A presentation by GAB Robins UK Limited May 2004

1. The commercial reality of being a supplier A presentation by GAB Robins UK Limited May 2004

2. Introduction • Margaret Clubley • Managing Director, Claims Management • James Rayner • London Market Director Two different views – one vision

3. The commercial reality of being a supplier • Does the customer know what they want or what they are buying? - the ‘Perfect Solution’ • Client expectations - looking for innovation / added value • Managing relationships - a team approach • Brand reputation • Providing a range of options • Intense pressure on pricing / decisions still made on price • Long term relationships – more beneficial

4. Identifying clients’ needs and purpose • All parties need to work together to achieve business needs • “Teamwork” is an over-used word but it must be involved • Communication is essential • What are the clients key priorities – business drivers • Realistic expectations • Our biggest global clients ask “What can we do to make this work?”

5. Creating a seamless claims service from notification to settlement • Single point of contact • Investment in time from both partners • Communication – who, what, when, where and why • Coordination between desk and field teams, managed contractors, other suppliers etc • Wide range of technical expertise • Access to expert services – lawyers • Collating data from all sources • Delivery and Implementation

6. Adding value in claims handling • Control and management • Data is vital • Flexibility and ability to change rapidly • Technical skills and expertise • Skills in managing relationships • Ability to invest in technology • Brand protection - following Clients Customer Service philosophy

7. Adding value in claims handling • Delivery of data on demand and in correct format • Use of internet • Interactive reporting

9. Price Wars • Cheap and cheerful not the answer • FSA – Insurers and Brokers to examine and justify decision making on outsourcing and service that can realistically be provided for the price agreed • Transparent pricing – have to be able to make a margin • Indemnity spend – more important but not easily measured

10. Price Wars • Hidden costs in moving supplier • Quality service and correct level of experience – you get what you pay for • Expertise not easily measured • Customer retention very important • GAB Robins will not be involved in price wars – damages the industry

11. Loss leading deals: do they have a part? • No – do not benefit any party or the industry • Historically, loss leading deals have not fulfilled expectations • It’s all about indemnity spend and control • Reduce overall cost and impress customers • Service can be tailored to clients price limitations – extremely difficult

12. Is the London Market “special” from the supplier’s perspective • Claims need to be professionally processed as all markets • Different opinions on whether claims handling has to be a core capability • Some traditional programmes in London Market but many complex programmes and processes • Mystique around the London Market

13. Is the London Market “special” from the supplier’s perspective • Claims crucial and Underwriters and Brokers judged on delivery of claims service • Global perspective – GAB Robins offices throughout the world deal with the London Market but we are still learning • Understanding the Market needs – still very personal Market • Payment on time – always a challenge

14. Conclusion • Teamwork • Long-term partnerships • Communication • Investment of time • Recognising all business needs • Each business must make a profit Two different views – one vision