BIA 2026 winner Q&A: QBE’s UK executive director Chris Wallace

QBE’s Chris Wallace explains what it means to be crowned General Insurer of the Year at the British Insurance Awards, sharing insights into claims transformation, developing solutions for emerging risks and the importance of keeping clients and brokers in the feedback loop.

How important is it be recognised as the General Insurer of the Year?

“It is one of the highest honours in the UK insurance industry and it reflects the performance across the entire business, recognising what we do for customers, for our brokers and for our partners.

“I’ve said before in meetings with the market, winning the Commercial Lines Insurer of the Year Award in 2025 was fantastic recognition; and it gave us a platform for strong momentum and continued visibility in the market in who we are – and what we do.

“And the General Insurer award reinforces that. Winning the Best Insurance Employer – Large and the Major Loss Award as well demonstrates that strong customer outcomes and strong culture go hand in hand.

“So we are really proud in getting that balance right and this is continued recognition of that progression.”

Among the factors the BIA judges highlighted was your Claims Capabilities Programme. Can you explain what this is – and the impact it has had on the business?

“We’ve invested heavily in transforming the claims experience and the programme combines technology with process improvement and investment in people for the benefit of the customer.

“So the first notification of loss (FNOL) journey was reconstructed with the customer front of mind to make it easier for claims to be reported. 

“Staff-wise, we have put 30 new agents into our Leeds office.

“And we can see we are delivering strong service improvements because we have zero abandoned FNOL calls; call answer times have reduced from 47 to 13 seconds; telephone abandonment rates are at 2% against a market average rate of 7%; we have 100% same day email acknowledgement; and we handle about 700 web chats a week.

“So you can clearly see the improvements. And the customer feedback has been really positive.

“Looking ahead we are about to launch our first digital claims presence by way of a broker portal which will bring significant value later this year.

“[Claims] is a really strong focus and the QBE vehicle is a combination of many elements whether trading, distribution, operations or claims. It is one combined vehicle and what we have seen over the last three to four years is how the components have blended very well together.”

The judges were also impressed with how QBE has proactively developed specialist insurance products for emerging needs. Can you highlight some examples?

“Our approach is to identify emerging risk and then build solutions to help customers adapt with confidence – noting the challenges in the marketplace.

“And our reputation is built on combining technical expertise with a willingness to tackle those complex risks. So in the specialist childcare sector we have worked with an MGA to develop a solution.

“We have provided cover and risk oversight for the UK’s first impounding reservoir for more than forty years and supported a customer transitioning an entire fleet to EVs, blending insurance with risk management and making sure the customer was right in the centre.

“Even if you look at things like tech and AI we have put a lot of focus on how to look after customers and help them navigate the new exposures and risk associated with them. To work in partnership to deliver what they need and help them face those challenges.”

Outside of claims, how else is QBE is using technology to advance the goals of staff and clients?

“Our view on technology is that it is designed to improve speed and inform decisions across the business.

“If you split it down into employees first, we leverage technology to help free up valuable time, improving their day-to-day experience by giving them access to data insights which can help them make improved or better-quality decisions.

“If you flip that to the customers it is about strengthening the pace and quality of service delivery. Again, from a headline point of view and down into the weeds, we are investing in AI, digital trading solutions and advanced analytics designed to enhance that response to customers and brokers.

“And across our partnerships, with [managing general agent] Aurora for example we developed a new algorithmic underwriting service model which drives faster and more efficient processes.

“You have things like document generation reduced from five hours to seconds, and complex quotes produced in minutes rather than days. So you can see the improvements.

“And for Automotive Protection, which is our global guaranteed asset protection (GAP) and warranties business, they have been using predictive pricing and analytics to help customers make more informed decisions through that risk selection process.

“So when you look at it through an employee lens it is about helping them do their job better.

“And when you look at it through a customer lens it is about improved decision making and insights to enhance service delivery.”

The QBE BIA submission was supported with glowing testimonials from both brokers and clients. How do you keep both in the feedback loop to improve product and services for these stakeholders?

“Listening is fundamental to how we position ourselves and operate so we actively seek feedback from customers and brokers alike.

“Our service model has been quite consistent for the last three to four years, so we feel we have a strong spine of engagement with brokers and clients; and it is obviously important to talk to customers and understand where they are – and find out what support they need.

“And we have had a couple of people from other markets come to us and ask: ‘What are you doing in our space?’ because they can clearly see that QBE has navigated its way through [other sectors] and is getting strong feedback.

“So it is a good progressive sign that the market recognises what we do is positive; that we have invested in relationship development and customer engagement programmes to make sure that feedback is captured consistently.

“We have also launched RISE which is a relationship and engagement programme for all colleagues across the business. Everybody goes through it whether you are at the front end or not – and that has been hugely successful. It helps shape visibility and engagement, which then turns into a feedback loop.

“QBE has had a group customer pledge for two years and it is a key initiative to ensure customers are at the heart of everything we do and every decision we make.

“To underpin how we build out long-term relationships based on an ethos that you take time to understand a business.

“And naturally the strongest innovations come from those conversations with a broker and customer so, if you can keep that loop and then create consistency and momentum, you automatically have an enhanced learning process that goes through the culture.”

You won Best Insurance Employer - Large at the BIAs, a win that was noted by the judges in awarding QBE the General Insurer of the Year prize. Can you sum up what makes the working culture at QBE so special?

“I say to anyone joining QBE it is a special place where you’ll be surrounded by genuine people who want to do the right thing in the right way. And as I referenced earlier, great customer outcomes start with great employee experiences.

“Our people have flexibility in how they work supported by a culture built on accountability and empowerment. And when you get into the detail we have enhanced how we support and protect people.

“This includes equalising parental leave, development opportunities and inclusive colleague networks where people can thrive, alongside a strong focus on attracting, developing and retaining talent.

“Outside of that we have a nice balance in helping support people where they are today, but also giving them a wonderful platform to thrive, learn and develop in the future.

“And when you create that culture, it absolutely has an additive value in how you are received by the market. I was at a broker meeting last week and someone said: ‘Where we really value QBE at the moment is that you have a very stable workforce’. In an ever-changing and complex working environment that provides so much comfort to brokers and clients.”

How does QBE engage with the wider communities in which you have offices and staff?

“We have done a huge amount around culture to create an environment where people can thrive.

“But we have extended that with initiatives like our schools partnership where we help young people from under-represented backgrounds so they can come in, explore careers in insurance and gain meaningful work experience. 

“And we have gone on to employ a few participants, which is a great testament to its value

“We have also partnered with Action Tutoring to support educational outcomes for young people across the UK.

“So we are always looking outside the circle [in which we operate]. We have a big Leeds hub, and we donate refurbished laptops and furniture to local primary schools to help improve digital inclusion and understanding.

“I have always said the power of the insurance industry is immense and there is always an opportunity for us to do more and step outside the circle and help that broader reach. QBE has really explored that over the last few years.”

Finally, what are you doing now and in the near future that might help you retain your crown come 2027?

“For me the obsessional basics are key. Getting them right, being consistent and pushing the right messages to the market.

“Winning the General Insurer of the Year Award is fantastic but our focus has to be forward looking.

“And to that point winning awards is wonderful as it provides you with a platform to become ambassadors and showcase strong support and incredible service commitments to the market across brokers and clients.

“We will continue to deepen relations with them. We will continue to invest in claims transformation and customer experience, keep developing solutions on tech and AI to support emerging risks and evolving business models, and continue to invest in our people so we are an employer of choice.

“The foundations are very strong, and the opportunity is enormous to help support and shape what customers need in the future.

“So let us see what happens in the rest of 2026 and 2027. But whatever happens it will be underpinned by maintaining that momentum and an obsession with getting the basics right.”

Pictured above left to right: QBE’s Adrian Browne, Jon White, host Alan Carr, Graeme Henry, Natalie Ferrigan, Neil Gibson from sponsor Sedgwick, and Chris Wallace

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