In this series, the Gallagher Research Centre (GRC) talks to academics and industry innovators whose work has had a profound impact on the reinsurance industry.
The Luminaries Interview Series

In this first interview of the Luminaries series, the GRC catches up with Dickie Whitaker (cofounder of open catastrophe modelling initiative, the Oasis Loss Modelling Framework and Lighthill Risk Network) to know about the importance of research and development (R&D) investment.

Having set up a number of initiatives aimed at driving greater innovation and collaboration within the industry, how do you see the role of independent research within reinsurance?

Research and development forms the backbone of productivity and innovation for society. Over the years, R&D has increasingly been at the centre of the evolution in risk management, but from a low base. One of the more recent drivers of this was the influx of talent moving from academia into the reinsurance industry. With that came a different way of looking at the risk(s) — it brought a different discipline, more independence and objectivity, and more expertise. While research has brought minor improvements to the main models, I don’t think we’ve gone far enough. As it stands, the insurance sector still has one of the lowest rates of R&D investment compared to other sectors, and we need a broader and deeper integration with current areas of research.

Investment in R&D

R&D expenditure data from 2020 (taken from European Union financial disclosures) showed only one insurer within the top 1,000 of 2,500 global firms.1 Insurers listed proportionally spent <2% of revenue on R&D compared to the 14% spent by the lists top ten companies. Hardware, healthcare and software invest 23%, 21% and 19% on R&D each year.2 The low investment is despite repeated evidence of the commercial benefits to businesses. A UK government study by the Department for Business, Innovation and Skills in 2015 estimated that R&D investments provide a return on investment of 30%.3

The Luminaries Interview Series: Dickie Whitaker

Have research trends changed within the reinsurance market in recent years?

There’s much more innovation than there used to be in the re/insurance market but it’s often unfocused, reactionary. For example, when a major catastrophe happens, there’s unsurprisingly a push for further innovation in that field to better understand, model and price the risk. While that’s understandable, it’s also very inefficient. Research and development in insurance needs to be more strategic and focused.

One of the blockers to innovation in catastrophe modelling within the industry is a belief that some things are just ‘too hard’ to model. Business interruption is another good example of this. I don’t see any fundamental barrier to why this coverage can’t be better modelled. The key to solving many of these problems is making sure we look at the problems collectively, as an industry. It’s only by getting all parties around the table that we can help answer these questions. This is one of the key tenets behind Oasis and the Lighthill Risk Network — to provide an open framework, transparent and accessible to all. Collaborative approaches for complex systems.

Which areas of research could have the most transformative impact on the reinsurance market?

Strategic risk is the biggest concern faced by any company and industry. It’s the reason so many companies fail or decline. I see little focus around this which should be a key priority on R&D and innovation. We can, however, see some obvious candidates such as emerging risks around cyber and climate change and more focus on technology. Within these are the wealth of interesting questions like the climate change, it impacts every part of the world and every line of business. From the direct impacts of changing windstorms, floods, and droughts on global property cat lines to contingent risks of food security and supply chain risk.

Strategic Risk

Strategic risk is defined as the internal and external shocks that can impact an organisation. More typically, these relate to the failure of companies in their planning and execution of company objectives. There can be many causes. Of the Fortune 500 companies that existed in 1955, 88% had gone by 20142.

Measuring Strategic Risk

Types of Strategic risk may include:

  • Change: structural or operational changes failing/failure to innovate in a changing market.
  • Competitive: losing out to competitors.
  • Regulatory: failure to comply with changing regulations in an industry sector.
  • Economic: risks arising from changes in the policy landscape or legal frameworks that a company operates in.
  • Management: the risk of poor strategic planning or ineffective communication.
  • Reputational: the risk from product or compliance breaches on a company’s reputation.

The Luminaries Interview Series: Dickie Whitaker

Looking into the future, where do you see the biggest research challenges and how do we overcome them?

Research into systemic risks like global inflation and climate change are definitely up there. Along with the COVID-19 pandemic, we’ve all been blind-sided by the economic and energy crises compounded by the Russia/Ukraine war. It impacts all insurance lines and coverages.

In terms of how we overcome these challenges, research needs to be mostly collaborative and open. By setting up industry initiatives like Oasis, it provides us with an open platform, a common language for everyone to engage with. Dickie Whitaker was interviewed by GRC Research Director, Iain Willis.

The Gallagher Research Centre (GRC) is a dedicated fund for collaboration between academics and the reinsurance industry. It provides access to independent, peer-reviewed academic work to support applied innovations across all Gallagher Re’s advisory and transactional products related to both natural and human-made perils.