MIĘDZYNARODOWE DOŚWIADCZENIA W …...2017/01/01 · Case Study •Video on large loss about FILM...
Transcript of MIĘDZYNARODOWE DOŚWIADCZENIA W …...2017/01/01 · Case Study •Video on large loss about FILM...
WORKING TOGETHER:
the Crawford Difference
MIĘDZYNARODOWE
DOŚWIADCZENIA W LIKWIDACJI
DUŻYCH SZKÓD OGNIOWYCH International Loss Adjusting Experience
on Large Fire Losses
Fire and professional risk assessment
Symposium in Poznan on 28. April 2010
Walter Bartholomes
Regional Manager
CEE& EURASIA
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ROSZCZENIA – KIEDYŚ, DZIŚ, W
PRZYSZŁOŚCI Claims Past, Present and Future
2000 BC
Babylon
600 BC
India
400 BC
Greece
2000 AD 0 1667AD
London
Widespread
Personal
Products
Centralisation Restoration
Service
Expectation
Fire Insurance
Regulation
Call Center
Offshore
Managed
Supply Chain
Shipping loan
protection
Compensation
Culture
„e“ channels
MAŁA LICZBA,
NIESKOMPLIKOWANE,
NIEWYRAFINOWANE
From a low volume,
bespoke „cottage industry“
DUŻA LICZBA, BARDZO
SKOMPLIKOWANE, PROCES
„UPRZEMYSŁOWIONY”
To a high volume, high complexity
„industrialised“ process
Early Health /
Life cover
600 AD
Rome
New Risks
Not to scale!
Source Accenture – The Future Claims Professional
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KIM JEST LIKWIDATOR?
What is a Loss Adjuster?
• Definition of term „anglo-american
• „junior / senior / general, etc.“
• In USA: only for certain States
• Individuals with training and title
• Examinations in the UK and USA
• UK – FUEDI / CILA -training
• Europe: no training other than with insurers
• USA: Training internally/externally
• e.g: Crawford University
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WYZWANIA DLA LIKWIDATORA
The Challenge for the Loss Adjuster
OGRANICZENIA
KOSZTÓW
ROSZCZEŃ
Cost of Claims
Containment
• Understanding the value levers in Claims, and applying them to front line business decision making
• Achieving 21st century levels of productivity while maintaining customer service and containing claims cost
• Serving demanding customers, with high service expectations, across a wide range of complex products
• Balancing customer service and empathy with the need to protect insurer‘s interests
KONTROLA
WYDATKÓW
Expense
Control
OBSŁUGA
KLIENTA
Customer
Service
SKOMPLIKOWANE ZADANIE ZNALEZIENIA RÓWNOWAGI – BARDZO
WYMAGAJĄCY ZAWÓD
A complex balancing act – and a highly demanding career
Within a high
volume, high
complexity
environment
Source – Accenture for Faculty of Claims
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PO CO NAM LIKWIDATOR?
Why Loss Adjusters ?
• International insurers often do not have a large claims department
• Require loss adjusters in international markets where their clients are located
• Re-insurers: Loss Control Clause vs. Claims Cooperation Clause
• Domestic insurers often do not have claims services abroad (WARTA,PZU,etc.)
Corporates, Captives do not have their own loss adjusters
• Re-insurers often do not trust the local markets
11/12/05 Buncefield Oil-
Terminal
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PUNKT WIDZENIA LIKWIDATORA
Loss Adjuster`s views
• (pre) defined tasks of claim handling teams (ZDEFINIOWANE ZADANIA DLA ZESPOŁÓW LIKWIDACYJNYCH)
• Domestic versus International assignment (ZADANIA LOKALNE I MIĘDZYNARODOWE)
• Neutrality – but “he who pays the piper” ... (NEUTRALNOŚĆ ALE „KTO PŁACI”…)
• Communication and reserving politics (STRATEGIE KOMUNIKACYJNE I RESERWOWE)
• High Domestic „marketing attitudes“ with low share in losses (DUŻY NACISK NA MARKETING LOKALNY Z MAŁYM UDZIAŁEM W SZKODACH)
• Initial measures and crisis management (ŚRODKI WSTĘPNE I ZARZĄDZANIE KRYZYSOWE)
• Insured´s intent for replacement options not to rebuild at same place or in different way (NIECHĘĆ UBEZPIECZONEGO DO ODBUDOWY W TYM SAMYM MIEJSCU)
• Underestimation of BI loss potential by Insured–mutual emergency planning and common meetings (NIEDOSZACOWANIE STRAT WYNIKAJĄCYCH Z PRZESTOJU W DZIAŁALNOŚCI PONIESIONYCH PRZEZ UBEZPIECZONEGO – DWUSTRONNE PLANOWANIE KRYZYSOWEG I WSPÓLNE SPOTKANIA)
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POTENCJALNE OBSZARY KONFLIKTU
Potential for Conflict
deliberate under-insurance (because of
premium) CELOWE NIEDOUBEZPIECZENIE (Z
POWODU SKŁADKI)
policy wording (local – master policy) SFORMUŁOWANIA W POLISIE (POLISA GŁÓWNA
- LOKALNA)
replacement value assessment (PRZENIESIENIE OCENY WARTOŚCI)
local jurisprudence (LOKALNA POLITYKA SĄDOWA)
insurance agreements with Master
DIC/DIL (UGODA UBEZPIECZENIOWA)
Decision on future business at same
location ! (KONTUNUACJA DZIAŁALNOŚCI
BIZNESOWEJ W TYM SAMYM MIEJSCU)
Re-insurers: Loss Control Clause vs.
Claims Cooperation Clause (REASEKURACJA)
Goodyear tyre plant Germany
FABRYKA OPON Goodyear
NIEMCY
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KILKA PRZYKŁADÓW SYTUACJI KONFLIKTOWYCH
Some examples of conflicts
1. German chemical company has an alleged fire loss in a plant near Shanghai
Local Chinese fronting insurers
German insurers as leading co-insurers and master
Question: Would you trust a local loss adjuster and pay after 6-12 months on the basis of a
report?
Or consult an internal loss adjuster, who has experienced adjusters in China and can
maintain direct communication on site in China and Germany between client and insurers?
Following a technical-engineering review in Germany, it emerges that it was not a fire
incident and that engineering losses are not covered.
2. Fire incident at a Russian pharmaceutical company near Moscow (US$ 85 million)
Assigning of Crawford locally and internationally in order to gain the trust of their worldwide
clients in the correct settlement of the claim.
3. Fire incident on a molasses tank in Venezuela when civil war broke out
• CAT-claims in earthquake and tsunami regions
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PRZYKŁAD
Case Study
• Video on large loss about FILM VIDEO
• Fire loss in Germany of Multinational
Corporative DUŻA SZKODA OGNIOWA W
MIĘDZYNARODOWEJ KORPORACJI Z BAZĄ
W NIEMCZECH
• (ca. 5 min.)
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Countries in
which Crawford
have offices
Global:
• 670 offices (440+ N. America)
• Presence in 65 countries
DZIAŁALNOŚĆ OGÓLNOŚWIATOWA
Global Presence
Europe/S-Africa:
• 123 offices in 27 countries
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SZKODA OGNIOWA – POŻAR MAGAZYNU
CHEMIKALIÓW W POZNANIU
Fire loss at Still plant in Posnan 2. August 2008
International clients require assistance from qualified crisis
management in loss incidents
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DUŻA SZKODA – ELEKTROWNIA WODNA
NA SYBERII
Large loss at Hydro Plant in Siberia 2009
• Crawford employed by international Re-Insurers on US$ 1.26 billion
property loss – 78 workers killed
• 13% of all electricity to Russian Federation lost (86% of Siberia)
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ZMNIEJSZANIE SZKÓD WYNIKAJACYCH Z
PRZERWY W DZIAŁALNOŚCI
Loss Mitigation on Business Interruption
Important to cool the
gas and infrastructure
piping by fire brigades
Titan-Chlorid
production (BaSx line)
Risk of
explosion
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SZKODA OGNIOWA W ELEKTROWNI
ATOMOWEJ
Fire Loss at Nuclear Power Station
• Power outage in and around
Hamburg
• Green Party forced
governmental investigations
• 2 years stillstand as no
permission to re-start
• 3 days after re-start new and
similiar loss of same type
• Further 1 year total stillstand
• Loss of business/income
enormous
• No BI insurance
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DOKŁADNE OKREŚLENIE SZKODY
Loss Reserve
Speed of estimate vs. Accuracy of estimate SZYBKOŚĆ OCENY VS DOKŁADNOŚĆ OCENY
• The market does itself no favours in rushing to be the first to post estimates that are clearly unsustainable.
• How to balance the current thirst for immediate information against the professional judgement of the situation by experienced loss adjusters.
• No single factor in the claims process gives the market more cause for concern that a reserve that is continually changed.
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Projected Calculation vs. Actual Calculation – what is the BI-
Loss when economy is affected like in a finacial crisis
Actual
Sales
WYSOKOŚĆ
SPRZEDAŻY
Date o
f loss
DA
TA
SZ
KO
DY
Covered Loss?
SZKODA POKRYTA?
Economy
GOSPODARKA
Actual Sales
WYSOKOŚĆ
SPRZEDAŻY
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PRZEŁAMYWANIE BARIER
Tearing Down Barriers
Pre Event
PRZED Post Event
PO
Incident management
Business continuity
Claims Management
ZARZĄDZANIE
KRYZYSEM
CIĄGŁOŚĆ BIZNESU
ZARZĄDZANIE
SZKODĄ
Joined up thinking
MYŚLENIE ZINTEGROWANE
Guard against irrational decision
taking STRAŻNIK RACJONALNEGO
MYŚLENIA
A process of continuous evolution
PROCES CIAGŁEGO ROZWOJU
Risk profiling
Programme design
OKREŚLENIE
RYZYKA
OPRACOWANIE
PROGRAMU
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Business
recovery
ODBUDOWA BIZNESU
Crisis
Management
ZARZĄDZANIE KRYZYSEM
Emergency
Response
DZIAŁANIE RATUNKOWE
Immediate pre
Planning
SZYBKIE PLANOWANIE
Disaster
recovery planning
PLANOWANIE ODBUDOWY
PO KATASTROFIE
PLANOWANIE/ĆWICZENIE/ŚWIADOMOŚĆ – CYKL
NAUKI
Planning/Training/Awareness – the cycle of learning
Frequent
Testing
CZĘSTE TESTY
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PIERWSZE MYŚLI – ODCZUCIA RZECZYWISTOŚĆ
First Consideration – Perception and Reality
“Irrespective of the reality of a situation, people only react to what they perceive to be the case”
“50% of all companies that sustain a major loss, close within a year“
Source:Keane
“Companies without a contingency plan, sustain up to 94% greater losses than companies with such a plan”
Source: Disaster Recovery Journal
Source: Oxford Metrica
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UWAGI KOŃCOWE
Closing Thoughts
•“if an organisation is perceived as competent in
preventing chaos in a crisis, it demonstrably leads
to an actual increase in share value.” • Knight & Pretty - Templeton College
• “Organisations do not learn from the past…
individuals learn but they leave the organisation
taking their knowledge with them.”
•Trevor Kletz - Lessons from Disaster