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London-based international Lloyd’s coverholder Shepherd Compello has promoted Steve Hart (pictured) to chief broking officer.

Hart, who came onboard the specialist insurance broker in 2017 as divisional director for property, will now be in charge of creating and implementing Shepherd Compello’s broking strategy spanning all lines of business. His remit will also include product diversification and attracting brokers as part of developing opportunities in new areas of profitable growth for Shepherd Compello.

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A new managing general agency (MGA) platform was recently launched in London in partnership with insurance service provider Xceedance.

The new business, called NuVenture International, was formed by former Aon Underwriting Managers executive Andy Colbran (pictured), who will lead the firm as its first chief executive officer.

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The competition watchdog’s review, under the informal merger review process guidelines, was commenced last October. It was also in late 2020 when other regulators like the European Commission (EC) and New Zealand’s Commerce Commission outlined their respective preliminary issues surrounding the mammoth union.

Earlier this month, the Competition and Consumer Commission of Singapore ran a consultation as part of its own regulatory probe. The EC, meanwhile, has extended its decision deadline by 10 working days to July 27, 2021.

As the European Union’s executive arm, part of the commission’s remit is assessing mergers to prevent market concentrations that significantly impede effective competition in the European Economic Area. In 2019, Jardine Lloyd Thompson Group had to offload its global aerospace practice so Marsh McLennan’s takeover could get the EC all-clear.

It’s been reported that certain businesses within Aon-WTW will also have to be sold in order to get the transaction across the finish line. 

In a recent interview with Insurance Business, Aon Australia chief executive James Baum stated: “Everybody understands that there’s a role for regulators all around the world to play, and that’s what everybody is working through at the moment.”

Both domiciled in Ireland and headquartered in the UK, Aon and WTW operate in more than 120 and 140 countries, respectively.

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Middleton was formerly CEO of employment benefits consultancy Portus, which was acquired by Aon in 2017. During his tenure at Portus, Middleton was part of the committees of both GRiD and AMII, and he had shown strong interest in developing AMII’s education and training offering to members.

“I was particularly proud that during my chairmanship we developed the GRiD training academy which is still going strong,” Middleton said at the online meeting. “I believe that strong industry bodies are vital for the future of our industry and think that we should look at how we develop and train the next generation of AMII membership.”

Since the acquisition of Portus, Middleton has held roles as executive director of Benefits Advisory Services (BAS) and as a consultant at CWB – both in the employment benefits space. He is also a trustee of charities Smile for Joel and Sporting Minds UK.

Middleton called for a more integrated approach in the PMI market in a post-pandemic environment.

“Mental health and wellbeing are top of most of our clients’ objectives,” he said. “I am currently a trustee of a mental health charity that supports athletes and I have been staggered by the amount of young people seeking help, particularly in the last 12 months.

“Yet as an industry in both healthcare and risk we are still very much working in silos and are still product driven. We really need to work more closely as physical, financial, mental, and social wellbeing cannot and should not be treated separately.”

The appointment comes at a time where the PMI industry has had to respond to the wide-ranging impact of a global pandemic and a new post-Brexit reality.

“Insurers have responded well, with a willingness to help and support intermediaries and the end customer, with telemedicine and additional support services. It is also commendable that PMI insurers made a pledge to not profit from the pandemic and some have already made appropriate premium refunds to clients in this respect,” Middleton said.

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“We develop evidence on five reasons for this large shift: better-than-expected WFH experiences, new investments in physical and human capital that enable WFH, greatly diminished stigma associated with WFH, lingering concerns about crowds and contagion risks, and a pandemic-driven surge in technological innovations that support WFH,” they said.

Another recent study, however, found that the WFH productivity boom of the pandemic also has a “human cost”. The downside? High productivity has left people feeling exhausted at the end of their workday.

Meanwhile, the social isolation remote workers feel has also affected how they collaborate and innovate with their teams and grow their personal and professional network. These, in effect, have been shown to undo any productivity gains that companies have seen in the past year.

Even top organisations have their own ideas of what the workforce of the future would look like and how post-COVID work trends would come to reshape their corporate culture. On one end of the spectrum, companies like Twitter and Facebook appear to be more open to the idea of remote work becoming a permanent option even after the global crisis wanes.

Somewhere in the middle, the likes of Google, Apple and Microsoft are leaning towards reopening offices soon and introducing hybrid work arrangements. On the far end, big banks such as Goldman Sachs plan to reverse course and “correct [the effects of WFH] as quickly as possible”.

“Over the past year, no area has undergone more rapid transformation than the way we work,” shared Microsoft CEO Satya Nadella, whose own company is advocating for flexible or hybrid working.

“Employee expectations are changing, and we will need to define productivity much more broadly – inclusive of collaboration, learning and well-being, to drive career advancement for every worker, including frontline and knowledge workers, as well as for new graduates and those who are in the workforce today. All this needs to be done with flexibility in when, where, and how people work,” he said.

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ERS is expanding its commercial insurance capabilities with two senior appointments: Dr Federico Waisman, as head of underwriting management, and Ciaran Waters, senior underwriter for US catastrophe.

According to a statement by the specialist insurer, the hires are part of its strategy to scale existing and enter new segments including property, reinsurance, marine, professional lines and specialty.

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Lowe noted that he has been lucky to have some very supportive mentors along the way who coached him on what it means to be an insurance leader and who helped support him when he wanted to pave his own path forward. After a stint at another local brokerage, he moved to Needham, he said, and in 2000 when its owner Michael Needham decided to retire, he bought the business and has been steadily growing it both organically and through acquisition ever since.

“It’s interesting,” he said, “because initially, I thought I would eventually be leaving Needham to set up another broker but when I was in discussions, the way that we did the mechanism meant I ended up buying where I was working, so I never had to leave and strike out on my own. Buying into what I was already dealing with made it a lot easier, so I’m grateful for the help I’ve had along the way from people 20 and 30 years my senior, who have been doing insurance since the 60s really.”

The key to always finding the next step forward lies in having confidence in your work ethic, he said, and not being afraid to put your head down, work hard and seize whatever opportunities may arise. It is this eye on the future that led to the creation of Needham’s new administration and integration service. The service is aimed at administrators and liquidators working in conjunction with insurers, looking to ensure policyholders continue to receive insurance services when their original providers can no longer help them.

Inspire Insurance Services, which went into liquidation last November, was the catalyst for this idea, Lowe said, as Needham purchased its £5 million portfolio from liquidators who approached the brokerage after the FCA ordered Inspire to cease trading. It was a Friday afternoon when he received the call from the liquidators saying Needham was their pick and they would send across all the necessary data to be ready to go on Monday morning.

“After the initial ‘wow’, we contacted our IT company and told them what we needed to be done – to make sure all the clients’ phone numbers were diverted to us, and all their emails diverted to us. We did that over the weekend and on Monday morning the phones lit up like a Christmas tree,” he said. “Looking back it was a bit bonkers and we had everybody working long hours, weekends, that kind of thing. But we all knew when it was sorted that we would all benefit from it, and the team have been really amazing. And it’s been good fun too, a real challenge and very exciting.”

Read more: FCA issues update on Inspire Insurance Services

It was only 48 hours before all communication channels were established, he said, and the team was checking the cover of every new client to ensure it was up to date and allowing each client to discuss their insurance needs individually. Through the entire process, Needham’s team learnt a lot about what to do if a similar thing occurred again, including what went well and what could have been done better. With this experience behind them, the plan now is to make Needham the first port of call in the event of similar events occurring.

Handling the handover of a portfolio under such circumstances means balancing three key stakeholders, he said, and the clients are the first of these. From a personal perspective, Lowe said, it has been a great experience getting to speak with the new clients joining under the portfolio and finding out about their businesses and what they do. It was a relief for each of them to get the email from Needham and realise that their coverage was not being impacted by Inspire ceasing trading, he said, and having those conversations was a great way to get to know them on a personal level and find out what makes their business tick.

The other stakeholders involved are the insurance companies and the premium finance houses which both have a vested interest in how a policy performs. Having had the experience of dealing with Inspire, Lowe and his team now feel empowered to repeat that success and are actively looking for new opportunities to do so, in addition to the range of other insurance and support services they offer.

“We’re now several months into the Inspire acquisition,” he said, “and if we had to repeat it again we would know how to deal with any pitfalls earlier. So, what we’re doing now is trying to engage with insurance company managers so if they do have a case that comes across their desk where one of their brokers has unfortunately closed, they will remember that we sorted out Inspire and get us involved early on so the clients have got someone to ring… If it happens again, we will have a dedicated team primed to deal with all the clients and make sure they know they will be looked after.”

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In her new role, Rowlay will focus on developing and implementing key business strategies, including overseeing a new speed-to-market initiative, as well as assuming responsibility for the company’s regional trading and online underwriting teams, Arch said in a statement. She was previously regional director for the North of the UK, having joined the UK regional division following its launch. Before joining Arch, she was regional director – North West at Fusion Insurance Services.

Meanwhile, Peters will focus on driving business production and heightening broker engagement levels across the branch network. He was previously regional director for the South of the UK, having also joined Arch with the launch of the UK regional division in 2019. Prior to this, he was managing director, London at Towergate Insurance.

Rowlay and Peters will become part of Arch’s UK executive committee, along with Bashford, Mike Bottle, who is head of the UK regional strategy and distribution team, and Stuart Danskin, UK regional director of underwriting.

“The promotions of Vicky and Neil to national roles are important to our continuing evolution and add further impetus to our growth strategy,” said Bashford. “As national directors with responsibilities across our entire UK regional business, they will be charged with developing new opportunities to deliver class-leading solutions to our broking partners and maximising long-term, profitable, sustainable growth across the division.”

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The body will be led by insurance risk and commercial law firm BLM, and will include representatives from the Association of British Insurers (ABI), Aon, Arch Insurance International, Hiscox, Pen Underwriting, QBE, Zurich, loss adjuster Sedgwick, forensic investigators Hawkins, and GJB Consultancy.

Among the task force’s stated goals are identifying market trends, generating awareness of emerging issues, formulating claims strategies and lobbying for change in the property damage market.

“Property damage claims, across both personal and commercial lines, are on the rise and there is a clear need for a forum bringing different parts of the market together to focus on enhancing risk prevention, claims management and helping mitigate losses, for the benefit of customers and the wider market,” said John O’Shea, partner and head of property damage & recovery at BLM. “The response to the task force has been very positive and we look forward to welcoming more members during the year. Fraud is also an area where collaboration is needed – particularly around escape of water – and one where we can bring real insight and data-driven intelligence to the table.”

The task force will meet quarterly, with the first meeting scheduled this month. It will initially focus on flooding claims and property flood resilience, before expanding into other property damage claims issues in future meetings.

“It is great to be involved in this task force, bringing together leading figures in the industry to improve awareness and understanding of property claims issues,” added Laura Hughes, manager of general insurance policy, ABI. “This is a good opportunity to work collaboratively to improve outcomes for policyholders, insurers and their supply chains. I am looking forward to seeing how this develops.”

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Booming claims, a hardening market and a growing body of environmental activism are all adding to the pressure on environmental coverage – but which policies are the best?

Many of your clients will face environmental risk – and it’s important that you can offer them best in class solutions – but which are those? Insurance Business UK is carrying out a major industry survey – and we’d like you to be an important part of that research. If you deal with environmental cover for your clients, join our other experts letting the industry know which policies you think are best – and what is lacking in some.

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