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Lloyd’s has a sexual harassment problem.
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Brokers are lazy.
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As school children the world over were gripped by acute eco-anxiety last week, it was encouraging to learn that chief risk officers (CROs) are sanguine about another existential issue that is similarly playing out way above their heads: Brexit.
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Talent and capital. Capital and talent. In the insurance game you can’t have one without the other.
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The concept of emerging risk continues to dominate insurance boardrooms, with subjects such as opioids, cyber and climate change all topics that are frequently raised.
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The Lloyd’s financial results are always keenly anticipated and well scrutinised.
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Insured loss estimates given in the fortnight following Typhoon Jebi last year were low. AIR gave a range of $2.3bn-$4.5bn and RMS predicted $5.5bn.
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How dare politicians lecture our industry on what constitutes good conduct?
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Three months ago, I said here that the increasing weight of negative stories around Tokio Marine Kiln (TMK) should prompt questions around the leadership and direction of the business.
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As any representative of the market will proudly tell you, (re)insurance is a relationships business.
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Lloyd’s chairman Bruce Carnegie-Brown was probably playing to the gallery at Monte Carlo when he threatened to “hang” those guilty of #MeToo-type misconduct.
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Realtors always have one bit of sales patter that never fails to get a buyer’s blood racing: