Global insurance: vast potential

The global insurance market is remarkably strong, despite continued fallout from the financial crisis. Low interest rates coupled with relatively poor investment returns have impeded growth, but demand for insurance products and services remains high.

We keep you prepared by providing insights into the nuances of your market, as well as global trends putting pressure on the industry.

Stay nimble amid risk and regulation

Waves of global legislation continue to pressure management and absorb precious resources. Combined with the need to innovate in a highly competitive environment, this is causing some insurers to withdraw from long-standing core markets and product lines.

However, insurers are adapting by leveraging technology and developing operating models that are compliant with Solvency II. New business architectures will enable insurers to release better products more quickly and cheaply.

Gain market insight

The balance of power is shifting toward the customer, and distribution models are rapidly evolving. Emerging markets in Latin America, Asia, Africa and Eastern Europe are future battlegrounds that offer big prizes – but only if insurers can get it right.

Success will be achieved with patience, long-term investment and genuine understanding of local dynamics.

  • Risk transformation

    In many insurance companies, risk management and actuarial capabilities have grown organically over time -- with new organizational units, processes and technology gradually added to meet evolving requirements for risk control and regulatory compliance. Too often though, these structures are not agile, efficient or aligned to the rest of the business (especially finance and treasury functions).

    Insurance companies need risk and actuarial processes that link effectively with the rest of the organization. The processes must be effective at protecting the balance sheet from unexpected risks, while adding value to business decision-making within tight cost constraints.

    We have the experience and tools to support your design and implementation of the following:

    • Optimal vision and Target Operating Model for risk management
    • More agile and simplified systems and data landscape to support risk-management analytics and reporting
    • Cost-effective risk and actuarial oversight processes, including alternative sourcing options (offshoring and near-shoring)
    • Rationalized approach controlling operational, reporting and compliance risks
  • Underwriting and pricing effectiveness

    Given unrelenting economic uncertainty and prolonged low interest rates, insurers face significant profit- and growth-related pressures and thus must improve the efficiency and effectiveness of their underwriting capabilities.

    One way to improve risk selection and pricing is leveraging data to embrace more sophisticated segmentation. However, success will ultimately depend on adopting enhanced analytical and modeling techniques.

    We can help you optimize the following:

    Underwriting and pricing operations: We review your organization’s current underwriting and pricing performance, measure it against industry standards to determine where to make investments and provide technology solutions to fill operational gaps.

    Solution architecture: We offer program management, functional and technical design, integration, configuration and testing and deployment. We also assist in the technology selection process, helping you narrow the wide spectrum of underwriting automation components and applications.

  • Policy administration and billing transformation

    Insurers are under constant pressure to reduce underwriting operations costs, while continuing to grow their customer base without increasing headcount. They also face tougher demands from producers and customers who want faster quoting, more accurate policy issuance, diversified billing and payment options and real-time self-service capabilities.

    We can help you optimize the following:

    • Assessment

      We perform a detailed assessment of the current state of operational efficiency using our proven cost-related tools across rating, quoting, issuance and billing activities. This assessment can include an evaluation and quantification of the total cost of ownership for legacy policy and billing systems.

    • Business and solution architecture

      We develop a business architecture and implementation roadmap that sequences deployment of functionality by product line, geography, channel and transaction type. Our business case frameworks can accelerate measurement of business and technology cost reductions as aligned to the roadmap.

    • Policy administration and billing solution implementation

      We provide a full range of implementation services including solution selection, requirements, design, configuration, integration and deployment. We also assist with the change management aspects of these programs, helping establish new processes and controls to improve regulatory and internal audit compliance.

      Working with leading policy and billing solution providers, we present you with objective insights to navigate the complex vendor landscape. Our extensive delivery experience with vendors helps with software selection and guides you through project delivery to achieve cost reductions and process improvements.


  • Product development and delivery

    Incompatible systems, organizational silos and disjointed processes perpetuate costly and low- quality product development approaches. As a result, many insurers have redundant product portfolios that complicate underwriting, operations and claims processes.

    As insurers look to refresh and expand their products, these issues restrict their ability to react to market changes and satisfy their customers.

    Product design and delivery architecture are central to innovation and fulfilment across the insurance enterprise, and they must be integrated into both business processes and technology solutions.

    We can help your organization take the following steps to develop a robust suite of products designed for specific customer needs:

    Assessment: We review your current product development, processes, systems data, interfaces and delivery capabilities to increase speed to market. We offer tools to evaluate your products, learn if there are ways to simplify them and help reduce costs.

    Business and solution architecture development: We help you properly align organizational needs and technical priorities for product development. We ensure assessment and future state definition can be delivered using best market practices. By applying our proprietary tools, maturity models, product design know-how and business case frameworks, we assist with architecture assessment and help insurers deliver future solutions that are in line with best market practices.

    Product development workstation: We align and integrate product development workstation capabilities with other underwriting and policy administration systems. This includes developing a target solution architecture, as well as selection, design, configuration, integration and deployment of an effective workstation.

  • Are you ready for Solvency II?

    At the recent Trilogue meeting, the European Commission proposed a deferral of the implementation date of Solvency II to January 1, 2015, but the proposal did not reach consensus.

    Are you ready?

    Related content

    Man on telephone

    Potential delays for Solvency II timeline

    Insurers will have to continue their balancing act, adopting SII while the issues of timescales and long-term guarantees hang over them.

    Risk-based capital and governance in Latin America

    Risk-based capital and governance in Latin America

    Argentina, Brazil, Chile and Mexico have individual views on risk-based capital and the implications for insurers as they drive towards compliance.

    Implementing IFRS 4 Phase II with IFRS 9 and Solvency II

    Implementing IFRS 4 Phase II with IFRS 9 and Solvency II

    The size and complexity of the multi-year implementation of IFRS 4 and IFRS 9 is expected to impact companies fundamentally. Given the potential synergies and differences, the time to address these issues is now. See our implementation and project management considerations from an IFRS 4 Phase II and IFRS 9 perspective.

    Solvency II implications for Asian life insurers

    Solvency II implications for Asian life insurers

    While many elements of Solvency II, a European framework, may represent a "to-be" roadmap, not everyone sees the full adoption as an optimal (or practical) next step in many Asian markets. Eventually, each Asian market will plan its own journey towards a more robust regulatory evolvement.

    Solvency II publication archive

    Solvency II publication archive

    Tap into our archive of thought leadership reports and gain insight into the evolution of Solvency II and its impact on the industry.

  • Actuarial and risk management strategies

    Never has it been more critical for companies to understand and stay in tune with the changing climate of their business. Companies want to achieve competitive advantage and adapt quickly to the evolving business environment. Yet, there is a growing gap between the volume and complexity of risks that companies face today and the techniques available to manage them. We can help fill those gaps by providing services that can enhance your company's decision-making.

    We combine global insight and local reach to assist financial services and insurance clients in developing and validating strategies to make sound decisions. The outcome of this collaboration is important to the success of your enterprise.

    Our areas of focus include the following services:

    • Actuarial transformation
    • Actuarial review
    • Actuarial operations
    • Changes to financial reporting methods
    • Performance improvement

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  • Be prepared for IFRS/accounting changes

    We are increasingly living in a global economy — with trade and inbound and outbound investment a fact of life. It's no wonder capital markets have long advocated for globally recognized accounting standards.

    Until recently, that common accounting language has been a missing link. Now, policymakers, lawmakers and regulators are working alongside standard-setters to provide a single set of high-quality, global accounting principles.

    Benefit from our timely insights as your prepare for this transition.

    Related content

    Insurance business impact accelerator tool

    Use our insurance business impact accelerator tool

    Have you developed a roadmap for implementing IFRS Phase II? Use our insurance business impact accelerator tool to help evaluate and overcome your key challenges.

    Limited improvements to IFRS 9 for insurers

    Limited improvements to IFRS 9 for insurers

    Now that the IASB has confirmed its intention to consider making limited improvements to the IFRS 9 classification and measurement model, they are working with the FASB to align more closely. What is the impact on your accounting models and when should you being adopting them?

    Implementing IFRS 4 Phase II with IFRS 9 and Solvency II

    Implementing IFRS 4 Phase II with IFRS 9 and Solvency II

    The size and complexity of the multi-year implementation of IFRS 4 and IFRS 9 is expected to impact companies fundamentally. Given the potential synergies and differences, the time to address these issues is now. See our implementation and project management considerations from an IFRS 4 Phase II and IFRS 9 perspective.

    IFRS 10 Consolidated Financial Statements

    IFRS 10 Consolidated Financial Statements

    In May 2011, the International Accounting Standards Board (the IASB) issued IFRS 10 Consolidated Financial Statements, which becomes effective for annual periods beginning on or after 1 January 2013. IFRS 10 must be applied retrospectively.

    IFRS / accounting change publication archive

    IFRS / accounting change publication archive

    Tap into our archive of thought leadership reports and gain insight into the evolution of IFRS / accounting change and its impact on the industry.

  • Customer agenda

    The buying behaviors, attitudes and preferences of insurance customers worldwide are changing. To understand this transformation, insurers need to determine how they must adapt to attract, deepen and preserve customer relationships.

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    Global consumer insurance survey 2012

    Global consumer insurance survey 2012

    To help insurers determine how they must adapt to attract, deepen and preserve customer relationships, we surveyed 24,000 insurance consumers across 7 regions.

  • Governance facing the industry today

    We, along with Tapestry Network, established the Insurance Governance Leadership Network (IGLN), a global network centered around non-executive directors from a select group of the largest insurers from Europe, North America and Asia. The IGLN provides a peer-to-peer platform for participants to discuss critical issues facing the industry globally. Its primary focus is the non-executive director, but it also engages senior management (notably chief risk officers) and regulators, all of whom are committed to outstanding governance and supervision in support of the mission to build strong, enduring, and trustworthy insurance institutions.


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    Insurance leaders meet in London: June 2012

    From the Boardroom: Insurance leaders meet in London

    We, along with Tapestry Networks, welcomed industry leaders to the European Insurance Governance Leadership Network (IGLN) meeting in London where executives discussed today’s changing regulations.

Contact us

Evgeny Zhemaletdinov
 +7 727 258 596

Evgeny Zhemaletdinov
Partner, Assurance Services

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