Global programmes: Managing the network
For global insurance and captive programmes to run seamlessly for risk managers, it is vital that insurers have a well managed, efficient network in all the countries where their clients receive coverage via locally issued policies. Nowadays, no insurance company has a network of fully owned subsidiaries that can issue policies across the 249 countries listed by the Insurance Services Office. Therefore, global programme underwriters also rely on network partners to complement their network of owned affiliates and licenses. The ability for a network partner to issue a policy swiftly is key, but a coherent strategy on claims handling is just as crucial.
Philippe Gouraud, head of strategic client and broker management at XL Catlin, explains how risk managers can make the most of their insurer’s network.
What makes a successful global programme network?
The success of a global programme relies upon the insurer’s ability to execute quickly and accurately, by providing information to an overseas office or hub very fast. With global programmes, doing things well – for example issuing policies on time – is, and should be, what is expected. If you buy a new car and it starts the first time, you don’t call the dealership to say thank you. It is the same with global programmes – nobody is going to thank their insurer simply for issuing a policy in Guatemala on time.
So we really need to make sure that we deliver a great service to our clients wherever they operate and wherever they need us. It’s a cliché, but true: you are only as good as your weakest link. Global programme clients need their insurer to have great people and a joined-up process – across geographies and lines of business – throughout all the stages of the underwriting process, right through to claims. And they need to be sure that their insurer and its network partners are aligned, especially on claims handling. It is vital for clients to have access to real-time, accurate claims data. Not only does this give them vital risk management information but it is also required for updating the reserving position of their captive. All of our business flows through the same IT system, which enables risk managers to have that global view.
How does a network work?
More than 90% of the global programme premium that we handle flows through our owned network. And our owned network is mostly organised through branches. Where coverage is required in a country where we do not have an owned or licensed presence, we partner with local carriers – our network partners. Our network partners are ‘local champions’ that must meet not only stringent financial requirements but also service criteria. The network partners are managed via a regional hub model.
How can risk managers get the best out of the network?
Risk managers need to understand how their insurer’s network works. You can look at a car and think it is beautiful, but if you are going on a critical mission you might want to look at the engine to understand how it works and whether it will take you as far as you need to go. And that analogy holds true for a global insurance programme. We invite clients to come and visit one of our hubs to see how it functions. Risk managers should also discuss their experiences with their peers and gain insights about how an insurer’s global programme and network are working for them.
About one third of the business we underwrite is reinsurance, which means many of our network partners are also cedents to whom we provide reinsurance protection. It is important for an insurer to have a truly strategic partnership with its network. This benefits insureds because it means network partners are not simply there to perform administrative tasks and issue policies, but treat the insurer like their client. They are therefore invested in ensuring that global programmes are implemented efficiently and provide the level of service expected by insureds.
As the risk landscape changes, what should risk managers expect from their insurers and network partners?
Working with an insurer that has global reach is, of course, important. But as companies’ businesses evolve and change, and the risk landscape alters, it is also important to work with an insurer and a network that has a diversity of risk expertise. The lines between property risk, terrorism risk, liability and cyber risk, for example, are all becoming more blurred. Risk managers need their partners to have innovation in their DNA and the specialty expertise to underwrite across all lines to help them navigate this changing risk landscape.
Contributed by Philippe Gouraud, head of strategic client and broker management at XL Catlin
Previous articles contributed by XL Catlin:
Building a global programme for construction
Assessing natural catastrophe exposures in global programmes
Managing complex casualty risks through global programmes
