Katy Huang MBA MEng

The London market is changing, and technology needs to change with it. For too long, underwriters have been constrained by systems that dictate how they work rather than amplifying their expertise.     That’s why we’re excited to launch our next-generation insurance platform that is designed to meet today’s increasing underwriting demands and easily adapt to future industry needs.    The new platform features modular architecture that adapts to your business, pre-bind and post-bind workflows, and API-first design for seamless integration    Many thanks to the entire team who turned this vision into reality and are helping propel underwriting into the future. https://lnkd.in/e2GEFz8u 

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This week’s headlines about UK sick days gave me pause.   The latest data from CIPD paints a stark picture: UK sick days are reportedly at their highest level in 15 years, with the average employee missing nearly two weeks of work each year due to illness or mental health challenges.    Behind these statistics are real people, real families, and real businesses feeling the strain. The reasons are complex: an ageing workforce, rising long-term health conditions, and the growing impact of poor mental health.   At Vitality, our own insight from Britain’s Healthiest Workplace echoes this trend. Over the past decade, we’ve seen a steady rise in depression, anxiety, and burnout among UK employees.    There is, however, much we can do – and good reason to do it. Our own incentive-based behaviour change programme continues to show that prioritising employee health delivers tangible outcomes: from better mental wellbeing and higher job satisfaction to a stronger sense of support at work.   This is an important moment. As the country debates how to balance workers’ rights with business sustainability, we must not lose sight of the bigger picture: empowering people to live healthier, more productive lives, and enabling businesses to thrive in the long term. https://lnkd.in/ejvH7FxU #Wellbeing #Prevention #WorkplaceHealth

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What cultural shifts will define successful insurance organisations in 2030? I recently spoke on Insurance Post’s Tomorrow’s World: Career Development Series alongside Richard Coleman, Donna Scully, Steven Wallace, Florence Dennis ACII and Caroline Taylor ACII, where we explored how values, behaviours and leadership will shape our industry’s future. Creating cultures of inclusion and belonging will be THE defining organisational advantage. We discuss this a lot in the events we host - Embedding trust, openness and authenticity is no longer optional, it is essential. My fellow iCAN: The Insurance Cultural Awareness Network team member Florence Dennis ACII shared that culture is lived through everyday actions – from building networks to creating psychological safety – and that people perform best when they can bring their whole selves to work. Richard, Managing Director, UKGI of Ecclesiastical Insurance UK spoke about the importance of purpose, showing employees how their roles connect to a bigger mission. Donna, Director (and iCAN Role Model!) from Carpenters Group highlighted that flexible and supportive working practices send powerful signals about fairness and inclusion. Steven, Managing Director - EMEA at McLarens and Caroline from ACIES MGU reinforced that culture must be operational – reflected in what leaders reward, how they handle mistakes, and how values are embedded in progression. The message is clear. Culture WILL be a defining edge for our industry. By embedding inclusion, trust and purpose into how we lead and work, we can build organisations that are resilient, innovative and future-ready. 📙 You can read more and watch the cultural change series here: https://lnkd.in/e2CRBFeM Thanks to Emma Ann Hughes for the opportunity to represent iCAN: The Insurance Cultural Awareness Network and Gambit Insurance Solutions for this topic! #insurancecareers #leadership #futureofwork

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The introduction of the Risk-Based Capital (RBC) framework marks a fundamental shift from static solvency margins to risk-sensitive standards, aligning our industry with international best practices. Key implications: 👉Solvency ratios have recalibrated from 295% to 228%, revealing the true risk positions of insurers. 👉Companies with lean capital must reinforce resilience; those with excess reserves must deploy capital more productively. 👉RBC elevates the focus from regulatory compliance to long-term stability, policyholder protection, and strategic growth. While challenges remain — from data and actuarial capacity to system readiness — this transition is an opportunity to strengthen governance, foster innovation, and enhance trust in the industry. RBC is more than a regulatory change. It is a pathway toward resilience, efficiency, and sustainable growth. Note: Please find the attached article for detailed reading.

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The PRA made a speech on Thursday that gave the clearest indication yet that they may make changes to how funded reinsurance is treated on the Solvency UK balance sheet that could materially reduce its attractiveness. Some of the key points from the speech are: - The PRA sees three uses of funded reinsurance: (1) to get access to patient capital to support the funding of new business, (2) to get access to investments and assets that are not easily available in the UK, and (3) to take advantage of regime arbitrage opportunities by structuring risk in a way that lowers reserving or capital requirements. The PRA is generally not against the first two uses but sees the third as problematic. - In order to mitigate the risks of funded reinsurance, the PRA has so far focused on governance and risk management practices (such as expectations over the form of collateral that is held by the reinsurer). However, the PRA is now considering whether the Solvency UK reinsurance framework is really suitable for funded reinsurance. In particular, funded re can be thought of as a bundled product which combines traditional longevity reinsurance with a collateralised loan to the reinsurer. If these two products were taken out separately to achieve the same economic outcome, the reserving and capital requirements could be materially higher for the insurer (because reinsurance is discounted at risk free, whereas a collateralised loan would be treated like any other credit risky asset). - The speech also made some general comments about other issues with funded re (albeit recognising the reasonable two uses of it above). This included the use of funded re being potentially counter to the PRA's secondary growth objective, as it encourages investment overseas instead of into productive UK assets. It also included the risk that, in a highly competitive BPA market, providers may turn to funded re as a way to gain a price advantage in the short term rather than necessarily using it for longer term good risk management reaons - The PRA intends to hold roundtables in autumn to determine whether the right course of action would be to "unbundle" the longevity insurance and collateralised loan parts of a funded reinsurance contract and require insurers to treat them separately on the Solvency UK balance sheet. The PRA highlighted that, if any changes were made, they would likely only apply to new transactions in future rather than being retrospective. Could this kill funded reinsurance, or just dampen it? Certainly I think if anything it will only make it more attractive in the short term as firms may seek to press ahead with transactions they were considering in advance of any PRA rule changes. https://lnkd.in/eB-F4szA #bulkannuity #insurance #financialservices

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