Excess/Surplus

5 Trends Driving More Opportunity (and More Competition) in E&S

The need for E&S coverage is growing thanks to a healthy economy and growing complexity of risk, but E&S underwriters face competitive pressure.
By: | November 30, 2018 • 5 min read

2018 has been a good year for the U.S. excess and surplus market. According to a September Fitch Ratings Report, mid-year performance indicates that “the E&S market is poised to generate a significant direct underwriting profit in 2018.”

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The heavy natural catastrophe losses of 2017 have driven some slight hardening. At the same time, demand for excess and specialty coverages is increasing due to both a growing economy and growing complexity of risk. E&S has always been the market built to cover volatile exposures, and thanks to new technology, increased litigiousness, and shifting societal attitudes around corporate responsibility, volatility may be at an all-time high for many lines of business.

Scott Bayer, Senior VP at Tokio Marine Specialty Insurance Company, the E&S division of Philadelphia Insurance, described five trends reshaping risk profiles in core E&S segments, presenting both challenges and opportunities.

“New and shifting exposures certainly offer the chance to innovate new products, but risk selection and disciplined underwriting will remain vital to the E&S market’s ongoing success in these areas,” Bayer said.

1. Environmental Awareness Drives Demand for Pollution Liability Coverage in Construction

Society is more acutely aware than ever of environmental issues. Whether it’s carbon emissions, water pollution, or soil disturbance, people are increasingly holding companies accountable for the environmental consequences of their actions. This has spurred rising demand for pollution liability insurance in the construction sector in particular.

“That coverage really keys in on people’s interest to protect surrounding homes or businesses during new construction when we’re disturbing the soil or conducting any other work that could cause pollution,” Bayer said.

People are increasingly attuned to making sure that the addition of new structures will not cause long-term problems for the surrounding neighborhood. “Because of that, project owners require contractors to carry environmental coverage to protect not only the interest of the parties building a new structure, but the long-term interest of surrounding entities as well,” Bayer said.

“It’s a growing book of business for excess underwriters.”

2. Liquor Liability Litigation Heightens Exposure for Hospitality

Liquor liability exposure for hotels, restaurants and bars is also expanding thanks to increased litigation volatility. Though liquor liability laws — known as dram shop laws — haven’t changed significantly in some time, legal verdicts and settlements are growing.

“The verdict amounts are hitting layers of excess capacity that have never been hit before,” Bayer said.

“New technologies are coming out all the time, but often there’s little knowledge attached to it, and little understanding in the market of how those tools affect the risk profile from operational, product quality and safety perspectives.” – Scott Bayer, Senior VP at Tokio Marine Specialty Insurance Company

This too can be attributed to a growing societal awareness of the option to hold hospitality entities responsible for damages or injuries incurred as a result of overconsumption of alcohol, food poisoning, or any other event related to the serving of food and beverages.

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For E&S carriers, “there are areas of opportunity surrounding exposures that can be risk controlled by adding exclusions,” Bayer said. “Because of the volatility in this space and the growing exposure, liquor liability coverage will always fall into the E&S realm. We want to make sure hospitality organizations are protected in some of these high verdict cases.”

3. New Technology Introduces New Risks in Manufacturing

Manufacturing and technology go hand in hand. Semi-automated machinery and collaborative robots are staples on the factory floor, but the rapid rate of technological change often outpaces users’ understanding of new tools.

“New technologies are coming out all the time, but often there’s little knowledge attached to it, and little understanding in the market of how those tools affect the risk profile from operational, product quality and safety perspectives,” Bayer said.

The upside of advanced technology, however, is that it enables advanced research capabilities. E&S underwriters have a library of online resources available to learn about new tools quickly.
“We’ve devoted ourselves to bringing insurance solutions for novel manufacturing technology,” Bayer said. “It’s enabled us address exposures that we haven’t touched before, and that primary carriers don’t have an appetite for.”

That includes plastic or electronic component parts, which can be used for variety of different functions.

“It’s a matter of staying in tune with the purpose of the technology, appreciating how exposures change, and knowing when to take your shots,” Bayer said.

4. Admitted Carriers Infringe on Excess Liability Business in Construction

Excess liability in construction has long been a cornerstone of most E&S carriers’ portfolios, but the business is attracting more competition from primary insurers amid a solid boom. Demand for residential, commercial and infrastructure projects remains high.

Growing opportunity in this space, combined with lack of rate across many primary P/C lines, has pushed some admitted carriers to take on exposures in construction that have traditionally been beyond their appetite, including accounts with cranes and scaffolding.

Compared to admitted insurers, E&S carriers are better positioned to take advantage of new technologies like automated quoting and binding platforms, powered by artificial intelligence.

“Typically, we compete against other E&S companies, but we’re seeing more and more admitted carriers move into that realm. You’ll find that the line between admitted and E&S tends to move as the market gets more competitive,” Bayer said. “That makes it harder for us to compete on rate and form, and more difficult to pick the best risks.”

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But given some firming in pockets of primary markets, Bayer expects the line to move back in favor of E&S carriers in the year ahead.

5. E&S Investment in Technology Opens New Opportunities

Compared to admitted insurers, E&S carriers are better positioned to take advantage of new technologies like automated quoting and binding platforms, powered by artificial intelligence. These tools help to streamline operational processes and speed up distribution.

These benefits have also opened up access to smaller accounts, with which the E&S market has historically had few touchpoints.

“Digitizing parts of the transaction helps us bring that business in the door directly — business that’s been traditionally ignored,” Bayer said. “When the agent or wholesaler is able to enter information easily, with minimal back-and-forth with the underwriter, it confers huge advantages to both parties; Namely, speed and efficiency. A lot of E&S companies are starting to take advantage of this technology, and it will become more prevalent going forward.” &

Katie Dwyer is an associate editor at Risk & Insurance®. She can be reached at [email protected]

Exclusive | Hank Greenberg on China Trade, Starr’s Rapid Growth and 100th, Spitzer, Schneiderman and More

In a robust and frank conversation, the insurance legend provides unique insights into global trade, his past battles and what the future holds for the industry and his company.
By: | October 12, 2018 • 12 min read

In 1960, Maurice “Hank” Greenberg was hired as a vice president of C.V. Starr & Co. At age 35, he had already accomplished a great deal.

He served his country as part of the Allied Forces that stormed the beaches at Normandy and liberated the Nazi death camps. He fought again during the Korean War, earning a Bronze Star. He held a law degree from New York Law School.

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Now he was ready to make his mark on the business world.

Even C.V. Starr himself — who hired Mr. Greenberg and later hand-picked him as the successor to the company he founded in Shanghai in 1919 — could not have imagined what a mark it would be.

Mr. Greenberg began to build AIG as a Starr subsidiary, then in 1969, he took it public. The company would, at its peak, achieve a market cap of some $180 billion and cement its place as the largest insurance and financial services company in history.

This month, Mr. Greenberg travels to China to celebrate the 100th anniversary of C.V. Starr & Co. That visit occurs at a prickly time in U.S.-Sino relations, as the Trump administration levies tariffs on hundreds of billions of dollars in Chinese goods and China retaliates.

In September, Risk & Insurance® sat down with Mr. Greenberg in his Park Avenue office to hear his thoughts on the centennial of C.V. Starr, the dynamics of U.S. trade relationships with China and the future of the U.S. insurance industry as it faces the challenges of technology development and talent recruitment and retention, among many others. What follows is an edited transcript of that discussion.


R&I: One hundred years is quite an impressive milestone for any company. Celebrating the anniversary in China signifies the importance and longevity of that relationship. Can you tell us more about C.V. Starr’s history with China?

Hank Greenberg: We have a long history in China. I first went there in 1975. There was little there, but I had business throughout Asia, and I stopped there all the time. I’d stop there a couple of times a year and build relationships.

When I first started visiting China, there was only one state-owned insurance company there, PICC (the People’s Insurance Company of China); it was tiny at the time. We helped them to grow.

I also received the first foreign life insurance license in China, for AIA (The American International Assurance Co.). To date, there has been no other foreign life insurance company in China. It took me 20 years of hard work to get that license.

We also introduced an agency system in China. They had none. Their life company employees would get a salary whether they sold something or not. With the agency system of course you get paid a commission if you sell something. Once that agency system was installed, it went on to create more than a million jobs.

R&I: So Starr’s success has meant success for the Chinese insurance industry as well.

Hank Greenberg: That’s partly why we’re going to be celebrating that anniversary there next month. That celebration will occur alongside that of IBLAC (International Business Leaders’ Advisory Council), an international business advisory group that was put together when Zhu Rongji was the mayor of Shanghai [Zhu is since retired from public life]. He asked me to start that to attract foreign companies to invest in Shanghai.

“It turns out that it is harder [for China] to change, because they have one leader. My guess is that we’ll work it out sooner or later. Trump and Xi have to meet. That will result in some agreement that will get to them and they will have to finish the rest of the negotiations. I believe that will happen.” — Maurice “Hank” Greenberg, chairman and CEO, C.V. Starr & Co. Inc.

Shanghai and China in general were just coming out of the doldrums then; there was a lack of foreign investment. Zhu asked me to chair IBLAC and to help get it started, which I did. I served as chairman of that group for a couple of terms. I am still a part of that board, and it will be celebrating its 30th anniversary along with our 100th anniversary.

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We have a good relationship with China, and we’re candid as you can tell from the op-ed I published in the Wall Street Journal. I’m told that my op-ed was received quite well in China, by both Chinese companies and foreign companies doing business there.

On August 29, Mr. Greenberg published an opinion piece in the WSJ reminding Chinese leaders of the productive history of U.S.-Sino relations and suggesting that Chinese leaders take pragmatic steps to ease trade tensions with the U.S.

R&I: What’s your outlook on current trade relations between the U.S. and China?

Hank Greenberg: As to the current environment, when you are in negotiations, every leader negotiates differently.

President Trump is negotiating based on his well-known approach. What’s different now is that President Xi (Jinping, General Secretary of the Communist Party of China) made himself the emperor. All the past presidents in China before the revolution had two terms. He’s there for life, which makes things much more difficult.

R&I: Sure does. You’ve got a one- or two-term president talking to somebody who can wait it out. It’s definitely unique.

Hank Greenberg: So, clearly a lot of change is going on in China. Some of it is good. But as I said in the op-ed, China needs to be treated like the second largest economy in the world, which it is. And it will be the number one economy in the world in not too many years. That means that you can’t use the same terms of trade that you did 25 or 30 years ago.

They want to have access to our market and other markets. Fine, but you have to have reciprocity, and they have not been very good at that.

R&I: What stands in the way of that happening?

Hank Greenberg: I think there are several substantial challenges. One, their structure makes it very difficult. They have a senior official, a regulator, who runs a division within the government for insurance. He keeps that job as long as he does what leadership wants him to do. He may not be sure what they want him to do.

For example, the president made a speech many months ago saying they are going to open up banking, insurance and a couple of additional sectors to foreign investment; nothing happened.

The reason was that the head of that division got changed. A new administrator came in who was not sure what the president wanted so he did nothing. Time went on and the international community said, “Wait a minute, you promised that you were going to do that and you didn’t do that.”

So the structure is such that it is very difficult. China can’t react as fast as it should. That will change, but it is going to take time.

R&I: That’s interesting, because during the financial crisis in 2008 there was talk that China, given their more centralized authority, could react more quickly, not less quickly.

Hank Greenberg: It turns out that it is harder to change, because they have one leader. My guess is that we’ll work it out sooner or later. Trump and Xi have to meet. That will result in some agreement that will get to them and they will have to finish the rest of the negotiations. I believe that will happen.

R&I: Obviously, you have a very unique perspective and experience in China. For American companies coming to China, what are some of the current challenges?

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Hank Greenberg: Well, they very much want to do business in China. That’s due to the sheer size of the country, at 1.4 billion people. It’s a very big market and not just for insurance companies. It’s a whole range of companies that would like to have access to China as easily as Chinese companies have access to the United States. As I said previously, that has to be resolved.

It’s not going to be easy, because China has a history of not being treated well by other countries. The U.S. has been pretty good in that way. We haven’t taken advantage of China.

R&I: Your op-ed was very enlightening on that topic.

Hank Greenberg: President Xi wants to rebuild the “middle kingdom,” to what China was, a great country. Part of that was his takeover of the South China Sea rock islands during the Obama Administration; we did nothing. It’s a little late now to try and do something. They promised they would never militarize those islands. Then they did. That’s a real problem in Southern Asia. The other countries in that region are not happy about that.

R&I: One thing that has differentiated your company is that it is not a public company, and it is not a mutual company. We think you’re the only large insurance company with that structure at that scale. What advantages does that give you?

Hank Greenberg: Two things. First of all, we’re more than an insurance company. We have the traditional investment unit with the insurance company. Then we have a separate investment unit that we started, which is very successful. So we have a source of income that is diverse. We don’t have to underwrite business that is going to lose a lot of money. Not knowingly anyway.

R&I: And that’s because you are a private company?

Hank Greenberg: Yes. We attract a different type of person in a private company.

R&I: Do you think that enables you to react more quickly?

Hank Greenberg: Absolutely. When we left AIG there were three of us. Myself, Howie Smith and Ed Matthews. Howie used to run the internal financials and Ed Matthews was the investment guy coming out of Morgan Stanley when I was putting AIG together. We started with three people and now we have 3,500 and growing.

“I think technology can play a role in reducing operating expenses. In the last 70 years, you have seen the expense ratio of the industry rise, and I’m not sure the industry can afford a 35 percent expense ratio. But while technology can help, some additional fundamental changes will also be required.” — Maurice “Hank” Greenberg, chairman and CEO, C.V. Starr & Co. Inc.

R&I:  You being forced to leave AIG in 2005 really was an injustice, by the way. AIG wouldn’t have been in the position it was in 2008 if you had still been there.

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Hank Greenberg: Absolutely not. We had all the right things in place. We met with the financial services division once a day every day to make sure they stuck to what they were supposed to do. Even Hank Paulson, the Secretary of Treasury, sat on the stand during my trial and said that if I’d been at the company, it would not have imploded the way it did.

R&I: And that fateful decision the AIG board made really affected the course of the country.

Hank Greenberg: So many people lost all of their net worth. The new management was taking on billions of dollars’ worth of risk with no collateral. They had decimated the internal risk management controls. And the government takeover of the company when the financial crisis blew up was grossly unfair.

From the time it went public, AIG’s value had increased from $300 million to $180 billion. Thanks to Eliot Spitzer, it’s now worth a fraction of that. His was a gross misuse of the Martin Act. It gives the Attorney General the power to investigate without probable cause and bring fraud charges without having to prove intent. Only in New York does the law grant the AG that much power.

R&I: It’s especially frustrating when you consider the quality of his own character, and the scandal he was involved in.

In early 2008, Spitzer was caught on a federal wiretap arranging a meeting with a prostitute at a Washington Hotel and resigned shortly thereafter.

Hank Greenberg: Yes. And it’s been successive. Look at Eric Schneiderman. He resigned earlier this year when it came out that he had abused several women. And this was after he came out so strongly against other men accused of the same thing. To me it demonstrates hypocrisy and abuse of power.

Schneiderman followed in Spitzer’s footsteps in leveraging the Martin Act against numerous corporations to generate multi-billion dollar settlements.

R&I: Starr, however, continues to thrive. You said you’re at 3,500 people and still growing. As you continue to expand, how do you deal with the challenge of attracting talent?

Hank Greenberg: We did something last week.

On September 16th, St. John’s University announced the largest gift in its 148-year history. The Starr Foundation donated $15 million to the school, establishing the Maurice R. Greenberg Leadership Initiative at St. John’s School of Risk Management, Insurance and Actuarial Science.

Hank Greenberg: We have recruited from St. John’s for many, many years. These are young people who want to be in the insurance industry. They don’t get into it by accident. They study to become proficient in this and we have recruited some very qualified individuals from that school. But we also recruit from many other universities. On the investment side, outside of the insurance industry, we also recruit from Wall Street.

R&I: We’re very interested in how you and other leaders in this industry view technology and how they’re going to use it.

Hank Greenberg: I think technology can play a role in reducing operating expenses. In the last 70 years, you have seen the expense ratio of the industry rise, and I’m not sure the industry can afford a 35 percent expense ratio. But while technology can help, some additional fundamental changes will also be required.

R&I: So as the pre-eminent leader of the insurance industry, what do you see in terms of where insurance is now an where it’s going?

Hank Greenberg: The country and the world will always need insurance. That doesn’t mean that what we have today is what we’re going to have 25 years from now.

How quickly the change comes and how far it will go will depend on individual companies and individual countries. Some will be more brave than others. But change will take place, there is no doubt about it.

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More will go on in space, there is no question about that. We’re involved in it right now as an insurance company, and it will get broader.

One of the things you have to worry about is it’s now a nuclear world. It’s a more dangerous world. And again, we have to find some way to deal with that.

So, change is inevitable. You need people who can deal with change.

R&I:  Is there anything else, Mr. Greenberg, you want to comment on?

Hank Greenberg: I think I’ve covered it. &

The R&I Editorial Team can be reached at [email protected]