Modern Insurance Magazine Issue 61

ISSUE
61
ISSN 2515-3803
Europcar:
Establishing Duty
for Credit Hire
Driving
Change
at Direct Line Group
In Social Mobility,
honesty is the
best policy…
with Toni Kent
Progressing
Together
with Hannah Gurga
INSUR.TECH.
TALK
Insurtech Insights
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WELCOME
Hello readers,
Welcome to Issue 61 of Modern Insurance Magazine, where we’re
talking all about Social Mobility within the insurance industry.
Our drive for Diversity, Equity and Inclusion (DE&I) has certainly taken centre stage
in recent years, and rightly so. It’s humbling to see so many people engaged with
these initiatives and putting DE&I at the centre focus of their agenda.
In this issue however, we’re looking into our industry’s strategies to improve Social
Mobility in particular. What is Social Mobility, and could it be construed as an
overlooked aspect of our collective fight for DE&I, despite an industrywide skills
shortage and an uphill fight for talent?
Amelia Barlow, Editor
The Organisation for Economic Co-operation and Development (OECD) defines
Social Mobility as ‘a change in a person’s socio-economic situation, either in
relation to their parents (inter-generational mobility), or throughout their lifetime
(intra-generational mobility)’. Issue 61 highlights what we’re doing to successfully
address Social Mobility issues across the wider sector, balanced with a deep dive
into what we can all do better to address the varied socio-economic backgrounds
and circumstances of our staff and industry colleagues.
To lay the groundwork for what’s to follow, I’m delighted to introduce you to Toni
Kent - Speaker, Compere, Stand Up Comedian, Podcaster, and Writer – who has
joined us on p.8 to write about her own experience of Social Mobility, and what the
industry can to do take action. Emma Best, Product Manager at Direct Line Group,
also joins us on p.14 to offer her enlightened experience of co-leading Direct Line
Group’s Social Mobility Employee Network, ‘SoMo’.
As ever, there’s a vast selection of thought leadership contributions from our inhouse
editorial board of experts, starting with Carpenters Group on p.17. You’ll
also find several articles from our collective of esteemed industry associations from
p.29.
Finally, an issue of Modern Insurance Magazine wouldn’t be complete without our
valued INSUR.TECH.TALK section (in partnership with Insurtech Insights), bringing
you the very latest updates from the world of insurtech through a series of highly
relevant interviews around the subject of Social Mobility in insurance.
Rachael Pearson, Project Manager
This is a topic that sits extremely close to my heart, and I’m truly honoured to be
able to use our platform to raise awareness of Social Mobility issues in our sector -
all whilst celebrating success and innovation through the initiatives that have been
put in place to create equal opportunities for everyone, regardless of what your
parents did or where you come from.
Until next time,
Amelia Day Barlow,
Editor,
Modern Insurance Magazine.
amelia@charltongrant.co.uk
ISSUE 61
ISSN 2515-3803
Editor
Amelia Barlow
Project Manager & Events Sales
Rachael Pearson
Modern Insurance Magazine
is published by Charlton Grant Ltd ©2023
All material is copyrighted both written and illustrated. Reproduction in part or whole is strictly
forbidden without the written permission of the publisher. All images and information is collated
from extensive research and along with advertisements is published in good faith. Although the
author and publisher have made every effort to ensure that the information in this publication
was correct at press time, the author and publisher do not assume and hereby disclaim any
liability to any party for any loss, damage, or disruption caused by errors or omissions, whether
such errors or omissions result from negligence, accident, or any other cause.
MODERN INSURANCE | 3

8
Contents
12 14
47
56
43
4 | MODERN INSURANCE

8
12
14
17
29
38
43
45
47
49
Insight
In Social Mobility, honesty is the
best policy… by Toni Kent, Speaker,
Compere, Stand Up Comedian,
Podcaster, and Writer
Interview
Progressing Together with Hannah
Gurga, Director General, Association
of British Insurers (ABI)
Driving Change at Direct Line Group,
by Emma Best, Product Manager,
Direct Line Group (DLG)
Editorial Board
Find out what our editorial board
panel of experts have to say in
this edition of Modern Insurance
Magazine
Associations
Assemble
Modern Insurance’s panel of resident
associations outline the burning
issues in insurance
Features
Introducing Repair as a Service, by
Lorna Turner, Director of Business
Development, Activate Group
Just a Thought with Eddie
Longworth…
Genuine Customer Centricity
is a Sham
I Love Claims / ARC 360
Addressing the Skills Gap through
Social Mobility
Establishing Duty for Credit Hire,
with James Roberts, Business
Development Director, Europcar
Thinking Upside Down: The Fabric
of Claim Technology, Michael Lewis,
CEO, Claim Technology
51
53
Where is the business case
for improving Social Mobility?
Armoghan Mohammed, Regional
Chair for the North, PwC United
Kingdom
10 Mins with...
10 minutes with...Manjit Rana, General
Manager, UK, EMEA and APAC,
Clearspeed
Insur.Tech.Talk
Interviews
56 Welcome
Megan Kuczynski, President,
Insurtech Insights
57
58
Palomar Insurance
Angela Grant, Chief Legal Officer,
Palomar Insurance
Stella Insurance
Sam White, Founder & Global CEO,
Stella Insurance
60 goZeal
Sanghamithra Penesetti, Founder &
CEO, goZeal
62
64
65
Code First Girls
Anna Brailsford, CEO & Co-Founder,
Code First Girls
LATAM Insurtech Accelerator
Hilario Intriago, President, Boxx
Insurance and Founder Chairman,
LATAM Insurtech Accelerator
Insur.Tech.Talk
Editorial Board
Experts from within the Insurtech
sector and beyond join us once more
to share their unique insights!
INSUR.TECH.TALK BOARD
Disclaimer: Our publications contain advertising material submitted by third parties. Each individual advertiser is solely responsible for the content of its advertising
material. We accept no responsibility for the content of advertising material, including, without limitation, any error, omission or inaccuracy therein. We do not endorse,
and are not responsible or liable for, any advertising or products in such advertising, nor for any any damage, loss or offence caused or alleged to be caused by, or in
connection with, the use of or reliance on any such advertising or products in such advertising.
MODERN INSURANCE | 5

Editorial Board
17
SOCIAL MOBILITY:
THRIVING IN THE
WORKPLACE
Sarah Pickerill, Head of People,
Carpenters Group
VIZION PRIORITISES
ENGINEER LEARNING
AND DEVELOPMENT
Chris McKie, Managing Director,
Vizion Network Limited
19 TRANSFORMATIONAL
DETECTION SYSTEMS
IN THE FIGHT AGAINST
FRAUD
Martyn Mathews, VP, personal and
commercial lines, UK and Ireland,
LexisNexis Risk Solutions, Insurance
OPPORTUNITIES FOR
GROWTH AT NATIONAL
WINDSCREENS
Simon Hunt, Commercial & Services
Director, National Windscreens
21
23
A NETWORKED
APPROACH TO
CONTROLLING
CLAIMS INFLATION
Lisa Bartlett, President, UK &
Ireland, Crawford & Co.
WHAT’S SHAPING
CLAIMS AND REPAIRS
IN 2023?
Tom Rumboll, UK Managing
Director for IAA, and CEO of
SYNETIQ
INSPIRING YOUNG
MINDS AT BASF
Henry Mackley, Commercial Sales
Graduate, BASF Automotive
Refinish UK & Ireland
COLLABORATION:
STRENGTHENING
THE E2E NATIONAL
NETWORK
Jim Loughran, CEO, e2e Total
Loss Vehicle Management
Editorial Board Contributors
6 | MODERN INSURANCE

EUROPCAR
NEW BRAND BLOCK
Color gradient background
File: 20151645E
Date: 7/10/2015
AC/DC validation :
Client validation :
Insur.tech. talk and
Editorial Board
25 SUPPORTING
CUSTOMERS:
THE NEW CONSUMER
DUTY
Linda O’Neill, Legal Director,
Activate Group
CROSS SECTOR
COLLABORATION AT
PARACODE
Will Prest, Product Manager,
ParaCode
27 OPERATIONAL
STABILITY THROUGH
NETWORK EXPANSION
Andrew Chandler, Sales Director,
FMG
COLLABORATION IS
KEY
Lesley Jackson, Chief
Commercial Officer, EDAM
Group
66
67
68
69
70
31
71
72
73
Welcome - Bradley Collins, Chief
Commercial Officer, Insurtech
Insights
AXA Retail - Tara Foley, CEO of AXA
Retail
Munich Re - Dr. Fabian Winter, Group
Chief Data Officer at Munich Re
EIS - Anthony Grosso, CMO of EIS
ABI
Zego A Catalyst - Sten Saar, for Change CEO of Zego
Liisa Antola, DEI Policy Adviser,
Association of British Insurers (ABI)
Aon - Marguerite Soeteman-Reijnen,
Chairman FOIL Executive Board, Aon
Holdings Tearing down the Paper Ceiling: A
Challenge for the Insurance Sector
Fleur Rochester, Bushra Jalil and
Arma Muhammad Karma - Merali, Ben Smyth, London CEO, Forum of
Arma Insurance Karma Lawyers (FOIL) and Kennedys
Revolut - Balázs Gáti, Global Head of
Insurance,
Insurance
Revolut
and the Cost-of-Living Crisis
Alastair Blundell, Head of General
BIMA Insurance, - Mathilda British Strom, Insurance Co-Founder Brokers’
& Deputy Association CEO, (BIBA) BIMA
33 BIBA
MGAA
WTW - Pardeep Bassi, Global
Proposition Industry-wide Leader action – Data needed Science, on claims
WTW processes
Mike Keating, CEO, Managing General
Agents’ Association (MGAA)
Insur.Tech.Talk
Editorial Board
35 MASS
Good Corporate Governance
Sue Brown, Chair, Motor Accident
Experts Solicitors from Society within the (MASS) Insurtech
75 sector and beyond share their unique
insights. CHOIn this issue, we look at
balancing Steady Progress automation with with Social customer Mobility
satisfaction, Anthony Hughes, the concept Chair of and ‘digital CEO, Credit
transformation’,
Hire Organisation
and how
(CHO)
new signals
point to technology as a solution to
address economic concerns.
37 APIL
Championing Diversity at APIL
Mike Benner, Chief Executive,
INSUR.TECH.TALK Association BOARD of Personal Injury Lawyers
(APIL)
41
NBRA
Unlocking Opportunities in the Accident
Repair Sector
Thomas Hudd, National Technical
Manager, Nationwide Bodyshop Repair
Association (NBRA)
CII
An Equal Footing in Insurance
Dr Matthew Connell, Director, Policy
and Public Affairs, Chartered Insurance
Institute (CII)
MODERN INSURANCE | 7

INSIGHT
In social
mobility,
honesty
is the best
policy…
‘Tell him I’m not in!’
That’s my mum, telling the seven-year-old
version of me to pretend she was not home
when the Pearl Assurance man came knocking.
In common with lots of people born in the
late ‘70s, door-to-door financial services
(and ignoring their representatives when
they called) was par for the course. And, for
countless other families like mine on the
council estate that I lived on, ignoring the
phone, gas, and electricity bills until you
received a final demand was the first rule
of household budgeting.
8 | MODERN INSURANCE

INSIGHT
My Dad passed away when I was a teenager,
my Mum had multiple health problems, and
we were known to social services. However,
having a childhood characterised by scarcity
of income and a wealth of challenges did give
me two things; a burning desire to get out, and
an unending curiosity around what it takes to
break free of a cycle that can trap so many.
Fast forward to today, and I have jewellery
listed as individual items on the household
policy and the privilege of being asked by the
likes of Direct Line Group and NIG to speak at
their conferences. How does this happen to a
council estate kid who set fire to their formative
years?
What is ‘Social Mobility’?
Ultimately, Social Mobility is an individual’s
ability to change their socio-economic status
relative to that of their parents, or within their
own lifetime. Despite many of us believing
that the UK is a meritocracy, it has one of the
worst Social Mobility rates in the developed
world 1 . So, those like me who do achieve Social
Mobility do so despite (and not because of) the
household into which they were born. Those
who dare to jump when they have no safety net
need welcoming hands, not judgement because
they’ve done it in the ‘wrong’ colour shoes.
A Social Mobility Story
Fortunately for me, I was not only incredibly
motivated to improve my lot in life, I was born
first. Of six siblings, I am the only one to have
completed the Social Mobility Triumvirate of
greater financial, social and cultural capital than
my parents. Had I been the middle child, or
the youngest, the story would have been very
different. With a corporate career, mortgage,
three cars on the driveway and two lovely gun
dogs, I am an outlier. It was in realising this that
I decided to dedicate the second act of my
career to speaking about why Social Mobility
matters in the context of corporate culture.
Soft-skills and Hard Truths
Going from my first job in a greengrocers to
the pinnacle of a decade at Microsoft was no
walk in the park. It took all of my working-class
wiles to convince people to hire me. I honed
my ‘gift of the gab’ while selling bananas
to bodybuilders, and this meant that I was
perfectly placed for a career in sales. What I
didn’t have were some of the more nuanced
skills that come from having parents with
professional occupations.
Moving into the corporate sphere gave
access to training that was priceless to me.
Negotiation, persuasion, teamwork, emotional
intelligence and money management were
all on the table, and I eagerly took every
opportunity that came my way. When you go
from sharing a bedroom to owning shares, it is
a culture shock – especially when you can’t go
to your own family for relevant advice.
A one-way cultural exchange?
As I gained the skills needed to operate in this
new world, I was shedding – even disguising
– parts of who I was. I learned the names of
ski resorts and sailing clubs, where to get
the best diamonds from, and that people are
talking about their house(s) when they refer
to ‘property’. I bought dresses from Hobbs
and developed a nice line in conversation
about the virtues of Granite vs. Corian work
surfaces. This was juxtaposed with visits to see
relatives in prison and engaging in diplomatic
correspondence between my mother and social
services. Social workers told me I ‘sounded like
a professional’, my family told me I ‘talk like
a teacher’. Senior leaders said I ‘didn’t have
enough gravitas’ and ‘needed more polish’.
When someone is torn between where they’re
from and where they find themselves, it’s
referred to as code-switching. I characterise
it as a one-way cultural exchange. Whilst I
was busy building up my frame of reference
to include paired wines on tasting menus and
the correct way to pronounce ‘Glyndebourne’,
no-one really wanted to know the protocol
for family visits at HMP Winchester or how to
decipher the acronyms from a Person-Centred
Planning (PCP) review.
Mitigating Against Risk
So, what can businesses do to help people
from lower socio-economic backgrounds feel
welcome within their organisation, and safe
to share their experiences? And what is the
business value in investing time and money in
Social Mobility initiatives, anyway?
Based on my work with organisations who are
leading the Social Mobility charge, here’s some
tips on what you can do today, and what you
can plan for in the months and years ahead.
Seize the business opportunity
Read McKinsey’s excellent piece on the
business value of socio-economic diversity 2 . It
states how improved socio-economic diversity
within an organisation leads to:
l Increased overall productivity
l Commercial advantage
l Improved employee and customer
satisfaction
l More effective decision making
“Moving into the
corporate sphere gave
access to training that was
priceless to me. Negotiation,
persuasion, teamwork,
emotional intelligence and
money management were all
on the table, and I eagerly
took every opportunity that
came my way”
MODERN INSURANCE | 9

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INSIGHT
Follow best practice
The Social Mobility Commission’s Cross-Industry
Toolkit 3 provides a clear and proven framework
for you to:
l Capture baseline data
l Encourage employee buy-in
l Plan for progression
l Measure the effectiveness of apprenticeships
and training
It is also worth reading the Social Mobility
Awards (SOMOs) Winners’ Case Study Reports 4
for detailed insights on how you can create
change without reinventing the wheel.
Level your entry-level!
By their very nature, graduate recruitment
programmes exclude prospective talent from
any organisation. You don’t need a degree
to be digitally-savvy, entrepreneurial, smart,
communicative and tenacious – something that
we see reflected in the fact that organisations
such as IBM, Google, Kellogg’s and PwC have
removed the requirement for a degree entirely
from their recruitment process. Adopting
skills-based recruitment practices not only
lowers costs, it increases the diversity of your
workforce 5 .
Make Social Mobility part of
your DEI strategy
Coming from a lower socio-economic
background compounds other diversity
characteristics such as race, sexuality and
gender 6 . It will benefit your business to:
l Make a senior leader accountable for your
Social Mobility efforts
l Discuss Social Mobility alongside more
established diversity conversations
l Create internal events and opportunities for
people to share their stories
l Engage externally with schools, colleges and
communities that are outside of your ‘usual’
talent pools
To find out more on how to do this, read the
Social Mobility Commission’s Employer’s Guide 7 .
“Those who dare to jump
when they have no safety
net need welcoming hands,
not judgement because
they’ve done it in the
‘wrong’ colour shoes”
Mutually Beneficial
As I write this, I can see my daughter’s
car on the driveway. It’s a car on which we
are all insured (and in which we try not to
have a panic attack every time we take her
out for a lesson). As the child of a socially
mobile mother, she has been spared the
struggles of my childhood and is proof of the
intergenerational benefits of Social Mobility.
But this wasn’t down to government policy
or solely my ‘grit and determination’. It was
because some enlightened employers decided
to take a chance on someone who was outside
of their usual employee profile.
The risk paid off for them….and for me too.
But what about you?
Toni Kent,
Speaker, Compere, Stand Up Comedian,
Podcaster, and Writer.
1 https://www2.deloitte.com/uk/en/pages/about-deloitte-uk/articles/social-mobility.html
2 https://www.mckinsey.com/industries/public-sector/our-insights/fixing-the-ladder-how-uk-businesses-benefit-from-better-social-mobility
3 https://socialmobilityworks.org/toolkit/measurement/
4 https://www.somo.uk/wp-content/uploads/2023/03/UK-Social-Mobility-Awards-2022-Winners-Case-Studies-Report.pdf
5 https://techround.co.uk/business/the-benefits-of-removing-degree-requirements-from-job-adverts/
6 https://www.cityoflondon.gov.uk/assets/Business/breaking-the-class-barrier-december-2022.pdf
7 https://socialmobilityworks.org/wp-content/uploads/2022/09/SMC-Building-Blocks-Toolkit-September-2022.pdf
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MODERN INSURANCE | 11

INTERVIEWS
Progressing
Together
Hannah, research has demonstrated that Social
Mobility is just one layer of inequality affecting
Q today’s insurance industry. From your experience
leading the ABI, to what extent have you encountered a
perception that career progression is not always directly
related to job performance across the sector?
A
Progression should always be linked to how well
someone performs in their role and the skills they
bring to the table. Unfortunately, we can’t say
that’s always what is happening. Research shows that
employees from lower socio-economic backgrounds
take 25% longer to progress in financial services, despite
no evidence of poorer performance. Opaque processes
around promotion, work allocation and senior level
sponsorship have all been identified as issues.
All too often, this results in career progression being
based on someone’s family and academic connections or
shared social experiences, at the expense of productivity,
creativity and innovation.
We’re committed to changing this. Our DEI Blueprint
encourages a stronger focus on socio-economic status,
particularly around efforts to attract people from diverse
backgrounds into the sector and support them as they
grow within the industry.
Data is the glue that pins this all together. We’re working
with our members to develop a consistent set of metrics
on Social Mobility, so gaps can be identified alongside
barriers and sticking points within these organisations.
From this, organisations within the insurance industry can
focus their efforts accordingly.
The ABI has been working very closely with the
Social Mobility taskforce, alongside a number of
Q other relevant bodies. The resulting data is really
eye-opening.
As a result of collaborating with such networks, what
have been your key takeaways so far?
A
with Hannah Gurga
The Association of British Insurers (ABI) is driving change across the UK financial services sector through their
commitment to improving socio-economic diversity. Modern Insurance Magazine sat with Hannah Gurga,
Director General, to discuss the reality of Social Mobility in the insurance industry, the steps that are being
taken to address it, and the importance of healthy and inclusive cultures.
We’re proud to have partnered with several
initiatives which are making significant progress
throughout the sector. The City of London’s
Socio-Economic Diversity Taskforce was instrumental
in embedding efforts to strengthen inclusion. The ABI
participated in the Taskforce, which ran for two-years and
aimed to boost socio-economic diversity at senior levels
in UK financial services, laying the foundations for an
industry where high performance is valued over ‘fit’ and
‘polish’.
The partnership was invaluable in terms of building a
more complete understanding of what the social makeup
of our industry looks like, as well as identifying steps
to improve it. The Bridge Group research (which the
Taskforce commissioned) was indeed incredibly eyeopening.
In 2020, nine out of ten senior roles in financial
services were held by people from higher socio-economic
backgrounds. This isn’t representative of the society our
sector serves, where only one third of the UK working
population is from a higher socio-economic background.
It also exposed the stark lack of industry data on socioeconomic
background. That’s why we support the
Taskforce’s recommendation, stating that all employers
in UK financial services should collect such data on their
staff by 2025. We also support its call for 50% of senior
leaders to come from a working class or intermediate
background by 2030.
The Taskforce really reinforced the importance of
improving our understanding around the nuances of
how socio-economic background intersects with other
diversity characteristics. Collecting and publishing
appropriate industry data, as well as setting up socioeconomic
diversity networks, is essential to achieve this.
Progress Together was borne out of the Taskforce,
and it is now the first membership body to focus on
progression, retention and Social Mobility. It has also
accelerated efforts to drive socio-economic diversity at
senior levels across UK financial services. We’ve partnered
with Progress Together to help achieve a more diverse
financial services sector through collaboration and
sharing best practice - and we encourage our members to
do the same.
We also do all we can to help promote their work. For
example, Progress Together’s CEO, Sophie Hulm, took
12 | MODERN INSURANCE

“More data, more
apprenticeships, and
more action!”
part in a panel session at our Annual Conference earlier
this year. Sophie and other panellists had a fascinating
discussion around how we can deliver our Blueprint
ambition and make our sector diverse, equitable and
inclusive for everyone.
The Social Mobility Foundation’s ‘Social Mobility
Employer Index’ also helps to champion diversity in
insurance. The Foundation’s bespoke feedback breaks
down how socio-economically diverse an organisation
is when they join the index, and benchmarks it against
others. We’ve found this incredibly useful to help inform
the ABI’s own DEI strategy.
Q
A
How is the ABI driving change, particularly at
C-Suite level, to address concerns around Social
Mobility within the boardroom?
Any truly impactful change must be driven from
the top. Healthy and inclusive cultures need to
be fostered by industry leaders and nurtured
continuously if they’re going to be genuinely rooted
within an organisation.
At the ABI, I strive to lead by example. Supporting more
people from lower socio-economic backgrounds to
join our industry, and breaking down the barriers that
can get in their way, is something I am truly passionate
about. We’ve worked with the 10,000 Interns Foundation,
Ambitious about Autism, The Social Mobility Foundation,
and I also have a voice to provide summer placement
opportunities at the ABI. This year, a group of nine interns
have joined us to work across a range of teams for two
to six weeks, and I hope they will find the experience
valuable.
Drawing upon my own experiences, I have endured both
good and hard times throughout my life. I can recognise
how fortunate I have been with the opportunities I’ve
had - through education but also serendipity. I loved to
learn, which gave me the will and drive to get myself to
university. I was encouraged to persevere through some
of life’s challenges, and without that support, I wouldn’t
be where I am today in an industry that I am just so proud
to represent.
That’s why creating opportunities through
apprenticeships, as well as getting out into schools
and communities, is such a core part of the ABI’s DEI
Blueprint. We have to make sure that the possibility of a
career in insurance and long-term savings is visible and
open to everyone, everywhere. It’s why we’ve pledged to
double the number of apprenticeships across the sector
from 1,200 to 2,500 by 2025, and we continue to work
hard with our members to meet this goal.
When it comes to driving socio-economic diversity in the
boardroom, our ambition is to monitor and publish data
on the socio-economic diversity of Boards across our
sector. We encourage our members to do the same.
Q
A
In your opinion, why has progress around Social
Mobility been slow in the financial services sector
to date?
I think the steady pace of progress on socioeconomic
inequality isn’t an issue that’s specific
to our sector. There’s work to be done across
society and having adequate data will be key to
driving this.
In financial services, we have consistent data collections
on sex, race, and disability, but we’re falling short when
it comes to socio-economic status. Last year, 29% of
companies that participated in our DEI data collection
captured some form of data on Social Mobility, and
a further 20% planned to. I hope to see this improve
in 2023. Through our Blueprint, we’re working with
members to develop a consistent set of metrics that
supports the collation of necessary information. We’re
also developing guidance to help employees feel more
comfortable when it comes to sharing their data.
The need for more data has been echoed by the
Socio-Economic Diversity Taskforce, which called for all
employers in UK financial and professional services to
collect data on the socio-economic background of their
employees by 2025. This change may well be coming.
We’re expecting the FCA’s highly anticipated draft rules
on improving diversity and inclusion across the financial
services sector to focus on gathering and using data.
This being said, change takes time. There isn’t a one-sizefits-all
approach to improving diversity - every insurer
and every company is going to be different. However,
understanding the problem is the first step towards
solving it. Once employers have the data, they can
analyse it, identify the gaps or barriers within their own
organisation, and act accordingly.
Q
In reality, is greater priority given to other areas
of the D&I agenda? If so, is there a need for a
greater awareness of Social Mobility issues? Or
is there awareness without an understanding of how to
actually implement real change?
A
There are layers to equality, and all aspects need
to be acknowledged and given attention. But it
isn’t a zero-sum game.
Everyone has at least one of the nine protected
characteristics which can then overlap with each other.
Socio-economic status can overlap with any one of those
nine. This creates a ‘double’ or even ‘triple whammy’
for some groups, exacerbating the discrimination or
inequality they might face. Efforts to tackle inequality
can’t be looked at in isolation. While each company may
have areas where they’re stronger or weaker, addressing
DEI needs to be part of one core strategy. Listening to
employees’ real-life experiences should help to shape
their policies.
Workforces shift continuously, so strategies and plans
need to be regularly reviewed to guarantee that the right
areas are still being targeted. But when efforts are all
underpinned by the same purpose and ambition, they
will be more effective in the long-term.
Q
INTERVIEWS
Finally, what would you most like to see happen
in the Social Mobility space in the coming years,
and what steps can we begin to take today to
make this a reality?
More data, more apprenticeships, and more
action!
A
If I had a wish list for the future, I’d like to see established
and consistent data collections on socio-economic
status across the industry, with transparent reporting and
action plans in place to address any gaps. I’d also want
to see that the industry has met its pledge to double
the number of apprenticeships across the sector from
1,200 to 2,500 by 2025. Overall, I really want to see our
conversations and recommendations turned into real
action.
The ABI Diversity, Equity and Inclusion Summit 2023
is taking place on 10th October. This will be our third
DEI Summit and marks a year since we launched our
groundbreaking DEI Blueprint. This year’s theme is ‘From
ambition to action’ and places for the hybrid event are
still available. To find out more visit:
https://www.abi.org.uk/events/2023/10/dei-summit/
Hannah Gurga,
Director General, The Association of British Insurers (ABI)
MODERN INSURANCE | 13

INTERVIEWS
riving
Emma Best is a Product
Manager at Direct Line Group,
and co-lead of their Social
Mobility strand, ‘SoMo’.
Modern Insurance Magazine
sat with Emma to discuss the
meaning of Social Mobility in
the financial services sector,
the secrets to success behind
an employee network of this
kind, and the steps we can
all take to prioritise Social
Mobility for the insurance
industry of the future.
QHi Emma! Let’s start by touching
upon your own journey into the
insurance sector, and how you
came to be where you are today?
AI had what I would describe as an
average working-class upbringing.
Both my parents worked to provide
for us, and my brother and I were the first
in our family to study at university. I was
accepted onto a course that allowed me
to study for a year in Germany, funded
by the Erasmus programme. Going to
university broadened my horizons beyond
my wildest expectations.​
A year after graduation, I’d applied for
countless jobs and had a handful of
interviews, living with my parents whilst
working part time. I’d been brought up to
believe that ‘graft’ was a respected trait in
recruitment, but I didn’t feel that the hard
work was getting me anywhere! ​
My career in insurance started through a
graduate programme. It was incredible
to get a place on the programme, as the
opportunity only comes around once
a year and it’s very competitive. This is
where I found my skillset in Change and
Product Management.
On reflection, I can see so many barriers
into the workplace that I’d prefer weren’t
there for people with my background. It’s
not easy to knock on doors in the industry
if you don’t know where the opportunities
are.
QYou are the co-lead of Direct Line
Group’s Social Mobility Network,
more commonly known as ‘SoMo’.
Can you tell us more about this platform
and what it aims to achieve - not just
within Direct Line Group, but within the
scope of the wider industry too?
AOur mission as a Social Mobility
strand is to advocate for inclusion,
creating an engaged community
where we focus on the promotion of Social
Mobility within the business.
Our primary aim is to provide a thriving
community where everybody can reach
their full potential. ‘SoMo’ is made up of
colleagues from around the business,
and together we help to encourage
more open conversations around Social
Mobility whilst establishing role models
that can inspire and support others
from similar backgrounds. Members are
actively engaged in driving the Group’s
outreach activities, running insight events
and volunteering their time to mentoring
programmes.
Through DLG’s Community Fund, we also
support ‘Making the Leap’ - a grassroots
societal change charity whose aim is to
transform the futures of disadvantaged
young people through the provision of
training, raising aspirations and developing
skills, confidence and a positive outlook
through the process of choosing and
succeeding in a career.
QSo, how do the Direct Line Group
Values factor into this work?
AWe have four values: ‘Win together’,
‘Be yourself’, ‘Own it’, and ‘Speak
up’.
Our values shape the culture at DLG and
represent the best of our people, guiding
the way we work together to perform as
a business and deliver for our customers.
‘Be Yourself’ is particularly important in
relation to Social Mobility, and it’s great
that DLG has chosen to feature this as one
of our newly launched values.
QTell me more about the challenges
you’ve faced in the process of
establishing something like ‘SoMo’
within the corporate finance sector. What
potential challenges might someone
expect who is trying to replicate a similar
initiative within their own business?
DLG have had employee networks
running for many years, but Social
A Mobility initially wasn’t an area that
was represented. Four years ago, a couple
of colleagues started the conversation
to get the Social Mobility strand up
and running, and that’s when I quickly
jumped on board. We’ve had a big reset
since 2021, looking at our leadership and
agreeing upon some clear objectives. We
started again from scratch, getting insight
from people at all levels as to what their
understanding of Social Mobility was.
Doing this was vital in order to build a
strong foundation for change.
As well as raising awareness of Social
Mobility, we also act as a support
network and connect to the HR team,
who help highlight issues and bring new
perspectives into the business. We work
closely across all of our strands, which
means that we can join up activities and
achieve more together – especially since
socio-economic background interlinks
with challenges across a whole range of
communities.
One of the challenges we are trying to
tackle now is a lack of data. When we first
established the ‘SoMo’ strand, our primary
focus was to open the conversation.
However, now we see that to get a good
understanding of where we are and where
we’re going, we really need to have good
data. DLG have now added a question on
background information that we routinely
collect from colleagues, and we continue
to look at ways to improve our data
collection strategies in this regard.
Q
How might these challenges
be prepared for - and most
importantly, overcome?
AWhile employee-led networks
should be inclusive and welcoming
to all employees, you need energetic
leads who have a personal connection to
the network, and who are passionate and
determined to drive change. Alongside
this, senior sponsorship is key in order to
elevate conversations and unblock issues.
At DLG, we have two executive sponsors
for the ‘SoMo’ strand which we find
invaluable when it comes to aligning our
goals and addressing any prospective
issues. Defining ways of working is also
important, because as the profile and
influence of the network grows, so too
will the workload. Having an engagement
structure in place, as well as some
formalised time and recognition for
network leads to fulfil their roles, will be
vital.
QHow can senior leadership teams
engage more with their employees
in the Social Mobility space, and
support those who are hoping to launch
their own awareness campaign or similar
Aemployee network?
At DLG, we bring our network leads
together once a month to stay
connected, review key activity, and
provide input into initiatives such as data
collection. It also gives our network leads
an opportunity to bring issues to the table
so they can be discussed and addressed.
We have an Executive Committee sponsor
who also joins each of these meetings – as
well as sponsors for each of the networks.
This is valuable to us, as it demonstrates
the importance of the work we are doing
and provides the network leaders with a
scope for what some of our challenges
may be within the business.
14 | MODERN INSURANCE

Change
at Direct Line Group
Q
It will undoubtedly take time to
eradicate issues around Social
Mobility in the financial services
sector, but research has implied that the
pace of change needs to move along at a
much quicker rate if we are to see lasting,
positive results. What are your thoughts
on this, based on your experience at DLG?
I think we’re seeing more
conversations around Social Mobility
A in financial services, which is great.
The industry is certainly starting to build
greater awareness and understanding.
However, like with many other sectors, we
need to move beyond the conversation and
further into action. That’s harder, because
it means rewiring the way things are done,
in society and in business alike. We know
that’s the case because despite years of
focus on gender, ethnicity and disability,
change is painfully slow.
The challenging conversations need to
turn to how you reimagine the status quo.
How you unlearn and relearn. How you
genuinely enable everyone to succeed and
be themselves.
Q
In your opinion, what steps need to
be taken now in order to maximise
opportunities for the workforce of
the future?
ACreating an inclusive culture relies
on understanding the complexity of
issues that prevent change.
To succeed in creating diverse and inclusive
workplaces, we need to recognise that
difference goes far beyond just protected
characteristics. Companies need to think
about how they recruit and assess people
in order to challenge preconceptions. At
Direct Line Group, hiring managers go
through recruitment training to guarantee
inclusive hiring practices. This includes
things such as using language analytics
tools on job adverts, and removing
unnecessary requirements around
qualifications or experience - both of which
can help widen the gate to attract more
talent.
DLG have also invested in education
and skills development, targeting
underserved communities where people
from disadvantaged backgrounds can
gain valuable exposure and experience in
the insurance sector. We’ve implemented
career development programmes
and mentorship initiatives that can
help individuals progress within the
organisation and take on leadership roles.
Our employee-led networks then help to
support and advocate for our employees
from diverse backgrounds, creating a sense
of belonging and inclusion.
As a sector, we should not lose sight of
the impact we can make as a collective. At
DLG, we understand that socio-economic
background is the bedrock of inclusivity.
By becoming advocates for Social Mobility,
we can use our scale and influence to drive
true change.
Emma Best,
Product Manager,
Direct Line Group (DLG)
INTERVIEWS
MODERN INSURANCE | 15

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EDITORIAL BOARD
Social Mobility:
Thriving in the Workplace
As a sector, we already do so much to ensure that
people from lower socio-economic backgrounds have
access to exciting and professional careers. Facing
a very real talent crisis also brings opportunity for
forward thinking employers to reevaluate their talent
attraction, retention and development strategies, to
make sure that underrepresented groups can really
thrive within the workplace.
Having the right culture and values, giving employees a voice, offering
true flexibility and optimising conditions for career progression
are key factors when it comes to supporting employees from all
backgrounds. Offering fair, competitive salaries and benefits is a given,
as is the availability of personal and professional support in a much
stronger way than historically expected.
An organisation’s external Employer Brand and internal Employer
Value Proposition (EVP) are both crucial to the attraction of
candidates - particularly those who may not have had access
to traditional employee attraction methods or insightful careers
guidance at school. At Carpenters Group, working with local schools
and community groups is something that we are continuing to
build on. We promote and highlight the benefits of having a diverse
perspective, alongside the formation of working environments where
people can flourish, regardless of background. Having visible, credible
and authentic role models is key at all levels, but particularly within the
Senior Leadership Team - all of whom champion Diversity, Equity and
Inclusion (DEI) within the workplace. This is vital when we consider
how to get our industry recognised as one where people can be
proud of bringing their whole self to work.
At Carpenters Group, DEI has always been high on our agenda. We
have a very active and incredibly engaged DEI team, which has
continued to expand and become increasingly representative of
our organisation. It is employee led, and its main purpose is to work
on creating a culture of respect, empathy, understanding, and an
awareness of difference.
Modern apprenticeships are a fantastic way to ensure that those from
diverse backgrounds have access to exciting and professional careers.
Carpenters Group have an excellent apprenticeship programme
across all areas of the business, with a dedicated apprenticeship lead
supporting their progression, development and success. Mentoring
(and reverse mentoring) are also excellent ways to support and
encourage development and progression. Getting to know the real
people behind their stories, mentoring them and learning from them
about what we can all do better is really important.
Our industry has a huge array of knowledge, not to mention
experience of being able to offer fantastic career opportunities. We
just need to work harder than ever to ensure that these exciting
opportunities are seen and believed by audiences who may have
struggled to understand or gain access to them in the past.
Sarah Pickerill,
Head of People, Carpenters Group
Vizion Prioritises Engineer
Learning and Development
Vizion recognises that our people are a critical
differentiating factor in our performance and
our success. We are investors in people, and
attracting great talent to the Vizion family
is key to our future. Encouraging personal
growth through individual development is
critically important to ensure our team keep
pace with customer requirements, as well as
current and future technologies.
Vizion continually invest in business growth and transformation.
The development of our engineers is a key part of our focus and
strategic priorities. Ensuring the best possible foundation to the
repair and authorisation process is critical to the customer journey,
our outcomes, and the elimination of risk. Safety and quality
management is part of the story, and ensuring our team is able to
work closely with repairers and clients in a trusting and respectful
way is essential to this process. Developing these skills to the
highest standards through correct training and certifications delivers
repeatable and predictable quality, accuracy, and consistency.
The integration of our training partners, Cornerstone and Bridge
Automotive, provides great resources and synergies, a training
ecosystem that our whole network can benefit from. As such, we
continue to move forward better, together.
This announcement follows the recent achievement of Vizion’s
engineering team being AQP qualified. The IMI VDA full route and
re-accreditation program will be undertaken over the coming months,
with the majority of the team already passing the qualification this
year.
Most insurer engineering teams have undertaken Cornerstone
training already, and with more than 350 repairers also qualified, we
have never been more joined up on what can and can’t be repaired.
Understanding this clearly, and also what is required to undertake
these tasks, has been one of the biggest success stories so far this
year. Cornerstone is a champion for sustainability and business
performance, delivering profitability and environmental benefits with
better thinking and processes.
Vizion is helping to reshape the future of automotive repair and
continues to be centred around innovation, sustainability, and
inclusivity. Development through training, and making it easier
for young people to enter our sector remains high on our agenda.
Ensuring we continue to support our clients, customers, and the
industry now and into the future is key. To put it simply… training and
standards are critical to the future of not just a successful business,
but also a stronger, more sustainable industry.
Chris McKie,
Managing Director, Vizion Network Limited
MODERN INSURANCE | 17

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EDITORIAL BOARD
Transformational Detection
Systems in the Fight Against Fraud
Any method of fraud detection needs to strike
the right balance between identifying fraud,
and delivering a streamlined, friction-free
quote or claim journey for the wider majority
of customers. Fortunately, the right data and
technology now exists to flag the signs of
fraud without impacting the experience of
the honest customer. In fact, the best fraud
detection solutions actually improve that
journey, as they allow fraud teams to prioritise
investigations with those customers who are
flagged as posing a risk.
For example, LexisNexis® Emailage® Rapid uses the customer’s
email address (and other personal information provided during
the application) to score their insurance application for the risk of
fraud. Ghost brokers will often supply their own email address for
documentation from an insurance provider. Therefore, it makes sense
to check the email address, and its digital footprint, as early in the
application process as possible.
Quote manipulation is another big problem in motor insurance. In
a recent UK study 1 , 48% of motor insurance buyers thought it was
completely (or somewhat) acceptable to deliberately misstate
information to obtain a lower quote. Responding to this issue,
LexisNexis® Quote Intelligence uses shopping behaviour data to help
flag whether information being used for a quote has been manipulated
to obtain a cheaper price, or for policy ‘fronting’.
Using solutions such as LexisNexis® Vehicle Insights, detail on the
vehicle itself - such as mileage, MOT, and any modifications - can
also be verified for protection against deliberate misstatements.
In addition, undisclosed claims can be uncovered with LexisNexis®
Precision Claims, a cutting-edge market-wide contributory claims
database that offers a cross-market view of home and motor claims
history for the first time, for both the person and the asset.
The more that can be done to stop fraud at the front door, the better.
That’s why many of our solutions have been developed for use
primarily at the point of application and quote. Clearly however, there
is a big opportunity to bring data enrichment into each and every
customer touchpoint to help fight fraud, not least at first notification
of loss (FNOL). LexisNexis Precision Claims and LexisNexis Vehicle
Insights are prime examples of data enrichment solutions that can
work with great effect at all stages of the customer journey.
Finally, insurance providers who have attained the ‘single customer
view’ will always be at an advantage in the battle against fraud. It’s
why we have been working hard to help insurance providers fully
leverage their own customer databases using our unique identifier,
LexID®, and proprietary linking technology to resolve, manage and
match information to create one consolidated view of the customer.
Martyn Mathews,
VP, personal and commercial lines, UK and Ireland,
LexisNexis Risk Solutions, Insurance
1 https://risk.lexisnexis.co.uk/about-us/press-room/press-release/20220511-quoteintelligence
Opportunities for Growth
at National Windscreens
Recognising the talent and ambition of our
team members is crucial for providing the
opportunity for growth. We have a wellestablished
pipeline for our employees to
progress within the business, and we are
proud of the fact that all 14 of our Regional
Operations Managers were promoted from
within - with the vast majority starting out as
National Windscreens technicians.
This growth is made possible by ensuring that intensive training is
provided to new starters, alongside mentoring from experienced
team members. Learning and development training cultivates
interpersonal skills, which supplements the technical training. This
generates confidence, creativity, and autonomy through transferable
skills that enhance the chances of success in both business and
personal lives.
We are absolutely committed to promoting equal opportunities in
employment. This is built upon a workplace culture in which diversity
and inclusion is valued, and where everyone is treated with dignity
and respect.
Our progress around implementing ESG strategies throughout
our operations has also moved from strength to strength this year,
despite the challenges of global instability. I am delighted to report
that in 2023, National Windscreens achieved carbon neutrality
according to ISO 14021:2017.
Whilst the supply chain has seen some disruption in recent years,
continued investment in storage and distribution infrastructure
- combined with increased stockholding - has afforded us the
platform to maintain a highly effective service for our customers and
policyholders.
Our inaugural sustainability report is a crucial part of our ambitious
plans. The report documents our progress and allows the business
to benchmark performance, enabling us to create a roadmap for
emissions reduction. This means utilising the insights and data
gathered, making improvements and being accountable according to
the Science Based Targets initiative (SBTi).
This data allows us to judge the environmental impact of the business
across Scopes 1, 2 and 3, including the entire journey of the glass.
Assessing the impact of Scope 3 is very rare in the industry, and is
inclusive of emissions from glass manufacturing and movement,
employee commuting, and policyholder travel to the fitting centre
network.
This transparency will allow National Windscreens to track progress
and develop reduction initiatives across procurement, transportation
and energy. As a business, we understand that sustainability is
an ongoing journey based on accountability, measurement, and
continuous improvement of our practices, and we are extremely
excited to see the results.
Simon Hunt,
Commercial & Services Director, National Windscreens
MODERN INSURANCE | 19

EDITORIAL BOARD
A Networked Approach to
Controlling Claims Inflation
Never before have we seen so many
independent factors combine to drive claims
inflation. In these unprecedented times,
Crawford’s focus on claims management
efficiency has never been more valuable to
our clients.
The economic environment - and the disruption stemming from
factors including COVID-19, Brexit and the war in Ukraine - have
created a string of knock-on effects that mean claims are not only
more expensive, but can also take longer to settle.
Property damage costs have surged, as hampered supply chains have
restricted available resources and led to a spike in the price of many
building materials. Sums insured are sometimes proving inadequate,
leading to disputes or difficult conversations between insurers and
their clients about reinstatements, policy limits and indemnity periods.
While there are some aspects of inflation beyond the insurance
industry’s control, we at Crawford see opportunities to control the cost
of the claims process through proactive management. Technology
lies at the core of our approach, managing all the services needed to
work towards efficient restoration and an unerring focus on ensuring
policyholders receive the optimal response to a loss.
Decisions we make on deploying the right adjusters and contractors
at the right times are critical to the duration and cost of the claims
cycle, and the customer experience. From the first notification of loss,
automation plays a valuable role in claims segmentation and resource
allocation. We use AI to achieve a rapid, network-wide response to
loss events, by supporting decision-making and connecting adjusters,
policyholders and necessary service providers.
Applying a laser focus to every aspect of the customer’s step-by-step
experience of a claim, we are constantly innovating to streamline and
accelerate the process. For example, we partner with insurtechs to
use 3D modelling and imaging to speed up property claims. Our new
livestock portal can also reduce the claims process from days to a
matter of minutes.
A key tool in combatting claims inflation is our managed repair
solution, Crawford Contractor Connection. It enables claims managers
or insurers to deploy resources quickly and efficiently, as needed, by
assigning contractors centrally from a pool of professionals, reducing
supply-chain risk.
Contractor Connection’s great value lies in building the right
partnerships for us to deliver to clients. All the contractors are vetted,
and the network enables them to connect directly and efficiently with
the policyholder. It’s a system that breeds trust.
The benefits of the managed network model are significant,
particularly in this inflationary environment. Work that might have
taken weeks to get done can now be complete in a few days. Dealing
with trusted partners results in greater consistency and reliability,
producing more accurate estimates, better timeline management
and fewer errors, revisions and return visits. It reduces expense and
accelerates restoration.
Claims spend during the restoration process is another area in which
proactive claims management can mitigate the effects of inflation.
Actions that can help to control costs include responding quickly to
estimates, which may be valid for only a few days in a volatile pricing
environment, enhancing scrutiny of the scope of work in estimates,
and using multiple suppliers and transport options when possible.
Innovation is a way of life at Crawford. The challenges of inflation
provide further motivation to us, as we continue to reimagine the
claims ecosystem for the benefit of our carrier clients and their
policyholders.
Lisa Bartlett,
President, UK & Ireland, Crawford & Co.
What’s Shaping Claims
and Repairs in 2023?
As an integrated salvage, dismantling and
vehicle recycling company that provides a
range of business solutions to our insurance
clients, we are heavily involved in the claims
process from start to finish. This gives us an
industry-wide overview of what is happening,
and offers the opportunity to respond in the
best way possible and continue our support of
the industry.
There are multiple factors shaping the claims and repairs landscape
at the moment – one major player being inflation. It’s all over the
news, we’re feeling it personally, and the UK business market is
certainly reeling from the effects as well. Current inflation is being
driven by energy, fuel and food costs, which is ultimately ramping up
prices across the board – including that of vehicle repairs.
The cost-of-living crisis is certainly making consumers think
differently, with many suppressing their spending and looking at costsaving
initiatives to keep afloat. It is no surprise to hear that repairers
are going through the same thought process, as their margins
continue to be squeezed thanks to increasing production costs. Our
sales of green parts show that the CO2 and cost savings achieved (up
to 75% off RRP) are an attractive addition to the claims and repair
ecosystem.
Sustainability is another hot topic for 2023, as the pressure continues
for insurance companies who are looking to partner with suppliers
that align to their own ESG strategies. This pressure is coming from all
angles, including the general public and the UK Government.
I’m proud to say that as the first green parts supplier in our industry
to provide recorded CO2 savings at a part level, we are helping to
support the decarbonisation of the claims supply chain.
As we head into the remaining half of 2023, we have the power to
change the landscape. However, we can only do this by working
together.
Tom Rumboll,
UK Managing Director for IAA, and CEO of SYNETIQ
MODERN INSURANCE | 21

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EDITORIAL BOARD
Inspiring Young Minds
at BASF
Just a few months into the Commercial
Sales Graduate scheme with BASF plc, I’m
excited to see first-hand how the company
is inspiring the next generation. I’ve been
impressed by the company’s commitment to
innovation and sustainability, the collaborative
work environment, and the diverse team
of professionals which create a culture of
continuous learning and development. There’s
plenty of opportunity to develop within this
industry, so inspiring new talent is vital to
ensuring its success.
BASF values diversity in people, opinions and experience as being
crucial to creativity and innovation. I have already been involved in
projects where bold ideas are embraced, and people from diverse
backgrounds are encouraged to look at challenges from different
perspectives. Working within the Coatings division, I enjoy having
the opportunity to witness what this means within the world of
Automotive Refinish, witnessing how BASF is playing its part to attract,
develop, and retain talented people. Examples I love are the R-M Best
Painter Contest and the global WorldSkills competition, both of which
are empowering the next generation of refinish painters and enhancing
their skills on the global stage.
As a leading chemical company, BASF aims to stimulate an interest
in science and foster curiosity, and this starts from a young age.
Across the globe, we engage in many projects – from nursery to
university level, especially near our company sites. BASF in the UK
is no exception. It has a long-standing commitment to support local
schools with Science, Technology, Engineering and Maths (STEM)
activities and projects, encouraging pupils from diverse backgrounds
to develop a passion for science.
Recently, a group of BASF STEM volunteers visited St Matthew’s
Primary School in Stockport, where our STEM and Coatings
ambassadors from the UK Automotive Refinish team gave young
learners the opportunity to design their own colours. Setting up a
new and exciting Colour Lab in the classroom was an engaging way
of demonstrating how colours are made, inspiring children to think of
car painting as a skilled and aspirational career. Then, using products
from our all new Glasurit 100 line, our technical team matched six
of the colours created by the children, mixing effects and tinters to
create one-of-a-kind replicas that delighted the young learners. Our
UK Automotive Refinish team is keen to continue introducing such
activities to young, curious minds, sharing our passion for sustainable
innovation.
Curiosity helps us to navigate a rapidly changing world, and forms the
basis of innovation for a sustainable future. By sparking that curiosity
and supplying diverse educational opportunities, BASF is investing
in the next generation of painters and continuing to display our
commitment to develop new talent within our industry.
Henry Mackley,
Commercial Sales Graduate,
BASF Automotive Refinish UK & Ireland
Collaboration: Strengthening
the e2e National Network
The e2e business model is the epitome of
cross-sector collaboration. We are a nationwide
network of independent salvage and automotive
recycling businesses, united behind common,
professional goals and operating as a powerful,
collective provider of services.
Our members represent regional centres of excellence, and cross
sector collaboration works wonders to increase the strength of
the national network. By working together, our members raise
standards in the marketplace, strengthen relationships, build trust,
share learning and best practice, embrace innovation, and gain
influence and credibility from a single, high-profile share of voice.
Jointly, they increase the overall value of the network, which leads
to greater opportunities and success for all member businesses. This
collaborative approach also means that our clients benefit from the
cross-sector expertise embedded in our members’ businesses, which
helps to inform network strategy. They can rely on the agility and
flexibility delivered by our network model, with added confidence in
consistent quality standards and service certainty.
As advocates for the benefits of collaboration, e2e has established
a cross-industry working party to facilitate collaboration between
all parties that are integral to the successful use of reclaimed
vehicle parts in motor claim repairs. The reclaimed parts market is
growing rapidly. The working party is focused on helping to steer
its development to ensure long-term sustainability; together with
commercial and environmental benefits for all parties involved in
the supply and use of the product. Representatives include I Love
Claims (ILC), the Managing General Agents’ Association (MGAA), Auto
Body Professionals Club (ABP), the National Body Repair Association
(NBRA), and the Vehicle Recyclers’ Association (VRA).
Earlier this year, research was carried out with insurers and
bodyshops to understand and benchmark the challenges and
opportunities represented by reclaimed parts. One aspect of this
feedback highlighted concerns about the market having inconsistent
approaches to the measurement of carbon reduction achieved
through the use of reclaimed parts. Collaborating to address this, and
to establish an industry standard, is a priority for the working party.
Consumers, investors and regulatory bodies are applying increasing
scrutiny to the practice of ‘green washing’. An agreed industry
standard - something to be used by all parties for the consistent
measurement of carbon savings generated by use of reclaimed
parts - will help to underpin the credibility of the product and serve
the market as a whole. The case for cross-sector and cross-industry
collaboration to protect industry reputation is incredibly strong, and
work has already begun.
If you are interested in supporting the Cross-Industry Working Party
for Reclaimed Parts in relation to this work stream, contact me via
email at jim.loughran@e2etotalloss.com
Jim Loughran,
CEO, e2e Total Loss Vehicle Management
MODERN INSURANCE | 23

EDITORIAL BOARD
Supporting Customers:
The New Consumer Duty
New Financial Conduct Authority (FCA)
standards on Consumer Duty came into
effect on 31 July 2023, with wide-reaching
implications across the financial services
sector and its supply chain.
As an accident management provider, Activate Group is a key supplier
to FCA regulated businesses. The services that we provide do not
require regulation under the FCA, but we recognise the importance of
operating in line with the standards to deliver the best claim outcomes
for our customers and their direct customers.
What is Consumer Duty?
Under the new Consumer Duty, businesses must act to deliver ‘good
outcomes’ for customers. This means offering products and services
that meet customer requirements and represent fair value, providing
clear and timely communication, and delivering the support a
customer needs, when they need it.
Getting Ready
The guiding principle behind our commitment to the Consumer Duty
is our Group Purpose - to ‘make someone’s bad day better’. We
recognise the impact a car accident can have. Our purpose underlines
our focus on providing positive claims journeys, treating customers
with respect and understanding their individual needs. We make sure
that our team members understand this purpose, and the influence
they can have in delivering it. We also encourage them to share ideas
on how we can keep improving through our central ideas platform.
Measuring Success
In line with the Consumer Duty, we have clear measures in place that
show positive claim outcomes and highlight areas for improvement.
We use real-time data dashboards to measure KPIs and customer
satisfaction ratings. This data is enriched with qualitative insight from
customer feedback and complaints. Customer feedback is at the heart
of our optimisation strategy. Through monthly operations meetings, we
review trends and focus on rectifying the root cause of complaints.
Training and Support
Activate Group’s training academy encourages new team members to
put themselves ‘in the customer’s shoes’. It’s backed up by an extensive
auditing process, focusing on the quality of communication, and
whether agreed actions have been completed. We use our findings to
give actionable feedback to team members, helping to improve the
quality and consistency of future customer interactions.
Communication
Communication is a core part of the Consumer Duty. We regularly
review the effectiveness of our communication, amending the
frequency and content to better suit our customers’ needs. It’s also
important to meet the customer on their preferred channel, and we’ve
recently strengthened our self-service and online chat facilities to
support this.
Continuous Improvement
We recognise that good service needs to adapt to changing conditions
and expectations. That’s why our approach to Consumer Duty is
focused on robust processes for measurement, review and continuous
improvement.
We have already embraced the Consumer Duty at Activate Group,
and we look forward to continuing to deliver our services with the
customer’s needs as a firm priority.
Linda O’Neill,
Legal Director, Activate Group
Cross Sector Collaboration
at ParaCode
As an insurance software company, we sit right
in the middle of the insurance and technology
industries. This means that collaboration is critical
to us. We are constantly speaking to our customers
in order to understand and respond to their everevolving
needs. Collaboration is at the heart
of this process, and starts with obtaining a full
understanding of the customer’s requirements.
This is typically carried out by our Product Management team, who
all come from an underwriting or broking background. From the
very start, we push our customers to try and quantify the expected
benefits from a technology project, so that those with the highest rate
of return are prioritised over less important (but perhaps more ‘sexy’)
projects! Teasing out implicit assumptions and edge cases is key if a
complete understanding of the customer’s needs is to be reached.
These requirements are then documented in an easy-to-read format
that the customer can digest and amend, before those requirements
are passed along to the development team.
The process is extremely iterative, and is generally most successful
when key business stakeholders are involved at an early stage in the
process. This means that we like to collaborate with people from
operations, claims handling, finance and reporting functions, as well as
the IT department when delivering on a project.
Collaboration with other technology partners is just as important for
us. As a policy administration software provider, we need to provide
very broad functionality to our customers, covering everything from
product definition, document generation and storage, policy lifecycle
management, finance, reporting, claims and distribution.
Invariably, however, there will be features outside of our remit that we
want to deliver as soon as possible in order to maximise our customer
benefits. Fortunately, the insurance technology space in the UK is
extremely active and collaborative, and many companies have sprung
up to solve small parts of the technology challenge in a very effective
way. There are many companies working in data enrichment, fraud
detection, payments, reporting, compliance, sanctions and KYC, who
can add a great deal of value for our customers quickly, easily and
cheaply through a simple integration.
The best venue for collaboration is almost always a face-to-face
meeting. While the pandemic has led to a boom in remote working,
we try to conduct collaborative meetings face-to-face, especially when
dealing with new or complex challenges. Attending events such as
the BIBA Conference, MGAA Conference and Insurtech Insights are
also great places to collaborate with new introductions and existing
customers alike.
Will Prest,
Product Manager, ParaCode
MODERN INSURANCE | 25

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EDITORIAL BOARD
Operational Stability through
Network Expansion
The New York Times described 2019 as ‘the
best year ever,’ and the vehicle repair industry
would be inclined to agree. Looking back with
rosy retrospection, we recall a golden age of
lower repair bills, shorter VOR times, plentiful
supplies of courtesy vehicles and vehicle
parts…
Before our sentimental longing undermines the present though, it’s
important to acknowledge the fundamental shifts that have reshaped
the industry since 2019. The combined effects of the Russia/Ukraine
conflict, the COVID-19 pandemic and Brexit all severely disrupted
supply chains, causing parts delays, a skilled workforce shortage, and
soaring utility costs that are still affecting us today. All this alongside
the ever-growing challenges of serving the rapid adoption of EV’s!
Here at FMG, there was once a time when we thought we could put a
timescale on the recovery of Vehicle Off Road times and parts delays.
However, there’s been little in the way of light at the end of the
tunnel. So, when the green shoots of recovery failed to emerge, we
planted our own and developed the right conditions to thrive.
In the past year, we have strengthened our repair network to provide
a long-term boost in repair capacity and capability. We’ve added over
100 new repairer relationships to our quality assured independent
network. With the introduction of our sister company, FMG Repair
Services, back in 2020, this brings our network total to over 400
repairers, all of whom are fully equipped with the latest technology,
skills and training to repair structural composite materials, hybrids
and EVs.
To strike a balance between future-proofing our expanded network
and delivering value to our customers, we’ve benchmarked across
the industry and introduced a fair and equitable rate increase for all
repairers, alongside a short-term repair surcharge to support energy
costs. We’ve also invested in business leadership support, recruiting
additional Network Managers to provide all the support our repairers
need, and introduced image capture technology to facilitate efficient
repair estimations.
We can’t resolve worldwide parts delays, but we’ll continue to
introduce new ideas to mitigate where we can. Our parts hubs enable
all our repair sites to source delayed parts from within dealership
supply chains, and when parts simply can’t be sourced, we’ve
introduced a larger range of alternative options - including highquality
green (recycled) parts and non-OEM parts.
2019 may have been a great year for vehicle repair, but nostalgia
undermines innovation and creativity. Perhaps the ‘Perfect Storm’
created by the events of the past three years will be remembered as
the catalyst for the fastest evolution within the history of the repair
industry.
Andrew Chandler,
Sales Director, FMG
Collaboration is Key
At EDAM, we believe that collaboration is a key
to success in most markets, most businesses,
and most situations.
Operating as credit hire and credit repair suppliers to insurance
and claims management businesses, we frequently find ourselves
collaborating with trusted partners to design unique solutions for our
customers.
Some businesses find it difficult to operate with their competitors
in a collaborative way. However, we’ve found that these unique
relationships help us to present a stronger picture of our industry in a
world where there has historically been friction and mistrust.
New vehicle availability has been a key issue in the UK rental sector of
late, primarily caused by a shortage in materials and human resources.
Having taken an early decision to protect our fleet, we have been
able to support our competitors by providing them with vehicles at
times when they have struggled to source their own. This came from
our collective desire to help the end customer with their mobility
requirements during these difficult times.
When a customer has been involved in an accident, claims service
delivery demands an ocean of calm in what is usually an unexpected
and distressing situation. You must be on your best game to offer the
right level of support, and this seamless set of services heavily relies on
great collaboration between you, your partners and suppliers.
Understanding the challenges your suppliers face supports the
foundations of great processes and communication - ultimately for
the benefit of the customer. EDAM’s nationwide repair network has
been formed through a collaboration between trusted experts in the
automotive sector, and experienced members of our leadership and
operational teams.
As we were building our network, we formed a Repair Steering Group
made up of key contributors from bodyshops, vehicle manufacturers,
automotive technology suppliers, and salvage agents. This enables
us to consider all aspects of a damaged vehicle’s journey through the
claims process. The Steering Group have been paramount in helping us
to set our tariffs fairly and consistently. They have influenced the setup
of our commercial and contractual arrangements, and the processes
that we adopt to instruct and follow up with our network. The key to
collaboration is openness, honesty and transparency. You must be
prepared to listen, as well as share.
Lesley Jackson,
Chief Commercial Officer, EDAM Group
MODERN INSURANCE | 27

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ASSOCIATIONS ASSEMBLE
ASSOCIATIONS
ASSEMBLE
Welcome to
Associations Assemble!
Modern Insurance Magazine is delighted to be joined by some of the leading
names from our industry associations, organisations and institutes.
This issue voices the thoughts of:
Liisa Antola
DEI Policy Adviser
Association of British Insurers
(ABI)
Fleur Rochester, Bushra Jali,
Muhammad Merali
London Forum of Insurance Lawyers
(FOIL) and Kennedys
Alastair Blundell
Head of General Insurance
British Insurance Brokers’ Association
(BIBA)
Mike Keating
CEO
Managing General Agents’ Association
(MGAA)
Sue Brown
Chair
Motor Accident Solicitors Society
(MASS)
Anthony Hughes
Chairman & CEO
Credit Hire Organisation
(CHO)
Mike Benner
Chief Executive
Association of Personal Injury Lawyers
(APIL)
Thomas Hudd
National Technical Manager
National Body Repair Association
(NBRA)
Dr Matthew Connell
Director, Policy and Public Affairs
Chartered Insurance Institute
(CII)
MODERN INSURANCE | 29

ASSOCIATIONS ASSEMBLE
Liisa Antola
Title: DEI Policy Adviser
Association: Association of British Insurers
(ABI)
A Catalyst for
Change
Social Mobility is a real priority for the
ABI. We know that people from lower
socio-economic backgrounds are underrepresented
within the insurance industry,
especially at senior levels. Whilst progress
is happening, there’s always more that can
be done. We’re ready and determined to
drive that change.
Firms must urgently start to improve the parity
between different educational paths and backgrounds
to help make our sector more accessible and equitable
for everyone. Publishing data on socio-economic
background pay gaps promotes transparency on the
current state of Social Mobility, which can significantly
help to inform strategy moving forward.
Through our DEI Network, we’re working closely with
our members and partnering with organisations such
as Progress Together, as well as taking part in the Social
Mobility Foundation’s ‘Social Mobility Employer Index’.
We also collect data from our members each year,
which helps to track progress and hold our industry
accountable.
Collaborating with stakeholders to improve Social
Mobility is a key element of our DEI Blueprint, which
sets out short, medium, and long-term actions for
the sector. Shorter term, we’re aiming to encourage
employees to participate in data collections. People
may experience discrimination or exclusion in a number
of ways, and the impact can be heightened by failing to
address issues when they arise. Companies must listen
to their employees’ lived experiences, and use this to
inform their policies.
In 2022, we pledged to double the number of
apprenticeships across the sector from 1,200, to 2,500
by 2025. The Blueprint also aims to drive participation
in initiatives that help under-represented groups join
the industry, demonstrating a wide range of career
opportunities for many
different skillsets. Looking
at recruitment practices, it
also focuses on breaking
down barriers that may
prevent people from all
backgrounds, experiences
and seniority from entering
the sector.
Fleur Rochester
Bushra Jali
Muhammad Merali
Association: London Forum of Insurance Lawyers (FOIL)
and Kennedys
Tearing down the
Paper Ceiling:
A Challenge for the
Insurance Sector
According to a June 2022 report by the
Social Mobility Commission, the UK’s Social
Mobility rate has remained stable for a
decade, with upward Social Mobility for
men aged 35 to 65 sitting at around 40%.
Historically, the London insurance market has been
perceived as an exclusive domain, dominated by those
from privileged backgrounds and well-known for familial
introductions, where ‘who you know’ puts you a step
ahead. Whilst the sector continues to drive forward
strategies around gender and ethnicity, improving Social
Mobility in insurance has fallen into the ‘too difficult’ pile
for many businesses.
A lack of data on the components of socio-economic
status makes it difficult to assess the magnitude of the
problem. Data collection will be key to identifying the
biggest barriers to upward Social Mobility and finding
targeted solutions to drive real change.
Insurers and their service providers may join initiatives
set out in the ABI’s Diversity and Inclusion Strategy.
The Social Mobility Commission data toolkit is also
extremely useful for businesses. It clearly identifies
key questions to ask when measuring socio-economic
background and how to analyse results. Forwardthinking
organisations should be combining these with
their own business-centric strategies, and while these
are positive, the challenge of unconscious bias persists.
It remains a fact that candidates from lower socioeconomic
backgrounds often lack the confidence and/or
education of their competitors in interviews for new jobs
or promotions. To counter this, some organisations are
taking body language assessments into account when
making positive action recruitment decisions.
The London insurance market must continue to embrace
Social Mobility in its core principles. Industry-wide
collaboration, data-driven strategies and transparency in
tracking progress are vital to ensure that opportunities
are accessible, that insurance continues to attract and
retain the very best talent, and that insurers and their
providers retain a competitive advantage through better
decision-making born from
broader perspectives.
MODERN INSURANCE | 31

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ASSOCIATIONS ASSEMBLE
Alastair Blundell
Title: Head of General Insurance
Association: British Insurance Brokers’
Association (BIBA)
Insurance and the
Cost-of-Living Crisis
As the cost-of-living crisis continues
to bite, the financial resilience of both
individuals and businesses will continue
to fall under intense pressure. As a result,
appropriate insurance has never been more
important.
That’s easy to say, but in reality, insurance is just
another expense. When juggling a host of increased
bills, some customers will inevitably decide to drop
their cover. Surveys undertaken by BIBA and Premium
Credit support this increased risk, with over 40% of
all claims now estimated to exhibit some degree of
underinsurance.
An insurance broker is a customer’s best ally right
now. They will assess insurance needs, advise on what
protection is needed, and then shop around to secure
appropriate cover at the best price. Some customers
might feel confident enough to accept a bigger excess,
and a broker can advise as to how this might trade-off
in the form of a lower premium. Essentially, brokers can
work with customers to demonstrate how they are a
better than average risk – one that insurers may want
to compete for! Brokers can also advise customers
and check that the sums insured are based on recent
valuations, so claims are paid in full and the curse of
average is avoided.
Brokers also have a role to play in supporting those
most vulnerable to financial shock. We saw a great
example from a member that provides inexpensive
contents insurance for the tenants of registered social
landlords. For as little as 50p per week, important
insurance protection can be secured, with no excess
required. BIBA is also proud to be a signatory of the
Age Agreement on insurance, helping older people
to access suitable motor and travel insurance. We are
close to signposting our one millionth enquiry through
our ‘Find Insurance’
service, a real testament
to how insurance helps
some of society’s most
vulnerable.
Mike Keating
Title: CEO
Association: Managing General Agents’
Association (MGAA)
Industry-wide
action needed on
claims processes
The insurance industry has made huge
strides in its ability to adopt new
technology and processes over the last
decade. Even the most well-established
global insurers are looking at ways to shift
away from legacy systems, streamlining
their operations through the use of AI and
other emerging data management tools.
MGAs have (and will continue to be) at the forefront
of this innovation - using their specialist expertise and
natural agility to come up with new ideas around how
the industry can work more efficiently to improve
customer experience.
That said, despite the wider market’s growing focus on
improving the way it does business, it’s clear that there
is still a lot of work to be done when it comes to the
handling and processing of claims.
Clyde & Co’s recent MGA Report highlighted that over
half (59%) of MGAs believe the claims management
process with carriers requires improvement. Key areas
include faster communication (69%), clearer processes
- particularly where TPAs are involved (35%) - and
automation of, or authority to, settle lower value
claims (58%). These views are echoed by the carriers
themselves, with 80% believing that the claims process
with their MGA requires improvement.
There needs to be an industry-wide effort to improve
the way we handle claims. This involves everyone in the
value chain - MGAs themselves, carriers, brokers and
TPAs.
As an association, we recognise the need for action on
this issue, and so we are making it a real focus for our
activity in the coming months. Following the success
of last year’s inaugural event, we have partnered with
I Love Claims (ILC) once again to hold the second
MGA Claims Conference in London on Thursday,
28th September. This will
specifically focus on claims
across the MGA space,
covering motor, home,
commercial, and niche
product lines.
MODERN INSURANCE | 33

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ASSOCIATIONS ASSEMBLE
Sue Brown
Title: Chair
Association: Motor Accident Solicitors Society
(MASS)
Good Corporate
Governance
There’s a developing theme within the
justice sector that is worrying. It concerns
some of the basic principles of good
corporate governance that had supposedly
been universally accepted. Regrettably,
at least two of these principles are being
challenged: transparency in the decisionmaking
process, and consultation in a
timely fashion.
Too many important decisions are being made in an
opaque manner, leading to distrust and cynicism,
unbalanced decision making, and potentially serious
consequences for those in the legal sector – not to
mention the claimants they represent. Technical but
important changes to rules are being developed by a
few individuals within a supposed formal framework.
For instance, some standard directions for dealing
with credit hire have been published without any
transparency about who precisely drafted the changes,
and which organisation they represent. It is suggested
that decisions are being signed off outside the Civil
Procedure Rule Committee, which is composed of lay
members from across the sector. Instead, some internal
committees are often ‘fluid’ in terms of membership,
but it has long been an important principle within
the sector that both claimants and defendants are
represented in order to strike a balance, and smooth
implementation when an agreement is reached.
Consultation exercises are no longer as robust as
they were only a few years ago in terms of length
and role, but at the very least, they should be timely.
This facilitates scrutiny and allows sufficient time for
implementation by stakeholders. Too often, complex
rule changes are being published at the last possible
moment, or final versions of draft rules are being
published late, such as the rules on fixed recoverable
costs.
These may seem like trivial gripes, but important
principles around fairness remains, ensuring a level
playing field for claimants, defendants, lawyers and
insurers that impact
ordinary people
when they come
into force. These are
principles that need
protection.
Anthony Hughes
Title: Chairman & CEO
Association: Credit Hire Organisation (CHO)
Steady Progress
with Social
Mobility
As culture wars rage in UK media and
politics, and certain politicians want to take
us back to the 1950’s, the business sector is
making steady progress to improve Social
Mobility and create a diverse workforce.
Diversification is vital. According to recent reports,
the recruiting challenge in the insurance sector is at a
thirteen year high - with roles in technology, actuarial
and analytics the toughest to fill. Average attrition
in the industry is in the high teens. Post-pandemic,
new technology enables firms - including credit hire
companies - to hire people on a WFH basis, ideal for
working parents, students, and others who may have
previously been off limits for 9-5 jobs. These incentives
all take strides towards Social Mobility.
Moreover, data analytics atomises society. Sweeping
citizens into broad socio-economic groups is so last
year. Consumers buying specialist bike insurance, for
example, would prefer to deal with people who really
know biking, rather than an agent who cares little
about the difference between a bobber and a tourer.
These days, customers will also self-categorise into
ever smaller communities, a phenomenon undoubtedly
catalysed by social media.
Evidence shows that diverse businesses do
better. In 2018, McKinsey published a report that
found companies in the top 2 percentile for diversity
on their executive teams were 15% more likely to
deliver above-average profits. Many other research
studies underline how diverse businesses are also more
innovative, and thus, more successful.
If corporates wish to thrive in the future,
affirmative action to improve
Social Mobility is a must.
It may very well be the
difference between
success and failure, for
entire industries as well as
individual businesses.
MODERN INSURANCE | 35

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ASSOCIATIONS ASSEMBLE
Mike Benner
Title: Chief Executive
Association: Association of Personal Injury
Lawyers (APIL)
Championing
Diversity at APIL
Anyone can be a victim of negligence.
At APIL, we frequently hear stories of
people who are going about their lives
on any normal day, before being injured
as a result of someone else’s negligence.
Injured people are a diverse, cross-section
of society.
APIL’s membership is also diverse, but more visibility is
needed. APIL has taken an urgent moral imperative to
properly reflect the diversity of the injured people we
serve, taking the lead in promoting diversity within its
membership and workforce.
APIL members from under-represented groups have
shared their success stories, warts and all, for the
association’s ‘Harness Voices’ initiative. The project is
part of APIL’s drive to ensure that equality, diversity,
and inclusion remains at the heart of its activities.
It is spearheaded by Trevor Sterling, who became
the first black Senior Partner at a top 100 law firm. This
happened only two years ago in 2021, demonstrating
the historic lack of diversity within the legal profession.
The desire to be authentic is a theme running through
all of the stories told as part of the ‘Harness Voices’
project. Embracing our authentic selves is how we do
our best work for clients, and there is a heartening
sense of pushback against the repetition of previous
negative experiences, creating space for everyone to
thrive.
“We can pave the way for the next generation, and help
usher in an even more inclusive profession than the
one we joined,” said Jonathan Wheeler, former APIL
President, who contributed to the ‘Harness Voices’
project for Pride Month.
APIL will champion the next generation of PI lawyers
and strive to create a culture of inclusion, fair
treatment, access and opportunity for all, regardless
of background, race, ethnicity, gender, age, sexual
orientation or physical ability. APIL’s membership
is also diverse, but more
visibility is needed. APIL has
taken a moral imperative and
urgency to properly reflect the
diversity of the injured people
we serve, taking the lead in
promoting diversity within its
membership and workforce.
Thomas Hudd
Title: National Technical Manager
Association: National Body Repair Association
(NBRA)
Unlocking
Opportunities
in the Accident
Repair Sector
The accident repair sector can offer
opportunities for Social Mobility for people
from all backgrounds. With the right skills
and training, individuals can advance from
entry-level positions to highly skilled roles
that offer substantial compensation.
There are several reasons why the accident repair
sector can be a good way to achieve Social Mobility.
It’s a growing industry with a skills gap. The dynamic
nature of the accident repair sector ensures continuous
growth and evolution. Currently, the industry faces a
significant skills gap, creating a demand for fresh talent
and new expertise. This scenario presents an opportune
moment for individuals to acquire relevant skills, and
secure promising careers in this expanding sector.
Open to all backgrounds. Unlike many industries,
the accident repair sector does not impose strict
educational requirements for entry-level positions.
This inclusivity allows individuals from diverse and
disadvantaged backgrounds to embark on a rewarding
professional career.
Lucrative compensation. The accident repair sector
offers competitive wages for skilled workers, often
surpassing average earnings. This financial advantage
allows individuals to improve their financial situation
and climb the social ladder. The sector’s potential for
high earnings contributes significantly to enhancing
Social Mobility for its workforce.
While the accident repair sector provides many
opportunities for Social Mobility, there are also
challenges that require attention. Firstly, the
physically demanding nature of the sector may pose
difficulties for individuals with disabilities, limiting their
participation. Secondly, the sector’s historical male
dominance has made it difficult for women to progress
in their careers. However, it is encouraging to note the
increasing uptake of females entering apprenticeships,
and there are a growing number of success stories of
women owning businesses
and becoming senior leaders
in the sector.
Despite this, the accident
repair sector represents hope,
demonstrating that Social
Mobility is attainable with the
right skills, determination, and
support.
MODERN INSURANCE | 37

INTRODUCING
Repair as
a Service
Lorna Turner
Director of Business Development
Lorna.Turner@activate-group.com
WHAT IS REPAIR
AS A SERVICE?
ON-DEMAND REPAIR CAPACITY -
WHEN AND WHERE YOU NEED IT.
HOW COULD IT
BE UTILISED?
Repair as a Service provides direct-to-market repair capacity
for insurers as and when they need it - with no minimum
volume obligation.
With a range of flexible add-on services, the model allows
insurers to select and build on the services they need. This
may start with the simple deployment of repairs into
dedicated capacity slots, but can also benefit from triage,
deployment, engineering, repair management and full claims
management support along the way.
This allows insurers to tailor their repair solution to their
immediate requirement, whether they’re looking for end-toend
repair management, regional ‘overflow’ capacity for
specific vehicle/damage types, or anything in between with
the added benefit of a rapid onboarding package when
required.
By working backwards from the ultimate goal of efficient,
high-quality vehicle repair, Repair-as-a-Service allows
insurers to consider both strategic and tactical support they
need in order to achieve this.
Thanks to its flexible approach, Repair as a Service can be utilised
however insurers see fit - depending on their needs and existing
capabilities. This could include use cases like:
On-demand overflow capacity to support their existing repair
network
Dedicated capacity for certain damage severities or vehicle
types, such as EVs/unroadworthy vehicles
Supporting in high demand locations where service
availability fluctuates
Backup for periods of surge where capacity is most needed
Support with triage, deployment, engineering, repair
management and full claims handling services
For example, Repair as a Service could be used to simply relieve an
immediate backlog of repair jobs in a certain area, without employing
any additional services. Or, equally, it could be used as a complete
strategic end-to-end repair solution - from triage, right through to
returning the repaired vehicle back to the customer.
This gives insurers complete freedom to decide which level of service
best suits their needs - with the ability to opt for additional services if
they’re needed in the future.
WHY IS A FLEXIBLE REPAIR
SOLUTION NEEDED?
The challenges currently
faced by the industry
The motor claims industry is facing a number of long-term
challenges, with demand for repair services outstripping
available capacity in many areas. This is leading to delays in
repair turnaround - inflating costs, exacerbating backlogs,
and creating poorer customer outcomes.
During the COVID-19 pandemic, with fewer vehicles on the
road, many UK repairers closed their doors permanently.
The industry is yet to recover from this loss of service
coverage, leaving many insurers without adequate coverage
or overflow capacity in certain areas.
How a dynamic service
offering could help
It’s often ineffective to apply a ‘one size fits all’ solution to the current
repair capacity challenges. Instead, insurers need a more dynamic
service offering, enabling them to cover their evolving needs - with
additional support available when needed.
This is particularly important for regional challenges - for instance,
solving immediate capacity or service issues in a specific area. If
there’s no regional capacity to cater for new repairs, or repairs to
certain damage severities or vehicle type, insurers are often forced to
deploy vehicles long-distance.

WHY AN ‘AS A SERVICE’
APPROACH IS THE ANSWER
The ‘as a service’ model is a tried and tested approach for
providing flexible service offerings. It’s already a popular solution
across industries like software, mobility, and motor claims.
This can be seen with the increased prevalence of Claims as a
Service, which provides insurers with on-demand claims
management services for FNOL/ENOL, liability decisioning, and
payment.
Applying the same principle to vehicle repair promotes more
flexibility in the relationships between insurers and their partners -
allowing services to be delivered strategically or tactically to combat
immediate industry challenges.
Activate Accident Repair, Warrington.
TAKE CONTROL OF YOUR CAPACITY
CHALLENGES
Repair as a Service allows insurers to take a completely dynamic approach to repair
management, helping to overcome their demand, capacity and service challenges. Here are
some of the ways it could help to combat specific obstacles…
Capacity on-demand with
no minimum obligation
Leverage this flexibility to
solve emerging challenges
Act strategically without
compromising on quality
Repair as a Service means no minimum
volume obligations, allowing you to utilise
additional capacity whenever and wherever
it’s needed.
Respond quickly to emerging capacity
challenges - leverage on-demand capacity
and repair management support when it’s
needed most.
Benefit from flexible services without
compromising on quality - with an on-demand
approach to industry-leading repairs, triage,
and customer service.
Fully-integrated with your
existing processes
Benefit from additional
services when required
The services you choose will be integrated
seamlessly with your existing systems &
processes, allowing you to operate as usual
with an added layer of flexible support.
Layer additional value-add services on top of
your core repair package - including triage,
deployment, engineering and repair
management.
WHY ACTIVATE
GROUP?
Activate Group has a wealth of experience
delivering repair & claims management
services to insurers, fleets, brokers, and
MGAs. With market-leading performance in
repair quality, customer service, and cost
control - we have all the tools insurers need to
deliver high-quality, efficient, and consistent
repair management.
We’ve made strategic investments in the
areas most needed to overcome the
industry’s current challenges, including our
fast-growing network of Activate Accident
Repair body shops throughout the UK. Our
high-tech repair facilities cater for all vehicle
types - including EVs, commercial vehicles,
and onboard technologies like ADAS.
With an integrated parts supply chain via
Activate Parts, and growing industry
partnerships, our network has a proven
record of delivering cost-effective repairs to
all vehicle types.
We regularly benchmark our performance
against other providers in our industry -
including the quality of our repairs, and our
ability to effectively manage high volumes of
claims. This allows us to continually improve
our services - including the development of
our own technology to support the claims
journey.
Whether you’re looking for on-demand
repair capacity, or a fully-fledged accident
management partner, Activate Group has
the tools and expertise to deliver on your
unique requirements.
Discover how Repair as a Service could
transform your motor claims strategy.
www.activate-group.com

ASSOCIATIONS ASSEMBLE
Dr Matthew Connell
Title: Director, Policy and Public Affairs
Association: Chartered Insurance Institute (CII)
An Equal Footing in
Insurance
Almost everyone in insurance says that it was not a profession
they aspired to join, but that they ‘fell into it’.
This aspect of insurance both helps and
hinders Social Mobility. The low barrier to
entry means that almost anyone can find
their way in; however, it also means that
people don’t think about insurance until
they are prompted by a friend or family
member, and so roles tend to be filled
by people from the same background,
generation after generation.
The socio-economic diversity taskforce,
set up by the City of London, helped the
profession take a big step forward last
year by adopting a single definition of
socio-economic background. Its definition,
‘parental occupation of main household
earner at aged 14’ may sound oddly
specific, but it is important to have an
unambiguous definition in order to collect
data effectively.
The extent to which gender stereotypes
determine whether different professions
offer high or low pay and status may
mean that people consider some of the
‘new professions’ in the highest category
to be anything but privileged.
What’s most important, though, is that
these definitions - used wisely - can give
us a picture of how much a person’s
parentage affects their employment.
Capturing this link will help us see
whether insurance is a profession that
people come to on an equal footing, or if
there is a hidden level of patronage that
we have never properly noticed.
Equally, the hierarchy of occupations used
in this definition, drawn from the National
Statistics Socio-Economic Classification,
may invite fierce debate. The ratings range
from ‘higher managerial, administrative
and professional occupations’ (which
include CEOs, accountants and ‘new
professionals’ such as nurses and IT
workers) to ‘intermediate’ occupations
(such as personal assistants and
call centre agents) to more ‘routine’
occupations (such as electricians and train
drivers).
Market-Leading Outsourced Claims Services
www.carpentersgroup.co.uk
MODERN INSURANCE | 41

Environmental
Turbo Charged
Accelerating our journey
to a cleaner world
As the UK’s largest repair network, Vizion takes our environment responsibility seriously, taking
decisive action, working with our repairers, customers, and partners.
As part of our Green Earth initiative, we are providing services
and information across the network. Extending engineer training
and offering courses on ‘carbon to profit’ via our partners
Cornerstone. PAS2060, energy support via ECA and our hugely
successful trees for hire car exchange has been extended to
assist repairers with non Vizion repairs.
Our EV network and digital framework, EVizion, enhances
customer services and choice, providing comprehensive
solutions for manufacturer and insurer partners.
The Green Earth Initiative is already driving several direct and
indirect industry benefits, starting with reductions in mobility
requirements, reduced energy consumption, improved repair
methods and reduction in waste – which underlines how
becoming more sustainable can also mean improving your
business’ overall performance. It is too often seen that being
green is a cost, done well we would say it’s a benefit in every
way that’s important, including profit.
Our Group Sustainability Strategy is simple, reinforce our efforts
to make the world more resilient and sustainable, relentless in
our focus, to drive positive change, to never accept that things
are good enough, and to always look to the future together, for
find a better tomorrow.
Be Inspired
Stay ahead of the curve and get involved with Vizion’s Green Earth Initiative, be amongst the
first to know about the always evolving solutions from Vizion Group and associated businesses.
www.vizionnetwork.co.uk/subscribe
www.vizionnetwork.co.uk | e: hello@vizionnetwork.co.uk | 01482 428200

FEATURES
Just a
Thought
from Eddie Longworth
Genuine Customer
Centricity is a Sham
I sometimes wonder if I am living in a parallel reality, one in which the blandishments
of the marketing professionals and ‘customer centric’ gurus have not yet had the
opportunity to work their magic.
I am quite sure that ‘putting the customer
at the heart of everything we do’ is rapidly
becoming nothing more than a poor cliché
of a sentiment, one that even the C-Suite no
longer believes in - if indeed they ever did.
Allow me to ask a few simple questions to
test my premise.
When did piped music over loudspeakers
ever help to sell new cars? Or, more
importantly to me, provide a calm,
peaceful, and relatively quiet environment
for customers to wait for their car repairs
to be completed? How ‘customer centric’
can it be to demand that visitors to the
showroom be assaulted by rubbish muzak,
all whilst trying to assess the virtues of the
latest model variant or compose an email
to an important client?
Worse is to come.
Is it really ‘putting the customer at the
heart of everything we do’ to promise a
courtesy car in the event of a mechanical
repair being needed, only then to explain
that the same customer would need to
wait 3 weeks for said courtesy car to
become available?
Worse is to come.
When the original repair fails (through no
fault of my own) and it is now a matter of
extreme urgency to get the re-work done,
how can it possibly be customer-centric
for the service department to explain that
there is no capacity for quickly fixing the
stuff that they got wrong? Instead, I would
have to wait 4 days before they could even
look at the problem they have caused.
Worse is to come.
After 6 hours of waiting on site, listening
to the aforementioned muzak and missing
several important Zoom calls (because
who would want to inflict miserable muzak
onto their clients and, in any case, there
is no privacy), only to be told that the
original repair was not what had been
needed… but never fear. This time they had
got it right!
Worse is to come.
A few days later, I received a call from
the dealership to explain that the motor
manufacturer would be contacting me to
canvass my views on the quality of the
service I had received. The good news
(as the young lady on the phone kindly
informed me) is that if I score them a 4 or
a 5, the dealership is more likely to meet
their bonus targets. This filled my heart
with love and unbridled gratitude for their
never-ending commitment to customer
centricity, and I awaited a call from the
motor manufacturer with keen anticipation.
Worse is to come.
Rather predictably, the call from the
motor manufacturer never arrived, and
my one and only chance to express my
real thoughts on the lies, deceit, and sheer
hutzpah of the dealer outlet passed me by.
This story is not unique. It is certainly not
specific to motor manufacturers, and in the
claims departments where I spend most
of my time, I see this kind of experience
being repeated time and time again. If
we are truly customer centric, then the
structural design of how we work with
our policyholders, claimants, and even our
suppliers, requires some radical rethinking.
Will it ever
happen? I’ll
let you know
when I next
experience
a claim with
my insurer, or,
heaven forbid,
when I need
to take my car
back to the
same dealership
for future
service work!
Eddie Longworth,
Director, JEL Consulting
MODERN INSURANCE | 43

FEATURES
Addressing the Skills Gap
through Social Mobility
The lack of fresh talent, coupled with the fact that people are now more prepared to leave
their jobs than ever before, is often regarded as two sides of the same coin. But with a bit of
imagination, one could actually help to alleviate the other.
The increased digitalisation and
automation of the sector has changed
the required skillsets for many roles,
opening them up to people from varied
backgrounds. While there will always
be a need for traditional skills, modern
employers stress that attitude is the first
thing they seek. The rest can be taught.
So, although recruitment and retention
has never been more challenging,
employers can (and should!) be casting
their net much wider in the search for
suitable candidates.
Examples
The automotive industry sets a great
example for others to follow, with both
the Institute of the Motor Industry (IMI)
and the Society of Motor Manufacturers
and Trader (SMMT) creating new
strategies to appeal to a wider
demographic.
The IMI’s ‘Perceptions’ campaign
has recently been launched to
raise awareness of the 218 different
occupations in the industry, aimed at
people at the start of their careers or
seeking a change of direction. Meanwhile,
the SMMT has long recognised the
transferable skills within ex-forces
personnel and, having already signed the
Armed Forces Covenant, it has recently
become the first sector-specific body
to be awarded Gold status under the
Defence Employer Recognition Scheme.
Of course, it is more difficult for
individual companies to reach a wider
audience, but if you’re looking for the
right person and not just the right skills,
businesses have been urged to sell the
one thing that is unique to them – their
culture.
Speaking during a State of the Nation
address at the inaugural ILC New
Generation in Claims 2023 event, which
took place in Manchester in April,
James Lambert, Global Director of
Talent Acquisition, Capita, and owner of
Engage to Succeed, said, “Our recruiting
methodology is largely the same as
it was 20 years ago, but we need to
humanise the process. When advertising,
we often make the mistake of starting
with the company name, but it’s unlikely
your brand name will attract anyone.
Candidate marketing is about leading
from a human perspective, promoting
your people, your culture and working
environment”.
“If you’re looking for the right people
with the right behaviours, don’t be
corporate. You need to humanise
everything and put individualisation over
organisation.”
Diversity
Of course, the greatest way to develop
a new and diverse workforce is from the
ground up.
According to government figures, there
are nearly 3.5 million secondary school
pupils in the UK today. Many will go on
to attend university, but that option
might not be there for those from
disadvantaged backgrounds.
For them, apprenticeships may represent
the most realistic path into a rewarding
career, and it is up to the industry to
ensure that they are aware of their
options.
Also speaking at ILC’s Next Generation
event, Pete Milsom, Partnerships
Manager – Apprenticeships, at UCAS,
said, “There is a lot of work to do to
make apprenticeships a credible option
for people; awareness is low, and there
are many negative misconceptions
associated with apprenticeships.
Compared to those entering university,
the apprenticeship journey isn’t well
supported, and there is no single source
of truth for anyone trying to find out
about it”.
“But it can be a win-win. Having
apprentices as part of the workforce
allows employers to shape how their
team is trained, so the skills relevant to
their organisation are developed and
a pipeline of talent is created for the
future.”
Social Mobility
Supporting apprenticeships and actively
recruiting from a wider demographic can
not only address the lack of skills in the
industry, but can also go a long way to
promoting Social Mobility.
A person’s background still has a
huge impact on their development
opportunities. By 16, children receiving
free school meals achieve 1.7 grades
lower at GCSE – and the insurance and
finance industry is better placed than
many to engineer positive change.
School and university-blind recruitment,
plus a focus on ambition over academic
achievements, are some of the measures
being taken by global firm Deloitte,
which demonstrates that there are no
downsides to seeking the best talent, no
matter where it comes from.
“[Deloitte] know that having a
diverse workforce improves employee
experience, brings better results for our
clients, and makes a more meaningful
impact on society.”
MODERN INSURANCE | 45

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FEATURES
Establishing Duty
for Credit Hire
The new Consumer Duty came into force on 31st July 2023, bringing changes to how FCA regulated
businesses act for, and communicate with, their customers. The recent Europcar roundtable discussed this
issue and how it impacts the sector.
The entire industry – including insurers, CHOs
and vehicle replacement providers – has a
duty to ensure that their customers understand
the products and services being purchased. Of
course, reputable businesses should already have
their customers’ best interests at heart. These new
requirements should not cause a seismic shift in
customer service; however, all firms must review
their current practices, the clarity of wording
in their terms and conditions, and investigate
whether front of house sales teams clearly explain
these terms to their customers.
While credit hire organisations (CHOs) are not
regulated, the duty still applies to their activities as
part of the insurers’ supply chain. This is especially
important when a case originally categorised as
‘at fault’ later becomes known as ‘non-fault’. At
this stage, the CHO must make their involvement
clear to the customer, clarifying that the vehicle
is not a ‘courtesy car’, and they will be liable for
the cost.
The Financial Ombudsman Service has recently
confirmed that many of the complaints around
credit hire referral are not balanced, falling short
on giving policyholders enough information to
make an informed choice on whether or not to
use this service and its subsequent implications 1 .
As per the new Consumer Duty 2 guidelines, the
CHO must ‘provide timely and clear information
that people can understand about products and
services, so that consumers can make good
financial decisions’.
THE SOLE SUPPLY CONUNDRUM
To help customers make those ‘good financial
decisions’, businesses must provide a range of
suitable options from which they can choose.
However, sole supplier agreements make this
difficult to achieve in the insurance space. Insurers
working with only one CHO or replacement
vehicle partner are at risk of breaching their
Consumer Duty if there’s a perception that the
customer is not being offered the best choice for
their needs.
This is a conundrum for insurers. Many choose
sole supply for cost-effective and streamlined
supply chain management; however, being tied
into a contract with just one supplier could mean
that customers are not getting access to the most
appropriate and up to date solutions.
Plus, insurers are offering guaranteed hire car
products as part of an enhanced package. These
are based on the customer having access to their
choice of replacement vehicle for a fixed period,
or being able to specify automatic or electric
transmission. The replacement vehicle partner
must be able to match this customer expectation.
If they can’t, it risks an element of failure within the
supply chain.
Unfortunately, many insurers on sole supply
contracts have gone through three years of
difficulty, where they were forced to scrap likefor-like
vehicle replacement policies. Instead,
they have been obliged to offer any temporary
vehicle they could access. Moving away from
sole supply provides insurers with a contingency
against this, and promotes healthy competition
within the chain.
HEALTHY COMPETITION MEANS
DOING THINGS DIFFERENTLY
Insurers want to work with suppliers that can
remove friction from the claims process. This is
where a multi-partner supply chain can come into
its own.
New technology can help insurers deliver the
best outcomes for customers and enhance their
digital journey. Working with partners that have
the technology to automate certain parts of the
claims process, all without compromising the
customer experience, can help to reduce reliance
on headcount and ease pressure on resources.
Plus, working with a panel of suppliers who
recognise healthy competition, there’s an appetite
to do things differently and work collaboratively
for the best outcomes. For example, at Europcar
Mobility Group UK, we make it a priority to
meet with insurance providers, repairer networks
and key players in the industry in order to foster
innovation. This includes looking at where
improvements can be made, so the insurer can
remain focused on customer satisfaction and
retention.
The time has come for insurers to step away from
the false economy of sole supplier agreements
and build a network of partners that are
innovative, adaptable, and better placed to help
them reach their goals.
REGULATION FOR THE
UNREGULATED
The new regulations clearly state that all
financial services providers - including
organisations providing credit hire vehicles -
put consumer needs first.
As part of the insurance supply chain, CHOs
must adhere to the new guidance, reviewing
their current practices to evidence their
compliance and treat customers fairly.
Under the new duty, businesses are required to:
n Provide helpful and accessible customer
support. Don’t make people wait so long
for an answer that they give up!
n Provide timely and clear information that
customers can understand, in order to
make good financial decisions. Don’t
bury key information in lengthy terms and
conditions that few have time to read.
n Provide products and services that are
right for customers.
n Focus on the real and diverse needs of
customers, including those in vulnerable
circumstances, at every stage and in each
interaction.
James Roberts,
Business Development Director,
Insurance, Europcar Mobility Group UK
1
https://www.yourmoney.com/insurance/credit-hire-a-nasty-upselling-tactic-at-your-most-vulnerable-following-a-car-crash/
2
https://www.fca.org.uk/news/press-releases/fca-consumer-dutymajor-shift-financial-services
MODERN INSURANCE | 47

SHAPING THE FUTURE OF
SUSTAINABLE MOBILITY
Take charge at europcar.co.uk/business
or call 0371 384 0140

ARTICLE
4
The Fabric
of Claim
Technology
Traditional work structures are no longer the norm, with companies embracing innovative pathways
towards a more collaborative and adaptable future.
This presents an opportunity to support Social Mobility. It will
come as no surprise to anyone familiar with Claim Technology’s
pink branding that we do things differently here, but two things
in particular are part of our fabric – elements which we think
are of paramount importance when it comes to making Social
Mobility a reality.
Claim Technology’s ‘Zero Hierarchy’ Model: Empowerment
and Collaboration
We all take the idea of a hierarchy for granted. You start at
the bottom, and slowly work your way to the top. Taking on
more managerial responsibilities seems to be the only path to
increased status or compensation, leaving the job you loved
behind. You find yourself pigeon-holed, struggling for your
voice to be heard, unable to influence change for good.
It doesn’t have to be this way. What if we thought upside
down, and did the opposite by removing the components of a
hierarchy altogether? That’s exactly what we’ve done at Claim
Technology. We steer away from lesser-meaning titles to focus
on creating more-meaningful roles. In meetings, our value
comes from the contributions we make, rather than accepting
the loudest or most senior opinion in the room. Fresh ideas are
considered, and diverse perspectives are woven into the fabric
of the company. Rapid decision-making becomes a collective
effort.
This approach fosters an environment where open
communication, collaboration and innovation thrive. We are a
team of equals, regardless of age or gender. Much more than
that, by removing hierarchies – where the expectation is that
vision, strategy and direction can only come from those above
you – we work in an environment where every member of
the team is encouraged to think and contribute in this way. In
effect, we are all challenged to become leaders - embracing
wider roles and responsibilities than those we thought we
were capable of, yet safe in the understanding that more
experienced members of the team will provide the necessary
wisdom, experience, moderation and support to de-risk our
work and achieve the best outcomes. The result? We’re able to
progress our careers faster than we’d be able to in a safer, more
corporate workplace.
By dismantling the barriers of hierarchy, we’ve not only
successfully navigated an ever-changing business landscape,
but we are more secure and confident in the prospect of what
the future can hold. After all, as employees, we are empowered
to create the business that we want to be part of. Our approach
to staff benefits is a great example. Any member of our team
can propose a motion for a particular benefit, and more
often than not, this will link to causes that are important in
our personal lives. For example, Claim Technology staff can
request a change to holiday policy that allows team members
to take more time off for a ‘slow travel’ trip, one where a more
sustainable choice of transport has been chosen. By pioneering
a zero-hierarchy approach as part of its DNA, Claim Technology
has become the crucible in which barriers to Social Mobility
disappear.
Embracing Hybrid Working: Navigating the Future of Work
Claim Technology had already implemented a ‘Work from
Anywhere’ (WFA) policy, enabling individual team members to
choose whether they would be most productive working from
home or in the office, working alone or collaboratively. However,
left to our own devices, we learnt that we all defaulted to
working from home full time, which negatively impacted our
ability to collectively inspire, innovate, and achieve meaningful
business step-changes, as well as disrupting our sense of being
rooted and connected to each other.
As a team, we have decided to commit to working from an
office. But here comes the twist! Whilst other companies
chose to approach hybrid working as a perk or a convenience
for employees, we choose to approach hybrid working by
understanding how it can maximise our individual and team
performance. We come together
on a Monday to plan our week
ahead, and come back together
on Fridays to clear the decks,
take stock, and create space
for impromptu conversation -
creating a more socially mobile
company week by week.
If this resonates, why not ping us
at hello@claimtechnology.co.uk.
You’ll probably kickstart your
career by speaking first of all to
our CEO!
Michael Lewis,
CEO, Claim Technology
MODERN INSURANCE | 49

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FEATURES
Where is the
business case
for improving
Social Mobility?
When I was growing up, there was a perception that when you left
school or higher education, you would seamlessly move into a job
and a career. Unfortunately, for far too many young people across
the country today, that reality no longer exists.
My parents were both immigrants from Pakistan, who left behind teaching
jobs to come and work in the textile mills of Yorkshire. I grew up in
Huddersfield, and after losing my father at aged 9, my siblings and I were
brought up by my mother. She was a very strong person. She had four
children, and she brought us up to possess good ethics and values. She
promoted education more than anything else, and although I still agree that
education is important, it’s also about the ability to translate education and
learning into practical, workplace life skills.
In my view, all businesses have a responsibility to make themselves accessible
and represent the society we work for. In my role as PwC’s Regional Leader
in the North of England, I have the privilege to work with people from all
cultures, backgrounds and communities, and our employment opportunities
should reflect this. I am a representation of British society, and people like
me should have access to places like PwC and other professional service
organisations.
But what does diversity at the upper echelons of business bring to the table?
It represents the people that make up the communities and organisations
we operate in. It also brings a diversity of thought. Diversity at the top of an
organisation is really important; it’s one of the factors that fosters innovation
and prevents groupthink. I love having a range of different points of view
from different backgrounds. For me, it’s the continuation of that journey of
learning.
There are businesses who understand this responsibility, and who are actively
working to improve the diversity of thought in their organisations. But all too
often, we only see efforts made at the point of recruitment - whether that’s
offering on-the-job training, or providing graduate schemes for university
leavers. While these are fantastic offers from employers, what happens to
the people who don’t have access to the necessary technology in order
to undertake pre-employment training? Or those who didn’t think higher
education was for them?
There is a desperate need to create a level playing field at the recruitment
stage, but this work must start before candidates even consider professional
service organisations as a career prospect. Our purpose at PwC is to help
build trust in society and solve important problems. This is why Social Mobility
lies at the very heart of our PwC strategy. It’s important to us that our vision
and strategy covers our activities as both a responsible employer and a
responsible business, which is why we also have clear targets against which
we can hold ourselves to account.
In our 2022 annual report, we once again published our socio-economic
background (SEB) pay and bonus gaps, the data of which is based on parental
occupation information shared with us by 82% of our people. Tracking this
data allows us to understand our workforce, demonstrating the value of
investing in candidates and employees from all backgrounds.
Supporting skills development and Social Mobility is not just about who
comes to work for us; it’s about how we can support a much wider group of
people to progress as far as their preferences, talent, and determination will
take them - whatever career path that may be. That’s why our strategy covers
our activities within our communities, as well as the work we do to recruit and
develop our people.
When we stood back and thought about how we could implement a Social
Mobility strategy as a business, we found the following not only made an
impact in our local communities, but could be measured and reported on, too.
n Partnering with local schools to hold experience days, building soft skills
and exposing young people to employers and career options.
n Providing alternative routes to employment through ‘earn as you learn’
models. We’ve tried to do this through our Tech Degree Apprenticeships.
n Identifying gaps in talent, and working with higher education providers to
promote careers in these areas. We’ve been really pleased with the success
rate from the six-week academies we’ve run to help local candidates
acquire career skills.
n Removing grade-based barriers to entry in order to broaden the pool of
candidates.
Implementing a Social Mobility strategy isn’t just the right thing to do today;
it will also help us to create a better prepared and equipped workforce
for tomorrow. It drives growth, improves the local economies in which we
conduct business, and helps to create better and fairer communities in which
we have the privilege to live.
This piece was initially published
on 24th March 2023 as a blog post
on PwC’s website, and has been
republished with the permission of
the author.
Armoghan Mohammed,
Regional Chair for the North,
PwC United Kingdom
MODERN INSURANCE | 51

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mins with...
Manjit Rana
QWhat is your most memorable career achievement?
AI have been lucky enough to work in some very exciting
roles and launch some innovative ventures in my career,
but being asked to join the Clearspeed team was pretty
Title: General Manager, UK, EMEA and APAC, Clearspeed
flattering. I genuinely believe that our business will have a lasting
and positive impact on many industries for years to come!
QWhat has been the most valuable piece of advice you’ve
received?
A
I have had two pieces of advice that have stayed with me
throughout my life. The first one is from my primary school
teacher, Ms. Housego, who instilled in us an ethos to treat
others as we would like to be treated ourselves. The second one
is from my younger self, to embrace my uniqueness and use it as
a strength, not a weakness.
QWhat has been the key positive or negative impact of
change in your area of the market?
AThe COVID-19 pandemic was a major change that affected
our world in both positive and negative ways. It was a
shock to us personally and professionally, but it also made
us rethink our perspectives and business models. It fast-tracked
the digital transformation of the insurance industry by at least
five years, as insurers had to adapt to remote working, online
communication, digital policy servicing, and claims management.
However, this also brought new challenges, such as rising
customer demands for faster, fairer and more transparent
claims handling processes, all of which requires more efficient
and accurate vetting methods. Moreover, the pandemic also
created opportunities for fraudsters and scammers to exploit
people’s vulnerabilities and fears, resulting in more complex and
sophisticated fraud cases and online threats.
QIf you were not in your current position, what would you
like to be doing?
A
I had a childhood dream of becoming a fighter pilot for
the RAF, and I even went through the officer selection
process at Biggin Hill during the Falklands War. However, I
decided not to join and eventually entered the equally dynamic,
fast-paced and exhilarating world of insurance! I have absolutely
no regrets – I’ve enjoyed an amazing career, made lifelong
friends, worked globally, and developed a passion for innovation,
entrepreneurship, and disruptive technologies.
I’m very fortunate to be a part of Clearspeed, where I can work
with a game-changing technology that will revolutionise the
way we tackle fraud across many industries. It’s also interesting
that most of the founding team have a military or special forces
background, so it feels like things have come full circle for me.
If I wasn’t in this position, I would probably be mentoring and
supporting other entrepreneurs who want to challenge the status
quo and make a difference.
QWhat three items would you put on display in a museum
of your life and why?
My first item would be a book that tells the stories of all
the ventures I’ve been involved with, and the lessons I’ve
A learned along the way. From starting an Asian fashion
business during my work experience year at a polytechnic, to
naming one of our businesses after a cocktail from a TGI menu
in Birmingham, to appearing on a daytime TV show with Melinda
Messenger and Carol Smiley to discuss our innovative tech-based
dating business (long before smartphones existed), to working
in a call centre when one of our businesses failed as I needed to
cover the kids’ school fees, to the lessons learnt from creating
propositions that were ahead of their time... I must get around to
writing that book!
Another item would be my LinkedIn account, which I spend so
much time on that it could probably paint a better representation
of my life than my family could.
The last item would be a plaque that recognises my contribution
to helping Clearspeed become the first insurtech to win a
double-digit number of industry awards in just one year! Well, we
still have a few more months left to make it happen... luckily, we
are not too far off!
QWhat three guests would you invite to a dinner party?
AThis one is easy - my son, my daughter, and my wife. I have
devoted so much of my life to work that I have missed out
on spending quality time with them, and they are truly
wonderful people. I know some people might choose historical
figures, their heroes, or people with fascinating backgrounds,
but I am lucky enough to be surrounded by amazing people who
make a difference every day. If my family has made other plans
(very likely!), I would probably pick Richard Branson, Gandhi and
Ana de Armas!
MODERN INSURANCE | 53

INSURTECH
INSUR.
TECH.
TALK
MODERN INSURANCE | 55

INSURTECH
WELCOME
Welcome to InsurTechTalk!
I composed this special issue in the middle of the summer, a perfect time to
pause and reflect on the important theme of Social Mobility in Insurance.
Social Mobility refers to the ability of an individual or group to move up
or down the social ladder or hierarchy within a society. How can someone
achieve a higher social status by moving from a lower income demographic to
a higher income demographic?
There are many elements that influence Social Mobility, which we will explore
in this issue as it relates to the insurance industry. Education, socio-economic
background, skills, access to training, bias and discrimination, networking/
mentorship, access to affordable housing, access to social networks, and
workplace culture/flexibility are all factors to consider. How can leaders in
the insurance industry recognise and address these issues to create the best
environment, enabling individuals from all social backgrounds to excel and rise
up in their careers and social status?
Finally, I would like to thank my wonderful panellists for their willingness
to tackle this complex yet enlightening issue. This edition has been made
possible due to the enlightening thoughts and insights of the following:
• Angela Grant, Chief Legal Officer, Palomar Insurance
• Sam White, Founder and Global CEO, Stella Insurance, Founder and Chair
of the Freedom Services Group
• Sanghamithra Penesetti, Founder & CEO, goZeal
• Anna Brailsford, Founder and CEO, Code First Girls
• Hilario Intriago, President, Boxx Insurance & Founder and Chairman,
LATAM Insurtech
Until next time, happy reading!
Megan Kuczynski,
President,
Insurtech Insights
56 | MODERN INSURANCE

INSURTECH
Palomar
Insurance
, catastrophic.
Angela Grant,
Chief Legal Officer, Palomar Insurance
QAngela, I am delighted to sit down with you and
discuss the mission critical and complex issue of
Social Mobility across the insurance industry. I
have heard you speak about DEI initiatives at insurtech
conferences this past year, and I know striving for
equitable opportunities in our industry is a real passion of
yours.
From your experience, how much focus is placed on one’s
college education in the recruitment process across our
industry?
ASuch a great question! College education is a
leading indicator of an individual’s ability to
complete a task. However, someone without a
college education but with meaningful years of technical
experience can also be a great candidate for a role. I’m
a big advocate for obtaining your college education and
supporting credentials, because nobody can take it from
you, and it has the potential to remove an obvious barrier
to entry.
QAre industry leaders doing enough to provide on
the job training and/or mentoring to those that
might not have had the opportunity to attend a
high-ranking college or university, or perhaps even attend
college at all?
AAs you know, the insurance industry is aging
and we do not have enough new talent to fill the
upcoming roles, especially distribution (owner
operators), underwriting and claims. Nor have we given
enough opportunities to frontline employees with years of
experience. A good way to recruit new talent is through
internship programs, where college students are working
on meaningful projects and learning about all aspects
of a company’s business model. We can create new
opportunities for frontline employees who may not have
a college education, or may not have attended a highranking
college or university, by creating cross-training
programs as well as special projects. This means that they
can learn about different aspects of the company and gain
exposure to the operations of other departments.
QWhat can (and should) be done to educate those
from a lower socio-economic position regarding the
importance of roles within the insurance sector - roles
that could provide a meaningful career path and upward
Social Mobility?
ACompanies can bridge this gap in three key
ways. Firstly, active recruitment from historically
black colleges & universities (HBCUs) - as well as
underrepresented organizations on state college and
university campuses - is a great place to start. Having a
diverse group of leaders visit lower socio-economic high
schools to share their own stories of success in the industry
is also a powerful form of outreach. Finally, look within your
own ranks to identify underrepresented employees that
could be trained to take on more responsibility. Promotions
and other good news will travel within their communities.
QWhat initiatives have you observed that allow for
greater Social Mobility across the industry?
ASocial Mobility can only occur when the C-Suite (and/
or the Board) decide to make it a priority. Proactive
mentorship is the most impactful approach that I have
seen. Finding a willing advisor can be challenging, but it is an
important ‘cog in the wheel’ to long-term success. A trusted
mentor that promotes your good name when you are not in
the room is as important as what you learn from them along
the way.
QWhat are some of the industry’s biggest obstacles in
relation to supporting Social Mobility?
ATime and resources must be dedicated to the cause
in an impactful way. As you know, the insurance
industry is going through a hard market right now, and
insurtech has hit a difficult reset. Keeping the conversation
going at large conferences, and each one of us doing our
part to promote the importance of Social Mobility, will help
drastically when we consider the long-term cause.
MODERN INSURANCE | 57

INSURTECH
Stella
Insurance
Sam, you are a true trailblazer for the advancement
of women in our industry. At Stella Insurance, you are
providing career paths for women and changing the
Q
world by bringing innovative, female-centric products to
market. As a women-led organisation, how have your efforts
at Stella improved Social Mobility for women in particular?
Within our organisation, we support and encourage
women to embrace key leadership and decision-making
Aroles. This is truly an important step in improving Social
Mobility for women, as the imbalance that exists within the
insurance industry means that women often aren’t reflected
or represented in making decisions around pricing & risk,
product design, innovation, and broader socio-economic
needs. We focus on leadership development and skills
enhancement, as well as promoting a flexible environment
for our team. This enables women to pursue their career
ambitions whilst managing family and personal commitments
at the same time.
Stella partners with organisations that align with our focus on
improving Social Mobility for women across a range of areas.
For example, we work with FlyAnyway Foundation, who help
survivors of domestic abuse to build their businesses. This
can ultimately impact intra-generational Social Mobility. Our
Australian team have also aligned with The Parenthood, a
non-for-profit with the aim of affecting change in three key
policy areas - adequate and equitable paid parental leave,
universal access to high-quality early childhood education,
and care delivered by a professionally paid and qualified
workforce.
What can (and should) be done to educate those
from a lower socio-economic position regarding the
Qimportance of roles within the insurance sector - roles
that could provide a meaningful career path and upward
Social Mobility?
A
Firstly, I think it’s important to have visible and vocal
role models. I try in my own way to be a good example
of success, particularly as someone who attended
a comprehensive school in the North of England. I also try
to engage with local schools and universities as much as
possible, and encourage the rest of the team to do the same.
We also believe in implementing a comprehensive approach
that combines education, mentorship, practical experience,
financial literacy, and community engagement. In this way,
we can effectively inform and inspire the younger generation
(regardless of their socio-economic position) about the
meaningful career opportunities available within the insurance
sector. It’s critical for the insurance sector to be actively
engaging and promoting these opportunities for the younger
generations, as this is the fastest and most meaningful way to
drive inter-generational change and influence upward Social
Mobility.
What initiatives have you observed that allow for
greater Social Mobility across the industry?
Q
I’ve seen many initiatives that aim to promote great
Social Mobility and further enhance socio-economic
Adiversity within the insurance industry. The following
are just a few that demonstrate a commitment to inclusivity,
and provide actionable steps for the industry as a whole.
Diverse Recruitment Strategies. Many insurers and insurtechs
are actively re-evaluating their recruitment processes to
attract talent from diverse socio-economic backgrounds.
They may partner with educational institutions, community
organisations and job placement agencies to reach a wider
range of candidates. Implementing blind recruitment
practices and emphasising skills over traditional qualifications
can also help to mitigate biases.
Educational Partnerships. Collaborating with schools,
colleges, and universities to develop a curriculum that
aligns with the skills required in the insurance industry can
help bridge the gap between education and employment.
Industry-sponsored workshops, seminars and guest lectures
can expose students to the potential within our sector.
Mentorship and Sponsorship Initiatives. Establishing
mentorship and sponsorship programmes that connect
individuals from underrepresented backgrounds with
experienced professionals within the industry can provide
valuable guidance, support, and networking opportunities.
Sponsors can advocate for their mentees and help them to
navigate the corporate landscape.
Flexible Work Arrangements. Offering flexible work
arrangements, such as remote work options or alternative
work hours, can accommodate individuals with different
socio-economic needs, such as caregiving responsibilities or
transportation limitations.
Equal Pay and Fair Compensation Practices. Ensuring
transparent and equitable compensation practices helps to
eliminate wage gaps and supports individuals in building
financial stability and upward mobility.
58 | MODERN INSURANCE

INSURTECH
Q
What are some of the biggest obstacles in the industry
in terms of supporting Social Mobility? For example,
do you think there is enough support and flexibility for
someone who needs to take time off to raise a family, or care
for aging parents? How easy is it to regain Social Mobility or
continue an established career path after taking time off?
Unfortunately, I think that there are still several
significant obstacles within the insurance industry
Athat can hinder the support of Social Mobility. These
challenges often relate to work-life balance, caregiving
responsibilities, biases, and the reintegration of individuals
after taking time off.
Traditionally, the insurance industry has been slow to get
comfortable with a more modern work style. A lack of flexible
work arrangements, such as remote work options or flexible
hours, can make it difficult for employees to balance their
professional and personal obligations.
Gender biases and stereotypes can also impact the career
progression of women, especially when they take time off to
raise a family or care for aging parents. These biases may lead
to assumptions about commitment, and hinder the ability to
regain career momentum after a break. We know that the
gender split in senior roles still lags, and the gender pay gap
is still worse in insurance and financial services than many
other industries.
Recognising and mitigating these biases in hiring and
promotion processes is crucial for creating a level playing
field. There needs to be a multifaceted approach, including
education, training, policy changes, leadership commitment,
and a cultural shift within the insurance industry, in order
to challenge biases and create an equitable workforce. This
will not only benefit women but also contribute to a more
innovative, diverse and successful industry as a whole.
Q
A
Do you have any personal anecdotes to share in your
own path to success, and/or any obstacles you have
faced yourself in relation to Social Mobility?
It’s hard to really prove or disprove whether a bias has
negatively or positively affected you. What I can say
is that I’ve always struggled to get funding. I joked
for years that being Northern was more of an obstacle than
being a woman, but in truth, being Northern in many circles
is associated with being working-class. I’m sure that impacts
the judgements of others when it comes to partnering or
investing. Personally, however, I like to think that this builds
resilience. It certainly hasn’t stopped me from building a rich
and rewarding career
in the industry,
and I hope I can
encourage
others to do
the same.
Individuals who take extended breaks from their careers to
focus on family responsibilities might also face difficulties
when attempting to reintegrate into the workforce. Skill
gaps, changes in industry trends and a perceived loss of
professional relevance can hinder the smooth return to a
career path, as well as isolating individuals from valuable
mentorship and networking opportunities. This can impact
their ability to stay updated on industry developments,
advancements, and job openings.
While progress has been made to address some of these
obstacles, there’s still work to be done to ensure that
the insurance industry fully supports Social Mobility for
individuals who have taken breaks from their careers.
Q
What are some of the biases that we still need
to overcome in order to build a thriving and
equitable workforce?
Deep-seated stereotypes about women’s
roles and capabilities in particular can
Ainfluence perceptions around their suitability
for certain positions within the insurance sector.
Overcoming these stereotypes requires challenging
preconceived notions, and clear recognition of the
fact that women are just as capable as men in all
roles.
We also have to consider double standards.
Women often face higher expectations and
scrutiny compared to men in the workplace;
striking a balance between assertiveness and
likability can be challenging, as assertive women
may be perceived as aggressive. Meanwhile, those
who are perceived as too accommodating might not
be taken seriously.
Unconscious bias can also lead to the favouring of
candidates who align with traditional gender norms
and characteristics. Women, and particularly younger
women, may face scepticism about their experience
and expertise, leading to decreased visibility and
opportunities for advancement.
Sam White,
Founder & Global CEO, Stella Insurance
MODERN INSURANCE | 59

INSURTECH
goZeal
goZeal is a Data Science as a Service provider focused on
employing diverse women in tech - primarily women who
are returning to work, and those who need flexible working
hours. Their mission is to create flexible, accessible and
equal opportunity jobs for women, helping companies to
pursue their goals in DE&I and ESG.
Sangha, you bring a unique
perspective to this conversation,
Qhaving worked at both Liberty
Mutual and Travelers. You are now the
Founder of goZeal, establishing your
own company with a vision to impact
Social Mobility for women in particular.
From your experience, how much focus
is placed on one’s college education
in the recruitment process across our
industry?
The idea of the American
Dream, which promises equal
Aopportunities for success and
prosperity, seems less achievable in
the US today compared to other peer
nations. Unfortunately, a bias towards
college degrees still persists in insurance
firms, even as talent and innovation
may be found elsewhere. While some
carriers and brokers place emphasis
on on-the-job training, mentorships,
and apprenticeships, we’re only just at
the beginning. We must amplify these
efforts, especially to aid those who lack
traditional education.
Several forward-thinking companies
outside our sector are already
recognizing potential over pedigree.
It’s time our industry follows suit,
championing skills and ambition over
just academic background. We should
view this not as a threat, but as a
valuable opportunity for evolution and
inclusivity.
What can (and should) be
done to educate those from a
Qlower socio-economic position
regarding the importance of roles within
the insurance sector - roles that could
provide a meaningful career path and
upward Social Mobility?
Research shows that wealth
mobility usually happens early in
Aa working career. Therefore, it’s
important to reach out to the younger
generation as early as possible.
First, we must change the narrative
around insurance. It’s not just about
policies and premiums but a vibrant
sector crucial to risk management and
global economic stability. This engaging
story needs better communication.
Next, we need to meet the youth where
they are - on digital platforms. Using
social media and targeted ads, we
can effectively illustrate the array of
opportunities within the sector, from
data science to underwriting.
Also, companies must visibly commit to
diversity, equality, and Social Mobility.
It’s not enough to make statements
- we need inclusive hiring practices,
comprehensive training, and equal
opportunities for advancement.
Finally, spotlighting success stories
can inspire. People who’ve overcome
socio-economic challenges to succeed in
insurance can prove the industry is not
just a viable career path, but a gateway
to upward mobility.
Q
A
What initiatives have you
observed that allow for greater
Social Mobility across the
industry?
Back when I was at Liberty
Mutual, I was part of a targeted
Leadership Development
Program aimed at fostering growth
among minorities, women, and people
of color. This experience significantly
expanded my network and cultivated my
leadership skills. Many insurers champion
such initiatives, and yet there’s still scope
for more.
Cracking the class ceiling is hard.
Real, relatable stories that resonate
60 | MODERN INSURANCE

INSURTECH
with a wide audience can help to
demystify the industry and its offerings.
Strategic alliances are crucial. Insurers
and insurtechs can team up with
organizations championing Social
Mobility, extending their reach and
impact.
Social Mobility is at the heart of what we
do at goZeal. We take immense pride
in our pursuit to unlock the untapped
potential of women from various socioeconomic
backgrounds, helping to
create a more balanced and fair industry.
QI love the tagline of goZeal – ‘Be
the Change. Employ Equality.
Woman Up Your Workforce’. Can
you explain your vision, and how goZeal
is making a direct impact on Social
Mobility for women in particular?
AOur tagline represents a call
to action, a mindset shift, and
a new narrative to challenge
conventional workforce dynamics.
‘Be the Change’ is an open invitation to
disrupt the status quo, acknowledging
the potential to revolutionize hiring
practices.
‘Employ Equality’ underpins our
commitment to equal opportunities.
We champion every woman with zeal,
ambition, and a laptop, ensuring they
can generate income anytime, anywhere.
For us, skills, passion and grit outweigh
traditional qualifications.
‘Woman Up Your Workforce’ is
our playful call for more female
representation in tech and data roles.
We thrive on curating bespoke teams of
skilled women, transforming passion into
profession.
At goZeal, we tackle obstacles that are
blocking women, especially those from
lower socio-economic backgrounds,
from securing rewarding careers.
Our mission revolves around tearing
down these barriers, creating equal
opportunities, and bridging the skills
gap. Our commitment goes beyond
mere employment; we invest in their
continuous growth through upskilling
and reskilling for a dynamic industry.
In short, every woman we employ - and
every company we help diversify -
propels Social Mobility. We’re passionate
about elevating women, igniting a
catalyst that creates a ripple effect
throughout the entire sector!
Q
What are some of the biggest
obstacles in the industry in
terms of supporting Social
Mobility? For example, do you think
there is enough support and flexibility
for someone who needs to take time
off to raise a family, or care for aging
parents? How easy is it to regain Social
Mobility or continue an established
career path after taking time off?
The ‘motherhood penalty’
is a stark reality for women,
Aunderscoring systemic bias
against working mothers. This calls for a
radical rethinking of how we value and
compensate women in our workplaces.
My own experiences with inflexible
working conditions inspired the
foundations of goZeal. Traditional
corporate structures often fail those
with family responsibilities. We see
flexible work arrangements not as a
luxury, but a necessity, and we are
committed to leading this change.
Returning to work post-maternity is
often a double whammy - facing a
motherhood pay penalty while fathers
enjoy a ‘fatherhood premium’. For
instance, college-educated women
(aged 35-39) with children earn 12
points less than women of the same age
without children (a motherhood gap),
also earning 54 points less than the
father (a parental gap).
This injustice hinders our quest for an
equal playing field. We must confront
these biases and foster a culture that
supports all parents.
At goZeal, we’re committed to
transforming this narrative. We provide
a supportive, flexible platform that
respects every stage of life, ensuring
careers that can thrive beyond
interruptions.
Q
A
What biases do we need to
overcome to nurture a thriving
and equitable workforce?
There are many biases that we as
an industry need to work on - I’ll
address a couple of them here.
The Age Bias. This particularly impacts
women who may have taken nonlinear
paths due to socio-economic
constraints, starting their careers later
or returning after a break. Recognizing
the value of diverse life and work
experiences can help to overcome this.
The Flexibility Bias. Many women from
lower socio-economic backgrounds
need flexible work due to family
commitments or other factors. They
shouldn’t be penalized for their
circumstances. Adopting a culture that
values output over hours and supports
diverse work patterns is vital for Social
Mobility. We need to redefine success
and productivity beyond the traditional
9-to-5, embracing diverse schedules and
lifestyles.
Do you have any personal
anecdotes to share in your own
Qpath to success, and/or obstacles
you’ve experienced in relation to Social
Mobility?
My personal journey is one of
resilience. Though I was born to
Amedical professionals in India, I
financed my education and moved to
NYC, eyeing a Wall Street career. The
early absence of mentorship and insight
into the ‘corporate playbook’ were
definitive obstacles for me.
As a woman of color in a maledominated
field, the challenges
magnified, particularly with motherhood
and the lack of supportive policies like
remote work & flexible schedules back
in the early 2000s. These roadblocks
impacted my Social Mobility, but also
ignited a transformative spark. This
spark led to goZeal - a firm that is
committed to tearing down these
barriers, and ensuring every woman has
an equal opportunity for success. Join
us as we shape the ‘Future of Work’,
making our industry more diverse &
inclusive!
Sanghamithra Penesetti,
Founder & CEO, goZeal
MODERN INSURANCE | 61

INSURTECH
Code First
Girls
Anna, when I was listening to your presentation Every
at the Insurtech Insights Conference back in
QJune, I was struck by how coding can boost
Social Mobility by offering a skillset to workers in
lower paying jobs, particularly those in education and
healthcare.
Can you elaborate more on how these women are
thriving, and improving Social Mobility by applying
coding specifically to roles in insurance?
A
Technology stands head and shoulders above
every other sector in terms of the impact
it can have on our everyday lives. It’s the
glue holding us together - boosting every industry,
advancing innovation, and creating new employment
opportunities. But while technology has shaped
everything about our social and working lives, the
people powering the sector are not as representative as
they could be.
It’s well established that diversity matters. Organisations
with diverse tech teams not only perform better -
they’re more resilient, more innovative, more connected
to their customers and clients, and yes, more profitable!
Groupthink, where decisions are made because of the
ease of conformity, is bad for business, as well as having
teams with people that all look and sound the same.
In terms of socio-economic background, the Sutton
Trust in the UK found a significantly unrepresentative
workforce employed in tech, particularly in more senior
roles. More than two thirds of tech employees come
from professional or managerial backgrounds, with 21%
having attended independent or fee-paying schools.
We’ve identified insurance as one of the business
verticals where the need for more diversity in their tech
teams is stark, and the benefit to women particularly
from lower socio-economic backgrounds is profound.
A study by the Institute of Fiscal Studies found
computing and engineering were two of the university
courses with the highest mobility rates. There are more
routes into the profession, and it costs less to qualify
or upskill employees compared with sectors such as
medicine and law.
Roles in tech, especially in insurance, are connected to
such clear levels of economic opportunity. The Social
Mobility benefit is obvious, with computer engineers
earning an average of £50,000 per annum. According
to the British Computer Society (BCS), three quarters
of those in the tech profession are better off than their
parents were at the same age. We see a massive uplift
in salary comparative to other typical professions, and
what this brings to women - particularly those from a
working-class background - is the most exciting thing.
As an Edtech company with a focus on insurance,
Code First Girls have helped more than 120,000
women learn to code. In doing so, they have
boosted employability, diversity, and Social
Mobility across the sector.
tech team in the insurance industry has a
real potential to offer economic opportunities to
women, empowering them to advance their personal
circumstances.
Q
From your perspective, what are some of the
biggest obstacles in the industry in terms of
supporting Social Mobility? For example, do
you think there is enough support and flexibility for
someone who needs to take time off to raise a family,
or care for ageing parents?
Our coding courses are free, accessible and
virtual - meaning our learners can fit their studies
A around their lives, helping to remove barriers
for those in full-time education, work, or with caring
responsibilities.
Code First Girls’ research revealed that women from
working class backgrounds prioritise career progression
and training opportunities, flexible working, and
transparency around salary in the job advertisement.
They were also more likely to request remote working
compared with the overall cohort, alongside an
extended benefits package such as gym membership,
health insurance, and other discounts. Job security is
another factor that respondents were likely to seek out.
Of course, it’s not just enough to recruit diverse talent.
You need to nurture it too. Our community identified a
lack of upskilling opportunities, lower-level assignments,
not being taken seriously enough, or being judged by a
different criteria to their male counterparts in the tech
industry.
Burnout is another big challenge, brought on by lack of
work-life balance, lack of communication and support
from management, unmanageable workload and
unreasonable time pressures. Four out of five women
from lower socio-economic backgrounds say they’ve
experienced burnout at work at some point in their
career. It’s therefore not surprising that, as it stands,
50% of women in tech teams leave their roles before
the age of 35.
The insurance and insurtech industry can address some
of the challenges women face at work by creating a
supportive and inclusive work culture. Improving culture
to nurture talent is key to helping employees feel like
they can bring their best selves to work, regardless
of the background they come from. It also helps
employers to improve the quality of their services.
When asked what that would look like in practice, most
of those polled by Code First Girls agreed that access
to educational programmes, upskilling and flexible
working hours were important. More than one in five
women from lower socio-economic backgrounds
62 | MODERN INSURANCE

INSURTECH
agreed that speaking up and confronting discrimination
was the most important factor in creating an inclusive
culture.
Women want opportunities to progress, job
assignments that matter, and to work in a bias and
stereotype-free environment. We know that the
insurance industry is well positioned to offer that.
Q
What can (and should) be done to educate those
from a lower socio-economic position regarding
the importance of roles within the insurance
sector - roles that could provide a meaningful career
path and upward Social Mobility?
A failure to provide learners with the flexibility
and autonomy they need has resulted in
Aproviders failing to support women into the tech
industry at scale, with the barriers women face starting
in schools and continuing along the educational path.
Despite efforts to encourage girls to study STEM
subjects, they’re still seen as subjects for boys.
Code First Girls found many female students aren’t
encouraged to study STEM, or taught coding at school.
Others lack confidence in themselves or don’t believe
they have the right skills for technology.
Employers can look to support organisations such as
Code First Girls when it comes to providing inspirational
opportunities in STEM, particularly where the education
system is falling behind. Despite not being encouraged
into tech while at school, many may find themselves
considering it later in life. Code First Girls has taught
more than 140,000 women to code, with 80% of
our students coming from non-computer science,
mathematics or engineering backgrounds. Almost half
(49%) of our community are career switchers. That
means that even if women have been discouraged to
study STEM subjects at school, there’s a career pathway
available to them that’s free of charge, with flexibility
around study, work or family commitments.
What initiatives have you observed that allow
for greater Social Mobility across the industry?
Q
A
In the UK, we work with Admiral, Wales’ only
FTSE 100 company and one of the nation’s
largest car insurance providers. With a
progressive company culture that is committed to
diversity and inclusion, the company has a range of
workplace benefits including career breaks, flexible
working, paid leave to attend health screenings,
complementary and discounted alternative therapies,
developmental coaching, and internal career
opportunities.
Q
Code First Girls seem well positioned to solve a
perceived lack of available on-the-job training or
mentoring opportunities, particularly for those
who have not had the opportunity to attend a highranking
college. Would you agree?
A
Having a degree should not be a prerequisite
for a career in tech - and we have first-hand
experience of this. It is fundamental that the
sector understands that there are many paths to
technology, and traditional pathways such as university
are not always feasible or accessible to everyone.
Mentorship in particular has been found to have farreaching
benefits for someone’s career, particularly
those who haven’t had access to higher education -
including more frequent promotions and salary grade
changes, developing greater confidence (thereby
tackling imposter syndrome), and improving company
retention rates. The difference can be profound when
used as part of a wider diversity and inclusion initiative.
Everyone, with the right support and opportunities,
can learn to code - with 100% of our graduates who
did not attend university being employed directly after
graduating from the CFGdegree.
Q
A
Do you have any personal anecdotes to share in
your own path to success and/or any obstacles
you have faced yourself in relation to Social
Mobility?
I was fortunate enough to be raised by a single
parent who created an EdTech startup in the
health and social care sector. Without realising,
she was teaching me all the basics of entrepreneurship
at the dinner table. I would also often help my Mum
with her business while on holiday from university - so
I learned a lot of the practicalities of business, such as
product development and licensing.
I also owe it to her for teaching me how to fight hard in
the business world as a woman. She told me you have
to work 10 times harder than your male counterparts, so
when it came to this type of role I already knew what it
was going to take.
From my experience, I really believe that tech teams
in the industry are boosting employability, diversity
and Social Mobility, transforming local economies and
communities. My ambition is to offer £1bn in economic
opportunities for women entering the tech industry in
the next five years. It is my hope that this research will
provide a springboard for technology organisations
to think bigger and better about how they’re building
diverse teams.
Change has to be championed at a leadership level,
and Code First Girls’ respondents identified supportive
leadership and mentorship as key to a supportive
work culture. Allies can also publicly give women
credit for work and ideas, and speak up when they see
discrimination. Women want opportunities to progress,
job assignments that matter, and to work in a bias and
stereotype-free environment.
A mixture of improving benefits and changing culture
helps make tech teams in the insurance industry more
appealing to women. We need to get people excited
and confident that the sector will be inclusive if we are
going to see any tangible change in the diversity of
teams.
Anna Brailsford,
CEO & Co-Founder, Code First Girls
MODERN INSURANCE | 63

INSURTECH
LATAM
Insurtech Accelerator
QHilario, it’s great to connect with you and discuss
your thoughts regarding Social Mobility in insurance!
You have had an extraordinary career from the lens
of a traditional carrier, an insurtech, and a global thought
leader. Today, you lead Boxx Insurance as President of the
USA Business. You are also the Founder and Chairman of the
LATAM Insurtech Accelerator, and a tireless advocate for
women in our industry.
You launched the LATAM Insurtech Women’s Awards just
a few years ago. The mission: ‘to recognize, support and
promote the development of talented women leaders in
insurtech.’ Can you elaborate more on your vision for this?
How can these initiatives support the Social Mobility of
women in the industry?
AThe ‘Women in Insurtech’ Awards aims to create an
inclusive talent search and development approach in
an insurtech world that has been largely dominated
by men. I mention ‘an inclusive talent approach’ because the
awards enable us to discover talented women - not just those
working in insurtech already, but also those who might not
be involved at the moment, but want to be.
This is where the Social Mobility aspect comes in. We live in
a world where technology is pervasive, and if we can bring a
tech aspect to the professional experience of women, we can
help them to expand their range of possibilities within the
industry. The nature of the awards is both local and global;
it has no frontiers, and I love that because it can happen
in mature markets and emerging markets alike. It can also
apply across the entire insurance value chain, particularly for
women working in (or moving into) insurtech topics within
startups, carriers, brokers, TPAs, loss adjusters - anywhere
really!
QFrom your experience with LATAM specifically, what
are some of the biggest obstacles in the industry in
terms of supporting Social Mobility? For example,
do you think there is enough support and flexibility for
someone who needs to take time off to raise a family, or
care for aging parents? How easy is it to regain Social
Mobility, or continue an established career path after taking
time off?
A
LATAM is a perfect example of evolving emerging
markets; we have countries where great
advancements have occurred in terms of family
support and work flexibility, and others where very little has
happened. I would say that we have a long way to go, but
fortunately there are also some very good foundations to
build from. Remote work has brought lots of changes, as
well as the ability to be closer to family and develop your
career at the same time. More organizations are looking to
expand on their options, embracing the flexibility required to
engage and retain talented people.
QWhat can (and should) be done to educate those
from a lower socio-economic position regarding the
importance of roles within the insurance sector, roles
that could provide a meaningful career path and upward
Social Mobility?
A
I am convinced that insurtech plays a major role
in this regard. The more our industry enables
technology, the more options we can offer when it
comes to being involved in the insurance industry. We have
to showcase that transition and bring it closer to schools,
universities and communities. Sharing the value of insurance
and the ease of its usage with technology will allow us to
reach more people, and a new generation of professionals
for our industry will come with that. I think we need to be
ambassadors for that, and I for one would love to have
people join me in that cause.
QAre industry leaders doing enough to provide on the
job training and/or mentoring to those that might
not have had the opportunity to attend a highranking
college or university, or perhaps even attend
college at all?
AMy short answer is ‘no’ - I think we can do much
more. Across the American continent, those of us
who have been lucky enough to receive opportunities
should make it a professional priority to share knowledge, to
mentor, to network, on behalf of those who have no access
to what we have been (and still are) privileged to do.
In a world of endless connectivity, we should be working on
programs that give access to individuals, and interconnect
talented people with
training, development and
networking opportunities. I
think this is an area where
organizations can partner,
leverage each other’s
resources, and structure
programs that deliver such
benefits at a large scale.
Hilario Intriago,
President, Boxx Insurance and
Founder / Chairman, LATAM
Insurtech Accelerator
64 | MODERN INSURANCE

INSURTECH
EDITORIAL
BOARD
WELCOME to the Insur.Tech.Talk
Editorial Board.
Modern Insurance Magazine is delighted to bring our board of insurtech experts together in a
showcase of thought leadership insights from the very heart of the sector.
In this issue, we’re questioning whether the industry is doing enough to support socioeconomic
diversity, looking primarily at Social Mobility within the insurance tech space.
This issue voices the thoughts of...
Scott Holmes,
Sales Director UK&I,
Quantee
Daniel Thafvelin,
Group CEO,
Contemi Solutions
Hanh Nguyen,
Human Resource Manager,
Contemi Solutions Vietnam
André Symes,
Group CEO, Genasys
Denise Garth,
Chief Strategy Officer,
Majesco
Tim Hardcastle,
CEO and Co-Founder,
INSTANDA
MODERN INSURANCE | 65

INSURTECH
Is the industry
doing enough
to support
socio-economic
diversity?
Many ESG strategies now incorporate Social Mobility as a core
aspect, with an ambition to help people from lower socioeconomic
backgrounds progress in their careers and sit in
receipt of fair opportunities. However, it is my belief that the
UK insurance industry is failing to address a lack of socioeconomic
diversity. As a result, they may not be fully meeting
the requirements of the ‘S’ in in the ‘ESG’ acronym.
Scott Holmes,
Sales Director UK&I, Quantee
For many insurers, the pandemic has served as a wake-up
call, exposing protection shortfalls that influence the health
and livelihoods of their staff and policyholders. In light of
worsening imbalances across UK society, attention has
rightfully shifted to the ‘Social’ element of ESG. Equality
of opportunity is vital - certainly in terms of educational
and professional development, but also with regards to the
affordability of (and access to) insurance products and risk
mitigation.
In addition, Russia’s invasion of Ukraine has sparked
significant rises in energy, food and fuel prices in the UK,
at a time when people and businesses are still struggling
to recover from the economic, fiscal and social fallout of
COVID-19. The war is threatening to derail any progress
made over the last two years.
In a recent report by KPMG, it was found that people from
lower socio-economic backgrounds take, on average,
19% longer to progress to the next stage of their careers,
compared with those from a higher socio-economic
background. This same report showed that a background
measured by parental occupation had the strongest effect
on how quickly an individual progresses in their career.
Further research shows that only 12% of CEOs are from
a ‘working class’ background, with C-Suite positions still
significantly influenced by class in the UK.
The long-lasting impacts of the pandemic and the
continuing war in Europe will continue to push people
into poverty in the UK. The UK insurance industry needs
to stand up and make significant strides to lead the way
in improving Social Mobility standards, ensuring that as
socio-economic status changes, ‘we’ as a joint community
can still provide fair opportunities for our people to
develop in these volatile times.
I encourage and push the insurance industry to build the
‘S’ into the core strategies of their company.
Examples to consider include:
n Embedding the ‘S’ at the top. Introduce it to the
mandates of all Boards of Directors, committees of
Senior Executives and regular executive meetings,
so Social Mobility is always at the heart of decision
making.
n Including the ‘S’ in operational management and
oversight.
n Appoint senior ‘practitioners’ to be ESG leads, close to
the customer frontline.
n Link top management compensation to performance
against social sustainability-related targets.
MODERN INSURANCE | 67

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INSURTECH
Enhancing
Social
Mobility: A
Software
Company’s
Pursuit
In today’s rapidly evolving world, Social Mobility is a crucial
issue that demands attention across various industries,
including insurance. For software companies, delivering
innovative solutions to the insurance sector presents an
unparalleled opportunity to contribute to societal change.
Daniel Thafvelin,
Group CEO, Contemi Solutions
Hanh Nguyen,
Human Resource Manager,
Contemi Solutions Vietnam
As a software company with
employees spread across nine diverse
countries, we recognise the importance
of promoting Social Mobility through
our technological advancements. We
are committed to fostering Social
Mobility, and working towards the
benefits it brings to individuals and
communities worldwide.
Breaking Barriers through Technology
Technology is revolutionising the
insurance industry, making it more
accessible and efficient for consumers.
Our software aims to break down
the barriers that prevent people
from accessing insurance services
and financial security. By automating
processes, simplifying policy
management, making information
more available and seamless, and
enabling personalised experiences,
we empower insurance providers
to reach a broader customer base -
especially those who were previously
underserved or excluded due to socioeconomic
factors. Our company vision
is to make financial security available
to all, which is why our mission
statement is to ‘facilitate seamless
information flow to foster financial
security’.
Embracing Diversity and Inclusion
Our global presence provides us with
a unique advantage when it comes
to understanding the diverse needs
of individuals across various cultural
backgrounds. We actively foster a work
culture that celebrates diversity and
inclusion, as we firmly believe that
a varied workforce leads to better
insights and innovative solutions.
By promoting diversity in our own
company, we hope to contribute
to Social Mobility by creating
opportunities for talented individuals
from different backgrounds to thrive
in the tech industry.
Empowering Emerging Markets
Countries like Vietnam, Malaysia, India
and Indonesia are experiencing rapid
economic growth, yet disparities
persist when it comes to accessing
insurance. Although we started our
deliveries in developed markets and
continue to see strong growth here,
our software solutions are tailored
to cater to the unique requirements
of emerging markets, facilitating the
expansion of insurance services to
remote and underserved regions. By
strengthening insurance penetration
in all regions, our clients contribute to
the economic prosperity of individuals
and communities, allowing them to
safeguard their assets and plan for a
more secure future.
Education and Skill Development
Recognising that knowledge is one
of the solutions to the ‘talent crisis’,
our company invests in educational
initiatives and skills development
programmes within the communities
where we operate. By partnering with
local institutions and organisations,
we see the value in contributing to
the growth of a skilled workforce,
empowering individuals to secure
better opportunities in the insurance
and technology sectors.
One example is with our operations
in Vietnam, where we have partnered
with universities like FPT Polytechnic,
Ton Duc Thang University, University
of Information Technology, and more.
We share our values, product and
technology knowledge with students
at these establishments, with the aim
of giving them industry experience and
more global exposure. In addition to
being a good source for our Trainee
programme, we hope students at these
universities can one day work to build
useful products for the wider global
society.
Collaboration for Collective Impact
At our core, we believe in the power
of collaboration. By working closely
with insurance providers, industry
experts, and policymakers, we align
our technological innovations with the
goal of enhancing Social Mobility. As a
software company delivering cuttingedge
solutions to the insurance sector,
we recognise the responsibility and
potential to impact Social Mobility
worldwide. Through our commitment
to innovation, diversity and inclusion,
empowering emerging markets,
investing in education, and fostering
collaborations, we believe in our
ability to positively shape the lives of
individuals and communities.
MODERN INSURANCE | 69

INSURTECH
Now is the Time
to Reshape
Insurance
Operating Models
and Technology
Millennials are projected to become the overwhelming majority
in the workforce - with Gen Z fast on their heels - dramatically
transforming the dynamics of the workplace. Executives have seen
them coming, but many haven’t considered the potential impact of
matching new technologies to employee and customer expectations.
Denise Garth,
Chief Strategy Officer, Majesco
The unspoken message: ‘Why should employee learning
styles and digital preferences matter so much to our tech
plans?’ This transformation has been further fuelled by the
pandemic and the Great Resignation. Many employees now
wish to work on a hybrid or fully-remote basis.
Our 2023 Strategic Priorities Report highlights that
operational costs, talent acquisition and retention, how
employees work, and employee retirements represent four
of the top eight ‘front of mind issues’ for insurers. I recently
participated on a panel which discussed the fight for talent
within insurance companies. One panellist shared that many
new hires are quitting after only a few weeks, citing the
‘archaic systems and technologies’ that they are having to
utilise in their job.
While most insurers have been on a continual quest to
optimise their business, these efforts have often been
incremental and short-sighted. Many replaced their core
systems over the last 10 years as part of a transformation
strategy, but most were on-premises with significant
customisation. These have resulted in upgrade challenges,
increased costs, limitations on digital capabilities, difficulty in
launching new products, and lacklustre user experiences for
employees and customers.
It’s time for a redo
Business leaders must aggressively seek operational
synergies and effectiveness before a wave of retirements
takes hold, one that will result in loss of intellectual
knowledge and operational expertise. If insurers reshape
the business model and foundation of technology, they will
rekindle user engagement. Moving the business to next-gen
cloud intelligent core platforms is crucial to achieve real
optimisation.
All aspects of technology should be considered for
optimisation. Millennials and Gen Z have an innate ability to
use the latest technology and tools. Moving to intelligent
native cloud core platforms with embedded technologies
like APIs, data and advanced analytics, will all drive down
operational costs and increase premium growth, bending the
cost curve and creating competitive differentiation.
To help our customers address this, we embedded data,
advanced analytics, and business intelligence capabilities into
our intelligent core suite of policy, billing and claims solutions,
in order to boost productivity and enhance decision-making.
One of the embedded analytics capabilities is with our
interactive chatbot named MajescoGPT (Copilot), which
can guide any user of the Majesco Intelligent Core Platform
towards specific content, or even create content on behalf
of that user. Simple use cases ask the chatbot to answer
questions about using the Majesco Intelligent Core Suite,
or about accessing policy and claims information stored in
PDFs or in the database. It can summarise complex insurance
policies and forms, explaining any exclusions or inclusions
that may affect the coverage in simple terms. For example,
if a policy excludes coverage for certain types of damage,
the chatbot can explain this in a way that any user (business,
agent, or customer) can easily understand.
The possibilities are limitless…
The applicability of advanced analytics and GPT can bring
efficiency to the operation, supporting new employees
as they rapidly acquire expertise with your advanced
technology. Instead of reading all the detailed documentation,
FAQs and support conversations, a GPT-powered chatbot
can enable staff to do their jobs while learning in the process.
They receive the satisfaction of stretching their minds and
focusing on more complex areas. Your organisation meets the
future as a tech-savvy market leader.
Elevating your business operation with a next-gen, intelligent
technology foundation is a must-have if you are to compete
in today’s marketplace.
MODERN INSURANCE | 71

INSURTECH
André Symes,
Group CEO, Genasys Technologies
The Secret
to Attracting
Talent?
Attitude is
Key
It’s an exciting time in insurtech. While other sectors
may be experiencing a talent crisis, our industry
is in great health. However, we can only maintain
this state if we remain alert, and think outside the
box to proactively recruit and retain talent from all
backgrounds.
Yes, there have been thousands of tech lay-offs as
companies re-adjust their profitability margins, but the
talent pool is strong as a result. And yes, there’s now
a cohort within this pool who may need to reset their
salary expectations as the insurtech market corrects
itself from the era of cheap capital. But this shift in the
market is encouraging businesses to really consider how
their value proposition extends beyond the simplistic
dimension of an inflated annual salary that they can no
longer afford. In parallel, this is stimulating an approach
to thinking differently when it comes to recruitment and
retention, which will play an integral role in enabling
the industry to move beyond the perceived ‘traditional’
pipeline of talent.
Low-code or no-code technology has democratised
tech for our insurance business clients so they can
really deliver on their commercial aspirations. In turn,
this should be impacting a company’s organisational
development, wherever they are situated within
the industry ecosystem. As a result of these code
developments, a democratisation of entry to the
insurtech world exists for talent which can be maximised
to full impact, attracting and recruiting candidates from
diverse backgrounds.
Now with less emphasis on ‘code’ experience, savvy
insurtechs realise that attitude is key when it comes
to talent. The desired candidate is now not always the
individual with years of ‘tech’ experience under their
belt, with a typical educational and career trajectory.
We know that our people set Genasys apart. They are
integral to our point of difference, so we are focused
on creating an ever-evolving working environment that
accommodates colleagues with all levels of experience,
and from all different backgrounds. The creation of our
Product and Innovation Campus, located close to a
number of South African universities, is a deliberate step
to welcome young people that want to work in tech,
and those who might never have considered tech as a
space for them. It’s an opportunity to join an established,
profitable and sustainable business to kickstart their
careers.
In our experience, a colleague with minimal expertise can
be just as effective after a year of investing in professional
development, compared to someone with 15+ years of
IT know-how. Absolutely, riding a unicycle requires years
of experience, but you can put someone on a bike with
training wheels and they can get going towards making a
positive impact straight away.
There’s a wealth of independent research in which the
evidence is compelling. Companies that are more diverse
are more innovative and more profitable. The future
survival of insurtechs and how we best support our
customers lies in the diverse talent that we proactively
seek out, welcome and retain.
From a personal perspective, changing industry attitudes
to deliberately step outside of traditional recruitment
and retention echo chambers is integral to the future
of insurance. Genasys and all our partners believe that
insurance should be available to everyone, regardless
of their socio-economic background. To achieve this
industry vision, every business leader must work to
make the insurance ecosystem an attractive, accessible
workplace for all.
MODERN INSURANCE | 73

INSURTECH
The Future of Digital
Transformation
in Insurance
Digital transformation is rapidly accelerating in the
insurance sector, which has driven the adoption of
insurance technology among large-scale MGAs and
insurance carriers. Investments in technology have become
a priority for insurance providers, and will remain so over
the coming years.
Tim Hardcastle,
CEO and Co-Founder at INSTANDA
In the near future however, the insurance
industry will transform even further.
Insurers will see greater adoption of
controllable, low-cost technology
(primarily no-code platforms) that
increase speed-to-market, and find
themselves migrating from legacy
systems to cloud-native platforms.
Here’s some key areas of focus that
we think insurers will pay attention to
between now and 2025.
Scaling down legacy systems
As new no-code technologies emerge
within the market, the heavy resource
cost and lumbering nature of legacy
systems is becoming more palpable in
restricting company growth ambitions.
In the coming years, we will see a
greater number of insurers opt to
replace or augment legacy systems
with new modern technology, where
innovation is wired in due to their
architecture, and genuine SaaS models,
where new features can be added in just
a matter of days or weeks.
Reducing the reliance on legacy
systems allows insurance providers to
quickly deploy solutions, create faster
end-to-end quotes, and solve slow,
unresponsive risk pricing and claims
processing.
Facilitating betterment with health tech
Life and Health (L&H) insurance is an
area ripe for disruption through the
use of technology. The industry is
currently facing fundamental challenges,
struggling to create offerings that will
expand its markets and reach younger
audiences.
Some progressive insurers are already
incorporating healthtech to solve
genuine customer problems. For
example, with data gathered from
wearables (in the form of Apple
Watches, FitBits, etc), insurers can
change their customers’ premiums on
a monthly basis according to their level
of activity. In the near term, we will see
more insurers follow in these footsteps
to encourage healthier habits amongst
their policyholders.
Offering hyper-personalised insurance
Data-driven hyper-personalisation will
also see further adoption within
insurance. Providers will use big data
to analyse patterns and changes in
consumer behaviour, identifying and
even anticipating the products and
services they need.
Hyper-personalisation products
are already on the market today.
For example, InsureApp creates
personalised insurance by gathering
and interpreting data from smartphone
sensors and Internet of Things (IoT)
devices. Customers can install the
app and consent to being tracked and
monitored. The algorithm then predicts
issues or accidents and gives advice
for the customer to take action when
needed through timely notifications.
Transforming customer experiences
Customer expectations have increased
in the insurance sector, and hyperpersonalisation
is one way to meet them.
However, we will also see insurers look to
improve their customer experience (CX)
in the coming years.
Using open CX technology, insurers
can make bespoke products that react
to real-time data. Information, such as
location for travel insurance or health
status via wearable technologies, can be
used to cut down on data entry, helping
insurers to offer personalised products
quicker.
However, to keep customers satisfied,
insurers must remember that CX
technology is not a ‘silver bullet’.
Providers will need to strike a balance
between using digital capabilities and
managing relationships. Customer
preferences vary, and data needs to
be carefully monitored to provide
each customer with the journey
and touchpoints that they’re most
comfortable with.
Agile product development
Finally, we are heading towards a shift
in digital insurance strategy that will
place a greater focus on customer
outcomes. As such, insurance providers
need to position their company within
their customers’ ecosystems, and source
capabilities from a range of partners.
This strategy will change the experience
for customers, moving from paying
claims to preventing claims.
Agile product development will be
key in the delivery of these strategies,
offering providers the opportunity to
design, build and release products that
are personalised and tailored to meet
customer needs. By quickly testing new
products and offerings, providers can
make themselves stand out and provide
greater value to their customers.
The core ideas behind agile product
development are to incorporate speed,
flexibility, and resilience into strategic
design roadmaps. By removing
three-year roadmaps for product
development, and changing to stories
and sprints instead, insurers will become
far more agile and able to react quickly
to the ever-changing needs of their
customer base.
INSTANDA’s Core Insurance Platform
is ahead of the curve when it comes to
agile ecosystems. MGAs and insurers
can partner with INSTANDA and open
the doors of opportunity to design and
build products in-house with no-code
technology, significantly decreasing
their time-to-market to be what they
always wanted to be - the customer
champion.
74 | MODERN INSURANCE