Overcoming the skills gap in the workplace

By Matthew Eames

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Overcoming the skills gap in the workplace

Soft skills are becoming increasingly more important in the workplace as there is a shift in which skills are deemed to be more useful and relevant in today’s market. Hard skills can often be developed and taught through training, whereas soft skills often encompass behavioural traits and cognitive skills which tend to be more difficult to learn. Certainly, with changes taking place at a rapid speed, organisations must be prepared as they no longer know which specific skills will be needed in the future.However, based on current research, soft skills are becoming increasingly important. A report conducted by Deloitte has stated that ‘soft skill-intensive occupations will account for two-thirds of all jobs by 2030’.[1] As a result, developing a talent strategy that embraces people with the ability to adapt to change if required is crucial in staying ahead of the curve.[2]​The rise of digital technologyA rise in digital technology and automation has created a level of uncertainty amongst both employers and employees and has resulted in the recognition and the growing importance of soft skills. According to Deloitte, nearly half of today’s jobs will have evolved and undergone significant change in the next ten years, and therefore, people will need to be able to adapt and remain engaged regardless of these developments.[3] Whilst there is thought to be significant job displacement in the future, new jobs will also be created that don’t currently exist. For instance, it is predicted that ‘65% of children entering primary school today will ultimately end up working in completely new job types that don’t yet exist’.[4]In both these new and evolving job roles, soft skills will become a key differentiator in the workplace as they are harder to automate, and as a result, will be more desirable. Machines will replace some jobs, but they will be unable to stimulate real and genuine human interaction. Due to this, social skills such as communication and teamwork will become some of the most valued competencies in the workplace.​Career progression and promotionFurthermore, soft skills are transferable and will prove to be invaluable as the labour force moves towards becoming a mobile one with younger generations more likely to job hop than in the past. These skills certainly increase the value of the employee, with 94% of recruiting professionals believing those candidates with strong soft skills have a higher chance of being promoted to a leadership position than an employee with more years of experience, but weaker soft skills.[5] Accordingly, soft skills appear to be a key factor deciding whether or not one is to progress to the next stage of their career.In particular, within the insurance industry, there is a considerable shortage of professionals who are both technical and have strong soft skills. It appears that the majority of the workforce underestimates the importance of soft skills and as a result are restricting their own progression because hard skills and technical expertise are no longer enough to secure a job in a competitive market. For instance, commissioned reports have discovered that circa 90% of human resource leaders perceive emotional and social skills as crucial in a globalising economy,[6] and creativity, persuasion, collaboration, adaptability, and emotional intelligence are noted to be the most in-demand soft skills of 2020.[7]A common misconception is that soft skills are only relevant in roles that involve customer and client interaction. However, in an era where technical expertise is commonplace, soft skills not only enable hiring managers to quickly differentiate between candidates but also allow candidates to rapidly progress throughout their careers.​Barriers to soft skills developmentFurthermore, whilst young professionals and students tend to focus on developing their technical skills and gaining formal qualifications before entering the workplace, research has recently stressed that graduates need to recognise that soft skills are just as, if not more, important as hard skills.[8] It has become clear that graduates are at a significant disadvantage if they leave university without work experience and the interpersonal skills required for the current job market.As a result, experience and activities outside of academia must not be underestimated. For example, research by the Institute of Student Employers (ISE) demonstrates that the majority (63%) of employers believe graduates who had undertaken work experience, internships or apprenticeships had the required soft skills, yet less than half (48%) thought this of graduates in general.[9] Consequently, a shift needs to occur in terms of teaching students these skills before they enter the workplace, as currently, this acts as a major barrier towards overcoming the soft skills gap.If you are interested in learning more about our services and how we can help you develop areas of your business, please get in touch.   [1] Deloitte Access Economics, ‘Soft Skills for Business Success’, May 2017.[2] Raconteur, ‘Future of HR’, October 2019.[3] Ibid.[4] World Economic Forum, ‘The Future of Jobs: Employment, Skills and Workforce Strategy for the Fourth Industrial Revolution’, January 2016.[5] ICIMS, ‘The Soft Skills Job Seekers Need Now’, August 2017.[6] Korn Ferry, ‘Five Ways to Get Young Recruits to Embrace Emotional Intelligence’, June 2018.[7] LinkedIn Talent Blog, ‘The Most In-Demand Hard and Soft Skills of 2020’, January 2020.[8] Deloitte Access Economics, ‘Soft Skills for Business Success’, May 2017.[9] ISE, ‘Internships Help Tackle Skills Gaps’.

Succession Planning: If you fail to plan, you plan to fail

By Matthew Eames

Insights

Succession Planning: If you fail to plan, you plan to fail

Businesses tend to purchase insurance policies in order to ensure they are prepared and protected from any external disruptions or risks outside their control. So why do most businesses overlook the importance of succession planning? The sudden departure of a senior leader or key figure can leave a business extremely vulnerable. Having a plan in place is crucial in order to minimalise the level of disruption that occurs when a significant individual leaves a business. As a result, the phrase ‘if you fail to plan, you plan to fail’ is very applicable when discussing the benefits of succession planning.​What is Succession Planning?A succession plan is a process where an organisation identifies talent to fill the responsibilities of a role that is currently occupied but may become vacant soon. This effectively provides a ‘safety net’ for the company as by preparing a list of capable individuals for the role in question, the transition from the incumbent to the successor is likely to be smooth and efficient. Due to this, succession planning and creating a pipeline of talent for the future certainly has positive repercussions on a business and is an extremely worthwhile process. It is an effective use of time and energy, and organisations should be on the lookout for outstanding talent in order to allow for a robust leadership pipeline in the future.[1]​Benefits of Succession PlanningAccording to the Pew Research Centre, approximately 10,000 baby boomers will turn 65 today – and every day – until 2030, which will ultimately place a significant strain on those in senior leadership roles. Preparing for this transition will ensure functionality and stability within organisations, alongside providing the next generation of future leaders with development opportunities and training.Succession planning enables organisations to identify those individuals with high potential and the correct skills and experience to fulfil the responsibilities of a specific position. It is common for organisations to explore external talent in order to benchmark against their current workforce and ensure that the highest quality of talent is acquired. Eames Partnership can highlight the top talent operating across a market, showcasing individuals that not only have the expertise, but also bring diverse skillsets and fresh perspectives.Additionally, areas of weakness within a business may be uncovered and can be dealt with in order to secure future success and financial growth. Recognising these limitations and remaining open to alternative leadership possibilities is useful in order to evaluate how each potential candidate could benefit the organisation overall.[2] As a result, by partnering with an executive search firm to formulate a succession plan, Eames Partnership can create detailed perception analyses of each individual and their willingness to move elsewhere if the opportunity arose. Alongside this, we can create a bespoke development program for rising talent within the organisation, equipping them with the tools and coaching to progress further in their careers.Furthermore, there is a growing talent gap in the insurance industry, particularly at the middle management level, where organisations do not have the correct individuals internally to replace executives.  This has the potential to cause significant disruption, and therefore, insurance firms must plan to shrink this gap through talent pipelining. Importantly, preparing in advance ensures that businesses are ready for leadership changes and unexpected exits, enabling them to fill critical positions quickly without a lengthy hiring period. Contrary to popular opinion, succession planning proves to be useful not only when replacing those operating in C-suite positions, but also when preparing for the departure of other influential figures, including senior leaders within an organisation.If you are interested in learning more about our succession planning capabilities or how we can help you develop other areas of your business, please get in touch.​[1] Personnel Today, ‘Is Succession Planning an Outdated Concept?’, January 2020.[2] HR Central, ‘Succession Planning Has Many Benefits’, June 2017.

The concerning impacts of climate change on the insurance industry

By Matthew Eames

insights

The concerning impacts of climate change on the insurance industry

In 2019, climate change was identified as the greatest risk of them all, ahead of the threats posed by cyber attacks and terrorism. The consequences of this for the insurance industry are undoubtedly significant and extensive.[1] Not only does an increase in frequency and severity of major weather events result in an increasing number of claims, but this will eventually create a surge in premium prices, making insurance less affordable for those who need it. As Denis Kessler (Chairman and CEO of SCOR SE) stressed, insurance should be used ‘not only as a means for providing financial resilience, but as an instrument for supporting risk reduction’,[2] and therefore, insurers should focus on mitigating the risks associated with climate change.​The unpredictable effects of climate change:Due to unpredictable weather patterns, insurers have struggled to accurately predict the loses they will incur in a given year. For instance, in 2017, Swiss Re had estimated to incur $1.18bn in losses, but a rise in claims resulted in a staggering sum of $3.65bn.[3] For an industry that relies on predictions and previous loss records, accurately pricing risks is becoming increasingly difficult to do. Rather, insurers will need to ensure they have the correct talent on board with the skills required to use advanced analytics in order to assess weather records and assumptions regarding future climate predictions. Actuaries and underwriters will need to be able to competently detract information from catastrophe risk models to assist them with managing the likelihood of adverse events occurring.Furthermore, with the rise of extreme weather events, it is possible that it may become too costly in the future to provide cover to high-risk areas. For example, over a three-month period in early 2018, the abnormally low weather temperatures resulted in insurers paying an excessive amount to cover the costs of burst pipes; this amounted to a total of £194 million.[4] As a consequence, premiums rose, and in some cases, became unaffordable for individuals. There are fears that if insurers withdraw from certain types of risks, consumers will have little choice but to cover the costs of damage themselves. However, as will be discussed below, insurance firms can adapt to support a more sustainable future, and as a result, avoid the prospect of premiums increasing to an unaffordable level.​How insurance companies can drive a greener future:As Huw Evans explained, although the insurance sector has been harshly exposed to the costs of climate change, in the long-term, the industry has the ability to shape the future.[5]  There are concerns surrounding how the transition to a zero-carbon economy will impact those insurance firms invested in companies reliant on fossil fuels. Consequently, not only is it important for insurers to manage the physical risks involved with climate change, but it is also crucial that these organisations play an active role in moving away from investing in non-renewable energy. In recent years, several insurers have committed to no longer insure and invest in companies that generate more than 30% of their revenue from coal-related businesses.[6] Swiss Re initially made this move, and Munich Re, AXA and Zurich have followed suit in limiting their dealings with unsustainable firms.Furthermore, insurance firms can act as ‘gatekeepers’ and participate in promoting the transition to a zero-carbon economy. Insurers can place increasing pressure on large companies, as by refusing to provide coverage for these firms, they will be compelled to move towards embracing renewable energy. Allianz made a statement in May 2018 pledging to remove its ‘coverage from single coal-fired power plants and coal plants, and that it would phase all coal risks out of its business by 2040’.[7] This movement away from a reliance on fossil fuels towards greener initiatives will consequently help mitigate the risks climate change pose to the insurance sector.​How is the industry preparing?In addition to shifting towards a sustainable economy, a short-term solution to dealing with an increasing number of climate change related claims is necessary. Insurance companies can introduce parametric insurance policies which assess the possibility of an adverse event, and will automatically trigger a payment to the consumer if the event occurs.[8] For example, Swiss Re has developed a new product, known as FLOW, for companies that are unable to transport goods when water levels drop below a certain level.[9] As a result, accurate risk assessment will be more important than ever, and when weather-related disasters occur with little warning, quick payments can reduce the level of disruption that may otherwise arise.Overall, it appears insurance firms will need to make a choice; either they face huge losses resulting in their inability to insure high-risk areas, or they must gradually move away from investing in and insuring large companies supporting the fossil fuel industry.  ​​[1] The Ecologist, ‘Insurance and Climate Change’, 2019​​[2] SCOR, ‘How Does Climate Change Affect the Insurance Sector? A Geneva Association Conference’.​​[3] Fortune, ‘Climate Change Is Hitting the Insurance Industry Hard. Here’s How Swiss Re Is Adapting’, 2019​​[4] ABI, ‘Climate Change’.​​[5] ABI, ‘Can Insurance Help Drive a Greener Future?’, 2019​​[6] KPMG, ‘Climate Change into the Boardroom’, 2019​​[7] Financial Times, ‘Insurers Act on Climate Change Exposure’, 2018​​[8] Marsh, ‘Parametric Insurance: A Tool to Increase Climate Resilience’.​​[9] Swiss Re Corporate Solutions, ‘FLOW: Parametric Water-level Insurance’, 2019​​

EC News (11 March 2021)

By Alan Jarque

EP News

EC News (11 March 2021)

Round-up of the weekly news and developments from the global (re)insurance market with stories from Marsh, BMS, Lockton Re and more. Marsh names Amy Barnes head of sustainability & climate change strategy Insurance broker Marsh has announced the appointment of Amy Barnes to the newly created position of head of sustainability and climate change strategy, effective 1 April 2021. Barnes is set to relocate to London later this year from Houston, Texas, and will report to Lucy Clarke, president, Marsh JLT Specialty and Global Placement. In her new role, she will have responsibility for leading Marsh’s global strategy on the development of climate and sustainability-related initiatives for clients, particularly in relation to the impact of a changing physical risk landscape, improving access to capital for green initiatives, and a more thorough understanding of climate-related project risk. Barnes currently serves as US and Canada energy & power leader within Marsh JLT Specialty assisting clients across various risk and insurance issues, particularly with the transition from fossil fuels to renewables. She joined Marsh in 2001 as an environmental consultant and has held several senior international insurance and risk advisory positions over the last 20 years in the UK and US. Clarke commented: “Marsh is investing significantly in expanding its capabilities to support clients in achieving their climate and sustainability-related goals. Amy’s extensive experience working in the global energy and power sector, combined with her understanding of the challenges and opportunities facing our clients, makes her the ideal choice to lead our climate change and sustainability efforts.” Barnes said: “The long-term wellbeing of our society and the future strength of the global economy all depend on our collective commitment to building a more sustainable environment. “As the world emerges from the COVID-19 pandemic, there is a tremendous opportunity for organizations to place sustainability and climate change at the heart of their resilience. I look forward to working with our clients and colleagues as we transition to a more environmentally sustainable future.” Ryan Saul joins BMS Re as senior vice president Independent specialist (re)insurance broker, BMS has announced the appointment of Ryan Saul as senior vice president at BMS Re, effective immediately. In his new role, he will report to Steve Galleger, executive vice president at BMS Re. Prior to joining BMS, Saul served as a business development director and senior relationship manager at Conning for over five years focusing on insurance asset management and leading a number of major insurance investment portfolios. Before then, he worked as a new business development professional at New England Asset Management. Saul was also vice president at Aon Benfield between 2000 and 2011, where he specialised in property reinsurance solutions. Pete Chandler, CEO & president of BMS Re, said: “As a growing specialist reinsurance broker, our team continues to develop customized solutions and build new market relationships across a number of select areas within the (re)insurance industry. Our team’s extensive knowledge and experience allow us to understand our clients’ unique needs in both reinsurance and capital markets, and to deliver the most effective services and solutions. With Ryan’s experience in both property reinsurance and insurance asset management, he will be instrumental in consolidating BMS’s market presence and supporting the development of our reinsurance products. We are very glad to have Ryan on board.” Saul said: “BMS has a great reputation for offering tailored reinsurance solutions to fit the demanding needs in the ever-changing insurance landscape. Their strategic investment in analytics and areas such as property treaty show their understanding of client needs and I am very excited to join the team and work closely with such a professional and fast-growing outfit.” Lockton Re adds Simon Moore as senior broker Reinsurance broker, Lockton Re appoints Simon Moore as senior broker, joining the business in October 2021 within the Non-Marine Retrocession & Property Specialty team in London. Moore brings nearly three decades of London and Bermuda market experience to the role, having begun his career working at various Lloyd’s Syndicates before joining Aon in 2002 as a loss modelling analyst and account manager for North American Property Treaty. He then spent time at Gallagher Re in London and Bermuda, later becoming a broker at Aon Benfield in Bermuda. In 2015, Moore joined Markel CATCO as a senior underwriter and most recently served as chief underwriting officer of CATCO’s Investment Management on the Island. Matt Foreman, Lockton Re in London and head of non-marine retrocession & property specialty, said: “Simon will be a great addition to our expanding global presence in the Retrocession marketplace. His wealth of experience across both Broking and Underwriting will enhance our holistic offering to clients. Simon’s analytical approach, experience within ILS and strong relationships will be a huge asset as we seek to bring innovative structures and solutions to clients. We very much look forward to welcoming Simon to Lockton Re in the third quarter of 2021.” Keith Harrison, International CEO, Lockton Re, said: “Our global Retrocessional capability continues to expand reflecting our growing client base and their needs. Simon is a fantastic addition to both the team and Lockton Re as a whole as he shares our collaborative ethos and enthusiasm for putting clients first. His ability to combine a global perspective with on the ground London and Bermuda relationships and knowledge will be invaluable.” CFC appoints Louise O’Shea to board Specialist insurance provider CFC has appointed Louise O’Shea, CEO of Confused.com, to the company’s board as an independent non-executive director. O’Shea has served as the CEO of Confused.com since 2017 and during that time has trebled the fintech’s profit and helped it soar past its £1bn revenue milestone. Previously, O’Shea has served as a finance director and held a number of other roles at Admiral Group in the eight years prior to her becoming CEO at Confused.com. O’Shea is currently chair of the InsurTech Board and a board member of FinTech Wales. Dave Walsh, CEO of CFC said: “Louise truly understands the challenges of building a tech and data-driven insurance business in one of the most competitive markets in the world. She’s also incredibly passionate about pushing boundaries, testing new ideas and curating a purposeful culture. Her experience and her outlook align closely to ours, and we’re excited to bring her onboard.” O’Shea added: “CFC is a remarkable business that has the innovation and agility of a tech startup along with the performance and experience of a seasoned insurance business,’ ‘They’re executing on an ambitious technology-focused roadmap and I’m eager to share my experience as they continue to challenge the industry and outperform their peers.” Chubb appoints Richard Shanks as claims director for UK & Ireland Global insurer Chubb has announced the appointment of Richard Shanks as claims director for UK & Ireland (UK&I), effective immediately. Shanks succeeds John Latter who was recently promoted to senior vice president, claims director for the company's Europe and Eurasia & Africa regions. Based in London, he will report to Latter and have responsibility for the delivery of Chubb’s claims service across UK&I. Shanks has more than three decades of insurance industry experience and most recently served as claims operations transformation manager for the UK and Ireland. Prior to joining Chubb last year, he held various senior claims leadership roles for other insurers and within the claims supply chain. John Latter, senior vice president, claims director, Europe and Eurasia & Africa, Chubb said: "I am delighted to have promoted Richard to this key role. He has a strong track record of leading teams to deliver excellent claims service. His leadership and energy will help drive change as we evolve our award-winning claims proposition, ensuring that we continue to meet the constantly changing needs of our customers."  AXA XL bolsters French operations with two key appointments AXA XL has announced the appointments of Mathieu de Roquemaurel as underwriting manager, specialty and Daphné de Marolles as underwriting manager, Art & Specie and Private Clients for its operations in France. In the newly created role, Roquemaurel will be responsible for the following lines of business in France: Accident & Health Art & Specie and Private Clients Crisis Management & Security Risks Political Risk, Credit & Bond Marolles will have the responsibility for managing AXA XL’s Art & Specie and Private Clients portfolio in France as well as developing solutions for private and public art institutions, private and corporate collectors, and art professionals. Roquemaurel joined AXA Group in 2010 as an auditor before joining AXA Enterprises in 2014. He later became head of business development, Large P&C Brokers at AXA France and joined AXA XL in 2017 as client distribution leader. Additionally, Marolles has over two decades of insurance experience. She joined AXA Group in 1997 as a claims handler for Direct Assurance and later joined AXA Art as a middle office manager and then as an underwriter. She then became senior underwriter, private at AXA XL. Julien Guénot, country leader, France at AXA XL, said: “Over the last five years, our clients have increasingly been seeking locally underwritten coverage for their specialty needs. We have grown our capabilities in the French market by adding crisis management and security risks to our suite of solutions. Mathieu will be leading our go-to-market approach for these lines of business to better support our clients and brokers.” Yannick Daucourt, chief underwriting officer, Specialty, APAC & Europe at AXA XL, added: “Mathieu’s experience of working with regional brokers and across AXA Group’s entities positions him ideally to manage our specialty businesses while expanding our distribution opportunities for these lines of business. I’m delighted that he has joined our team.” Commenting on Marolles’ appointment, Julien Guénot, said: “France is Europe’s largest market for art. In 2019, it was ahead of Germany, Italy and Switzerland with over 80,000 artworks sold, representing EUR 681 million. The COVID-19 pandemic has had an impact on sales, but it has also accelerated the digitization of the sector with the development of virtual exhibitions and online auctions. As a long time art insurer and supporter of the arts we want to work with our clients through this crisis but also enable them to embrace innovation.” Hans Laenen, product leader, Fine Art & Specie and Private Clients, APAC & Europe, added: “Daphne’s knowledge of the art market makes her an ideal candidate to lead our Fine Art & Specie business and work with our specialized brokers to bring tailor-made solutions to our France-based clients.”

EC News (14 January 2021)

By Alan Jarque

EPNews

EC News (14 January 2021)

Round-up of the weekly news and developments from the global (re)insurance market with stories from Liberty Specialty Markets, LIIBA, Chubb and more. Lesley Harding joins Liberty Specialty Markets as global head of energy Liberty Specialty Markets (LSM), part of Liberty Mutual Insurance Group, has named Lesley Harding as global head of energy, effective immediately. Based in London, she will report to Michael Gosselin, chief underwriting officer, specialty. In her new role, she will be responsible for LSM’s global energy portfolio which includes onshore, offshore, power and renewables sectors including global risk consultancy.  She will lead the growth and performance of the business and assist LSM’s clients in managing the transition to cleaner technologies.    Harding brings over three decades of insurance experience and joins the firm from BP where she was VP, head of insurance risk management for seven years. Prior to that she was CEO for Willis Captive Practice and served as president of the M200 organisation as well as holding a number of board positions including ARIMIC. Gosselin, said: “I’m delighted to welcome Lesley to the team. She brings a wealth of experience as a key buyer of insurance combined with an extensive knowledge of the changing dynamics of the insurance market.  Her expertise in knowing what our customers need from a stable insurance partner will be particularly valuable to drive the growth and high performance of our business.” McGill and Partners joins LIIBA The London and International Insurance Brokers’ Association (LIIBA) has announced that start-up specialist (re)insurance broker McGill and Partners has joined the association. McGill and Partners entered the UK insurance market in 2019 which is led by CEO Steve McGill. The firm also operates in the USA via its New York office and recently formed a unit in Dublin. Chris Croft, LIIBA’s chief executive said: “We are delighted that McGill and Partners has decided to join LIIBA. Growing a new business is challenging in any circumstances, but the issues facing all businesses today are particularly complex. “Our role is to do the heavy lifting on the issues that our members face collectively, saving them time and effort. With Brexit, the pandemic, increased international regulatory challenges and issues specific to London such as Blueprint Two, we believe that LIIBA will deliver real value to Steve and his team.” Chubb names Jeremiah Konz as chief reinsurance officer Property and casualty insurer Chubb has announced the appointment of Jeremiah Konz as chief reinsurance officer, succeeding Michael Kessler, who has been appointed division president of the company’s global cyber risk insurance business, effective immediately. Konz is currently executive vice president, reinsurance officer for Chubb Overseas General. In his new role, he will report to John Keogh, president and chief operating officer of Chubb, and have management responsibility for the design and purchase of reinsurance programs for Chubb and its business units globally, managing the company's reinsurance recoverable asset and overseeing relationships with its reinsurers and reinsurance brokers.    Konz will also serve as chairman of Chubb's Reinsurance Security Committee and as a member of its Global Credit Committee.  Konz brings more than 20 years of insurance industry experience to the role. He joined Chubb in 2012 as senior vice president, Ceded Reinsurance for Chubb’s North American operations. In 2018, Konz was appointed reinsurance officer for Chubb Overseas General.  Prior to Chubb, he spent 13 years as an executive at Aon Benfield. Keogh said: “Reinsurance plays a critical role in how we manage risk, and we are pleased to welcome Jeremiah to this important leadership role for our company. “Jeremiah brings strong analytical and technical skills, and a deep understanding of insurance and reinsurance markets globally. Over nearly a decade at Chubb, he has held important reinsurance roles in both our U.S. and international businesses. I am confident that Jeremiah will be a strong partner to our company’s insurance businesses while helping us to further develop, implement and manage our reinsurance strategy.” GRP appoints Jane Dale as non-executive director and chair Global Risk Partners has welcomed Jane Dale as non-executive director and chair of the governance and audit committee of the board of its operating company. Dale took up her new role at the beginning of January. Her appointment marks the second non-executive director position for GRP, following digital leader Mark Hepsworth’s appointment as non-executive director in December. Andy Homer OpCo Board chairman said: “I am delighted to secure someone of Jane’s calibre for this important position within the Group. Her skill set and industry knowledge makes her a valuable addition to our highly experienced team of non-executive independent directors on GRP’s board.” Dale commented: “GRP is already a leading player in UK broking and I am looking forward immensely to playing my part in supporting the management team steer the business towards ever greater success.” Tysers hires new chief operating officer Lloyd’s broker Tysers Insurance Brokers has appointed Martin Elton as its news chief operating officer, subject to regulatory approval. In his new role, he will work closely with newly appointed CEO, Clive Buesnel and Tysers Executive team to deliver strategic and operational leadership. Elton has multiple years of industry experience with a focus on operations transformation and change. Elton joins the business having led the outsourced ops and IT setup for Convex. His career has also included various positions at Xchanging and COO and EMEA MD at ActiveOps. He has also held senior roles at Accenture and Virgin. Buesnel comments: “It’s fantastic to welcome Martin to Tysers at what is both a challenging and exciting time in the insurance industry. His expertise in delivering ambitious digital and operations transformation and change programmes and driving growth will be invaluable as we continue to consolidate, modernise and grow the business.” Martin adds: “It’s a great opportunity to join a firm which has a fantastic heritage and a very exciting future. Tysers is a scale independent broker and is putting data, technology and digital at the heart of their modernisation and growth agenda to drive efficiency, insight and enhanced customer experience. I am very excited to be part of the executive team to drive this transformation while continuing to deliver superior client service.” MS Amlin Insurance SE adds Herbert Baeten as chief underwriting officer for P&C MS Amlin Insurance SE (MS AISE) has announced the appointment of Herbert Baeten as Chief Underwriting Officer (CUO) for its Property and Casualty business lines, effective 1 February 2021. The appointment follows the retirement of Rudy Benmeridja at the end of 2020. Baeten will report to Ludovic Sénécaut, CEO of MS AISE. Additionally, the country manager position for Belgium is taken up in the interim by Véronique Perottino from 1 January, in parallel with her country management responsibilities for France. Baeten brings over two decades of industry experience to the business and most recently served as chief broking officer and managing director for Specialty lines for Belgium and Luxembourg at Aon. He has also held a number of broad and advancing positions at Ethias Insurance, AIG and Zurich Insurance, including head of specialty EMEA and CUO for France. Sénécaut commented: “I am delighted to welcome Herbert to MS AISE as Chief Underwriting Officer for Property and Casualty. His insurance expertise combined with his experience and market knowledge will be critical for the delivery of our new strategic plan ‘MS AISE 2025: Advancing together’. “I am confident he will prove an invaluable addition to the MS AISE leadership team. And I would like to take this opportunity to thank Rudy very much for the contribution and leadership he has shown throughout his time at MS Amlin.”

EC News (26 November 2020)

By Alan Jarque

EPNews

EC News (26 November 2020)

Round-up of the weekly news and developments from the global (re)insurance market with stories from Howden, Sompo International Holdings, Swiss Re Corporate Solutions and more. Howden boosts cyber offering with Safeonline acquisition Global insurance broker Howden has announced the agreement to acquire cyber and tech specialist broker and Lloyd’s coverholder Safeonline, subject to regulatory approval. The transaction brings a team of cyber insurance specialists to Howden’s cyber division which will add resource and expertise to the firm’s presence in the market. Chris Cotterell, CEO, Safeonline will join Howden as chairman of its Cyber division. Safeonline has a proprietary insurtech platform iQ, which comprises online quote & bind functionality that distributes to both the UK SME and international wholesale sectors. Howden states iQ also complements the company’s existing wholesale cyber client base and offers the capability to provide ‘on the ground’ cyber quote and bind capability throughout the Howden office network globally. Safeonline offers a range of product lines including cyber and tech, financial & professional lines, programmes & binders and contingency and is a member of the Brokerslink network. Charlie Langdale, managing director, Financial Lines says: “Cyber as a class has been growing strongly for us over recent years and this acquisition supercharges our growth in this important market. In a stroke, it gives us the ability to service retail SME clients and enlarge our US wholesale cyber book. It also means we can improve our service to large global retail accounts and grow further our Financial Lines retail capability. This enhanced offering builds on our centre of excellence in London under the management of David Rees that complements our Global Practice Group, run by Shay Simkin, and will help us deliver even more for our clients.” Cotterell, comments: “Having pioneered cyber insurance since 1999, I am delighted that the Safeonline team will be able to continue its growth and innovation in this sector. Becoming a part of Howden gives us the scale, resources and an international platform to allow us to take the business to the next level. We look forward to working with the Howden team to educate, protect and create solutions critical to businesses and individuals operating in this digital world.” Sompo Intl. names head of portfolio design, pricing & analytics for global insurance Bermuda-based, global specialty provider of property and casualty (re)insurance, Sompo International Holdings, Ltd., has announced the appointment of Paul Shedden as head of portfolio design, pricing and analytics for global insurance. Based out of London, Shedden will also join the Insurance Executive Leadership Team. In his new role, he will report to Chris Gallagher, CEO, Sompo International Commercial P&C. Shedden joins the business from AXA XL where he most recently served as head of enterprise data insurance pricing, advanced analytics and innovations. He brings over 25 years of industry experience to the role, adding a unique perspective to Sompo International’s process of portfolio design, technical pricing and performance management, where he will be supported by a diverse team of experts globally. Gallagher commented: “We are pleased to have Paul join Sompo International, bringing his vast experience in leading similar operations at some of the most well-respected global organizations. Paul has achieved great success in running talented and successful departments across multiple regions as well as implementing innovative solutions for growing and diverse portfolios. His proven track record, history of success and extensive global experience aligns perfectly with Sompo International’s strategic direction, and I am delighted to welcome him to our senior Insurance segment leadership team.” Shedden added: “I am excited to join Sompo International as the organization continues on its ascent to becoming one of the top global insurance carriers. Mr. Gallagher has a strong strategic vision for the company’s future, and I am looking forward to working alongside him and the exceptional global Insurance leadership team at Sompo International.” Swiss Re CorSo appoints Tina Baacke as global head risk engineering services Swiss Re Corporate Solutions, the commercial insurance arm of Swiss Re Group has appointed Tina Baacke as global head risk engineering services, effective 1 January 2021. In her new role, Baacke will be responsible for leading a global team of experts that provide risk knowledge, data insights, tools and services to help customers improve and maintain continuous business operations by identifying and managing their exposures. Based in Munich, Baacke will report to Kera McDonald, chief underwriting officer bespoke and she will succeed Martin Schürz, who will retire in February after almost 30 years with Swiss Re. Baacke brings more than two decades of insurance industry and consulting experience to the firm, most recently serving as global head of risk consulting at Allianz. She also brings extensive experience in catastrophe risk management and has built and managed large global teams in a variety of leadership roles in EMEA and APAC.  McDonald commented: "We are thrilled to attract and welcome a talent like Tina to our team. She is a seasoned leader with a proven track record in helping customers develop and refine their approach to risk resiliency and risk management," "Risk Engineering Services is a critical part of our business as we continue to lead more corporate insurance programmes worldwide. I've no doubt that through Tina's leadership we will continue to differentiate our insurance offerings and provide loss prevention insights that give real value to our customers." Adding: "Martin has our best wishes for his retirement after a tremendously successful career. He has been instrumental in developing our risk engineering services practice by bringing in innovative, cutting-edge risk assessment tools, digital analytics and new customer service offerings. I'm proud to have worked with Martin and he will be greatly missed." BMS appoints Chris Madell as director of financial lines division Independent specialist (re)insurance broker BMS Group has named Chris Madell as director of its new financial lines division, effective immediately. Based in London, Madell will repot to Ian Gormley, managing director of the BMS Global Risks division. Madell has over 33 years of insurance industry experience in both the London and Australian markets. In his new role, he will be responsible for the build out of the financial lines capability for BMS, working closely with both the London headquarters and the Australian office. Prior to joining BMS, Madell served as CEO at Allstate Underwriting Agencies since 2017. Before that, he was head of distribution in the global broker unit of ACE Australia (now Chubb Insurance Australia). Gormley said: “BMS is continually looking to bring in high quality individuals like Chris. He has an excellent reputation and his international experience and management skill will be a great addition to BMS. Chris will be working closely with our overseas offices in Australia and Miami to complement their FI focus. Financial Lines and D&O are in a true hard market right now and having a proven specialist such as Chris with deep technical understanding will help our clients navigate in the current market.” Madell said: “I’m delighted to be joining BMS, an independent with an investment strategy that really piqued my interest. Financial Lines is in a state of dislocation, the likes of which I’ve never seen before. The team is investing in talented market professionals with a passionate appetite for client service excellence. We will be taking a thoughtful approach to certain industry sectors, utilising in-house expertise to deliver a very different partner experience.” AXA XL promotes Nicola Harris to head of energy, UK & Lloyd’s market  AXA XL has announced the promotion of Nicola Harris to head of energy, UK and Lloyd’s market. Harris succeeds Peter Welton, who was promoted to chief underwriting officer for Marine, Energy & Aerospace, UK & Lloyd’s market earlier this year. In her new role, Harris will lead a team of underwriters in London and will be responsible for developing the UK energy book, implementing strategy, and designing innovative insurance solutions for AXA XL’s energy clients. Harris has held a number of senior energy roles within AXA XL since joining from Allianz Global Corporate & Specialty (AGCS) in 2018, most recently chief of staff, global energy. Since 2014, she had previously held the role of regional head of energy & marine at AGCS and prior to that, she held various roles at Marsh in London and then Cape Town, where she was appointed regional leader for power & energy in 2011. Peter Welton, chief underwriting officer for Marine, Energy & Aerospace, UK & Lloyd’s market, commented: “Global economic uncertainty resulting from the COVID-19 pandemic has significantly affected the global energy market, which was already facing several headwinds. Having the right team in place is an integral part of our commitment to our clients, as they manage the associated risks today and in the future. “I am delighted that Nicola will be taking on the role of Head of Energy, UK & Lloyd’s market. Nicola has more than 20 years’ experience in the Energy insurance sector, both on the broking and underwriting side, and I have every confidence that her high level of knowledge and experience gained throughout her career positions her ideally to lead the team.” Hamish Roberts appointed global renewable energy leader within Marsh JLT Specialty Leading (re)insurance broker Marsh, announced the appointment of Hamish Roberts as global renewable energy leader, Marsh JLT Specialty, effective 1 January 2021. Based in London, Roberts will report to Andrew George, global head, energy and power, Marsh JLT Specialty. In this newly created role, Roberts will develop the business’ renewable energy proposition and create new services and solutions that will support the fast-growing renewable energy industry globally, as well as enable traditional providers to continue their transition to renewable power sources. Roberts brings over 35 experience in insurance and risk management for the renewable energy industry. He was previously Power Leader, Marsh JLT Specialty, and served as CEO of Aon’s Global Power Specialty for six years, from 2008-2014. Andrew George said: “Over the last 12 months, Marsh has invested significantly in expanding our specialist capabilities and geographical reach to support our clients in renewable energy and power. Hamish is an outstanding leader who has dedicated his career to the development of insurance and risk solutions that support the global transition to renewable energy. Under his leadership, we are strongly placed to assist the sector as it adapts to the challenges and opportunities it faces.” Roberts added: “There is renewed political will as we approach the end of 2020 to move towards greater decarbonization and more sustainable energy sources. As traditional energy companies continue to decarbonize their footprints – and market challengers seek to redefine the energy landscape – Marsh JLT Specialty’s Global Renewable Energy team will play a key role in supporting our clients and communities as they transition towards more sustainable and carbon-neutral futures.”

We’re breaking down barriers to inclusive online experiences

By Sarah Roebuck

Diversity and Inclusion

We’re breaking down barriers to inclusive online experiences

​Eames Partnership has partnered with the accessibility technology provider, Recite Me to enable website visitors to customise their online experience in a way that best suits their individual needs. It is estimated that 20% of people have a disability that can prevent them from reading and understanding online content. Those who are most susceptible to access barriers are those who struggle with decreased vision, learning difficulties, literacy, language/linguistic problems, attention disorders and physical disabilities. Recite Me accessibility software implemented on our website provides users with the opportunity to customise their online experience. The toolbar includes screen reading functionality, multiple reading aids, an on-demand live translation feature that boasts over 100 languages, including 35 texts to speech and styling options. This includes changes to the font size, type, and colour. Having secured a Bronze accreditation with Clear Assured in January 2022, this is another step forward in our equality, diversity and inclusion efforts and further demonstrates how we put inclusion at our core. To access the assistive toolbar on the Eames Partnership website, click the circular blue accessibility icon at the bottom right of the website. --- Recite Me functionality is also available on our brand sites: Eames Group, Eames Consulting, and ECMS. For more information on Recite Me, please visit their website here. For information on our partnership with Recite me please contact Sarah Roebuck, marketing director.

The importance of intersectionality [GRID Podcast]

By Charlie Thomas

The GRID

The importance of intersectionality [GRID Podcast]

In this special 3-part series of The GRID Podcast, we celebrate Pride Month.We are bringing together some of the LGBTQ+ community from within the reinsurance and insurance market. In this episode, our expert panel discusses some of the more challenging issues when it comes to LGBTQ+. I’ve often heard complaints that employers are too quick to lump all members of the LGBTQ+ community together as a homogenous group and assume that all of their wants and needs are the same. In this episode, there is a poignant take on the lost learning opportunities from lumping everyone together, which then segues into some really important points about another topic I’m passionate about when it comes to D&I – the importance of intersectionality.You can listen to the full episode on Apple, Spotify and other podcast platforms. ​​​​ 

True inclusion is driven by company culture [GRID Podcast]

By Charlie Thomas

The GRID

True inclusion is driven by company culture [GRID Podcast]

In this special 3-part series of The GRID Podcast, we celebrate Pride Month.We are bringing together some of the LGBTQ+ community from within the reinsurance and insurance market. In this episode, our expert panel downloads on what true inclusion looks like and how you drive this in the workplace. For Theresa Farrenson, customer experience and integration lead at Aon, true inclusion is driven by company culture. "You can have inclusive workplaces, processes and procedures, but if they are being ignored, then your workplace isn't inclusive. Fundamentally, the workplace, firstly and foremost, has to feel safe. So your employees need to be able to come to work and perform to the best of their abilities and go home feeling good about that. And that means not feeling they are subjected to bullying, harassment or just simply feeling bothered. And then the next level on the maturity curve is to create an environment in which people can flourish and be treated and respected as individuals and bring the best of ourselves to the workplace because therein lies the real secret about how to maximise human potential in your organisation."You can listen to the full episode on Apple, Spotify and other podcast platforms. ​A huge thank you to all of our contributors for taking part in this series:Erik Johnson, Incoming Active Underwriter at MIC Global David Anderson, Partner, Head of US Cyber at McGill and Partners Theresa Farrenson, Customer Experience and Integration Lead at Aon Adam Triggs, Chair of Pride and Allies at Lloyd's And thanks in particular to Inclusion at Lloyd’s and LINK, the LGBTQ+ insurance network for all their help and support in bringing this podcast special together. 

IWD: #BreakTheBias with Karen Graves, non-executive director

By Charlie Thomas

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IWD: #BreakTheBias with Karen Graves, non-executive director

This International Women's Day, I interviewed Karen Graves, a non-executive director and inclusion advocate in the insurance market and she shared her thoughts on how we can #BreakTheBias. We can all choose to challenge and call out gender bias and inequality. We can all choose to seek out and celebrate women's achievements. Collectively, we can all help create an inclusive world.   Which bias would you like to break about women at work in 2022?  A move to accept that talent changes, and as we get older, just at the point where we can really start to add value with years of experience, women don’t turn into some crazed menopausal swirl of rage, tears and forgetfulness. Let’s start as individuals and companies to accept in a matter-of-fact way that it’s part of our life and career journey, and at the point where we can take on key roles we aren’t marginalised by outdated, biased assumptions.  What is one action companies can take to further balance their talent attraction strategies?  Take risks in appointments. Lead by example and appoint interesting and talented women, really look at what they can bring to a company and appoint difference….it will be worth it, and NO HARM WILL BE DONE! Heck, the appointment may be a catalyst to drive further change. Hire different talent not a mirror image of the status quo. And I know you said one action...but also look outside our industry go and seek talent from other industries and bring some more vibrancy to our market and a different take on the business.  What is your top advice for making job descriptions more inclusive?  Focus on the skills required for the role and the talents needed. Be less prescriptive about wanting hard and fast educational qualifications, phrase things in a way that allows individuals to see they could do a role and then listen to them as they convince you why you should hire them. Time. Allow time for the hire, it’s sometimes a luxury but with a skills-based job description and time to consider a range of candidates, you will find real gems.   What advice would you give aspiring women in the industry you work in?  Spend some time thinking about your career path, not in a hard and fast way but consider where you want to spend your energy to allow for some focus, it won’t be time wasted. Find a way of talking about yourself and what you do in a way that reflects your style and allows for a positive representation of your talent. Network, network, network! When you get given a business card, meet someone and they say contact me, do it. You will make friends in a great industry and also build up contacts and a support network as you progress throughout your career.  International Women’s Day is also about celebrating women and their achievements, who inspires you?  I think women are amazing, and those that find their voice in an environment that plays against them do it for me. I don’t expect my heroes to be perfect and I have a number I could name but I’m going for Emmeline Pankhurst. She wanted equality for women and led the start of women being able to vote, something I have made sure I have done at every opportunity. She is a fantastic example of taking direct action and of not underestimating women! 

​IWD: #BreakTheBias with Suneeta Padda, Director at Padda Consulting

By Charlie Thomas

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​IWD: #BreakTheBias with Suneeta Padda, Director at Padda Consulting

This International Women's Day, I interviewed Suneeta Padda, director at Padda Consulting and she shared her thoughts on how we can #BreakTheBias.We can all choose to challenge and call out gender bias and inequality. We can all choose to seek out and celebrate women's achievements. Collectively, we can all help create an inclusive world. 1. Which bias would you like to break about women at work in 2022?  That women are not equal to men based on gender alone. Women and men should be appointed based on skill and ability to fulfil a role regardless of sex, age and colour. A more diverse approach in terms of gender creates a richer and balanced industry culture. 2. Within your market / industry sector, what progress have you seen businesses take to progress gender equality?  I think firms are starting to drive the move towards gender equality but there is still so much more to do, firms are driven by targets and/or benchmarks emanating from various external requirements whether driven by the regulators or ESG, but firms really need to understand the benefits of a diverse workforce, seeing things from different perspectives, attracting talent from a broader resource pool, it’s not about meeting the targets, it’s about the added benefit! 3. What is one action companies can take to further balance their talent attraction strategies?  Remove biases – easier said than done. Openly embrace the need to address the gender balance and review CVs on not only experience for the job but life experiences which make the character. Look at the barriers that person has overcome and how valuable they will be to your organisation. Ensure the salary for the role is the same for the individual who takes up the job.4. What is your top advice for making job descriptions more inclusive?    Only list skills that are 100% necessary and do not exclude candidates that have potential. The wording on the job description should be inclusive and avoid unnecessary jargon. Also, what can you as a company offer the candidate – flexibility, training & development opportunities etc.5. Do you think that more companies adopting a hybrid working pattern has helped to shift pre-conceived conceptions about flexible working for women and why?  Yes, as it proves that it’s not how many hours you spend at a desk, it’s about getting the job done. That said, the global pandemic and the move towards hybrid working has seen a number of men take more responsibility in the home, I think hybrid working has helped shift pre-conceived ideas about flexible working for both men and women.6. How can organisations support their employees in raising awareness against bias?   The approach to addressing the bias needs to be purposeful. In the same way companies set sales targets and review budgets, the bias needs to be monitored, measurable and celebrated. Training and regular workshops on unconscious bias awareness. Some companies have conducted culture reviews to identify areas of bias where they have been able to identify areas/pockets of bias and then identifying ways in which to address this, whether this is raising awareness of a speaking up policy, gender equality training, mentorship programmes etc. 7. International Women’s Day is also about celebrating women and their achievements. Who inspires you?  There are lots of women who inspire me, so it is difficult to narrow this down: Women who have the courage to leave an arranged/abusive marriage Women who make sacrifices for others, such as children/parents Women who are single mums who work hard to raise their children alone Women who break down barriers and drive change for others who are ‘behind’ them Women who don’t let others prevent them from being successful

Market Insights: New Market Entry (London Market Carrier)
Market Insights: New Market Entry (London Market Carrier)

Eames Partnership was commissioned by a global (re)insurer to research a new product/market in preparation for a potential launch. The client instructed Eames Partnership to investigate a variety of territories ranging from the US, London, Europe and Asia as well as potential candidates to support the company in launching the product locally.The ApproachPrior to researching suitable candidates with the potential to provide direction and leadership and build a book of business from scratch, we spoke with a variety of market leaders and experts who were able to inform and advise us on the current market climate and recommend that the London and US markets were the most appropriate territories to launch the team/product due to a range of factors (notably clients uptake in purchasing this product). Through an intensive phase of primary research, we sought to highlight the relevant leaders across the London and US markets and focused on those individuals with a solid market reputation and a track record of building and maintaining a portfolio.The OutcomeFollowing the research phase, we highlighted in excess of 15 potential leadership candidates across London, New York, Chicago and San Francisco. Following the presentation of our findings to the client, Eames Partnership was instructed to pursue twelve individuals, and proceeded to interview nine, which resulted in a final shortlist of 6 strong leaders (3 in the US and 3 in London). Following the final interview phase, our client decided to launch the product in London, in addition to hiring a US leader to focus on North American domestic risks based on our recommendations from the market analysis report.If you are interested in learning more about our market analysis capabilities or how we can help you develop other areas of your business, please contact Matthew Eames at matthew.eames@eamespartnership.com or on +44 (0)207 092 3257.​

Succession Planning: Global Broker
Succession Planning: Global Broker

Eames Partnership was commissioned by a leading US-headquartered (re)insurance broker to put in place a sufficient succession plan to be utilised, if and when, the time occurred. The client had identified a number of critical business roles within the company and expressed its concerns surrounding the implications of any leadership risk. As such, we were approached by the broker to develop continuity plans to address these concerns and enable a smooth transition of talent in the future.The ApproachThrough an intensive period of primary research, we engaged with our sources in the market to identify both up-and-coming talent within the organisation, as well as external individuals with the desired skills, experience and ambition to take on these roles. The client was particularly interested in 'key producers' who control and influence speciality lines of business, in addition to increasing the diversity of its workforce. With that in mind, we focused on finding potential female candidates in areas where they were most underrepresented. Following the research phase, we created a comprehensive list of suitable candidates who were well-respected and regarded by their peers in the market, in addition to being noted for their strong leadership and technical abilities. The OutcomeAs a result, we provided the client with access to a talent pool containing detailed perception analyses of each individual and their willingness to move elsewhere if the opportunity arose. Additionally, as part of our partnership with an established leadership development and talent advisory practice, we were able to create a bespoke development programme for rising talent within the organisation, equipping them with the tools and coaching to progress further in their careers.If you are interested in learning more about our succession planning capabilities or how we can help you develop other areas of your business, please contact Matthew Eames at matthew.eames@eamespartnership.com or on +44 (0)207 092 3257.​

Talent Mapping: Leadership Talent Map (Global Broker)
Talent Mapping: Leadership Talent Map (Global Broker)

Eames Partnership was commissioned by a global broking house to complete a strategic intelligence report highlighting leadership capability across the South East Asian insurance market. We focused on six South East Asian countries (Malaysia, The Philippines, Singapore, Thailand, Vietnam and Indonesia), and were asked to look into both the broking and carrier markets and provide our client with a competitor analysis and succession plan as a result of an upcoming leadership re-structure.The ApproachWe identified the most relevant positions as local CEO, Head of Property & Casualty, Head of Business Development and COO. Through an intensive phase of both primary and secondary research, the team highlighted the relevant leaders and proceeded to complete an independent perception analysis by cross-referencing each individual with a variety of local sources in order to capture the granular detail required. This included leadership style, technical capabilities, geographical focus, key accounts, notable personality traits and market reputation.The OutcomeFollowing our research phase, we highlighted in excess of 200 potential candidates. Utilising our insights, we were able to provide our clients with a range of shortlists curated to enable them to achieve a list of objectives, ranging from company culture to tangible business outcomes.By partnering with our client, we were able to understand and anticipate their requirements and advise them on the specific technical capabilities and personality characteristics required to build a balanced and effective South East Asian team, which would ultimately enhance their overall regional offering. If you are interested in learning more about our strategic intelligence capabilities or how we can help you develop other areas of your business, please contact Matthew Eames at matthew.eames@eamespartnership.com or on +44 (0)207 092 3257.​

Talent Mapping: Production (UK Broker)
Talent Mapping: Production (UK Broker)

Eames Partnership was recently commissioned by a global broking house to complete a market intelligence report highlighting production capability and independent revenue across the UK retail broking landscape. We focused on the key UK regional hubs (London, Ipswich, Birmingham, Manchester, Leeds, Edinburgh and Glasgow) and were asked to uncover individuals who were thought to have direct influence over a portfolio of business worth in excess of GBP 500,000.The ApproachThrough an intensive phase of desk-based research, the team sought to highlight notable brokers, across a pre-agreed list of regional top tier, mid-tier and independent broking houses. Due to the majority of individuals being based outside of London, we utilised our regional network of clients and sources in order to cross-reference each broker and capture the granular detail required. This included asking targeted questions around technical capabilities, geographical focus, notable personality traits, key accounts and estimated revenue. The OutcomeFollowing our deep-dive investigation into the UK regions, we highlighted in excess of 95 notable candidates across the broking community with "pockets of influence" in the UK P&C, construction, real estate, professional risks, and facultative markets. Following the presentation of our findings to the client, Eames Partnership was instructed to pursue 27 individuals across London, Birmingham, Manchester and Glasgow and proceed to interview 18, which resulted in a final shortlist of 11 key producers.The goal was to help our client build out production capability across the main markets. By partnering with our clients, we were able to understand and anticipate their requirements and advise them on the specific technical capabilities and personality characteristics required to build a balanced and effective regional team, which would ultimately enhance their retail offering.If you are interested in learning more about our market & talent mapping capabilities or how we can help you develop other areas of your business, please contact Matthew Eames at matthew.eames@eamespartnership.com or on +44 (0)207 092 3257.​

Eames Partnership partners with MND Association for 2023

By Sarah Roebuck

Eames News

Eames Partnership partners with MND Association for 2023

​We’re delighted to share that the Eames Group charity partner in the UK this year is the MND Association.The entire UK team is given the opportunity to nominate and then vote on a corporate charity partner, and an overwhelming majority of #TeamEames backed the charity.The MND Association focuses on improving access to care, research and campaigning for those people living with or affected by motor neurone disease (MND).MND affects up to 5,000 adults in the UK at any one time. It is life-shortening, and there is no cure.In recent years, sports stars like Doddie Weir, Rob Burrow and Stephen Darby bravely shared their MND diagnosis, which has helped raise public awareness of a disease that many knew not much about. MND has also impacted a member of our team who recently lost her father to this cruel disease. We’re delighted as a business to be able to support another charity this year that has a personal connection to a very valued member of #TeamEames.Driving the fundraising support is a volunteer group of employees who have pulled together a series of events to raise money and awareness throughout the year.We are looking forward to contributing to the efforts for greater awareness, access to care and research for the MND community in the UK.For more information on the MND Associate and the work they do, or for ways to support, please visit their website: mndassociation.org

We've been named on the UK's Best Companies list

By Sarah Roebuck

Eames News

We've been named on the UK's Best Companies list

We couldn't be prouder to have achieved a 2-star accreditation from Best Companies, the UK's workplace survey that sets the standard for workplace engagement. Best Companies lists Eames Partnership as an 'Outstanding' place to work and sees us recognised among the UK's 100 Best Small Companies to Work For and London's Best 30 Small Companies to Work For.When the pandemic took hold in March 2020 in the UK, and the first national lockdown was imposed, we had to react quickly to ensure our employees remained safe, motivated, and happy, but also to maintain business continuity under circumstances unlike any seen before. We leaned on our values and focused on our people – prioritising staff wellbeing, introducing home working, ensuring clarity of communication, and maintaining connections between teams. Employees characterised widespread faith in the focus on staff wellbeing and cultural connectivity. The introduction of flexible working hours, coupled with remote working, has afforded employees different ways of working. Most importantly, it has provided balance so that they can juggle all their jobs – parent, house cleaner, teacher, cook, dog walker – and the many other roles we stepped into last year.   Feedback from our employees is vital for us to continue to create opportunity as an organisation. The output from this survey will be invaluable for us to understand what we are doing well and where we can improve. We're delighted our team feel so connected and engaged, especially in a year when we've never been more separated through lockdowns, homeworking and restricted international borders. We look forward to working with our team to build on the platform we've created, continue to improve, and strive for a 3-star accreditation next year. ---About Best CompaniesBest Companies was founded in 2001 and help make the world a better workplace by measuring, improving and recognising workplace engagement. Their world-class methodology powers The Best Companies to Work For list, spotlighting the UK’s best workplaces on a national stage. Eames Partnership engaged Best Companies as part of the Eames Group and the 2-star accreditation recognises all UK subsidiaries including Eames Consulting Group and ECMS. About Eames Partnership:Eames Partnership offers a new breed of executive search and market intelligence, focused on guiding the global (re)insurance industry on talent and linked strategies.Our specialist expertise and courage to challenge the status quo, has gained us the respect of leading firms within the (re)insurance market, with clients trusting us to find them exceptional leaders and talent that will deliver lasting success, both now and in the future.Contact: Sarah Roebuck, Head of Marketing & Communications, sarah.roebuck@eamespartnership.com.  

Eames Partnership Appoints Charlie Thomas as Associate Partner

By Matthew Eames

Eames News

Eames Partnership Appoints Charlie Thomas as Associate Partner

Today, Eames Partnership, a new breed of executive search and market intelligence, announces the appointment of Charlie Thomas to Associate Partner. Charlie will focus on elevating Eames Partnerships’ market intelligence capability, further propelling the executive search brand into a leading talent advisory consultancy to the global (re)insurance and wider financial services market."Charlie brings an impressive background in the wider financial services market, and a deep understanding of the macro economic challenges and opportunities our clients are facing,” says Matthew Eames, managing partner of Eames Partnership. “As a new breed of executive search, we understand the power of underpinning talent strategies with specialist market insight. Charlie’s perspective and expertise will enable us to provide a truly consultative approach with our clients. I’m looking forward to having her viewpoint, market expertise and insight in the team.” Formerly holding the position of managing editor at Insurance Insider, and most recently, as content director, Charlie has worked as a financial journalist since 2007. Her work has been published by The Times, The Financial Times Group, IFR (Part of Thomson Reuters) and most recently Insider Publishing. Her expertise spans institutional investments, pensions, investment banking, asset management and (re)insurance.“I’ve been a supporter of Eames Partnership’s approach to executive search and market intelligence for some time now and am excited about the new challenge this role will bring,”  Charlie shares. “I’m also a passionate supporter of the global (re)insurance specialty market. Risk management has never been more important, and this industry's people are central to its success.As we enter a hardening market for the first time in more than a decade, I’m greatly looking forward to helping Eames Partnership’s clients navigate their way through these remarkable times.”Charlie will assume the position of Associate Partner on January 4th, 2021. About Eames Partnership:Eames Partnership offers a new breed of executive search and market intelligence, focused on guiding the global (re)insurance industry on talent and linked strategies.Our specialist expertise and courage to challenge the status quo, has gained us the respect of leading firms within the (re)insurance market, with clients trusting us to find them exceptional leaders and talent that will deliver lasting success, both now and in the future.Contact: Sarah Roebuck, Head of Marketing & Communications, sarah.roebuck@eamespartnership.com. 

We've been named on the UK's Best Companies list

By Sarah Roebuck

Eames News

We've been named on the UK's Best Companies list

We couldn't be prouder to have achieved a 2-star accreditation from Best Companies, the UK's workplace survey that sets the standard for workplace engagement. Best Companies lists Eames Partnership as an 'Outstanding' place to work and sees us recognised among the UK's 100 Best Small Companies to Work For and London's Best 30 Small Companies to Work For.When the pandemic took hold in March 2020 in the UK, and the first national lockdown was imposed, we had to react quickly to ensure our employees remained safe, motivated, and happy, but also to maintain business continuity under circumstances unlike any seen before. We leaned on our values and focused on our people – prioritising staff wellbeing, introducing home working, ensuring clarity of communication, and maintaining connections between teams. Employees characterised widespread faith in the focus on staff wellbeing and cultural connectivity. The introduction of flexible working hours, coupled with remote working, has afforded employees different ways of working. Most importantly, it has provided balance so that they can juggle all their jobs – parent, house cleaner, teacher, cook, dog walker – and the many other roles we stepped into last year.   Feedback from our employees is vital for us to continue to create opportunity as an organisation. The output from this survey will be invaluable for us to understand what we are doing well and where we can improve. We're delighted our team feel so connected and engaged, especially in a year when we've never been more separated through lockdowns, homeworking and restricted international borders. We look forward to working with our team to build on the platform we've created, continue to improve, and strive for a 3-star accreditation next year. ---About Best CompaniesBest Companies was founded in 2001 and help make the world a better workplace by measuring, improving and recognising workplace engagement. Their world-class methodology powers The Best Companies to Work For list, spotlighting the UK’s best workplaces on a national stage. Eames Partnership engaged Best Companies as part of the Eames Group and the 2-star accreditation recognises all UK subsidiaries including Eames Consulting Group and ECMS. About Eames Partnership:Eames Partnership offers a new breed of executive search and market intelligence, focused on guiding the global (re)insurance industry on talent and linked strategies.Our specialist expertise and courage to challenge the status quo, has gained us the respect of leading firms within the (re)insurance market, with clients trusting us to find them exceptional leaders and talent that will deliver lasting success, both now and in the future.Contact: Sarah Roebuck, Head of Marketing & Communications, sarah.roebuck@eamespartnership.com.  

Eames announces MIND as new charity partner

By Sarah Roebuck

careers

Eames announces MIND as new charity partner

The business was given the opportunity to vote for the 2017/2018 charity partner and an overwhelming majority backed the charity.  MIND is a charity providing advice and support to empower anyone experiencing a mental health problem.Driving the fundraising support is a volunteered group of employees who have pulled together a series of events to raise money and awareness for MIND.​Speaking of the partnership, Sarah Roebuck, head of marketing shared: “Often a taboo subject, in recent years public attitudes are improving, support is growing and mental wellbeing is high on the political agenda. With members of the Royal family supporting efforts to open up conversations about mental wellbeing, more is being done to help people better understand challenges people face that often can’t be seen.Too often, people feel afraid to admit that they are struggling with their mental health and this can stop people from getting help. Through our fundraising efforts, MIND are able to continue offering advice and support to those facing a range of challenges.We are looking forward to contributing to the efforts to promote a greater understanding of mental health in the workplace and the recruitment sector.”For more information on MIND and the work they do, or for ways to support please visit their website. 

The importance of intersectionality [GRID Podcast]

By Charlie Thomas

The GRID

The importance of intersectionality [GRID Podcast]

In this special 3-part series of The GRID Podcast, we celebrate Pride Month.We are bringing together some of the LGBTQ+ community from within the reinsurance and insurance market. In this episode, our expert panel discusses some of the more challenging issues when it comes to LGBTQ+. I’ve often heard complaints that employers are too quick to lump all members of the LGBTQ+ community together as a homogenous group and assume that all of their wants and needs are the same. In this episode, there is a poignant take on the lost learning opportunities from lumping everyone together, which then segues into some really important points about another topic I’m passionate about when it comes to D&I – the importance of intersectionality.You can listen to the full episode on Apple, Spotify and other podcast platforms. ​​​​ 

True inclusion is driven by company culture [GRID Podcast]

By Charlie Thomas

The GRID

True inclusion is driven by company culture [GRID Podcast]

In this special 3-part series of The GRID Podcast, we celebrate Pride Month.We are bringing together some of the LGBTQ+ community from within the reinsurance and insurance market. In this episode, our expert panel downloads on what true inclusion looks like and how you drive this in the workplace. For Theresa Farrenson, customer experience and integration lead at Aon, true inclusion is driven by company culture. "You can have inclusive workplaces, processes and procedures, but if they are being ignored, then your workplace isn't inclusive. Fundamentally, the workplace, firstly and foremost, has to feel safe. So your employees need to be able to come to work and perform to the best of their abilities and go home feeling good about that. And that means not feeling they are subjected to bullying, harassment or just simply feeling bothered. And then the next level on the maturity curve is to create an environment in which people can flourish and be treated and respected as individuals and bring the best of ourselves to the workplace because therein lies the real secret about how to maximise human potential in your organisation."You can listen to the full episode on Apple, Spotify and other podcast platforms. ​A huge thank you to all of our contributors for taking part in this series:Erik Johnson, Incoming Active Underwriter at MIC Global David Anderson, Partner, Head of US Cyber at McGill and Partners Theresa Farrenson, Customer Experience and Integration Lead at Aon Adam Triggs, Chair of Pride and Allies at Lloyd's And thanks in particular to Inclusion at Lloyd’s and LINK, the LGBTQ+ insurance network for all their help and support in bringing this podcast special together. 

Celebrating LGBT+ History Month [The GRID Podcast]

By Charlie Thomas

The GRID

Celebrating LGBT+ History Month [The GRID Podcast]

​In this special episode of The GRID Podcast, we celebrate LGBT+ History Month. The theme this year is The Arc is Long, which is taken from a Martin Luther King Jnr speech from 1968, in which he says, “The Arc of the Moral Universe Is Long, But it Bends Toward Justice”, reminding us that change, while it may take a long time, will happen.Exploring the meaning behind that quote and where the reinsurance and insurance industry is today in its journey towards true inclusion for the LGBT+ community is LCP Partner Catherine Drummond who joins us for this special episode. As well as being the founder of LCP’s LGBT+ network, Cat also sits on the Senior Advisory Board to LINK, the insurance industry’s LGBTQ+ network, and is a mental health first aider. ​​​

[Episode 3] The Growth Story: Steve Hearn, CEO at BGC Insurance Group

By Matthew Eames

Podcast

[Episode 3] The Growth Story: Steve Hearn, CEO at BGC Insurance Group

In this series, The Growth Story, we speak with leading CEOs from across the insurance market on their future growth agendas and the key trends that will shape the future of the industry. From digital disruption to strategic people planning initiatives, this series tells the stories of the world's leading insurance organisations and how they are growing through change.Steve Hearn, CEO at BGC Insurance Group, joins us for episode three to talk Covid-19, the evolving role of the broker, an industry-leading approach to technology innovation and how BGC Insurance Group stay competitive in the war for talent.Watch Episode 3 of The Growth Story now. ​​​

[Episode 2] The Growth Story: Simon Matson, UK CEO at Gallagher

By Matthew Eames

The Growth Story

[Episode 2] The Growth Story: Simon Matson, UK CEO at Gallagher

In this series, The Growth Story, we speak with leading CEOs from across the insurance market on their future growth agendas and the key trends that will shape the future of the industry. From digital disruption to strategic people planning initiatives, this series tells the stories of the world's leading insurance organisations and how they are growing through change.With a 30+ year career in the insurance industry, our second guest, UK CEO at Gallagher, Simon Matson talks bold ambitions to grow the UK business and future plans for Capsicum Re, after it was recently announced the reinsurance brokerage would rebrand as Gallagher Re. We discuss the future of talent post-Covid and the impact it has had on the way we work. Simon passionately talks about looking after customers, being brave in the new world and what is "fundamental to our DNA at Gallagher".Watch Episode 2 of The Growth Story now.​

[Episode 1] The Growth Story: Julian James, CEO at Sompo International

By Matthew Eames

Podcast

[Episode 1] The Growth Story: Julian James, CEO at Sompo International

In this series, The Growth Story, we speak with leading CEOs from across the insurance market on their future growth agendas and the key trends that will shape the future of the industry. From digital disruption to strategic people planning initiatives, this series tells the stories of the world's leading insurance organisations and how they are growing through change.With a remarkable career within the insurance industry our first guest, Julian James, CEO of International Insurance at Sompo International, talks bold ambitions to grow the business internationally and in the London Market. We discuss the future of talent post-Covid and Julian also sheds light on the strategic decisions for Sompo's exit from Lloyd's and what he sees for the future of the Market. Watch Episode 1 of The Growth Story now.  

Overcoming the skills gap in the workplace

By Matthew Eames

insights

Overcoming the skills gap in the workplace

Soft skills are becoming increasingly more important in the workplace as there is a shift in which skills are deemed to be more useful and relevant in today’s market. Hard skills can often be developed and taught through training, whereas soft skills often encompass behavioural traits and cognitive skills which tend to be more difficult to learn. Certainly, with changes taking place at a rapid speed, organisations must be prepared as they no longer know which specific skills will be needed in the future.However, based on current research, soft skills are becoming increasingly important. A report conducted by Deloitte has stated that ‘soft skill-intensive occupations will account for two-thirds of all jobs by 2030’.[1] As a result, developing a talent strategy that embraces people with the ability to adapt to change if required is crucial in staying ahead of the curve.[2]​The rise of digital technologyA rise in digital technology and automation has created a level of uncertainty amongst both employers and employees and has resulted in the recognition and the growing importance of soft skills. According to Deloitte, nearly half of today’s jobs will have evolved and undergone significant change in the next ten years, and therefore, people will need to be able to adapt and remain engaged regardless of these developments.[3] Whilst there is thought to be significant job displacement in the future, new jobs will also be created that don’t currently exist. For instance, it is predicted that ‘65% of children entering primary school today will ultimately end up working in completely new job types that don’t yet exist’.[4]In both these new and evolving job roles, soft skills will become a key differentiator in the workplace as they are harder to automate, and as a result, will be more desirable. Machines will replace some jobs, but they will be unable to stimulate real and genuine human interaction. Due to this, social skills such as communication and teamwork will become some of the most valued competencies in the workplace.​Career progression and promotionFurthermore, soft skills are transferable and will prove to be invaluable as the labour force moves towards becoming a mobile one with younger generations more likely to job hop than in the past. These skills certainly increase the value of the employee, with 94% of recruiting professionals believing those candidates with strong soft skills have a higher chance of being promoted to a leadership position than an employee with more years of experience, but weaker soft skills.[5] Accordingly, soft skills appear to be a key factor deciding whether or not one is to progress to the next stage of their career.In particular, within the insurance industry, there is a considerable shortage of professionals who are both technical and have strong soft skills. It appears that the majority of the workforce underestimates the importance of soft skills and as a result are restricting their own progression because hard skills and technical expertise are no longer enough to secure a job in a competitive market. For instance, commissioned reports have discovered that circa 90% of human resource leaders perceive emotional and social skills as crucial in a globalising economy,[6] and creativity, persuasion, collaboration, adaptability, and emotional intelligence are noted to be the most in-demand soft skills of 2020.[7]A common misconception is that soft skills are only relevant in roles that involve customer and client interaction. However, in an era where technical expertise is commonplace, soft skills not only enable hiring managers to quickly differentiate between candidates but also allow candidates to rapidly progress throughout their careers.​Barriers to soft skills developmentFurthermore, whilst young professionals and students tend to focus on developing their technical skills and gaining formal qualifications before entering the workplace, research has recently stressed that graduates need to recognise that soft skills are just as, if not more, important as hard skills.[8] It has become clear that graduates are at a significant disadvantage if they leave university without work experience and the interpersonal skills required for the current job market.As a result, experience and activities outside of academia must not be underestimated. For example, research by the Institute of Student Employers (ISE) demonstrates that the majority (63%) of employers believe graduates who had undertaken work experience, internships or apprenticeships had the required soft skills, yet less than half (48%) thought this of graduates in general.[9] Consequently, a shift needs to occur in terms of teaching students these skills before they enter the workplace, as currently, this acts as a major barrier towards overcoming the soft skills gap.If you are interested in learning more about our services and how we can help you develop areas of your business, please get in touch.   [1] Deloitte Access Economics, ‘Soft Skills for Business Success’, May 2017.[2] Raconteur, ‘Future of HR’, October 2019.[3] Ibid.[4] World Economic Forum, ‘The Future of Jobs: Employment, Skills and Workforce Strategy for the Fourth Industrial Revolution’, January 2016.[5] ICIMS, ‘The Soft Skills Job Seekers Need Now’, August 2017.[6] Korn Ferry, ‘Five Ways to Get Young Recruits to Embrace Emotional Intelligence’, June 2018.[7] LinkedIn Talent Blog, ‘The Most In-Demand Hard and Soft Skills of 2020’, January 2020.[8] Deloitte Access Economics, ‘Soft Skills for Business Success’, May 2017.[9] ISE, ‘Internships Help Tackle Skills Gaps’.

Succession Planning: If you fail to plan, you plan to fail

By Matthew Eames

featured-blog

Succession Planning: If you fail to plan, you plan to fail

Businesses tend to purchase insurance policies in order to ensure they are prepared and protected from any external disruptions or risks outside their control. So why do most businesses overlook the importance of succession planning? The sudden departure of a senior leader or key figure can leave a business extremely vulnerable. Having a plan in place is crucial in order to minimalise the level of disruption that occurs when a significant individual leaves a business. As a result, the phrase ‘if you fail to plan, you plan to fail’ is very applicable when discussing the benefits of succession planning.​What is Succession Planning?A succession plan is a process where an organisation identifies talent to fill the responsibilities of a role that is currently occupied but may become vacant soon. This effectively provides a ‘safety net’ for the company as by preparing a list of capable individuals for the role in question, the transition from the incumbent to the successor is likely to be smooth and efficient. Due to this, succession planning and creating a pipeline of talent for the future certainly has positive repercussions on a business and is an extremely worthwhile process. It is an effective use of time and energy, and organisations should be on the lookout for outstanding talent in order to allow for a robust leadership pipeline in the future.[1]​Benefits of Succession PlanningAccording to the Pew Research Centre, approximately 10,000 baby boomers will turn 65 today – and every day – until 2030, which will ultimately place a significant strain on those in senior leadership roles. Preparing for this transition will ensure functionality and stability within organisations, alongside providing the next generation of future leaders with development opportunities and training.Succession planning enables organisations to identify those individuals with high potential and the correct skills and experience to fulfil the responsibilities of a specific position. It is common for organisations to explore external talent in order to benchmark against their current workforce and ensure that the highest quality of talent is acquired. Eames Partnership can highlight the top talent operating across a market, showcasing individuals that not only have the expertise, but also bring diverse skillsets and fresh perspectives.Additionally, areas of weakness within a business may be uncovered and can be dealt with in order to secure future success and financial growth. Recognising these limitations and remaining open to alternative leadership possibilities is useful in order to evaluate how each potential candidate could benefit the organisation overall.[2] As a result, by partnering with an executive search firm to formulate a succession plan, Eames Partnership can create detailed perception analyses of each individual and their willingness to move elsewhere if the opportunity arose. Alongside this, we can create a bespoke development program for rising talent within the organisation, equipping them with the tools and coaching to progress further in their careers.Furthermore, there is a growing talent gap in the insurance industry, particularly at the middle management level, where organisations do not have the correct individuals internally to replace executives.  This has the potential to cause significant disruption, and therefore, insurance firms must plan to shrink this gap through talent pipelining. Importantly, preparing in advance ensures that businesses are ready for leadership changes and unexpected exits, enabling them to fill critical positions quickly without a lengthy hiring period. Contrary to popular opinion, succession planning proves to be useful not only when replacing those operating in C-suite positions, but also when preparing for the departure of other influential figures, including senior leaders within an organisation.If you are interested in learning more about our succession planning capabilities or how we can help you develop other areas of your business, please get in touch.​[1] Personnel Today, ‘Is Succession Planning an Outdated Concept?’, January 2020.[2] HR Central, ‘Succession Planning Has Many Benefits’, June 2017.

The concerning impacts of climate change on the insurance industry

By Matthew Eames

insights

The concerning impacts of climate change on the insurance industry

In 2019, climate change was identified as the greatest risk of them all, ahead of the threats posed by cyber attacks and terrorism. The consequences of this for the insurance industry are undoubtedly significant and extensive.[1] Not only does an increase in frequency and severity of major weather events result in an increasing number of claims, but this will eventually create a surge in premium prices, making insurance less affordable for those who need it. As Denis Kessler (Chairman and CEO of SCOR SE) stressed, insurance should be used ‘not only as a means for providing financial resilience, but as an instrument for supporting risk reduction’,[2] and therefore, insurers should focus on mitigating the risks associated with climate change.​The unpredictable effects of climate change:Due to unpredictable weather patterns, insurers have struggled to accurately predict the loses they will incur in a given year. For instance, in 2017, Swiss Re had estimated to incur $1.18bn in losses, but a rise in claims resulted in a staggering sum of $3.65bn.[3] For an industry that relies on predictions and previous loss records, accurately pricing risks is becoming increasingly difficult to do. Rather, insurers will need to ensure they have the correct talent on board with the skills required to use advanced analytics in order to assess weather records and assumptions regarding future climate predictions. Actuaries and underwriters will need to be able to competently detract information from catastrophe risk models to assist them with managing the likelihood of adverse events occurring.Furthermore, with the rise of extreme weather events, it is possible that it may become too costly in the future to provide cover to high-risk areas. For example, over a three-month period in early 2018, the abnormally low weather temperatures resulted in insurers paying an excessive amount to cover the costs of burst pipes; this amounted to a total of £194 million.[4] As a consequence, premiums rose, and in some cases, became unaffordable for individuals. There are fears that if insurers withdraw from certain types of risks, consumers will have little choice but to cover the costs of damage themselves. However, as will be discussed below, insurance firms can adapt to support a more sustainable future, and as a result, avoid the prospect of premiums increasing to an unaffordable level.​How insurance companies can drive a greener future:As Huw Evans explained, although the insurance sector has been harshly exposed to the costs of climate change, in the long-term, the industry has the ability to shape the future.[5]  There are concerns surrounding how the transition to a zero-carbon economy will impact those insurance firms invested in companies reliant on fossil fuels. Consequently, not only is it important for insurers to manage the physical risks involved with climate change, but it is also crucial that these organisations play an active role in moving away from investing in non-renewable energy. In recent years, several insurers have committed to no longer insure and invest in companies that generate more than 30% of their revenue from coal-related businesses.[6] Swiss Re initially made this move, and Munich Re, AXA and Zurich have followed suit in limiting their dealings with unsustainable firms.Furthermore, insurance firms can act as ‘gatekeepers’ and participate in promoting the transition to a zero-carbon economy. Insurers can place increasing pressure on large companies, as by refusing to provide coverage for these firms, they will be compelled to move towards embracing renewable energy. Allianz made a statement in May 2018 pledging to remove its ‘coverage from single coal-fired power plants and coal plants, and that it would phase all coal risks out of its business by 2040’.[7] This movement away from a reliance on fossil fuels towards greener initiatives will consequently help mitigate the risks climate change pose to the insurance sector.​How is the industry preparing?In addition to shifting towards a sustainable economy, a short-term solution to dealing with an increasing number of climate change related claims is necessary. Insurance companies can introduce parametric insurance policies which assess the possibility of an adverse event, and will automatically trigger a payment to the consumer if the event occurs.[8] For example, Swiss Re has developed a new product, known as FLOW, for companies that are unable to transport goods when water levels drop below a certain level.[9] As a result, accurate risk assessment will be more important than ever, and when weather-related disasters occur with little warning, quick payments can reduce the level of disruption that may otherwise arise.Overall, it appears insurance firms will need to make a choice; either they face huge losses resulting in their inability to insure high-risk areas, or they must gradually move away from investing in and insuring large companies supporting the fossil fuel industry.  ​​[1] The Ecologist, ‘Insurance and Climate Change’, 2019​​[2] SCOR, ‘How Does Climate Change Affect the Insurance Sector? A Geneva Association Conference’.​​[3] Fortune, ‘Climate Change Is Hitting the Insurance Industry Hard. Here’s How Swiss Re Is Adapting’, 2019​​[4] ABI, ‘Climate Change’.​​[5] ABI, ‘Can Insurance Help Drive a Greener Future?’, 2019​​[6] KPMG, ‘Climate Change into the Boardroom’, 2019​​[7] Financial Times, ‘Insurers Act on Climate Change Exposure’, 2018​​[8] Marsh, ‘Parametric Insurance: A Tool to Increase Climate Resilience’.​​[9] Swiss Re Corporate Solutions, ‘FLOW: Parametric Water-level Insurance’, 2019​​

We’re breaking down barriers to inclusive online experiences

By Sarah Roebuck

featured-blog

We’re breaking down barriers to inclusive online experiences

​Eames Partnership has partnered with the accessibility technology provider, Recite Me to enable website visitors to customise their online experience in a way that best suits their individual needs. It is estimated that 20% of people have a disability that can prevent them from reading and understanding online content. Those who are most susceptible to access barriers are those who struggle with decreased vision, learning difficulties, literacy, language/linguistic problems, attention disorders and physical disabilities. Recite Me accessibility software implemented on our website provides users with the opportunity to customise their online experience. The toolbar includes screen reading functionality, multiple reading aids, an on-demand live translation feature that boasts over 100 languages, including 35 texts to speech and styling options. This includes changes to the font size, type, and colour. Having secured a Bronze accreditation with Clear Assured in January 2022, this is another step forward in our equality, diversity and inclusion efforts and further demonstrates how we put inclusion at our core. To access the assistive toolbar on the Eames Partnership website, click the circular blue accessibility icon at the bottom right of the website. --- Recite Me functionality is also available on our brand sites: Eames Group, Eames Consulting, and ECMS. For more information on Recite Me, please visit their website here. For information on our partnership with Recite me please contact Sarah Roebuck, marketing director.

The importance of intersectionality [GRID Podcast]

By Charlie Thomas

The GRID

The importance of intersectionality [GRID Podcast]

In this special 3-part series of The GRID Podcast, we celebrate Pride Month.We are bringing together some of the LGBTQ+ community from within the reinsurance and insurance market. In this episode, our expert panel discusses some of the more challenging issues when it comes to LGBTQ+. I’ve often heard complaints that employers are too quick to lump all members of the LGBTQ+ community together as a homogenous group and assume that all of their wants and needs are the same. In this episode, there is a poignant take on the lost learning opportunities from lumping everyone together, which then segues into some really important points about another topic I’m passionate about when it comes to D&I – the importance of intersectionality.You can listen to the full episode on Apple, Spotify and other podcast platforms. ​​​​ 

True inclusion is driven by company culture [GRID Podcast]

By Charlie Thomas

The GRID

True inclusion is driven by company culture [GRID Podcast]

In this special 3-part series of The GRID Podcast, we celebrate Pride Month.We are bringing together some of the LGBTQ+ community from within the reinsurance and insurance market. In this episode, our expert panel downloads on what true inclusion looks like and how you drive this in the workplace. For Theresa Farrenson, customer experience and integration lead at Aon, true inclusion is driven by company culture. "You can have inclusive workplaces, processes and procedures, but if they are being ignored, then your workplace isn't inclusive. Fundamentally, the workplace, firstly and foremost, has to feel safe. So your employees need to be able to come to work and perform to the best of their abilities and go home feeling good about that. And that means not feeling they are subjected to bullying, harassment or just simply feeling bothered. And then the next level on the maturity curve is to create an environment in which people can flourish and be treated and respected as individuals and bring the best of ourselves to the workplace because therein lies the real secret about how to maximise human potential in your organisation."You can listen to the full episode on Apple, Spotify and other podcast platforms. ​A huge thank you to all of our contributors for taking part in this series:Erik Johnson, Incoming Active Underwriter at MIC Global David Anderson, Partner, Head of US Cyber at McGill and Partners Theresa Farrenson, Customer Experience and Integration Lead at Aon Adam Triggs, Chair of Pride and Allies at Lloyd's And thanks in particular to Inclusion at Lloyd’s and LINK, the LGBTQ+ insurance network for all their help and support in bringing this podcast special together. 

Market Insights: New Market Entry (London Market Carrier)
Market Insights: New Market Entry (London Market Carrier)

Eames Partnership was commissioned by a global (re)insurer to research a new product/market in preparation for a potential launch. The client instructed Eames Partnership to investigate a variety of territories ranging from the US, London, Europe and Asia as well as potential candidates to support the company in launching the product locally.The ApproachPrior to researching suitable candidates with the potential to provide direction and leadership and build a book of business from scratch, we spoke with a variety of market leaders and experts who were able to inform and advise us on the current market climate and recommend that the London and US markets were the most appropriate territories to launch the team/product due to a range of factors (notably clients uptake in purchasing this product). Through an intensive phase of primary research, we sought to highlight the relevant leaders across the London and US markets and focused on those individuals with a solid market reputation and a track record of building and maintaining a portfolio.The OutcomeFollowing the research phase, we highlighted in excess of 15 potential leadership candidates across London, New York, Chicago and San Francisco. Following the presentation of our findings to the client, Eames Partnership was instructed to pursue twelve individuals, and proceeded to interview nine, which resulted in a final shortlist of 6 strong leaders (3 in the US and 3 in London). Following the final interview phase, our client decided to launch the product in London, in addition to hiring a US leader to focus on North American domestic risks based on our recommendations from the market analysis report.If you are interested in learning more about our market analysis capabilities or how we can help you develop other areas of your business, please contact Matthew Eames at matthew.eames@eamespartnership.com or on +44 (0)207 092 3257.​

Eames Partnership partners with MND Association for 2023

By Sarah Roebuck

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Eames Partnership partners with MND Association for 2023

​We’re delighted to share that the Eames Group charity partner in the UK this year is the MND Association.The entire UK team is given the opportunity to nominate and then vote on a corporate charity partner, and an overwhelming majority of #TeamEames backed the charity.The MND Association focuses on improving access to care, research and campaigning for those people living with or affected by motor neurone disease (MND).MND affects up to 5,000 adults in the UK at any one time. It is life-shortening, and there is no cure.In recent years, sports stars like Doddie Weir, Rob Burrow and Stephen Darby bravely shared their MND diagnosis, which has helped raise public awareness of a disease that many knew not much about. MND has also impacted a member of our team who recently lost her father to this cruel disease. We’re delighted as a business to be able to support another charity this year that has a personal connection to a very valued member of #TeamEames.Driving the fundraising support is a volunteer group of employees who have pulled together a series of events to raise money and awareness throughout the year.We are looking forward to contributing to the efforts for greater awareness, access to care and research for the MND community in the UK.For more information on the MND Associate and the work they do, or for ways to support, please visit their website: mndassociation.org

We've been named on the UK's Best Companies list

By Sarah Roebuck

Eames News

We've been named on the UK's Best Companies list

We couldn't be prouder to have achieved a 2-star accreditation from Best Companies, the UK's workplace survey that sets the standard for workplace engagement. Best Companies lists Eames Partnership as an 'Outstanding' place to work and sees us recognised among the UK's 100 Best Small Companies to Work For and London's Best 30 Small Companies to Work For.When the pandemic took hold in March 2020 in the UK, and the first national lockdown was imposed, we had to react quickly to ensure our employees remained safe, motivated, and happy, but also to maintain business continuity under circumstances unlike any seen before. We leaned on our values and focused on our people – prioritising staff wellbeing, introducing home working, ensuring clarity of communication, and maintaining connections between teams. Employees characterised widespread faith in the focus on staff wellbeing and cultural connectivity. The introduction of flexible working hours, coupled with remote working, has afforded employees different ways of working. Most importantly, it has provided balance so that they can juggle all their jobs – parent, house cleaner, teacher, cook, dog walker – and the many other roles we stepped into last year.   Feedback from our employees is vital for us to continue to create opportunity as an organisation. The output from this survey will be invaluable for us to understand what we are doing well and where we can improve. We're delighted our team feel so connected and engaged, especially in a year when we've never been more separated through lockdowns, homeworking and restricted international borders. We look forward to working with our team to build on the platform we've created, continue to improve, and strive for a 3-star accreditation next year. ---About Best CompaniesBest Companies was founded in 2001 and help make the world a better workplace by measuring, improving and recognising workplace engagement. Their world-class methodology powers The Best Companies to Work For list, spotlighting the UK’s best workplaces on a national stage. Eames Partnership engaged Best Companies as part of the Eames Group and the 2-star accreditation recognises all UK subsidiaries including Eames Consulting Group and ECMS. About Eames Partnership:Eames Partnership offers a new breed of executive search and market intelligence, focused on guiding the global (re)insurance industry on talent and linked strategies.Our specialist expertise and courage to challenge the status quo, has gained us the respect of leading firms within the (re)insurance market, with clients trusting us to find them exceptional leaders and talent that will deliver lasting success, both now and in the future.Contact: Sarah Roebuck, Head of Marketing & Communications, sarah.roebuck@eamespartnership.com.  

Eames Partnership Appoints Charlie Thomas as Associate Partner

By Matthew Eames

Eames News

Eames Partnership Appoints Charlie Thomas as Associate Partner

Today, Eames Partnership, a new breed of executive search and market intelligence, announces the appointment of Charlie Thomas to Associate Partner. Charlie will focus on elevating Eames Partnerships’ market intelligence capability, further propelling the executive search brand into a leading talent advisory consultancy to the global (re)insurance and wider financial services market."Charlie brings an impressive background in the wider financial services market, and a deep understanding of the macro economic challenges and opportunities our clients are facing,” says Matthew Eames, managing partner of Eames Partnership. “As a new breed of executive search, we understand the power of underpinning talent strategies with specialist market insight. Charlie’s perspective and expertise will enable us to provide a truly consultative approach with our clients. I’m looking forward to having her viewpoint, market expertise and insight in the team.” Formerly holding the position of managing editor at Insurance Insider, and most recently, as content director, Charlie has worked as a financial journalist since 2007. Her work has been published by The Times, The Financial Times Group, IFR (Part of Thomson Reuters) and most recently Insider Publishing. Her expertise spans institutional investments, pensions, investment banking, asset management and (re)insurance.“I’ve been a supporter of Eames Partnership’s approach to executive search and market intelligence for some time now and am excited about the new challenge this role will bring,”  Charlie shares. “I’m also a passionate supporter of the global (re)insurance specialty market. Risk management has never been more important, and this industry's people are central to its success.As we enter a hardening market for the first time in more than a decade, I’m greatly looking forward to helping Eames Partnership’s clients navigate their way through these remarkable times.”Charlie will assume the position of Associate Partner on January 4th, 2021. About Eames Partnership:Eames Partnership offers a new breed of executive search and market intelligence, focused on guiding the global (re)insurance industry on talent and linked strategies.Our specialist expertise and courage to challenge the status quo, has gained us the respect of leading firms within the (re)insurance market, with clients trusting us to find them exceptional leaders and talent that will deliver lasting success, both now and in the future.Contact: Sarah Roebuck, Head of Marketing & Communications, sarah.roebuck@eamespartnership.com. 

The importance of intersectionality [GRID Podcast]

By Charlie Thomas

The GRID

The importance of intersectionality [GRID Podcast]

In this special 3-part series of The GRID Podcast, we celebrate Pride Month.We are bringing together some of the LGBTQ+ community from within the reinsurance and insurance market. In this episode, our expert panel discusses some of the more challenging issues when it comes to LGBTQ+. I’ve often heard complaints that employers are too quick to lump all members of the LGBTQ+ community together as a homogenous group and assume that all of their wants and needs are the same. In this episode, there is a poignant take on the lost learning opportunities from lumping everyone together, which then segues into some really important points about another topic I’m passionate about when it comes to D&I – the importance of intersectionality.You can listen to the full episode on Apple, Spotify and other podcast platforms. ​​​​ 

True inclusion is driven by company culture [GRID Podcast]

By Charlie Thomas

The GRID

True inclusion is driven by company culture [GRID Podcast]

In this special 3-part series of The GRID Podcast, we celebrate Pride Month.We are bringing together some of the LGBTQ+ community from within the reinsurance and insurance market. In this episode, our expert panel downloads on what true inclusion looks like and how you drive this in the workplace. For Theresa Farrenson, customer experience and integration lead at Aon, true inclusion is driven by company culture. "You can have inclusive workplaces, processes and procedures, but if they are being ignored, then your workplace isn't inclusive. Fundamentally, the workplace, firstly and foremost, has to feel safe. So your employees need to be able to come to work and perform to the best of their abilities and go home feeling good about that. And that means not feeling they are subjected to bullying, harassment or just simply feeling bothered. And then the next level on the maturity curve is to create an environment in which people can flourish and be treated and respected as individuals and bring the best of ourselves to the workplace because therein lies the real secret about how to maximise human potential in your organisation."You can listen to the full episode on Apple, Spotify and other podcast platforms. ​A huge thank you to all of our contributors for taking part in this series:Erik Johnson, Incoming Active Underwriter at MIC Global David Anderson, Partner, Head of US Cyber at McGill and Partners Theresa Farrenson, Customer Experience and Integration Lead at Aon Adam Triggs, Chair of Pride and Allies at Lloyd's And thanks in particular to Inclusion at Lloyd’s and LINK, the LGBTQ+ insurance network for all their help and support in bringing this podcast special together. 

Celebrating LGBT+ History Month [The GRID Podcast]

By Charlie Thomas

The GRID

Celebrating LGBT+ History Month [The GRID Podcast]

​In this special episode of The GRID Podcast, we celebrate LGBT+ History Month. The theme this year is The Arc is Long, which is taken from a Martin Luther King Jnr speech from 1968, in which he says, “The Arc of the Moral Universe Is Long, But it Bends Toward Justice”, reminding us that change, while it may take a long time, will happen.Exploring the meaning behind that quote and where the reinsurance and insurance industry is today in its journey towards true inclusion for the LGBT+ community is LCP Partner Catherine Drummond who joins us for this special episode. As well as being the founder of LCP’s LGBT+ network, Cat also sits on the Senior Advisory Board to LINK, the insurance industry’s LGBTQ+ network, and is a mental health first aider. ​​​

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