In reinsurance, the problem will be the decreasing of the investors' interest for this segment due to high competition and the reduction of margins in this business, or due to the changes of stock value of insurers that also lead to an outflow of capital from the insurance segment. But, as I see this will not be associated with any natural disaster, instead will be a stock factor, or a decrease of investor interest for this segment.
BELARUS Re cooperates with companies in South-Eastern Asia, participating in a number of property facultative reinsurance programs. In addition, facultative business from such countries as UAE, Saudi Arabia, Bahrain, Azerbaijan and Turkey is recently started to increase. Next year, as in previous ones, BELARUS Re will focus on the international market. Further we plan to expand geographically in order to find new promising projects.
Winner is a company that grew, developed and was built under conditions
of crisis. Our success is not an accident, it was planned and carried
out. From that aspect, we have learned to develop our expectations
around the readiness of our team to respond to any circumstances and
adjust to any changes, and alleviate unexpected external conditions.
Naturally, we are closely monitoring all developments on the market, but
also in economic trends in general, and our consistent growth is the
indicator of our competence to anticipate the conditions and adjust
Describing the general situation in the Russian construction industry, it is also important to notice absence of any new system players - companies with or without international capital, which appears anyway a very obvious and expected outcome.
While Turkey's per capita income is above the world average, per capita
insurance spending is merely a quarter of the world average and
one-tenth of the European average. Insurance has yet to reach the
desired level in Turkey. This is a developing sector. Low insurance
levels and high insurable potential continues to draw the attention of
international investors to the Turkish insurance market. While only 15
firms operating in Turkey out of a total of 58 had international capital
in 2001, the number of firms with international capital has increased
significantly since 2008, reaching 44 at the end 2014.
What do London, Paris, and New York have in common? Increasingly, the
answer is Turkey. As reinsurance hubs around the world face soft market
conditions brought on by abundant capital and quiet catastrophe years,
underwriters are hungry for opportunities to drive profitable growth.
And while a wide range of mature market strategies may offer incremental
returns, they can't provide the near-term gains that the market craves.
The real solution is to bring more "original risk" to market — new
risks transferred into the global insurance and reinsurance community.
And that's where Turkey serves as a model for the future of the market.
Introduction of the unique methodology for calculating damage has contributed to reducing the number of litigations settled in a court between insurers and the MTPL clients. At the same time, the number of litigations settled in a court has fallen twice: the insured does not want to be judged or to pay court fees, therefore most of the litigations are settled out of court. Briefly, the parties have learnt to come to a mutual agreement. The only problem area which remains are the complaints regarding the method of calculation for "bonus-malus" (not everything depends on the insurers, car owners sometimes make mistakes in providing data).
The Government program for the implementation of an agricultural insurance institution in the country is still under development stage, and Armenian insurance companies are involved in this process but it is early to talk about any product. In order to involve insurance companies in agro-insurance there is a need to create a certain infrastructure and to appoint a regulator like the Motor Insurers' Bureau.
For VIG clients we are "per definition" their preferred reinsurer, but
we apply the same underwriting standards for Group and Non Group
business and for both segments we have to compete with other reinsurers
to win their business.
What are the main challenges for a CEE reinsurer, what are the main
challenges and opportunities for a specialist reinsurer and how can a
company can become a significant player in just 7 years? We invite you
to find out the answers in the following interview.
Given the fact that MILLI Re has been able to penetrate into most of the
target territories over the 9 year period, the main aim for the medium
term is to achieve further diversity in business written from these
markets by adding accounts which would be selected on the basis of their
potential profitability and related exposure and further reduce the
retro element in this book in order to avoid clash of exposures. MENA
region continues to be of vital importance to MILLI Re, followed by
Asia. We also see a strong potential to grow further with the CIS and
CEE countries as well as the African and Latin American regions.
I cannot say that something significantly occurred after this year's sanction extension - the effect from the "first wave" of sanctions was rather moderate and the biggest problem local players face is finding reinsurance capacity for their clients, who were unfortunate enough to be added to the sanction list. While most of such projects are rather small and capacity can be found locally the market does sometimes see risks valued above USD 1.0 billion, which makes them significantly harder to place.
Russian insurance community didn't succeed finding a proper, sufficient support from so called alternative markets (predominantly, from China, Asia, MENA) to cover the major portion of sanctioned exposure where the traditional Western markets can't be of support anymore. Thus, the ground for creating a state owned reinsurer looks reasonable to guarantee the high-valued state interests domestically and overseas with a stake on large scale projects (property, construction and cargo for international trade).