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Having played a pivotal role in coordinating the operational side of acquisitions development, as well as dealing with information systems for strategic analysis, Ritesh Behl (pictured), chief operating officer for North America at Acrisure Re, believes success lies in collaboration. Despite initially struggling due to his self-proclaimed perfectionist nature, Behl has come to recognize the importance of collaboration as the cornerstone of success in his role.

“[It all comes down to] a team-based approach,” he told Re-Insurance Business. “I’ve been fortunate enough to work in an organization that has a culture and structure that’s very conducive to people working together. That’s what we pride ourselves on. However, it took some time for me to understand how to be effective in that environment – because I tend to be a perfectionist.”

Behl was quick to point out that he used to be very particular about the way he’d liked things done – in order to be fully confident that they were being done “correctly” from his point-of-view.

“But you start to realize that that when you delegate you learn how to trust people – how to empower those around you – and you quickly realize the greater potential that can come from that,” he said.

Getting communication right

Effective communication stands out as another cornerstone of Behl’s strategy for ensuring operational efficiency. The belief that open and frequent communication can alleviate most problems is central to his philosophy.

“Even though there are competing priorities in a lot of different areas, once you have open communication across teams and the organization at large, it fosters that environment of people working together. Issues being worked out rather than just being delayed – or [things] slipping through the cracks.”

From the moment Behl stepped into his role, he embraced Acrisure Re’s ethos of approachable leadership. This foundational element has played a pivotal role in his journey from being a newcomer to becoming a leader himself.

“From the day I joined this company, I’ve been fortunate enough to have strong supportive managers who have lifted me up throughout my tenure here,” he told Re-IB. “They’ve given me the opportunity to grow. I now try to instill those same values in my leadership style to empower people and teams around me.”

Broking workshops

This philosophy extends beyond internal operations to how Acrisure Re interacts with its clients, always emphasizing transparency and honesty. It was Behl’s innovative spirit that ultimately led to the inception of workshops aimed at bridging the gap between the company’s broking and operations bands.

“We held these workshops [involving] team building exercises, strategy sessions and roundtable discussions,” he said. “It was a way to promote collaboration and communication [as well as] build a rapport between the global teams.”

The success of these workshops has been evident, not just in smoother internal processes but also in the enhanced service offering to clients. The idea that fostering a closer connection between teams leads to better client outcomes is a testament to the company’s forward-thinking approach.

“There’s a tendency in our industry for broking teams to toss deals over this imaginary fence,” said Behl. “It goes from the broking table to the back office for processing. But they don’t really talk to each other as much as they should. So, what we wanted to do was create a greater connection, because when we develop this relationship, it leads to not only better processes internally but ultimately benefits our clients.

“We’re in the service industry – we’re trying to make sure that the product and the service we’re offering to our clients is exceptional. The interesting thing we found when we held our first workshop was that new ideas and efficiencies emerged. In fact, this was so effective that many of our global teams are now holding similar workshops every year.”

Despite the investment these workshops require, Behl and his team view them as essential to the company’s ongoing success. The initiative has proven so valuable that it’s seen as an investment in the team’s development and the quality of service they provide.

In a notable victory against organised fraud, car insurance broker 1st Central and insurance law firm Keoghs have won five tort of deceit claims against a fraud ring, resulting in over £140,000 in damages awarded.

The policy hijack scam involved alleged at-fault accidents occurring far from the policyholder’s address, claimants (the supposed driver and passengers of the third-party vehicle) also residing long distances from the collision site, and a single individual reporting multiple incidents.

Partnering with Keoghs, 1st Central initiated proceedings in the tort of deceit to recover the funds paid out on the false claims. The claims advanced to trials at Manchester County Court, where the judgments favoured 1st Central and awarded both compensatory and exemplary damages.

Meanwhile, the credit scores and insurance premiums of those customers whose policy information was used in the scam will not be impacted.

“1st Central is committed to rooting out fraud and protecting our customers,” counter fraud director Paul Priestley stated. “False claims like this ultimately push up costs for everybody, with genuine, paying customers often suffering as a result.

“To keep our prices competitive and ensure that customers feel safe and valued with us, we invest heavily in anti-fraud capabilities and always take decisive action against potential scammers.

“The recent judgments in our favour vindicate this approach and represent big wins for 1st Central, the wider industry, and our customers against potentially fraudulent actors.”

Sarah Moat (pictured) from Keoghs added: “This is a fantastic achievement and resulted from excellent teamwork between Keoghs and 1st Central.

“We will continue to ensure that policyholders are protected from insurance fraud by working diligently to spot incidences of fraud and then use the full power of the courts to ensure fraudsters are brought to justice.”

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Investment bank Moelis & Co. has been appointed to review reinsurance backer 777 Partners LLC’s portfolio of football teams, raising new questions on the future of the multi-club owner.

New York insurance company Advantage Capital Holdings LLC, a major lender to 777, has appointed Moelis, which will evaluate potential options for 777’s football holdings including possible asset sales, according to people with knowledge of the matter, as reported by Bloomberg.

A-Cap’s loans to 777 are secured against some Miami-based investment firm’s assets.

The investment company’s football assets include Brazil’s Vasco da Gama, Italy’s Genoa Cricket and Football Club, Germany’s Hertha BSC, and France’s Red Star FC.

777 is trying to acquire football club Everton FC, but the deal has been dogged because of financing problems and scrutiny of 777’s management of its businesses.

Earlier this month, 777 dealt with accusations from lenders such as Leadenhall Capital Partners that Josh Wander, the investment firm’s co-founder, double-pledged assets as collateral.

In a lawsuit, Leadenhall said A-Cap had been so entangled with 777 that the lender was able to block 777’s efforts to restructure loans to other lenders.

A-Cap was owed over $2.2 billion by entities affiliated with 777 at the end of 2023, Bloomberg said citing the lawsuit filed in New York.

So far, A-Cap has rejected any ownership ties to the Miami-based investment firm.

The lending company’s appointment of Moelis is expected to highlight 777’s finances and could cast doubt not only over the Everton deal but also its status as a leading football club owner.

Currently, deliberations are at an early stage, and it is uncertain if they will result in the sale of any 777 football asset, the people with knowledge on the matter said.

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The health and pharmaceuticals sector will take the hardest hit from the adverse effects of artificial intelligence (AI) over the next 10 years, according to a new report from Swiss Re Institute.

The research studied the emerging risks surrounding AI in 10 industries, exploring the probability and severity of AI-related loss incidents due to cyberattacks, data bias, and algorithmic and performance-related risks, among others.

While the IT services sector will be most affected by AI risks, that is set to change as technology use becomes more widespread across all industries like mobility and health, said Christoph Nabholz, chief research and sustainability officer of Swiss Re.

“Insurance companies are therefore starting to introduce specific cover for AI performance failures – one of the biggest risks for all industries,” Nabholz noted.

The Swiss Re report explained that the risks are also rising and consequences can be serious or even fatal as the health industry continues to use AI technology to streamline patient monitoring, administration, diagnosis and drug development, among other functions.

Flawed or biased AI algorithms could result in negative effects such as misdiagnosis, leading to serious illness or even death.

The adverse effects of AI technology over the next decade will also affect other industries, such as mobility and transport, as well as energy and utilities, which rank second and third respectively. 

Swiss Re said the mobility and transport sector will be highly exposed to the risks of AI largely because of the use of AI-powered connected and automated driving, posing challenges in highly diverse urban places. 

Meanwhile, the energy sector will also use AI extensively because the ongoing net-zero transition requires electrification and the creation of smart grids.

Pravina Ladca, group chief digital and technology officer of Swiss Re, said that there are also risks that can lead to potential vulnerabilities despite AI’s benefits for a broad range of industries.

“Given its role as a shock absorber, the re/insurance industry has an important role to play in addressing AI-related risks and helping build the digital trust needed to harness the full potential of such emerging technologies,” Ladva noted.

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Consilium, Aventum Group’s global specialty reinsurance broking business, has launched its new marine division and appointed Thomas Noakes as senior partner.

Starting in June, Noakes will work at Consilium after serving his notice period at Price Forbes & Partners, where he was an associate director.

He has been in in the industry of understanding the challenges faced by marine businesses and cargo owners, bring to the role 13 years’ worth of experience in placing specialty international marine risks such as hull and machinery, protection and indemnity, charterer liabilities, and marine cargo insurance.

The new marine division of Consilium is expected to deliver unrestricted access to A-rated Lloyd’s and London market carriers, as well as specialist marine markets in Asia, Latin America, Europe, and the Middle East.

Consilium said the division is “highly nimble by design” to provide differentiated solutions tailored to the needs of individual clients and the nuances of the regions they operate in.

The reinsurance broking business said it will act “quickly” to create and deploy solutions, providing the necessary clarity during times of heightened uncertainty like increased geopolitical tensions and disruptions in supply chain.

Consilium is also providing solutions to tackle the fallout from the Baltimore Bridge collapse, which it said is expected to be the “most expensive maritime incident” for reinsurers in modern history.

Consilium co-CEO and managing partner Paul Richards commented on the division’s launch and Noakes’ appointment, saying that broadening the company’s range of expertise in the marine market was a “natural step” to being the “most inspiring independent specialty broker” globally.

“Thomas will be a key player as we build out our division, thanks to his expertise, dynamism, and strong commitment to client service,” Richards said in a statement.

He added that consolidation had eroded the remaining options for clients while service has suffered, noting that “these are incredibly exciting times” as the company delivers outcomes for marine customers.

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When Toby Gorman (pictured) was tapped to join Aventum Group’s international broking arm Consilium, he was welcomed for bringing “strong connections in Lloyd’s and other markets, and strong relationships in the MGA and coverholder space”.

Having been a specialist in delegated authority business for over 25 years and held senior roles at Arrow Risk Management, AXIS Capital and Novae, he joined Consilium’s Delegated Risk Solutions (DRS) business as partner in March 2023. Joining the team was a natural next step for him, he said, not least because of the reputation of the DRS team within the Lloyd’s and London markets, its employee-owned and debt-free structure, and entrepreneurial culture.

What’s happening in the coverholder market today?

It’s an interesting time for the coverholder market, which is facing a number of core challenges, including those related to data. There’s no shortage of opportunities for MGAs through innovation and expanding into new markets, he said, but there is a tangible lack of data, which is a real stumbling block when it comes to carriers progressing, making it difficult for new MGAs and startups.

“Coverholders need the capabilities to handle, analyse and action vast amounts of data for improved decisioning if they are to differentiate based on expertise, innovation, and value-added services,” he said. “The complex and ever-evolving global regulatory landscape and compliance costs remain a challenge. 

“Coverholders must invest in reducing the administrative burden and improving operational efficiency via automation and digitisation. However, there’s always a flip side of course. With increasing digitisation, coverholders are exposed to cybersecurity threats and must therefore up their game in terms of mitigation and prevention measures.”  

What opportunities are shaping the market?

When it comes to opportunities, he said, customers desire more user-friendly, comprehensive, and tailored insurance products and MGAs are perfectly placed to lead from the front in delivering them. Coverholders can differentiate by developing innovative insurance products tailored to evolving customer needs and emerging risks, such as cyber insurance for businesses or parametric insurance for natural disasters. 

“[In addition], collaborating with insurtechs, reinsurers, and other industry stakeholders can provide coverholders with access to new technologies, distribution channels, and expertise,” he said. “And of course, harnessing the latest advancements in technology, such as artificial intelligence, machine learning, and blockchain [can] offer innovative solutions for improving underwriting accuracy, risk management, and customer experience.”

Where do MGAs and MGUs require the most support

Identifying some of the critical areas in which MGAs and MGUs require support when navigating the current environment, he noted that these businesses often require support in areas such as technology adoption, data analytics, risk management, compliance, portfolio diversification, and accessing specialised expertise and markets. Getting on the front foot across all these areas can help them navigate the market more effectively and stay ahead of the game.

Support in terms of accessing carrier partnerships, negotiating favourable terms, and diversifying their portfolio, as well as developing innovative insurance products tailored to evolving customer needs and emerging risks is essential to staying competitive, he said.  

“This is why DRS has experienced such rapid growth,” he said. “We can provide coverholders with access to A-rated carriers in both the Lloyd’s and London markets. Once capacity is secured, we deploy our deeply experienced technical, digital, and actuarial teams to assist with ongoing profitable binder management, and the tailoring of innovative schemes and facilities that drive growth.

“We’re pushing the technology boundaries, bringing together, for the first time, actuarial insight and global re/insurance expertise in capacity sourcing and binder management. This means we can push even harder on the limits of what’s possible.”

Where does the market go next?

Offering his take on the overall health of the coverholder market, Gorman is “absolutely optimistic” about where it goes next. Despite challenges, he said, there are plenty of opportunities for growth and innovation and with the right strategies and adaptability, the market can continue to thrive and provide valuable insurance solutions.

Several factors contribute to Gorman’s optimism. He highlighted how market growth is presenting opportunities for coverholders to tap into new markets, diversify their portfolio, and expand their business.  The pace of innovation is constantly offering exciting new ways to enhance offerings, improve operational efficiency and support growth ambitions, he said, as is an increased willingness to embrace cross-industry strategic partnerships. 

“Coverholders are also increasingly focusing on delivering value-added services, personalised experiences, and innovative insurance solutions tailored to customer needs,” he said. “And finally, despite facing challenges such as natural disasters, economic downturns, and global pandemics, the coverholder market has demonstrated resilience and an ability to adapt to changing market conditions, manage risks effectively and innovate in response to emerging trends. 

“The future is bright.”

A third of employees across the world have observed employee misconduct or unethical behaviour in the past year, with such practices more prevalent in organisations with weak workplace cultures.

This is according to LRN’s latest Benchmark of Ethical Culture Report, which surveyed 8,500 employees at major organisations and corporations from 15 different countries.

It found that 33% of employees observed misconduct or unethical behaviour in the past year, with instances going up to 38% for organisations with weak workplace cultures.

According to the report, 79% of those who saw misconduct or unethical behaviour reported them, with a majority raising it with their managers (60%).

Reporting of such instances, however, were much more prevalent in organisations with “strong” workplace cultures (93%), than those with a weak one (63%).

^{Source: LRN}

Barriers to reporting unethical behaviour

While most employees reported misconduct or unethical behaviour, 21% of them didn’t.

According to the report, the top barrier to reporting was the belief that their organisation wouldn’t do anything about their concern (36%). They also feared retaliation (36%).

“The top barriers overwhelmingly signal a lack of trust in the system of procedural justice: participants didn’t think their company would do anything about their concern or handle it effectively, nor do they think it would be protected from retaliation,” the report read.

^{Source: LRN}

There is also a portion of employees who have high tolerance for misconduct, according to the report. In fact, 23% agreed that it’s “OK to break the rules if needed to get the job done,” while 14% admitted that they also “engaged in behaviour that violated their company’s Code of Conduct or standards” in the past year.

Encouraging ethical behaviour

According to LRN’s report, the powerful drivers of “principled performance” at work include:

• Belief that the company doesn’t compromise values to achieve business objectives
• Having a manager whom employees perceive is ethical
• The presence of performance management and recognition programmes that reinforce and incentivise ethical behaviour
• A team environment characterised by trust
• An environment where colleagues can question actions that don’t align with your company’s values or standards

Bill Fischer (pictured) really sees himself as more of an agricultural person rather than an insurance one. Bill is a 25-year veteran of the crop insurance sector and holds a Master of Science in Agricultural Economics from North Dakota State University.  As the president of the Agriculture Division at Core Specialty, he told Re-Insurance Business that he’s seen the sector evolve rapidly thanks to the rise of new technologies paving the way for more advanced processes and reduced costs.

Core Specialty Agriculture Reinsurance provides proportional and excess of loss treaty reinsurance to top insurance companies offering multi-peril crop insurance, crop hail, livestock, and aquaculture coverage. Its approach is analytical and solutions based, providing creative risk management for innovative insurance companies who are focused on helping provide stable food, fiber and energy supplies to a growing world.

“My background is in agricultural economics,” he said. “Agriculture and technology have always gone hand in hand – farmers are adopters of technology and necessity is the mother of invention. Today, a lot of people are attracted to agriculture – because feeding the world is an important business. We see agricultural technology as leading the forefront in reducing risk management, because that’s what it’s all about for farmers – precision technology.”

This precision technology actually allows farmers to reduce labor costs too – as well as improve the efficiency and the use of resources. At Core Specialty, its own strategic initiatives are underpinned by the reliance on ever more impressive tech, with Fischer taking pride in working with other businesses that offer “innovative risk management tools that are more strategic” to modern agricultural practices.

“It’s fantastic,” said Fischer. “We believe it’s the cutting edge. There’s the broad-based cookie cutter approach to risk management which, don’t get me wrong, is an effective tool. But what we like to do is make sure that we’re always thinking about the 80:20 rule that exists in agriculture.”

This rule follows that 20% of producers produce 80% of the output. And those producers sitting on the leading edge of this technological adaptation have a different risk profile than the remaining 80%.

“We want to make sure that we’re out front, providing them with the risk management tools they need at the price that they deserve,” says Fischer.

How tech takes on climate change

This passion for new and adaptive technology goes further than helping producers – it’s a key aspect of dealing with pressing climate change challenges and predicting future trends.

“We’ve been hearing a lot about the building of drought resistant traits into intercede technology,” said Fischer. “A lot of seed manufacturers are touting their drought resistance – we’ve put that to the test in the last couple of years. What we thought should have been a not very great year in the crop insurance business in the United States, turned out to be marginal but much better than expected. And, again, farmers are amazingly resilient – they’re always changing and adapting. The climate has been changing for a very long time as well. Now, it’s more about what we can grow where, rather than [looking at] what we’re no longer able to grow.”

Fischer highlighted the expansion of agriculture into previously uncharted territories – a phenomenon partly influenced by climate change but more significantly, once again, by advancements in technology. And, looking ahead to what the future holds for the sector, Fischer believes that adaption and adoption will be the key to success here.

“Economics are obviously at play, [as are] increasing costs across the board. Insurance companies are an issue as well as increasing loss activity,” he said. “But it’s interesting how that relates to compressed margins. We worry about that more now in an interest rate environment – that’s greater than what it was two or three years ago. [As such], we must remain extremely lean and efficient – that’s the way we approach it.”

For Fischer that means looking towards the latest techniques to ensure you always remain efficient in your operations. At Core Specialty, they’re not increasing their expense load unnecessarily in order to offer clients the best rates possible.

“That’s how I see the future,” he told Re-IB. “Remaining ever more efficient and better structured.”

Maritime transportation specialist Groke Technologies is urging marine insurers, P&I Clubs, and regulators to promote the adoption of ship situational awareness systems to mitigate the rising number of claims related to collisions and other accidents caused by human error.

The appeal comes as insurers express growing concern over factors such as the shortage of seafarers and increased ship traffic, which could lead to more collisions and related incidents at sea.

“While ship losses continue to fall, the number of navigational incidents, collisions, and near-misses is deeply concerning,” Groke Technologies chief commercial officer Jonas Bergring said.

Bergring cited a ship safety report published in late 2023 by Allianz Global Corporate & Specialty, noting that 17% of all marine insurance claims between January 2017 and December 2021 were due to collisions, foundering, or sinking.

“Of the 27,477 incidents reported in the period, 3,098 were attributed to collision, making it the second top cause of shipping incidents globally,” Bergring said. “Collision also accounted for about 1 in 10 of the 3,032 incidents reported in 2022, up on the preceding year’s figure. Overall, there is about a 5% increase on the number of incidents reported in 2019.”

Investigations by the European Maritime Safety Agency (EMSA) found that collision was second only to power loss as the primary cause of ship incidents. Most serious collision-related accidents occur at night (50%), twilight (12%), or in bad weather during the day (9%).

What contributes to marine incidents globally?

Bergring identified contributing factors such as bad weather, poor visibility, watchkeeper fatigue, information overload, and congestion, particularly in areas like the British Isles, South China Sea, and Singapore Strait. These risk factors can be significantly reduced using situational awareness systems.

By collaborating with the marine insurance community to encourage the broader adoption of situational awareness technology, the number of human error-related incidents could be reduced, ensuring safer navigation in congested and challenging waters, he explained.

“There would be a rapid and significant reduction in ship collisions and the associated financial and environmental risks. The reduction in insurance claims could benefit P&I Club members hugely,” Bergring said.

With the increasing use of digital shipping technology and a global shortage of experienced officers and crew, Bergring anticipates that integrated ship situational awareness technology will become a mandatory IMO requirement by 2028. He expects class notations and voluntary IMO guidance to precede this mandate, likely by 2026.

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SCOR reported a net income of €196 million (€176 million adjusted) for Q1 2024, driven by a robust return on invested assets and solid performance in P&C.

In P&C re/insurance, the combined ratio of 87.1% in Q1 2024 benefited from a low natural catastrophe claims ratio of 7.2%. The attritional loss and commission ratio of 78.8% reflected satisfactory underlying performance and continued reserving discipline.

In L&H reinsurance, the insurance service result was €72 million, impacted by an adverse experience variance of €-71 million due to unfavorable claims experience in the US mortality business and claims reporting effects. Onerous contracts had a positive impact on the quarter, by €20 million.

In investments, SCOR benefited from elevated reinvestment rates in Q1 2024, recording a strong regular income yield of 3.5%, up 0.7 points from Q1 2023.

The effective tax rate for Q1 2024 was 24.1%, below the 30% assumption expected over the duration of the Forward 2026 plan.

The annualized return on equity (ROE) reached 17.3% (15.5% adjusted), and the group economic value grew by 4.1% at constant economics.

SCOR’s solvency ratio was estimated at 215% at the end of Q1 2024, in the upper part of the optimal range of 185%-220%, compared to 209% at year-end 2023. This was supported by strong operating capital generation from the P&C business.

Thierry Léger, chief executive officer of SCOR, stated that for the first quarter of the Forward 2026 strategic plan, SCOR reported a strong net income.

“In P&C, we are reaping the benefits of very attractive market conditions with a combined ratio of 87.1% and we remain determined on building reserve buffers,” Léger said. “In L&H, we are impacted by an adverse experience variance, mainly driven by US mortality and claims reporting effects. In investments, SCOR benefits from elevated regular income yield and reinvestment rates. Overall, we are starting the year with a high ROE of 17.3% and an improved solvency ratio of 215% supported by strong operating capital generation driven by P&C January renewals.”

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