Insurer chief executive looks to level up firm’s strategic plans after a year in post, while committing to deliver ‘world class service’ to broker partners
’Achieving a great work life blend is something that everyone should aspire to, no matter your gender or where you’re at in your career,’ says chief HR officer
As the industry looks to develop the talent it attracts ‘by virtue of the transferability of those skills, it brings a different challenge to our table’, says executive director of strategy, advocacy and professional standards
Howden’s Rebooting growth report paints a frightening picture of cyber related losses, with poor product penetration still a concern for this line of business
If market participants are to futureproof UKGI, then the old adage of falling into an insurance career rather than decisively opting for this professional pathway has to be eliminated – instead, more transparent career architectures, greater sector-wide visibility and better outreach to new talent must be a priority
A perception problem is the biggest stumbling block UK general insurance encounters when attempting to attract forward thinking talent – but how is the industry addressing such a challenge and where can it double down on positive performances to showcase UKGI as a career destination?
There was nothing particularly exciting about the regulator’s statement on the home and travel insurance markets, but what did we expect?
The big have only gotten bigger as an integration focus from UKGI brokers has hit pause on rampaging acquisitional growth, leading to static table standings for the first time in report’s history
Insurer chief executive looks to level up firm’s strategic plans after a year in post, while committing to deliver ‘world class service’ to broker partners
After 33 years in the industry, Axa’s first group chief underwriting and pricing officer tells Insurance Times why excluding emerging risks like AI goes against insurance’s core purpose.
‘There’s often a confusion in thinking that you need to be a manager to be a leader, but you don’t, you don’t necessarily need to be doing the management bit – you can just be a leader,’ says business performance director
‘The pace of change today is different because of multiple forces compounding simultaneously,’ says chief executive