MIĘDZYNARODOWE DOŚWIADCZENIA W LIKWIDACJI DUŻYCH SZKÓD OGNIOWYCH International Loss Adjusting Experience on Large Fire Losses

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1 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 WORKING TOGETHER: the Crawford Difference Walter Bartholomes Regional Manager CEE& EURASIA

professional risk assessment Symposium in Poznan on 28.

2 ROSZCZENIA KIEDYŚ, DZIŚ, W PRZYSZŁOŚCI Claims Past, Present and Future Not to scale! Service Expectation Regulation Centralisation Restoration Offshore Shipping loan protection Early Health / Life cover Fire Insurance Call Center Managed Supply Chain e channels Widespread Personal Products Compensation Culture New Risks 2000 BC Babylon 600 BC India MAŁA LICZBA, NIESKOMPLIKOWANE, NIEWYRAFINOWANE 400 BC Greece From a low volume, bespoke cottage industry AD 1667AD Rome London 2000 AD DUŻA LICZBA, BARDZO SKOMPLIKOWANE, PROCES UPRZEMYSŁOWIONY To a high volume, high complexity industrialised process 2 Source Accenture The Future Claims Professional

Chain e channels Widespread Personal Products Compensation Culture New Risks 2000 BC Babylon 600 BC India MAŁA LICZBA, NIESKOMPLIKOWANE, NIEWYRAFINOWANE 400 BC

3 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 3

In USA: only for certain States Individuals with training and title Examinations in

4 WYZWANIA DLA LIKWIDATORA The Challenge for the Loss Adjuster OBSŁUGA KLIENTA Customer Service OGRANICZENIA KOSZTÓW ROSZCZEŃ Cost of Claims Containment 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 Understanding the value levers in Claims, and applying them to front line business decision making Within a high volume, high complexity environment 4 KONTROLA WYDATKÓW Expense Control Source Accenture for Faculty of Claims Achieving 21st century levels of productivity while maintaining customer service and containing claims cost SKOMPLIKOWANE ZADANIE ZNALEZIENIA RÓWNOWAGI BARDZO WYMAGAJĄCY ZAWÓD A complex balancing act and a highly demanding career

to front line business decision making Within a high volume, high complexity environment 4 KONTROLA WYDATKÓW Expense Control Source Accenture for Faculty of Claims Achieving 21st century levels of

5 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 5 11/12/05 Buncefield Oil- Terminal

where their clients are located Re-insurers: Loss Control Clause vs.

6 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) 6

.. (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

7 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 7 (REASEKURACJA) Goodyear tyre plant Germany FABRYKA OPON Goodyear NIEMCY

POLITYKA SĄDOWA) insurance agreements with Master DIC/DIL (UGODA UBEZPIECZENIOWA) Decision on future business at same location!

8 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 8

adjuster and pay after 6-12 months on the basis of a report?

9 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.) 9

10 DZIAŁALNOŚĆ OGÓLNOŚWIATOWA Global Presence Countries in which Crawford have offices Global: 670 offices (440+ N. America) Presence in 65 countries 10 Europe/S-Africa: 123 offices in 27 countries

11 SZKODA OGNIOWA POŻAR MAGAZYNU CHEMIKALIÓW W POZNANIU Fire loss at Still plant in Posnan 2. August International clients require assistance from qualified crisis management in loss incidents

August 2008 11 International clients require

12 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) 12

13 ZMNIEJSZANIE SZKÓD WYNIKAJACYCH Z PRZERWY W DZIAŁALNOŚCI Loss Mitigation on Business Interruption Important to cool the gas and infrastructure piping by fire brigades Risk of explosion Titan-Chlorid production (BaSx line) 13

Important to cool the gas and infrastructure piping by

14 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 14

stillstand as no permission to re-start 3 days after re-start new and similiar loss

15 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. 15

estimates that are clearly unsustainable.

16 Projected Calculation vs. Actual Calculation what is the BI- Loss when economy is affected like in a finacial crisis Covered Loss? Actual Sales WYSOKOŚĆ SPRZEDAŻY 16 DATA SZKODY Date of loss SZKODA POKRYTA? Economy GOSPODARKA Actual Sales WYSOKOŚĆ SPRZEDAŻY

17 PRZEŁAMYWANIE BARIER Tearing Down Barriers Pre Event PRZED A process of continuous evolution PROCES CIAGŁEGO ROZWOJU Post Event PO Risk profiling Programme design OKREŚLENIE RYZYKA OPRACOWANIE PROGRAMU Joined up thinking MYŚLENIE ZINTEGROWANE Incident management Business continuity Claims Management ZARZĄDZANIE KRYZYSEM CIĄGŁOŚĆ BIZNESU ZARZĄDZANIE SZKODĄ 17 Guard against irrational decision taking STRAŻNIK RACJONALNEGO MYŚLENIA

Joined up thinking MYŚLENIE ZINTEGROWANE Incident management Business continuity Claims Management

PLANOWANIE/ĆWICZENIE/ŚWIADOMOŚĆ CYKL NAUKI Planning/Training/Awareness the cycle of learning Business recovery ODBUDOWA BIZNESU Disaster recovery planning PLANOWANIE

18 PLANOWANIE/ĆWICZENIE/ŚWIADOMOŚĆ CYKL NAUKI Planning/Training/Awareness the cycle of learning Business recovery ODBUDOWA BIZNESU Disaster recovery planning PLANOWANIE ODBUDOWY PO KATASTROFIE Crisis Management ZARZĄDZANIE KRYZYSEM Frequent Testing CZĘSTE TESTY Emergency Response DZIAŁANIE RATUNKOWE Immediate pre Planning SZYBKIE PLANOWANIE 18

ODBUDOWY PO KATASTROFIE Crisis Management ZARZĄDZANIE KRYZYSEM Frequent Testing

19 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 Source: Oxford Metrica 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 19

of all companies that sustain a major loss, close within a year Source:Keane Companies without a

20 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 20

Knight & Pretty - Templeton College Organisations do not learn from the past individuals

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