使保险理赔管理更具可持续性

Along with collaborating with suppliers, insurers havearange of other levers at their disposal, includingchangingpolicy language, rolling out prevention services,developingnew products, or changing underwriting guidance. Forexample, an internal carbon price can be an effectiveway to integrate emissions into existing procurementprocesses and producteconomics.BALANCING CLIMATE AND BUSINESS IMPACTS INTHE CLAIMS PROCESSThe greatest challenge for insurers during this processis identifying strategies that not only cut emissions,butdo so without undermining commercial imperatives.Low-carbon fulfilment, for example, often entails the useofmore expensive materials and processes. Options suchasprioritizing “repair over replace” may displeasecustomerswho would prefer a new item. It is therefore criticaltoevaluate choices based on cost and customerexperiencealongside their potential to reduceemissions.Insurers also must grapple with the disconnectbetweenwhat drives their supply chain emissions and whattheycan directly influence. In a typical P&C claims supplychaininvolving the repair of vehicles and buildings,upstreammaterials such as steel, cement and glass largely driveemissions. Insurers have limited power to impactthesesupply chains. And while they have considerableinfluenceover direct suppliers such as body shops,buildernetworks, and loss adjusters, they hold less swayover material manufacturers and original equipmentmanufacturers (OEMs).Addressing these emissions requires working withothersto build new alliances and ecosystems in variousmarkets.For example, motor insurers could work withindustryassociations, repair networks, parts providers, OEMs,andgovernments to develop sustainable repair standards,increase supply of lower emission parts, and buildcircular supply chains for refurbishedcomponents.Despite what can be a challenging journey, creatinga sustainable supply chain can have measurableimpact. When done well, the process offers insurersthe opportunity to align claims processes with widercorporate sustainability ambitions, engage customers,and create differentiation in the industry. Finally, regulations and investors increasingly requireinsurers to complete this process. Like all businesses,insurers face growing pressure to measure and disclosetheir Scope 3 emissions. This includes the claimssupply chains — Scope 3, Category 1 is, for example,purchased goods and services. In the EU, the CSRDdemands it. So does the climate disclosure requirementof the IFRS, which a growing number of jurisdictionsand investors around the world are adopting. Investorsnow expect companies, including insurers, to disclosetheir Scope 3 emissions. In addition, the full valuechainperspective is not restricted to climate. Othersustainabilitytopics, such as protecting nature and humanrights,increasingly require taking the supply chain intoaccount.BUILDING A SUSTAINABLE CLAIMS STRATEGYUnderstanding the full extent of the claims supplychain’s footprint is necessary, but it is not a simpleundertaking. It involves important methodologicalchoices about what to include. Should downstreamemissions after cash settlement be added? There arealso multiple data and modeling challenges associatedwith estimating the emissions — or other environmentalimpacts — embedded in materials, replacement goods,and repairactivities.These challenges are not insurmountable. Wehavesuccessfully worked with clients and used our 3Dcarbonaccounting business to develop bottom-up estimates ofclaims emissions for our insurance clients, identifyingwhere the main sources of emissions are by line ofbusiness, claims type, supplier and material or activity.By taking this view of the supply chain, insurers cantailortheir sustainability strategy accordingly, prioritizingthemost material drivers of emissions and identifyingthemost important suppliers to work with in addressingthem.We have successfully workedwithclients and used our 3D carbonaccounting business to developbottom-up estimates ofclaimsemissionsOliver Wyman – A business of Marsh McLennan Get started with Oliver WymanOliver Wymanis helping insurance leaders navigate the transition to a low-carbon, climate resilient economy. Mostrecently, we collaborated and presented at COP28 on ‘Building a Climate-Resilient Future’ with the United NationsClimate Change High-Level Champions, the United Nations Race to Resilience, the Adrienne Arsht-RockefellerFoundation Resilience Center, and Marsh McLennan. We have worked with leading insurers on nature-relatedrisks and impacts, and all aspects of sustainability strategy, including net zero and portfolio steering, new productstrategy, and integrating sustainability into underwriting.AUTHORSAnthonyBicePartner, Insurance and AssetManagementanthony.bice@oliverwyman.comKerryAdams-StrumpPartner, Insurance and AssetManagementkerry.adamsstrump@oliverwyman.comOliver Wyman – A business of Marsh McLennanOliver Wyman – A business of Marsh McLennan RobBaileyPartner, Insurance and AssetManag