<br />

Experts from within the Insurtech<br />

sector The Court and beyond of Appeal share rule their on unique Belsner v<br />

insights. CAM Legal In this Services issue, we Limited look at<br />

balancing Sue Brown, automation Chair of with the Motor customer Accident<br />

satisfaction, Solicitors Society the concept (MASS) of ‘digital<br />

transformation’,<br />

CHO<br />

and how new signals<br />

point What to technology does the Future as a solution of Mobility to look<br />

address like for economic Credit Hire concerns. Companies?<br />

Anthony Hughes, Chairman and CEO of<br />


the Credit<br />

BOARD<br />

Hire Organisation (CHO)<br />

39 APIL<br />

The Human Rights Act must be<br />

protected<br />

John McQuater, President of the<br />

Association of Personal Injury Lawyers<br />

(APIL)<br />

FOIL<br />

Motor and the Future of Mobility<br />

Nicola Critchley, President, Forum of<br />

Insurance Lawyers (FOIL) and Partner<br />

at DWF<br />



Are Insurers<br />

Ready for<br />

the Future of<br />

Mobility?<br />

As mobility evolves, forwardthinking<br />

European motor insurers<br />

can update their business<br />

approaches to serve climateconscious,<br />

tech-savvy customers.<br />



For decades, population growth and rising<br />

per capita income in Europe was traditionally<br />

accompanied by an increase in the number<br />

of vehicles purchased and kilometres driven.<br />

However, mobility is undoubtedly at a turning<br />

point. The fight against climate change<br />

has certainly changed all mobility-related<br />

industries - including the insurance market.<br />

Therefore, as customers become more aware<br />

of new technologies, such as autonomous<br />

driving and connectivity, both motor insurers<br />

and the automotive industry as a whole will<br />

need to change their product offerings and<br />

ways of working.<br />

These changes certainly have the potential<br />

to bring challenges to the insurance industry,<br />

but with these challenges come fantastic<br />

opportunities to advance and evolve.<br />

The Traffic Turnaround<br />

In 2021, European policymakers significantly<br />

enhanced their efforts to reduce<br />

transportation emissions. In accordance with<br />

the European Green Deal, companies have<br />

committed to cutting CO2 emissions from<br />

passenger cars by more than half by 2030,<br />

compared with 1990 levels - according to<br />

the European Commission. More than 150<br />

European cities have already introduced<br />

access restrictions, such as reducing private<br />

vehicle use in designated areas. Electricvehicle<br />

adoption is also expected to reach<br />

nearly 50 percent globally over the next<br />

decade.<br />

New technologies will also help to ease<br />

the flow of traffic. The first Level 3 road<br />

congestion pilots, for example, can<br />

monitor traffic jams and switch the vehicle<br />

temporarily to autonomous driving. Level<br />

4 highway pilots, which can monitor traffic<br />

and drive autonomously at higher speeds,<br />

are expected to be approved for private<br />

vehicles by 2025 at the latest. By then, 70<br />

percent of all new vehicles are anticipated<br />

to be connected “smart” cars. Additionally,<br />

self-driving cabs are already on the roads of<br />

cities such as Phoenix, San Francisco, and<br />

Seoul. In China, they are projected to account<br />

for an estimated two-thirds of all passenger<br />

kilometres by 2040. Europe is also expected<br />

to introduce these types of vehicles to their<br />

streets in just a few years.<br />

Individual mobility still primarily means<br />

owning a car, but the consumer market<br />

has become more open to new mobility<br />

solutions. Electronically booked trips known<br />

as e-hailing tripled between 2016 and 2021,<br />

and the micromobility sector - addressing<br />

small electric vehicles, public transport and<br />

shared services - grew by 60 percent in 2021<br />

alone. As these trends continue, more people<br />

will undoubtedly shift from owning a car to<br />

using alternative transportation options as<br />

their primary means of getting from A to B.<br />

How will insurance be affected?<br />

As the mobility sector evolves, so will the<br />

insurance market. For example, the frequency<br />

of claims is likely to decrease significantly<br />

in the coming years. At the same time,<br />

when accidents do happen, claims will be<br />

more significant because of the high cost of<br />

component replacements, such as sensors in<br />

vehicle bodies or batteries in electric vehicles.<br />

More dramatically, privately owned cars will<br />

become less popular as fleet businesses and<br />

micromobility grow, which will greatly reduce<br />

the largest business segment for most motor<br />

insurers.<br />

Insurance companies will need to develop<br />

new approaches to address the impending<br />

decline in car insurance premiums, and<br />

compensate for this loss with new business<br />

models. Motor insurers will also have to<br />

get used to a different risk portfolio if<br />

liability is transferred from the driver to the<br />

manufacturer— an approach that some<br />

political leaders are discussing in depth at<br />

the moment. To adjust, insurers will have<br />

to develop new competencies in product<br />

development, alongside actuarial, sales and<br />

customer service departments.<br />

Across the board, the insurance industry<br />

must prepare itself for significant shifts in<br />

business priorities when it comes to mobility<br />

- and the sooner they do this, the better.<br />

Where to start…<br />

Fortunately, such change brings great<br />

opportunities that nimble providers can<br />

capitalise on. According to expert estimates,<br />

vehicle connectivity alone has the potential<br />

to produce $30 billion to $50 billion for the<br />

global mobility insurance industry by 2030,<br />

an amount that would make up more than 10<br />

percent of today’s premiums.<br />

Below are four examples of new data-driven<br />

approaches that companies can use to seize<br />

on the potential of mobility shifts:<br />

1. Behaviour-based pricing. Premiums<br />

based on driving style (such as ‘pay how<br />

you drive’), or vehicle use (such as ‘pay as<br />

you drive’) give policyholders attractive<br />

opportunities to save money. This approach<br />

can pay off in the long term if movement<br />

and vehicle data are used to make additional<br />

offers to customers.<br />

2. New ecosystem offerings. With growth<br />

in the direct sales of motor vehicles, car<br />

manufacturers are becoming increasingly<br />

important. But they should also be<br />

considered potential competitors, as<br />

embedded offers - where a vehicle and a<br />

vehicle’s insurance are purchased from a<br />

single source - continue to trend. Insurers<br />

should strive to create partnerships within<br />

Across the board, the insurance industry must prepare itself<br />

for significant shifts in business priorities when it comes to<br />

mobility - and the sooner they do this, the better.<br />


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their ecosystem that benefit both sides. For<br />

example, they could integrate a simplified<br />

insurance offering into vehicle buying and<br />

selling using a seamless digital process.<br />

3. Multimodal insurance products.<br />

Providers can respond to the uptick<br />

in mobility diversity with appropriate<br />

insurance solutions. For example,<br />

they could offer one product class for<br />

everything, from private cars to borrowed<br />

e-scooters and rental cars on vacation. This<br />

solution provides new customer groups,<br />

with access to the company and their<br />

insurance offerings that they might not<br />

have been exposed to before.<br />

4. On-demand services. After purchasing<br />

a vehicle, 39 percent of all buyers want to<br />

activate additional digital services. This<br />

proportion is even higher where owners<br />

of premium brand vehicles are concerned,<br />

with 50 percent opting for these additional<br />

services. Insurers can take advantage of<br />

this ample demand by making extended<br />

services - such as international insurance,<br />

insurance for passengers, or active driver<br />

coaching - available at the push of a<br />

button.<br />

In the medium term, insurers can plan to<br />

jump at new business opportunities, using<br />

the insights and data they have collected<br />

from mobility insurance solutions to grow<br />

into other areas of the mobility ecosystem.<br />

Fleet management, buying and selling<br />

used cars, the electric charging market<br />

and car servicing sectors are just a few<br />

of the many options available to insurers<br />

within the wider mobility sector. More<br />

diversity also provides advantages over<br />

aggregators, which tend to benefit from<br />

standardization.<br />

As is often the case during change<br />

management, motor insurers will need<br />

courage and creativity to forge ahead.<br />

Companies that address challenges early<br />

on will emerge stronger by responding to<br />

the transportation transformation. What’s<br />

more, they will play a key role in shaping<br />

the new era of mobility.<br />

This article “Are insurers ready for the<br />

future of mobility?” (July 2022) was<br />

originally published by McKinsey &<br />

Company, www.mckinsey.com.<br />

Copyright (c) 2022 All rights reserved.<br />

Reprinted by permission.<br />

Download the article here.<br />

Stephan Binder<br />

is a Senior Partner in<br />

McKinsey’s Zurich office.<br />

Ulrike Deetjen<br />

is a Partner in McKinsey’s<br />

Stuttgart office.<br />

Stefan Pöhler<br />

is an Associate Partner in<br />

McKinsey’s Stuttgart office.<br />

Kersten Heineke<br />

is a Partner in<br />

McKinsey’s Frankfurt office.<br />

1 “Delivering the European Green Deal,” European Commission, accessed July 1, 2022<br />

2 “Why the automotive future is electric,” McKinsey, September 7, 2021<br />

3 “The trends transforming mobility’s future,” McKinsey Quarterly, March 8, 2019<br />

4 Timo Möller, Asutosh Padhi, Dickon Pinner, and Andreas Tschiesner, “The future of mobility is at<br />

our doorstep,” McKinsey, December 19, 2019<br />

5 Kersten Heineke, Benedikt Kloss, Timo Möller, and Charlotte Wiemuth, “Shared mobility: Where it<br />

stands, where it’s headed,” McKinsey, August 11, 2021<br />

6 Why the automotive future is electric,” September 7, 2021.<br />

7 Michele Bertoncello, Christopher Martens, Timo Möller, and Tobias Schneiderbauer, “Unlocking<br />

the full life-cycle value from connected-car data,” McKinsey, February 11, 2021<br />

8 Stephan Binder, Philipp Klais, and Jörg Mußhoff, “Global Insurance Pools statistics and trends: An<br />

overview of life, P&C, and health insurance,” McKinsey, April 29, 2021<br />

9 “Unlocking the full life-cycle value from connected-car data,” February 11, 2021<br />



A Call to<br />

Action with<br />

Sam Tiltman<br />

Modern Insurance<br />

Magazine sat down with<br />

Marsh McLennan’s<br />

Sam Tiltman to talk<br />

about the Sharing<br />

Economy and Mobility<br />

landscape as it now<br />

stands, questioning what<br />

the future holds for<br />

autonomous vehicles,<br />

electric vehicles, Mobility<br />

as a Service (MaaS) and<br />

much, much more…<br />

QHi Sam, great to meet you! Let’s<br />

start by talking about what<br />

you’re up to over at Marsh at the<br />

moment. What’s new in the Mobility and<br />

Shared Economy landscape?<br />

AThere’s such a wide range of<br />

clients that are now moving into<br />

micromobility and/or autonomous<br />

vehicles; logistics and grocery companies<br />

are testing automated last mile delivery, for<br />

example. How we move is fundamentally<br />

changing, and our relationship with assets<br />

is fundamentally changing. This will<br />

reshape the insurance industry drastically in<br />

the next ten to fifteen years. The structure<br />

of the insurance market is based upon<br />

legacy business models - by way of an<br />

example, between 36% and 50% of global<br />

premium is based on motor insurance,<br />

which can be a very inefficient product<br />

class. There’s little loyalty, consumers see<br />

limited value in the product, and there are<br />

significant frictional costs in that product<br />

line. My team are developing solutions<br />

that will play a part in disrupting the entire<br />

insurance industry as we currently know it.<br />

That’s what I’m working on at the<br />

moment; that’s my opening gambit and<br />

that’s my call to action for the industry,<br />

too. Insurance is a very vital piece of the<br />

puzzle, in terms of the development and<br />

widespread adoption of micromobility and/<br />

or autonomous vehicles in industry and<br />

society. It’s fundamental to what our clients<br />

are doing, and that’s why I’m really excited<br />

about my job and what we’re achieving<br />

in the group. Traditionally, insurance is<br />

perceived as a reactional or, even in the<br />

extreme, a grudge purchase, and buying<br />

decisions are commonly based upon cost.<br />

But in my space, it’s a fundamental part<br />

of the equation. Without insurance, my<br />

clients can’t operate, receive financing,<br />

or bring their business models to life. It’s<br />

absolutely fundamental to what they do.<br />

We’re working on projects now that will<br />

come to fruition in the next decade, and a<br />

key part of what we do is looking at how<br />

the insurance industry responds and steps<br />

up to these challenges.<br />

QSo, how is the expansion and<br />

growth of the Sharing Economy<br />

evidenced and reflected in the<br />

work you do to prepare for the Future of<br />

Mobility?<br />

AAh, a simple question with a<br />

complex answer! Research shows<br />

that the global sharing economy<br />

market will have grown by over 1000%<br />

between 2015 and 2025. Depending on<br />

who you ask, the sector will expand to<br />

an industry with a value in the trillions -<br />

definitely by hundreds of billions - and this<br />

will be driven by brand-new companies, or<br />

the disruption of existing legacy sectors.<br />

The size of the prize is phenomenal. So, the<br />

question as a corporation is this; do you try<br />

to evolve your existing business models,<br />

policies and guidelines, or do you admit<br />

that it’s unfit for purpose in the future and<br />

create something new from the ground<br />

up? These are the questions that many<br />

organisations are starting to ask.<br />

Autonomous vehicle investment is<br />

expected to amount to up to $140 billion<br />

cumulative by 2025. The ‘COVID delay’ as<br />

we call it will reduce that to around $130<br />

billion, but there’s another layer to this<br />

now which isn’t necessarily about COVID<br />

itself, but rather the economic turmoil<br />

caused by the pandemic. Despite a bit<br />

of a pause, progression is still happening<br />

and people are investing in the next<br />



“For us, insurers are the<br />

winning piece that completes<br />

the game”<br />

instance, and the cost of cars has risen<br />

dramatically as a result. While we’re<br />

encouraged to adopt EVs, they cost<br />

significantly more than a vehicle with an<br />

internal combustion engine. Added to<br />

this, we have a very challenging economic<br />

environment, which is affecting the<br />

affordability of vehicles for consumers.<br />

five, ten, twenty years. We’re supporting<br />

‘pre-commercialisation deployments’;<br />

most of our clients in the new mobility<br />

space have now proven the concept and<br />

are shifting their focus to work on these<br />

pre-commercialisation joint ventures,<br />

trials and partnerships. Some are looking<br />

at monetising that more quickly than<br />

expected, due to stock market turmoil.<br />

They need to prove to investors that they<br />

can make this venture profitable, and that’s<br />

certainly resulted in an accelerated shift<br />

forward in some of their business models.<br />

QIf the mobility landscape has been<br />

made more complex then - by the<br />

addition of Autonomous Vehicle<br />

technology and Artificial Intelligence<br />

in recent years - what benefits can<br />

we expect this to bring to our wider<br />

networks?<br />

AWell, when I talk about ‘new<br />

mobility’, we’re looking at<br />

micromobility - journeys generally<br />

less than 5-8km using light vehicles, vehicle<br />

sharing, EV technology, AVs, and ultimately<br />

mobility-as-a-service (MaaS). MaaS is<br />

highly interconnected, and our team is<br />

working on insurance and risk solutions for<br />

a number of disruptive innovations at the<br />

moment that support the advancement of<br />

the new mobility megatrend. The internet<br />

is a good proxy to think about here. If you<br />

look at the late 1990s, the internet was in<br />

its infancy and most people couldn’t see<br />

the potential or imagine the role it would<br />

play in our lives today. I believe we’re going<br />

to have a similar situation with a lot of<br />

these new technologies in ten to twenty<br />

years’ time.<br />

When the MaaS megatrend delivers<br />

on its premise, it will contribute to<br />

saving lives, reducing costs and have<br />

a strong environmental impact. From<br />

an ESG perspective, the amount of fuel<br />

wastage and underutilised assets is huge,<br />

particularly for cars which are large carbon<br />

emitters. There’s also wide-ranging benefits<br />

around access. For people who don’t have<br />

local public transport options, a lot of<br />

these new modes of mobility are going to<br />

revolutionise how they work and play. The<br />

future for this technology is really bright.<br />

QWhat about the challenges for<br />

insurers?<br />

AGoing back to my earlier point<br />

about motor insurance; in the<br />

future, consumers won’t need to<br />

buy motor insurance for an autonomous<br />

vehicle because they won’t be driving the<br />

car. If an AV crashes, there is a generally<br />

accepted position that it won’t be the<br />

responsibility of the passenger. This means<br />

there is the potential for a huge aggregate<br />

of personal lines risk to be replaced or<br />

“reformed” into the corporate enterprise<br />

market.<br />

Insurers should be thinking about their<br />

next move into the new mobility space.<br />

However, only a small minority have<br />

invested time and effort into understanding<br />

these new opportunities so far. The new<br />

mobility industry is largely still underserved<br />

by insurers, and there’s still a lot<br />

of work to be done. When there’s a new<br />

risk there seems to be a lot of convincing<br />

needed; but it’s really adapt or die at this<br />

stage. These technologies will happen,<br />

and while change can be challenging, if<br />

underwriters don’t invest now it’s not just a<br />

case of missing out on early opportunities.<br />

This is the future and we’re already well on<br />

our way there.<br />

QWhat other message do you have<br />

for insurers in order for them to<br />

keep on top of the accelerating<br />

changes in Mobility?<br />

A<br />

For me, it’s all about going back to<br />

the underwriting mindset and truly<br />

seeing how this will revolutionise<br />

the future, in the way that the internet did<br />

in the 1990s and 21st century. Underwriters<br />

should view each risk on its own merit,<br />

in line with the differing regulatory<br />

requirements in each country. This is<br />

all being done in a bespoke way at this<br />

stage, so we work with underwriters who<br />

take the same approach that we do – a<br />

solutions-based approach, rather than a<br />

product based one. This focuses on what<br />

the client wants to achieve, and how<br />

we can help them achieve it within the<br />

required insurance and risk management<br />

frameworks. It’s all about embracing the<br />

same mindset that we and our clients have;<br />

helping to solve problems and challenges<br />

and not trying to sell individual, existing<br />

products.<br />

QMoving on to talk about trends,<br />

then - which global trends are<br />

at the point of inception in the<br />

mobility and sharing economy landscape<br />

at the moment, and what scope do these<br />

trends have to evolve over the next few<br />

years?<br />

A<br />

I wish we had more time to talk<br />

about this! My key megatrend<br />

is formed by these individual<br />

disruptive innovations that all feed off one<br />

another, such as AV, EV, and Vehicles as<br />

a Service (VaaS). We’ve had challenges<br />

of late with the vehicle supply chain, for<br />

Traditionally-owned cars are essentially an<br />

asset that depreciates very quickly, and<br />

they are economically and environmentally<br />

inefficient. Now, the average car might sit<br />

on the drive or be unused for a significant<br />

amount of time over its lifespan. Going<br />

forward, we will see a shift from traditional<br />

ownership where the asset sits idle most of<br />

the time, to a shared asset where we can<br />

embrace MaaS. When AVs are factored into<br />

this unlocked efficiency, we can consider<br />

a vehicle moving from A to B without a<br />

person needing to physically drive that<br />

vehicle to the location of the next user.<br />

Finally, I just want to talk about the trend in<br />

new modes of mobility which many can’t<br />

begin to fathom. To give you an example<br />

of this - instead of having a double decker<br />

bus going through London 90% empty<br />

most of the time, we might lend ourselves<br />

to smaller, more efficient transport modes<br />

and vehicles such as shuttles, carrying<br />

only a handful of people more directly to<br />

and from their destination. There are some<br />

very interesting transport networks being<br />

designed right now which will be deployed<br />

on a test basis very soon.<br />

QAnd finally, how does consumer<br />

trust influence momentum of<br />

these advancements in mobility?<br />

Should insurers be doing more to prepare<br />

their customers for what this bright future<br />

holds?<br />

A<br />

I’m glad you said this, because the<br />

human factor is key in the adoption<br />

of new technologies. Time and<br />

time again, the discussions I have with my<br />

clients fall around trusting the platform,<br />

trusting the technology. If developers can’t<br />

win public trust, then they aren’t going<br />

to support it; subsequently, governments<br />

aren’t going to support it and drive the<br />

regulation needed for this future to take<br />

hold.<br />

The consumer trust issue very much<br />

opens up the doors for insurers. How<br />

can you expect Joe Public to trust this<br />

new technology if insurers won’t? For<br />

us, insurers are the winning piece that<br />

completes the game. While informing,<br />

educating, and building trust with the<br />

public is important, insurers firstly need<br />

to lead by example if we are going to<br />

successfully embed these new innovations<br />

in our day-to-day lives. I’m really happy to<br />

be part of these innovations at Marsh, and<br />

can’t wait for what the future holds.<br />

Sam Tiltman,<br />

Sharing Economy and Mobility Industry<br />

Leader, UK and Ireland, Marsh.<br />



Taking the<br />

High Road<br />

with Edmund King OBE<br />

Despite a busy period<br />

tackling the wintery<br />

weather conditions<br />

across the UK road<br />

network, AA President<br />

Edmund King<br />

kindly found some<br />

time to speak with<br />

Modern Insurance<br />

Magazine about<br />

SMART motorways,<br />

the accessibility of<br />

EV chargers, e-bike<br />

regulations, and more.<br />

QHi Edmund – thanks so much for<br />

taking time out of your day to share<br />

your thoughts and insights with us!<br />

Let’s begin by talking about the new<br />

British Standard launched recently to<br />

ensure that EV chargers across the UK are<br />

accessible for those with disabilities. In<br />

the interest of no one being left behind in<br />

the transition to EV, what actions do you<br />

hope to see on the back of this in relation<br />

to inclusivity and the uptake of electric<br />

vehicle technology?<br />

AWell, I’ve been driving electric<br />

vehicles in some form for around<br />

twenty years now, and they’ve<br />

certainly changed quite a bit in that time.<br />

My original EV had a range of around 37<br />

miles and was, quite frankly, pretty rubbish!<br />

My current EV however has a range of 300<br />

miles and it’s brilliant. The capabilities of<br />

electric vehicles themselves have evolved<br />

over time, and with this evolution comes<br />

a natural uptake in popularity and usage.<br />

On the back of this, we’ve been talking<br />

about charger accessibility for a couple of<br />

years now; particularly for disabled drivers,<br />

elderly drivers and people with mobility<br />

problems. There’s a charity called Motability<br />

that represent millions of disabled drivers,<br />

and we’ve been working really closely with<br />

them for a while - alongside the Office<br />

of Zero Emission Vehicles who worked<br />

on the new Standard with BSI - to make<br />

EV chargers as accessible as possible for<br />

everyone.<br />

I think it’s really important to recognise<br />

– and this was echoed at the launch of<br />

the Standard in the House of Commons<br />

a few weeks ago – that this isn’t just<br />

about disability. Anyone could become<br />

challenged in some way at any stage of<br />

their life; whether this is a young mother<br />

or father holding their baby, trying to<br />

charge at the same time; someone elderly;<br />

someone who can’t reach the chargers<br />

at the height they’re currently built at, or<br />

perhaps they’re too heavy.<br />

There’s a broader issue here too, not just<br />

around access for users but also around<br />

access for vehicles. By building charge<br />

points which are more accessible for<br />

wheelchairs for example, and having more<br />

space next to the charger, flat curbs around<br />

the charger and so on, this also helps<br />

vans and some of the larger EVs access<br />

those spaces. Some present chargers are<br />

built with a low canopy, others have a<br />

very narrow space alongside which won’t<br />

accommodate wider vehicles, so this<br />

Standard really does have everyone’s best<br />

interests at heart. Yes, these developments<br />

are fundamental for anyone with a<br />

disability, but it does stretch much wider<br />

than that, and there are certainly broader<br />

issues around the topic of accessibility that<br />

we still need to address and figure out.<br />



QMoving on to consider other modes<br />

of transport now. You are a keen<br />

cyclist. If the future of mobility is<br />

faster and more efficient, at what point<br />

do you believe that insurance policies<br />

will become a legal requirement for<br />

e-bikes? And in your opinion, what will be<br />

the most likely approach in terms of the<br />

Government’s enforcement of this?<br />

AI think the subject of e-bikes is an<br />

incredibly interesting one. If you<br />

look at countries like Switzerland,<br />

Austria, Holland; not only do they have more<br />

pushbikes, they have a substantial number of<br />

e-bikes, too. E-bikes really have transformed<br />

some of these European cities enormously,<br />

and they’re a great option for many people -<br />

especially those who aren’t able to pedal as<br />

much as the standard pushbike requires, or<br />

those with a longer commute. There are also<br />

folding e-bikes which you can comfortably<br />

place in the boot of your car, and this is one<br />

of the things we’re talking about at the AA at<br />

the moment. You can ‘park and pedal’ with<br />

this technology, and we certainly need some<br />

more imaginative thinking in our cities to<br />

bring about this sort of innovation.<br />

However, most decent e-bikes are pretty<br />

expensive. So, with regards to insurance, I<br />

would start by saying that people should<br />

be insuring their e-bikes anyway in terms<br />

of loss and liability, whether that’s through<br />

their home insurance or otherwise. The<br />

Government did come up with some<br />

regulations for e-bikes, such as a capped top<br />

speed of 15.5mph, but there hasn’t been so<br />

much talk in the way of mandatory insurance<br />

for them yet.<br />

In my opinion, the bigger question here lies<br />

with e-scooters. E-scooters are currently only<br />

legal on the public highway when they’re part<br />

of a city rental scheme. Aside from that, they<br />

can only be used legally on private land. Most<br />

people don’t seem to understand that, but<br />

we do believe that some kind of legislation<br />

will be introduced in 2023 around the use of<br />

e-scooters which follows the same sort of<br />

criteria as e-bikes. The question of insurance<br />

still hasn’t really been addressed yet.<br />

When it comes to insurance for pushbikes<br />

and pedal cycles, the debate around this<br />

has always been around whether it would<br />

affect the uptake of cycling, and therefore<br />

is it detrimental to mobility if insurance<br />

became a legal requirement? There’s<br />

probably something in that to some extent;<br />

and so I think the first step should be for<br />

the Government to bring in restrictions, and<br />

then insurance should ultimately become<br />

the decision of the individual. If there are<br />

problems as a consequence of this then yes,<br />

the Government will have to legislate and<br />

make insurance a legal requirement - but I<br />

don’t think this will be brought in straight<br />

away.<br />

QGoing back to the topic of city<br />

innovation for a moment; the<br />

‘15-minute city’ concept has been<br />

proposed for implementation in Oxford,<br />

which appears to be on track for 2040.<br />

What are your thoughts on this from the<br />

standpoint of personal freedoms and<br />

liberties?<br />

A<br />

There are two points to make here.<br />

Firstly – many cities are working<br />

on their own versions of these<br />

initiatives. From the AA’s point of view, we’re<br />

concerned that all of these different cities<br />

are coming up with different schemes and<br />

embracing different criteria. For a national<br />

organisation like the AA - we’re a solution<br />

in all of these areas from a breakdown point<br />

of view, because we help traffic flow by<br />

rescuing stranded vehicles. The variation<br />

in the proposed criteria for each city is so<br />

confusing for us, and national guidance really<br />

is our plea to Government here. We all want<br />

clean air, we all want safer cities, but the<br />

execution of how this is achieved needs to<br />

be standardised wherever possible if we’re<br />

to effectively continue our work in these<br />

areas.<br />

You mention Oxford in particular, and<br />

looking at those proposals, they do seem<br />

very restrictive on the personal mobility of<br />

residents. Life isn’t always within a fifteenminute<br />

radius. You might have your child’s<br />

nursery fifteen minutes in one direction,<br />

and your place of work fifteen minutes in<br />

the opposite direction. There are practical<br />

concerns that overcomplicate what I’m sure<br />

is a very well-meaning initiative - and whilst<br />

we all want to improve the areas in which<br />

we live and work, I’m sure there are more<br />

efficient ways of achieving this.<br />

QYou have been very vocal over<br />

the last few years regarding the<br />

questionable safety of SMART<br />

motorways. Would you say that we’ve<br />

actually created more risk as an adverse<br />

effect of our attempts to modernise our<br />

motorway network? And if so, what needs<br />

to be done to improve these conditions?<br />

AThe history of SMART motorways is<br />

a rather important piece of context<br />

here. SMART motorways were<br />

introduced in 2006 on the M42 in the West<br />

Midlands. They had Emergency Refuge<br />

Areas every 450 metres, creating an area<br />

of safety for drivers which worked relatively<br />

well. They were later rolled out without<br />

consultation, and the criteria for Emergency<br />

Refuge Areas changed from 450 metres<br />

apart to 2,500 metres apart, equivalent<br />

to every 1.5 miles. Radar and detection<br />

technology was also not included. So, we<br />

have to be clear about this – it wasn’t about<br />

embracing technology, or being ‘smart.’<br />

It was about widening motorways on the<br />

cheap.<br />

I’ve campaigned on this topic for more than<br />

a decade. I’ve got tonnes of papers from<br />

a decade ago showing that Civil Servants<br />

knew there were safety risks with these<br />

plans at the time, and they took those<br />

risks anyway. However, after we led quite a<br />

high-profile campaign, the former Transport<br />

Secretary Grant Shapps did start looking<br />

at this issue seriously, and I applaud him<br />

for that. He agreed to some of the changes<br />

that we’d put forward, such as Emergency<br />

Refuge Areas no more than three quarters<br />

of a mile apart. He also put a stop to rolling<br />

out any new SMART motorways until there<br />

was five years’ worth of evidence and data,<br />

and he committed to installing Stopped<br />

Vehicle Detection throughout the network.<br />

This wasn’t in from the beginning - with the<br />

exception of a short section of the M25 - so<br />

they’ve had to go back and retrofit this<br />

technology in order to increase the safety<br />

standards for motorists.<br />

Coming back to the fundamental question<br />

about technology, then. Despite all the<br />

statistics that the National Highways Agency<br />

will offer, sometimes you’ve got to think<br />

about a driver’s intuition and common sense.<br />

When I’m driving on a motorway, and I have<br />

a blowout, or my car begins to overheat<br />

and there’s no hard shoulder to pull over to,<br />

intuition and common sense tells me that<br />

if I stop on a live lane, I am at great risk. I’m<br />

at the mercy of the reaction times of other<br />

drivers, and their willingness to abide by the<br />

signs that a control room will programme<br />

onto the overhead gantry behind me. The<br />

presence of a hard shoulder is far safer,<br />

and I do sometimes think that we’ve let<br />

technology run away with itself somewhat.<br />

Recently, we’ve even found glitches on<br />

some stretches of SMART motorways. The<br />

Stopped Vehicle Detection wasn’t working<br />

for example, and drivers were unaware. Our<br />

surveys indicate that drivers aren’t hugely<br />

confident on SMART motorways, so I would<br />

suggest a pilot that switches the inside lane<br />

back to a hard shoulder, with the Police<br />

conducting lane discipline campaigns at the<br />

same time. This takes away the reliance on<br />

technology and adds an extra layer of safety<br />

to the SMART motorway network. A recent<br />

report from the Office of Road and Rail also<br />

shows that most of the preperformance<br />

targets for Stopped Vehicle Detection are<br />

not being met, which is incredibly worrying.<br />

QFinally - in your opinion, are your<br />

members ready for the what the<br />

Future of Mobility entails? What<br />

should insurers and those involved in<br />

the wider mobility ecosystem prioritise<br />

in order to make these upheavals more<br />

manageable for road users?<br />

AMore education is certainly needed,<br />

that’s a given. For example, we’re<br />

frequently asked if we provide<br />

breakdown cover for electric vehicles. Of<br />

course we do! A key part of this evolution<br />

involves reassuring customers of the fact<br />

that we can still offer the same products<br />

and services, and I think the act of mythbusting<br />

is a key aspect as well. Yes, EVs<br />

can be driven in the rain, and yes, they can<br />

go through a car wash! Range anxiety is a<br />

common argument, but most journeys are<br />

under 10 miles, long-distance family holidays<br />

are infrequent and you can plan your<br />

journey to include charging stops and rest<br />

stops as you go. Certainly, we need more<br />

charging points, better reliability and more<br />

infrastructure. But once people have driven<br />

an electric vehicle, I suspect very few would<br />

go back to a car with an internal combustion<br />

engine!<br />

In terms of broader mobility, this is a very<br />

good question. We’re having to ask people<br />

if they’re prepared to think differently<br />

about how they’ll be getting around their<br />

towns and cities. People should never<br />

be forced, but rather encouraged to use<br />

public transport, an e-scooter or e-bike as<br />

an alternative mode of mobility, and they<br />

should do this for the right reasons – not<br />

because they’re afraid of a congestion<br />

charge or a fine. It’s about getting people<br />

to think laterally, and I do think there’s<br />

a growing role for the AA here to help<br />

persuade and educate people about their<br />

options. That’s why we talk often about<br />

cycling, the environment, public transport<br />

and alternative means of transport.<br />

The notion of car ownership going away,<br />

though? My message to those people<br />

would be: get out of London! The younger<br />

generation especially love their cars. Cars<br />

are vital for getting to college and getting<br />

out to see friends in areas where there aren’t<br />

buses or trains or trams. Yes, there will be<br />

different ways of buying cars, but the car is<br />

a fundamental tool and I believe that it will<br />

be around for some time yet - albeit in a<br />

greener, cleaner, smarter form.<br />

Edmund King OBE,<br />

President of the<br />

Automobile Association (AA)<br />



Mobility<br />

at the<br />

Granular<br />

Level<br />

with Matthew Avery<br />

Modern Insurance Magazine<br />

sat down with Matthew Avery,<br />

Director of Research at Thatcham,<br />

to discuss legislation around AVs,<br />

the future shift in liability, and the<br />

growing importance of relationships<br />

between insurers and vehicle<br />

manufacturers in light of this…<br />

QHello, Matthew! Thanks so much for setting time aside to<br />

chat today.<br />

At the start of 2022, The Law Commission published a joint report<br />

recommending the introduction of a new Automated Vehicles Act.<br />

There was a clear message here alluding to the fact that drivers<br />

need to be educated further around the capabilities of their<br />

vehicles, and their legal obligations in relation to these capabilities.<br />

As we are now 12 months on from that recommendation, do<br />

you have an update as to how is this progressing? And do you<br />

think that technology could be advancing faster than the public<br />

understanding around it?<br />

AYes, there has been some movement on that<br />

recommendation. Firstly, there’s some work being done<br />

by the Government at present in the form of a Future of<br />

Transport Bill, which is currently being formulated with a view to<br />

passing through Parliament soon. Automated Vehicles (AVs) will<br />

certainly be factored into that legislation. There’s also some active<br />

work on a Department for Transport (DfT) sub-group called ‘AV<br />

Drive,’ which is designed to engage with vehicle manufacturers to<br />

ensure that customers are aware of their obligations around using<br />

current and future technology.<br />

In terms of public understanding, one of the main problems we’ve<br />

got lies around manufacturer terminology. Manufacturers choose<br />

to use their own descriptions and terminology for assisted vehicle<br />

systems. Therefore, it can be very confusing for the customer to<br />

understand which Assisted Driving functions they do and don’t<br />

have. At the last count, I think we found over 50 different names<br />

for Autonomous Emergency Braking Systems, for example; so in<br />

terms of standardising the terminology, more can be done to avoid<br />

consumer confusion.<br />

In terms of technology moving forward – it’s about to get more<br />

complicated with something called ‘DCAS’ or L2+, technology that is<br />

available on certain cars today over in the US. At the moment, you’ve<br />

got Assisted Driving Systems where the driver must keep their<br />

hands on the wheel but their feet are off the pedals. Effectively, the<br />

vehicle will look after the steering, acceleration, and braking. This is<br />

especially useful for long journeys where fatigue is a risk.<br />

Very soon, however, you’re going to be able to take your hands<br />

off the wheel entirely with a system they call ‘DCAS’. This is still an<br />

Assisted Driving system, albeit a ‘hands off wheel, eyes on road’<br />

system; so drivers will be able to take their hands off the wheel and<br />

their feet off the pedals, but will need to remain alert by watching<br />

the road. That’s going to feel very much like Automated Driving,<br />

but you won’t be able to do things like check emails or use your<br />

mobile phone. There’ll be a Driver Monitoring System on board the<br />

vehicle to stop you abusing it; but, of course, most people will want<br />

to pick up their smartphone and start texting! So, there’s already<br />

a paradox around the fact that the logical productivity benefits of<br />

Automated Vehicles are not going to be made possible with this sort<br />

of technology. There will also be vehicles with systems at different<br />

levels of automation where you’re not guaranteed to see the benefit;<br />

not to mention varying levels of liability in accordance with levels of<br />

automation in the event of something going wrong. Clear liability<br />

and subrogation routes for insurers will all be very difficult, I suspect.<br />

QIn order for the societal benefits of Automated Driving<br />

technology to be fully realised and embraced, what key<br />

factors do insurers still need to consider?<br />

AThe insurance industry has certainly been very proactive<br />

and positive towards the adoption of Automated Driving.<br />

Indeed, we were sitting down with the Government in 2017<br />

looking at the needs of the Automated and Electric Vehicles Act,<br />

so the insurance industry and the Government have been working<br />

hand-in-hand for a fair while to prepare for Automated Driving,<br />

where liability moves from the driver to the car. Challenges remain<br />

regarding subrogation rights for the insurance industry; for example,<br />

if it all goes wrong and the vehicle is proven to be at fault, how do<br />

insurers get their money back? You don’t want every crash to end up<br />

at court, and the whole point of the Automated and Electric Vehicle<br />

Act was to prevent that.<br />



One of the other things that remains unclear for the insurance<br />

industry relates to the point at which a vehicle is formally classed<br />

as automated. The Automated and Electric Vehicles Act requires<br />

the ‘listing’ of automation, yet the stage at which a vehicle goes<br />

on that list is still not clear. For example, a car could leave the<br />

factory with automated functionality fitted and ready to go; so,<br />

by definition, that vehicle would be listed. However, the very<br />

same vehicle might leave the factory with the automated system<br />

turned off, perhaps because the driver has got to pay extra for a<br />

subscription-style automated service. Will that be listed, or not?<br />

Volvo have already told us that they’re likely to turn automated<br />

systems off until they’re ready to be switched on via an Over-The-<br />

Air update. Would that be listed? At the moment, both the Centre<br />

for Connected and Autonomous Vehicles and the Department for<br />

Transport have not been able to provide clarification around this.<br />

Finally, when there’s a collision, insurers must have access to<br />

data to confirm who was driving at the time of the claim. If it’s<br />

down to the consumer to make that claim, they’re likely to blame<br />

the vehicle. If the vehicle manufacturer is then pursued, they’re<br />

unlikely to share data with the insurer without the consent<br />

of the consumer. If there’s a refusal to exchange data in that<br />

circumstance, where does that leave the insurer? The whole idea<br />

of ‘open subrogation rights’ to streamline the process is really not<br />

there yet.<br />

QOn the subject of liability then, how might the market plan<br />

and prepare for this shift in liability from the insurer to<br />

the vehicle manufacturer? Is there scope for both sides to<br />

‘team up’, and if so, what might that look like?<br />

AI think ‘teaming up’ is quite likely now. Whether this is a<br />

utopian world of collaboration or a threat to the role of the<br />

insurer remains to be seen, but I do think it’s quite likely that<br />

insurers and vehicle manufacturers are going to join forces as the<br />

future of mobility comes into focus. If there is that co-operation,<br />

subrogation rights should go out of the window because there’s<br />

a direct partnership in play. Competition ceases to exist, because<br />

you won’t be buying insurance in an open market context, but<br />

as part of a product bundle instead. There’s a good chance the<br />

market might evolve this way, and I think that’s certainly a threat<br />

to the traditional insurance market as we know it. There’s clearly<br />

an opportunity for insurers here, but it really does come down to<br />

that relationship with vehicle manufacturers. Those conversations<br />

need to happen sooner rather than later to facilitate this shift in<br />

liability. And if insurers choose not to do that, and continue to<br />

pursue the current model? Well, I think they will be faced with a<br />

dwindling market.<br />

QWhich features of AV excite you the most?<br />

ABeing a Road Safety advocate, I very much like the idea of<br />

reduced collisions and fatalities. Vision Zero is something<br />

that we all pursue with passion, and I really think that<br />

automation can enable this. We’re already seeing a reduced<br />

number of collisions due to the technology that we have in<br />

circulation today, and this tech will continue to contribute towards<br />

making our roads safer, for everybody. I think we’ll be seeing a<br />

significant reduction in road fatalities for all road users by the end<br />

of this decade, and this in turn will prove to motorists that there<br />

is benefit to be found in Assisted, and eventually Automated,<br />

driving technology, especially in relation to reducing fatigue and<br />

the burden of long motorway journeys.<br />

QHow is the granularity of risk data evolving in line with<br />

vehicle technology, and how might this aid insurers in their<br />

own evolution within the market?<br />

AI think this goes back again to the necessity for<br />

collaboration between the vehicle manufacturer and the<br />

insurer. Obviously, there’s huge benefit to knowing what<br />

a driver is doing at a granular level. Tesla really understand the<br />

value of that. Where do drivers drive? How often do they drive,<br />

at what speed do they drive, what routines do they follow? Other<br />

vehicle manufacturers are learning from this and realising that<br />

data is going to be passed backwards and forwards all the time.<br />

Anyone who understands the black box insurance market will know<br />

the benefits of this kind of granular data, and insurers should be<br />

working on their liaison with the vehicle manufacturers because it’s<br />

the vehicle manufacturers who are in possession of the data, and<br />

the drivers, the customers of those vehicle manufacturers who own<br />

it. If insurers want to gain access to that data in any way, they will<br />

need to prioritise the building of working partnerships with the car<br />

manufacturer. And if the insurer can monetise that data, they will<br />

remain super competitive.<br />

QWhat do you believe will be the most significant<br />

developments in the New Mobility world within the next few<br />

years?<br />

AIt’s fairly clear that automation is moving to the right. It’s<br />

difficult to implement, it’s expensive, liability is not clear,<br />

the customer benefits are not clear – especially in Europe. I<br />

think with the economy the way that it is, I can’t see a lot of people<br />

flocking towards automation in the very near future. I think there<br />

are a lot more applications for business where automation makes<br />

sense; with something like Level 4 Parking for example, I can see<br />

this coming into the market a lot quicker. You’ll have Remote Valet<br />

Parking for use in trickier situations like a multi-storey car park, and<br />

I believe there’s a business model there. But until you’ve got more<br />

mature technology, people won’t see the point. Until the car can<br />

drive like a human can drive, as well as a human can drive, people<br />

will question the use case. So, I think we’re looking at another 25<br />

or 30 years before people will actually appreciate and respond to<br />

these developments and new features. Until then, I believe that<br />

these functions will remain somewhat niche, and the benefits will be<br />

questioned too - especially when they come at a high price point.<br />

QFinally, do you feel that connected EVs could be met with<br />

resentment or resistance from drivers who presume an<br />

increased risk of cyber-attack?<br />

AThere’s no connection between an Electric Vehicle and<br />

a cyber-attack. A connected vehicle with an Internal<br />

Combustion Engine has an equal chance of cyber-attack,<br />

so those two factors must be very clearly disconnected. However,<br />

it’s evident that most of the new platforms being made by<br />

vehicle manufacturers at present are EV platforms. They have an<br />

intrinsic weakness but also an intrinsic strength, in that most of<br />

these vehicles are going to be connected via one central domain<br />

controller. This can be a great thing for security, because there’s<br />

only one thing to focus on instead<br />

of a variety of elements distributed<br />

around the vehicle. We know that<br />

cyber-attacks are more likely<br />

to occur when you’ve got more<br />

touch points. However, if you can<br />

get into it, this central domain<br />

controller is effectively the brain of<br />

the vehicle. There’s both a risk and<br />

a robust advantage with this new<br />

technology, but it’s not linked to EVs<br />

in particular because the powertrain<br />

is irrelevant to that. Educating the<br />

consumer about this is vital if we are<br />

to embrace EVs within the intended<br />

timeframe in the UK, as set out by<br />

the Government.<br />

Matthew Avery,<br />

Director of Research,<br />

Thatcham Research.<br />

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Automation should not<br />

compromise the customer<br />

experience<br />

SLAs in relation to motor claims have been hit<br />

from multiple sides due to the events of the<br />

past few years. In light of this, it is unsurprising<br />

that the motor insurance market is looking at<br />

ways to utilise technology in order to improve<br />

processing speeds.<br />

A big part of providing the best outcome involves being able to<br />

adapt to new technologies and enhance the customer’s digital<br />

journey. By working with partners in possession of the technology to<br />

automate certain parts of the claims process, reliance on headcount<br />

is taken away and pressures on the supply chain are eased.<br />

However, the key to all of this is in the timing, and it is crucial that<br />

automation does not compromise the customer experience. A<br />

customer-first philosophy must always remain a priority through all<br />

processes within the insurance industry. This is especially important<br />

at a time when customer expectation in every sector is continuing to<br />

rise, and individuals expect the same personalised experience from<br />

their insurer as they would from an online retailer.<br />

Everyone has been in a situation before where they have an issue<br />

with a product or service, and all they want to do is speak to<br />

somebody on the end of a phone rather than rely on automated<br />

services, chatbots and the ‘Frequently Asked Question’ page on a<br />

website. This can be frustrating at the best of times. Imagine being<br />

involved in a motor collision and standing at the side of a road, unable<br />

to talk to your insurance provider to get urgent assistance.<br />

Automation therefore needs to be used at the right point in the<br />

customer journey to help streamline the claims process and remove<br />

human error. But individuals should always be given a choice as to<br />

whether they wish to speak to a representative when in need of<br />

support.<br />

The benefit to using automated decisions on liability is effective, as<br />

it is built on decades of case law and advanced road and map data.<br />

Systems that provide updates on repairs and vehicle hire are a muchwelcomed<br />

initiative in the market, and having proactive customer<br />

updates removes delays in communication and telephone traffic.<br />

However, these initiatives do rely on accurate data. If the input is<br />

incorrect, then customers will always need a quick and efficient way<br />

to speak to someone. Whether this is by telephone or SMS message,<br />

it needs to be human communication rather than a bot.<br />

Europcar Mobility Group UK is helping the insurance industry to<br />

provide the ideal support. Offering automated steps ensures a speedy<br />

and smooth journey - but having the ability to step out of the process<br />

and talk to customers in a professional way, with direct resolution of<br />

issues, brings a new level of transparency to the vehicle hire process.<br />

James Roberts,<br />

Business Development Director, Insurance, Europcar<br />

Mobility Group UK<br />



What changes have you successfully<br />

adopted into your operational processes<br />

to enhance the overall performance and<br />

efficiency of your business?<br />

This autumn, we added to e2e’s proposition<br />

by re-launching our online salvage auction,<br />

SalvageMarket.co.uk, across our own, newly<br />

developed auction platform. It still presents<br />

to the market under the recognised, premium<br />

brand ‘SalvageMarket.co.uk,’ but now offers<br />

the sector an outstanding alternative to some<br />

of the tired and outdated platforms that have<br />

served the market to date.<br />

Designed with an uncompromised focus on user experience, we have<br />

taken advantage of the latest technology to deliver a user-friendly,<br />

technically robust solution with the flexibility to adapt to future<br />

market needs.<br />

This strategic initiative required innovative thinking, rigorous prelaunch<br />

testing and the redesigning of operational processes to fully<br />

realise the inherent performance and business efficiency wins that<br />

were on offer. Customer experience was paramount, and we worked<br />

closely with our existing subscribed bidders and network members in<br />

the run up to the launch to ensure a seamless transition from the old<br />

auction platform.<br />

SalvageMarket.co.uk has already attracted its largest bidder base ever,<br />

continuing to grow at 20,000+ bidders. There are thousands of cars<br />

available to bid on with thousands of new listings every week, and we<br />

are forecasting significant growth in the coming months. We have<br />

been delighted with the success of the launch, the smooth transition<br />

of existing subscribed bidders to the new platform and the high<br />

demand from new bidders to sign up. Operationally, we are already<br />

seeing performance and efficiency returns as a business, and our<br />

insurer clients are continuing to enjoy excellent salvage returns.<br />

The investment in the new platform is aligned with e2e’s strategy to<br />

drive added value to insurer clients and network members through<br />

the adoption, integration and application of emerging technologies.<br />

Ongoing investment will be matched with operational agility, enabling<br />

SalvageMarket.co.uk to respond to bidder and market needs and<br />

reflecting its service positioning as the ‘auction platform of choice’.<br />

For e2e, this is much more than a platform upgrade. We view it as the<br />

first of a number of technology driven, strategic spring boards that<br />

will enhance the overall performance and efficiency of our business.<br />

Building our services around the latest technologies opens up<br />

opportunities; in this case, to enhance our auction offering with new<br />

functionality, and to explore wider possibilities for developing future<br />

integrated solutions to add even more value for our bidders, network<br />

members and insurer clients.<br />

Jim Loughran,<br />

CEO, e2e Total Loss Vehicle Management<br />

Which of the primary<br />

challenges in your sector<br />

would you like to see<br />

prioritised over the next<br />

12 months, and why?<br />

The introduction of the Official Injury Claims<br />

(OIC) Portal in May 2021 has brought seismic<br />

change to personal injury claims. Some of<br />

the effects of these changes could not have<br />

been intended or anticipated by the industry,<br />

especially in relation to a building backlog of<br />

claims and an increasing claims lifecycle as a<br />

consequence.<br />

For the year ahead, the market needs certainty when it comes<br />

down to the valuation of mixed injury claims; alongside cross<br />

industry engagement to drive process improvements, with increased<br />

transparency that both reduces bottlenecks and tracks performance.<br />

Mixed Injury Claims and CoA<br />

Before implementation of the OIC Portal, the MoJ acknowledged that<br />

judicial guidance would be required for when a Claimant suffered<br />

injuries in addition to tariff-based awards. It has taken 18 months for<br />

two cases to be presented at the Court of Appeal; Robot v Hassam &<br />

Briggs v Laditan. We await these judgments with interest.<br />

Will these claims bring certainty? One would certainly hope so in<br />

terms of tariff and non-tariff claims. However, the Court of Appeal<br />

are not being asked to give guidance on other issues, such as<br />

the definition of exceptional circumstances, or whether or not a<br />

defendant can be allowed to raise new evidence at an assessment<br />

hearing if they choose not to exit the claim pre-issues. Do expect<br />

further litigation on these points (and more) next year.<br />

Process Improvement and Transparency<br />

We know that the OIC Portal wasn’t in a fit state at go live, especially<br />

for Pro Users representing a significant percentage of Claimants.<br />

Consequently, the MIB have been focused on making technical<br />

improvements to the Portal, many issues of which are identified via<br />

Pro Users.<br />

Whilst the volume of technical issues are diminishing, it is a serious<br />

concern that releases are shifting to bi-annual - with the next release<br />

scheduled for May 2023. To date, the MoJ has been reluctant to<br />

implement a change control board, but the time has come where<br />

Claimant Pro Users and Compensators have sufficient experience<br />

of the Portal to collectively feed back to the MoJ, prioritising<br />

recommendations for improvements that benefit the Claimant<br />

experience.<br />

Furthermore, whilst the MIB do publish data each quarter, there are<br />

still gaps - such as how many of the 9% of recorded LiP’s are in fact<br />

being helped by an insurer via Third Party Capture, and what is the<br />

average value of special damages claimed and paid? Now is a sensible<br />

time to pivot focus towards such priorities, which will likely require<br />

MoJ intervention and possible rule changes in the not-too-distant<br />

future.<br />

Stuart Hancock,<br />

Head of Business Implementation, Carpenters Group<br />


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Claims could become fully<br />

automated in the face of<br />

abundant, quality external data<br />

Many insurance companies still handle claims<br />

‘manually’, which inevitably has a direct<br />

impact on the overall claim life cycle. This<br />

does not satisfy anyone - customers and<br />

employees both detest the process, and the<br />

ineffectiveness of the application or claims<br />

handling process typically contributes to<br />

customer dissatisfaction. This has led to<br />

insurance companies adopting semi and fullyautomated<br />

systems, improving efficiency and<br />

cutting overheads.<br />

From a customer service perspective however, we shouldn’t forget the<br />

crucial human element in the overall process. It has to be a balanced<br />

approach; automation means less customer interaction, but on the flip<br />

side, the customer wants to feel valued.<br />

Back in the day, we relied solely on human-based interactions,<br />

whether face-to-face or over the telephone. These days, although I<br />

strongly believe that the human ‘touch’ should always be part of the<br />

overall customer journey, there is more data to process than ever -<br />

with the growth of data enrichment and other emerging technologies<br />

such as AI, machine learning and IoT sensors.<br />

Due to the COVID-19 pandemic, a requirement for digitisation and<br />

organisations to streamline their processes and move to online/<br />

home-based operations has undoubtedly resulted in many websites<br />

now featuring chatbots backed by AI, or similar. Nonetheless, where<br />

digital tech is concerned, it requires continuous development and<br />

improvement. With the pace things are moving, if you are not at the<br />

forefront, you will soon be left behind…<br />

One could argue that it is easier for a fraudster to impersonate<br />

someone via an online claim form and promises of ‘same day<br />

settlement’. In this sense, how do companies ensure they still uphold<br />

practical risk assessment? That’s where a mix of technology and the<br />

human element comes into play.<br />

Equally, if the initial stages of the claim journey are automated, how do<br />

we determine which customers go on to have an actual conversation?<br />

That’s where embracing technology can deliver a huge advantage,<br />

with sophisticated, robust risk assessment tools.<br />

The proposed customer journey and overall customer experience are<br />

two separate subjects. Some customers would like the opportunity<br />

to speak with another human being, which comes down to personal<br />

preferences for interaction (not everyone is ‘tech savvy’). Therefore,<br />

it is essential to deploy a balance of technology and techniques to<br />

enable customers to obtain appropriate support if and when they<br />

require it.<br />

Lior Koskas,<br />

CEO, Digilog UK Ltd.<br />

Going the extra mile in light<br />

of the ‘Great Resignation’<br />

The Great Resignation is perhaps the most<br />

disruptive ‘Great’ thing of our time. Unlike the<br />

Great Gatsby, the Great Escape or the Great<br />

British Bake Off, this very modern ‘Great’ delivers<br />

very little in the way of pleasure or wellbeing.<br />

Instead, it has created the tightest labour market<br />

in years, weighing heavily on business confidence<br />

and stifling business growth.<br />

For employees, leaving a job and finding a new one has never been less<br />

daunting, with supply and demand in the labour market swinging firmly<br />

in their favour. While employers might understandably feel concerned<br />

about churning employees, this unique moment for businesses also<br />

represents a big opportunity to create the edge in attracting and<br />

retaining talent.<br />

Here at FMG, we’re investing in training, flexible working practices,<br />

enhanced benefits and employee engagement to boost job satisfaction<br />

and provide a more fulfilling employee experience. We’ve looked to our<br />

employees to help shape our approach and truly understand how their<br />

priorities have changed:<br />

• Flexibility - the way we work has changed dramatically in recent years,<br />

and our employees have re-set their expectations of what working life<br />

should look like to them. A ‘good job’ provides the flexibility to work<br />

where they want, when they want - and in response, we’ve honed a<br />

flexible working policy to support every function.<br />

• Benefits – employees across the board are feeling the pinch of rising<br />

living costs and squeezed incomes. Subsequently, we’ve realigned our<br />

benefits to provide support where they need it most; with a colleague<br />

support fund, enhanced family friendly benefits, holiday sell options<br />

and better support for mental health, wealth and general wellbeing.<br />

• Community – our employees want to feel a sense of belonging, of<br />

shared identity and feeling valued, and our engagement policy has<br />

been created accordingly. From recognition awards and spot prizes<br />

to our charity ball, cultural celebrations and ‘random acts of kindness’<br />

days, we take every opportunity to support inclusivity and strengthen<br />

the relational ties between our employees.<br />

• Career opportunities – sometimes the best support we can provide is<br />

helping employees as they reshuffle themselves into better positions<br />

that align more closely with their career and life goals. Being part<br />

of a PLC provides access to a far wider range of careers paths,<br />

management trajectories and apprenticeships.<br />

This is a new post-pandemic era where employees approach their careers<br />

with a different mindset. Employers must move away from surface-level<br />

solutions and strive for a cultural shift to retain their employees and<br />

attract new talent.<br />

Robin Lang,<br />

Insurance Services Director, FMG<br />


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The benefits of automated<br />

claims start with a clear data<br />

handling strategy<br />

According to a forecast from Statista, every<br />

new vehicle sold in the UK will be ‘connected’<br />

by 2026. These vehicles, linked via 5G and<br />

the Internet of Things, create a data-rich<br />

environment with the potential to drive change<br />

throughout the claims process. So, what would<br />

it look like if we took this data and used it to<br />

automate a motor claim?<br />

It all starts with automated FNOL, data from in-vehicle cameras and<br />

telematics devices, overlayed with AI to verify true incidents as they<br />

happen. The technology creates a notification, complete with time,<br />

date, location, incident description and even weather conditions. This<br />

isn’t a far-distant dream - auto-FNOL technology is already live in the<br />

fleet environment, although not yet widely used.<br />

From here, the automated claims journey would kick into action. It’s<br />

certainly true that there are tasks with standard, repeatable outcomes<br />

in the claims environment. At Motor Repair Network for example, we<br />

already use the powerful workflow tool within our system to automate<br />

much of the process. We do this with the knowledge that each claim<br />

and policyholder is different. Automation allows us to dedicate more<br />

time to handling sensitive or complex claims where the human touch<br />

brings the greatest value. It will be a long time before AI can offer the<br />

same level of empathy and initiative as a human being.<br />

That being said, as people get more comfortable with AI interaction, it<br />

will be possible to automate more of the journey. Bill Gates famously<br />

said: “Automation applied to an efficient operation will magnify the<br />

efficiency. Automation applied to an inefficient operation will magnify<br />

the inefficiency.”<br />

With this in mind, we should consider the vast amount of data already<br />

available, and how well technology is embedded across the supply<br />

chain. Where there are multiple service providers, there must be a data<br />

strategy that focuses on centralising a ‘single version of the truth’ for<br />

each policyholder and claim. If not, a fragmented view could start to<br />

develop.<br />

In my opinion, the fully automated claims process may be applied<br />

to specific claims; but with wide demographics of policyholders and<br />

drivers, human intervention will still be needed for the foreseeable<br />

future. That said, the connected world we live in offers important<br />

opportunities to improve efficiency, and the starting point must be<br />

data.<br />

A clear strategy on how data is handled across the supply ecosystem<br />

is the first step to seizing the benefits of automation.<br />

Pete Thompson,<br />

Director of Product, Activate Group<br />

Advances in digital technology<br />

can positively impact customer<br />

service expectations<br />

The digital-savvy customers of today<br />

want their insurers to be proactive – both<br />

anticipating their needs and acting in their<br />

best interests. While car insurance companies<br />

have typically engaged in a race to the bottom<br />

on price to win customers, it appears that a<br />

proactive, personalised, digital experience may<br />

be the key to differentiation in 2023.<br />

A recent McKinsey study found that 71% of consumers now expect<br />

companies to deliver personalised interactions, with 76% becoming<br />

frustrated when this doesn’t happen. The good news is that, in the<br />

UK, one in three consumers said they were willing to pay more for<br />

excellent customer service – a trend that looks to continue well<br />

beyond the New Year.<br />

However, to seize this opportunity for business growth, insurers will<br />

need to prioritise data-driven strategies that drive positive outcomes.<br />

For this, AI will become the single most important tool in an insurer’s<br />

armour. Adopting AI in all its guises – automation, advanced analytics,<br />

etc – will allow insurers to finally learn from every customer interaction<br />

and optimise digital experiences in real-time. The most effective<br />

differentiator: using AI to move past simply generating insights, and<br />

instead delivering automated actions that empower the business to<br />

manage customer intent before it becomes a need, in real-time.<br />

However, this all rests on the quality of the voice of the customer data.<br />

And today, this must span search, web, chat, email, calls, social, and the<br />

multiple other digital touchpoints your customers use, to ensure a more<br />

holistic understanding of their wants and needs.<br />

Of course, bringing all your channels together on one platform<br />

makes it easier to surface this data in-the-moment, and utilise it for<br />

delivering a superior customer experience – whether that’s helping<br />

agents understand customer context in every call, or bringing rich<br />

personalisation into self-service. In my humble opinion, NICE CXone is a<br />

leader when it comes to achieving this.<br />

Daryn Robinson,<br />

Technical Director – CX Transformations, AllThingsCX<br />


Technology<br />

+ People<br />

Solving claims challenges through innovation and expertise.<br />

For nearly a century, Crawford has led the industry through a relentless<br />

investment in people and the innovative tools that empower them. This unique<br />

combination enables us to provide unrivaled claims management solutions to<br />

insurance carriers, insurance brokers and corporations worldwide.<br />







Learn more at www.crawco.co.uk<br />

Scan to download<br />

our brochure


Are you making good<br />

on your climate<br />

commitments?<br />

COP27 highlighted the urgency of taking action<br />

towards the devastating impacts of shifting<br />

climate conditions. The effects of climate<br />

change become more apparent all the time,<br />

and there’s clear recognition of the need to<br />

significantly accelerate activities to stem the<br />

rate of global warming. Even at current levels,<br />

the destructive effects are pushing countries,<br />

regions, and communities to the edge as they<br />

struggle to withstand a multitude of climaterelated<br />

catastrophes.<br />

At Crawford, we are not simply committed to playing a role, but<br />

rather to playing a lead role as we progress towards a net-zero carbon<br />

economy and strive to be nature positive in all that we do. That<br />

commitment extends to our clients and their climate ambitions as we<br />

look to offer more climate-responsible products and services.<br />

Our sustainability approach is designed to achieve real-world impact.<br />

It is based on what we refer to as the 4P’s - Purposeful Governance,<br />

which is designed to ensure we hold ourselves accountable to our<br />

ESG standards; Planet Positive, which is our commitment to the<br />

sustainable use of resources; People and Communities, where our<br />

people are empowered to engage with local communities; and<br />

Partnerships and Prosperity, which sees Crawford collaborate with our<br />

partners to deliver true value.<br />

It is vital that these pillars support concrete actions. There’s such a<br />

broad spectrum of initiatives ongoing across Crawford that underpin<br />

our ESG endeavours, ranging from the creation of our Responsible<br />

Business Committee and Working Group, to the launch of our ESG<br />

software data platform and the development of long-term greenhouse<br />

gas reduction targets.<br />

Crawford UK will soon launch a new Environment, Social and<br />

Governance Policy, committing our organisation to setting and<br />

delivering on targets in this area. We will also be launching a<br />

Sustainability Charter with Crawford Contractor Connection, a<br />

collaborative statement where we and our supply chain partners intend<br />

to address our key sustainability issues.<br />

Looking beyond the immediate Crawford environment, we are<br />

supporting our clients in achieving their climate targets through the<br />

development of ESG-engaged products and services. Earlier this year<br />

for example, we introduced a new soil management policy called ‘Zero<br />

to Landfill’ to promote sustainable soil management – a critical aspect<br />

of efforts to reduce climate change and restore degraded soil diversity.<br />

By offering this program to our clients, we are helping to bolster their<br />

environmental credentials while helping to reduce carbon emissions in<br />

a cost-effective way.<br />

At Crawford, our primary function is to help restore businesses and<br />

communities at their time of greatest need. It is therefore imperative<br />

that every action is taken to reduce our climate impact so that we can<br />

reduce that need, promote greater resilience, and make good on all our<br />

commitments to restoring the climate balance that has been so badly<br />

skewed.<br />

Michelle Tucker,<br />

Sustainability Manager, Crawford & Company UK & Ireland’<br />

Insurers are facing talent and skills<br />

gaps, as well as challenges with<br />

recruitment and retention<br />

The past few years have presented the<br />

insurance industry with unprecedented<br />

challenges; COVID-19, rapid digital<br />

transformations, new customer expectations,<br />

and an ever-growing need to attract and retain<br />

skilled, experienced workers within a highly<br />

competitive marketplace.<br />

Insurers should look to improve the candidate / employee experience<br />

in general. If possible, shorten the interview process, streamline<br />

onboarding experiences, offer salary and benefits packages<br />

concurrent with expectations, and foster supportive, inclusive<br />

workplace cultures focused on employee training, development and<br />

growth.<br />

Streamlining the onboarding experience can make the difference<br />

between securing or losing the best candidate. With demand so high,<br />

many of the better candidates that we qualify will be talking to several<br />

potential employers – so making a decision and job offer as quickly as<br />

possible increases the chances of securing the best candidate before<br />

they are snapped up by someone else.<br />

Attracting talent to the insurance industry needs a more proactive<br />

approach to hiring and retention than the industry has previously taken.<br />

Candidates want to know if companies offer career progression and<br />

growth opportunities. To attract job seekers, it is paramount to actively<br />

build an inclusive and diverse workplace culture to futureproof for the<br />

next generation of insurance professionals.<br />

Having a finite pool of talent, the industry seems to be focused on<br />

poaching staff from competitor companies at ever increasing salaries.<br />

Ultimately, this will affect the bottom line and raise the cost of<br />

insurance for customers. Claims handlers are a case in point; the same<br />

handlers are being retained for less time and more money, moving<br />

around in an ever-ascending price spiral.<br />

To bring that situation to an end, Robertsons recognise the need for<br />

innovative intervention to achieve a practical and permanent solution.<br />

For example, young people are mentored through our Claims Academy<br />

and Motor Claims TPA - during their transition from work inexperience<br />

via Insurance Practitioner & Insurance Professional Apprenticeships - to<br />

become effective and experienced practitioners through a blend of ‘on<br />

the job’ and academic training. This will create a continual future supply<br />

of skilled and qualified claims handlers through our recruitment arm,<br />

tailored for the wider industry.<br />

Jason Harris,<br />

Recruitment Services Director, Robertson & Co.<br />


The colourful way to be green.<br />

Landing soon – the all new 100 Line paint system. Keeping the environment beautiful.<br />

With a VOC content of less than 250 g/L, lower emissions with less<br />

material consumption and one of the best flash-off behaviours there is,<br />

the new 100 Line has a colourful array of environmental benefits.<br />

Soar with 100 Line: glasurit.com


Reflecting on Success:<br />

Expansion and Growth at NWVA<br />

Over the years, the team at Nationwide Vehicle<br />

Assistance have been able to create a wide<br />

business portfolio covering many different<br />

industries. As a result, our work streams have<br />

been increasing incrementally.<br />

As well as being a standard bearer in the safe recovery and<br />

transportation of the ever-growing Electric Vehicle market, we offer<br />

hundreds of bespoke solutions to meet our customer needs. Our<br />

valued network of recovery agents benefit greatly from this, and<br />

because we are constantly securing new business, we are helping our<br />

agents protect themselves from some of the challenges faced by the<br />

wider industry. As well as providing quality contract work, we commit<br />

to settle invoices on the due date and have recently provided an<br />

improvement in commercial terms around fuel pricing.<br />

Our blended UK coverage, using agents and our wholly owned LJ<br />

Transportation business, means we have the ultimate solution for<br />

offering a nationwide service to our customers through the breadth<br />

of our network. Our systems are able to factor in available resource<br />

- at any particular time and geographical point - so as not to disrupt<br />

the operations of our customers.<br />

The continued growth of Ultra Low Emission Zones in larger<br />

conurbations is a new initiative impacting our industry. To ensure<br />

we are emission compliant, we and our key recovery agent partners<br />

have been steadily investing in Euro 6 recovery vehicles. At a cost in<br />

the region of £150,000, this represents a significant commitment to<br />

our future service proposition. Others in our sector won’t be able to<br />

commit to this level of cost, and we are already seeing a benefit from<br />

our investment strategy through increased business levels.<br />

We are also committing to grow and develop our brilliant team. Like<br />

most industries, there’s a growing skills crisis in our sector - but our<br />

scale of operations mean we can shield our customers from this<br />

scenario. Though our own LJ Transportation business, we are starting<br />

to look at the apprenticeship route to plan and prepare for the<br />

workforce of the future.<br />

We are constantly expanding our operations, and always welcome the<br />

opportunity to engage with any business to discuss their recovery,<br />

transportation and storage needs. Feel free to email me anytime at<br />

mick@nwva.co.uk if you would like to discuss further.<br />

Mick Jennings,<br />

Managing Director, Nationwide Vehicle Recovery Assistance<br />

Our goals and key values<br />

for an optimistic New Year<br />

Our industry is highly dynamic. The future<br />

trends of digitalisation and sustainability<br />

are accelerating. New trends are constantly<br />

emerging.<br />

For its Automotive Refinish business, BASF’s Coatings division looks<br />

to leverage its sustainable technology leadership to grow in the<br />

premium segment and lead the way with sustainability. We want to<br />

further strengthen our position as a thought and action leader in<br />

sustainability – and gaining recognition as the 2022 British Coatings<br />

Federation’s Sustainable Innovation Manufacturer of the Year Award<br />

for our environmentally friendly R-M® AGILIS® basecoat line is just the<br />

start.<br />

We see sustainability as an integral part of our strategy as well<br />

as our targets, steering processes and business models. Our ecoeffectiveness<br />

and biomass balance technology is leading the way<br />

in sustainability. This establishes us as a responsible and attractive<br />

partner of choice, roundly supporting our customers, opening up new<br />

growth areas and securing long-term success.<br />

We also want to leverage the extensive growth potential of<br />

digitalisation and seize the associated opportunities to the benefit<br />

of our customers. Our first-to-market cloud-based digital platform<br />

Refinity is set to enhance the customer experience whilst our<br />

upcoming business support packages like Body Shop BOOST and ABS<br />

are designed with our customers in mind, geared to drive body shop<br />

profitability and efficiency.<br />

BASF – we create chemistry for a sustainable future.<br />

Jason Lea,<br />

Strategic Account Manager, BASF Automotive Refinish UK<br />

& Ireland<br />







Welcome to<br />

Associations Assemble!<br />

Modern Insurance Magazine is delighted to be<br />

joined by some of the leading names from our<br />

industry associations, organisations and institutes!<br />

This issue voices the thoughts of:<br />

Chris Weeks,<br />

Executive Director at the National<br />

Body Repair Association (NBRA)<br />

Sue Brown,<br />

Chair of the Motor Accident Solicitors<br />

Society (MASS)<br />

Jonathan Fong,<br />

Senior Policy Adviser, General<br />

Insurance at the Association of British<br />

Insurers (ABI)<br />

Dr Matthew Connell,<br />

Director, Policy and Public Affairs, at<br />

the Chartered Insurance Institute (CII)<br />

Mike Keating,<br />

CEO of the Managing General<br />

Agents’ Association (MGAA)<br />

Anthony Hughes,<br />

Chairman and CEO of the Credit Hire<br />

Organisation (CHO)<br />

Nicola Critchley,<br />

President of the Forum of Insurance<br />

Lawyers (FOIL) and Partner at DWF<br />

John McQuater,<br />

President of the Association of<br />

Personal Injury Lawyers (APIL)<br />


Here for your<br />

customers when<br />

it matters the most<br />

The fastest growing vehicle collision<br />

recovery solutions in the UK<br />

Nationwide Vehicle Recovery Assistance is a responsive and cost<br />

effective supplier to the industry providing a professional<br />

service which is carried out safely, quickly and effectively.<br />

With our network of more than 1000 agents and 35,000<br />

recovery vehicles you can rely on us to deliver.<br />

01621 730009<br />

sales@nwva.co.uk<br />



Chris Weeks<br />

Title: Executive Director<br />

Association: National Body Repair Association<br />

(NBRA)<br />

Bodyshops of<br />

the Future<br />

When I think back to the early nineties, car<br />

bodyshops were commonly located on an<br />

industrial estate. It was impossible to park,<br />

the reception areas ranged from awful<br />

to hectic, and if you ventured through<br />

the workshop door it was more freezing<br />

scrapyard than picture postcard! The<br />

conditions were quite inhospitable for the<br />

staff, and you had to be brave to venture<br />

into the staff rest rooms or canteen!<br />

What’s changed? Well, for one thing, the task of<br />

repairing a car has become infinitely more complex.<br />

Technicians have to be fully trained, and training has to<br />

be updated regularly. It has evolved from a profession<br />

anyone could do with nothing more than enthusiasm<br />

and being “good with your hands,” to a highly skilled<br />

profession.<br />

There’s been huge technical progress, but conditions<br />

for staff still leave little to be desired, especially in<br />

contrast to many professions where workers reside<br />

in offices or at home with WiFi, surrounded by lots of<br />

creature comforts and working at a measured rate of<br />

pace.<br />

We need to up our bodyshop expectations and<br />

standards! Body Repair technical staff are a rare<br />

breed of rockstars. Excellent healthcare should<br />

come as standard, with warm facilities to work in,<br />

a salary representative of their training and regular<br />

holidays. Repairers should shout about their career<br />

with enormous pride, and considering the very physical<br />

nature of the job, they should feel able to retire early.<br />

Similarly, customers should have a premium experience;<br />

leaving their vehicle in total confidence and returning to<br />

shiny, pampered cars.<br />

We have to stop treating car repairs - this rare,<br />

incredible, risky, complex performance - as a mere<br />

commodity. It’s far more<br />

than that now. If you want<br />

this for your customers<br />

and you want to know<br />

how it can be done,<br />

contact the NBRA.<br />

Jonathan Fong<br />

Title: Senior Policy Adviser, General Insurance<br />

Association: Association of British Insurers<br />

(ABI)<br />

Motor insurance<br />

remains competitive<br />

despite cost<br />

pressures<br />

The development of autonomous driving<br />

technology - alongside the emergence of<br />

electric vehicles - is set to make the future<br />

driving experience very different. But the<br />

cost of motoring remains a perennial issue,<br />

of which the price of motor insurance is a<br />

key component.<br />

Rises in the cost of living are being felt by millions<br />

of households, and while the average price paid by<br />

motorists for their motor insurance has risen over the<br />

last year, the ABI’s latest Motor Insurance Premium<br />

Tracker shows costs have risen only marginally by<br />

2%. For some time however, the ABI has warned<br />

that insurers have been increasingly challenged by<br />

absorbing rising costs, such as more expensive repairs<br />

and rises in second-hand car prices.<br />

For example, the average cost of repairing vehicle<br />

damage under a policyholder’s own motor policy<br />

jumped by 16% to just over £3,000 in the year to Q2<br />

2022. This reflects increasing vehicle sophistication,<br />

leading to more expensive repairs as well as rises in the<br />

costs of raw materials such as paint.<br />

The continued shortage in semiconductor microchips<br />

and global supply chain issues, made worse by the<br />

Russian invasion of Ukraine, has also led to longer<br />

waiting times for many new vehicles and vehicle parts.<br />

This has contributed to a rise in the demand for second<br />

hand cars, with used car prices up 30% on average in<br />

2021.<br />

Insurers recognise that these continue to be difficult<br />

times for many households dealing with the rising cost<br />

of living. Like many other sectors, motor insurers are<br />

facing sustained higher costs, which are becoming<br />

increasingly challenging to<br />

absorb. Despite this, they<br />

continue to do all they can<br />

to keep motor insurance<br />

as competitively priced as<br />

possible. Anyone concerned<br />

about being able to continue<br />

paying their motor insurance<br />

premium should speak<br />

to their insurer about the<br />

possibility of alternative<br />

payment options.<br />


Striving to make the customers<br />

experience of receiving motor<br />

vehicle repairs as painless as<br />

possible.<br />

01562513388<br />

Winner<br />

2019<br />

Winner<br />



Dr Matthew Connell<br />

Title: Director, Policy and Public Affairs<br />

Association: Chartered Insurance Institute<br />

(CII)<br />

Insurance Evolves<br />

with Mobility<br />

In 2017, the then Chancellor of the<br />

Exchequer predicted that we would have<br />

‘genuine driverless vehicles’ on the road<br />

by 2021. That prediction has since been<br />

revised to 2025, reminding us of the old<br />

saying that the effects of technology tend<br />

to be overestimated in the short term, but<br />

underestimated in the long term.<br />

For many, the delay around introducing fully automated<br />

vehicles will not come as a surprise. A car that does<br />

not need any intervention from a driver requires a<br />

standard of software that simply does not exist right<br />

now. Instead, automation is likely to be a gradual<br />

process which requires road infrastructure to adapt to<br />

autonomous vehicles as much as the other way around.<br />

If we are overestimating change in the short term<br />

however, are we ignoring more fundamental changes<br />

over a longer period? We’re already seeing the<br />

boundaries between transport and housing being<br />

blurred through lifestyle trends such as ‘Van Life’, with<br />

vans transformed into tiny homes. Lockdown has also<br />

blurred the boundaries between home and office.<br />

Honda has developed its ‘Ie-Mobi Concept’ for example;<br />

a mobile, 50-square foot mobile living room that<br />

attaches and detaches from a home. Volvo has also<br />

developed a ‘360c concept vehicle’ which could serve<br />

as a living room or mobile office.<br />

At some point in the distant future, the need for<br />

traditional car-shaped vehicles is likely to disappear.<br />

When this happens, the boundaries between property,<br />

motor and travel insurance are likely to merge. The<br />

need for insurance, however, will not disappear. As<br />

properties become more mobile, the issues that<br />

exist with current forms of risk will continue, and as<br />

technology frees us to do<br />

what we want, where<br />

we want, uncertainty<br />

and unpredictability will<br />

multiply. This can only<br />

mean a greater need for<br />

the expertise of insurance<br />

professionals.<br />

Michael Keating<br />

Title: CEO<br />

Association: Managing General Agents’<br />

Association (MGAA)<br />

The industry must<br />

do more to attract<br />

young talent<br />

All areas of the insurance industry have had<br />

to navigate some pretty tricky, unexpected<br />

challenges of late. MGAs in particular<br />

have displayed tremendous resilience<br />

and flexibility in the face of some truly<br />

unprecedented global events, such as the<br />

war in Ukraine and the COVID-19 pandemic.<br />

However, our industry is yet to find a sustainable<br />

solution for one issue: the lack of young people<br />

choosing a career in insurance. This will continue to<br />

present significant challenges for the sector if more isn’t<br />

done to make a career in insurance a more attractive<br />

prospect for the young generation. Young adults can<br />

offer valuable insight into what the modern consumer<br />

is looking for from their insurance provider, as well as<br />

an understanding of new and emerging technology<br />

and its applications to improve processes and customer<br />

experience.<br />

As an ecosystem at the forefront of driving innovation<br />

and change across the market, MGAs are in a unique<br />

position to be able to lead the charge in making the<br />

insurance industry more attractive. This is exactly why<br />

we’ve recently re-launched our MGAA Next Gen group,<br />

which aims to represent young professionals in the MGA<br />

sector in the UK and Ireland.<br />

The Group will provide educational training and events<br />

for our members, while also promoting the sharing<br />

of experiences and challenges for young people in<br />

the industry. The group will also create networking<br />

opportunities for those young people considering a<br />

career in insurance, but who may be held back by an<br />

‘old fashioned’ perception of<br />

the sector.<br />

While it’s exciting to be<br />

driving this change, we can’t<br />

solve this problem alone.<br />

The insurance industry must<br />

work together to highlight<br />

some of the sector’s most<br />

exciting opportunities to the<br />

next generation of MGAs and<br />

insurance professionals.<br />



The best way to predict the future is to create it.<br />

Vizion is recognised globally for providing cutting<br />

edge technology that operates at the frontiers of<br />

knowledge, digitising customer services and data<br />

solutions, from an innovative development team.<br />

Innovation drives evolution, allowing us to do things bigger,<br />

better and more effectively, and because of this, Vizion and<br />

our partners continue to lead the way in our respective<br />

sectors, with strategic and digital solutions, providing tools<br />

and support to help future-proof repairers and our sector<br />

as a whole.<br />

At Kinetic we will be discussing the next phases for our<br />

industry, data automation in collision repair and highlighting<br />

the latest innovations from our teams, sponsors, vehicle<br />

manufacturers, insurers and a number of well-known<br />

businesses, exhibiting over the 2 days. We will also cover<br />

strategies around cost and sustainability, energy and some<br />

of the less obvious obstacles that will arise along the way.<br />

Let’s move forward together<br />

Register today, visit www.kineticevent.net or email<br />

hello@kineticevent.net for more information.<br />

22.03.23 - 23.03.23<br />



HALLS 1 & 2<br />


Diamond Sponsors<br />

Platinum Sponsors<br />

Gold Sponsors<br />

Event Partners


Sue Brown<br />

Title: Chair<br />

Association: Motor Accident Solicitors Society<br />

(MASS)<br />

The Court of<br />

Appeal rule on<br />

Belsner v CAM<br />

Legal Services<br />

Limited<br />

If the insurance industry noticed the<br />

reports on the Court of Appeal judgment<br />

in Belsner v CAM Legal Services Limited, it<br />

was probably due to the collective sigh of<br />

relief from PI claimant lawyers.<br />

As far as the distinguished panel of judges in the Court<br />

of Appeal was concerned, it’s apparent from their<br />

written judgment (and even more so upon watching<br />

the YouTube video of the hearing) that their main<br />

reaction was astonishment - laced with a degree of<br />

disdain - that a claim relating to a couple of hundred<br />

pounds worth of legal costs should be brought before<br />

them in the first place.<br />

The Court of Appeal was asked to consider the<br />

interesting question of whether a claim settled at<br />

Stage 2 in the Claims Portal was contentious business,<br />

as set out in Section 74(3) of the Solicitors Act 1974.<br />

If so, does the CFA and retainer signed by the client<br />

constitute a written agreement expressly permitting<br />

payment to the solicitor of more than the £500 fixed<br />

costs payable by the insurer?<br />

The answer to the first question was no. The Court<br />

suggested that Section 74, written long before CFAs,<br />

fixed costs and Portals were ever thought of, should<br />

perhaps be revisited. The claimant’s second argument,<br />

that she had not been given sufficiently clear advice<br />

on costs, was upheld to the extent that the documents<br />

were deemed complicated and misleading. However,<br />

since the Court considered the amount she had been<br />

charged to be reasonable, the appeal was successful.<br />

In the hope of deterring similar cases like this being<br />

brought before them in future, the Court indicated that<br />

such cases should<br />

be dealt with by the<br />

Legal Ombudsman,<br />

rather than pursued<br />

through the courts<br />

at huge expense.<br />

Let’s hope that this<br />

sound advice is<br />

observed.<br />

Anthony Hughes<br />

Title: Chair and CEO<br />

Association: Credit Hire Organisation (CHO)<br />

What does<br />

the Future of<br />

Mobility look like<br />

for Credit Hire<br />

Companies?<br />

In the midst of a crisis in the motor claims<br />

supply chain, horizon scanning to plan for<br />

the future of mobility may be too much to<br />

ask. However, net zero and the phasing out<br />

of ICE vehicles beyond 2030 is going to<br />

happen, and the credit hire industry really<br />

must start to think about adapting business<br />

models to fit this future.<br />

There are signs that insurers, credit hire companies<br />

(CHCs) and repairers are building a better<br />

understanding of the specialist requirements for<br />

transporting, storing and repairing EVs in the claims<br />

supply chain, but there is a long way to go.<br />

Upstream, lack of historical data makes life difficult for<br />

motor underwriters. EV risk is still, perhaps, as much of<br />

an art as it is science, although the data gap will close<br />

over time with more EVs on our roads. On obtaining<br />

post-accident mobility, credit hire customers requiring<br />

like-for-like are not going to be satisfied with an ICE<br />

vehicle if they normally drive a Tesla or even a hybrid.<br />

CHCs will need access to many more EVs to manage<br />

mobility demand for these vehicles in future.<br />

In relation to autonomous vehicle technology, the<br />

implications for accident risk and liability should a selfdrive<br />

crash (answer: the manufacturer) has been raging<br />

for years. However, if self-driving cars rarely crash,<br />

demand for credit hire and motor insurance alike will<br />

change dramatically.<br />

This issue is still a long way<br />

hence. ICE cars have at<br />

least a 12-year lifespan,<br />

so we can expect these<br />

vehicles to remain on UK<br />

roads well into the 2040s.<br />

Yet life comes at you<br />

fast, so it’s a good idea<br />

for all of us to do some<br />

collaborative thinking<br />

now to prepare for the<br />

future of mobility.<br />


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John McQuater<br />

Title: President<br />

Association: Association of Personal Injury<br />

Lawyers (APIL)<br />

The Human<br />

Rights Act must<br />

be protected<br />

Plans to dismantle the Human Rights Act<br />

and replace it with a new Bill of Rights are<br />

back on the Government’s agenda.<br />

Human rights claims play an essential role in keeping<br />

organisations in check and ensuring justice where<br />

human rights are breached. The Bill of Rights Bill<br />

undermines the UK’s commitment to the importance<br />

of human rights. It will create legal hurdles for people,<br />

making it more difficult for them to enforce their rights<br />

and receive full compensation.<br />

The Bill was shelved by former Prime Minster Liz<br />

Truss, pending a review. However, it now seems certain<br />

that the Bill will return in its original form, with a<br />

second reading expected ‘soon’ at the time of writing.<br />

Proposals include a new ‘permission stage’ for human<br />

rights claims, which means that only those who can<br />

show they have suffered a ‘significant disadvantage’ will<br />

be allowed to proceed. Some human rights breaches<br />

will therefore be deemed ‘acceptable’.<br />

Human rights are universal, and no breach should ever<br />

be considered ‘acceptable’. The Human Rights Act does<br />

not come into play in many personal injury cases, but<br />

it is essential in delivering justice for the few who rely<br />

on it as a route to redress. The type of claims dealt with<br />

by APIL members include those brought by bereaved<br />

families and people who have suffered sexual abuse,<br />

physical abuse or serious neglect. Under the proposed<br />

legislation, they will have to jump through unreasonable<br />

hoops to have their cases heard. There will be people<br />

denied access to the courts despite having had their<br />

human rights breached.<br />

The Bill of Rights Bill has been met with widespread<br />

criticism, particularly from<br />

groups which work with<br />

vulnerable people.<br />

APIL and others will<br />

not let this legislation<br />

pass without a fight.<br />

Nicola Critchley<br />

Title: President and Partner<br />

Association: FOIL and DWF<br />

Motor and<br />

the Future of<br />

Mobility<br />

Until a few years ago, lawyers and insurers<br />

dealt with road traffic incidents involving<br />

motor vehicles, motor cycles, bicycles and<br />

pedestrians. Liability was determined by<br />

reference to the actions of the person or<br />

persons involved.<br />

The future looks very different, with Autonomous<br />

Vehicles (AVs) set to find their way onto our roads.<br />

Liability becomes a far more complex issue in an AV,<br />

with responsibility orientated around the performance<br />

of the vehicle’s software and any faults within it. A<br />

whole new raft of regulation will develop and the role of<br />

insurers will change. Relevant legislation doesn’t appear<br />

to be moving at pace.<br />

Promisingly, Second Permanent Secretary at the DoT,<br />

Gareth Davies, confirmed that his team has been<br />

working closely with the industry to understand the<br />

regulatory need for self-driving vehicles. Davies also<br />

recently reported that progress is coming along faster<br />

than many people would’ve expected even just a few<br />

years ago.<br />

A point of concern is what will happen when AVs join<br />

existing traffic on our heavily populated road network.<br />

Artificial intelligence (AI) will determine what the AV<br />

does, but human brains will be making the decisions for<br />

other road users. Traditionally, liability in RTIs has been<br />

measured in terms of what actions a reasonable road<br />

user would take in comparable circumstances. In RTIs<br />

involving both AVs and other road users however, the AI<br />

decision-making process will throw another element into<br />

the pot.<br />

For the foreseeable, debates will continue around the<br />

requirements of regulation and insurance for e-bikes<br />

and e-scooters; how AVs are to be integrated into the<br />

existing traffic system, and how roads<br />

within the UK can be better<br />

adapted to accommodate<br />

growing technologies. The<br />

Highway Code may need to<br />

be revised more frequently<br />

than we’re used to!<br />


Underwriting Re-Imagined. An Automated and<br />

Real-Time Experience.<br />

Our Smart Underwriting solution provides insurers with the intelligent automation of the insurance underwriting<br />

process, by securely integrating the relevant internal and external data, including historic and real-time health<br />

data, used for underwriting.<br />

How It Works<br />

Health Data Health Risk Score Smart Underwriting Automated Decisions<br />

Health Claims<br />

& Encounters<br />

• Proprietary Algorithm<br />

• Machiche Learning<br />

Health Risk Score<br />

Approved<br />

Pharmacies,<br />

Doctors & Hospitals<br />

Insurer’s Data<br />

• Artificial Intelligence<br />

Industry Risk Screening<br />

Identity Verification<br />

Declined<br />

DIagnostic &<br />

Wearable Devices<br />

Data Aggregation<br />

Refer to Underwriting<br />

Team<br />

rPPG Technology &<br />

Facial Scan<br />

Business Rules<br />

AI Modelling of<br />

Expert Underwriters<br />

Key Benefits<br />

• Significantly lowers the cost of underwriting a policy - up to an 80% savings in cost per decision.<br />

• Improves the quality and consistency of underwriting decisions.<br />

• Reduces the underwriting decision-making time to a matter of seconds as opposed to the days required to<br />

complete the required health checks and manual processes.<br />

• Improved customer experience by automatically leveraging existing, relevant data on the customer instead of<br />

requesting medical checks or requiring them to complete standard questionnaires.<br />

Interested in a demo? Contact Ben Phillis on:<br />

ben.phillis@alulatechnologies.com<br />

+44 203 205 7173<br />

linkedin.com/in/benphillis<br />

Scan the QR code to view our Smart Underwriting video<br />



Q<br />

A<br />

How should health data play a<br />

more dynamic role for Health and<br />

Life Insurers?<br />

Health data is key in enabling<br />

insurers to underwrite more<br />

efficiently, both in assessing the risk<br />

of new applicants and managing existing<br />

customers at claims stage. But also - and<br />

perhaps perversely – it plays a vital part in<br />

personalising engagement with existing<br />

policy holders.<br />

At Alula, our API-based platform enables<br />

insurers to instantly understand the health<br />

of policy holders. In South Africa, for<br />

example, Health and Life insurers harness<br />

our platform when they are pricing new<br />

policy applicants and when they are<br />

processing claims. We collate disconnected<br />

data from multiple data providers (all fully<br />

consented), apply Machine Learning and<br />

proprietary algorithms to provide an overall<br />

Health Risk Score. Insurers then factor this<br />

into their pricing or claims decisions.<br />

The data sets we draw from include<br />

electronic health records, pathology, an<br />

insurer’s own structured or unstructured<br />

data, pharmaceutical records and<br />

wearables. So, as a person changes their<br />

behaviour, following their prescribed health<br />

plans or medicine regimes, the impact on<br />

their health can be seen by the insurer.<br />

Can we replicate this in the UK?<br />

Q<br />

A<br />

Yes, aligned with country specific<br />

regulatory requirements, we can<br />

integrate the data sources here in<br />

the UK (and in any other territory, for that<br />

matter). However, electronic health records<br />

are not always readily accessible.<br />

That’s why we’ve added real-time face<br />

scanning; so in just 30 seconds, insurers<br />

can get an incredibly strong indication<br />

of the factors influencing a person’s<br />

health. It provides a range of metrics –<br />

including heart rate, heart rate variability,<br />

blood pressure, metabolic risks (such<br />

as hypercholesterolemia, hypertension,<br />

hypertriglyceridemia and diabetes risk<br />

probabilities) and blood biomarkers, such<br />

as blood glucose and HbA1c. These are<br />

powerful investigative measurements that<br />

can then be used to offer a policy, load a<br />

policy appropriately, recommend further<br />

relevant tests, or refer to an underwriter for<br />

further review.<br />

How should this health insight be<br />

used?<br />

Q<br />

A<br />

On top of allowing underwriters<br />

to efficiently assess new policy<br />

applications, our insights also enable<br />

Health data<br />

drives automated<br />

underwriting<br />

from Alula<br />

them to manage claims more effectively<br />

by identifying potentially non-disclosed<br />

conditions.<br />

Also, if customers are incentivised to give<br />

regular readings – especially through face<br />

scans and sharing wearable device data –<br />

insurers can continually monitor the health<br />

of their customers. This always-on data<br />

source enables insurers to act through<br />

preventative interventions, keeping<br />

their customers healthier for longer.<br />

Customers can be rewarded directly as a<br />

consequence with discounts or rewards,<br />

but why not extend this to dynamic<br />

premiums and policy benefits, too?<br />

Q<br />

A<br />

How are Alula re-imagining<br />

underwriting and claims<br />

processes?<br />

Customers are ever more<br />

demanding and don’t want to wait.<br />

It’s the same across every industry,<br />

and insurance is no different.<br />

Claims and Underwriting should instantly<br />

harness all sorts of first and third-party<br />

data, including health data, identification<br />

verification and industry risk screening<br />

with company-specific business rules.<br />

This drives quicker and better new policy<br />

applications and claims processes.<br />

Our Smart Underwriting and Smart Claims<br />

solutions integrate Intelligent Automation<br />

with Machine Learning and our algorithms,<br />

enabling Life insurers to make a decision<br />

in minutes for the majority of cases, or to<br />

refer the more difficult decisions to their<br />

expert underwriters.<br />

We do this through our Digital Twinning<br />

solution, which involves working with<br />

an insurer’s underwriters, legal and<br />

compliance teams over a few sessions,<br />

creating and modelling how they came<br />

to their decisions. We sense check this<br />

against their historical decisions and<br />

amend the model as needed, before<br />

running our model in parallel to their ‘live’<br />

cases. Then, when all parties are ready, the<br />

solution goes live.<br />

So, what does this mean for the<br />

underwriters?<br />

Q<br />

A<br />

Our solutions allow underwriters<br />

to save time on the more ‘routine’<br />

day-to-day decisions – allowing<br />

them to focus on the aspects of their role<br />

where they can add most value. This can<br />

be applied across both open and closed<br />

book providers.<br />

There are real value efficiencies in reducing<br />

decision making time for underwriters.<br />

And no, it’s not about creating a generic<br />

underwriting platform across the industry<br />

– it’s about making each company’s unique<br />

underwriting process more efficient and<br />

more accurate, with reduced costs.<br />

Who’s using your solutions right<br />

now?<br />

Q<br />

Well, we’ve just launched in the<br />

UK and have had many active<br />

A discussions already with insurers,<br />

reinsurers, and data providers.<br />

We know there’s value – as we’ve reduced<br />

underwriting decision time from 2-8 weeks<br />

to a matter of minutes. We’ve also reduced<br />

the cost of standard underwriting decisions<br />

by up to 95%; and through the increased<br />

accuracy of our solution, have saved clients<br />

more than £2.5m through the detection of<br />

non-disclosure. We’ve already generated<br />

over 2million Health Risk Scores for clients.<br />

We know that harnessing data in real-time<br />

drives greater efficiency, and we know that<br />

instantaneous health and wellness data will<br />

drive this to the next level for both insurers<br />

and their customers..<br />

About Alula:<br />

Alula is a new group – but we have over 30<br />

years of unparalleled experience across the<br />

Life and Health insurance verticals in South<br />

Africa and the rest of the African continent.<br />

We’re combining our tried and tested<br />

technology across multiple insurers and<br />

our applied learnings from working with<br />

prominent insurers and reinsurers and<br />

bringing it to the UK.<br />

Ben Phillis,<br />

Commercial Director,<br />

Alula Technologies<br />



Getting to know...<br />

Tom Lawrie-Fussey<br />

Tell us about your role at LexisNexis<br />

QRisk Solutions. What do you do, and<br />

what do you find most interesting about<br />

it?<br />

I am Director of Automotive, which<br />

Ameans that I’m responsible for looking<br />

at new insights that we can offer to<br />

insurance providers around the vehicle<br />

and the driver, to help them price more<br />

effectively, manage risk during the lifetime<br />

of the policy and support the customer at<br />

claim. As an engineer and a bit of a data<br />

geek, this plays to both my interests and<br />

my strengths. The pace of change and<br />

disruption in our sector is unprecedented,<br />

and this role is a fantastic opportunity to<br />

play a part in that transformation through<br />

the vehicle insights we create. It’s great<br />

to be part of a team focused on helping<br />

insurance providers understand motor<br />

risk continually and effectively at such<br />

an exciting and challenging time for the<br />

market.<br />

What are the challenges facing your<br />

Qbusiness right now, and how are you<br />

working to overcome them?<br />

Concerns over data ownership, and<br />

Athe public availability of data used<br />

in the customer journey, has certainly<br />

been a challenge. However, once those<br />

concerns were put to rest, there has been<br />

a big shift in the appetite of insurance<br />

providers for new data insights, in order to<br />

obtain an accurate view of risk in a fair and<br />

transparent manner.<br />

My primary focus at the moment is around<br />

supporting motor insurance providers.<br />

To this end, we’re accelerating how we<br />

leverage vehicle data to help solve some<br />

of the market’s pain points. Watch this<br />

space for more news on this front - but<br />

without going into too much detail, we<br />

hope to soon uncover even more detail<br />

about the car, the safety/risk implications<br />

of emerging technology, and how all of<br />

this impacts policy pricing, renewals, and<br />

claims.<br />

If you could go back to the start of<br />

Qyour professional career, what piece<br />

of advice would you give to yourself?<br />

Whilst career progression certainly<br />

Ashouldn’t be a race, I would encourage<br />

myself to think about life goals in this<br />

profession harder and sooner. The first 10<br />

years of my career were largely driven by<br />

luck, not judgement. Looking back now,<br />

I would tell myself to think more about<br />

overall progression - making it easier to<br />

determine which direction I should be<br />

pointing towards in the long term.<br />

What would be your prediction for<br />

Qthe industry in 2023 and beyond?<br />

The market is headed towards<br />

Aflexibility and optionality, along with<br />

more personalised products and services.<br />

This will come down to data injected at<br />

the right points in the customer journey to<br />

better know the customer and respond to<br />

their needs.<br />

LexisNexis Risk Solutions is an enabler,<br />

joining datasets together to create an<br />

enriched and value-added service for<br />

our clients in the insurance market. The<br />

capabilities we offer will only grow in<br />

response to the changing needs and<br />

demands of our customers’ customers.<br />

What made you want to work in this<br />

Qindustry?<br />

I used to love watching lorry drivers<br />

A reverse into our local supermarket<br />

car park. It’s a real skill! I’d watch them<br />

for hours, and spent my entire childhood<br />

wanting to be a lorry driver! So, I’ve always<br />

had an interest in cars, trucks, engines, and<br />

driving. That led to a career in engineering,<br />

which then led to a role creating new<br />

vehicle valuations data. This opened my<br />

eyes to the potential of deeper vehicle<br />

insights in the insurance market.<br />

What has been your most significant<br />

Qor proudest achievement in your<br />

current or previous roles?<br />

I invented a condition monitoring<br />

A‘puck’ device about 10 years ago,<br />

which was subsequently launched into a<br />

variety of markets, including telematics. It<br />

was hugely rewarding to bring the idea to<br />

reality - and to experience all the elements<br />

of a digital product and service launch<br />

first-hand. We developed everything, from<br />

the look and feel of the casework, the App,<br />

new communications logic (it was one<br />

of the very first Bluetooth Smart devices<br />

ever to be developed), crash/impact<br />

algorithms, mesh networking logic, power<br />

budget eg. when it should wake up, when<br />

it should go back to sleep, backend data<br />

analytics, data dashboards, sales collateral,<br />

the list goes on. It was pretty intense - and<br />

great fun, too.<br />

How would you like to see the<br />

Qinsurance industry improved in the<br />

future?<br />

Specifically in relation to the motor<br />

Ainsurance market, it won’t come<br />

as a surprise for me to say that<br />

more insight around the<br />

risk and claims history<br />

of the vehicle will vastly<br />

improve the market’s<br />

ability to better price<br />

and support customers<br />

from quote to claim.<br />

The UK car parc is<br />

changing. More and<br />

more vehicles now<br />

have ADAS, and<br />

that technology<br />

will continue to<br />

evolve to make<br />

driving safer,<br />

easier and more<br />

pleasant. At<br />

the same time,<br />

road travel has<br />

been reducing<br />

consistently<br />

over the past<br />

decade or<br />

so, and<br />

people<br />

are<br />

thinking differently about how they use<br />

their vehicles from a cost and environmental<br />

perspective.<br />

It would be great to see a time when drivers<br />

have greater choice and flexibility to use<br />

motor insurance just for the time that<br />

they need it, where services are offered<br />

with pricing based on a much clearer<br />

understanding of their vehicle and how it’s<br />

used.<br />

Tom Lawrie-Fussey,<br />

Director of Automotive, LexisNexis Risk<br />

Solutions, Insurance, U.K. and Ireland<br />





SUMMIT 2022<br />


The 2022 Insurance<br />

Innovators Summit,<br />

held in person at<br />

the Queen Elizabeth<br />

II Centre in Central<br />

London, brought<br />

850+ senior<br />

leaders together<br />

to interrogate the<br />

critical issues facing<br />

the industry.<br />

Navigating choppy waters<br />

Starting with COVID-19 and supply chain<br />

disruptions, through to the cost-of-living<br />

crisis and war in Europe, the past couple<br />

of years have been highly testing for<br />



insurers and their customers. As such,<br />

driving resilience was naturally one of the<br />

key discussion points of the Summit.<br />

In the opening keynote address, Tim<br />

Bailey, Chief Executive Officer at Zurich,<br />

underlined that the insurance sector<br />

could play a critical role in helping<br />

to build greater societal resilience in<br />

challenging times. “As an industry, we can<br />

help our customers build more resilience<br />

through greater focus on prevention and<br />

such an important role in society more<br />

broadly,” Bailey noted.<br />

For Helen Rickards, Head of Protection<br />

and Resilience at Allianz, the industry’s<br />

pandemic response set the template<br />

for successful operational resilience to<br />

future challenges. “All of us responded<br />

fabulously to COVID-19. We knew what<br />

we were doing with clear objectives in our<br />

mind - to protect our employees, serve<br />

our customer, and keep that continuity<br />

going,” Rickards stated. “If we remember<br />

all that stuff, we are better placed for<br />

emerging risks.”<br />

Customer centricity to<br />

the fore<br />

Today’s macroeconomic environment<br />

presents enormous opportunities for<br />

insurers to be there for their customers.<br />

Tara Foley, CEO, Retail at AXA<br />

encouraged delegates to find their focus.<br />

“It’s difficult to leverage every<br />

opportunity, so insurers need to zone<br />

in and decide on the ones that are<br />

appropriate for them,” Foley commented.<br />

“It’s a time for us as an industry to be<br />

bold and courageous, to step up and<br />

embrace the moment.”<br />

“We’re going to have to think about<br />

product features and service elements<br />

that customers want, even looking at the<br />

traditional annualised policies moving<br />

more into the pay-as-you-go-type<br />

space,” added Foley. “There are players<br />

already in the space, but there aren’t<br />

fully established risk and pricing models<br />

around this. It’s not easy, but we will have<br />

to evolve.”<br />

Meeting the customer where they are<br />

and making their insurance experience as<br />

frictionless as possible was also a concept<br />

echoed throughout the Summit. “Let the<br />

customer use the channel they want to<br />

use, and if they want to switch channels,<br />

it must be seamless,” stated Gilles Talbot,<br />

Insurance Director EMEA at Genesys.<br />

Perhaps the natural next step in this<br />

approach is embedded finance, where<br />

the end consumer can buy insurance in a<br />

frictionless way. This is especially true for<br />

markets such as the gig economy. Franck<br />

Pivert, Chief Revenue Officer at Wakam,<br />

commented: “The area where embedded<br />

finance is perhaps the most advanced is<br />

the gig economy. For example, workers in<br />

the ride-hailing and food-delivery sectors<br />

have to be insured. That’s why a Deliveroo<br />

rider is now insured as soon as they take<br />

a delivery order. This is true embedded<br />

insurance.”<br />

Future state: Web3, the<br />

metaverse and blockchain<br />

The year saw great interest in the<br />

metaverse. “Web3 and the metaverse<br />

challenge insurers to consider how to<br />

properly manage innovation alongside<br />

the delivery of today’s services.” stated<br />

Adam Beckett, Chief Distribution Officer<br />

at Ageas.<br />

While Web3 insurance might sound<br />

futuristic, it’s already here to some<br />

degree, as Garrett Droege, Director of<br />

Innovation + Strategy at IMA Financial<br />

told a packed conference room. “There<br />

are huge consulting divisions that are<br />

setting up blockchain smart contracts for<br />

companies for all use cases, and the use<br />

cases are literally endless,” Droege noted.<br />

“Anything that you have a set of rules,<br />

parameters or workflows around, you can<br />

build a smart contract for.”<br />

“Blockchain can really help us inspire<br />

solutions,” added Magdalena Ramada<br />

Sarasola, Senior Director, Insurtech<br />

Innovation Leader at Willis Towers<br />

Watson. Indeed, Bob Crozier, Chief<br />

Architect, Head of Enterprise Architecture<br />

& Global Head of Blockchain at Allianz<br />

Technology, shared how Allianz is<br />

already reaping the rewards, while IMA<br />

Financial’s Garrett Droege shared how his<br />

organisation has created a non-fungible<br />

token (NFT) certificate of insurance for<br />

the on-chain real-time verification of an<br />

insurance product.<br />

“A certificate is not that hard to<br />

Photoshop and create a falsification<br />

of record, but you can’t do that on<br />

the blockchain,” Droege explained.<br />

“Think about a contractor who has 100<br />

subcontractors. With an NFT certificate<br />

of insurance, they can verify their insured<br />

status in real-time before they start<br />

swinging a hammer in that building.”<br />

How can companies thrive in a<br />

world of ecosystems?<br />

Jonathan Larsen, Chief Innovation Officer<br />

and Chief Executive Officer of the Global<br />

Voyager Fund at Ping An outlined his<br />

company’s ecosystems approach at the<br />

Summit. “Our business is propelled by<br />

data-driven business models,” revealed<br />

Larsen. “This means accessing data, and<br />

using technology and analytics to create<br />

value out of that data, then delivering<br />

that value to customers.”<br />

Larsen provided several examples of how<br />

this data-driven approach powers Ping<br />

An’s offering, from its Good Driver and<br />

Pocket Bank apps to real estate wealth<br />

management, health care services, and<br />

more. “Our whole strategy is about<br />

trying to wind these businesses together,<br />

integrate the value propositions and be<br />

able to offer more to the customer where<br />

it makes sense and where it’s convenient,”<br />

added Larsen.<br />

Ecosystems can sometimes be confused<br />

with digital platforms or equated as the<br />

same thing, but crucially there is a clear<br />

distinction between the two. A platform<br />

essentially operates like a marketplace<br />

that enables third-party transactions. Dr<br />

David Stachon, Chief Operating Officer<br />

at wefox, put forward the case that the<br />

platform model is ideal for the insurance<br />

industry. “We see ourselves as a platform,<br />

as a marketplace, but actually insurance<br />

is all about marketplaces,” Stachon noted.<br />

“It’s about bringing together different<br />

parts that foster the perfect customer<br />

experience through standardisation and<br />

technology.”<br />

He cited what Amazon is doing as a good<br />

model for this. It builds a good customer<br />

experience by creating a platform that<br />

brings different distributors and solution<br />

providers together with various types of<br />

distribution to the customer. “The same<br />

logic at Amazon is happening at wefox,”<br />

Stachon added. “We have all the parts<br />

of the value creation, but we only do<br />

very small parts ourselves. For example,<br />

our insurance company only accounts<br />

for around 18% of our sales, and the<br />

remaining 82% is what we sell for other<br />

insurance companies.”<br />

Tech talk: from APIs to AI<br />

APIs also garnered much traction at the<br />

Summit. As Jean-Charles Velge, Co-<br />

Founder of Qover reflected: “The real<br />

piece that emerged for insurance in the<br />

last year is this API layer, that’s really<br />

groundbreaking. Everybody’s doing<br />

it and everybody’s talking about that<br />

connectivity point, because with APIs you<br />

bring the connectivity.”<br />

For Achille Benmussa, Group Chief<br />

Technology Officer at AXA, it is essential<br />

that insurers don’t offer their own APIs<br />

in a vacuum, but rather look at other<br />

partners in the industry and consider<br />

how to interconnect with them. “There’s<br />

a marketplace discussion that we<br />

need to structure so the simplification<br />

of architecture not only benefits us<br />

as insurance players, but also the<br />

stakeholders that want to participate in<br />

that economy,” Benmussa outlined.<br />

The digitalisation of the insurance<br />

industry is leading to vast swathes of<br />

automation of previously manual tasks.<br />

Once that data is captured digitally, tools<br />

such as AI can help drive efficiencies by<br />

supporting decision-making.<br />

Dr Davide Burlon, Principal at Munich<br />

Re, commented: “We’re automating<br />

the tedious part of the job - the 80%<br />

that’s boring. AI is all about empowering<br />

employees - and how you communicate<br />

that is important.”<br />

AI doesn’t only help employees. It can<br />

also play a crucial role for customers.<br />

For example, it can highlight vulnerable<br />

customers, a point made by Clemens<br />

Dietrich, Head of ACM B2B2C at Allianz<br />

Partners. “Customers that are vulnerable<br />

from a financial perspective can be<br />

highlighted by AI, by looking at the point<br />

of sale and the context product design to<br />

establish their actual insurance needs and<br />

avoid over and under insurance.”<br />

Now in its twentieth year, the Insurance<br />

Innovators Summit has once again<br />

delivered a veritable ‘who’s who’ of the<br />

insurance sector to debate the critical<br />

trends impacting the industry.<br />


15th – 16th November<br />

2023, QEII Centre,<br />

London, UK.<br />

For more information, visit:<br />

https://marketforcelive.com/<br />

insurance-innovators/events/summit/<br />


I Love Claims<br />

www.iloveclaims.com<br />



2023<br />

JAN<br />

20<br />

FEB<br />

14<br />

MAR<br />

23<br />

Motor Claims<br />

Networking<br />

Lunch<br />

ILC Day<br />

Charity<br />

Day<br />

Subsidence<br />

Conference<br />

MAY<br />

12<br />

JUN<br />

01<br />

SEP<br />

13<br />

Home<br />

& Property<br />

Claims<br />

Networking<br />

Lunch<br />

Partner<br />

Networking<br />

Event<br />

ClaimsTech<br />

LIVE<br />

Event<br />

SEP<br />

27<br />

OCT<br />

05<br />

NOV<br />

09<br />

MGA Claims<br />

Conference<br />

Event<br />

Motor Claims<br />

Exclusive<br />

Conference<br />

Home<br />

& Property<br />

Claims<br />

Conference<br />

NOV<br />

23<br />


ARC360<br />

Conference<br />

Motor Claims<br />

ClaimsTech<br />

MGA<br />

Home & Property Claims


Industry<br />

braced<br />

for coming<br />

ACE age<br />

The automotive industry is at the<br />

dawn of a new ACE age. Autonomy,<br />

connectivity and electrification are the<br />

three technologies reshaping mobility<br />

more than any another, and their<br />

influence is only going to increase.<br />

Electrification is the most obvious of these, with the numbers of<br />

electric vehicles on our roads continuing to surge. The Society<br />

of Motor Manufacturers and Traders (SMMT) reported the sale<br />

of the millionth electric vehicle in the UK in October 2022 (nine<br />

million are predicted to be on our roads by 2030), while the<br />

popularity of used EVs is also accelerating – up by 44% in the<br />

third quarter of 2022 compared to 2021.<br />

But while this is good news for the environment, it also poses<br />

challenges – not least around the industry’s ability to safely<br />

repair these vehicles.<br />

There are now 32,000 technicians qualified to work on EVs in<br />

the UK, the equivalent of 15%, and more technicians underwent<br />

EV training in the first six months of the year than ever before.<br />

But demand continues to outpace supply, and the Institute of<br />

the Motor Industry (IMI) is now predicting the EV skills gap to hit<br />

crisis point in 2027, a year earlier than its previous forecast.<br />

Autonomy<br />

In terms of autonomy, the industry is fast approaching the<br />

crossroads between assisted driving and automated driving.<br />

ADAS is now mandated on all new cars, but the sticky point<br />

comes in the next phase; the transition from where we are now<br />

at Level 2, through to Level 3 and Level 4.<br />

This raises the question of where liability rests in the event of an<br />

incident, but European legislation has now been introduced to<br />

allow Level 3 automation on public roads. It’s already happening<br />

in Germany, for example, and Dean Lander, Head of Repair<br />

Sector Services at Thatcham Research, believes the UK should<br />

expect to see cars with Level 3 autonomy by the end of the year.<br />

Speaking during a ‘Future of Motor Claims’ panel debate at the<br />

inaugural Motor Claims Showcase event delivered by ARC360<br />

and ILC during the summer, Dean said, “This is the danger point,<br />

the point where you need to decide who is in control of the car<br />

and who is liable. But the technology capability for Level 3 is<br />

there now and if you’re running a prestige centre, you could well<br />

find yourself repairing one in 2023.”<br />

Full autonomy is still some way off, if it happens at all. Many<br />

remain dubious, but Tesla is convinced a future with zero<br />

accidents, injuries or deaths on the road is not just possible, but<br />

probable. It says its engineers are already working towards that<br />

goal, and in large part, the technology is already there.<br />

Joining Dean at the Motor Claims Showcase event, Craig Plant,<br />

Business Operations Manager, EMEA Body Repair, Tesla, said:<br />

“At Tesla we have a goal of zero accidents. A lot of people can’t<br />

yet envisage this, but the technology is there. Cars are already<br />

making good decisions on their own and helping drivers all the<br />

time.”<br />

Connectivity<br />

Connectivity is perhaps the least discussed of the emerging<br />

technologies, but its influence could yet be the greatest. The<br />

potential benefits of connected cars in terms of congestion,<br />

mobility and safety are vast and obvious, but there is also a<br />

looming risk.<br />

The broader the connectivity the greater the threat of<br />

cybercrime – and this will only increase when Over the Air<br />

updates become mainstream. Dean believes that this is the<br />

game-changer, and describes it as the greatest threat facing the<br />

industry today.<br />

“There are 28 million connected cars on the roads today,” he said,<br />

“so cyber is the biggest concern that insurers, manufacturers and<br />

governments have.”<br />

Claims<br />

When it comes to claims, the potential gains to be made from<br />

astute deployment of new technologies is myriad – not least the<br />

use of artificial intelligence in streamlining first notification of<br />

loss, accurate triage and fraud detection.<br />

Pierre du Toit, Chief Science Officer at insurtech Abacai, also<br />

speaking at the Motor Claims Showcase event, explained how<br />

his company is already using artificial intelligence (AI) and data<br />

science to improve operations in three ways; understanding<br />

customer behaviour, predicting claims and how they will<br />

progress, and then using data to reinforce decision-making.<br />

He believes the opportunity is vast for insurers to make better<br />

use of data in the future to not just improve customer service,<br />

but reinvent itself in the eyes of the consumer.<br />

He said, “The insurance<br />

industry isn’t renowned for<br />

the trust customers have in it.<br />

We can change that by using<br />

the data shared with us in an<br />

ethical and sustainable way<br />

to drive value and improve<br />

customer experience. This<br />

will drive trust and loyalty,<br />

encouraging customers to<br />

share more data which in<br />

turn will help us improve the<br />

algorithms again and drive<br />

even more value.”<br />


Just a<br />

Thought<br />

from Eddie Longworth<br />


Better Ways<br />

to Find the Right Suppliers<br />

Responding to a tender on behalf of one of my supplier clients (not an insubstantial company),<br />

I was struck by the gulf between insurer expectations and supplier reality. A veritable tsunami of<br />

questions flffllooded the inboxes of the supplier bid team across a vast array of subject matter, but all<br />

of the questions had a single thread of connection between them.<br />

Namely, that the questions were written by a very large<br />

company (an insurer), seeking to procure services from a<br />

relatively small company. Because of this, it soon became clear<br />

that the former had little cultural understanding of the latter, and<br />

were ruining their chances of finding the right supplier to suit<br />

their needs.<br />

A Triumph of Style Over Substance<br />

Procurement and claims professionals will have spent months<br />

preparing the Request for Proposal/Information, but will<br />

demand comprehensive answers within a few short weeks. The<br />

timetable from the viewpoint of the vendor is incredibly short<br />

- and is not so much a test of knowledge, skill and corporate<br />

attributes, but rather the ability to drive a square peg into a<br />

round hole.<br />

With no time to revisit, revise or re-engineer, the vendor is left<br />

with no choice but to manoeuvre and manipulate information<br />

that they hope will satisfy the buyer. In other words, the RFP<br />

and the process surrounding it is no longer an instrument for<br />

the intelligent buying of goods and services by the insurer, but<br />

is instead an obstacle on the road to success for the vendor. A<br />

hurdle to be navigated, crawled under, leapt over.<br />

The RFP is not a facilitator of making the right purchasing<br />

decisions but, instead, has become a mere shop window of<br />

presentation and style.<br />

It’s Easy When You Know How<br />

As someone who spends a great deal of time both drafting<br />

RFPs and, conversely, working with vendors who want to win<br />

business from insurers, I know that this is not the core intention.<br />

Purchasers genuinely want to hear about the competencies and<br />

attractions of the vendors. The latter are anxious to be able to<br />

respond positively and with integrity. Unfortunately, it doesn’t<br />

always work that way, and the blame lies firmly with the insurer<br />

procurement and claims teams.<br />

But there are some solutions<br />

Firstly, the RFP content should focus almost as much on the<br />

future as the present. Vendors do not stand still. Understanding<br />

their growth and development plans tells you more about a<br />

business than any number of queries regarding present day<br />

practices.<br />

Secondly – add 8 weeks to the proposed date for responses. If<br />

you were thinking of giving 4 weeks to reply, then give 12. If you<br />

were thinking of 8 weeks, then give 16 – or earlier if the vendor<br />

wishes to submit. Suppliers need time to consider, reflect, and<br />

maybe even change how they are working as the demands of the<br />

RFP become clear. It’s better to have an honest and considered<br />

response than a response built on smoke and mirrors.<br />

Finally, the RFP content and scoring should be weighted towards<br />

non-commercial considerations in the first instance – a ‘blind’<br />

tasting of the proposal. Of course, the price matters – but not<br />

until much later in the consideration. Determine what the vendor<br />

is proposing to deliver before you make a judgement on price.<br />

Better to understand the former without your eyesight being<br />

ruined by the latter.<br />

Requests for Proposals have<br />

a massive potential value to<br />

create meaningful relationships<br />

between buyer and seller. At the<br />

moment however, that potential is<br />

being wasted because of flawed<br />

process, cultural incompatibility,<br />

and too many boxes to tick!<br />

Eddie Longworth<br />

is a Director at JEL Consulting.<br />


R G I S O L U T I O N S<br />





Integrity, Reliability,<br />

Insight, Value and Quality<br />



& QUALITY<br />





w w w . r g i s o l u t i o n s . c o . u k

mins with...<br />

Julia Coakley<br />

Title: Director of Operations<br />

Company: Managing General Agents’<br />

Association (MGAA)<br />

What is your most memorable achievement<br />

whilst working in your current role?<br />

Q<br />

We can only be successful as an Association if we<br />

continue to deliver value to our members. Our<br />

A<br />

membership has grown by over 60% since I joined<br />

the MGAA in January 2021, so I’m incredibly proud to<br />

be part of a team that continues to deliver that sort of<br />

success as evidenced by this level of growth.<br />

What has been the most valuable piece of<br />

advice you’ve been given?<br />

Q<br />

A<br />

I’m a huge advocate for self-development, so<br />

really absorb advice that I can apply to being the<br />

best version of myself. I think ‘do what you’ve<br />

always done, get what you’ve always got’ has always<br />

resonated with me, as it reminds me to try a different<br />

approach and re-evaluate my endeavours if I’m not<br />

achieving my end goals - no matter how significant, or<br />

small.<br />

What has been the key positive or negative<br />

impact of change in your area of the market?<br />

Q<br />

A<br />

Having been a broker, many years ago, to my<br />

shame I really had no idea of the value working<br />

with an MGA could bring to your offering to<br />

clients. MGAs have a much-improved exposure now, and<br />

really came out of the pandemic having delivered over<br />

and above some other areas of our market.<br />

I have to say I’m so disappointed that there is still a need<br />

to have gender equality conversations. In fact, DE&I<br />

discussions should be something we’re looking back on<br />

and shaking our heads - we shouldn’t still be needing to<br />

champion it.<br />

If you were not in your current position, what<br />

would you like to be doing?<br />

Q<br />

AIf I could be whisked off to Borneo and work<br />

with orphaned Orangutans, I’d be able to use the<br />

quote ‘if you do a job you love, you’ll never work a<br />

day in your life!’<br />

What three items would you put on display in a<br />

museum of your life and why?<br />

Q<br />

A<br />

My karate black belt, (achieved when I was young,<br />

but still very proud!), a photo of an exotic beach<br />

(my extremely happy place), and a set of golf<br />

clubs (because before I end my days, I want to give<br />

McIlroy a run for his money).<br />

What three guests would you invite to a dinner<br />

party?<br />

QAElvis (for his manners, obviously), Tom Hanks, and<br />

my sister Lisa because we belly laugh together.<br />


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FORUM<br />

Credit<br />

Hire<br />

Roundtable Forum<br />

For those involved in the Accident Repair sector, the current socioeconomic<br />

climate has created what the industry frequently make reference<br />

to as ‘The Perfect Storm’.<br />

In this roundtable forum discussion, we intend to highlight the circumstances<br />

behind these challenges - as well as the potential solutions to be found within the<br />

Credit Hire sector - which could help those involved in the motor insurance supply<br />

chain evolve and adapt to unique and unprecedented headwinds.<br />

Anthony Hughes, Chair and CEO of the Credit Hire Organisation, kindly moderates.<br />

Presenting our Panel<br />

Anthony Hughes,<br />

Chairman and CEO of the<br />

Credit Hire Organisation<br />

(CHO)<br />

Nik Ellis,<br />

Managing Director, Laird<br />

Assessors<br />

John Dillon,<br />

Head of Dispute Resolution,<br />

Watermans Solicitors<br />

Stewart McCulloch,<br />

Managing Director,<br />

Claimspace<br />

Colin Mitchell,<br />

Partner, McCartan<br />

Turkington Breen (MTB)<br />

Craig Budsworth,<br />

Technical Director, AX<br />

Automotive<br />


FORUM<br />

How are you taking additional<br />

measures to improve customer<br />

understanding around the<br />

purpose and legitimacy of<br />

Credit Hire?<br />

Colin Mitchell is the first to respond, drawing on insights from his<br />

role at McCartan Turkington Breen. In the first instance, he is keen<br />

to stress that ‘most of the larger CHO’s are regulated by the FCA<br />

or the MOJ. They must - and do - take their responsibilities to the<br />

customer very seriously. Even those that are not regulated take<br />

great pains to keep the customer fully informed.’<br />

He continues, ‘the use of the word legitimacy always comes<br />

with an undercurrent that suggests there is something dodgy<br />

about credit hire. The reality is that most replacement vehicles<br />

are provided under a hire agreement, and this is now industry<br />

standard. Most hire claims resolve without further customer<br />

involvement. Obviously, in a litigated case, it can be a tactic to<br />

attack the customer/CHO relationship in an attempt to get a result<br />

from the Court, but that does not reflect the day-to-day reality.’<br />

‘Some customers will refuse to co-operate with a disputed matter,<br />

but this is relatively rare and will always happen to some extent.<br />

In my experience CHO’s take their responsibility to the customer<br />

very seriously and do all that is required of them under the law.’<br />

Craig Budsworth is in full agreement. ‘Even though credit hire<br />

companies have been an integral part of the claims process for<br />

over three decades, it amazes me how some still question the<br />

value that credit hire companies bring to the non-fault accident<br />

victim.’<br />

Using the standard operating procedures at AX as an example, he<br />

continues to confirm that ‘in our initial discussions with customers,<br />

we set out in detail, through an automated script, exactly what we<br />

are providing and the implications of taking a car on hire from us.<br />

The terms and conditions that a customer then signs reaffirms the<br />

script that has been given to the customer.’<br />

‘AX has also long been a supporter of the General Terms<br />

Agreement (GTA) with insurers, which at its very heart ensures<br />

that customers are fully aware of what they are entering into in a<br />

credit hire situation. Here, the GTA Mitigation Statement must be<br />

signed by the customer confirming that they have had the credit<br />

hire process explained to them. All in all, as the Competition and<br />

Markets Authority highlighted in its final report in 2014, the GTA<br />

is the most practical way of dealing with credit hire.’<br />

John Dillon also approaches the subject of credit hire directly<br />

with an individual. ‘In the current economic backdrop with the<br />

cost-of-living crisis,’ he says, ‘customers may not have the luxury<br />

of making a choice as to how they source a replacement hire<br />

vehicle. Therefore the services of a credit hire provider are vital in<br />

keeping motorists, inconvenienced through no fault of their own,<br />

on the road.’<br />

John continues to add that it is ‘during my discussions with a<br />

customer that I reinforce the benefits of the service they have<br />

received from the credit hire provider. Direct comparisons are<br />

drawn against what someone might expect if they’d had to<br />

source a vehicle themselves; the burden this would place upon<br />

them and ultimately the alleviation of such burden by utilising<br />

credit hire.’<br />

John lists some of the benefits of credit hire as follows. ‘Firstly,’<br />

he states, ‘I would point out that the customer has received a<br />

replacement vehicle, provided to them with no upfront cost<br />

being taken at the time when the hire vehicle was deployed. This<br />

is a significant benefit, as opposed to a customer paying the full<br />

vehicle rental charges in advance of receiving the replacement<br />

vehicle.’<br />

‘In addition, a customer using credit hire can include a Collision<br />

Damage Waiver (CDW) to reduce their liability if damage is<br />

accidentally caused to the hired vehicle. Typically, a standard<br />

excess for causing damage to a rental vehicle from a high street<br />

rental company is likely to start at around £1,000. A customer<br />

receiving a credit hire vehicle and taking out CDW can reduce<br />

that liability to zero, offering significant peace of mind.’<br />

‘Customer understanding is essential,’ John adds, ‘and I<br />

personally look to achieve this. They have the right to receive a<br />

replacement vehicle. Secondly, especially when that customer<br />

cannot afford to pay out of their own pocket for a replacement<br />

hire vehicle, it is perfectly legitimate for them to use the services<br />

of a credit hire company to get back on the road.’<br />


FORUM<br />

How are Credit Hire<br />

companies reducing friction<br />

in their company processes<br />

and looking to improve the<br />

customer experience - balancing<br />

reputation with revenue?<br />

How can advancements in<br />

the integration of technology<br />

provide smart solutions to the<br />

accident repair industry and<br />

streamline the process of a<br />

Credit Hire claim?<br />

Craig is rightfully proud of AX’s mission to make the customer’s<br />

journey as straight forward as possible. ‘The number one<br />

contributor to this is the customer themselves,’ he says, ‘and we<br />

actively seek feedback from our customers as a matter of<br />

course. This has resulted in a Trustpilot score of 4.5 and an NPS<br />

score of 69.’<br />

‘We continue to introduce new technology to speed the<br />

resolution of every element of our communication,’ he adds,<br />

‘from online signatures to the use of What3Words to identify<br />

the location of an accident with ease. We’ve also invested in our<br />

software platforms to boost both efficiency and transparency<br />

between all stakeholders, improving communication while<br />

enabling users to see exactly what stage the claim is at.’<br />

Craig is also satisfied with AX’s relationship with insurers.<br />

‘Ultimately, we recognise that a smooth journey for the<br />

customer is reflective of how we communicate with our insurer<br />

counterparts,’ he states. ‘From day one of hire until payment<br />

of the final invoice, working together ensures a smooth and<br />

satisfactory conclusion for all.’<br />

Colin also acknowledges the need for collaborative working with<br />

insurers. ‘Insurers can make unnecessarily complex enquiries<br />

and, even when answered, seek reductions based on irrelevant<br />

points or flawed evidence,’ he states. ‘There’s only so much each<br />

side can do on their own to reduce friction. Insurers may say<br />

that Credit Hire Organisations need to be more transparent, but<br />

insurers should ask themselves why they are taking such a robust<br />

stance, often over relatively small amounts. It’s hard to see the<br />

commercial sense in a lot of disputes.’<br />

‘The GTA or bilateral agreements have always been the best way<br />

to reduce friction; but again, involvement in and compliance with<br />

such agreements is not something that CHO’s can achieve on<br />

their own.’<br />

Moving on to discuss the integration of technology in the process<br />

of a credit hire claim, Nik Ellis of Laird Assessors highlights the<br />

benefits of this in terms of ‘collaboration, control and automation.’<br />

‘Integration has become embedded in every process,’ he states,<br />

‘from cradle to grave, and improving with each upgrade. For<br />

example, the initial instruction from a client’s FNOL team is<br />

now processed immediately. In many cases, this triggers the<br />

deployment of a weblink, typically sent via text or WhatsApp<br />

to our client’s client, ie. the driver. This guides them through the<br />

process of taking the photos that we require, such as 360-degree<br />

shots of the car, multiple angles of the impact, chassis number,<br />

mileage and the number plate. These details allow us to pull data<br />

from the DVLA, along with manufacturer data to ensure we know<br />

the exact details, specification and value of the vehicle. Using a<br />

combination of artificial intelligence and human engineers, we<br />

can triage the damage to give instant information to the client, or<br />

trigger other actions too.’<br />

‘For example,’ Nik continues, ‘clients need to know whether the<br />

vehicle is still legally drivable. Knowledge of whether the car is a<br />

total loss or repairable enables instant decisions around where the<br />

car goes; to a salvage agent, a body-shop or a smart repairer. Our<br />

software can instruct them directly, saving the client time whilst<br />

providing a great customer experience for the driver.’<br />

Colin Mitchell is also in agreement about the large role that<br />

technology has to play in the process of a credit hire claim. ‘We<br />

see more advancements every year,’ he states, ‘that allow all<br />

parties to become more efficient.’<br />

Colin does however acknowledge the limitations of technology<br />

in this capacity. ‘Technology itself is only going to achieve so<br />

much,’ he says. ‘The attitude to its deployment, and the consensus<br />

around its use matters as well. These are issues which require a<br />

willingness to engage and agree.’<br />

In the interests of providing an example, he elaborates to state<br />

that ‘response times by insurers to enquiries from third parties<br />

can be very slow.’ In addition, ‘automatically generated emails or<br />

precedents that do not relate to the facts of the matter in hand<br />

only delay, confuse and frustrate those involved. In many cases,<br />

processes can be streamlined by the matter being reviewed<br />

properly and opportunities for resolution identified much earlier.’<br />

In conclusion, Colin acknowledges that it might be possible to<br />

create an overarching program to settle hire claims between<br />

parties, ‘but unless both sides can agree the parameters then<br />

it will not succeed. Human mindsets remain more important<br />

than technological advances’ when the full process of a claim is<br />

considered.<br />


FORUM<br />

How do developments in fraud<br />

prevention and claim validation<br />

technology play a part in your<br />

processes and operations, and<br />

what knock-on effects does<br />

this have to the wider supply<br />

chain?<br />

Anthony Hughes is keen to contextualise fraud from the<br />

perspective of the Credit Hire Organisation. ‘Credit Hire fraud is an<br />

ever-present challenge for our members, as it is for the whole of<br />

the motor insurance industry’ he states. ‘Fraud ranges from cash<br />

for crash, where a hired vehicle is used, to theft - for parts, export<br />

or for use in other criminal enterprises.’<br />

Anthony continues to emphasise the evidence that credit hire<br />

fraud is perpetrated by organised crime. ‘There are a variety<br />

of counter-fraud tools available to our members, including<br />

telematics devices and sophisticated trackers. Some of our<br />

members employ full time anti-fraud teams, especially where<br />

there are high value vehicles involved.’<br />

In truth, however, Anthony stresses that ‘the most effective<br />

means of fraud prevention is data sharing; not just between<br />

CHCs but also between insurers and repairers, too. We are<br />

keen to work with the ABI, IFB, IFED and other bodies to bear<br />

down harder on fraud. Data sharing often happens informally,<br />

but the CHO has called for more formal cooperation between<br />

insurers, representative bodies and CHCs to share data, and for<br />

more resources to be devoted to law enforcement. This includes<br />

prosecutions for offenders and jail terms for convicted fraudsters.<br />

Using the full force of the law is, we believe, the best deterrent<br />

against this form of crime.’<br />

Adding to this, Craig is keen to agree about the opportunistic<br />

nature of fraudsters, and the rising prevalence of fraud within<br />

the industry. ‘Fraudsters hide in the shadows and seek out the<br />

easiest pathway to achieve their goals,’ Craig states. ‘They are<br />

extremely agile in their ability to switch tactics or even markets.<br />

However, ‘anti-fraud’ technology has advanced significantly,<br />

providing investigators with more efficient ways to identify<br />

crime at the earliest stages of any claim. In turn, this gives us the<br />

ability to focus more of our resources in providing mobility to our<br />

customers and partners.’<br />

When pushed for an example, Craig states that ‘there’s now wider<br />

use of technology to protect motorists from identity theft, which<br />

helps weed out fraudulent claims. These claims not only waste our<br />

time, but if not properly dealt with, could have a negative impact<br />

on the wider supply chain.’<br />

From the point of view of his role in particular, Craig adds that<br />

‘AX is, at times, the first line of defence’ in fighting fraudulent<br />

activity. ‘We are proud of our record of working closely with<br />

insurers, the Credit Hire Organisation, industry partners and law<br />

enforcement to bring fraudsters to justice. In working together,<br />

we are confident of the fact that we can use the right technology<br />

in the right way to support customers, and shine a light on<br />

any emerging tactics and individuals engaging in fraudulent<br />

behaviour.’<br />


FORUM<br />

When pressed further about this, Stewart is happy to elaborate.<br />

‘The initial claims notification requires the party making the claim<br />

to provide an indication about whether a temporary replacement<br />

vehicle is required. The notification is said to increase the number<br />

of intervention disputes that arise in the claims. Whether that is<br />

ultimately a good thing or a bad thing depends on your point<br />

of view, but certainly the increased friction is making present<br />

claims resolution more difficult. Perhaps now is the time for some<br />

kind of tech supported process to govern this issue, rather than<br />

leaving it to the courts or ADR specialists to resolve?’<br />

How does Access to Justice<br />

continue to limit or challenge<br />

the function of the Accident<br />

Repair sector, including, for<br />

example, the current functioning<br />

of the OIC Portal?<br />

Stewart McCulloch is first to respond regarding the Official<br />

Injury Claims Portal. Launched in June 2021, Stewart advises<br />

that ‘during the initial stages, credit hire and credit repair claims<br />

were excluded from the OIC Portal claims process. At Claimspace<br />

in particular, we are getting a lot of enquiries about whether<br />

our online alternative dispute resolution (ADR) processes and<br />

protocols can subsequently help solve some of the problems that<br />

are predicted to emerge in the coming months.’<br />

He continues; ‘if there is a dispute involving the value of the<br />

claim and it goes to court, there’s a complicated process that<br />

has to be actioned to factor the hire and repair amounts into the<br />

claim. If it’s not followed, then the amounts claimed can be lost<br />

forever - putting hire and repair claims at risk. The problem is<br />

that the process is complicated and very difficult to coordinate,<br />

particularly when the claimant is representing themselves. If<br />

there’s a mix up and the claim is not included, then the poor<br />

claimant can end up having a liability to pay with no ability to<br />

recover outlay. We are able to prevent this happening as well as<br />

accelerate the settlement process ahead of the injury claim.’<br />

John is keen to respond to this initially from a financial<br />

perspective. ‘Cash flow is life blood of any business,’ he states.<br />

‘On the wider scale, it is important to keep the lifeblood flowing<br />

through the repair sector as a whole. From a repairing garages<br />

point of view, they do not have large cash reserves to enable<br />

them to sit out and wait to receive reimbursement of funds for<br />

prolonged periods of time. They will have already spent money<br />

and paid upfront for the replacement parts needed to repair a<br />

customer’s damaged vehicle. In addition, they have also paid<br />

staff wages for the labour spent in repairing it.’<br />

In terms of credit hire providers, John says that ‘the challenge<br />

is no less. They have spent money on a fleet or vehicles. With<br />

regards to running the business; they will have labour costs,<br />

maintenance costs for each of the vehicles as well as the cost of<br />

replacing the older vehicles within their fleet.<br />

Whilst these challenges existed before the current economic<br />

situation unfolded, the sector will now be faced with a greater<br />

demand for keeping cash flowing more quickly; especially when<br />

taking into consideration that businesses - unlike domestic<br />

households - must pay uncapped energy bills.’ With costs rising,<br />

John emphasises that it is vital for the recovery of ‘money being<br />

spent in helping non-fault motorists’ to be obtained ‘as quickly<br />

as possible in order to enable the sector to keep functioning<br />

effectively.’<br />

‘When amicable negotiations break down with an at-faultinsurer,’<br />

John states, ‘it’s important for that client to have easy<br />

Access to Justice. The difficulty here revolves around the<br />

additional time this takes to achieve. Typically, a case requiring<br />

litigation will see an additional 5 to 8 months added to the<br />

average timeline of the case before a final payment is received<br />

from an at-fault insurer. Unfortunately, it does not appear that<br />

this average timescale is decreasing in any significant way. In<br />

my own observations, when more litigation is embarked upon<br />

to help achieve the correct resolution, it only serves to add an<br />

increase to these expected timescales.’<br />

On a final note, John adds that the knock-on effect of this will<br />

result in ‘funding models becoming more stretched, with some at<br />

risk of becoming unsustainable as they try to compete in a highly<br />

competitive market. Therefore, having Access to Justice that can<br />

offer a swifter resolution is something the Accident Repair sector<br />

requires to function effectively.’<br />

MODERN INSURANCE | <strong>57</strong>

FORUM<br />

What additional steps need to<br />

be taken to ensure Government<br />

officials are fully briefed on<br />

industry issues and concerns,<br />

and how does interdepartmental<br />

collaboration positively affect<br />

regulation and reforms?<br />

Stewart responds in the first instance to state that Claimspace<br />

are contributing to the debate within the MoJ about the future of<br />

ADR in relation to motor claims.<br />

‘I hear some people telling me that it is hard to get them to take<br />

notice,’ he states. ‘But in this instance - and from the meetings<br />

that I have attended - the team that the Ministry has put together<br />

do seem to be listening. We are also members of the MoJ Online<br />

Dispute Resolution Providers group, and I have seen the same<br />

level of enthusiasm there as I did with the general ADR group.’<br />

‘The Arbitration Act, which regulates all arbitrations in England,<br />

Wales and Northern Ireland, is just over 25 years old and needs<br />

updating,’ he adds. ‘Claimspace is responding to a consultation by<br />

the Law Commission. It works well already and there is not much<br />

wrong with it – except the language of the legislation is a little<br />

too legalistic. If we are going to keep on making cost effective<br />

arbitration accessible to all, the mysterious use of language needs<br />

to change.’<br />

What impact does fleet<br />

availability have on rates and<br />

the motor claims ecosystem?<br />

‘Vehicle availability is a key concern for CHCs,’ Anthony states,<br />

‘for both cars and commercial vehicles. Inflationary pressures in<br />

the motor claims supply chain have required many fleet operators<br />

to divert resources away from credit hire to the consumer and<br />

business rental sector, which delivers higher margins, and where<br />

demand has soared following the return of post-pandemic travel.’<br />

He proceeds to address the issue of ‘cross hire, where CHCs<br />

hire out vehicles to each other, which has also been negatively<br />

affected as fleet owners hold onto their vehicles to service their<br />

own customer demands. Moreover, with lengthier repair times,<br />

vehicles are out on hire for longer, increasing claims costs and<br />

heaping further pressure on CHC mobility providers when they<br />

submit their payment packs to insurers.’<br />

Colin adds to this, stating that ‘there’s no doubt about the fact<br />

that fleet availability is making it harder for insurers to dispute<br />

the rates of CHO’s.’ From his own experience, Colin has ‘seen a<br />

reduction in the use of Basic Hire Rate evidence. This is because<br />

availability of hire cars is very limited. The chance of a like for like<br />

being available from a “mainstream” supplier is low, and even if<br />

one can be found, the rates can be comparable or higher than the<br />

CHO rate. I have also seen a reduction in the use of intervention<br />

tactics which reflects the same issues.’<br />

Representing the Credit Hire Organisation, Anthony adds to this<br />

point, stating that ‘the CHO has a pragmatic and constructive<br />

relationship with officials in the MoJ, our sponsoring department.<br />

On behalf of our members, we meet the MoJ civil justice team<br />

on a quarterly basis to brief them on current issues within the<br />

industry, and, where necessary, to lobby on issues of major<br />

concern.’<br />

To offer an example, Anthony refers to ‘the recent<br />

consultation on Alternative Dispute Resolution and the<br />

implications for credit hire in respect of the efficacy<br />

of mediation in complex<br />

credit hire claims.’<br />

‘Although the credit hire<br />

industry is a £1bn + sector and<br />

helps hundreds of thousands<br />

of people with their mobility<br />

needs each year,’ he adds,<br />

‘it is an esoteric part of the<br />

claims supply chain and little<br />

understood as a consequence. Our<br />

task as a trade body is to continue to<br />

educate legislators, officials and regulators<br />

on the important work our members do, and<br />

ensure the industry is properly represented<br />

among key stakeholder groups’.<br />


FORUM<br />

And finally, how are you<br />

embracing greener, environmentally<br />

friendly initiatives in your business<br />

to futureproof your role within the<br />

motor claims ecosystem?<br />

Craig is proud of the success displayed by AX regarding ESG<br />

incentives within the business.<br />

‘The Government’s 2030 ban on ICE vehicle sales is approaching<br />

fast,’ he states, ‘and we fully support the decision to transition to a<br />

more sustainable, environmentally friendly industry. Product and<br />

service providers in the sector have a huge task to accelerate their<br />

move to greener business operations, and at AX, our promise to<br />

meet these new low emission objectives started two years’ ago.’<br />

Craig continues; ‘we have been leading the transition to electric<br />

vehicles in the credit hire sector, boosting our own environmental<br />

credentials while supporting businesses to do so too with the<br />

introduction of AX Electric. We were the first in the UK to offer an<br />

EV-for-EV guarantee. The last thing an insurer, car dealer or fleet<br />

wants if one of their drivers or customers has an accident is to<br />

sacrifice their commitment to greener motoring!’<br />

‘Having invested heavily in both our fleet of vehicles – which is<br />

now over 20% electric – and charging infrastructure at our vehicle<br />

depots, AX Electric has been embraced by businesses and drivers<br />

alike. In November, we increased our ‘charging sessions’ by 12%<br />

compared to the previous month, amounting to over 4,300 hours<br />

of charging, resulting in less fossil fuel pollution from our fleet<br />

than ever before.’<br />

When asked about instances where a customer requires an<br />

EV-for-EV replacement, Craig is keen to stress that ‘this cannot<br />

come at the expense of service levels established in the provision<br />

of an ICE vehicle - which is why we still aim to achieve exactly<br />

the same delivery times and customer experience. EV uptake will<br />

continue to accelerate, yet across the board, the sector has not<br />

been uniformly proactive. AX is helping to make the transition to<br />

EV less arduous for its partners and drivers.’<br />

Similarly, Nik is also delighted with the work that Laird Assessors<br />

are doing to this effect. ‘Sustainability, together with staff and<br />

technology, is a key pillar for Laird,’ he says. ‘Since 2015, we’ve<br />

operated a paperless office and have been at the forefront<br />

of pushing desktop engineering; not simply because of the<br />

advantages in speed & cost, but also because it significantly<br />

reduces our carbon footprint. We estimate that, despite growing<br />

about 20% in terms of instructions since 2018, we have reduced<br />

our carbon footprint to less than 18% by switching to desktops.’<br />

‘We are massive advocates of green parts,’ Nik adds. ‘Recycling<br />

parts reduces costs and often solves OEM back-order issues. It<br />

also clearly reduces the industry’s carbon footprint, by reusing<br />

raw materials and negating parts being shipped around the<br />

world. We encourage clients to use green parts, and have an<br />

integration to allow price & availability to be compared to the<br />

OEM parts.<br />

Being eco-friendly is hugely important to us, but we’re not<br />

experts - please let us know what else we can do!’<br />

Powered by Verisk<br />

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www.claimspace.ai | stewart.mcculloch@claimspace.ai |<br />

R-26-100 Claimspace for Modern Insurance Magazine CHOSEN.indd 1 11/11/2022 08:49<br />



INSUR.<br />

TECH.<br />

TALK<br />




And we’re back….<br />

Welcome to the latest edition of Insur.Tech.Talk.<br />

Christmas is around the corner, and my gift to you is a series of<br />

interviews that I have conducted with some of the biggest names in<br />

the insurtech space. So put your feet up, get yourself a hot steaming<br />

cup of cocoa (or mulled wine) and unwind by reading all about the<br />

latest trends in insurance.<br />

Some of the key areas covered:<br />

• What’s in store for 2023, and are we doing enough to reap the<br />

benefits of emerging technology?<br />

• What are the major challenges that we face, and more importantly<br />

how do we overcome them?<br />

• What are the most exciting initiatives insurers are working on in<br />

2023?<br />

• Has the insurtech funding bubble burst, and is there enough<br />

momentum to keep the market growing?<br />

Some of the key takeaways:<br />

• Time waits for no one. If innovation isn’t part of your agenda, be<br />

prepared to get left behind.<br />

• Knowledge is power, and blockchain technology, AI assistance and<br />

automation are becoming crucial to insurtechs looking to scale up<br />

and streamline their data collection processes.<br />

• ESG, embedded insurance and cyber security are still hot topics<br />

for 2023.<br />

• The combination of cyber security issues and underinsured SMBs<br />

has huge growth potential for the insurance industry.<br />

• Telematics is proving to be a gamechanger for insurers, because it<br />

allows them to collect real-time vehicle data. This means they can<br />

give their customers access to the best rates.<br />

• Public cloud providers are catalysing the modernisation of<br />

applications of insurance heavyweights.<br />

I hope you enjoy the insights from these interviews, not least because<br />

these are just some of the thought leaders who will be speaking at<br />

our conferences next year. Join us and be part of the conversation.<br />

We look forward to seeing you there.<br />

Merry Christmas and have a Happy New Year!<br />

Bradley Collins,<br />

Chief Commercial Officer,<br />

Insurtech Insights Advisor,<br />

Insurtech Week<br />



Allianz<br />

Technology<br />

Hi Bob, great to catch-up. I’d love to know the most interesting<br />

initiatives you’ve been working on in 2022 and are planning for 2023.<br />

Q<br />

Hi Bradley, it’s my pleasure to share what we’ve been focusing on this year at<br />

Allianz Technology. There have been three main areas for my teams this year<br />

A which include modernising our applications, moving to cloud, and scaling up our<br />

emerging tech products which use Blockchain and AI.<br />

Modernising our current suite of applications is an essential programme of work that will<br />

make our offerings more customer centric, more resilient, and more automated, meaning<br />

we can support the growth of the businesses around the Allianz Group. For me, this<br />

starts with laying the foundations of minimum technical standards and methodologies<br />

that empower our architects, engineers, and developers to deliver innovative solutions to<br />

customer pain points, close to and with those customers. Closing the distance between<br />

what the customer sees and experiences, and how that experience is delivered, is vital<br />

to ensure fast to market, relevant products and services that meets the needs of our<br />

Operating Entities.<br />

A key part of this modernisation is our move to public cloud providers, which is a<br />

catalyst for this application modernisation. Moving applications, data and workloads to<br />

cloud demands a ‘microservices and API first’ culture to truly capture the cost savings<br />

and scaling potential of being a cloud native user. This in turn enables us to tap into the<br />

innovation SaaS (Software as a Service); functions and features increasingly available on<br />

the major cloud service provider platforms.<br />

Being sure to keep up with emerging technology trends, we continually assess the<br />

market with the support of our Technology Innovation Hub for areas where we can<br />

improve our technology stack for the benefit of our customers.<br />

What are the most interesting areas of emerging tech innovation you’re seeing<br />

now?<br />

Q<br />

A<br />

In terms of making emerging tech a reality in the insurance sector, my blockchain<br />

team have been delivering and consolidating our industry-leading International<br />

Claims Settlement product, which has blockchain smart contracts at its core. This<br />

serves 28 Operating Entities across the green card zone of Europe, handling hundreds<br />

of millions of euros of motor claims volume. In the AI space, we are supporting the work<br />

of claims operations teams with machine learning based products that complete low<br />

risk tasks, freeing up the cognitive capacity of our talented claims operators to focus<br />

on more complex claims. This is positively impacting customer NPS scores in markets<br />

where this is live. We are now really beginning to see the value of these technologies<br />

in supporting and driving significant business value. With an eye to the future, we pay<br />

close attention to the ‘metaverse’ discussions and seek to understand the real impact on<br />

our businesses, as well as understanding how quickly quantum computing will become a<br />

key part of the insurance value chain. However, these are much further off.<br />

Finally - what’s been keeping you awake at night of late? For instance, what’s the<br />

biggest challenge that you are trying to solve right now for Allianz?<br />

Q<br />

A<br />

At Allianz Technology, we support the vision of Allianz as “We secure your future”.<br />

This means ensuring that we deliver the technology that enables that vision in<br />

a sustainable, resilient, and relevant way. Keeping me awake is the challenge of<br />

ensuring that we give our colleagues the support, tools, and space to deliver consistently<br />

over the short, medium, and long term. Although Allianz Technology is a few stages<br />

removed from our customer facing colleagues we must always ensure that whatever<br />

products and services we create, build, and deliver, they are there when our customers<br />

need them most. That’s what we mean when we say “we secure your future”.<br />

Bob Crozier,<br />

Chief Architect, Allianz Technology<br />



Lemonade<br />

Hi Sarvesh. It’s incredibly exciting to welcome Lemonade to the UK. Why<br />

did Lemonade decide to enter the UK at this specific time?<br />

Q<br />

Lemonade’s mission is to become the most lovable insurance company<br />

in the world, and we’re attractive to anyone currently underserved<br />

A within the industry. A 30-year-old renter in Amsterdam has a lot in<br />

common with their counterpart in Paris or New York or Chicago - and the UK<br />

market is no different. The UK is home to some of the largest, long-standing<br />

insurance companies in the world; and while there’s legacy, Lemonade brings a<br />

unique approach to the market that we believe will appeal to an audience that<br />

appreciates speed, transparency, fairer pricing, and lower costs.<br />

Consumers throughout the UK are digital-savvy, price conscious, and appreciate<br />

good customer service—all of which align with Lemonade’s mission in creating<br />

an instantaneous and delightful insurance experience. Additionally, through our<br />

Giveback program (taking a flat fee out of your premium upfront and donating<br />

whatever money may be left, after paying claims and expenses, to charities<br />

chosen by the customer) allows us to support amazing UK charities, too. They<br />

include GOSH, Anthony Nolan, Cool Earth and Crisis UK - among others.<br />

What advice can you offer to other organisations who, like Lemonade,<br />

want to use technology in their operation?<br />

Q<br />

Don’t try to solve new things with existing answers. Technology has a<br />

tremendous potential to improve the customer experience and many<br />

A other internal and external functions - but in order to truly create value<br />

out of it, it has to be at the heart of the company and integrated into the<br />

culture. A company should have a fully digital DNA to get the most out of<br />

technology. Solutions are too often sought through a traditional IT department<br />

or an innovation lab that lies separate from the customer and the business.<br />

QWhat are the biggest differences entering the UK, compared to your<br />

launch in other parts of Europe?<br />

Dhile there are many similarities between the UK and the other European<br />

countries we’re live in, the UK is also incredibly unique. Every market<br />

Aoperates differently as regulations, laws, and consumer expectations<br />

are different. While Lemonade will bring the instantaneous and delightful<br />

experience to residents that customers around the world all know and love, we<br />

needed to approach the UK recognising local nuances.<br />

For instance, our base policy (starting at just £4 a month) includes worldwide<br />

coverage for individual personal items of up to £2,000 each, total coverage up<br />

to £100,000, and no cancellation fees. Add-on coverage is also available for<br />

those who want extra protection for theft and loss-related incidents, accidental<br />

damage to mobile devices, as well as expert help through legal protection.<br />

Additionally, the UK is home to some of the largest insurance companies in<br />

the world; Aviva being a great example. In our partnership with Aviva, we’ll be<br />

working with one of the most trusted insurers in the UK; pairing Lemonade’s<br />

strengths with Aviva’s promises to deliver an insurance that is digitally native,<br />

yet rooted in the birth of modern statistics in the 1700s. It’s the best of both<br />

worlds, giving people a refreshing experience backed by a company they’ve<br />

known and trusted for years.<br />

Sarvesh Ramachandran,<br />

UK Country Manager, Lemonade<br />



Alchemy<br />

Crew<br />

QHi Sabine - great to catch up, as always. You have<br />

your finger on the pulse of the industry, and so I’d<br />

love to know the biggest topics you’re seeing in<br />

insurance right now.<br />

The insurance sector is going through a midst of<br />

transformational changes, often resulting in a shift in<br />

Aoperational design and work culture. There are three<br />

major topics the sector will pay close attention to in 2023.<br />

• With no surprise, embedded insurance will remain on<br />

the lips of most insurance senior leaders, as market<br />

participants refine their customer’s value proposition to<br />

go beyond sales and distribution to include more as-aservice<br />

and circular economy approaches, supported by<br />

strong technology infrastructure and ecosystems.<br />

• The second major trend I would watch out for is cyber<br />

security protection, and the need to identify new risk<br />

mitigation techniques as we continue to become more<br />

digitised. Market research shows that cyber security is<br />

estimated at USD $216 billion in 2021 and is predicted<br />

to reach USD $478.68 billion by 2030, with a CAGR<br />

of 9.5% (Source: strategic market research). Research<br />

shows that the top growth areas include companies<br />

looking for data security, cloud security, and anti-fraud<br />

activities linked with increased digitization.<br />

• The third trend is ESG - where many insurance<br />

companies have incentives already in place to reduce<br />

corporate carbon emissions from employees and across<br />

their value chains, but also improve their diversity and<br />

inclusion agenda.<br />

QCatastrophic events seem to be a big focus area for<br />

several reasons, and we’re seeing many start-ups<br />

appearing to solve climate change. What are the<br />

most interesting developments you see in this area?<br />

In the first half of 2022, Swiss Re estimated global<br />

insured losses from natural catastrophes at USD $35<br />

A billion, 22% above the average of the past ten years.<br />

Swiss Re also highlighted that secondary perils such as<br />

hailstorms and flooding continue to drive insurance losses<br />

too, exacerbated by urbanization and wealth accumulation<br />

in disaster-prone areas. This means that established<br />

market players are looking for a variety of new solutions to<br />

evaluate, predict and contain losses.<br />

This is where growth ventures are continuously emerging in<br />

the environment tech space to cover many environmental<br />

facets; ranging from green transportation, air pollution,<br />

solid waste, water, and wastewater management. We<br />

estimate those companies have raised over USD $210<br />

billion over the past 10 years from investors. Insurers are<br />

looking to improve their modelling techniques by ingesting<br />

high-quality data such as geospatial intelligence to improve<br />

modelling accuracy. They also evaluate new technologies<br />

such as the Internet of Things sensors, digital twins and<br />

advanced analytics to gain a better representation of their<br />

risk exposures. Still, the gap will need to address how we<br />

can combine all of these things into unique complementary<br />

capabilities when legacy systems still represent a challenge<br />

for many.<br />

QWhat would your recommendations be for the year<br />

ahead?<br />

A<br />

As we deal with new economic obstacles over the<br />

course of 2023, there are also significant emerging<br />

opportunities that the insurance sector will need<br />

to evaluate in order to adapt, evolve and digitise existing<br />

business models. These will include embedding intelligence<br />

techniques to yield new insight from a variety of data<br />

sources to support risk assessments and underwriting<br />

activities, as well as monetisation methods to generate new<br />

revenue streams. We know that we must face a talent gap.<br />

Still, new operating models will require access to new skills<br />

to execute new ambitious visions and strategies.<br />

Sabine Vanderlinden,<br />

CEO, Alchemy Crew<br />



Suited<br />

QHi Jana. As a relatively new insurtech player, I’d love it if you<br />

could share a little info on who you are and the business you<br />

are building?<br />

AWho am I? Well, that depends on the decade you zoom into! My<br />

first career was in horse racing as a professional jockey/trainer.<br />

Fast forward a few years and I became a Lloyd’s insurance<br />

broker dealing with financial products for clients across the globe.<br />

I then decided to spend the next few years learning about website<br />

building, SEO and digital marketing, followed by building quote & bind<br />

systems for the UK insurance industry.<br />

Eventually it got to a point where I felt it was time that I became my<br />

own boss, and I had enough experience and connections to launch a<br />

business in insurance.<br />

What Suited sells - business liability insurance - is considered a<br />

commodity product. I prefer to think of it as a service. And this is<br />

the focus of Suited, to provide this service as best we can to our<br />

customers so that insurance is no longer seen as painful or a waste of<br />

money.<br />

What makes you different from other MGAs - and what are your<br />

grand plans?<br />

Q<br />

AAt the heart of Suited sits our own technology which, together<br />

with our insurers, enables us to dramatically simplify the pre<br />

and post purchase experience of our customers - the small selfemployed<br />

workforce of the UK.<br />

We provide business liability insurance on a Netflix like subscription.<br />

Simply priced (no hidden charges of any kind), simple to subscribe<br />

to, change or walk away from. The technology manages the entire<br />

process.<br />

We have started with one core product with a few helpful add-ons.<br />

Our immediate plans are to expand our product range alongside the<br />

targeted audience.<br />

We are aiming to rapidly grow in the next few years and become the<br />

insurance provider of choice for the small movers and shakers of the<br />

UK economy. I’d love to give advice to other new insurtech players<br />

- what’s the most significant learning, or challenge you’ve had to<br />

overcome since launching?<br />

Starting up a business with so many areas of expertise requires more<br />

than one pair of hands on deck. Having a business partner with a<br />

complementary set of skills - someone who is there to tell you to keep<br />

your chin up when you can’t see a way forward - is invaluable.<br />

Recently when celebrating the first year of Suited on LinkedIn, one<br />

of the comments was “now you just need to keep going at keeping<br />

going”. So true. Persistence is key, but it’s also important to remember<br />

that doing the same thing over and over while expecting different<br />

results isn’t conducive to success.<br />

When you start a business, you find yourself working all the time.<br />

Weekends don’t exist. Through some recent sad events, I have<br />

unexpectedly become the owner of a 6-year-old labradoodle. I<br />

thought this was the last thing I needed, and yet having no choice<br />

but to get away from the laptop at least twice a day makes a huge<br />

difference to my thought process!<br />

I’m not suggesting that everyone should get a dog. Far from. But<br />

looking back, sometimes I could have achieved more by doing less.<br />

Jana Kejvalova,<br />

Director, Suited<br />



Munich Re<br />

QWhat are<br />

the biggest<br />

mistakes that<br />

insurtech carriers are<br />

making right now?<br />

A<br />

Many insurtech<br />

carriers rely<br />

on a specific<br />

USP (Unique Selling<br />

Proposition) based on<br />

innovative technology,<br />

new products or<br />

target niches. They<br />

focus on technology<br />

to make their Underwriting, Claims and IT processes lean<br />

and efficient, bringing an edge against well established<br />

players. However, to be successful and outperform the<br />

competition, technology alone is not enough. Insurance<br />

domain knowledge (ie. knowledge of underwriting, pricing,<br />

and regulatory aspects), alongside the right data, play a<br />

fundamental role to reach profitability. Those two aspects<br />

are often considered less important than the focus on<br />

top-line and technology. This attitude can turn negative in<br />

reaching profitability.<br />

QWhat do they need to focus on to prosper?<br />

A<br />

It’s extremely important to thoroughly understand<br />

the risk selection process right from the beginning<br />

of the journey, making sure that the underwriting<br />

process is fully embedded with the right technology.<br />

Defining the structure of the product, coverages, limits,<br />

and deductibles - alongside setting the right rate - is just<br />

as important as having nimble technology in place. Having<br />

a clear idea of the target clients the insurer wants to<br />

approach, and how to differentiate the offer compared to<br />

their competitors, will allow the start up to head in the right<br />

direction from the beginning. Once the product is launched,<br />

monitoring the right KPIs in real time proves to be the only<br />

way to quickly recognise adverse selection. To be effective,<br />

rate changes should be implemented in a truly short amount<br />

of time with nimble governance. You do not necessarily<br />

need to buy lots of expensive market data in the first leg of<br />

your journey if you are tracking your conversion rate in each<br />

important segment. That will give you a daily sense of how<br />

you are comparing against the rest of your competitors.<br />

QWhat other advice can you offer to ambitious<br />

insurtechs?<br />

A<br />

They should have a strong and experienced partner<br />

at their side. Munich Re Global Consulting has<br />

supported many successful companies and insurtechs<br />

in entering into new markets, launching new products<br />

and creating new business models. Our strong domain<br />

knowledge along the insurance value chain, including<br />

product, pricing, claims and technology, has already proven<br />

helpful for many ambitious insurtechs<br />

Massimo Cavadini,<br />

Senior Executive Partner, Global Leader of Insurance<br />

Solutions - Munich Re (Group)<br />

Hippo<br />

QHi Rick, congrats on<br />

the revenue growth<br />

over the past 12<br />

months. I’d love to know<br />

what has been the biggest<br />

driver of this success?<br />

AOne of Hippo’s<br />

biggest drivers of<br />

growth over the last<br />

year was within our home<br />

builder program. It’s both<br />

our best loss ratio segment<br />

and fastest growing<br />

channel. In Q3 2022, builder<br />

accounted for 26% of<br />

total Hippo and agency premiums, and nearly half of<br />

new business. We are also seeing great progress in our<br />

agency, through which we sell other insurance carriers<br />

and product lines that we don’t manufacture; like flood,<br />

auto, umbrella and pet. Both builder and agency will<br />

continue to be growth engines in 2023.<br />

QWhat are the most exciting initiatives you’ve got<br />

planned for 2023?<br />

A<br />

As I mentioned above, we are very excited about<br />

growing our builder channel and agency, providing<br />

our best-in-class product and experience to<br />

customers utilising our proprietary tech stack. We are<br />

also excited to expand our Hippo Home Care offering,<br />

providing additional services and tools to customers<br />

in more markets to help them protect the joy of home<br />

ownership.<br />

QFinally, what has been the biggest challenge<br />

you’ve managed to<br />

overcome during your time leading Hippo -<br />

and how?<br />

AI feel very fortunate for the opportunity to lead<br />

a great group of people who are dedicated to<br />

modernising the home protection industry and<br />

taking care of our customers! Hippo has achieved a lot<br />

in 2022 and we are really excited for 2023. The greatest<br />

challenge is actually outside of our control, which is the<br />

unfavourable market conditions and macro trends in the<br />

economy that are impacting all early stage, high growth<br />

companies. All we can do is keep our head down and<br />

continue to build a great customer centric company,<br />

maintaining confidence that when the market turns,<br />

investors will realise that we have built something special.<br />

All metrics are moving in the right direction. Excluding<br />

the impact of Hurricane Ian, our Gross Loss Ratio last<br />

quarter was 58%. We achieved that while continuing to<br />

grow. Our Total Generated Premium was up 36% over the<br />

prior year quarter, and we hit the 332,000 customer mark<br />

by quarter’s end. In the toughest of times, we’ve done<br />

what many others have not - continuously improved our<br />

underwriting result while gaining market share.<br />

Richard L. McCathron,<br />

President & CEO - Hippo<br />



FinTLV<br />

Hi Gil, great<br />

to catch up<br />

Q with you.<br />

As one of the most<br />

prominent investors<br />

in the world of<br />

insurtech - what are<br />

the most exciting<br />

trends you’re seeing<br />

currently?<br />

A<br />

This is a great<br />

question.<br />

We’re<br />

collaborating with<br />

more than 300<br />

global insurers,<br />

insurance groups<br />

and re-insurers,<br />

many of which have<br />

become our limited<br />

partners. Within<br />

this ecosystem, we are constantly trying to anticipate<br />

global trends that would affect the industry in the coming<br />

years. As a result, we’ve been able to focus our investment<br />

processes and curate our deal flow and deal funnel.<br />

The cyber insurance market is one that we see as having<br />

a great deal of potential and trend, but also having some<br />

significant challenges, mainly on the capacity side and with<br />

respect to modelling CAT events. In recent years, we’ve all<br />

spoken about prevention – and we are taking that one step<br />

further into preventive maintenance of the human body.<br />

We are seeking technologies that can prevent diseases,<br />

increase life expectancy and years of good health, enabling<br />

insurance companies to create more accurate underwriting<br />

tools for their life and health insurance business.<br />

Personalisation in this area is also problematic from<br />

a regulatory perspective. From a GDPR perspective,<br />

however, we are confident that these issues will be<br />

resolved and will result in enhanced personalisation within<br />

the underwriting, as well as within the insurance company<br />

later on in the customer’s life journey.<br />

Q<br />

The investment landscape seems to be shifting -<br />

how has your investment strategy changed as a<br />

result?<br />

We will continue to invest only in companies with<br />

fundamentally profitable business units, as we<br />

A have done in the past; companies that are likely to<br />

become cash positive and profitable in the near future. We<br />

would only consider deals with reasonable valuations and<br />

multiples.<br />

Finally, what advice can you offer to insurtechs<br />

looking to raise capital?<br />

Q<br />

Business should always come first, followed by<br />

technology, growth, and stories…<br />

A<br />

It is very important that you understand the<br />

business and its value chain as deeply as possible.<br />

Make substantial assumptions that you will be able to<br />

achieve in your projections - this will assist you in achieving<br />

your next round of funding. Consider bringing on board<br />

financial investors who possess a thorough understanding<br />

of the market and the insurance business.<br />

Gil Arazi,<br />

Founder, FinTLV<br />

Planck<br />

QGiven your<br />

experience, I’d<br />

love to know<br />

the biggest problems<br />

you’re seeing in the<br />

commercial insurance<br />

Aspace.<br />

With about 32.5<br />

million small and<br />

medium-sized<br />

businesses (SMBs) in<br />

the U.S., the demand for<br />

SMB insurance is huge.<br />

However, in opposition<br />

to servicing larger<br />

enterprise corporations,<br />

the manual effort<br />

required to underwrite<br />

these businesses often<br />

outweighs the reward<br />

of a written policy.<br />

New and evolving<br />

risks stemming from cyber security issues, remote<br />

work considerations, and new services prompted by<br />

pandemic restrictions add further complexity to an<br />

already difficult task. Due to the high risk of premium<br />

leak from incomplete risk assessments, there are many<br />

carriers that consider this market unprofitable – even<br />

untouchable.<br />

There is an incredible growth opportunity here for<br />

insurers that can bridge this risk data gap. SMBs<br />

account for 99.9% of all US business. A pre-pandemic<br />

survey by Marshall & Swift / Boeckh showed that 75%<br />

of businesses in the US are underinsured by 40% or<br />

more. The digital age has trained consumers to expect<br />

immediate responses to their inquiries. Reduced<br />

underwriting lead time with quotes based on real-time<br />

information and individual risk profiles will be vital for<br />

profitability in this market.<br />

QWhere should commercial insurers focus their<br />

energy (other than to partner with you guys), to<br />

Aovercome these challenges?<br />

To be able to profitably underwrite these<br />

risks, SMB commercial insurers must focus<br />

their energy on increasing the accuracy and<br />

efficiency of their underwriting process. AI assistance<br />

and automation can streamline intake and risk research<br />

to gather information, quickly identify SMBs that<br />

match a carrier’s risk appetite, and reject those that<br />

don’t. In commercial insurance, it is often the first<br />

quote that gets the business. However, incomplete<br />

risk assessments lead to higher loss ratios. With<br />

real-time data collection and machine learning<br />

insights, underwriters can see the truth behind any<br />

business in seconds and confidently provide a quote.<br />

Implementing an AI-based solution not only allows for<br />

fast and accurate data collection and risk assessment,<br />

it also provides a better customer experience with<br />

streamlined applications, limited follow-up, and<br />

reduced turnaround times.<br />

Integrating AI assistance and automation in<br />

underwriting doesn’t require a complete process<br />

overhaul and can be applied incrementally. A gradual,<br />

step-by-step approach could first focus on improving<br />

the data, and/or reducing submission questions by<br />

leveraging underwriting insights that aggregate<br />

discrete data points. The online and connected nature<br />

of modern commerce creates collectable digital<br />

exhaust for nearly every organization. Consumer<br />

reviews, social media posts, videos, photos, and<br />

government documents can be analyzed to verify<br />

services, locations, and operating hours, and quickly<br />

build a complete story of commercial risk.<br />

David Schapiro,<br />

CEO, Planck<br />


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Mile Auto &<br />

Porche Auto<br />

Insurance<br />

QFred, congrats<br />

on raising an<br />

additional $4m<br />

recently. I’d love to<br />

know your expansion<br />

plans in both the short<br />

and long term given<br />

the financial backing<br />

you continue to get.<br />

AMile has been<br />

blessed with<br />

strong financial<br />

partners who have<br />

embraced our vision<br />

of helping lowermileage<br />

drivers achieve<br />

more transparency<br />

in, and control over, their auto insurance costs. We believe<br />

in treating our customers fairly and respectfully, without<br />

invasive tracking of their every move. Within that framework,<br />

our short- and long-term plans are completely aligned; we<br />

are focused on smart growth and profitable underwriting,<br />

period. In cooperation with our distribution partners,<br />

including insurance agency platforms and automakers such<br />

as Porsche, we currently reach about 60% of the US auto<br />

insurance marketplace. We plan to continue expanding into<br />

new States, while at the same time collaborating with other<br />

insurance providers who find our pay-per-mile approach<br />

and patented ‘no app / no hardware’ mileage verification<br />

technologies to be of benefit to their customers as well.<br />

Q<br />

I’d love to know what the biggest challenges have<br />

been in setting up a pay-per-mile MGA, and how are<br />

you overcoming them?<br />

AEverything in the personal lines insurance space<br />

is challenging, and the barriers to entry are high.<br />

Designing and implementing a scalable pay-per-mile<br />

program is just the beginning. There are three key elements<br />

that successful MGAs must embrace. First, MGAs require<br />

understanding partners, like fronting carriers and reinsurers,<br />

who appreciate and collaboratively advocate for the market<br />

segments that a company is pursuing. Second, while the<br />

personal auto market is ‘huge’ by any measure, an MGA<br />

needs a well-defined target market, effective distribution<br />

and a clear path to profitability. And finally, the capital<br />

markets are particularly challenging today, especially given<br />

the relatively poor performance of some notable insurtechs<br />

that went public over the past couple years. Differentiating<br />

your MGA from those who are present or have gone before<br />

- in the consumer market, as well as the financial markets - is<br />

absolutely critical. Lacking any one of these three elements<br />

will likely doom an MGA.<br />

QFinally, are there any other lines of insurance that<br />

could apply to your model, that are yet to come?<br />

AMile Auto’s focus is on the standard/preferred<br />

personal auto insurance market. As such, there are<br />

other lines of business important to our customers<br />

like home, umbrella, and valuables coverage. We are<br />

exploring a variety of solutions for serving those customer<br />

needs, ranging from partnerships to independent agency<br />

solutions. Mile is also leveraging its expertise and patents<br />

in AI, computer vision and machine learning to develop<br />

innovative approaches to meet consumers at their point<br />

of need. We really like the concept of ‘pay for what you<br />

use,’ as demonstrated by our pay-per-mile auto insurance.<br />

Therefore, exploring similar concepts for other lines of<br />

insurance, to be provided on an as-needed or as-used basis,<br />

will be of growing interest to us.<br />

Fred Blumer,<br />

CEO, Mile Auto & Porsche Auto Insurance<br />

QHi Harry - I’d<br />

love to know<br />

the most<br />

interesting changes<br />

you’re witnessing in<br />

the gig economy right<br />

now!<br />


The<br />

Rideshare<br />

Guy<br />

ASome of<br />

the most<br />

interesting<br />

things I’m seeing in<br />

the gig economy<br />

relate to how more<br />

companies are<br />

pivoting to electric<br />

vehicles (not necessarily autonomous!). This is<br />

particularly prevalent in the delivery space right<br />

now (see my Twitter thread on Dominos and other<br />

companies), but Uber and Lyft have also said<br />

they’ve got goals to move to a fully electric fleet in<br />

the next 20 years.<br />

It’s tough, because drivers are on the fence<br />

regarding range anxiety and costs - but the upsides<br />

are clear. I’m still sceptical about fully autonomous<br />

vehicles, but I certainly see the gig economy<br />

continuing to grow, rather than shrink, in the future.<br />

QHow do you see insurance in the gig<br />

economy evolving in the years to come?<br />

A<br />

In the near future, insurance is going to<br />

play a huge role for drivers. There are many<br />

companies now that offer insurance to gig<br />

workers, but it can be difficult for them to find and<br />

even understand. A greater cooperation between<br />

Uber, Lyft and other gig companies (especially<br />

delivery!) is going to be needed, so insurance<br />

companies that can work with gig companies<br />

and still generate a profit are likely to be the big<br />

winners.<br />

Harry Campbell,<br />

CEO, The Rideshare Guy<br />


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BOARD<br />

WELCOME to the Insur.Tech.Talk<br />

Editorial Board.<br />

In our last issue of<br />

2022, Modern Insurance<br />

Magazine once again<br />

brings the thoughts,<br />

insights and musings of<br />

our insurtech experts<br />

together to look at the<br />

past history of auto<br />

insurance, the present<br />

benefits of no-code<br />

software, and what the<br />

future holds for insurtech<br />

in 2023 and beyond…<br />

This issue voices the thoughts of:<br />

André<br />

Symes,<br />

CO-CEO,<br />

Genasys<br />

Denise<br />

Garth,<br />

Chief Strategy<br />

Officer,<br />

Majesco<br />

Michael<br />

Lewis,<br />

CEO, Claim<br />

Technology<br />

Tim Hardcastle,<br />

CEO and Co-<br />

Founder at Instanda<br />



Denise Garth,<br />

Chief Strategy Officer, Majesco<br />

From Auto Insurance<br />

Transactions to Mobility<br />

Customer Experiences<br />

The future isn’t about the present. In 1886, Karl Friedrich<br />

Benz and Gottlieb Daimler filed their patents for the first<br />

automobile. Over the next decade, American manufacturers<br />

fueled the rise of the automotive industry, mass producing<br />

automobiles via assembly lines.<br />

In 1897, the world’s first car insurance<br />

policy was written by Travelers to a man<br />

in Dayton, Ohio. Since that first policy,<br />

auto insurance has become the largest<br />

segment of the P&C industry, yet it has<br />

remained strikingly-similar to its start<br />

over 120 years ago – with a transaction<br />

focus.<br />

Automotive technology has certainly<br />

evolved since that first car. The<br />

automotive world is rapidly changing<br />

in all dimensions due to the shift in<br />

how other companies and industries<br />

are changing, such as ridesharing,<br />

changing views of vehicle ownership and<br />

advancements in automotive technology;<br />

alongside a growing plethora of<br />

transportation options like car sharing, as<br />

reflected in Majesco research. Companies<br />

outside insurance are coalescing around<br />

a shift to “mobility.” Mobility options are<br />

important, but they can be fulfilled by<br />

many means beyond traditional vehicle<br />

ownership - a significant shift impacting<br />

business models from automotive<br />

companies to insurance companies alike.<br />

Highly networked, data-driven, valueadded<br />

mobility business models are<br />

rapidly emerging, primarily outside<br />

of the insurance sector. Automotive<br />

companies like Tesla, Ford and GM are<br />

leading this shift along with platform<br />

companies like Uber. They are redefining<br />

the customer journey and the entire<br />

customer relationship across a broader<br />

set of transportation and mobility options.<br />

As a result, the threat for auto insurance<br />

lies in the continuation of a 100+ yearold<br />

mindset — viewing a policy as a<br />

transaction.<br />

Auto insurers must reimagine the scope<br />

of what they will offer to customers, such<br />

as experience with a risk product, valueadded<br />

services that are part of a broader<br />

mobility ecosystem, and a compelling<br />

customer experience. This is where<br />

exciting new business opportunities await!<br />

The industry status quo for auto<br />

insurance is rapidly eroding. A new auto<br />

insurance opportunity exists for those<br />

who will participate in a broader mobility<br />

ecosystem and the growing insurable<br />

opportunities. To be a future market<br />

leader, an insurer will need to transition<br />

its thinking from being an auto insurer to<br />

being a mobility provider, for which auto<br />

insurance may just be one component.<br />

How do your strategies align to what<br />

leaders are doing? What specific plans<br />

can you take to improve your odds of<br />

success? Your answers will determine<br />

your readiness for the future of mobility<br />

focused auto insurance.<br />



André Symes,<br />

CO-CEO, Genasys Technologies<br />

Looking ahead<br />

to 2023…<br />

There’s some truth to the saying “Nothing<br />

ventured, nothing gained”. Yet, having watched<br />

the insurtech bubble meet the pin in 2022,<br />

I’d counter with “Too many ventures, nothing<br />

gained”. There’s speculation about the sector’s<br />

future abounds, with some predicting a significant<br />

market exodus of insurtech companies in 2023. As<br />

an industry, if we’re going to change insurance for<br />

the better, we need to survive – and the survivors<br />

will be those companies that can turn a profit, not<br />

just heads.<br />

2022 was a milestone year for Genasys: our 25th birthday. That’s a<br />

long time in ‘tech years,’ and we’re proud of our investment in our<br />

people and our culture of creativity that we believe really sets us<br />

apart as a business. We can’t be complacent, though. We’ll keep<br />

innovating because there’s more to be done to improve the user<br />

experience to really benefit the consumer.<br />

In 2023, our focus will be on scaling Genasys at a controlled,<br />

sustainable pace, continuing to do what we do and continuing to<br />

do it well. We’re all about enabling our partners to evolve their<br />

technology, while succeeding fast on the customer experience.<br />

By this time next year, we’ll be offering more than 1000 APIs –<br />

although we’ll be careful about biting off more than we can chew.<br />

Many insurance administration providers will say they can do<br />

everything and do it all as best-in-class. They can’t. Every solution<br />

has its specialisms, and this is where the insurance ecosystem<br />

comes into its own. Our growing network of partners will ensure<br />

we can keep tapping into new areas of niche expertise to fulfil<br />

customer needs, without distracting ourselves from what we do<br />

best.<br />

Taking a macro view of the insurance industry as pressure on<br />

digital spend increases, I believe the ability to “scale down” digital<br />

transformation will be an essential discipline in 2023. With the<br />

sector arguably becoming disillusioned with long-term technology<br />

projects, we’ve much work to do in the coming months to help<br />

rebuild C-suite confidence and reset expectations; moving<br />

the mindset towards a more deliberate, incremental, iterative<br />

methodology. So, from a Genasys perspective, 2023 is shaping up<br />

to support insurance businesses in bringing new, valuable product<br />

lines to market without incurring hefty digital development costs,<br />

and without burying themselves in the cost and complexity of<br />

making wholesale changes to systems.<br />

Nurturing our industry collaborations will, as always, be a key<br />

element of the year ahead. We’ll continue to demonstrate the<br />

real-time benefits of scaled, agile digital evolution with our new<br />

partners as well as with the many insurance businesses where<br />

we have long-standing working relationships. Ultimately, we<br />

want to make insurance policies accessible to everyone and we<br />

subsequently partner with businesses who share our vision. This<br />

often means working with teams in possession of a genuine,<br />

innovative approach - which is what we love. It’s going to be<br />

another exciting year!<br />


Helping<br />

you hit new<br />

heights<br />

Whether you want to acquire a new<br />

business, sell the one you own or are<br />

looking for ways to finance your growth<br />

plans, our expert Corporate Finance<br />

team can support you.<br />

From initial pre-deal evaluations and<br />

strategy, to completion and post-deal<br />

support, we specialise in a range of<br />

sectors, including the broker industry,<br />

to truly understand your objectives.<br />

Offering a tailored, innovative service,<br />

we can help the next stage of your<br />

business journey take off.<br />


Director<br />

james.whittaker@hazlewoods.co.uk<br />

For further information or bespoke advice,<br />

contact a member of the team on 01242 680000.<br />

www.hazlewoods.co.uk / @Hazlewoods<br />

We strongly recommend you take professional advice before making decisions on matters discussed here. No responsibility for any loss to any person acting as a<br />

result of the material can be accepted by us. Hazlewoods LLP is a Limited Liability Partnership registered in England and Wales with number OC311817. Registered<br />

office: Staverton Court, Staverton, Cheltenham, Glos, GL51 0UX. A list of LLP partners is available for inspection at each office. Hazlewoods LLP is registered to carry<br />

on audit work in the UK and regulated for a range of investment business activities by the Institute of Chartered Accountants in England & Wales.


No Code Software:<br />

The Benefits<br />

Whilst not everyone would claim to be<br />

a creative, creativity itself is unique to<br />

humans, being dependent both on our<br />

capacity to dream or imagine a future<br />

different to the present, coupled with<br />

the analytical or logical skills to turn<br />

that vision into reality.<br />

Being educated before computer programming<br />

became mainstream, I have often envied<br />

software developers for their ability to create<br />

entire new worlds from mere lines of code,<br />

which is why we need to call-out over-zealous<br />

marketing teams who re-label configuration tools<br />

in legacy products as ‘no-code’. Technically,<br />

yes - but their scope is limited to configuring<br />

options in a product that was always designed<br />

to straight-jacket the user. I prefer to use nocode<br />

to describe the emergence of cloud-based<br />

software that has been specifically designed to<br />

enable anyone to genuinely create and launch<br />

new products or solutions from scratch without<br />

bounds.<br />

BPMN2.0), software developers can create<br />

cleaner, more manageable cost at lower cost,<br />

enabling a scarce resource to focus on where they<br />

can add most business value.<br />

I like the trickle-down effect of no-code, with its<br />

potential to make the most difference to insurance<br />

products and services when it ‘democratises’<br />

design and development throughout a business,<br />

empowering those with insight and experience to<br />

solve problems or seize opportunities in an agile<br />

manner without being dependent on someone<br />

else’s resource plan, roadmap or budget. Or the<br />

way in which no-code can break down traditional<br />

barriers between business and IT teams to<br />

promote fun and engaging co-creation, creating<br />

an open conversation on how best to optimise the<br />

mix of no-code, low-code and code. Isn’t it about<br />

time we embraced the idea of seeing ourselves<br />

as creators first and foremost, embracing<br />

the courage to go beyond our preconceived<br />

boundaries?<br />

Think Mendix for creating your own mobile<br />

app; Camunda for modelling a business process<br />

that will run like clockwork in the real-world, or<br />

Optalitix for converting your spreadsheet (e.g.<br />

pricing model or set of fraud rules) into an API.<br />

How about a no-code automation platform like<br />

Claim Technology to glue all three, even curating<br />

your idea further by adding in another no-code<br />

Insurtech API or two?<br />

Too many old-school IT heads seem cock-asnook<br />

about no-code, often those that also<br />

suffer from the well-known ‘Not Invented Here’<br />

syndrome! But surely no-code is akin to using<br />

walkways in airports? You don’t have to use<br />

them - but if you do, you’ll get to your end point<br />

quicker with far less effort. By abstracting out<br />

features that don’t require coding by hand,<br />

or which - in the case of business logic - are<br />

more wisely abstracted out of the application<br />

code layer and into a business logic layer (like<br />

Michael Lewis,<br />

CEO, Claim Technology<br />



Tim Hardcastle,<br />

CEO and Co-Founder at Instanda<br />

Quickfire<br />

Questions<br />

with Tim Hardcastle<br />

QIn your opinion, what are the<br />

benefits of no-code software in<br />

relation to insurance products<br />

and services?<br />

AToday’s insurance companies,<br />

brokers, MGAs and underwriters<br />

are searching for new ways to<br />

become more efficient on a vast scale,<br />

bringing new products to market that<br />

seek to disrupt. Yesterday’s enterprisesolutions<br />

are startlingly slow and lack<br />

the pace needed to respond to evolving<br />

market demands.<br />

No-code software has emerged in<br />

their place, empowering insurance<br />

companies with the opportunity to<br />

innovate at scale, rapidly changing and<br />

enhancing the ways in which products<br />

are delivered to their customers.<br />

As the CEO & Co-Founder of<br />

INSTANDA and former insurance CIO,<br />

I’ve seen the control that inflexible<br />

systems have on organisational<br />

flexibility up close. Therefore, it’s<br />

no surprise that there is increased<br />

demand for modern, cloud based,<br />

flexible technology – namely no-code<br />

technology.<br />

Whilst the narrative around low code is<br />

still noisy, there is dawning realisation<br />

that low code is nowhere near as<br />

inexpensive and simple as it looks<br />

at first glance. Given the reliance on<br />

coding and the building up of standard<br />

insurance functions, it is also growing<br />

and opening more opportunities for true<br />

no-code adoption. We’ve had several<br />

companies turn back to the INSTANDA<br />

platform after regretting their initial<br />

choice of a low code tool, as you still<br />

need developer skills and many of these<br />

solutions are tools, not platforms with<br />

no boundaries or domain specificity.<br />

QWhat development<br />

opportunities and collaborations<br />

lie in store for you in 2023/the<br />

New Year?<br />

A2022 has been a significant year<br />

for INSTANDA. We raised $45mn<br />

in our latest funding round over<br />

the summer, despite tough economic<br />

conditions and a significant drop in<br />

global investment in the insurance<br />

technology sector.<br />

2023 is going to be another high<br />

growth year for us as we look to form<br />

more ambitious plans with each and<br />

every one of our clients, and selectively<br />

partner with new, very ambitious<br />

ones! We have an aggressive product<br />

roadmap and development plan which<br />

will deepen our strategic alignment to<br />

our client’s needs. Over the coming<br />

months, we plan on launching complex<br />

claims and improve our group insurance<br />

for life and health offering.<br />




Providing new and innovative ways to remove cost, claims<br />

leakage and delay from the claims life cycle.<br />

Innovation Integrity Partnership Expertise<br />

Excellence<br />

Contact us for more information by emailing us at marketing1@fmg.co.uk or call us<br />

on 0344 243 8888

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