UNISON TIMES · 2018. 1. 3. · in Berlin in October 2017. With the support of FINLEX, VSMA is going to enter into discussions with the insurance industry to find customized insurance

UNISONTIMES

NEWMEMBERS

ARTICLES OF THE MEMBERS

VISIONS OFOUR COMPANY

3 5 20

HAMBURG | GERMANY | THURSDAY, DECEMBER 21 , 2017 | FOURTH ISSUE

02

Another year is coming to an end

and again we have the feeling that

somehow everything is going fast-

er. Even Christmas comes sooner than

we think. And in fact we are lacking a few

days of „inner preparation“ because this

year Christmas Eve and the 4th Advent

are celebrated on the same day.

Just like time is rushing at the speed of

light towards Christmas, many of our

members meanwhile also experience the

same phenomenon in their daily business.

Digitalization is driving forward and no-

body knows what and how much we need

to invest to be prepared for the future.

The increasing demands on transparency,

documentation requirements, permanent

coordination of the work processes with

insurers and other business partners; the

increasing cost and sales pressure, also by

competing mega brokers, who can, thanks

to their diversified income structures, cal-

culate differently when it comes to fees

and premiums; the succession plan that

is not detailly laid down everywhere – All

this leads to increasing frustration and

leaves many questions unanswered.

From our point of view, there is only one

reasonable solution for the medium-sized

broker. To organize in a network, con-

centrate on essential sales and service-

oriented tasks, and to centrally manage

the non-original and only internally visible

features of an insurance broker. This also

includes pooling purchasing power and

using external skills for areas that do not

need to be consistently covered.

All this reflection resulted in the decision

that we, unison, should enter into a joint

venture with the Australian Steadfast

Group. This special co-operation finally

became effective in June. Steadfast Group

and its so-called „Cluster Model“, which

Rolf Diekhoff will explain in more detail

in this newsletter edition, will give us and

our members the opportunity to jointly

address all these open issues in the future.

Therefore, I can only urgently appeal to

you and point out once again the high

relevance of your support by submitting

your information to us for the sake of this

important project. It is about our common

future.

I wish you all some peaceful and reflective

festive days and a Happy New Year.

Yours,

Wolfgang Mercier

PROLOGUE

Dear members, dear business friends,

03 NEW MEMBERS

Member:

NCRM Insurance Services

www.ncrm.biz

Contact:

Mr. James Yung-In SHIN

[email protected]

Member:

Cross Insurance Agency

www.crossagency.com

Contact:

Ms. Tara Dean

[email protected]

Cross Insurance is a family owned

insurance agency made up of a

network of wholly-owned sub-

si diary insurance agencies throughout

Maine, New Hampshire, Massachusetts,

Connecticut, New York, and Rhode Island.

Getting its humble beginnings in the home

of Woodrow Cross in 1954, the company

has since grown to become one of New

England’s largest independent insurance

intermediaries and the nation’s 33rd larg-

est broker of U.S. Business, with over 40

branches and more than 800 employees.

Cross Insurance is engaged in retail insur-

ance services which include marketing,

selling, and negotiating the placement of

property and casualty, life and health, bond

and employee benefit insurance on behalf

of various commercial organizations, insti-

tutional or governmental entities, as well as

individuals and families.

Cross Insurance represents the region’s

largest network of carefully selected sup-

pliers which includes some of the largest

national carriers in the industry, as well as

New England’s leading regional insurance

carriers. Cross represents a total of 150

insurance providers, which enhances the

company’s ability to satisfy the varied in-

surance needs of major employers and

individuals alike.

NCRM introduced mortgage in-

surance and has contributed to

the introduction of new financial

products (trade credit insurance) with de-

sign and structure suitable for the Korean

market that were licensed by the Financial

Supervisory Board.

The company structures and designs the

finest financial products suitable for a cli-

ent’s environment for their sales growth,

profit protection, and sustainability with

our knowledge and negotiation power.

NCRM in line with global credit insur-

ance companies, seeks to promote sales

growth and sustainability of clients by

providing professional credit survey and

risk monitoring services for buyers when

their clients are abroad or in the domestic

market.

Role of NCRM

+ Provide service based on professionalism:

in credit insurance since 1999 and surety

since 1989

+ Plan and introduce financial products

(credit insurance, mortgage insurance)

+ Design products suitable for the needs

of clients

+ Provide negotiation power against credit

insurers

+ Contribute to the management efficiency

of corporate clients

Member:

TRC Inc.

Contact:

Ms. Janice Jungmin Kim

[email protected]

TRC Inc., an insurance broker located

in Seoul, Korea, is pleased to become

a member of unisonSteadfast AG.

Since the establishment in 2005, TRC Inc.

has made significant steps in the broking

service business and has become a solid-

and-reliable broker, locally and inter-

nationally.

We provide effective and reasonable

insurance advisory service through ana-

lysing risk for the client’s business, setting

the terms and conditions, conducting

on-site survey, and submitting the advi-

sory report. Our service is focused on, but

not limited to, Property & Casualty, Liabil-

ity, Credit, Marine and so on. TRC Inc. has

developed its competitive edge based on

outstanding expertise and building sup-

portive relationship with lots of clients in

various classes of business.

By joining unisonSteadfast AG, we seek

for professional resources and support as

we are competent to coordinate different

interests for the members.

04

As a broker for insurance solutions,

we are your partner for all questions

of optimum risk management. We

will be in charge – from the analysis of your

risks up to your claims settlement, no matter

if your company is active on a national or

international basis, if you contact us as a

private citizen or as a professional athlete.

The founders of TRIUM GmbH Insurance

Broker are a management team with

decade-long experience in the insurance

business. TRIUM’s strong points are their ex-

tensive knowledge of many different areas

of assurance and risk management, quality

and service-orientation as well as straight-

forward in-house and external com muni-

cation. With our know-how and entre-

preneurial way of thinking we are aiming

at a balanced growth of our company.

To us, it is important to think in a business-

like way, also on behalf of our customers.

Their success, after all, is our aim. We look

after companies that operate nationally and

internationally, with a focus on real estate,

hotel business, services and manu fac tur-

ing. Thanks to a combination of specialist

knowledge and excellent contacts to risk-

bearers at home and abroad, we are able

to cover all relevant risks of our customers

at top conditions. Further specialist fields are

insurance solutions relating to container

shipping and to professional sports – such

as football, tennis and Formula 1 – and we

also have special offers for IT businesses

and research laboratories.

NEW MEMBERS

Member:

Zaman Insurance and Reinsurance Broker

www.zamanbroker.az

Contact:

Mr. Mehriban Mamedova

[email protected]

Member:

Trium GmbH Insurance Broker

www.trium-ib.de

Contact:

Mr. Andreas Haberstock

[email protected]

Zaman Insurance & Reinsurance

Broker LLC is an insurance broking

company that conducts business for

placing the insurance program arrange-

ments for all sizes of clients in Azerbaijan.

Zaman Broker

+ holds a full unlimited brokerage license

+ has Professional Liability Insurance for

USD5M

+ is financially audited by PwC

+ is compliant with ABC & AML

+ has a professional team, qualified by CII

Zaman Broker can provide you with its

broker assistance on arrangements of

Compulsory Insurances required by the

legislation of the Republic of Azerbaijan.

Besides Compulsory types of Insurance, we

offer our services for all voluntary lines of

insurance, and we are very strong and spe-

cialized in the Marine & Energy industries.

The factors below can act as further proof

of our capabilities for providing the best

possible service:

+ we have been the Leading Insurance

Broker in our market for the previous

two years: 2015, 2016.

+ leader in creating and promoting of

new insurance products in the market.

+ our premium volume amounts to

USD20M per year.

+ “Transparent Tax Payer’’ awarded by Tax

Authority of the Republic of Azerbaijan.

Whether brokers, service partners

or insurance carriers – more than

1,000 companies across the globe

regularly read our unisonTimes

issues and this number is con tinu

ously growing.

We would like to give you an op

portunity to use our unisonTimes

as your mar keting tool, aimed at

enhancing your company’s degree

of brand recognition within the

global unison network.

+ 1/2AD

in one issue € 500.–

+ 1/1AD

in one issue € 1,000.–

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in four issues € 1,000.–

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in four issues € 2,000.–

If you are interested in placing an

advertisement, please contact us at

[email protected]

AD

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05

The German brokerage VSMA GmbH

has entered into a collaboration

with FINLEX GmbH, a renowned

independent adviser for insurance brokers,

with the objective of creating a custom-

ized cyber insurance solution tailored to

the needs of the machinery and plant

construction industry. This exclusive Cyber

insurance product will be available as of

2018.

Cyber insurance solutions which have

existed in the market up to now fulfil the

requirements of the industry only in part.

In particular, the rapid development of the

Industry 4.0 and the associated risks re-

lated to digitalization and comput erization

of manufacturing are often missed out.

“ When selecting an appro-priate cooperation partner, it was of utmost importance to us to find an innovative company which is a leading provider in the field of digitalization”,

Werner Döringer, VSMA Managing Director,

said. Besides the special expertise in

deve lopment of insurance policies,

the co operation of both enterprises is

characterized by the proven specialist

competence in the field of Cyber Risks

and Cyber Insurance.

To investigate the requirements to be met

by a cyber insurance product, VSMA and

VDMA (Verband Deutscher Maschinen- und

Anlagenbau e.V – German Engineering

Federation) conducted a survey amongst

VDMA-members. This survey will con-

stitute the basis of a research study pre-

sented at the Machine Engineering Summit

in Berlin in October 2017. With the support

of FINLEX, VSMA is going to enter into

discussions with the insurance industry to

find customized insurance solutions. The

findings of the study will be taken into

account.

The medium-sized machine and plant en-

gineering business is being increasingly

targeted by cyber criminals. The crime

rates in this area are rising dramatically.

More and more companies recognize

this risk. However, the economic con-

sequences of these attacks are still often

underestimated.


Cyber Insurance: VSMA enters into cooperation

Member:

VSMA GmbH

www.vsma.de

Contact:

Mr. Thomas Völker

[email protected]

06

In April 1996, Steadfast opened its doors

with 43 brokers and an ambition to

provide independent general insurance

brokers with enhanced buying power

and scale when dealing with suppliers.

These independent broking businesses

were finding it hard to compete against

the larger multinational brokers. It was

determined that if smaller independ-

ent brokers worked together and pool

their gross written premium under the

Steadfast banner, we could create size

and scale, making us a highly attractive

distribution channel to insurers.

With a focus on quality advice and service,

the Network quickly grew to become the

largest general insurance broking network

in Australasia. In August 2013, Steadfast

Group listed on the Australian Stock Ex-

change (ASX code: SDF) to raise funds to

become a co-owner and consolidator of

brokers, underwriting agencies and com-

plementary businesses.

Since this time, the Group has grown from

strength to strength and is now the largest

general insurance broker network and

group of underwriting agencies in Aus-

tralasia, with growing operations in Asia

and Europe.

Driving growth through our strategic partnership

Here are some of the key events

that have shaped our evolution:

43 Steadfast Network brokers

Founded as a collective buying and service group for independent brokers in Australia

Establishment of Miramar Underwriting Agency with a 50 % ownership position

Establishment of Macquarie Premium Funding, a 50 % owned joint venture with Macquarie

ASX listed at an IPO price of $ 1.15 per share, raised $ 334 million and purchased equity interests in 59 brokers, three agencies and two complementary businesses (White Outsourcing and Meridian Lawyers)

$ 3.9 b Network broker GWP

278 Network brokers

$ 114 m Underwriting Agencies GWP

5 Underwriting Agencies

Macquarie Premium Funding merged with Pacific Premium Funding to form Macquarie Pacific Funding


343 Network brokers



$ 40 m Steadfast Direct GWP

Developed common back office IT systems for Steadfast brokers and Agencies

Launched the Steadfast Client Trading Platform

Launched the Steadfast Under-writing Agencies London super binder

Reached an ASX market capitali-sation of

$ 1.5 b+


361 Network brokers

$ 777 m Under writing Agencies GWP


$ 86 m Steadfast Direct GWP

Launched Steadfast Network in Singapore

Acquired equity <stake in unisonBrokers and renamed unisonSteadfast

Reached an ASX market capitali - sation of

$ 2.0 b+


306 Network brokers



Joined the ASX 200 index

Acquired the second largest broker network in New Zealand which was re-named Steadfast New Zealand

Established a reffering network in Asia

Launched retail product offering through Steadfast Direct

Established Steadfast Life with a 50 % ownership

Established Steadfast Re, a 50 % owned joint venture with the former manage-ment of the Australian & New Zealand reinsurance broking business of Beach & Asso-ciates Limited


304 Network brokers



Established hubs in six states and merged 25 entities into eight hubs

Purchased eight Calliden under-writing agencies

Raised $ 300 m in equity to fund acquisitions, primarily the CHU and UAA agencies

Became the largest under-writing agency group in Australia

Reached an ASX market capitali-sation of

$ 1 b+

1996 2005 2007 2013 2014 2015 2016 2017

Steadfast Group

Steadfast Network brokers

Steadfast Underwriting Agencies

Complementary businesses

PRE INITIAL PUBLIC OFFERING POST INITIAL PUBLIC OFFERING


07

Stronger Together

In June 2017, Steadfast Group acquired a

stake in unisonBrokers, unisonBrokers was

renamed unisonSteadfast with Robert

Kelly (Steadfast Group Managing Director &

CEO), Samantha Hollman (Steadfast Group

Chief Operating Officer) and Heinrich Eder

(former Managing Director of Munich

Re, Australia) joining the unisonSteadfast

Super visory Board.

Steadfast Group now has a truly global

presence while unisonSteadfast will

benefit from our decades of experience

providing our unique offering of products

and services to brokers.

We are currently working on leveraging our

strong existing relationships with global

insurers to aggregate unisonSteadfast’s

global GWP to maximise that revenue

stream for brokers and offer insurers im-

proved distribution at reduced costs.

Group Structure

Steadfast Group has three business units

primarily focused on the intermediated

general insurance market. By working to-

gether, our three business units empower

Steadfast to serve our primary goal –

ensuring our brokers provide their clients

with exceptional service and superior

products.

1. Broker Network

The Steadfast Network has 361 general

insurance brokerages in Australasia who

receive superior market access, exclusive

products and services, backed by the size

and scale of the Steadfast Group.

Brokers in the Network have access to

over 160 products and services which

support their business and allow them to

focus on their clients‘ insurance and risk

management needs. Key benefits to being

a Steadfast Network broker include im-

proved policy wordings, broker services,

exclusive access to Steadfast’s technology

and triage support for challenging claims.

Insurer partners have access to over $ 5.0

billion of gross written premium from

the small-to-medium enterprise market

through the Steadfast Network.

2. Underwriting Agencies

Steadfast Underwriting Agencies is the

largest underwriting agency group in

Australasia with 24 agencies and 75

products. It designs, develops and pro-

vides specialised insurance products

and services to brokers inside, and out-

side the Steadfast brokerage network.

Each of the 24 Steadfast Underwriting

Agencies preserves its brand and unique

offering.

3. Complementary Businesses

The Steadfast Network brokers and

Steadfast Underwriting Agencies benefit

from the support of seven complemen-

tary businesses which are also part of the

Steadfast Group. They include:

+ Steadfast Technologies

providing leading edge

technology to our network

+ Steadfast Business Solutions

providing back office services

to insurance intermediaries

+ Work Health Options

a work health consultancy

+ Steadfast Re

specialising in reinsurance,

wholesale insurance and

analytics

+ Steadfast Life

specialising in providing

life insurance

+ Macquarie Pacific Funding

a joint venture with Macquarie

Bank that funds clients who wish

to pay premiums by instalment

+ Meridian Lawyers

a legal firm specialising in

insurance matters

The Steadfast Difference

Our people, our global strength, our local

knowledge, our scale and our breadth of

capability are just some of the things that

set us apart.

We have a range of innovative products

and services that are exclusive to the

Group and considered best in class, and

we support our brokers and underwriting

agency businesses by allowing them to

focus on their clients’ insurance and risk

management needs

Our broker network model is unique as

it offers brokers the ability to remain in-

dependently owned and operated, or

choose for Steadfast to take an equity

stake in their business. We operate by

the ‘offer and acceptance’ model, where

products and services provided are not

compulsory, the network brokers choose

what is best for their business and their

clients.

Insurers and underwriting agencies align

with Steadfast Group because of our

hugely attractive insurance distribution

channel and our reputation for being pro-

fessional and progressive.

Steadfast are excited to be a member

of unisonSteadfast and look forward to

working with the network, if any unison

Steadfast members are in Australia, please

come and visit us!

Member:

Steadfast Group

www.steadfast.com.au

Contact:

Mr. Nick Cook

[email protected]


08

On 8 November 2017, MAI CEE, the

leading independent insurance

broker in Central and Eastern

Europe, announced the appointment of

Ewelina Jaworska as group employee

benefits leader, with immediate effect.

Reporting to group network director

Natalia Zaborovska, Jaworska will be re-

sponsible for growing MAI CEE’s employee

benefits business across its operations in

Central and Eastern Europe, while retaining

her responsibilities as head of employee

benefits in Poland. The appointment is the

second to date in the planned build out

of MAI CEE’s employee benefits capacity,

one of the key divisions within the group

in which MAI CEE has identified significant

opportunities for growth. MAI CEE is an

established provider of Western European

standard, risk-based employee benefits

cover in all 29 countries in Central and

Eastern Europe.

Ewelina Jaworska began her career as

an insurance broker in MAI CEE’s inter-

national division in 2005, having graduat-

ed from the University of Poznań with a

master’s degree in Human Resources and

Labour Economics. Since her appoint-

ment in 2007 as head of employee bene-

fits in Poland, she has achieved double-

digit growth in the segment year on year,

making the Polish division one of the

strongest performing in terms of broker-

age growth within MAI CEE.

Jan Stok, CEO of MAI CEE, said: “We are

in the process of a significant build-out

of our business and have identified em-

ployee benefits as a key target area for

expansion. Ewelina joins to build on her

significant achievements in growing our

employee benefits practice in Poland.

This is a key growth area for our business,

as falling unemployment in the Czech

Republic, Slovakia, Hungary, and Poland

creates competition for labour and employ-

ee benefits programmes help employers

attract the very best talent in the market.

Ewelina is a recognised leader in employee

benefits in our region, and we look forward

to welcoming her to the group leader ship

team.”

MAI CEE continues expansion driveAppointment of Ewelina Jaworska as group employee benefits leader

LUKOIL HR joins Malakut to grow employee benefits business in Middle East and Central Asia.

Shakhzod Saidakhmedov, Chief Human

Resources Officer of LUKOIL Saudi

Arabia Energy (a joint venture be-

tween LUKOIL and Saudi ARAMCO) joins

Malakut Insurance Brokers office in Dubai

to grow employee benefits and health

insurance business.

“We see a lot of potential for our service-

based brokerage and consultancy prop-

osition.“, says Shakhzod: “Dubai is a great

hub offering all needful insurance and

benefits-related products for the regional

clients, but those have to be very much

customized with providers to fit company’s

benefits vision and financial goals. We feel

confident in recommending the broadest

range of International Medical Insurance

products, Group Life & Personal Accident,

Workmen’s Compensation/DBA, Universal

Life Insurance as well as HR Consultancy,

putting the servicing aspect and claims

assistance as a priority”.

“Having 15 years of experience as an HR,

first at British American Tobacco, then in

a Russian leading Oil & Gas company

LUKOIL, provides Shakhzod with the

unique ability to look at EB matters from

a client’s perspective.“, says Alexander

Dolgopolov, Malakut Dubai CEO: “we

can see, that our combined industry ex-

perience in UAE, Saudi Arabia, Oman, Iraq,

Iran, Afghanistan, Uzbekistan, Kazakhstan,

Ukraine and Russia is welcomed by the

clients who look for personalized con-

sultancy and appreciate value for money.

Member:

Malakut CJSC

www.malakut.ru

Contact:

Ms. Tatiana Razuvaeva

[email protected]

Member:

MAI central

www.mai-cee.com

Contact:

Ms. Natalia Zaborovska

[email protected]


09

PREMIUM

COVERAGE

Extraordinary Risks Coverage in SpainKey facts for International Programs and General Information

As a tax, it is mandatory for all lines insuring

risks located in Spain within an insurance

line included for CCS Extraordinary Risks

Insurance.

It cannot be invoiced separately, it has to

be included as a tax within a PD / BI / Pers.

Line policy.

Cash before cover basis: Also for policy

renewals without tacit renewal clause. If

the premium was not paid before claims,

the policy holder has to prove their will

to keep the insurance in force, so are to

agree the insurer and insurance broker. To

do that, all proofs of these wills have to

be made well in advance before the expiry

date. For more info, see annex II.

The CCS-RE does not cover an extraordi-

nary risk if is covered by another insurance

policy in force (although its premium has

been paid)

(art. 8 Estatuto General del Consorcio)

Extraordinary Risks are the following events:

+ Actions carried out by the armed

forces and the security forces

+ Terrorism

+ For natural phenomena

+ extraordinary floods

(only when the flood

comes from street),

+ earthquakes

+ tidal waves

+ volcanic eruptions

+ atypical cyclones

+ the falling of astral bodies

and meteorites


https://www.dropbox.com/sh/7lxd9onfwc879j9/AACXlhEpiN-VeCxYvrBgO1PEa?dl=0

10

LINES WITH

CCS-RE INSURANCE

LINES WITHOUT

CCS-RE INSURANCE

RISKS LOCATED IN SPAIN

DEDUCTIBLE

LIMITS

WAITING PERIOD

CONSORCIO

EXTRAORDINARY

RISKS CLAUSE

+ Marine

+ Air

+ Cargo

+ CAR / EAR

+ Liability

+ Legal Costs

+ Travel Assistance

+ vehicles with Spanish plate

+ movable goods located in a building

in Spain, in exception of goods in

commercial transit

+ Home, dwelling communities, Offices,

Commercial and industrial premises

+ Life and Accidents, although in comple-

mentary way with other lines (e.g.pension)

+ land vehicles and railway vehicles

+ other damages to the goods

(theft, breakage of windows, damages

to machinery, electronic equipment

and computers)

+ civil works

+ Agricultural Production Insurance

outside a combined agricultural

insurance scheme

+ Commercial Credit

+ Bonds

+ Health

+ Short term Disability

+ in other cases (e.g. personal lines) if

the policyholder has their habitual

residence in Spain

+ buildings & civil works located in Spain

+ PD: Homes, dwelling communities and

Motor: without. Others: 7 % of claims.

+ Personal lines: without.

Same limits as PD / BI / Death / Disability

+ Business Interruption: the same as

the main BI deductible included in the

private policy

7 days after policy issuance or effect if it

is later (also for issuance of modifications

increasing sums and / or including new

locations / insureds).

It is mandatory; the official Consorcio clause

has to be included the wording of all lines

of risks located in Spain.

Further information to be found on the

CCS website.

Without waiting period:

+ if there was no any insurable interest

before policy inception

+ if there is a policy substitution without

gap between both periods of coverage

+ for personal lines

+ for human-caused incidents

Member:

Quality Brokers S.L.

www.consorseguros.es

Contact:

Mr. David Cruanyes

[email protected]


11

Emerging Threats: The use of Drones

Islamic State has made dramatic ad-

vances in the use of commercial drones

to drop munitions and, according to a

Government Agency spokesperson at Secu-

rity Expo 2017, it is “only a matter of time”

before a terror attack using the machines

is launched in Britain or another Western

country.

Security sources have said that the jihadist

group is actively seeking to export bombing

expertise honed during recent battles in

Syria and Iraq to followers based in Europe.

Potential targets include VIPs, passenger

aircraft and crowds gathered for sporting

or outdoor music events. The deployment

of drones and “quadrocopters” that can be

easily bought on the UK high street has

concerned police and the security services

for a number of years amid evidence of

their widespread use by criminal gangs to

deliver contraband and weapons to prisons.

But the threat has evolved rapidly in recent

months after the Islamic State (IS) began

to make regular use of modified drones,

sourced over the internet and smuggled

to workshops in its remaining strongholds

via Turkey, to bomb opposition forces for

the first time. As IS faces the loss of its final

centres of power in its Syrian “caliphate”

and is widely predicted to return to an in-

surgency, it is likely to concentrate efforts

on attacking the West.

Evidence of an attempt to target Britain

may have been uncovered late last year

when a raid on terror suspects found a

manual on a sophisticated drone and maps

of shopping locations in central London. In

a little-noticed development this summer,

Europol, the European Union law enforce-

ment agency, issued its own warning about

drones – otherwise known as Unmanned

Aerial Vehicles or UAVs – and underlined

the “particularly strong security threat”

posed by returning fighters who had re-

ceived “prolonged ideological indoctrina-

tion, military training in the use of weap-

ons and explosives or have gained combat

experience”. In its annual Terrorism Situa-

tion and Trend Report, Europol said:

“ Attack planning against the EU and the West in general continues in Syria and Iraq… Regarding the potential use of alternative and more sophisticated types of IED (Improvised Explosive Devices), the current trend in using weaponised UAVs in the Syria / Iraq conflict zone might also inspire other jihadist supporters and ex-pand the use of this kind of tactic outside this area of operation.”

Online propaganda posted by IS on en-

crypted messaging services has placed

increased emphasis on the use of drones.

The Middle East Media Research Institute

(MEMRI), a Washington-based think-tank

which monitors jihadist output, said a pro-

IS channel on Telegram, a heavily encrypted

messaging app, in February had called for

UAV attacks. The message said: “Whoever

can buy a drone that (is) able to carry a bottle

of firebomb – let’s do this: Burn a factory,

police car, fuel tanks, storages, mall, electri-

city.” An Arabic version of the same post

added further targets including churches,

the offices of newspapers and broadcasting

equipment as well as asking IS supporters to

disseminate the post on social media.

The terror group has made a point of high-

lighting its drone attacks, posting dozens of

videos purporting to show explosions de-

stroying vehicles recorded by armed UAVs.

Around a dozen of these incidents, many

of which took place during the battle to

liberate the Iraqi city of Mosul, have been

verified.

Experts said that IS or other terror groups

face difficulties in transferring the types of

military hardware readily available on the

battlefields of the Middle East, including

munitions, to heavily-controlled environ-

ments like Europe. But there are worrying

precedents, including the IS plot disrupted

in Australia last month, when a Sydney

butcher, Khaled Khayat, allegedly built a

bomb to place on an airliner in the bag-

gage of his unwitting brother. It was re-

vealed that the military-grade explosives

used in the viable device had simply been

sent to Khayat through the international

postal system, along with components,

by his IS controller via Turkey. A European

security source, using an alternative name

for IS, said: “The technical aspects of (drone

weaponisation) are not straightforward,

in particular constructing a viable device

that is small enough to be carried. Daesh

have proven themselves adept at posting

online tutorials but the Khayat case has

caused concern – it should not be matter

of placing this material in the post.”

With highly capable drones able to carry up

to 500 g over a distance of up to 2,000 m

costing less than £ 1,000, all the while re-

cording what they do in high definition

video, the devices pose several varying

threats. Among the potential types of

assault is simply using a drone as a ru-

dimentary guided missile by crashing a

bomb-loaded UAV into a target or pro-

gramming the “follow me” function on

many UAVs to pursue a terrorist who can

then release a device once in a crowd.

In April 2016, then Prime Minister David

Cameron warned fellow western leaders

that drones could be used to launch a

“dirty bomb” attack on European or North

American cities by spraying nuclear or

chemical material over a city using an

aerosol mechanism.


12

France earlier this year unveiled its front-

line defence against the high-tech men-

ace posed by drones. Named after its

most famous fictional soldiers and highly

effective, the counter-measures hail from

a decidedly more ancient school of con-

trolled flight than their targets – falconry.

The golden eagle quartet have been

trained since birth by the French air force

to regard the four-propeller drones as

their food source by attaching meat to

the machines which they must intercept.

According to French commanders, the

results are impressive. A trained eagle can

spot a drone at a distance of more than

a kilometre and take out a machine from

200 m away in 20 seconds.

With more than 2.5 m commercial drones

sold in the US last year alone and a global

market worth at least £ 400 m per annum,

governments face a monumental task

in seeking to regulate and track UAVs.

The British government this summer an-

nounced the introduction of a compulsory

registration scheme for drones weighing

more than 250 g after more than 3,400

incidents involving the devices, including

the smuggling of drugs and weapons into

prisons were reported to police last year.

The use of “geo-fencing”, whereby drones

are automatically programmed not to

enter specific areas such as a zone around

a nuclear power station or airports, is also

being expanded. But such measures may

prove limited effectiveness against a de-

termined terrorist attacker.

The potential for drones to get to close

to a VIP target was highlighted in 2013

when one of the devices landed within

a few feet of German chancellor Angela

Merkel during a campaign speech. In

2015, a campaigner succeeded in land-

ing a drone containing radioactive sand

collected from the Fukushima nuclear

plant on the rooftop of the residence of

the Japanese prime minister. The result

has been a scramble in recent years to

develop countermeasures against drones.

Products on the market range from devices

designed to jam the guidance signal of

UAVs to “kinetic” products which disable

the drone by firing a net to entangle its

rotors. Arthur Holland Michel, co-director

of the Centre for the Study of the Drone,

said:

“ It is now a lot more common for large events to have counter-drone technologies in place, albeit discretely. But questions remain of just how effective they can be.”

Nuclear, Chemical, Biological and Radio

active Risks

Inventive and spectacular ways of killing

people has long been a hallmark of Islamic

State’s modus operandi and recent intelli-

gence reports suggest that the group are

becoming even more ambitious in their

planning.

With the return to the UK from Syria and

Iraq of between 400 – 500 Jihadists coun-

ter terrorism experts are now concerned


13

that IS are planning a “technology trans-

fer” of techniques, substances and tactics

learned abroad for use in Europe.

Use of mustard gas and chlorine against

Kurdish Peshmerga fighters is well doc-

umented, as is research by IS to devel-

op radiological dispersion devices. It is

these technologies that are of particular

concern to the security services but their

concern does not stop there. IS has used

drones for propaganda filming and intel-

ligence gathering for years and last Octo-

ber it used a homemade drone to attack

and kill Peshmerga fighters.

Then in November a secret bomb factory

was discovered in Mosul, Northern Iraq.

The fear is that IS are planning to marry

together two technologies, drones as a

dispersal device and chemical, biological

or radiological material as the dispersant.

The ability to attach an improvised ex-

plosive device (IED) to a drone has al-

ready been demonstrated, and the task of

weaponising a drone to carry a chemical

agent is technically possible, as seen in

crop dusting use.

What is more, the terrorists do not even

need to acquire chemical weapons in

order to create weapons. Even gasoline

spread as a vapour when ignited has 15

times the explosive energy of the equi-

valent weight of TNT. Moreover, even if

the gasoline was simply ignited, its effect

on a crowd would be devastating.

How serious the small drone threat

should be taken is hotly contested in the

counter terrorist community. A Paris style

marauding attack or a rucksack filled with

ammonium nitrate would technically be

an easier terrorist operation to mount and

could cause more carnage than the pay-

load of a small drone. But a drone attack

would be psychologically unnerving and

terror inducing.

Member:

James Hallam Limited SME

www.jameshallam.co.uk

Contact:

Mr. Gary Jago

[email protected]


14

Re-defining the Insurance Experience

In our progressively digital world, buying

processes are changing; manufacturers

are no longer able to dictate choices.

Consumers go out looking for personal-

ised product matches in places that offer

all products including objective infor ma-

tion; Automated platforms where pro ducers

and consumers really connect, match and

transact. All seamless and in real time. As

a consequence, big changes are about to

happen in the Asian insurance industry.

The new digital platform economy,

strength ened by rising financial inclusion

and perso nal spending power, creates a

big opportunity for a branded digital in-

surance market place. Smart insurers in

Asia see the opportunity and will use online

platforms to engage in servicing new and

old customers, while significantly reducing

costs, enabled by our digital processes

and analytics.

Our vision for insurancemarket.sg is

to be an authoritative digital insurance

market place for all insurance products

that connects insurers and customers

and brings a reliable and smooth digital

insurance experience by offering per-

sonalized choice, clarity, convenience

and control.

Our model is an adaptation of the business

model of hugely successful firms such as

Comparethemarket (UK), Moneysuper-

market (UK), Policygenius (US), Cover-

hound (US), Check24 (Germany), Inde-

pender (NL) and many others in Europe

and the US. Each of these is slightly dif-

ferent, but what they have in common is

that they have been very successful by

accurately predicting changes in consumer

behaviour, democratising the insurance

market and providing customers insight

and control.

We have started the development with

personal lines and have recently launched

7 different personal insurance products,

which we intend to increase going for-

ward. Close to 20 insurance companies

have acknowledged the potential of our

platform and have signed up to offer their

products on our website, with others lining

up to join.

In 2018, we will add products for the SME

market to our platform.

Platform Description

As insurance brokers, our task is to find a

best match between the insurance needs

of our clients and the products available

to cover their needs. Our platform effects

that match with best accuracy, maximum

convenience in minimum time.


15

How do we do this?

+ Every policy available on the platform

is analysed in detail and broken down

in many factors and features by ex-

perienced insurance professionals. The

breakdown is used to measure the

coverage quality of a policy and to enable

the feature matching with customer

requirements.

+ Only policies that match the customer

requirements, preferences and profile

are displayed.

+ Every policy available for sale is fully

priced, including promotional and

discount pricing. Prices are stored on

the system or obtained through API’s

with the insurers (API = application

programming interface = a set of clearly

defined methods of communication

between various software components

(i.e. our platform and the insurer’s core

systems).

+ Policies can be displayed and sorted by

price, quality and value for money.

+ For qualitative comparison we also dis-

play policies that we cannot sell. These

are not priced.

+ Clients can drill down into policies to

make detailed comparison or can com-

pare policies side-by-side.

+ Alternatives and add-ons are recom-

mended if we feel that these serve the

customers best interest.

+ Upon selection by the client, every

transaction is immediately fulfilled. The

client transacts with us and pays the

premium to us. We deal with the insurer.

The client does not. The relationship

with the customer is therefore ours and

not that of the insurer. This allows us to

do cross selling and renewals.

+ Customer data is stored in our system in

a customer profile, which the customer

can log into and view and edit to his

convenience. A customer dashboard

provides a comprehensive overview of

all policies and enables downloading,

reviewing and printing. This data will be

automatically loaded when a customer

logs in and buys subsequent policies,

thereby reducing the requirement for

inputs to a few clicks only.

+ Customers will be able to report claims

online.

+ The customer data and the data on their

behaviour will provide a wealth of infor-

mation that will be used by us to improve

customer engagement and be shared

with insurers (anonymised) for them to

adjust their offering with. Eventually, the

insurers will be enabled to adjust their

offering on a real-time basis through

their own portal to the system.

Flexibility

While we initially developed the platform

for direct customers only, we have learned

that there is significant interest from other

insurance businesses to use our platform,

ranging from casual business introducers,

to agents and even insurance brokers who

see it as an efficient way to take care of

their private clients.

We can create a special login to the

system for each producer and all pro-

duction generated via that login will be

allocated to them and commission shared

accordingly.

Other potential uses are for worksite mar-

keting, bancassurance and even powering

an insurance company’s online product

offering.

Expansion into other territories

Now that our platform has been tested,

the time has come to venture into other

territories. We are in discussions with bro-

kers in other countries to license our plat-

form for use in their respective countries.

We invite you to visit insurancemarket.sg

and if you are interested to learn more

about our platform and discuss, how it

could benefit your business, please feel

free to contact us.

Member:

Insurance Market Singapore

www.insurancemarket.sg

Contact:

Mr. Dick Stuip

[email protected]


16

Employee Benefits in FranceGroup Health, Group Term Life and Pension scheme

France has specific and dense regula-

tions and rules, special programs and

labor agreements when it comes to

Social Protection and Employee Bene fits.

Globally, the French Social Security system

is made up of 5 branches:

1. Health insurance

= Assurance Maladie

2. Family

= Allocations Familiales

3. Retirement (pension)

= Assurance Retraite

4. Occupational injuries and & Illnesses

= Accident du Travail et Maladies

Professionnelles

5. Long Term Care insurance (OldAge Ins.)

= Dépendance

Employees and companies contribute di-

rectly to funding the respective schemes.

In addition, companies complete the na-

tional Health and Retirement schemes in

terms of benefits with complementary

benefits to executive and non-executive

workers.

In terms of minimum benefits and fund-

ing structures, complementary schemes

follow global and sector-level rules (or at

company level for the biggest ones).

Here are the three compulsory – or at

least recommended – corporate Employee

Benefits companies need to provide:

1. Group Health

(Complémentaire Santé):

Complementing the national Health

insurance scheme

2. Group Life

(Prévoyance):

Group Term Life including Death or

Permanent Incapacity benefits and

complementing the Health scheme too

3. Pension

(Retraite Complémentaire):

Completing the national Retirement

scheme

Group Health

(Complémentaire Santé)

Group Health aims at covering medical costs

of the employees when not reimbursed by

the National Health Insurance scheme.

+ Although already compulsory in many

sectors and medium and large com-

panies, complementary Group Health

is now compulsory by law since January

2016 (loi ANI) for both executive and

non-executive workers

+ Since, all private-sector employers in

France – regardless of their size and sector

– are required to enroll all employees in a

supplementary Group Health policy that

provides specified minimum coverage

and – at the same time – respects max-

imum benefit limits (in order to control

the cost and ensure the funding).

+ Employers are required to fund at least

50 percent of the premium cost for the

employee-only minimum coverage.

+ Schemes usually offer additional op-

tional levels for the employees and the

family. Companies can – or not – sup-

port part of the optional benefits.

+ Benefits can vary between executive

and non-executive employees

+ Rates apply on the total wages of both

types of staff.

Group Life

(Prévoyance)

Thanks to a financial compensation, this

insurance contract helps covering the em-

ployee and their family in case incapacity

or death.

+ It includes income protection, critical

illness & life insurance all together.

+ Strong guarantees are granted to bene-

ficiaries at lower cost.

+ Rates are based on the status of the em-

ployee (executive or non-executives),

age and medical profile.

Group life is not mandatory but it enables

to benefit from important fiscal and social

advantages for both employer and em-

ployee on their respective contribution.

+ On the one hand, contributions are

de ductible from corporate tax and ex-

empt from employers‘ social security

contributions.

+ On the other hand, contributions are

deductible from income tax – under

certain conditions – for the employee.

Pension

(Complémentaire Retraite)

French retirement system comprises three

levels:

+ Public pensions

+ Occupational pensions

+ Additional (or personal) pension

The first level is funded predominantly by

payroll taxes derived from social securi-

ty contributions. Occupational pension

schemes come in addition to the public

pension. All employees are members of

compulsory supplementary plans making

this private retirement income almost com-

pulsory. The funds are financed according

to the pay-as-you-go system based on

employer and employee contributions.

In order to encourage individual savings,

many French companies have set up

Company Savings Plans as a tax-efficient

savings product for their employees with

the option of an additional employer con-

tribution. That are the so called PERCO

(long-term Company Savings Plan), Plan

d‘Epargne Retraite Entreprises (Company

Savings Plan) and Contrat de retraite à

prestations définies (Company benefit

pension Plan).


17

Member:

Groupe SATEC

www.satecassur.com

Contact:

Mr. Jérôme Soubaigné

[email protected]

An adequate insurance program can be

an asset in many ways:

+ First of all, it allows you to meet your

legal obligations.

+ Moreover, it provides fiscal incentives

for both employee and employer.

+ Eventually, it helps you attracting and

retaining talent as it shows commit-

ment to make long-term investments

in people.

To make sure that your business in France

is attractive and in compliance with the

latest regulations, you can rely on an in-

surance broker.

Longterm Company Savings Plan (Plan d‘épargne pour la retraite collectif or PERCO)

+ Savings blocked until retirement

+ Personal savings completed by

company

+ Can be paid out as a lump sum

without any income tax or as

annuities

THREE LEVELS OF

FRENCH RETIREMENT SYSTEM

FUNDING OF EMPLOYEE’S

HEALTH COVER

50 %

Employer Employee

MINIMAL PACKAGE OF

SOCIAL GUARANTEES

+ Medical consultation

+ Pharmacy

+ Optical

+ Dental care

+ Routine care

Company Savings Plan (Plan d‘Épargne Retraite Entreprises or

« article 83 »)

Company Benefit Pension Plan (Contrat de retraite à prestations définies or

« article 39 »)

OVERVIEW OF SAVING PLANS

Public Additional

+ Private

funded

plans

+ Indivual

saving plans

& insurance

Occupational

+ recipient &

employ ers

pay into

this fund

+ Pension

funds

+ Staterun

pension

system

+ Basic

coverage


18

September 19th, 2017 has become a

historical date in Mexico twice over,

since in addition to commemorating

32 years of the devastating earthquake of

1985 that left more than 10,000 dead, that

same day the country was shaken again by

a very destructive telluric movement. Ironi-

cally, two hours before, a mega-simulation

had been carried out in Mexico City.

The earthquake occurred at exactly

1:14:40 pm and has its epicenter 12 kilo-

meters Southeast of Axochiapan, Morelos,

at the border with the state of Puebla, with

a distance of 120 km of the CDMX. So the

seismic alert sounded almost at the same

time as the tremor.

Collapsed buildings with victims under the

debris, crushed cars and columns of dust

were the outcome of the earthquake that

caused a wave of spontaneous solidarity

that moved in and out of the country.

Instinctively, those who were near the

landslides ran to remove, sometimes

with bare hands, the debris to look for

trapped people, forming human chains

of young people and adults, alone or in

groups, with shovels, buckets, gloves or

the simple tenacity to search and rescue

survivors. The rescue operations did not

stop throughout the night of September

19th – with sirens, heavy machinery and

megaphones – and there were many who

opened their homes to those who needed

a roof to spend the night or just rest for

a few hours. Social networks served to

coordinate spontaneous help as this also

helped people find their relatives.

The human damages in the earthquake of

2017 were:

+ 369 deceased: 228 in Mexico City, 74 in

Morelos, 45 in Puebla, 15 in the State of

Mexico and one in Oaxaca.

+ Total hospitalizations in the capital and

affected states were 337 as of September

29th according to Locatel information.

Regarding the material damages to real

estate, 48.46 % belongs to the private

sector, most of it of housing, and 51.54 %

to the public sector, including the 15

thousand schools in the city and adjacent

states that, according to the SEP (Ministry

of Public Education), had some kind of

damage causing the suspension of classes

for more than a month.

The AMIS (Mexican Association of In-

surance Institutions) reported that the

earthquake of September 19th 2017 is

estimated at a cost of 16,449 million MXP

(822,450 USD), with 38,861 registered

claims (46,453 cases of Property Dam-

age; 2,267 of Automobile, 19 of Life, 120

of Health and two of Funeral Expenses).

However, there are currently damages

pending of assessment and these figures

are not final yet.

The recent earthquake leaves lessons and

challenges for Mexico: to expand the

early warning system for earthquakes and

other phenomena; to invest in technol-

ogy; to develop and to publish risk atlases

for each of the 2,450 municipalities and

32 states of the country, including the

capital; to strengthen the civil protection

Member:

Protección Dinámica

www.protecciondinamica.com

Contact:

Mr. Peter Weber

[email protected]

rescue and resilience capacities of the

population; to improve the construction

standards by monitoring their compliance

and to promote the insurance culture.

In both experiences, 1985 and 2017, the

lesson of Mexican society has been great

in generosity, detachment and solidarity,

without expecting any reward. For the

time being, Mexico is in a reconstruction

process, supporting those affected in the

CDMX and other places reached by the

earthquake.

Earthquake in Mexico


19

As we already had the opportunity

to analyse in the past few months,

technology is certainly an element

that will bring huge benefits to the shipping

industry (more and more accurate instru-

mentation, real-time monitoring with black

boxes…), also because human error is still at

the origin of 75 % of recorded accidents.

The possible future introduction of auto-

nomous vessels could reduce the number

of episodes and at the same time increase

the reliability and the (logistical and eco-

nomic) efficiency of maritime transport;

however, too much reliance on technol-

ogy might also be counterpro ductive, not

just for the intrinsic unreli ability of the

same, but also for the potential risk of cy-

ber attacks which might cause dangerous

hijacking, remote- controlled seizures or

other damages which have been unthink-

able until today: onboard navigational

systems are not protected and can be

easily compromised, often with the un-

willing complicity of the crew.

The issue of cyber attack concerns ship-

owners also in their quality of firms: the

recent episode of the attack on Maersk’s

IT systems (whose estimated damage

amounts to USD 300 mln) is a clear ex-

ample. At the same time all logistics

operators are now exposed, both for their

liabilities with respect to privacy laws in

handling third-party data (including clients

records) and for more dramatic risks.

Serious network violation episodes are

now everyday news: pirates (both “virtual”

and real) can now access the systems of a

logistics operator or carrier in order to

know which goods will be transported by a

given ship or truck, in order to later assault

it (sometimes selectively targeting a single

box or container thanks to barcodes).

Luckily enough, a new awareness of these

risks is arising, also thanks to the com-

mitment of industry institutions (IMO and

BIMCO among the shipping one, but also

some insurers – and Care as a broker –

are starting to deal with the crossroads

between Marine and Cyber): less and less

exposed firms naively admit to be safe and

are ready to commit themselves, in order

to protect their own systems against po-

tentially catastrophic material, economic

and liability consequences, no matter what

their size may be – also through cyber

insurance.

Growing awareness of cyber risks within the transport industry

Member:

CARE International Insurance Broker

www.brokercare.com

Contact:

Mr. Cristian Novelli

[email protected]


20

At our Independence Day Confer-

ence 2017 held in Berlin in June

this year, we were pleased to an-

nounce our strategic alliance with Stead-

fast Group, which has elevated our organ-

ization to a new level.

Steadfast Group, Australia’s largest broker

network with more than 350 broker ages in

Australia and New Zealand, the well-estab-

lished markets in London, its own Lloyd’s

broker as well as the proven innovative IT

platforms will be supporting us in taking

key steps in the strategic development of

our global network.

In the course of this development, we

will be gradually expanding our previous

service range, offering new exclusive

products for the local markets, providing

new unique services in the field of Risk

Engineering and Claims Management,

creating Placing Facilities and establish-

ing mutual Underwriting Agencies – all of

these will be supported by a strong joint

market presence.

The key element of our new strategy is

the establishment of the so-called “Inter-

national Cluster”.

Steadfast, which successfully established

the Cluster Model in Australia and is

currently establishing the Cluster in New

Zealand and Singapore, has managed to

create a strong joint brand for all member

brokers of the network by bundling the

premium volume of every single broker-

age – locally as well as on the inter-

national scale – with the main objective of

generating volume benefits when dealing

with largest international insurance carriers

as well as important local insurers.

Result: At present, members of Steadfast

enjoy much better conditions when placing

business with selected insurers as a member

of the Steadfast network.

+ AIG

+ Allied World

+ Lloyd’s

+ Munich Re

+ Swiss Re

+ Allianz

+ Chubb

+ MetLife

+ QBE

+ Zurich

unisonSteadfast Cluster Model: A global network with great potential

VISIONS OF OUR COMPANY

21

their data by January 1. Should you require

further details or need any clarification,

please feel free to contact us directly – we

will be pleased to answer all your questions.

The first negotiations with the insurers are

planned for the first quarter of 2018.

Phase 2:

Creating transparency of unisonSteadfast

buying power on the global scale as well

as per individual region.

+ Within the scope of our negotiations

with the insurers, we will define their

share in the business with unisonStead-

fast. Based on these values, we can de-

velop a common approach to improve

their position, for example by creating

incentives which can be offered to the

members of unisonSteadfast.

+ Objective: First global partnerships

with insurers by the end of the second

quarter of 2018.

Phase 3:

Giving unisonSteadfast members access

to the existing resources of the Steadfast

network:

+ Access to the own Lloyd’s broker and

selected MGA’s for placement of risks

in the London markets

+ Access to the Steadfast ERATO scheme

for a mutual Professional Indemnity with

a total limit of approx. € 100 mil.

+ Further development of the Steadfast

IT platforms to be used by the unison

Steadfast network on a global scale

We are looking forward to leading our net-

work into a new exciting era with lots of

benefits for our members. We are optimistic

that we will be able to present the first

results soon.

We sincerely thank all our members for

their support and trust.

All insurers mentioned above, who already

support the Steadfast Model, have con-

firmed their interest in commencing nego-

tiations with unisonSteadfast when the

Cluster Model is expanded and established

on the global level.

+ 200 brokers

+ 130 countries

+ 17 bn USD premium

+ 361 brokers

+ 3 countries

+ 5 bn AUD premium

The bundled premium volume of the entire

network promises an excellent position for

unisonSteadfast in the local and interna-

tional markets and a high level of recog-

nition and acceptance among insurers.

The implementation of the Cluster Model

within the unsionSteadfast network will

be carried out in several phases:

Phase 1:

Virtual bundling of the buying power.

+ Determining the market position

of all unison members through the

collection of the following data:

+ Premium volume per international

insurance carrier

+ Premium volume per class of business

+ Average commission per class of

business/region.

A survey was started by KPMG on 9 No-

vember 2017. In response to many requests,

the deadline for the data submission has

been extended until the end of the year.

We kindly ask our members to submit

VISIONS OF OUR COMPANY

+ Legal

+ Contractual

+ Liability

+ Compliance

+ Human Resources

+ Technical

unisonSteadfastnetwork

UnderwritingAgencies

Marketing

ExklusivePolicy

Wordings

Helplines

Marketpower

Exclusiveproducts and

services

Technology

ProfessionalIndemnity

LiabilityInsuranceprograms

Legalassistance

Webinarsand employee

exchangeprograms

ExklusivePolicy

Wordings

Excellentmarket access

(+ Lloyds)

HAVANA / CUBA idc.unisonsteadfast.com

REGISTER NOW!

IMPRINT Environmental plea:

Think before you print!

Disclaimer:

Information appearing in unisonTimesTM is

checked for technical accuracy but is not

intended to provide a basis of knowledge

upon which advice can be given.

unisonSteadfast accepts no responsibility

for any loss occasioned to any person acting

or refraining from action as a result of the

material included in this newsletter.

unisonSteadfast AG

Chilehaus C | Burchardstr. 13

20095 Hamburg | Germany

Tel. +49 (0)40 – 8090729 – 0

Fax +49 (0)40 – 8090729 – 99

unisonSteadfast Corp.

200 S Wacker Drive, Suite 3100

Chicago, IL 60606, USA

Tel: +1 (312) 67 44 939

Fax: +49 (0) 40 80 90 729 99

www.unisonsteadfast.com

Editorial Team:

+ Susanne Adolphy

+ Polina Balko

+ Rolf Diekhoff

+ Cornelia Jürgens

+ Melinda Keller

+ Muriel Mercier

+ Gunda Stichbury

[email protected]

INDEPENDENCE DAYCONFERENCE 2018

11–13June2018

Documents

UNISON TIMES · 2018. 1. 3. · in Berlin in October 2017. With the support of FINLEX, VSMA is going to enter into discussions with the insurance industry to find customized insurance