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Better Tomorrow In association with

Motor Claims

Mobility in insurance

MOBILITY & CLAIMS MANAGEMENT CONFERENCE Thursday 16 October 2025 British Motor Museum, Gaydon

ILC

iloveclaims.com

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Contributors

The views and opinions expressed within Better Tomorrow are reported from live events and are those of the individual contributor/s. They do not necessarily reflect the official policy or position of the contributor’s employer, organisation, committee or other group or individual. ILC While every effort has been made to ensure the accuracy of information, ILC will not accept responsibility for errors or omissions or for consequences arising from reliance on information published. The opinions expressed in Better Tomorrow are not necessarily the opinions of, or endorsed by ILC unless otherwise stated.

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ILC MOBILITY IN INSURANCE CONFERENCE 2025

Contents 06

A vision for a better tomorrow Chris Ashworth

Facing change: how honesty, vision, collaboration and consistency can transform an industry Simon Farrell

Driving progress: what would it take to encourage wider adoption of the GTA?

Chris Ashworth & Matt Thorby

Matt Rowland, Joseph Bailey, David Eldridge, Alina Schatten & Phillip Witterick

GTA2: A framework for collaboration, clarity and continuous evolution

A single version of the truth: data, collaboration and the evolution of the GTA

Uncovering the hidden cost of vehicle crime Paul Gerrish & Phil Pentelow

Chris Ashworth, Becky Fairbairn, Pete Highfield, Anthony Hughes & Christophe Leemanyan

Better Tomorrow

Evolving vehicles, shifting expectations

Paul Sell

The road ahead: electrification, supply strain and claims impact Chris Ashworth, Richard Steer, Gavin Gleed, Chris O’Rourke & Andy Whatmough

A bold new approach to credit hire resolution Anthony Hughes, James Driscoll, Leeann Chamberlain, Emma Fuller & Stewart McCulloch

Niche mobility in focus Chris Ashworth, Shaun Cunningham, Jodi Daubney, Phil Day, and Garry King

Powering customer connection with automation Ben Taylor

ILC Mobility in insurance Conference 2025

ILC MOBILITY IN INSURANCE CONFERENCE 2025

A vision for a better tomorrow Chris Ashworth Founder ILC

ILC

Opening the inaugural ILC Mobility in Insurance event, ILC Founder and Motor Sector Lead, Chris Ashworth set the tone for a day built on collaboration, creative thinking and positive progress. Speaking to a full audience drawn from across the insurance, mobility and credit hire sectors, Chris underlined the purpose behind the gathering: to create a shared space for conversation and cooperation among insurers, mobility providers and supply chain partners. “The idea for this event was born a couple of years ago,” he explained, recalling discussions during his time on the board of The CHO (Credit Hire Organisation). “We wanted to bring together the insurance community and the mobility community - and all the associated supply chain - to discuss the opportunity to collaborate and work better tomorrow.” What began as a conversation about participation in an AGM has now evolved into an ambitious, forward-looking forum - one that ILC plans to make an annual fixture. The aim: to shape a ‘better tomorrow’ by enabling open dialogue, sharing insights and identifying actionable steps toward a more collaborative future.

“We needed an event where we could bring together the insurance and mobility communities to collaborate and work better tomorrow.”

Better Tomorrow

A platform for collaboration and change

The conversation also turned to the need

Chris reflected on the growing need for cross-sector

impending publication of the Motor

dialogue within mobility and insurance, noting that

Insurance TaskForce report, which,

while much progress had been made - especially

together with the recent FCA study,

under the General Terms Agreement (GTA) - the

reinforces the importance of continued

challenges facing the market demand continued

reform and dialogue in mobility and claims

cooperation.

management.

“Some of the challenges you hear about, particularly

With so much movement in the sector, Chris

on supply chain, impact all of us, not just one side

noted, it’s little wonder that mobility and

rather than the other,” Chris reminded delegates.

insurance remain “hot topics for the months

“The event is about creating a platform to discuss

to come.”

those common challenges and to leave with new connections, fresh ideas, and maybe even a few

for a pre-action protocol, as well as the

Creative thinking as a catalyst

business cards that turn into opportunities.” Beyond policy and process, Chris made a The event’s theme of collaboration emerged as both

compelling case for creativity as a business

a guiding principle and a rallying cry. Recent industry

competency. In an industry driven by data,

forums, Chris noted, have shown that collaboration

regulation and technical expertise, he

consistently tops the list of what stakeholders believe

argued that imagination and openness

is most needed to overcome current pressures - from

to new ideas will be critical in designing

claims inflation to regulatory reform.

tomorrow’s solutions.

Industry momentum and shared challenges

“We don’t often get the chance to think

Chris placed the event in the wider context of an ‘event

collaboration to build some of the solutions.

season’ rich with conversation and insight across the insurance and mobility sectors. He cited the Verisk conference and the Consumer Intelligence report on consumer attitudes toward mobility, as well as the specialist ABI event, which had hosted a “great panel discussion on the future of credit hire.” Drawing on themes from these industry gatherings, Chris outlined how regulatory clarity and alignment are beginning to take shape. He highlighted two key

creatively in our day jobs,” he said. “But it is going to take creativity and it is going to take And I guarantee you that if you have some of those great conversations, you’ll create exciting opportunities for both you and your business.” He illustrated this point through a personal reflection on one of the standout speakers from the Verisk conference - Duncan Wardle, former Head of Innovation at Disney. Duncan, Chris recalled, was “the

areas discussed at the ABI event:

best speaker I have ever seen at a business

•

Personal injury claims, once a major concern, are

creative potential and embedding

now viewed as relatively stable.

innovation within corporate culture.

Credit hire regulation, however, remains a pressing

Duncan’s method, he explained, starts

focus, with the ABI expressing strong support for

with energisers or warm-up exercises

FCA regulation and commending the progress

that reframe the way people think and

made under the GTA.

communicate - techniques that could

•

event,” known for his insights into unlocking

equally apply to conversations within insurance. Chris invited delegates to adopt a similar mindset during the day’s sessions.

ILC Mobility in insurance Conference 2025

A VISION FOR A BETTER TOMORROW

From ‘No, because’ to ‘Yes, and’ In one memorable example from Duncan’s talk, Chris described an exercise that forced participants to change how they respond to ideas. Delegates were asked to pair up one pitching an idea, the other responding with “No, because…” to every suggestion. The result was predictable: the conversation

Conclusion: building a better tomorrow Chris closed his address with a challenge and an invitation. The challenge: to think differently, listen actively and collaborate openly. The invitation: to build a ‘better tomorrow’ together.

stalled. But when the same exercise was

He said. “When we combine creativity with

repeated using “Yes, and…” instead, energy

collaboration, we can build something truly

and engagement surged.

transformative for this industry.”

“When we did this exercise in the room,” Chris recounted, “the conversation lit up volume, engagement and collaboration all went up.” It was a powerful metaphor for the kind of open, constructive dialogue ILC hopes to foster through its Better Tomorrow ethos. The message was clear: progress depends on positive, forward-thinking collaboration - on saying “Yes, and…” instead of “No, because.”

A future built on collaboration Throughout his opening address, Chris wove together three recurring themes collaboration, creativity, and optimism. These principles, he argued, are not only the foundation of the event but also the building blocks for the sector’s future. He urged attendees to “make the most of the opportunity”, to share perspectives, challenge assumptions and build connections that extend beyond the day itself. ILC’s mission, he reminded the audience, is to create an environment that inspires better conversations - and, in turn, better outcomes. “Our own views at ILC, we try to stay agnostic,” he said. “But we do believe in a better tomorrow. We do believe in creative thinking, and we do believe in collaboration.”

“It’s going to take creativity and collaboration to build the solutions of tomorrow.”

Better Tomorrow

“Try answering with ‘yes, and…’ instead of ‘no, because…’ The conversation changes completely.”

ILC Mobility in insurance Conference 2025

ILC MOBILITY IN INSURANCE CONFERENCE 2025

Facing change: how honesty, vision, collaboration and consistency can transform an industry Simon Farrell Founder Another Way

When Simon Farrell, Founder of Another Way, took to the stage, he did not begin with industry statistics or trends. Instead, he invited the audience to close their eyes. “Think of one thing you could change that would make you more proud of this industry,” he said. Once the room had reflected, Simon asked everyone to write that one thing down on their phones - and then to share it with the person sitting next to them.

That exercise - simple, personal and disarming - set the tone for what followed: an unflinching, deeply human exploration of change, and how individuals and industries can transform for the better. “The chances are the person next to you can’t help you with that one thing,” Simon continued, “but there are 300 other people in this room who can. At least one of them will be able to help you make that change and they want to see it happen too.” It was a powerful metaphor for the event’s central theme: that progress begins with connection - talking openly about what needs to change and then working together to make it real.

Better Tomorrow

A journey through darkness

From rock bottom to recovery

Why change so often fails

Simon’s own story is one

Simon’s turnaround began

To frame his ideas, Simon began

of profound personal

when he entered the 12-Step

with a sobering statistic: 76%

transformation. He spoke

Programme of Recovery, a

of business transformation

candidly about the time when, as

framework most associated

initiatives fail.

a successful marketing agency

with addiction support groups

co-owner, he appeared to have

such as Alcoholics Anonymous.

everything - a thriving business,

What he discovered was not

awards, and professional

just a pathway to sobriety but a

recognition - yet privately battled

universal model for change - one

with anxiety, fear and a growing

that, he argued, applies as readily

dependence on alcohol.

to businesses and industries as it

“What you couldn’t see from

does to individuals.

the article in The Scotsman

“The 12 steps are profoundly

[reference an interview article

relevant for any process of

highlighting his business

change,” he explained. “Whether

success] was just how much I

it’s an addict, a person, a

was struggling,” he said. “I was

business, or even an entire

filled with fear and anxiety, and I

industry.”

treated that anxiety with alcohol.”

Now over six years sober, Simon

His honesty held the room. What

runs two successful ventures -

began as “a couple of pints to

a coaching business that helps

take the edge off” escalated

leaders navigate change and a

into addiction. By 2016, he was

recovery house that supports

drinking throughout the day

those transitioning out of rehab.

- hiding bottles, deceiving

He’s also an author, with his

colleagues, and ultimately

book The Habits of Happiness

being dismissed from his own

exploring how self-awareness

company.

and daily action can transform

Then came tragedy. A year after

lives.

“As an audience of business leaders,” he joked, “if we were taking an exam on how not to make transformation stick, we’d be A-class students.” The reason, he said, lies not in ignorance but in avoidance. “We’re actually very good at identifying what needs to change. We’re just not very good at doing it.” Whether it’s personal habits, corporate goals, or industry-wide reforms, the pattern is the same. “We want the results, but we’re not willing to go through the messy, uncomfortable process of change to get there.” It was this discomfort that Simon sought to address, introducing four guiding principles drawn from recovery philosophy and personal experience - a practical framework to make change not

losing his job, Simon’s wife was

His message was not one

diagnosed with cancer and

of perfection or instant

passed away just six months

transformation, but of progress

later. Alone with four young

built patiently and persistently -

children and no steady income,

“one choice at a time, one day at

he spiralled further.

a time.”

easy, but bearable and, crucially, achievable.

“If you’d asked me what I was proud of back then,” he said, “the answer would have been nothing.”

ILC Mobility in insurance Conference 2025

“We want the results, but we’re not willing to go through the messy, uncomfortable process of change to get there.”

AND CONSISTENCY CAN TRANSFORM AN INDUSTRY

FACING CHANGE: HOW HONESTY, VISION, COLLABORATION

1. Honest, open-minded and willing conversations

That act of redefinition changed everything.

Simon’s first principle was the HOW

He encouraged delegates to do the

approach - short for honest, open-minded

same - not to define their industry by its

and willing.

technicalities or constraints, but by its

He shared how honesty became the foundation of his own recovery, describing the moment he first admitted the full extent of his problem. “It took courage to be that honest, but it was absolutely necessary for the process of change.” The same, he said, applies to business and industry. “When was the last time you had a truly honest conversation about the problems you’re facing as an industry?” Real progress, he argued, requires mutual ownership. “When both sides take responsibility for the part they’re playing in a problem, the conversation moves from blame to ‘how do we fix this together?’”

2. Reimagined identity and vision The second principle centred on vision - or what Simon called a reimagined identity. True change, he argued, is not about behaviour modification but about shifting how we see ourselves. When Simon first became sober, he transitioned from identifying as a “functioning alcoholic” to a “recovering alcoholic,” but even that, he said, was not enough. He wrote a new identity for himself: “I am a contented and energetic writer and businessman who feels the full rapture of being alive every day.”

purpose. “Rather than focusing on policies and processes, think about restoring family lives or delivering peace of mind. Imagine the industry you’d be proud to be part of - and build from there.” He drew parallels with James Clear’s Atomic Habits, noting that identity-based change is more enduring than behaviour-based change. “When you change how you see yourself, behaviours naturally follow.”

3. Collaboration: the fellowship of change Simon’s third principle echoed the central message of the day: collaboration. Drawing from his recovery experience, he described how essential community was to sustaining transformation. “When I joined the 12-step programme, I was surrounded by people going through the same thing - I had a sponsor, meetings, a network I could call at any time. It was called a fellowship for a reason.” He urged the industry to adopt the same model. “You can’t change alone. You have to work together to make the change happen.” Anticipating the reservations of an audience of competitors, Simon offered a reframing: “Don’t think of the people around you as rivals or enemies. Think of them as coconspirators for change.”

“When both sides take responsibility, the conversation moves from blame to how do we fix this together.”

Better Tomorrow

It was a challenge, but also a call to unity. “You’re all facing the same customers, the same frustrations,

Conclusion: the courage to begin

the same reputational challenges. You can make

Simon closed with a reminder that change is not a

things better - but you have to do it together.”

question of ability, but of intent.

4. Persistent daily progress

“The question isn’t whether you can change,” he said.

Finally, Simon spoke about persistence - the need to

and whether you’re willing to do it together.”

show up every day, even when progress feels slow.

“The question is whether you’re willing to change -

His story - from crisis to clarity - stood as a testament

He recounted his early relapses, noting that 72% of

to that belief. “Six years ago, I thought my story was

people leaving rehab drink again within a year. “That

over. Now I own two businesses, I’m an author, and

figure used to terrify me,” he said. “But now I see it

I get to talk to people like you about change. That

differently. Change doesn’t happen in one big action.

didn’t happen because I’m special. It happened

It happens in the small choices we make every day.”

because I followed these principles.”

For businesses, the same principle applies.

As the audience reflected, his final words captured

“Companies don’t transform by publishing a strategy

both hope and accountability:

or pinning up motivational posters. They change by making good choices - one day at a time.”

“You can be the change you want to see. You can

He urged delegates to return to the “one thing” they

do it together - one day at a time. And you can start

had written down at the start. “What could you do

today.”

build the future you want to become. But you have to

tomorrow that moves you closer to that change? Not next month - tomorrow.” The message was one of collective momentum: “Imagine if all 300 of you did that tomorrow - and then again the next day. That’s how industries change.”

The power of willingness In a brief Q&A that followed, ILC Founder Chris Ashworth asked Simon for examples of positive change he had seen through this framework. Simon’s answer was direct and heartfelt. “Change happens when there’s willingness,” he said. “It starts with individuals acknowledging there’s a problem and wanting to make it go away. When people are willing - and you create spaces for collaboration like today - that’s when progress begins.” The exchange neatly tied together the event’s core message: that progress depends not only on insight, but on courage - the courage to be honest, to collaborate, to persist, and to care.

ILC Mobility in insurance Conference 2025

“The question isn’t whether you can change. It’s whether you’re willing to change and willing to do it together.”

ILC MOBILITY IN INSURANCE CONFERENCE 2025

Driving progress: what would it take to encourage wider adoption of the GTA? Matt Rowland

Joseph Bailey

Head of Marketing and

Senior Policy Advisor,

Business Development

General Insurance

The CHO

ABI

David Eldridge

Alina Schatten

Director of Client Services

VP, Motor and Injury

& Innovation

Claims

Robertsons

Intact Insurance

Phillip Witterick Commercial Director Auxillis

“You want people to join the GTA because they’re incentivised to - not dragged in kicking and screaming.” Phil Witterick

Better Tomorrow

A standout panel session brought together industry leaders to tackle a complex and critical question: what would it take to encourage wider adoption of the GTA (General Terms of Agreement)? The discussion, chaired by Matt Rowland, Head of Marketing and Business Development at

Phil’s perspective highlighted an important tension: while market conditions squeeze providers, expectations of service quality remain non-negotiable. As he noted, “It’s our chief objective every day, every week, every month.” The discussion then turned to the insurer’s viewpoint, as Alina Schatten, newly appointed to lead the motor and injury claims division at Intact Insurance (formerly RSA), reflected on her first six months in post.

The CHO, assembled a panel representing diverse viewpoints across the mobility, claims and insurance

“Fifty to seventy percent of cases still require negotiation. The rules aren’t black and white enough.”

sectors. Panellists included Phil Witterick, Commercial Director at Auxillis; Alina Schatten, VP – Motor and Injury Claims at Intact Insurance; David Eldridge, Director of Client Services and Innovation at Robertsons; and Joseph Bailey, Senior Policy Advisor for General Insurance at the ABI. The session aimed to unpack not only the practical barriers to GTA

Alina Schatten

adoption but also the philosophical divide between self-regulation

The insurer view: complexity and opportunity “Motor is its own beast,” Alina observed. With over a decade in the wider insurance market, she noted how uniquely complex and opaque motor claims can appear to outsiders. “If you’re not close to it, you don’t see the intricacies behind the scenes.” For Alina, the opportunity lies in collaboration and differentiation.

and statutory intervention, and to explore how

With the commercial motor market softening

collaboration could drive meaningful progress.

and prices falling, she argued that service - not price - will define success. “It’s a challenging

Balancing costs, customers and collaboration Opening the discussion, Phil Witterick was quick to underline the economic headwinds facing the mobility and claims sector. For service providers, he said, the biggest challenge isn’t just compliance or regulation - it’s maintaining exceptional customer service in the face of sustained cost pressures. “The key challenge is maintaining outstanding customer experience against inflationary headwinds,” said Phil, citing rising costs across labour, materials, and insurer contracts. “Eroding margins are a reality, but customer

time to be an insurer in commercial lines. The service we deliver is what differentiates us.” She also pointed to supply chain issues and a monopolistic environment where many insurers and CHOs rely on the same partners. “We all want to work with fantastic suppliers,” she said, “but the challenge is how we differentiate while still collaborating.”

Trust, transparency and the GTA David Eldridge of Robertsons brought an intermediary’s perspective, describing a persistent trust gap between insurers and credit hire organisations (CHOs).

expectations remain the same.”

ILC Mobility in insurance Conference 2025

ENCOURAGE WIDER ADOPTION OF THE GTA?

DRIVING PROGRESS: WHAT WOULD IT TAKE TO

“There’s probably not as much distance

He confirmed that the ABI supports

between us as we think,” he said. “Both

FCA regulation of all CHOs and short-

sides ultimately want the best outcome for

term credit hire agreements, along with

customers. But a lack of trust stops the best

a pre-action protocol to introduce clear

deals and the best collaboration from going

notification and disclosure requirements.

ahead.”

While the association sees some merit in

He acknowledged that while claims inflation is a shared concern, much of it stems from factors outside the industry’s control - such as the cost of vehicles and people. Where the sector can improve, he suggested, is in efficiency and communication. “We can deal with inflation by handling claims better and working more effectively with one another.” The theme of collaboration threaded through the session - a word invoked repeatedly by all speakers and one that has become central to

a mandatory GTA, Joseph acknowledged that it’s “not an immediate priority,” given the complexity involved and need for proportionality involved.

Voluntary Vs mandatory: a dividing line Phil argued that while mandatory participation could bring consistency, the GTA must first earn credibility and clarity. “You want people to join because they’re incentivised to - not dragged in kicking and

ILC’s ‘Better Tomorrow’ ethos.

screaming.”

The ABI perspective: regulation and reform

He cited ambiguity in the current framework

From a policy standpoint, Joseph Bailey provided a regulatory lens, outlining the ABI’s priorities around affordability and governance. “Our priority is supporting motor insurance affordability,” Joseph stated. Despite average premiums falling by £60 in the past year, insurers are paying out record levels in motor claims - over £3.1bn in Q2 alone. “We’re focused on the underlying drivers of claims cost inflation, and credit hire is an important part of that picture.”

as a major deterrent. “There’s frustration. The rules are grey, and those grey areas get gamed by both sides. There are no real consequences, and penalties - if they exist aren’t enforced.” For David, the GTA remains a valuable framework - but one in need of clearer accountability and measurable outcomes. “Someone has to be able to ask, ‘How are you performing against this framework?’” he said. “Who’s delivering the best key-to-key times? Who’s managing repair periods most effectively?” Alina echoed this sentiment, expressing surprise at how much friction still exists within a system designed to simplify claims. “I expected it to be more seamless,” she admitted. “Fifty to seventy percent of cases still require negotiation. That tells us the rules aren’t black and white enough.” For her, the solution lies in greater clarity and simplicity, with a focus on speed and transparency. “If we can make it frictionless, we’ll all benefit - insurers, CHOs, and most importantly, customers.”

Better Tomorrow

Enforcement, evolution and the GTA2 The panel agreed that the GTA has value - but only if its framework evolves. Joseph noted that work on ‘GTA2’ is already underway, seeking to tighten rules, improve enforcement, and introduce independent alternative dispute resolution (ADR) to remove grey areas. “The challenge is achieving better enforcement without undermining the voluntary nature of the agreement,” he said. “That’s a tough nut to crack.” Phil added that any evolution must be proportionate. “We have to target the areas of greatest harm,” he cautioned. “Inflationary pressures and repair delays are far bigger drivers of cost than mobility.” David voiced concerns about some proposed GTA2

Common ground: the customer at the centre Despite differing views on regulation, all panellists converged on one unifying principle: the customer must remain at the heart of the GTA’s evolution. “Everyone wants the same thing,” David summarised. “A customer has an accident, gets a replacement car, their vehicle’s repaired quickly, everyone pays what’s fair, and everyone’s happy.” The discussion rounded-out with a brief outlook for the future: •

arrangement, appropriate rates in line with

changes, particularly around removing certain legal

inflation, and automation that makes the

arguments that smaller MGAs (Managing General

process seamless for customers.”

Agents) depend upon to manage costs. “For smaller insurers, that’s a real worry,” he said. “If you take away

Alina envisioned “clarity around the

•

Joseph reaffirmed the ABI’s call for FCA

established legal routes, you risk alienating those

regulation and pre-action protocols,

who can least afford it.”

alongside measures to improve evidence

Data, automation and the future framework As the debate evolved, the panel turned to technology’s role in making claims handling more consistent and efficient. Both Phil and David saw potential for automation within protocols to deliver measurable performance and cost control. “Protocols have the advantage of being data-driven,” Phil noted. “They use real performance results,

consistency and tackle dishonesty. •

Phil closed on an optimistic note: “There’s a will for reform and for self-regulation. The narrative is moving toward collaboration, and that’s encouraging.”

Matt drew the conversation to a close by returning to ILC’s core message: collaboration. As he put it, “It all comes back to the customer journey and consumer duty. Everything we do must serve the customer first.”

can adapt dynamically, and create operational efficiencies.” David agreed, adding that automation only works if exceptions are monitored and performance measured. “We all want automation and frameworks that integrate with technology,” he said. “But it has to be transparent and accountable.” The conversation closed with a shared belief that while automation can streamline operations, human collaboration remains essential to achieve fairness and trust between insurers, CHOs and customers.

ILC Mobility in insurance Conference 2025

“Everyone wants the same thing - for the customer to get their car back quickly, everyone to pay what’s fair, and everyone to be happy.” David Eldridge

ILC MOBILITY IN INSURANCE CONFERENCE 2025

A single version of the truth: data, collaboration and the evolution of the GTA Chris Ashworth

Matt Thorby

Founder

Head of Motor

ILC

Verisk

ILC

A special fireside chat brought together ILC Founder and Motor Sector Lead, Chris Ashworth, and Matt Thorby, Head of Motor at Verisk, to explore one of the most fundamental questions facing the industry today - what would a single version of the truth look like for the mobility and credit hire sector?

Chris and Matt dug deeper into how data integration, technology, and industry-wide cooperation could underpin the next phase of GTA evolution.

Matt’s story: a lifetime in claims Chris opened by inviting Matt to share his professional journey - a 38-year career that has seen him work across every facet of the claims landscape. Matt began at the Reading branch of Eagle Star “straight from school, writing

The conversation followed on from the

cheques and posting files in the days before

morning’s panels focused on the General

computers.” The experience, he said, was

Terms Agreement (GTA) and its role in

an education in the fundamentals of claims

improving transparency, consistency, and

handling - “a bit chaotic, but a sharp learning

collaboration across insurers and credit

curve.”

hire organisations (CHOs). In this session,

“The willingness to collaborate is the part we need to address. The data and technology already exist.”

Better Tomorrow

Verisk’s role in the motor ecosystem

From there, his path took him through turbulent times - including working in London after the 1987 financial crash, where Eagle Star’s exposure to mortgage

Chris noted that not everyone in the

guarantees saw Matt “writing cheques for millions of pounds to lenders forced to repossess homes.”

audience may fully understand Verisk’s reach in the UK insurance market, and invited Matt to outline the company’s portfolio.

He later managed property claims, IT projects and procurement before moving to Zurich, and then on to Hastings Direct,

“We start right at the beginning of the claims lifecycle,” Matt explained. “We work with

where he and Chris first worked together. As Head of Change at Hastings, Matt led the implementation of Guidewire for claims -

police forces and recovery agents to identify stolen or recovered vehicles and notify insurers.”

“a seven-month project, which we completed on time and set a ‘world record’ for speed.” That period of intense transformation taught him about the scale and complexity of modernising claims systems in fast-growing businesses. “It wasn’t just a full-time job; it was an all-the-time job,” he laughed.

He went on to describe Verisk’s

“12% of GTA claims are paid in full, and outside the GTA that figure drops to 10%. We have a long way to go.”

His time as Technical Claims Director at Hastings saw him oversee third-party claims, large loss, intervention and credit hire - an experience that would shape his deep understanding of the insurer-CHO dynamic. After nearly three decades in corporate insurance, Matt sought to switch sides and bring his expertise to the supplier and technology world. “I’d always enjoyed working with Verisk and the people there,” he said. “They brought technology to market to solve real problems.” He joined Verisk six years ago and now oversees the company’s entire motor portfolio, encompassing claims solutions, analytics, and data platforms that are used by many of the UK’s largest insurers.

digital no-code platform, used for everything from first notification of loss (FNOL) to customer satisfaction tracking, and its AI-powered vehicle inspection tool, which can determine whether a car should be repaired or written off, automatically assessing up to 200 parts and severity levels.

“It’s hugely useful to insurers, helping digitalise the customer journey and speed up onboarding without needing a physical inspection,” Matt said. The company’s Verify platform, he added, is a cornerstone of UK claims operations, facilitating over one million insurer-toinsurer transactions each year. “We’ve got 20 insurers signed up, all the big brands you’d expect,” Matt noted. “And on the credit hire side, 16 insurers and around 20 CHOs use it to upload and transact data - simplifying the process and improving efficiency.” This unique vantage point, he said, gives Verisk visibility across the entire credit hire and mobility ecosystem. “We see around a quarter of a million claims flow through each year, which lets us identify patterns, spot emerging trends, and understand where inefficiencies and opportunities lie.”

ILC Mobility in insurance Conference 2025

COLLABORATION AND THE EVOLUTION OF THE GTA

A SINGLE VERSION OF THE TRUTH: DATA,

Towards a single version of the truth

Benchmarking, disparities and the data story

Chris then asked the central question:

Drawing from Verisk’s datasets, Matt

with access to so much interconnected

revealed striking insights into how claims are

data - claims, underwriting, vehicle

currently resolved.

history - what would a single version of the truth look like across these sources, and

Across the market, he said, around 60–65%

how could it unlock measurable benefits?

of credit hire claims are now transacted

Matt responded with conviction: “It’s

based or independent. “That’s a good thing,”

absolutely possible.”

he noted. “Protocols improve transparency,

He explained that technology and data aren’t the barriers - willingness is. “The

under some form of protocol - either GTA-

create strategic conversations, and bring certainty of payment terms.”

willingness to collaborate is the part we

However, discrepancies remain vast. Out of

need to address. The data exists. The

approximately 15,000–20,000 settled claims

technology exists. What’s needed is

analysed over six months, 12% of GTA claims

agreement.”

were paid in full, and just 10% under common

He used mobility and credit hire

law.

as examples. Tools already exist to

“The average deduction from a GTA claim is

streamline contentious areas such as

over £900,” Matt said. “Outside the GTA, that

impecuniosity assessment, vehicle

rises to over £3,000.”

matching, and GTA compliance, removing unnecessary conflict. “If both sides are using the same tools to group vehicles, for example, that’s one less argument to

These figures, he argued, underscore both the scale of inconsistency and the opportunity for reform through better

have,” Matt said.

data governance - something that the

The missing piece, he argued, is in repair

address.

duration - cycle time. “The key-to-key measurement just isn’t accurate enough today to support a genuine single version of the truth,” he admitted. “And I’m not sure all credit hire organisations would willingly share that data yet.” Chris agreed, noting that cycle time is an issue across the board. Both agreed that publishing industry averages could help drive transparency and fairness. “This is within our gift to solve if we really want to,” Matt said. “The data’s there. We just need the willingness to share it.”

forthcoming GTA2 framework is designed to

“It’s a big task,” he acknowledged. “But it’s not immaterial - it’s vital if we want fairness and efficiency.”

Global examples: collaboration in action When asked whether Verisk could act as a central data custodian for the UK market - balancing neutrality with insight - Matt pointed to successful examples overseas. “In the US, our products and services are so integral that without them, the insurance market wouldn’t function,” he said. “We provide the fraud solutions for the US, Israel and Ireland, and support market-level agreements that rely on shared datasets.”

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These models work, he explained, because they balance competition with collaboration.

Data-led evolution of the GTA

“Pooling data doesn’t diminish competitive

As the session drew to a close, Chris asked how

value - it helps everyone see the wood for the

Verisk sees its role in the GTA’s evolution.

trees.”

Matt’s response was clear: “It’s going to be a

Data security and governance

data-led conversation.”

Chris raised the issue of data protection -

Verisk, he explained, will support the process by

particularly for smaller businesses within the repair and credit hire supply chain. “They’re not tech companies; they’re specialists in fixing cars,” he said. “They can’t be expected to carry the same burden of data security as an insurer.” Matt acknowledged the concern, and reinforced Verisk’s commitment to rigorous standards. “Our market cap is around $39bn - it’s all data.

illuminating trends, performance and dispute outcomes - using objective insight to help shape fairer, faster and more consistent decisions. “Our role is to shine a light on what the data tells us - where disputes occur, how cases are resolved, and what performance looks like across the market,” he said. “If we can keep stakeholders informed and aligned, we can help

We can’t afford a breach.”

drive real progress.”

He explained how Verisk continually invests

Chris closed the discussion by praising Verisk’s

in security and compliance infrastructure, balancing it with innovation. “Sometimes it slows us down, but our partners would rather have confidence than compromise.”

contribution to transparency and collaboration across the sector. “Good, clean, accurate data is the key to rewarding and penalising behaviour fairly,” he said.

He also noted that automation will be key to reducing risk and cost. “We’ve developed OCR and NLP technology to extract structured data from documents, images and other sources, easing the burden for smaller partners.” The goal, he said, is to make structured data more accessible and affordable, ensuring that even small repairers can participate in the ecosystem safely and efficiently.

“Our role is to shine a light on what the data tells us — where disputes occur and how performance can improve.”

ILC Mobility in insurance Conference 2025

Better Tomorrow

ILC Mobility in insurance Conference 2025

ILC MOBILITY IN INSURANCE CONFERENCE 2025

GTA2: A framework for collaboration, clarity and continuous evolution Chris Ashworth

Becky Fairbairn

Founder

Technical Claims Manager

ILC

- Motor Allianz UK

ILC

Pete Highfield

Anthony Hughes

Motor TPPD Claims

Chairman & CEO

Manager

The CHO

NFU Mutual

Christophe Leemanyan Managing Director Kindertons

“If we put the customer at the heart of what we do, we can’t lose.” Pete Highfield

Better Tomorrow

The eagerly anticipated GTA2 Update session marked an important milestone in the industry’s collective efforts to modernise the General Terms of Agreement (GTA). Chaired by Chris Ashworth, Founder and Motor Sector Lead at ILC, the discussion gathered key members of the Strategy

The origins of GTA2: a shared purpose

Adding clarity, reducing friction

Opening the session, Chris

Pete outlined how the new

recalled how discussions on

framework tackles long-standing

evolving the GTA in earnest

pain points through clearer rules

started nearly five years ago.

and frictionless communication.

Reform then began in 2022,

Examples include addressing

growing out of a recognition

parts delays and repair durations,

that the existing model had

a persistent source of disputes.

reached its limits. “It’s become increasingly technical,” he said, “and too important not to address with continuity and

“In future, CHOs will be expected to come to insurers proactively - to say, we’ve got a problem,

focus.”

let’s work together to solve

reform of the GTA framework:

Pete explained how the initiative

everyone has visibility, everyone

Pete Highfield, Motor TPPD

was born from a rare moment

has choice, and we validate

Claims Manager at NFU Mutual;

of alignment between insurers

continued hire in real time rather

Becky Fairbairn, Technical Claims

and CHOs. “Back in 2022, we got

than arguing about it months

Manager – Motor at Allianz UK;

together to talk about the art

later.”

Anthony Hughes, Chairman and

of the possible - how we could

CEO of The CHO; and Christophe

control our destiny and drive

Leemanyan, Managing Director

self-regulation rather than have

of Kindertons.

external forces interfere.”

between parties from adversarial

Together, they explored the

Those early conversations, he

dealing with issues in the

progress made, the challenges

said, were grounded in honesty

moment, not in court.”

ahead, and the shared

about how the industry actually

commitment to ensuring

works. “We acknowledged the

that GTA2 delivers a clearer,

role of credit hire in our supply

fairer and more collaborative

chain. The work comes from

operating model for insurers,

all of us - we share the same

credit hire companies and, most

customers with the same needs.

importantly, customers.

If we put those customers at the

Committee spear-heading the

heart of what we do, we can’t lose.”

“Friction is no good for anyone not the CHO, not the insurer, and certainly not the customer.”

That willingness to tackle difficult conversations head-on set the tone for GTA2. “We’ve focused on clarity, accountability and shared responsibility,” Pete said. “Everyone has a keen interest to

it,” Pete explained. “That way,

This practical approach, he said, transforms the relationship to collaborative. “It’s all about

Chris reinforced the point: “If you front-load the information, you get paid. If you wait six months and let it go through lawyers, it gets thorny pretty quickly.” Pete agreed, adding that the new penalty and reward structures encourage good behaviour and efficiency. “The rules are now clear enough that everyone knows where the win and loss points are. Behaviour will change because the rules make it obvious.”

make it work.”

Becky Fairbairn

ILC Mobility in insurance Conference 2025

CLARITY AND CONTINUOUS EVOLUTION

GTA2: A FRAMEWORK FOR COLLABORATION,

Insurer perspective: friction is no good for anyone

“What surprised me when I came back in 2022

Becky brought the insurer’s view into sharp

has evolved from B2C to B2B. It’s time our

focus, grounding the conversation in the experience of the end customer. “There’s a person at the heart of every claim someone who, through no fault of their own, needs a vehicle to stay mobile,” she said. “They want their car repaired and to move on with their lives. They don’t want to be dragged into disputes six months later.” For Becky, the success of GTA2 lies in eliminating inefficiency and dispute. “The operational back-and-forth between CHOs and insurers - arguing to land where they probably should have been in the first place - is just wasted effort and money.” The goal, she said, is to reduce friction and keep focus on the customer. “Friction is no good for anyone - not the CHO, not the insurer, and certainly not the customer.”

A shared vision: collaboration and continuous improvement Sharing The CHO’s perspective and his vision for the future, Anthony reflected on his own history with the sector - first as a lawyer in the “old credit hire days” and now as CHO Chair.

was how many of the same arguments were still going on,” he admitted. “But the industry processes caught up.” For Anthony, the real progress has come from frank, honest dialogue. “When you recognise the issues on both sides, you can start to solve them together,” he said. “We’re colleagues now, not opponents.” His vision for GTA2 is a frictionless proposition where case life cycles are drastically shortened. “It’s good for insurers - they can close reserves faster. It’s good for CHOs - they get paid faster. And it’s good for customers they’re not stuck waiting for resolution.” He also advocated for reframing the industry’s identity. “Let’s stop calling ourselves ‘credit hire’ - that belongs in the 1990s. We’re mobility providers, delivering solutions after an accident.”

The road to GTA2: data, rates and governance Christophe discussed how data and governance underpin GTA2’s development starting with the 2023 rate review, the first in 15 years to be agreed without dispute. “This time, we used a robust mechanism based on real market data - nearly 16 million quotes from a dozen rental companies,” Christophe explained. “An independent economist reviewed it to ensure transparency and prevent manipulation.” The outcome was balanced. “We saw prestige vehicles rise three per cent, 4x4s drop three per cent. Movement in both directions shows it’s working fairly.”

Better Tomorrow

Pete added that the process also

“Good behaviour gets rewarded

included weighting for claim

with quicker payment. That £900

frequency, ensuring rates reflect

average deduction figure we

real-world patterns rather than

heard earlier in the day should

raw averages. “It’s given us a

become our KPI - let’s see how

governance structure that’s

low we can drive it.”

cyclical and evidence-led - not a one-off negotiation every few

He explained that ADR is already

years,” highlighted Pete.

in pilot phase and showing

Both agreed that this model

claims in the GTA and out of

provides a sustainable,

court, both sides will benefit from

repeatable foundation for

quicker resolutions and lower

future rate reviews, including

operational costs.”

the emerging challenge of EV

promise. “If we can keep GTA

classification.

Pete agreed that behavioural

“We can’t just shoehorn EVs

make it clear where responsibility

into the current framework,”

sits. If you collaborate, you

Christophe said. “Battery range,

benefit; if you don’t, you lose out.

retail price and depreciation all

It’s as simple as that.”

incentives are key. “The new rules

change the economics. We’re developing a new formulaic approach to set fair rates for EVs, and a working group is already on it.” Becky echoed the importance of data, noting that inconsistent EV rates currently add friction. “In the absence of maximum daily rate, people are making them up - and that creates disputes. We need an agreed structure.”

Behavioural change and alternative dispute resolution Looking ahead, Anthony outlined the next stage of GTA2’s evolution: embedding behavioural accountability and alternative dispute resolution (ADR). “You’ll be judged on your behaviour - whether you’re an insurer or a CHO,” he said.

A continuous evolution, not a launch event Chris reminded the audience that GTA2 is not a “launch” but an ongoing evolution. “There’s no magic midnight moment,” he said. “This is about continuous improvement that never really stops.” Anthony concurred. “We can’t wave a magic wand - it’s incremental change. Push one domino, then the next. Over time, it adds up.” The results so far - clearer rules, faster rates agreement, pragmatic dialogue demonstrate that this steady, collaborative approach works. “You can’t please all the people all the time,” Anthony added, “but if we keep making it aspirational, we’ll get there.”

“A good claim is a transparent claim paid by return. It’s about reducing friction, increasing transparency, and keeping the customer mobile.” Christophe Leemanyan

The future of GTA: collaboration over conflict As the session closed, Christophe offered a simple but resonant conclusion. “A good claim is a transparent claim paid by return,” he said. “We want to reduce friction and increase transparency. When claims flow smoothly, everyone benefits - and most importantly, the customer stays mobile.” That sentiment captured the spirit of GTA2: a framework not just for efficiency and fairness, but for rebuilding trust between all parties in the mobility ecosystem. Chris concluded by commending the panel for their leadership: “They’re doing an incredible job beyond their day jobs to make this a better industry. The collaboration we’re seeing now is unprecedented - and it’s only the start.”

ILC Mobility in insurance Conference 2025

ILC MOBILITY IN INSURANCE CONFERENCE 2025

Uncovering the hidden cost of vehicle crime Paul Gerrish

Phil Pentelow

Stolen Vehicle Recovery

Manager

NWVA

In an eye-opening session, Paul Gerrish and Phil Pentelow of NWVA led a compelling discussion on the escalating impact of vehicle crime and the claims sector’s urgent need to adapt. Both Paul and Phil, former Essex Police officers with a combined 40+ years of law enforcement experience, offered a rare, frontline perspective on an issue that is costing the UK insurance industry billions and often leaving victims without resolution. The session delved into the current challenges, the growing sophistication of vehicle theft, and how specialist recovery services are reshaping the landscape to build a better tomorrow for the claims community.

“We’re not just recovering metal - we’re recovering memories, livelihoods, and trust.” Paul Gerrish

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The scale of the problem Between 2023 and 2024, nearly 130,000 vehicles were reported stolen in the UK. Of those, fewer than 40% were recovered, leaving over 80,000 unaccounted for. Phil highlighted how this translates to approximately £1.3bn in potential losses, based on an average vehicle value of £17,000. “Theft levels are at a 15-year high,” Phil explained. “And until now, no one was proactively going out to find these vehicles.” The implications for insurers are considerable, with the knock-on effects extending to increasing claim values, delayed resolutions, and reduced customer satisfaction.

A gap in enforcement Despite the success of establishing the Stolen Vehicle Intelligence Unit at Essex Police, both Paul and Phil encountered the kind of operational and resource constraints that are common across policing. “We proved the model worked – we recovered or identified £40m in stolen vehicles over two years,” Paul noted. “However, there simply wasn’t the level of investment available at the time to scale it further in line with demand.” Procedural requirements and cross-border

Reactive and proactive recovery

policing arrangements could also make rapid

Now part of NWVA’s Stolen Vehicle Recovery division,

action more challenging. In one example, a stolen

Paul and Phil outlined their dual approach: reactive

Range Rover with active tracking was showing

and proactive services.

just over a county border. Although the situation was urgent, existing protocols meant Paul and

The reactive side sees NWVA respond within 90

Phil were required to pass the information to the

minutes to tracking data, dispatching accredited

neighbouring force rather than deploy directly

personnel and recovery vehicles nationwide. On the

themselves.

proactive side, the team uses police-style intelligence gathering to identify patterns and hunt for vehicles

By the time the handover process had taken

long after their disappearance. “We’re going after the

place, the tracker’s power had failed and the

80,000 cars still out there,” said Phil. “Insurers are often

vehicle could not be recovered – a reflection of the

surprised to hear from us - ‘we’ve found your car’ isn’t a

practical difficulties police face when balancing

call they expect.”

jurisdiction, resources and risk. This method not only brings stolen vehicles back into These types of experiences ultimately led them

the claims process, but also significantly reduces

to NWVA, where their investigative expertise

additional losses. Quicker recoveries mean fewer

could be fully leveraged outside the constraints of

vehicles are damaged, sent abroad, or dismantled,

traditional policing.

have a higher repair capability and claim-resolvable.

ILC Mobility in insurance Conference 2025

OF VEHICLE CRIME

UNCOVERING THE HIDDEN COST

Real-world recoveries

This intelligence-led approach doesn’t

The session was brought to life through

NWVA actively shares its findings with

vivid case studies.

organisations such as the National Vehicle

One notable example involved a Range Rover stolen from Benfleet. Tracked to Barking, the vehicle was safely recovered by the team. But during collection, it was discovered the brake lines had been damaged - potentially fatal had the owner collected the car themselves as originally instructed by police. In another case, a Toyota Hilux stolen in Brentwood was quickly located. However, due to a lack of education around recovery protocols, the vehicle was released back to the owner without full key diagnostics checks. That evening, it was stolen again. CCTV confirmed it was the same group – likely to be armed with the same re-programmed clone key. These stories highlighted the importance of professional recovery not just for asset retrieval, but also for public safety and crime prevention.

Collateral recoveries and deeper implications

just aid insurers and customers.

Crime Reduction Partnership and the National Association of Stolen Vehicle Examiners. As newly appointed board members of IAATI UK (International Association of Auto Theft Investigators), both Paul and Phil are also shaping the national response to vehicle crime through policy and advocacy.

Reducing pressure on police With UK police resources stretched, NWVA’s model has become an effective way of alleviating operational burdens. “We only involve the police when absolutely necessary, and liaise with them at the point of every recovery” Paul said. “Our network of recovery trucks ensures safe and secure collection every time, with no vehicle ever driven from site.” The goal is holistic recovery - vehicles, property, and peace of mind. Whether it’s sentimental belongings or avoiding a second theft, NWVA’s services are built around the needs of insurers and claimants alike.

Beyond single-vehicle retrieval, Paul explained the concept of collateral recovery - where one stolen vehicle often leads to several more. In one instance, while recovering a BMW X7, the team found eight additional stolen vehicles in the same area. “That day alone, we recovered £140,000 worth of vehicles,” Paul said. “We simply took the time to look further.”

“There’s £1.3b in lost vehicles out there. We’re the ones still going out to find them.” Phil Pentelow

Better Tomorrow

A call for industry collaboration The session concluded with a powerful message: addressing vehicle crime requires collective action. While NWVA’s methods are proving successful, the team emphasised that systemic improvements are needed across the board - from improved education around recovery options to more integrated

“Speed is of the essence - recover early, and you avoid the chop shop, the export, the fraud.” Phil Pentelow

partnerships between insurers, law enforcement, and specialist providers. “Every car we recover makes a difference,” said Phil. “It’s about reducing risk, supporting victims, and ensuring costs stay down for everyone.”

ILC Mobility in insurance Conference 2025

ILC MOBILITY IN INSURANCE CONFERENCE 2025

Evolving vehicles, shifting expectations Paul Sell Director Trend Tracker

In a data-rich presentation, Paul Sell, Director at Trend Tracker, explored how the UK’s car parc has evolved - and how this transformation is shaping claims management, repair trends and customer expectations across the insurance sector. Paul’s session focused on the widening gap between older and newer vehicles, the implications of electrification, and the socioeconomic forces influencing car ownership and use. As the market responds to complex pressures - from affordability and policy shifts to changing consumer attitudes - the session provided timely insights into how repair networks and insurers must adapt to drive a better tomorrow.

From Fiestas to EVs Opening on a light-hearted note, Paul drew a comparison between his own first car - a 1995 Ford Fiesta - and the increasingly high-spec vehicles now common in UK households. Over the last decade, the nation’s car parc has changed dramatically. In 2015, the average vehicle on UK roads was a 7.5-year-old Ford Fiesta. By 2024, that average had shifted to a 10-year-old SUV crossover, such as the Ford Puma, Nissan Qashqai or Kia Sportage. But, an important shift of course is the increased electrification of the car parc.

“The older the vehicle, the lower the claims frequency we need to be prepared for what that means in the long term.”

Better Tomorrow

Of the 34 million vehicles currently on UK roads, 1.6 million are electric - a number expected to rise steadily as policy and manufacturer direction align. However, Paul was keen to stress that the pace of electric vehicle (EV) adoption is uneven, and adoption is statistically proven to be linked to a growing GDP – something the UK is struggling with.

Understanding suppressed claims frequency

Economic pressure and shifting consumer behaviour Affordability is a core influence behind changing car parc demographics. Paul highlighted a 40% rise in the price of everyday vehicles over the past decade, with the Vauxhall Corsa increasing from £8,995 to £18,995. EVs, on average, carry an additional £10,000 premium over internal combustion engine (ICE) vehicles. Financing costs have also risen. Personal

Paul’s presentation highlighted a long-term

Contract Purchase (PCP) plans now average

decline in insurance claims frequency. This

£430 per month, prompting consumers

trend, happening for over two decades, is largely

to extend lease agreements or delay new

attributed to improved road safety policies and

purchases, “56% of consumers want to change

vehicle technology. From speed enforcement

their car but can’t afford to,” Paul shared, citing

zones to the introduction of autonomous

recent government data. This trend has seen

emergency braking (AEB) as a mandated

salary sacrifice schemes and business contract

safety feature in 2022, these interventions have

hire vehicles surge in popularity, particularly for

collectively reduced collision volumes.

EV acquisition.

“Electric vehicles are becoming more accessible, but battery uncertainty is leading to unnecessary write-offs.”

Who really owns an electric vehicle? While EV numbers are growing, Paul emphasised the importance of distinguishing between fleet ownership and private ownership. A brief audience poll during the session demonstrated that many EVs are company or lease vehicles, not privately owned. This difference impacts consumer attitudes toward

Coupled with this, newer vehicles are more reliable and durable, extending their lifespan

repairs, insurance decisions and replacement vehicle expectations.

on the road and shifting the overall age profile

According to the British Vehicle Rental and

of the car parc. The average age now sits at

Leasing Association (BVRLA), more than

9.9 years - up from 6.6 in 2010. Older vehicles

100,000 EVs are now registered through salary

statistically generate fewer claims, with some

sacrifice schemes, whilst many fleet managers

owners opting to self-manage minor damage

feel pressured by manufacturers to take EVs to

or forgo repairs entirely, when they do result in a

meet regulatory targets - pressure that doesn’t

claim, they are more likely to be written off as a

always reflect consumer demand.

result of lower vehicle values.

ILC Mobility in insurance Conference 2025

EVOLVING VEHICLES, SHIFTING EXPECTATIONS

Trust, sentiment and brand loyalty

From data to action

Consumer confidence in the car market is

the need for more informed decision-

also shifting. With economic uncertainty, cyber incidents (such as the Jaguar Land Rover attack), and political controversies affecting some manufacturers, brand trust is declining. Only 38% of consumers now report buying from the same manufacturer

One of the session’s core takeaways was making based on accurate parc data. Paul presented a basic model to calculate potential repair volumes: removing vehicles over 10 years old and EVs from the current parc leaves approximately 18.3 million vehicles. Applying a nine per cent

twice.

claims frequency (stated current average)

For many, a car is more than a means of

matching Trend Trackers reported 2024’s

transport. “57% said their car was more

insurance repair volume.

than just a way of getting from A to B,” Paul noted. Generational differences are also shaping preferences - while younger buyers focus on connectivity and tech, older drivers often value mechanical quality, retro design features and driving experience.

equates to around 1.66 million repairs -

This underscores the importance of understanding both the composition and age of vehicles when planning claims capacity, resource allocation, and business strategy.

Repair industry under pressure

Key themes for a better tomorrow

The changing car parc poses new

Paul concluded by calling attention to

challenges for repairers and claims

three macro forces shaping the industry:

professionals. With a growing share of ageing vehicles on the road, minor

•

costs are keeping vehicles on the road

incidents may be unreported or dealt with

longer, changing repair needs and

outside formal channels. As Paul explained,

delaying new purchase decisions.

“The older the vehicle, the lower the claims frequency.”

•

vehicle supply and ownership models

an increasing share of the parc, present

- sometimes ahead of consumer

another issue: uncertainty around battery

readiness.

condition after collisions. Currently, EVs are vehicles) due to battery safety concerns despite being far younger than their ICE counterparts. The average write-off age for EVs is five years, compared with 11 years for ICE vehicles. With battery prices still high and assessment protocols under development, this raises questions about sustainability, cost and disposal - issues the industry must

Policy shifts: The government’s push for zero emissions is altering

Conversely, EVs, which now account for

often written-off (at a higher rate than ICE

Economic reality: High car and finance

•

Industry evolution: Manufacturers are adapting products, but insurers and the repair sector must also evolve to meet changing vehicle complexity, cost, and customer expectations.

The session provided delegates with clear direction: the industry must move forward with agility and data-led decision-making to remain relevant and responsive.

confront collectively.

Better Tomorrow

“Understanding the car parc is essential - because it defines your claims, your repairs, and your customers.”

ILC Mobility in insurance Conference 2025

Better Tomorrow

ILC Mobility in insurance Conference 2025

ILC MOBILITY IN INSURANCE CONFERENCE 2025

The road ahead: electrification, supply strain and claims impact Chris Ashworth

Gavin Gleed

Founder

Head of Motor Supply

ILC

Chain Aviva/Direct Line Group

ILC

Chris O’Rourke

Richard Steer

Managing Director

CEO

LKQ Bodyshop - UK &

Steer Automotive Group

ROI

Andy Whatmough Managing Director S&G

“EV repairs take 35% longer - that has real impact on our mobility fleet, and the costs are unsustainable.” Richard Steer

Better Tomorrow

An insightful panel session explored the critical junction at which the repair, insurance and mobility sectors now sit. Bringing together leading voices from across the supply chain, the session delved into the growing pressures placed on traditional repair models, the surge in electric vehicle (EV) adoption, and the ripple effect on courtesy vehicle provision, customer experience, and insurer strategies.

The EV repair burden

Moderated by Chris Ashworth, Founder and Motor

delays could represent millions in additional

Sector Lead at ILC, the panel included Richard Steer,

operating costs - expenses that are not

CEO of Steer Automotive Group; Gavin Gleed, Head

passed on through labour rates or other

of Motor Supply Chain at Aviva/DLG; Chris O’Rourke,

remuneration.

Managing Director of LKQ Bodyshop; and Andy Whatmough, Managing Director of S&G Response.

Post-pandemic shifts and stabilisation Opening the discussion, Richard described the recent dynamics in the repair sector as akin to an aircraft hitting an air pocket. After a period of high post-COVID volumes through 2022 and early 2023, 2024 began with a sharp drop in demand - though volumes have since stabilised. This return to equilibrium has come with new complexities. Steer Automotive, now the largest repair group in Europe despite operating solely in the UK, repairs approximately 250,000 vehicles annually. Even with only five per cent of those being EVs, Richard reported they account for 15% of all cars waiting for parts, reflecting the ongoing challenge in securing suitable components.

Repairing EVs remains significantly more complex and costly. On average, Richard noted, EV repairs take four days longer than comparable internal combustion engine (ICE) vehicles. This results in a 35% increase in the need for courtesy vehicles to maintain mobility for customers. The burden is not just logistical but financial. A delayed return of a courtesy car, for example, increases costs by up to 50% per repair job. Richard calculated that for Steer’s 4,500-vehicle courtesy fleet, these

Insurer response and infrastructure development Gavin provided insight from the insurer’s perspective, particularly referencing the exponential growth of EVs within the Motability fleet - now surpassing 15% and rising by a percentage point monthly. With Aviva/DLG as the sole insurer of this book, this has provided an accelerated window into EV repair capability and supply chain readiness. In response, Aviva/DLG and its associated networks have invested heavily in EV repair capabilities, establishing EV-ready tech centres and ensuring that all 23 DLG Auto Services sites within its network can now process EV repairs as standard. Solus, Aviva’s owned repair network, mirrors this readiness across its 24 sites.

“Some of these new vehicles are being built to sell, not to repair – with the right collaboration and partnerships we can do both” Chris O’Rourke

ILC Mobility in insurance Conference 2025

SUPPLY STRAIN AND CLAIMS IMPACT

THE ROAD AHEAD: ELECTRIFICATION,

A disrupted parts ecosystem

Andy also observed that many current

Chris O’Rourke brought the lens of parts

to the 2021-2023 market – where repair

distribution into the conversation, noting the

capacity, parts availability and costs were

acceleration of complexity caused by new

at very different points - pushing more

entrants, especially Chinese EV brands. Model

vehicles toward salvage than may now be

cycles for these manufacturers are far shorter -

necessary in the current market.

sometimes just 18 months compared to seven years historically for traditional OEMs - making parts logistics more challenging than ever. With LKQ managing over 70,000 stock keeping units (SKUs) through same-day or next-day delivery, adapting to an influx of low-volume, rapidly changing vehicle designs demands unprecedented agility. Chris emphasised the importance of collaboration between repairers, distributors and manufacturers to build responsive supply chains that support safe, timely repairs.

Vehicles becoming 'disposable'? A thought-provoking point raised by both Richard and Andy centred on the notion that some new EVs may effectively become ‘disposable’ due to limited parts availability and lack of repair methods. This was particularly concerning with battery damage, where insurers often err on the side of caution and write off vehicles - even when repair could be feasible. Andy said, “You go down the logic loop and you end up in a place whereby new EV cars end up being the new ‘disposable white goods’.” As Chris noted, this trend risks creating a consumer mindset where vehicles are treated

total loss triage tools remain calibrated

New demands on mobility provision The expanding vehicle parc - particularly with EVs - has changed expectations around mobility during repair. While current demand for like-for-like EV replacements remains limited, Gavin highlighted that in Motability, customers are beginning to request EV replacements due to lower running costs and preference familiarity. Meanwhile, Richard shared the practical challenges of running a large EV courtesy fleet. Unlike petrol or diesel cars, EVs can’t simply be refuelled and sent out immediately - especially if returned with depleted charge at day’s end. Charging infrastructure at repair sites is a growing concern, with limitations on the number of vehicles that can be charged simultaneously, resulting in delays and rising costs. Andy noted that many larger repair groups are now moving to hybrid mobility models - blending owned courtesy fleets with rental partnerships - to manage this increasing variety in vehicle types.

like short-term appliances - used, damaged, and discarded. This view is especially problematic when combined with the level of aftersales support across the repair requirements.

“We need to recalibrate total loss tools for today’s market - not the market of three years ago.” Andy Whatmough

Better Tomorrow

Battery repair, risk and responsibility

The case for reform: total loss, ESG and pricing

The topic of battery repair drew significant

The session closed with a shared call for reform

focus. Richard emphasised the operational

across pricing models and repair strategies.

and moral imperative to invest in battery repair capability, citing Steer’s recent hire of a

Andy framed the EV-driven change as an

dedicated EV repair lead. The reality, however, is

inevitable future challenge that the industry

that battery work involves high-voltage systems

must proactively address: “Let’s not forget,

and serious risk, with many repairers - rightly -

the EV car park is still relatively small… it’s

cautious about engaging in such tasks without

something we need to plan for and the core

appropriate training and support.

principles haven’t changed - customer, cost and cycle time.”

Chris from LKQ added that with the total loss levels particularly across EVs, salvage

An area he did promote for immediate attention

companies can fulfil supply and demand

was the recalibration of total loss thresholds,

requirements for many components, however

particularly in light of ESG commitments. The

due to the low level of repair acceptance within

over-salvaging of vehicles - especially EVs

the industry many are repurposed. Partnerships,

with recoverable batteries - runs counter to

like LKQ Synetiq, aim to address this by creating

environmental goals, and insurer strategies

routes for the safe reintroduction of harvested

must evolve to reflect that.

EV batteries into the market - if consistent standards and trust can be established.

Richard and Gavin echoed the sentiment, noting that current models are not sustainable for repairers or insurers. The idea of a “free” courtesy car, for example, is now severely outdated. As Richard remarked, Steer Automotive spends £15m annually on its courtesy fleet - a cost that is not directly reimbursed. Greater pricing transparency, especially via comparison sites, could help reset consumer expectations.

ILC Mobility in insurance Conference 2025

ILC MOBILITY IN INSURANCE CONFERENCE 2025

A bold new approach to credit hire resolution Anthony Hughes

James Driscoll

Chairman & CEO

Senior Claims Manager, Motor BI - Major &

The CHO

Complex Claims | MCC Aviva/Direct Line Group

Leeann Chamberlain

Emma Fuller

Head of Market Strategy

Casualty Market Strategy

Verisk

DAC Beachcroft

Partner – Head of Motor &

Stewart McCulloch Independent Chair GTA

“The aim of ADR isn’t just quicker decisions - it’s better decisions, by people who understand the GTA.” Stewart McCulloch

Better Tomorrow

In a candid and collaborative discussion, a distinguished panel unpacked what alternative dispute resolution (ADR) might mean for the credit hire sector - and how it could bring muchneeded efficiency and fairness to longstanding settlement disputes. Led by Anthony Hughes, CEO of The CHO, the session welcomed Leeann Chamberlain, Head of Market Strategy, Verisk; James Driscoll, Senior Claims Manager – Motor BI Major & Complex Claims, Aviva/DLG; Emma Fuller, Partner – Head of Motor & Casualty Market Strategy, DAC Beachcroft; and Stewart McCulloch, Independent Chair of the GTA. Together, they explored the potential of ADR to replace costly and time-consuming litigation with expert-led, industry-aligned arbitration. This evolving initiative, already in its pilot phase, represents a shared step towards a more responsive, consistent and collaborative future.

Clarifying ADR: more than just mediation Opening the session, Anthony set the tone by challenging perceptions of ADR as a “woolly” form of mediation. Stewart was quick to clarify: “This is not just a conversation guided by a facilitator. It’s a structured, binding arbitration system delivered by industry specialists who understand the GTA”. In contrast to litigation, which can produce inconsistent outcomes from district judges unfamiliar with credit hire, this model brings consistent interpretation and efficient resolution. “Why wouldn’t you do it?” Stewart asked, asserting that arbitration could avoid unnecessary legal costs and

“Success will be making ADR redundant by improving behaviour and engagement across the board.” Leeann Chamberlain

The technology backbone: Verisk’s Verify platform Leeann explained how Verisk’s dual-sided Verify platform is enabling this transformation. Already embedded in liability resolution across the sector, Verify now hosts the pilot ADR process. Leeann noted, “Technology and scalability are not the issue - it’s consistency and behaviours that matter”. The platform can handle both volume and complexity, but success will ultimately rely on how fairly and proactively both claimant and insurer sides engage. “We get the easy part,” she said. “System functionality is straightforward - it’s the human element that will determine success”.

Legal engagement and shifting perceptions While ADR has historically struggled to gain traction - particularly in high-volume, low-value markets - Emma provided a shift in narrative from a legal perspective. “There’s far too much credit hire litigation. If done right, ADR is a really good thing,” she stated, acknowledging that while her firm runs a large credit hire practice, much of the existing litigation is avoidable friction. She also addressed the industry’s growing openness to reform. “There’s more trust now. Collaboration has improved. Now feels like the right time,” Emma said, adding that with the judiciary supporting mandatory mediation and pre-action protocols (PAPs), ADR is no longer optional - it’s inevitable.

delays.

ILC Mobility in insurance Conference 2025

CREDIT HIRE RESOLUTION

A BOLD NEW APPROACH TO

Pilot project and early results

Improving outcomes and reducing wasted effort

The session outlined the scope of the

One of the more startling statistics

current ADR pilot, which began in

came from Leeann, who revealed that

September. The arbitration process

over 80% of GTA claims require manual

is being trialled on selected GTA

adjustment before settlement -

cases using a small team of trained

despite fewer than two per cent going

arbitrators. “We’ve done about 50

all the way to litigation. In the first half

cases now,” Stewart reported. “The

of 2025 alone, she estimated the sector

results are good - and we’re auditing

had collectively spent “15 calendar

the quality of awards closely to ensure

years” manually analysing credit hire

they’re clear and defensible”.

invoices.

Disputes are focused primarily on hire

By introducing clean payment pack

duration - a known area of contention.

incentives, the goal is to improve the

With agreed rates now standardised

quality of submitted claims from the

through the GTA, issues such as

outset - reducing unnecessary friction

vehicle grouping, hire need and extras

and allowing both sides to focus on

are becoming less problematic.

value-added tasks.

Driving better behaviour through incentives

Setting boundaries: what ADR will and won’t handle

A key feature of the ADR system is

The pilot currently excludes cases

its embedded incentive structure.

involving:

James explained that both credit hire organisations (CHOs) and insurers stand to benefit - or lose - based on how they engage: •

If a CHO submits a correct claim and the insurer fails to engage, the CHO receives a 20% uplift on the arbitrated amount and the insurer pays the arbitration fee.

•

If an insurer makes a fair early offer and the CHO declines, but arbitration sides with the insurer, the awarded amount is reduced by

•

Fraud allegations

•

Multi-party (multi-shunt) incidents

•

Linked injury litigation

•

Higher-value claims (initially capped at £7,500 hire element)

These exclusions are designed to protect the system’s efficiency during the early stages while ensuring that complex or sensitive cases remain appropriately handled.

10% and the CHO pays the fee. “It incentivises both sides to act in good faith,” said James. “It’s a carrot and stick approach designed to encourage fair and timely settlements.”

Better Tomorrow

The pre-action protocol opportunity

Future success: a self-defeating model

Emma and James both praised the proposed

The panel concluded with their vision for

PAP, which would mandate early and

ADR success - where the system eventually

mutual disclosure before litigation begins.

makes itself redundant. “If we get this right,

Emma explained that 50–60% of litigation

we won’t need arbitration,” said Leeann.

is resolved after disclosure - an inefficient

“That’s how we’ll measure success - by how

and costly process. “No one’s winning,” she

quickly we can make ADR unnecessary”.

stated. “With early disclosure, insurers can pay earlier, CHOs get paid earlier, and no one pays legal costs unnecessarily”.

“It’s about fairness: incentivising both sides to engage early, honestly, and consistently.” James Driscoll

In the meantime, benefits will include: •

Faster settlement times

•

Fewer claims stuck in litigation

•

Improved insurer reserving and CHO cashflow

•

Stronger GTA enforcement, supported by Verisk data

•

Enhanced collaboration and trust across the sector

James added, “We want to pay the right amount - not more, not less. ADR allows us to do that without being backed into a corner.”

ILC Mobility in insurance Conference 2025

ILC MOBILITY IN INSURANCE CONFERENCE 2025

Niche mobility in focus Chris Ashworth Founder

Shaun Cunningham

ILC

Managing Director Chief Vehicle Rentals Ltd

ILC

Jodi Daubney

Garry King

Managing Director

Operations & Development

Magna Accident Services

Director Lancaster Gate

Phil Day Managing Director United Rental Group

Concluding the day’s agenda, a panel of experts explored the underrepresented, high-impact world of specialist mobility provision. Hosted by Chris Ashworth, Founder and Motor Sector Lead at ILC, the session spotlighted the operational, financial, and regulatory challenges unique to sectors such as taxi, commercial vehicle, and motorcycle replacement. The panel featured Shaun Cunningham, Managing Director of Chief Vehicle Rentals; Jodi Daubney, Managing Director of Magna Accident Services; Phil Day, Managing Director of United Rental Group; and Garry King, Operations and Development Director at Lancaster Gate. Together, they unpacked the real-world pressures of fleet ownership and claims handling in high-dependency sectors, while also championing the evolution of the General Terms Agreement (GTA) to better reflect industry realities.

Better Tomorrow

Business on wheels: mobility as a lifeline Shaun opened the discussion with a powerful statement: “The main difference between supplying standard vehicles and accident replacement taxis, is our customers livelihoods depend on the vehicles they drive, essentially they are ‘businesses on wheels’.” For providers of accident replacement taxis – private and public hire vehicles – downtime is not just inconvenient, it’s a direct income loss for the end user. Unlike standard vehicles, accident replacement taxis must meet complex compliance testing across multiple licensing jurisdictions - over 340 by Shaun’s count. From extensive differing requirements for fire extinguishers to bespoke licencing stipulated

The decision to purchase fully built vehicles directly from manufacturers, rather than fitting out base chassis post-sale, is driven by warranty disputes and downtime risks. Adding to the complexity are seasonal supply shortages for example, a lack of Luton vans during peak courier season or tipper scarcity during summer months. Despite this, residual values remain inconsistent due to wear and tear. “You’re dealing with vehicles that don’t come back in showroom condition,” Jodi noted. Compliance checks, load certification, and specialist maintenance all contribute to an elevated cost per day - factors often overlooked in pricing models.

Motorcycles: a shifting fleet and customer base

vehicle colour coding, the inconsistencies make

Garry offered insight into the transformation of

nationwide provision of like-for-like mobility

motorcycle mobility. Where once the fleet was

exceptionally challenging. Shaun’s solution has

dominated by high-powered bikes, now 85% are

always been a continuation of implementing

125cc or smaller, with the client base shifting to

the correct, robust and ‘fit for purpose’ fleet that

commuters and delivery riders.

dovetails with compliant tailored processes, essential to the service we provide and removes the

With this change comes an increase in

pain points for our customers and our partners we

customer expectations - from USB charging

work with.

ports to quicker turnaround times. Yet insurers frequently treat motorcycle claims as injury-

Commercial vehicle provision: built for purpose Turning to commercial vehicles, Jodi emphasised that “a van isn’t just a van.” Magna’s fleet comprises

first cases, passing them to personal injury teams and delaying credit hire and engineering processes. Garry’s solution has been to develop collaborative protocols, reducing average hire days from 94 to just 22.5 with one insurer.

standard and non-standard commercial vehicles - from reach-and-wash vans to fully equipped glazing vehicles and HGVs. This diversity is critical, but so are the logistical implications.

“Our customers livelihoods depend on the vehicles they drive, essentially, they are ‘businesses on wheels’.” Shaun Cunningham

ILC Mobility in insurance Conference 2025

WITH AUTOMATION

POWERING CUSTOMER CONNECTION

Macro pressures on fleet procurement

The ambition is for more vehicles to be

Phil offered a macro view of fleet

the difficulties faced when a client

trends. With 150,000 vehicles across 700 UK locations, United is one of the largest independent networks operating under a single purchasing structure. Phil explained that many fleets are still cycling through vehicles bought during COVID at elevated prices. With used values now lower, rental companies are extending vehicle lifespans - leading to mounting

included in the GTA - at fixed rates - to reduce back-end disputes. Jodi cited needs, for example, a flatbed truck with a bespoke bed requirements. She noted that it often takes calls to 30 suppliers to locate the right vehicle. Shaun echoed this. He added that looking ahead collaboration and communication will be the key factor and the evolution of the GTA represents a significant step forward in fostering better synergies across the insurance industry, greatly

maintenance and repair costs.

reducing friction and aligning with

Looking ahead, Phil predicted that

“These developments will be some of

Chinese vehicle brands will play a

the positives needed in the accident

growing role in fleet strategies. With

replacement market and specifically

comparable quality at significantly

in the the specialist sector where it is

lower prices, these vehicles offer

needed most,” said Shaun.

growing emphasis on Consumer Duty.

attractive economics - particularly in a rental model where customers book by size, not brand. However, he acknowledged the broader impact this could have on repair and supply chains if these vehicles are harder to support post-collision.

GTA evolution: time for change Much of the conversation focused on the need for a modernised GTA that reflects today’s specialist mobility landscape. Jodi, a member of the GTA Strategy Board, argued that commercial vehicle groupings are “entirely unfit for purpose.” Magna has submitted a paper detailing the issues, including the misalignment between vehicle categories and actual client

“It’s just a vehicle with two wheels. But it’s 100% of our world.” Garry King

needs.

Better Tomorrow

Protocol-driven progress Garry described how Lancaster Gate has been actively developing insurer-specific protocols to streamline credit hire and reduce friction. These agreements respect the GTA framework but go further in their collaboration, resulting in significantly shorter hire periods and faster settlements. He challenged the audience to strip back assumptions about motorcycles: “At the end of the day, it’s just a standard vehicle with two wheels.” Yet because of siloed insurer processes, these claims are often misdirected, adding unnecessary time and cost.

What success looks like: communication and cash flow The panel concluded with a shared vision for a more collaborative future. Jodi returned to the importance of cash flow, saying: “I challenge any credit hire company in the room to say it’s not our number one issue.” Her call to action

“A van isn’t just a van every vehicle we supply has a specific job to do.” Jodi Daubney

was simple: speak to providers, agree rates early, and reduce the need for back-end dispute management. Shaun reinforced this: “Communication, collaboration and understanding the nuances - those are the key themes.” Gary added that if providers could share their expertise openly, many misunderstandings around specialist mobility could be resolved before they become cost points. Phil closed the session with a clear statement of intent: United Rental Group sees opportunity in this space and, with its scale and expertise, is ready to step further into the replacement market, in partnership with trusted providers like Magna and Chief Vehicle Rentals.

ILC Mobility in insurance Conference 2025

ILC MOBILITY IN INSURANCE CONFERENCE 2025

COLLABORATION HUB SHOWCASE

Powering customer connection with automation Ben Taylor Business Development Director AIS – a Verisk company

The session ‘Powering customer connection’, delivered by Ben Taylor, Business Development Director at AIS – a Verisk company, spotlighted the critical role of automation in driving efficiency and engagement across the insurance claims process. Ben introduced AIS - Automated Insurance Solutions – as Verisk’s no-code workflow platform built specifically for the insurance sector. The solution is designed to bridge the gap between customer expectations and operational realities by simplifying digital transformation without the common barriers of cost, complexity and integration. “Businesses face a careful balancing act – improving customer experience while reducing their overall handling costs,” said Ben.

“Businesses face a careful balancing act – improving customer experience while reducing their overall handling costs.”

Better Tomorrow

Facing transformation challenges

“With over 80% response rates and 30% of

Digital transformation in insurance is often

clear that customers value convenience and

fraught with difficulty. As Ben outlined,

immediacy,” said Ben.

implementation costs can spiral, particularly when bespoke development is required.

interactions taking place out-of-hours, it’s

Capturing digital evidence

Many organisations struggle with disjointed integrations that fail to align with existing

A major strength of AIS lies in its ability

systems, ultimately delaying the efficiency gains

to streamline evidence collection. With

that automation is supposed to deliver.

smartphones and dashcams now prevalent, more than 60% of claims are supported by

Competing priorities across IT teams often lead

digital media. AIS’s Digital Media Capture

to slow delivery times for changes – a reality that

feature allows customers to upload videos,

can leave businesses stuck between outdated

images and documents via a secure, mobile-

systems and rising customer expectations. AIS,

friendly link.

said Ben, was developed to offer a faster, more agile route.

The system supports real-time capture or the upload of existing media, and automatically

“Lengthy delivery cycles and costly

sends reminders to maximise response rates.

development shouldn’t be barriers to

All files are instantly accessible for review,

transformation,” Ben explained. “AIS offers a

accelerating the validation process and

no-code environment where teams can iterate

reducing dependency on manual follow-ups.

solutions in real time”. “AIS simplifies evidence collection while

A no-code approach

maintaining a full audit trail, ensuring

AIS empowers insurers to create and modify

policyholders,” Ben noted.

digital workflows without relying on software developers. The platform includes a wide array of pre-built capabilities that support seamless customer engagement, including digital media and statement capture, automated reminders, API integrations and fully white-labelled interfaces. Key features include: •

Digital communication via SMS or email

•

Integration with Google Maps and Streetview

•

Automated PDF outcome reports and

compliance and clarity for both insurers and

Enhancing statements and auditability The Digital Statement Capture function further enhances efficiency by allowing customers to submit incident statements via a guided selfservice journey. Upon completion, AIS generates a comprehensive PDF report complete with timestamps, supporting images, and a full audit trail. Crucially, this system combines both media and statement capture into a single workflow, improving the consistency of information and

liability assessment

reducing duplication.

24/7 availability for customer interaction

Ben highlighted the impact: “By reducing errors and delays, we can improve claim success rates

This flexible architecture allows organisations

and enhance customer satisfaction across the

to scale customer communications and data

board”.

collection across the claims journey, improving speed and quality without adding overhead.

ILC Mobility in insurance Conference 2025

WITH AUTOMATION

POWERING CUSTOMER CONNECTION

Smarter onboarding, better conversion

Building a better tomorrow

Beyond claims handling, AIS plays a

to grapple with cost pressures,

pivotal role in customer acquisition and onboarding. Whether embedded on a website or deployed in response to inbound enquiries, AIS workflows enable businesses to qualify and convert leads that may otherwise be lost. Through automated triage and prioritisation, AIS helps route highvalue cases quickly while maintaining engagement across broader volumes. Bulk deployment options also make it a

As the mobility sector continues regulatory demands and rising customer expectations, the need for intelligent automation has never been greater. Verisk’s AIS platform offers a scalable solution that not only improves operational efficiency but also strengthens customer relationships. The session reinforced that the future of claims isn’t just about handling volume – it’s about delivering clarity, speed, and confidence at every touchpoint.

useful tool during seasonal peaks or surge events. “AIS is about enabling the right conversation at the right time – not just faster, but smarter,” Ben said. This proactive approach to engagement supports insurers in improving conversion rates, particularly in scenarios where initial contact may not have resulted in a successful outcome.

Creating dynamic experiences AIS reflects a shift in the motor claims sector from static forms and call-centre scripts to dynamic digital journeys. The system has been designed to allow rapid deployment of tailored solutions, without the delays typically associated with traditional IT development. The result is a platform that helps deliver service on the customer’s terms – responsive, intuitive, and accessible from any device. “Deliver dynamic experiences, not claim handler hassle,” Ben summarised. “That’s the value AIS brings to insurers looking to build a better tomorrow”.

“By reducing errors and delays, we can improve claim success rates and enhance customer satisfaction across the board.”

Better Tomorrow

“AIS is about enabling the right conversation at the right time – not just faster, but smarter.”

ILC Mobility in insurance Conference 2025

Better Tomorrow

ILC Mobility in insurance Conference 2025

ILC MOBILITY IN INSURANCE CONFERENCE 2025

ILC

Feedback WHAT WAS SAID “Brilliant event - really enjoyed being there - well looked after and really informative” “Great to hear from all sides of the industry” “Excellent discussion topics with open and honest formats. Stands were great, with time to explore and connect” “I thought the day was excellent, covering a broad church of opinion and insights across the mobility space at a great venue” “Fantastic thought-provoking insight and sector-wide engagement throughout” “It was fantastic to see the great and the good of the industry coming together on what are very important topics. The debate was lively and I am sure we all look forward to seeing what the future holds” “A big thank you for hosting such a dynamic and engaging event. We look forward to continuing the conversations” In association with

Motor Claims

Mobility in insurance 56

Better Tomorrow

ILC

Events calendar 2026 Built for claims professionals By claims professionals

Find out

Liane Price

more today

liane@iloveclaims.com

ILC

Sales & Account Manager 07850 220 714 iloveclaims.com

Visit: www.iloveclaims.com

ILC

Contact us To discuss an ILC Corporate Partnership, as well as other ways that we can help in the marketing and brand awareness of your company at an ILC event, please contact:

Rachael Hunt Events Director rachael@iloveclaims.com 07813 146 944

Liane Price Sales & Account Manager liane@iloveclaims.com 07850 220 714

ILC

iloveclaims.com

Better Tomorrow In association with

Motor Claims

Mobility in insurance

MOBILITY & CLAIMS MANAGEMENT CONFERENCE Thursday 16 October 2025 British Motor Museum, Gaydon

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