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We have
applied this evaluation technique to many medium and large
enterprises, which were able to draw on the results obtained
to establish their retention strategy.
- A
major telecommunications operator wanted to build up a reinsurance
programme suited to the structure of its group :
we first analysed the retention levels
of each single business unit and of the entire group. Based
on this, we designed a specific reinsurance programme including
stop-loss cover adapted to the deductible of each business
unit and a global excess stop-loss covering the group's
captive.
- The
chief financial officer of a high-tech company wanted to
replace insurance covers by intra-group loans in order to
avoid taxes on premiums : the
investigations we carried out revealed that the first concern
for most business units in the group was to protect the
ratios deriving from their P&L and not their cash position.
The insurance mechanism in place was therefore to be maintained.
- The
management of a leading industrial company was reviewing
its insurance needs : the
size and financial capacity of the group were so great that
they were planning to retain all their risks. The analysis
showed that this group could indeed afford to retain risks
up to 200 million Euros per year, but that every single
event or accumulation of events reaching 500 million Euros
(or more) still had to be transferred, otherwise it would
lead to a potentially steep decrease in the group's rating.
- A
local automotive company wanted to create a captive
: the analysis proved that the retention
capacity of this Group was too low for such a structure
and that it had to focus on optimizing its insurance cover.
- The
risk manager of a manufacturing company had to explain and
justify to the finance department the risk financing strategy
he had adopted : the
results of our study proved to be a convincing basis for
discussion and facilitated the exchange of views.
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