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SiriusPoint has announced the appointment of Stephen Smyth as head of marine in London, effective October 16. Additionally, Smyth is set to become the active underwriter for Syndicate 1945, pending Lloyd’s approval.

The company has revealed that it is keen on expanding its insurance portfolio through its London branch and Lloyd’s Syndicate 1945. With over 30 years of experience in UK marine insurance, Smyth was named a valuable addition to SiriusPoint, lending support to the Stockholm-based marine team and advancing the company’s marine capabilities in the London and international markets.

In his capacity, Smyth will reinforce SiriusPoint’s international underwriting leadership, optimising performance within existing portfolios and aiding the group in meeting growth and profitability targets. Additionally, he will play a key role in assessing new business prospects.

Formerly at Travelers, where he successfully established a profitable specialist insurance operation for UK marine risks as managing senior underwriter of marine, Smyth brings a wealth of experience to SiriusPoint. Prior to Travelers, he held other prominent roles, including head of UK regional marine and head of office at Beazley.

His extensive career also encompasses marine underwriting positions at Allianz, AIG, and Commercial Union. Notably, Smyth was a member of the Joint Cargo Committee at Lloyd’s of London from 2001 to 2009 and served as the UK market lead for Public/Private Partnership with NaVCIS Freight (National Vehicle Crime Intelligence Service), reporting into the National Police Chief’s Council.

Reporting to Robert Harman, general manager of SiriusPoint London Branch, as well as CEO & managing director of Sirius International Managing Agency (SIMA), the company reiterated that Smyth’s expertise will be instrumental in driving the business forward.

“I am very pleased to welcome Steve to the business,” Harman said. “His experience and expertise will be a great asset as we focus on building out SiriusPoint’s marine underwriting specialism and develop our business in Syndicate 1945 and internationally.”

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No-code insurance platform tech provider INSTANDA has named Kevin Gaut (pictured above) as its new chief technology officer (CTO).

In his role as CTO, Gaut will lead the platform and ecosystem strategy, leveraging INSTANDA’s architecture to deliver value to clients and focus on educating the industry about the advantages of no-code versus low code. His key responsibilities include close collaboration with current and prospective clients to pinpoint new growth opportunities within the insurance technology sector using the INSTANDA platform.

His appointment follows INSTANDA’s announcement of a $45 million fundraising deal led by Toscafund, a European growth equity investment firm specialising in financial services companies, which was made public one year ago.

“We are delighted to welcome Kevin as our new CTO. His extensive experience and proven track record in driving innovation make him the ideal leader to enhance our platform and create even more value for our clients,” INSTANDA CEO and co-founder Tim Hardcastle said. “With Kevin’s strategic vision and expertise, we are well positioned to accelerate our growth plans and continue to empower and enable insurers from across the globe to create positive change for their businesses and end customers.”

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In July 2021, with lockdown lifted in the UK and life gradually returning to normal, consumers and SMEs were less concerned about an insurer’s claims performance.  

For example, the CII’s Public Trust Index recorded that only 64% of SMEs rated the statement ‘I have a choice in how the claim is settled’ as important in summer 2021. Indeed, for SMEs, speed of claims, respect shown while making a claim, and control over the way a claim was paid were ranked the lowest of the nine elements of consumer trust for importance.

Fast forward to summer 2023 and speed of claims now ranks second out of the nine elements, with all three climbing above price.

In these uncertain economic times, it appears that SMEs have less of an attitude of ‘I’ll cross that bridge when I come to it’ about claims. They want the claims process to be fast and flexible, giving them a choice over how it is paid.  

So, it is reassuring that our latest research shows that claims professionals are rising to this challenge. Our latest data shows that 74% of SMEs were likely to rate performance against the statement ‘I have a choice in how the claim is settled’ as positive in summer 2023.

That’s good news given that the FCA’s Consumer Duty, which came into force in July this year, introduced ‘consumer support’ requirements for the first time. That means firms have a regulatory requirement to ensure, in the FCA’s words, that ‘the means of making a claim should be easy to find and the firm should not… create barriers to them making a claim’.

Our public trust index will continue to provide a unique window into how insurers are meeting increased consumer expectations in this key area of reputation and compliance with the Consumer Duty by making it easier and faster to make a claim. This is something we’ll continue to monitor and report on over time.

Like so many of his peers in the insurance marketplace, it was chance and circumstance that brought Steven Moore (pictured), head of professional indemnity & professional lines – specialty at AmTrust International, to the professional lines insurance sector. Some 30 years later, he has seen the market through good times and tough times alike, and his passion for professional lines remains undiminished.

With previous credits including 17 years at RSA, Moore has seen first-hand the difference between working for a large corporate and a specialty lines underwriting business. His time with the former provided a “great foundation”, he said, but he’s relishing the decision-making responsibilities that come with his present role.

“What I really enjoy most about working at AmTrust is that you’re empowered to make decisions quickly,” he said. “That specialist lines approach means you’re always focused on your class. We’re very customer-orientated so we’re always listening to what the customer wants and trying to provide solutions to the market. And there’s no broader corporate strategic agenda sitting behind that – so if you come up with a good idea, you’re supported to bring that to the market as quickly and efficiently as possible.”

Professional lines insurance – what sets it apart?

Moore noted that what’s kept his interest in professional lines alive is the variety of individuals and businesses he has the opportunity to interact with and support on a daily basis. Whether they’re accountants, surveyors or engineers, each professional line has an ever-changing risk profile which requires continual research and analysis. Often that’s quite complex to navigate, which means it’s a very hands-on line of business, he said, and one which gives him the chance to speak to a lot of very interesting customers.

“Actually, that’s the fun part of the job,” he said. “Often, you only have to ask one question, and then someone can talk for an hour about what they do. You don’t need a piece of paper to bring professional lines insurance to life which is what I really enjoy about it. And as a class, it’s well-established now but that doesn’t mean there aren’t always new challenges coming along.”

Examining some of those challenges, Moore highlighted how external market conditions are impacting the sector. The economy is always an issue for the class, he said, and AmTrust monitors that very closely. Each recessionary period is different in terms of the respective roles and responsibilities of various stakeholders including the banks, the government and the regulator.

“For us, it’s about negotiating how our customers respond to that environment and the changing claims landscape as well,” he said. “Because that changes in an economic downturn with fraud increases, etc. The economy is a real concern to everyone and to businesses as well, and we appreciate that affordability can become an issue. We’re very aware of that and we respond where we can to assist in that. But it’s an interesting time for professional lines because it’s where the power of really good strong underwriting experience comes through.”

Leveraging relationships to create a sustainable professional lines insurance market

Professional lines and professional indemnity are always very relationship-driven classes of business, he said, but this only becomes more applicable amid challenging market conditions. When you have strong and long-standing relationships with a customer, you have to look for every opportunity to add more value to that relationship.

There’s a two-way strength to that partnership approach, he said, having a longer-term relationship means that the insurer understands and trusts you. That makes them more likely to respond to the pinch points facing a business and make concessions wherever possible – if not through premium, then potentially giving some coverage back or changing up the payment method.

“The importance of these relationships to the customer is reflected in the business meetings that we have,” he said. “Quite often we’ll see the CEO, the CFO in those meetings because they recognise that, for a professional, it’s a big cost but also that it’s a relationship that needs to be nurtured and protected.

“What they don’t want is someone who’s going to walk away the moment you have a problem. You want someone who’s going to be supportive and also experienced enough to help you through the process of a claim. Because it’s stressful for the professional that is going through it.”

Where brokers sit in the professional lines insurance ecosystem

While on the smaller end, brokers tend to be less invested in the relationship management aspect of this product line, he said, on the larger end the role of the broker in fostering and nurturing these strong relationships is critical. These brokers are involved throughout the entirety of the relationship, from bringing the risk to AmTrust’s attention, to putting the team in front of the customer, to explaining to the customer the terms of the coverage and why it’s so important.

“Brokers are particularly vital during difficult market conditions or when a client has had a claim,” he said. “They’re the ones best placed in assisting both the insurer and the client on understanding what happened, why it happened and what they can do to prevent it from happening again.

“It’s a really vital relationship which is why we focus on communicating with our broker. Because the easiest thing to say is ‘yes’ and the most difficult thing to say is ‘no’. But the important thing for me is when I say ‘no’, I give a reason. It’s not good enough just to say ‘no’, you need to give the customer and the broker an insight into why, as an insurer, you like the risk or you don’t.”

What’s next for AmTrust International?

Looking at what’s next on the growth agenda for AmTrust, Moore revealed that the business is actively exploring new opportunities to give out its capacity – which is why it recently joined the MGAA. With one eye fixed on the economy, he said, it’s looking at different sectors of the market. The business is already quite strong in the UK in certain sectors and would like to be stronger in Europe more generally.

“I think it’s about just taking the skills that we’ve got within the UK markets to build them out in other territories,” he said. “Despite writing $1 billion-plus of GWP outside North America in 2023, we’re not as well known as we’d like to be in the UK and Europe, and we’d like to get our name out there more by going to industry events, meeting people, and finding new ways to expand our presence.

“We’re open for business. We’re a big and a growing company… and we’re a real underwriting company that is prepared to back people, and which is looking to make it as easy as possible for people to work with us for the long term. The customers that we’ve got, we aim to keep for a long time – and hopefully, they aim to insure with us for a long time as well!”

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If cyber insurance was a person their young age would seem at odds with the sheer number of momentous events they have experienced during their lifetime. It’s a dichotomy at the heart of cyber insurance – that contradiction between the coverage’s relative youth and tumultuous trajectory.

Discussing the evolution of the cyber insurance market, Christopher Burgess (pictured), director of cyber at Markel International – which is celebrating 10 years of serving the sector – highlighted some of the landmark years in its vibrant and varied calendar. Looking at the formative cyber events that have shaped the last decade, he said, it’s impossible not to mention ransomware.

Ransomware – still a driver of change for the market

Ransomware continues to be a game changer for the cyber insurance market, Burgess said, and the majority of cyber claims are still paid out for ransomware losses. The threat has been around for a while but the emergence of cryptocurrency and Bitcoin which has allowed malicious actors to demand traceless payments led to an uptick – culminating in a seminal year during 2017 where it started to spike in both frequency and severity – while its profile was raised by several high-profile incidents, among them WannaCry and NotPetya.

“I think that growth in ransomware drove the market in a couple of ways,” he said. “It required underwriters to upskill significantly to gain cyber knowledge, and it put greater scrutiny around certain controls to help defend against and mitigate the ransomware threat. I think clients suddenly realised the value of cyber insurance during that time and we saw a huge growth in the portfolios of the cyber insurance market globally.

“[…] And as rates increased, which we saw culminating in 2021/2022, clients themselves started to increase their security controls, their IT budgets but also their insurance budgets to buy the cyber coverage they’ve begun to really value as part and parcel of how to protect a company and its balance sheet from cyber attacks. So, I think really drove the market and that stems back to ransomware and when that started to really take off in 2017.”

Twenty-nineteen was another landmark year in the cyber insurance timeline, Burgess said, as it saw the material take-off of double ransomware – where the insured suffers not just having their data encrypted in return for paying a ransom but also facing having that data exfiltrated. That can and has cost clients and insurers more money, driving up claims costs – which is where the corrective market conditions of 2021 and 2022 came from.

“It’s interesting looking back at these seminal years in the ransomware story which have really shaped where we are as a market today,” he said. “NotPetya and WannaCry in 2017 were widespread attacks that took place and are widely acknowledged as nation-state-backed attacks.

“That was a key moment for the market because that started the debate, in my opinion, about war and about war exclusions, and about the extent to which insurers feel comfortable covering certain elements of nation-state attacks. It started that conversation which continued earlier this year with the Lloyd’s bulletin and the requirement to put certain war exclusions into policies.”

The output around this bulletin is work that really started back in 2017 when those questions were first being asked within Lloyd’s, within the wider London insurance community, and around the world. Those pivotal years in the cyber insurance calendar continue to resonate across the cyber insurance sector, he said, and the market as a whole is continuing to see how these will play out in 2023 and beyond.

How Markel International’s cyber proposition has evolved

The development of Markel’s cyber insurance proposition has played out in the context of how the broader cyber landscape has developed – and it will evolve as that landscape continues to change. Examining that evolution, Burgess highlighted the irony that consistency has been the key to navigating the ever-changing sector. In cyber, he said, things are changing constantly which is why providing a consistent offering is such a critical consideration for brokers and insureds alike.

“We’ve had a consistent offering for over a decade now in cyber,” he said. “We’ve never pulled out of writing or insuring a certain industry or a certain territory. We’ve been consistently there for our broker partners and clients, we’ve been consistent in paying claims and we’ve kept a consistent team together.

“Remaining competitive in this market while remaining profitable is quite challenging and there are some competitors we’ve seen in the last decade that are no longer here because of that challenge. Our consistency has been the key to us continuing to achieve that. I often feel we’re spinning quickly because there’s always so much going on internally that we have to do to make sure we keep our position as a market leader in cyber.”

Burgess noted that when Markel’s London Wholesale  division  first started writing cyber a decade ago, the coverage was still relatively new and so there was little appetite and slow growth in the market. However, he said, in recent years, it recently hit the important milestone of writing over USD $100 million of cyber premium at the Syndicate in London and it’s now well on its way to reaching the USD $200 million mark.

“We’re also on the cusp of releasing our third cyber product at the Syndicate here at Markel in London, which we will do this year,” he said. “I think that will be another big milestone for us in cyber at Markel.”

Looking at the makeup of the market, Burgess highlighted that people coming into the cyber market tend to either hail from a financial lines background, like himself, or be new to the insurance market. Given that the market is still so young and that cyber as a product has only been around since the late 90s, he said, there’s a high value placed on having a skilled, experienced, and dependable team.

“Having a supportive environment where we invest in our people means that our people stay and gain experience and training and expertise,” he said. “And I think brokers do genuinely value that and value the fact that they can get service from that. We’ve expanded our team as the portfolio has grown which has been a big success as it means we can keep servicing that business. Retaining talent and developing the next generation of cyber underwriters is a challenge for the whole market but I like to think that here at Markel, we’re doing our part.”

Allianz has released its comprehensive net-zero transition plan, reaffirming its commitment to achieving net-zero emissions by 2050 within its investment and property and casualty underwriting portfolios and by 2030 in its own operations.

This plan outlines specific intermediate targets for 2030, focusing on reducing greenhouse gas (GHG) emissions across Allianz’s business operations, investment portfolio, and P&C insurance business.

Additionally, Allianz announced its goals, which are to strengthen its engagement with customers and investee companies in their journey towards net-zero emissions, expand investments in renewable energy, low-carbon technology, and sustainable mobility, and advocate for climate action alongside partners, the financial services sector, other industries, and policymakers.

Key elements of the Allianz transition plan include a commitment to achieve 150% profitable growth in revenues from renewable energy and low-carbon technology solutions in the commercial insurance segment by 2030 compared to 2022. Allianz plans to provide coverage for emerging hydrogen technologies and invest an additional €20 billion in climate and cleantech solutions to align with EU sustainability regulations.

Net-zero targets for investments, businesses, and operations

For Allianz’s corporate insurance business, which includes large company customers reporting GHG emissions, the company aims to reduce emission intensity by 45% by 2030. In retail motor insurance, Allianz targets a 30% reduction in carbon emissions in nine key European markets by 2030 compared to 2022.

Allianz’s commitment also extends to its investment portfolio, with targets to reduce absolute owned emissions by 50% compared to the 2019 baseline for listed equity and corporate bonds by the end of this decade. All directly held real estate assets and joint ventures will align with the 1.5°C pathway, and GHG emissions from investments in corporates (both listed and non-listed) will be reduced by 50% compared to 2019.

The plan also emphasizes emissions reduction in high-emitting sectors such as electricity utilities, oil and gas, steel, and automobiles, achieved through active engagement with companies and sector-wide initiatives.

Allianz underscored its commitment to achieving net-zero emissions in its operations across 70 countries by 2030. Measures include reducing climate gases per employee by 70% compared to 2019, transitioning to 100% green electricity from 2023, and adopting a fully electric corporate car fleet over time.

Allianz also touted its net-zero plan as a reflection of its determination to drive transparency, trust, and lead by example in the journey toward full decarbonization of its insurance and investment portfolios by 2050. Annual progress reports will provide updates on Allianz’s environmental goals.

“With extreme weather events, this summer has reinforced the urgency to act on climate change,” Allianz CEO Oliver Bäte said. “Governments, businesses and individuals must work together to build resilience and limit global warming to 1.5°C. Therefore, at Allianz, we are committed to delivering on our own net-zero targets, as well as partnering with our clients and investee companies in their transition. We believe our intermediate targets will help us realize our growth potential and contribute to a healthier, more secure future for everyone.”

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