IUMI 2017 Preview

Technology Takes Center Stage in Tokyo

IUMI’s annual meeting in September will offer a rare glimpse into local markets.
By: | August 30, 2017 • 4 min read
Topics: Marine | Underwriting

The official theme of the International Union of Maritime Insurers (IUMI) annual meeting in Tokyo September 16-21 is “Disruptive Times – Opportunity or Threat for Marine Insurers?” and one key focus will be on technology issues, including cyber threats and Big Data. But the conference will also be an opportunity to see the Japanese market from the inside, a perspective that few international underwriters and brokers have.

Lars Lange, secretary general, IUMI

“In the Tokyo market there are not many foreign insurers,” said Lars Lange, secretary general for IUMI, “but Japanese insurers are very active in the rest of the world. There was a concern after the massive Fukushima earthquake in 2011, everyone expected massive losses. But that is not a problem though; the national market in Japan is fairly balanced. They write and cover it locally.”

In terms of cargo premium, Japan is the second or third largest market in the world, Lange noted. Underwriters seeking to enter the market would do well to consider their core competency. “Is it coverage and claims, is it technology, is it distribution?” Lange asked.

“Insurers have to deal with their own business first, and then extend that to their customers,” he continued. “It is especially the case in marine insurance what clients need from us is risk assessment, loss prevention, and identification of emerging threats. Every company struggles with cyber threats. This is an area where we can do a great service to our clients.”

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There is still a lot of ground to cover, even for the bigger companies, in areas like the Internet of Things and Big Data. There is a lot to be learned,” Lange said. “Once ways of addressing that are put in place, then that can be recognized in the premiums. The more precise your knowledge of risk the better you are able to allocate capacity at the appropriate price.”

Lange related an instance of how technology is changing both the operational realities of the maritime industry, and also the way operators and underwriters are responding to risks.

“I spoke to the chief executive officer of a major classification company, and he told me that one operator acquired a 3D printer and a supply of metal powder to provide spare parts aboard a ship.”

How well that will work in the rigors of shipboard operations, and if it lowers repair costs or boosts efficiency remain to be seen. But Lange sees an inevitable trend. “It is not unlikely that developments like this will only accelerate.”

 “It is especially the case in marine insurance what clients need from us is risk assessment, loss prevention, and identification of emerging threats.” — Lars Lange, secretary general, IUMI

The conference starts with members-only committee meetings on Sunday. They are not open to general attendees, but Lange said he does not expect there to be any major or contentious issues discussed. The first-timers’ reception and welcome reception that evening are open to all.

On Monday morning is the president’s address to the plenary session, a state of the union report to all delegates and the industry. “Dieter Berg will give his view on the industry,” said Lange. Another highlight of Monday morning will be the annual facts and figures presentation with data on growth and claims, along with the macro-economic outlook from the chairman of the Facts & Figures Committee.

Monday afternoon the macro view turns to the future with the cargo workshop. That will focus on the economic outlook for the maritime industry. Topics to be addressed in the workshop include specialized cargo markets, freight-forwarder liability insurance, and smart logistics. There will be a press release with key findings which Lange added, “is always extremely interesting.”

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Tuesday afternoon will include the ocean hull workshop, and separately the legal and liabilities session. A main topic in the latter will be the bankruptcy of the big Korean containership line Hanjin last year, but also consolidation among Asian container-ship lines including operators from Japan, Korea, and China.

“We will get the view directly from the coal face,” said Lange. There are also likely to be discussions about new marine bunker fuel and emissions rules.

Wednesday morning, the loss-prevention workshop “always has good thinking,” said Lange. “It’s a great workshop. There will be discussion of weather risk management, also the Internet of Things and topics like blockchain technology in cargo, cyber, and data analytics.”

Wednesday ends with the “Japan Evening,” and the event closes with a meeting of the new executive committee on Thursday morning.

Gregory DL Morris is an independent business journalist based in New York with 25 years’ experience in industry, energy, finance and transportation. He can be reached at [email protected]

More from Risk & Insurance

More from Risk & Insurance

Lead Story

Improving the Claims Experience

Insureds and carriers agree that more communication can address common claims complaints.
By: | January 10, 2018 • 7 min read

Carriers today often argue that buying their insurance product is about much more than financial indemnity and peace of mind.

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Many insurers include a variety of risk management services and resources in their packages to position themselves as true risk partners who help clients build resiliency and prevent losses in the first place.

That’s all well and good. No company wants to experience a loss, after all. But even with the added value of all those services, the core purpose of insurance is to reimburse loss, and policyholders pay premiums because they expect delivery on that promise.

At the end of the day, nothing else matters if your insurer can’t or won’t pay your claim, and the quality of the claims experience is ultimately the barometer by which insureds will judge their insurer.

Why, then, is the process not smoother? Insureds want more transparency and faster claims payment, but claims examiners are often overburdened and disconnected from the original policy. Where does the disconnect come from, and how can it be bridged?

Both sides of the insurer-insured equation may be responsible.

Susan Hiteshew, senior manager of global insurance and risk management, Under Armor Inc.

“One of the difficult things in our industry is that oftentimes insureds don’t call their insurer until they have a claim,” said Susan Hiteshew, senior manager of global insurance and risk management for Under Armour Inc.

“It’s important to leverage all of the other value that insurers offer through mid-term touchpoints and open communication. This can help build the insurer-insured partnership so that when a claim materializes, the relationships are already established and the claim can be resolved quickly and fairly.”

“My experience has been that claims executives are often in the background until there is an issue that needs addressing with the policyholder,” said Dan Holden, manager of corporate risk and insurance for Daimler Trucks North America.

“This is unfortunate because the claims department essentially writes the checks and they should certainly be involved in the day to day operations of the policyholders in designing polices that mitigate claims.

“By being in the shadows they often miss the opportunity to strengthen the relationship with policyholders.”

Communication Breakdown

Communication barriers may stem from internal separation between claims and underwriting teams. Prior to signing a contract and throughout a policy cycle, underwriters are often in contact with insureds to keep tabs on any changes in their risk profile and to help connect clients with risk engineering resources. Claims professionals are often left out of the loop, as if they have no proactive role to play in the insured-insurer relationship.

“Claims operates on their side of the house, ready to jump in, assist and manage when the loss occurs, and underwriting operates in their silo assessing the risk story,” Hiteshew said.
“Claims and underwriting need to be in lock-step to collectively provide maximum value to insureds, whether or not losses occur.”

Both insureds and claims professionals agree that most disputes could be solved faster or avoided completely if claims decision-makers interacted with policyholders early and often — not just when a loss occurs.

“Claims and underwriting need to be in lock-step to collectively provide maximum value to insureds, whether or not losses occur.” – Susan Hiteshew, senior manager of global insurance and risk management for Under Armour Inc.

“Communication is critically important and in my opinion, should take place prior to binding business and well before a claim comes in the door,” said David Crowe, senior vice president, claims, Berkshire Hathaway Specialty Insurance.

“In my experience, the vast majority of disputes boil down to lack of communication and most disputes ultimately are resolved when the claim decision-maker gets involved directly.”

Talent and Resource Shortage

Another contributing factor to fractured communication could be claims adjuster workload and turnover. Claims adjusting is stressful work to begin with.

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Adjusters normally deal with a high volume of cases, and each case can be emotionally draining. The customer on the other side is, after all, dealing with a loss and struggling to return to business as usual. At some TPAs, adjuster turnover can exceed 25 percent.

“This is a difficult time for claims organizations to find talent who want to be in this business long-term, and claims organizations need to invest in their employees if they’re going to have any success in retaining them,” said Patrick Walsh, executive vice president of York Risk Services Group.

The claims field — like the insurance industry as a whole — is also strained by a talent crunch. There may not be enough qualified candidates to take the place of examiners looking to retire in the next ten years.

“One of the biggest challenges facing the claims industry is a growing shortage of talent,” said Scott Rogers, president, National Accounts, Sedgwick. “This shortage is due to a combination of the number of claims professionals expected to retire in the coming years and an underdeveloped pipeline of talent in our marketplace.

“The lack of investment in ensuring a positive work environment, training, and technology for claims professionals is finally catching up to the industry.”

The pool of adjusters gets stretched even thinner in the aftermath of catastrophes — especially when a string of catastrophes occurs, as they did in the U.S in the third quarter of 2017.

“From an industry perspective, Harvey, Irma and Maria reminded us of the limitations on resources available when multiple catastrophes occur in close succession,” said Crowe.

“From independent and/or CAT adjusters to building consultants, restoration companies and contractors, resources became thin once Irma made landfall.”

Is Tech the Solution?

This is where Insurtech may help things. Automation of some processes could free up time for claims professionals, resulting in faster deployment of adjusters where they’re needed most and, ultimately, speedier claims payment.

“There is some really exciting work being done with artificial intelligence and blockchain technologies that could yield a meaningful ROI to both insureds and insurers,” Hiteshew said.

“The claim set-up process and coverage validation on some claims could be automated, which could allow adjusters to focus their work on more complex losses, expedite claim resolution and payment as well.”

Dan Holden, manager, Corporate Risk & Insurance, Daimler Trucks North America

Predictive modeling and analytics can also help claims examiners prioritize tasks and maximize productivity by flagging high-risk claims.

“We use our data to identify claims with the possibility of exceeding a specified high dollar amount in total incurred costs,” Rogers said. “If the model predicts that a claim will become a large loss, the claim is redirected to our complex claims unit. This allows us to focus appropriate resources that impact key areas like return to work.”

“York has implemented a number of models that are focused on helping the claims professional take action when it’s really required and that will have a positive impact on the claim experience,” Walsh said.

“We’ve implemented centers of excellence where our experts provide additional support and direction so claim professionals aren’t getting deluged with a bunch of predictive model alerts that they don’t understand.”

“Technology can certainly expedite the claims process, but that could also lead to even more cases being heaped on examiners.” — Dan Holden, manager, Corporate Risk & Insurance, Daimler Trucks North America

Many technology platforms focused on claims management include client portals meant to improve the customer experience by facilitating claim submission and communication with examiners.

“With convenient, easy-to-use applications, claimants can send important documents and photos to their claims professionals, thereby accelerating the claims process. They can designate their communication preferences, whether it’s email, text message, etc.,” Sedgwick’s Rogers said. “Additionally, rules can be established that direct workflow and send real time notifications when triggered by specific claim events.”

However, many in the industry don’t expect technology to revolutionize claims management any time soon, and are quick to point out its downsides. Those include even less personal interaction and deteriorating customer service.

While they acknowledge that Insurtech has the potential to simplify and speed up the claims workflow, they emphasize that insurance is a “people business” and the key to improving the claims process lies in better, more proactive communication and strengthening of the insurer-insured relationship.

Additionally, automation is often a double-edged sword in terms of making work easier for the claims examiner.

“Technology can certainly expedite the claims process, but that could also lead to even more cases being heaped on examiners,” Holden said.

“So while the intent is to make things more streamlined for claims staff, the byproduct is that management assumes that examiners can now handle more files. If management carries that assumption too far, you risk diminishing returns and examiner burnout.”

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By further taking real people out of the equation and reducing personal interaction, Holden says technology also contributes to deteriorating customer service.

“When I started more than 30 years ago as a claims examiner, I asked a few of the seasoned examiners what they felt had changed since they began their own careers 30 year earlier. Their answer was unanimous: a decline in customer service,” Holden said.

“It fell to the wayside to be replaced by faster, more impersonal methodologies.”

Insurtech may improve customer satisfaction for simpler claims, allowing policyholders to upload images with the click of a button, automating claim valuation and fast-tracking payment. But for complex claims, where the value of an insurance policy really comes into play, tech may do more harm than good.

“Technology is an important tool and allows for more timely payment and processing of claims, but it is not THE answer,” BHSI’s Crowe said. “Behind all of the technology is people.” &

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