Post forward features list

Insurance Post writers are working on the features listed below.


You may contact the journalists directly to offer interviews and comments.

Please make sure they have all relevant material several days before the deadline.
 

Topic: How can a more diverse workplace enhance a company’s reputation?

Author: Valerie Hart
Contact: [email protected]

Deadline: 24 May

The global festival for diversity and inclusion in the insurance sector, reveals that the vast majority of insurance professionals believe managers have finally got the message that diversity and inclusion are good for business and are taking positive steps forward.         

-  What are the benefits of D&I to insurers/brokers?
-  The British Insurance Brokers’ Association has made a commitment to help members understand the importance of diversity and inclusion. What is Biba doing to raise awareness on this?
-   ABI’s research in 2018 based on a data collection covering more than 82,000 staff, found 78% of companies have a diversity and inclusion strategy. What impact is this having in the workplace?
-   73% of firms have an executive or management development programme that prioritises good gender balance, while 56% have a development programme targeting those that may be underrepresented.
-   What kind, if any, training in this area is being provided to staff?

Topic: How can insurers engage employees through corporate social responsibility programmes and how does this help retain business?

Author: Fiona Nicholson 
Contact: [email protected] 

Deadline: 31 May 

As the insurance sector contributes more than £40bn a year to the UK economy it is vital that the sector provide a positive contribution to society and the environment. Insurers can do this by providing products and services that meet its customers’ needs, offering a great working environment, being environmentally friendly and working in partnerships, for example with charities to raise money and awareness on a particular issue.

-  What CSR programmes have insurers rolled out? Highlight the main insurers.
-   Explore charity partnerships – do customers care about the insurer’s involvement in this?
-   How does partnership with charities help a company’s reputation? Are people more likely to talk to buy products if they know of their charity involvement?
-   Does an organisation’s level of staff engagement make it a better employer?
-   How does getting involved in charitable activities affect an employee’s work?
 

Topic: How are insurance companies integrating intersectionality in the workplace and does this reflect an insurer’s customer? 

Author: Martin Friel
Contact: [email protected]

Deadline: 7 June 

Intersectionality recognises that people’s identities and social positions are shaped by multiple factors. Among others, a person’s age, disability, ethnicity, gender, gender identity, religion and belief, sexual orientation and socioeconomic background contribute towards their unique experiences and perspectives.
-   Are insurers recruiting with this in mind?
-   Do they have data and information on staff and customers in this area?
-   Does it affect who is buying insurance and who is staying with an insurer? 
-   Is there a link between intersectionality and mental health? Having an intersectional identity often generates a feeling that someone does not completely belong in one group or another, and can lead to isolation, depression and other mental health issues.
-   How are insurers dealing with customers who have a mental health illness? 


Topic: The future of pricing: data and technology
Author: Sam Barrett
Contact: [email protected]

Deadline: 14 June

Insurers are under increasing pressure to evolve when it comes to pricing, especially in their use of a wider range of technologies (machine learning for instance) in order to gain a competitive advantage. However, this throws up its own challenges such as how easy is it to transition to the brave new world if they presently rely so heavily on manual processes, are starved of new sources of insight and just can’t move fast enough.

- What is the impact such changes might have on staff and the skills sets employed, as the lines between actuarial, pricing and data science disciplines become blurred?
- Are things moving too quickly when it comes to the transition from the old world to the new?
- Is there any danger in adopting ML and AI techniques in terms of unintended bias, creating a negative impact that excludes certain customers and attracts unwanted regulatory interest?
- How can these pitfalls be avoided?
- What are the benefits that could potentially be realised for both shareholders and customers if an insurer successfully achieves dynamic pricing without sacrificing staff morale and its reputation?
 

Topic: The future of pricing: regulator and consumer pressure
Author: David Worsfold 
Contact: 
[email protected]
Deadline: 15 June 

Whether a symptom of the rise of aggregators or the nature of a competitive market insurance companies have invested significantly in attracting new business in recent years. Often, seemingly, to the detriment of existing customers. But times seem to be changing. With Aviva Plus, the insurer launched a Renewal Price Guarantee, whereby it guaranteed that a policyholder won't pay more than if they were a new customer to AvivaPlus. More recently, after announcing a large loss Saga said it would refocus on loyalty by launching a home and motor insurance product that guarantees the same premium for three years providing there are no claims in the period. Another approach was offered by RSA, who’s More Than arm launched a new cashback scheme to help loyal customers offset the cost of renewing their insurance. Of course this is not all happening in isolation, with the Financial Conduct Authority taking a greater interest in pricing following the Citizens Advice super complaint. 
 
-    What are insurers are doing to placate the FCA and negative publicity?
-    How they might gain a competitive advantage by being an early mover and been seen to do something
-    What might happen next if the regulator decides the market is collectively not doing enough.
-    What is the role of advanced analytics in supporting more transparent pricing strategies?
-    How  will insurers need to change both in terms of people and technology – to maintain their profitability?
-    The piece will explore whether insurers are ready to fulfil growing customer interest in on-demand products, which will need to be priced differently to          traditional annual rated offerings
-     Are insurers agile enough to realistically change rating models to one of real time pricing as a symptom of this consumer shift?  


 


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Dear PR friends,
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