Marketing: Image is everything
Insurers must stand out from the competition to attract custom. What lessons can they learn from outside the sector? After the turbulent year that was 2016, how businesses present themselves to customers has never been more important.
Standing out from the competition in a busy market requires companies to use the latest strategies across a range of media to attract custom. For those looking outside the insurance sector for inspiration, there are some key lessons to be learned. Rather than the traditional tear-jerkers of its flagship Christmas advertising campaigns, retailer John Lewis took a different tack last November. In response to the pervasive atmosphere of doom and gloom in the UK, it sent out an optimistic message, conveyed by trampolining woodland creatures inspiring ‘Buster the Boxer' dog to give it a go.
The ad was viewed more than 53 million times on social media channels and shared over a million times in its first week. The retailer said this was a 182% increase on views of 2015's ‘Man on the Moon' advert on social media channels. Craig Inglis, customer director at John Lewis, said: “2016 has certainly been quite a year, so we hope our advert will make people smile. It really embraces a sense of fun and magic, reminding everyone what it feels like to give the perfect gift at Christmas.”
The campaign was not just limited to advertising. The retailer offered a virtual reality experience at its Oxford Street store, created a bespoke Snapchat lens to transform users into Buster, as well as Twitter stickers to personalise photos with the characters from the adverts.
Back to insurance and offering extras across different media is a strategy being employed by the Hood Group. It provides end-to-end services from websites to pricing, working with insurance companies such as RAC and More Than. It is currently working on a new app for people taking out travel insurance. Rather than being monetised and a means to buy insurance, it will act as a travel guide for customers, offering them tailored advice on the best attractions and places to eat at certain holiday destinations. It will build communities by allowing users to upload their own recommendations and there will be incentives through special offers.
Gavin Dobson, head of marketing and e-commerce at Hood Group, says: “What we don’t want to do is get the whole thing off Lonely Planet. We want to tailor it to the customers. We want to get them uploading content. It will be personalised for them as they can like the places they want to go to. If they go to a certain restaurant, we can give them a special deal.” By using this technique, the Hood Group hopes to build a community around its customers, encouraging loyalty and trust of its brand.
This was a strategy successfully employed by Sport England in 2015 around its ‘This Girl Can' campaign. This campaign, encouraging women to do sport, is driven by a website that details inspirational stories from women getting involved in sport. Crucially, however, it also allows users to record their own achievements, intellectually investing in the site so they will return again and again.
Sport England's Active People survey, published in December 2016, found that 7.21 million women now play sport and do regular physical activity, 250,000 more than when Sport England launched the campaign. It means the gender gap, which once stood at over two million, has narrowed to 1.55 million.
Sport England CEO Jennie Price notes: "Our ‘This Girl Can' campaign set out to tackle the gender gap. So to reduce it significantly in just two years shows we are making a difference." Cosmetics firm L’Oréal used a similar strategy – albeit with a more glamourous angle – with its #WorthAsking campaign.
This followed The Representation Project’s #AskHerMore campaign, launched in late 2014, which encouraged the public to highlight sexist reporting of female celebrities at high-profile events such as the Golden Globes, particularly when actresses were questioned about their outfits rather than about their work, unlike their male counterparts. Using its A-list spokeswomen, including actresses Julianne Moore and Eva Longoria and model Karlie Kloss at 2016’s Golden Globes, the L’Oréal campaign encouraged the public to post their favourite quotes from celebrities, the best of which would be highlighted on the brand’s social media platforms.
Outside the industry Dobson explains why these campaigns are of interest: “We tend to look outside the insurance sector as much as possible for ideas. Insurance is a few steps behind the rest of the world. I do not think it has changed much for hundreds of years but next year is going to be pivotal.” He says start-ups coming into the market such as Lemonade will shake things up. "It is making it completely personalised. It is focusing on the customer first. That is the biggest challenge for insurers and marketing is a key part of that."
Personalisation is a key tool when branding and promoting products. Freelance branding consultant Lyndal Kearney was involved in Coca-Cola’s campaign for the Euro 2016 football tournament. The challenge was to differentiate the product in the busy world of sports sponsorship, where a lot of campaigns consist in giving away footballs or kit or end up focusing on the players.
“One of the things Coca-Cola looked at was the idea of bringing people together,” she says. “So it celebrated the positivity of competition, the fact that you can’t have a competition without the people you are competing against, so that creates an environment of togetherness that Coke can be at the heart of. It’s the optimism of rivalry and competition.”
In a more visual sense, an iconographic ball was created. It looked like some sharp shards that, brought together, made a ball. The colours on the ball changed depending on the teams playing each other. And Coca-Cola found a way to print limited edition cans replicating the colours, with local markets able to do their own. “It was created to be quite a flexible campaign that could be quickly changed and personalised by consumers,” Kearney sums up.
Turbulent times David Radford, chief marketing officer at Allianz, agrees companies need to focus on what their brand stands for and means to their customers. In turbulent times, whether politically or economically, brands that prove consistent are a source of stability – particularly in the financial services market and even more so across digital channels. The insurer is trying to engage a more diverse talent and customer audience by partnering with Paralympics GB and Channel 4.
The ‘Dare to Believe' campaign, made up of a series of intimate portraits of seven British Paralympians competing in Rio, focused on the moment that changed their lives. Radford says Allianz chose this project because it reflects its core value of ‘enabling people to move on and up in life and business'.
“Consumers and businesses need to know where they stand with the brands they buy and partner with. Being dependable, stable and consistent may not be exciting, but in insurance it’s important. “Such consistency of brand strategy is important across channels and product lines. Arguably, the more breadth and complexity, the greater the need for brand clarity and consistency.
“A brand’s image has to reflect the experience; the promise has to be delivered, consistently. In our case, having professionally qualified experts available to customers, from a financially robust insurer that acts in customers’ long-term best interests is key to our brand image. Allianz’s brand image is all about precision in a general insurance market.”
Peter Markey, brand communications and marketing director at Aviva, agrees consumers need to feel a stronger and more meaningful connection to brands, and different media channels allow the opportunity to do this. Social content provides a tangible and effective one-to-one way to connect with customers and drive enriched engagement. “Insurers have much to learn from the great campaigns of 2016,” he says. “Brilliant campaigns start with brilliant content that really connects with consumers, and we have seen this, particularly from the retail sector and the likes of John Lewis and grocery chain Lidl, where warmth and emotion and real human stories are used to provide a powerful and consuming narrative that taps into customer feeling. Utilities firm British Gas and connected heating innovation Hive have also led the way with the adoption and promotion of the connected home. There is much that can be learned here, both in terms of product innovation and the need to foster a more emotional response from the customer, to develop a connection with an organisation's products and services.
“We’ve been pioneering a more disruptive approach in our communications with a particular focus on social and content, where we now spend over 50% of our brand budget, compared to 20% a year ago. We’re working closely with all the key social platforms and media owners both directly and through our agencies to ensure we stay at the forefront for innovation.
“That’s why we now have the highest share of voice through social and content of any insurer in the UK and we’ll build on this again for 2017.” New campaigns are due to emerge in the insurance sector but consumers will decide if insurers are able to strike a balance between innovating to engage their customers and maintaining a reassuring image.
POST MAgazine: February 2017
Analysis: Retirement Villages, an infant market
Retirement villages are asking for group contents insurance but UK insurers are waiting for the market to mature. While not a common feature in the UK at the moment, retirement villages could become the care option of choice in the coming years A generation of baby boomers is waiting in the wings, with high expectations and a desire to live in a good standard of home.
Retirement villages, where residents rent or acquire their own property and then buy in whatever care services are required, are touted as an option of choice. And they are all going to need some form of insurance. Currently around 0.5% of over 65s live in a housing with care development. However, it is around 5% in Australia, New Zealand and the US, where the market is more established. That figure could be replicated in the UK.
With most residents at home all day, security within the complexes is tighter than the average residential development. Is this a golden opportunity to offer a tailored group contents product as part of a service charge? Michael Voges, CEO of Associated Retirement Community Operators, a representative organisation for housing with care providers in the UK, says there are two broad areas of opportunities for creating insurance products for this fast-growing market. “I strongly believe there is a market for discounted contents insurance for residents who live in developments that are permanently occupied and monitored.
“However, there are currently no comprehensive insurance policies available that cover all the different aspects of operating a retirement village. Our members have to resort to ensuring their care services, buildings, housing management, leisure services, food and beverage operations separately. As these are borrowed from other sectors, they fail to take account of the reality of delivering these services in an integrated way.
“A packaged offer would be welcomed by operators of retirement communities. As a trade association, we would be very happy to discuss developing bespoke insurance products for our sector with interested insurers or brokers.” Voges adds that other countries are further down the line when it comes to creating combined packages, as their retirement community sectors are more mature. In Australia, contents schemes specifically designed for residents of retirement villages are available. Apia offers a specific village cover plan that includes contents replacement, even for visitors.
New Zealand broker Crombie Lockwood offers both buildings and contents insurance products. After 12 years of working in the sector, it has specialist brokers working solely in this area and has developed specific products to suit it. ‘The retirement village and care facility business is complex,” it notes. “To get the best insurance, you have to deal with someone who understands how your business operates and the legal agreements you have with your residents.’
In some serviced apartments in New Zealand, contents insurance is absorbed into the cost of the service charge, along with power and even food. In the US, while the buildings insurance is covered by the owner of the village, provision of contents insurance is solely down to the residents.
Margaret Wylde, CEO of US retirement village consultants Promatura, explains: “In for-sale condominium buildings, the building insurance is paid by the condominium association and the homeowners’ association.” HOA fees include a proportionate share of the building insurance fees. “Individual homeowners would obtain insurance of the contents. They need to be sure what is included in the condominium insurance: some cover the entire building and some don’t cover the interior walls or built-in fixtures in the condominium.”
In the UK, there is an appetite for some form of group contents insurance, which could replicate the schemes already provided for social housing tenants. Ian Bostock, personal lines underwriting director at RSA, says the insurer could consider providing a home contents product for a group scheme such as a retirement village. “We already provide similar products on tenant contents schemes, so we do have experience in this area of home insurance and can create appropriate products to meet the needs of the customers of a particular scheme.
“A group scheme such as this would normally be dealt with through one of our affinity or broker partners, which would look to provide a contents product covering all residents of the retirement village. Schemes of this nature do frequently require the policy premium to be paid as part of the rent or service charge.
“As always, the pricing of such a product would take into consideration the occupancy of the home and what proportion of time the homes are unoccupied due to holidays. We do recognise this is a potential area of growth in the UK and I am keen to see how the scheme model develops.
“Such a scheme must be well-managed and ensure value and cover that fits the specific needs of the residents if it is to fulfil its purpose.”
Craig Allen, head of home insurance at Ageas, agrees that group contents schemes for retirement villages offer a “real opportunity for insurers and underwriters”. “At the moment, there is a small gap in the UK market for such schemes, but we will quickly follow the learnings of our colleagues in other countries where these have been run successfully,” he predicts.
“Assessing the risk accurately and adequately is key when thinking of a retirement village contents scheme. Most properties in these developments are small, so the cover needed would also be relatively small. As a result, if residents were to buy individual policies, their premiums are most likely to be minimal but each would pay associated administrative costs.
“Offering all residents of a retirement village a block policy would remove this issue. Insurers and underwriters would be aware of the location, the approximate age of customers and average sum insured as apartments are very similar.
“However, we must not forget some accumulation risks when calculating the premiums, as perils such as flood or fire could involve multiple properties.
“We are very familiar with this kind of risk as we currently underwrite block contents policies for council tenants. We are very experienced in providing cover and service to the older age groups, so retirement village contents schemes would be a natural extension for us if the demand for such propositions increases.”
For the retirement village market, therefore, surely it is only a question of maturity.
Post magazine: July 2017
LGBT COVER: Over the rainbow
When Emerald Life launched in March offering a range of general insurance products aimed at the Lesbian, Gay, Bisexual and Transgender (LGBT) community, questions were raised. Have other insurers been neglecting this group to the point of unwittingly discriminating against them? Could an insurance provider thrive by catering to just one social group? And by tailoring their products to the needs of a certain section of society, could the insurer be accused of discrimination themselves?
Heidi McCormack, chief executive, of Emerald Life, however, was very keen to stress, that while the fledgling business’ insurance products have been designed with the LGBT community in mind, anyone can take out their services.
She told Post that she and chairman Steve Wardlaw had spent more than two years conducting specific research into need for LGBT products. She said: “There is an extensive body of research that shows that the needs of these customers are being unfulfilled.
“We looked at the top ten wedding and home insurers. None provided any cover against discrimination if, for example, a couple reserved a wedding venue but then they were refused access to the venue. Six out of the top ten travel insurers have HIV exclusion in their coverage.”
Ms McCormack said many people with the virus had to pay extra for coverage, irrespective of their current condition in terms of viral load, something Emerald Life’s travel insurance allows for. She said many policies she and Mr Wardlaw had looked at had not been updated since the 1980s when the AIDs epidemic was at its height and underwriters still had this historical view of the disease. She claimed underwriters also viewed the fashion and entertainment industries, in which many members of the LGBT community work, as declining sectors when it came to home insurance.
“It is digging into a lot of these things to understand the nitty gritty”, she said.
She added: “We have been in business for seven weeks and we have had 57,000 visits to the site which is phenomenal and a lot of it has come from social media. But I think we have to give it a few more weeks to see how it is working.”
Ms McCormack agreed that there was a danger that, by focusing on one social group it could be to the exclusion of others. “We have to make sure that, while we are LGBT-facing, we have to take in everyone.”
“For weddings we are the best priced in the market and we have the most comprehensive policy. We are best in class when it comes to weddings, home and travel insurance.”
Looking forward, she said they were talking to their investors about branching out further.
“We have kicked started with general insurance but we will be branching out. We are absolutely looking at areas that are synergetic in terms of financial services.”
UK General Group wrote a number of Emerald Life’s personal lines products and took on some of the regulatory responsibilities. Charles Coburn, director of personal lines said they had been working together on the products for the past two years. He said: “UK General was a good fit for Emerald Life. We are a niche provider and a forward-thinking provider.”
Asked why mainstream insurers had not gone down this road he said: “I think it’s just a case of the mainstream insurers not being up to speed with certain sections of customers.
“There has been a lot more focus on LGBT in the last six to 12 months. There will be other products coming on to the market.”
“It is very early days by our own admission. We have all got a lot to learn.”
Theresa Farrenson of the LGBT Insurance Network (LINK) said there may be products that inadvertently discriminated against the LGBT community. This may be through using micro inequities building up to make members feel they have been discriminated against. Another problem is many insurance companies have old systems that would not, for example, be able to cope with an all-male marriage or could only fill in a male or female box. The automatic use of heteronormative language when talking to customers is another issue LGBT people could have when dealing with insurers, she said. “Most of it would be about poor experience at the end of the phone.”
She said members of the LGBT community would be “at least going to have a look” at products aimed at them and might even be willing to pay higher premiums if they felt their insurer understood their requirements. “Most LGBT people they will put their money in a LGBT-friendly organisation.”
She said there may be a push to create new products for the transgender community but there would always be new ways of providing insurance to LGBT people to stumble across over time. However, as it the case of Shelia’s Wheels, products directed at a certain group of people could be seen as discriminatory in the future.
“I think there are lots of recognisable gains and lots of opportunities but I think (Emerald Life) is more a realignment and focus.
“All you need to show is two men holding hands in a brochure. It is these sorts of things that resonate. I welcome the change and will be interested to see how the industry responds to the challenge.”
Mainstream insurers, however, remained unconvinced that separate products were necessary.
Aviva’s group brand director, Jan Gooding, who is also chair of LGBT campaign group Stonewall, said it provides mass market products that were suitable for the LGBT community and it was the only insurance company in the Stonewall Workplace Equality Index.
She said: “To fully understand what LGBT consumers want from insurance products, we commissioned research with the community to find out if there is a need for specific products and services. When asked whether insurance products meet their needs, the majority of respondents (52%) were neutral to this and a further 37% agreed that our products do meet their needs.
“The research suggests that there is no great desire, or need, for specific LGBT products, but insurers have to make sure the customer experience they provide for LGBT consumers is appropriate at all times.
“We continue to make sure that we communicate and price our products in a way that doesn’t discriminate or make assumptions about sexual orientation or gender identity. It is important to provide a customer experience that shows the products are relevant to the LGBT community. The products themselves don’t need to be specialist; equality means our LGBT customers receive the same cover as straight customers, but the customer experience needs to be inclusive for everyone.”
Ms Gooding added that Aviva did recognise that there is more to do on representing its diverse customer base through marketing materials. She said ‘that is something we are looking to action as soon as possible’.
A spokesman for AIG said it believed that members of the LGBT community should not be treated differently that the population generally, asking the same questions when assessing whether it could insure them.
He said: “When determining whether we can offer cover we ask about a person’s health, lifestyle and travel activity but we do not consider a person’s sexuality to be a risk factor when we make those assessments.
“Occupation is also important. Influencing factors include the duties they fulfil and conditions they work under, such as carrying and lifting, working at heights, working with hazardous substances and working underground.”
“As a mainstream insurer we are confident that our products provide good cover for people from all walks of life”, Elspeth Hackett, esure Head of Personal Lines underwriting, added. “We don’t discriminate or make any assumptions about anyone’s personal circumstances and, as insurance is based on an individual profile, there is no reason why our policies wouldn’t be suitable for someone from the LGBT community.”
A spokeswoman for Zurich said it did not differentiate its approach for the LGBT community compared to the wider population.
But maybe these insurers should as they could be missing out on custom as many people would be attracted to products designed especially for them.
Speaking about the launch of Emerald Life, Theresa Farrenson added: “For me it is a breath of fresh air that someone has come in and done this. I don’t know if the other products are good but I welcome the challenge to the market.”
“The fact is the LGBT community is thinking ‘at last someone is focussing on us’. Maybe they might even pay higher premiums. But others might think it’s a grab for the pink pound.
“But does not knowing your client in a deep way improve your products and services? It may just be that other insurers will now look at their products. Maybe they should be marketing to this group?”
“I would like to think they would recognise the LBGT community is worth investing in. I would hope that the organisations would look at their products to see if they are inclusive and adjust them if they are not.”
POST MAgazine: June 2016
INSURANCE JOBS: A GAME of snakes and ladders
The announcement of rounds of redundancies by almost all the big insurers in the past year has proved that no-one’s job is safe. Employees at all levels in the insurance sector can no longer afford to rest on their laurels and, with the uptake of new technology and data on the rise, the need to have the latest skills and the right experience has never been more important.
But for those who have been made redundant, there is hope on the horizon. A skills shortage in the sector and a drop in the number of candidates looking for work in general insurance is driving a strong job market, where experienced candidates are in demand.
The Chartered Insurance Institute’s (CII) annual skills survey last year revealed that 81% of employers had a shortage of technical skills in their business – a 22% rise on 2013. Furthermore, almost a quarter (24%) of respondents said they will not be able to grow as much or be as innovative due to skills shortages and another fifth (22%) were concerned that service levels will be impacted as a result.
Daniel Pedley, public affairs manager at CII explained, saying: “These shortages are impacting firms in a number of ways including needing to increase training and development spend, stifling innovation and growth, and having a detrimental effect on service levels.
"It’s not all doom and gloom however, with employers looking to rise to meet this challenge. Over half (55%) are looking to increase headcount over the next twelve months, with many utilising an increasing range of methods to attract talent. Some are looking to 'grow their own' through well-established routes like graduate schemes and apprenticeships and others are looking to recruit those who have experience outside the sector. We are now seeing a whole host of return-to-work programmes for parents, recently retired and ex-service personnel."
UK head of organisation design, culture and change at Zurich, Steve Collinson said that in recent years it has begun to see a shortage in the more specialised areas of insurance, in particular in underwriting and actuarial, with less new recruits coming through the system.
He said: “At Zurich we encourage people to move around the company and gain experience in different areas, locations and even countries, through work shadowing, secondments or taking up a challenge. We believe it’s really important for people to gain insight into areas they might not have considered before as a possible career choice.
“Big data is a fast growing area and consequently there will always be an element of catch up with demand for talented professionals outstripping supply. It’s a fascinating area and like most organisations we’re developing our capabilities here.
“With the rise of the digital consumer and insurers adapting their approach to reflect that shift, increasingly there will be more demand from employers for people with technology skills to help organisations ensure they continue to innovate and enhance their customer experience.”
Mr Collinson added that, despite the number of online consumers expected to grow to more than 1billion by 2018, Zurich believes there is still room for traditional contact centre roles.
He said: “In our experience customers enjoy the flexibility that the internet offers but also appreciate being able to speak to a customer representative and talk through any queries they may have with a real person. We expect that the role of the contact centre will continue to evolve, in the future offering a more streamlined service reflecting more sophisticated customer needs. For example combining online support, such as webchat, with dedicated call handlers who can offer a more personal touch providing technical help or post-sales support, in addition to transactional processing which has historically been the case.”
This view was shared by Aviva, which believe the opportunities are out there in the insurance industry as those with experience are likely to have transferable skills that can be used in a variety of areas, from customer service to underwriting to IT to finance.
A spokesman said: “At Aviva we are recruiting for roles nationally across all areas of the business at our key locations which include Norwich, York, Bristol, Sheffield, London, Dorking and Perth. The opportunities are there for customer centric people who have a flexible approach and identify with Aviva’s values. It’s about recruiting the right people with the right attitude. Those that have been made redundant should not be disheartened – the opportunities are out there.”
Divisional director of recruitment agency Reed Insurance, Ian Bull confirmed that demand for experienced insurance professionals remains strong.
Citing figures for general insurance and financial services, he said Reed was seeing a 95% growth in vacancies. At the same time, there are 10% less candidates nationwide, according to Reed’s figures, which is good news for those searching for work.
He said: “Employers are having to be more open to the type of people they are recruiting and they are keen to train people if they have the right mind-set.
“There are lots of opportunities. We are seeing huge demand for people with between two to five years’ experience.
“It is growing confidence from the mid-sized brokers and underwriters as these people are now expanding their businesses. A lot of companies are saying ‘we want one or two people’.
“The headlines are often about the big companies that have shed jobs. What this masks sometimes is there are some very strong regional brokers looking to expand their business as regional markets are expanding.”
Mr Bull said a lot of personal alliance brokers were looking to recruit and Reed has not seen any impact on technology reducing the demand for people. “I would genuinely say it is the best the market has been for years”, he added.
This positive outlook was echoed by UK insurance lead at PricewaterhouseCoopers, Jonathan Howe, who said, while redundancies have been made, many insurers are still trying to recruit more people.
“It is less about people but more about skill sets. The insurers are under cost pressures and one of the biggest costs are people. However, many of the companies in insurance are saying in order to go forward, we have to transform.”
He said insurance companies had not been communicating effectively with customers, had not been understanding their needs nor applying new technology. “Traditional insurers have to respond to that.
“We are seeing demand for technologists to understand data, know data streams and to understand what that data tells us. That is a growth skillset.”
He said that insurers were also trying to recruit people with compliance experience and there was a shortage of candidates in this area, somewhat due to both insurers and the banking sector requiring these staff, making for high demand and low supply.
“There are opportunities for people with certain skill sets. What I am seeing is a number of people who have left the insurance industry, who are now looking at insurance tech.”
He said the most successful start-ups in this emerging sector tended to have a mix of people with industry experience and the technologists. “There is a lot of finance and excitement around this sector”, he said.
“It is a strong market which has had to go through the significant change of trying to reconstruct itself in a digital age.”
Founding director of telematics solutions provider Wunelli, Paul Stacy, said that retraining into new roles working with technology were ideal for those with a significant amount of experience of working in the insurance sector. In his experience big data does not necessarily equal big insights if you have not invested in the human capital to go alongside it. He said: ‘You need two key roles. Knowledge managers are someone who has amassed a lot of experience across the insurance sector. They can ask the right questions. They know how the data can follow the business they have got. But there are few of these people around.’
However, he said many people with the required experience are put off from taking on this role as it often means taking a pay cut as the role does not include managing staff, which employers offer higher salaries for.
Mr Stacy said: “When companies make a lot of redundancies, a lot of knowledge and experience walks out of an insurers’ door. No-one sees that these people know a tremendous amount of stuff. You don’t want them going to the competition. If a knowledge manager was paid as much as a managing director, a lot of better decisions would be made.”
The second key role is of data scientists, according to Mr Stacy, who analyse and mine the data. While, they do not need to have worked in the insurance industry, knowledge of the sector would put them at an advantage. He said: “They do not need the knowledge, they just need to make it happen. They are the ones checking the data. If you can get a data scientist who appreciates the industry, even better.”
Social media also has an important role to play, Steve Collinson added, in terms of communicating with its customers, brokers and employees, and new jobs will be created in this field. “We've been active in social media channels since 2009 and we’re continuing to evolve our marketing and communications mix to reflect that growing demand’, he said.
“As consumer spending habits continue to evolve and we see a shift towards greater internet consumption, undoubtedly there will be an increased demand for highly skilled people with technical skills to help shape an insurers’ digital offering.
“At the same time we need to ensure we have the appropriate mix of skills and competencies in the broader functions across our entire organisation to ensure we have the right mix of talent in our UK businesses so we continue to be successful in the future. Insurance remains a people business, based on expertise, with great opportunities across a broad spectrum of roles.”